Need a Job These 10 Fields Are Hiring Like Crazy

Need a Job These 10 Fields Are Hiring Like Crazy When we’re desperate to be employed, any job will do. But sometimes it pays to be a bit more discerning. LinkedIn recently released a report on the most promising positions for next year- all with good pay and good upward mobility. If you qualify for any of these, you’re in great shape to get scooped up. And if not, if you’re still deciding what you want to be when you grow up, consider getting trained in one of these fields ASAP. They’re on the rise, and don’t look like they’re going anywhere.1. HospitalistThis is a doctor who works exclusively in a hospital. The median salary is well over $200k per year, and there are currently more than 1,000 open positions for this role. That’s an 87% annual increase. And this job scores a 6 out of 10 for career advancement. Hospitalist is ranked #1 on LinkedIn’s report.2. PharmacistPharmacists make a median salary of about $123k, but there are something like 3,300 openings out there (a 45% increase over last year). With a 5 out of 10 career advancement score, this is pretty sweet. This career is ranked #3 on LinkedIn’s report.3. Sales EngineerNo medical training? No problem! Sales engineers sell particularly complex products like machinery, and must be knowledgeable about the things they sell. The median salary is about $80k per year, with 3,000 openings- a whopping 159% increase from last year. This job also scores 6 out of 10 for career advancement. Ranked #3 on LinkedIn’s report.4. TeacherTeachers are in supreme demand- there simply aren’t enough of them to go around. While the salary isn’t the best on the block, if you can teach math or science, you’re likely to get scooped up in a second. The state of California alone reported 75% of their school districts in dire need of teachers. Hopefully demand will lead to better salary growth in years to come.5. Dental HygienistDental hygienists are a key part of the dental team. With over 68,000 open positions, this job is only going to grow- in both salary and in duties. You’ll see a lot of potential for growth of all kinds if you choose this career path, with positions available nationwide.6. Market AnalystIf you have a head for numbers, you can examine trends and provide analysis and vital information to marketing teams for developing their strategies. And prospects look great: there are more than 100k analyst positions expected to open up in the coming years.7. TranslatorGlobal business continues to be more important than ever, and it’s very important to make sure nothing gets â€Å"lost in translation.† Expect there to be steady openings for translator positions in coming years.8. Nurse PractitionerAPRNs and NPs are in high demand, with more patients seeing nurse practitioners, nurse anesthesiologists, and nurse midwives in place of doctors. This field has a lot of potential for growth, as nurses take over more and more duties traditionally ascribed to doctors. And salaries are already bursting through the $100k mark.9. Physical Therapist and Therapist AssistantThese positions are set to enjoy massive growth, particularly with the equally massive spike in patients suffering from chronic pain. Demand is high and the scope of where you’re able to work is wide.10. StatisticianIt’s all about the numbers. If you’re a data whiz, you could work in government, business, health care, or engineering. Demand is high, and salaries are up near $80k per year- and that number was determined by†¦ you guessed it: statisticians.

Quebrada Jaguay - Terminal Pleistocene Archaeology

Quebrada Jaguay - Terminal Pleistocene Archaeology Quebrada Jaguay (designated QJ-280 by its excavator) is a multi-component archaeological site, located on an  alluvial terrace within the coastal desert of southern Peru, on the north bank an ephemeral stream near the town of Caman. At the time of its earliest occupation, it was about 7-8 kilometers (4-5 miles) in from the Peruvian coast and today is about 40 meters (130 feet) above sea level. The site was a fishing community, with a Terminal Pleistocene occupation date between about 13,000 and 11,400 calendar years ago (cal BP), based on a large suite of radiocarbon dates. Terminal Pleistocene sites are known in  Andean chronology as Preceramic Period I). The site is one of about 60 sites which have been found along the coast of Peru in this region, but it is the only one containing the Jaguay Phase occupations, and it is the earliest site in the region found to date (as of 2008, Sandweiss). The closest site with the same date is Quebrada Tacahuay, some 230 km (140 miles) to the south. It, like Quebrada Jaguay, is a seasonally-occupied fishing village: and those sites and many others extending from Alaska to Chile support the Pacific Coast Migration Model for the original colonization of the Americas. Chronology Late Preceramic Period, 4000 cal BP, Manos PhaseHiatus, 4000-8000 cal BPEarly Middle Preceramic Period, 8000-10,600 cal BP, Machas PhaseEarly Preceramic Period, 11,400-13,000 cal BP, Jaguay Phase During the Jaguay phase, the site was a seasonally-occupied coastal base camp for hunter-gatherers and fishermen who targeted mostly drum fish (Sciaenae, corvina or sea bass family), wedge clams (Mesodesma donancium), and freshwater and/or marine crustaceans. The occupations apparently were confined to the late winter/early summer months; the rest of the year, the people are believed to have moved inland and hunted terrestrial animals. Based on the size of the fish, the people were net fishing: the Machas phase occupations contain a few specimens of knotted cordage. The only terrestrial animals recovered from the site were small rodents, which were not likely food for the residents. Houses during the Jaguay phase were rectangular, based on the identification of postholes, and contained hearths; the houses were reconstructed several times in the same location but slightly different positions, evidence for seasonal occupations. Food remains and abundant lithic debitage were also recovered, but there were almost no finished tools. Poorly preserved plant remains were restricted to a few prickly pear cactus (Opuntia) seeds. The vast majority of the raw material for the stone tools (lithics) were local, but Alca obsidian identified by Instrumental Neutron Activation Analysis had been brought from its Pucuncho basin source in the Andean highlands some 130 km (80 mi) away and 3000 m (9800 ft) higher in elevation. Machas Phase The Machas Phase occupation at the site contains neither prickly pear nor obsidian: and during this period there are many more such villages in the region. The Machas phase occupation included several bottle gourd rind fragments; and a single semi-subterranean house, about 5 m (16 ft) in diameter and built with a foundation of mud and stone. It may have been roofed with wood or other organic material; it had a central hearth. The house depression is filled with a shell midden, and the house was also built on top of another shell midden. Archaeological Discovery Quebrada Jaguay was discovered by Frà ©dà ©ric Engel in 1970, as part of his investigations into the preceramic epoch along the coastline. Engel dated charcoal from one of his test pits, which came back to a remarkable 11,800 cal bp, unheard of at the time: in 1970, any site in the Americas older than 11,200 was considered heresy. Excavations were conducted at the site by Daniel Sandweiss in the 1990s, with a team of Peruvian, Canadian and U.S archaeologists. Sources Sandweiss DH. 2008. Early Fishing Societies in Western South America. In: Silverman H, and Isbell W, editors. The Handbook of South American Archaeology: Springer New York. p 145-156. Sandweiss DH, McInnis H, Burger RL, Cano A, Ojeda B, Paredes R, Sandweiss MdC, and Glascock MD. 1998. Quebrada Jaguay: early South American maritime adaptations. Science 281(5384):1830-1832. Sandweiss DH, and Richardson JBI. 2008. Central Andean Environments. In: Silverman H, and Isbell WH, editors. The Handbook of South American Archaeology: Springer New York. p 93-104. Tanner BR. 2001. Lithic Analysis of Chipped Stone Artifacts Recovered from Quebrada Jaguay, Peru. Electronic Theses and Dissertations: University of Maine.

IPO underpricing Essay Example | Topics and Well Written Essays - 500 words

IPO underpricing - Essay Example Many companies have a tendency of having underpriced IPOs so that potential investors can be attracted into them. Investors find it easier to influence the shares’ price with low offering price as their intention is to obtain the windfall gain in the period of issuing. Low-priced shares generally have a lot of capacity for share increase of price on the basis of market demand forces. As a result, low offering price signifies considerable share underpricing. IPO underpricing has been explained with the offering size of a company for a long time, which is consistent with the ex ante uncertainty theory. This concept reflects in the works of Beatty and Ritter (1986) as well as in McGuinness (1992). Tu and TSE (2006), in their analysis of the Chinese A-share market, state the size of offering as a critical determinant of the IPO underpricing. A company’s offering size is calculated through multiplication of the offer price with the offered number of shares. The equation for this is, size of offering = number of offered shares x price of offering. There is a perception that companies having bigger offerings’ size have superior management and control and are more mature as compared to the companies having smaller offering magnitudes. Bigger companies derive their tendency to underprice their shares from the fact that their information flow is relatively better than that of the smaller companies, that are more influenced by the a symmetry of information. Data used in this project was retrieved from the official website of Shanghai Stock Exchange (available at http://www.sse.com.cn) and also from the GTA Database. Like discussed before, there are five groups of shares in the Chinese stock market. However, it is just the A-share stocks that are completely quoted in Yuan. Many companies have a preference for being included in the Shanghai Stock Exchange instead of the Shenzhen Stock Exchange in spite of

Competition and financial stability Essay Example | Topics and Well Written Essays - 2000 words

Competition and financial stability - Essay Example The competition is always seen as a requirement necessary for efficiency of the banking system. Although varied theoretical and empirical studies have attempted to argue that monopoly offer banks higher incentives to improve their financial performance, competition in the banking sector have also enabled banks to compete favorably; thus enabling banks to achieve their demanding needs effectively (Schinasi and International Monetary Fund, 2006). This is because of the notion that vulnerability and restraints on competition are necessary for preserving the stability of the banking system in the current financial market; therefore, the essay offers a critical assessment of the trade-offs between competition in the banking system and financial stability. Advantages of Competition Competition is desirable in the banking system because it contributes to increased competitive business performance across the banking sector (Marinc, 2012). The charter-value for competition stability theory as sumes that the more concentrated and less competitive banking systems, the higher chances of becoming more stable. The contrasting perspective to this theory is that a more concentrated banking structure may lead to more bank frailty. Boyd, De Nicolo and Jalal (2010) argue that market control in banking system increases profits, but bank steadiness ignores the prospective impact of market powers for banks. The authors argue that the higher interest rates in the banking sector may induce the banking industries to assume greater risks; hence, they find a positive relationship between concentration and bank fragility (Kohn, 2003). Many banking system support competition feebleness and this had significantly contributed to financial volatility in many banks across Canada and the UK. Therefore, the less bank rivalry, the less credit rationing and higher chance of malfunction in case loans are subjected to multiplicative reservations. Competition and higher level of concentration in the b anking sector can also create a positive impact on liability menace. Boyd, De, Jalal and International Monetary Fund (2009) argue that less competition in banking system can contribute to more financial stability in case information about the probability distribution of liquidity of the depositor is private. Allen, Carletti, Gale and Centre for Economic Policy Research (2011) assert that it is crucial to prevent banks from taking excessive risks in the competitive markets. Hence, the deposit interest rate ceilings are vital even with capital requirements. Beck, Beck and World Bank (2008) argues that concentration is not a consistent rivalry signal in the banking sector; thus, the bank illiquidity can augment in any fiscal market structure. Therefore, lower competition in the banking system is crucial because it enables banking relationships to endure for a long period. Drawbacks of Competition Competition in the financial market can impact steadiness in the banking system in diverse ways; first, competition can impact financial stability is through the interbank market system and through the payment system channels. Allen and Gale (2000) argue that perfect competition can prevent banks from offering liquidity to other banks that have been strike by short-term liquidity shortage. Therefore, there is no bank that will have adequate incentive to offer liquidity to the banks that have problems in case all banks are price takers.

Health maintenance organizations Essay Example for Free

Health maintenance organizations Essay There are nine private payer plans which include preferred provider organizations (PPO), health maintenance organizations (HMO), point of service (POS). Indemnity plans cost the most for employees and they usually have to choose a PPO plan. The new consumer driven health plan (CDHP) which a lot of people are picking, it has a high deductible combined with a funding option of some type. All of the plans have unique features for coverage of services and financial responsibility. PPO plans are the most popular plan that doctors, clinics, hospitals, and pharmacies contract with. One of the reasons that the PPO plans are so popular is because they pay the doctors a discounted fee for service based on their fee schedule. PPO plans offer a low premium that has a higher deductible or the other option is a high premium with a lower deductible. The patients are responsible to pay a copayment, and there is also a yearly deductible that the patient has to pay out of pocket. If a patient sees a doctor outside of the network without a referral, the plan will pay less and the patient is responsible for the remainder of the fee. Patients have their choice of providers, but if the patient goes to a out-of-network provider it will cost more. One thing to remember though is that all non-emergency services require pre-authorization. With HMO plans there is a list of providers that the patient can only go to, if they go to a doctor that is not in the list of providers they will have to pay extra. The only way that a patient should see a provider out of the network is if it is an emergency. HMO’s have an annual premium and a copayment that is due at the time of service. The main services the HMO’s cover is preventive and wellness checks and disease management. However, in order for complete coverage the enrollees must see a doctor that offers an HMO plan. The providers manage the care and referrals are required, low payments, ad this plan does cover preventative care. The indemnity plan allows the patient to see any physician but there are preauthorization’s required for some of the procedures. Their features are higher costs, there are deductibles, coinsurance payments, and preventative care is not usually covered. Consumer Driven Health Plans (CDHP) has two elements that are included in this plan. One being a health plan, which is normally a PPO. This plan has a higher deductible and lower premium. Second is the special savings account which is used to pay medical bills before deductible is met. Point of service (POS) is similar to an HMO plan; specifically called an open HMO. This plan reduces restrictions, allowing members to choose providers outside of the HMO. However, a penalty fee is charged.

Issues Within the Discipline of Forestry :: Environment Conservation Growth Agriculture Paper

Issues Within the Discipline of Forestry The idea of forestry in the sense that we know it today is only about four hundred years old. Forestry developed mainly out of the need for a continual supply of wood products. There were a few forest reserves for hunting or preservation in Europe, but the idea of managing a forest for a number of resources is quite new. There are four stages that almost all societies have gone through when trying to develop this idea of forestry. The first stage has to do with the unregulated abuse of forest products to be used as energy, building supplies and also to be cleared to make way for agricultural land. This creates a kind of domino effect on forests everywhere. The overexploitation of regional forests means there will be a scarcity of products that are considered valuable, which in turn leads to the abuse of more outlying forests and the overexploitation of them and so on and so forth. In the United States this stage was seen with the colonization of America. Colonization began in the eas tern U.S. and as a result led to the destruction of forests there. People needed forest supplies to build their homes and farms, and when the regional forests were almost depleted they began taking resources from outlying forests (Kimmins, 1992). The U.S. prior to colonization had an estimated one billion acres of forested land. By the year 1900 that area had been reduced to 567 million acres (Berger, 1998, p.29). After this initial stage of carelessness is recognized there is a stage of regulation in order to make certain that the forests will be maintained for resources and other values. This is the point where the idea of forestry begins. Hamish Kimmins in his book Balancing Act: Environmental Issues in Forestry states this about the second stage, "It usually involves a centralized, authoritarian, non-ecological, administrative approach based on legislation and regulation rather than on a knowledge of how forests grow, how they respond to management, and how ecosystems function" (Kimmins, 1992, p.50). This administrative approach usually ends up failing, and there is recognition that management will only work if techniques that are in tune with the ecological characteristics of the area are taken into account. This stage was evident in the United States when the U.S. Bureau of Forestry was created in 1891 (Kimmins, 1992). The third stage is the promotion of an ecologically sound method to forestry. Issues Within the Discipline of Forestry :: Environment Conservation Growth Agriculture Paper Issues Within the Discipline of Forestry The idea of forestry in the sense that we know it today is only about four hundred years old. Forestry developed mainly out of the need for a continual supply of wood products. There were a few forest reserves for hunting or preservation in Europe, but the idea of managing a forest for a number of resources is quite new. There are four stages that almost all societies have gone through when trying to develop this idea of forestry. The first stage has to do with the unregulated abuse of forest products to be used as energy, building supplies and also to be cleared to make way for agricultural land. This creates a kind of domino effect on forests everywhere. The overexploitation of regional forests means there will be a scarcity of products that are considered valuable, which in turn leads to the abuse of more outlying forests and the overexploitation of them and so on and so forth. In the United States this stage was seen with the colonization of America. Colonization began in the eas tern U.S. and as a result led to the destruction of forests there. People needed forest supplies to build their homes and farms, and when the regional forests were almost depleted they began taking resources from outlying forests (Kimmins, 1992). The U.S. prior to colonization had an estimated one billion acres of forested land. By the year 1900 that area had been reduced to 567 million acres (Berger, 1998, p.29). After this initial stage of carelessness is recognized there is a stage of regulation in order to make certain that the forests will be maintained for resources and other values. This is the point where the idea of forestry begins. Hamish Kimmins in his book Balancing Act: Environmental Issues in Forestry states this about the second stage, "It usually involves a centralized, authoritarian, non-ecological, administrative approach based on legislation and regulation rather than on a knowledge of how forests grow, how they respond to management, and how ecosystems function" (Kimmins, 1992, p.50). This administrative approach usually ends up failing, and there is recognition that management will only work if techniques that are in tune with the ecological characteristics of the area are taken into account. This stage was evident in the United States when the U.S. Bureau of Forestry was created in 1891 (Kimmins, 1992). The third stage is the promotion of an ecologically sound method to forestry.

Motivational strategies Essay

Thesis: Motivation of young learners requires positive energy and preparedness from the instructor. Enthusiasm and teaching aids/materials being used make a big difference on the speed and quantity that a student can retain. To start with, I seek to challenge myself and push my boundaries further by asking and attempting to answer the question -How can I teach English more effectively, so that the people of the world can be empowered to knowing English? It is indeed a powerful question and one to which we all need to pay close attention to in this complex, bewildering and ultimately fascinating world of diverse cultures living together. The use of common language makes it so impossible for those who do not understand to have a sense of belonging. It is necessary in preparation for study action to note certain areas of input where speed and quantitative acquisition of English language can be enhanced, even with ease. Motivation tops among the very important constituents in any language acquisition among beginners. The worry of any teacher is also to ensure equal motivation for students at though researches have shown that different motivation tactics exist for different students. Aim at motivating students also needs to influence whatever existing motives, goals, dreams or ideas in the students for learning English language. According to Cheng definition of motivation (2007) â€Å"it is the combination of effort and the desire to achieve the goal of learning the language (English) with the development of favorable attitudes towards learning the language. † Of course, motivation requires constant positive energy and preparedness from instructor. I would like to categorize instructor energized motivation into intrinsic and extrinsic. While the intrinsic depends on the level of personal interest the instructor shows to students, extrinsic deals with the application of such facilitating instruments like teaching aids or materials and compensational measure. Compensational measures include the development of competitive study in order to award prize or openly shower of praise for good performance. I do not agree with the issue of punishment as a one of the means for it limits the learners’ ability to perform in the absence of pressure from instructor. To activate the positive energy in young learners, the use of a general area of interest has been found to speed learning through a sustained motivation. For example, learners who admire a popular figure in the language being learnt can be motivated by relating studies in that direction. Each time the learner is reminded of the figure, motivation increases to study the language of such figure to feel belong. Each learner can also be kept on positive swing mood during acquisition by a constant assurance form the instructor of the easy nature of the study which only requires very short time. Most category of learners feel bored when study is being prolonged; hence, the language lesson needs to be broken into different segment with short interval. This will ensure cerebral revitalization at the end of each session before taking up next task. A study in a class of 30 students showed how learners know English speedily when task was made to perform at interval. The second group who did not perform the task at interval requires double the learning time spent by the first group (Cheng & Dornyei, 2007). The use of teaching aids/materials is of no doubt one of the best way to increase learning speed and quantity of study per time. Teaching materials result in increasing students’ motivation. Te use of audio-visuals in teaching English language performs two tasks. One is the usual classroom teaching of new words. The second is the acquisition of such language in connection with the learners observed response to the spoken language. Most learners watch films irrespective of the language spoken in the scene. Actions are better picked that a action-less speech expression. Many studies have approved this use of audio-visuals for its evident large difference it makes in language acquisition. In summary, I will certainly aim at activating students self motivation believing that this is the key to make whatever measure puts in place by the instructor a more productive exercise. Reference Cheng, H. , & Dornyei, Z. (2007). The use of motivational strategies in language instruction: The case of EFL teaching in Taiwan. Innovation in Language Learning and Teaching, 1, 153–173.

Balanced Scorecard and Financial Perspective

African Journal of Business Management Vol. 5(32), pp. 12520-12530, 14 December, 2011 Available online at http://www. academicjournals. org/AJBM DOI: 10. 5897/AJBM11. 928 ISSN 1993-8233  ©2011 Academic Journals Full Length Research Paper An investigation into the interrelation between balanced score card factors: A case study in the automotive industry Jalalpoor Mahdieh1 and Tolouei Pedram2* 1 Department of Management, University of Isfahan, Isfahan, Iran.Department of Management, University of Tehran, Tehran, Iran. 2 Accepted 14 June, 2011 Since 1990s, when Kaplan and Norton introduced balanced scorecard (BSC) model, this model has been considerably popular amongst managers all over the world. Although BSC is known as a successful performance measurement tool amongst managers, there have been criticisms of that including: How financial and non-financial measures are linked together? Are relationships in a direct way or there is bi-directional casualty?To overcome the limitations t o current BSC theory, this paper aims to describe main factors of each balanced scorecard BSC perspectives and investigate interrelation between them with consideration to automotive parts sector in Iran. For this aim, we analyze the relationship between various perspectives in structure of balanced scorecard and measure causal relationships between various perspectives and their role in improving financial perspective. This research was conducted through a set of monthly reports of Balances scorecard factors in Tosnco – company of auto industry – during a three-year period.Case study evidence verified the underlying theoretical hypothesis of BSC. It is verified that perspectives are positively correlated with each other and new interrelation between internal process perspectives factor and financial perspective evidence was also found. The innovative dimension of this research is that we actually applied BSC in Iran and investigated factors related to auto industry an d interrelation between factors with each other. Key words: Performance, process, customer, finance, factors. INTRODUCTION Performance measurement is considered a part of a performance management system. This process includes series of activities to eminently and spiritually achieve organizational excellence in the competitive field and focus the efficiency and effectiveness of these activities. Martinson (1999) offer several descriptions of organizational performance, and present a variety of models and methods to performance measurement at the same time. Traditional performance measurement methods *Corresponding author. E-mail: [email  protected] ut. ac. it Abbreviations: BSC, Balanced scorecard; statistical package for the social sciences. SPSS, that were based on financial measures- not only reflected the complete success or failure of companies that did not ave the necessary abilities, but also failed to establish a logical relation between the company’s success factor s and was unable to support management programs (Kaplan and Norton, 2001). Environmental management issues have received an increased amount of attention in recent years, as have various performance measurement systems (PMS) such as the balanced scorecard (BSC). At this time, BSC was presented as the most practical and comprehensive performance measurement model. In recent years, BSC has been a comprehensive model when looking at management issues for financial and non-financial purposes and has been very popular as it as attracted a lot of attention (Norreklit, 2000). This model offers a variety of performance factors in four Mahdieh and Pedram perspectives: The Financial perspective; the customer perspective; the internal business process perspective and the organizational learning and growth perspective. The BSC is a multi-criteria evaluation concept that highlights the importance of performance measurement (Tseng, 2010). Based on BSC, the cause and effect relationship between th e four perspectives have been created (WongOn-Wing et al. , 2007; Paul, 1998). In fact, the logic of cause and effect as the essence of he BSC approach-which distinguishes it from other approaches- is described (Atkinson et al. , 1997). It is stated that the learning and growth performance, internal process performance, costumer performance, and financial performance counteract each other eventually (DE Haas and Kleingeld, 1999). Jones and Sasser (1995) recognized a cause and effect relationship between loyalty and customer satisfaction and financial results, where customer satisfaction leads to loyalty and it is customer satisfaction that can bring positive financial results. Due to the chain relationship between perspectives, hanges in one perspective would cause changes and reactions in other perspectives. Consequently, managers can achieve improved financial results through the chain relationship between perspectives (Cohen et al. , 2008). Relationships in BSC model are indicate d within the framework of the fact that in order to make financial results, we must provide value for costumers, and this would happen only, when an organization improved internal processes and match them with costumers’ demands. Accordingly, in order to improved internal processes, and initialize processes that provide value for costumers, the rganization must reinforce growth and learning in the organization (Kaplan and Norton, 1996). Hogue and James, in study of Australian construction companies in 2000, realized that the companies employing non-financial factors have made considerable financial results. Other researchers have realized that using BSC is indirectly related to improved performance and profitability (Malina and Selto, 2001). There are very few researches related to causal relationship between various factors; especially between financial perspective and other perspectives in BSC model. Amongst such researches we can point to a research, in Greece, that onside rs the relationship between parameters of BSC model in 90 companies. Results of this research indicate that improving non-financial perspectives results in better financial perspectives, and non-financial perspectives are interrelated (Cohen and Thiraios, 2008). Although BSC is known as a successful performance measurement tool amongst managers, there have been criticisms of that including: How are financial and nonfinancial measures are linked together? Are relationships in a direct way or there is bi-directional casualty? In this study, we present an approach to overcome the limitations to current BSC theory.The scope of our study is two-fold; the first goal is to investigate and identified main factors of each balanced score card perspectives with 12521 consider to automotive parts sector. We categorize the factors and determine their priority in regard to environment of automotive parts industry. While the second goal of the study is focused on cause and effects logics and linki ng financial and non-financial perspectives together. In this part, we will assess the influence of factors of each perspective on other perspectives and analyze the cause and effect relationship between them. In order to present a better image of reciprocal impacts f various factors, we have taken into consideration four perspectives of the automotive company with an exception of BSC, and then we will analyze the interrelationship between four perspectives. Considering the fact that in the present environment of Iran, management and control affairs are considerably important, and accurate scientific evaluations are amongst managers’ major concerns, BSC is considered to be one of the most comprehensive and functional tools of performance evaluation. This research measures the effects of different perspectives of balanced score card in an automotive parts manufacturing unit in Iran. LITERATURE REVIEWHere, we first explain how to use balanced scorecard, and then in the next par t, we investigate and identify factors related to each perspective. Part A – BSC Since 1990s, when Kaplan and Norton introduced BSC model, this model has been considerably popular amongst managers all over the world. Hundreds of organizations have already employed this model, or intend to employ it in near future (Rautiainen, 2008; Kald and Nilsson, 2000). Healthcare organization in Sweden has appreciated BSC model quite well, and has employed it as a solution to organizational problems, as well as a means of realizing organizational goals (Aidemark, 001). Germany, England and Italy have also successfully developed BSC model (Gehrke and Horvath, 2002). Numerous countries in Northern Europe have employed this model (Kald and Nilsson, 2000), and studies indicate that the model has been specifically favored in most of those countries; although in some countries, including France, where there is another model called â€Å"dashboard† rooted in their culture, BSC model is no t so popular (Bourguignon et al. , 2004). Kaplan and Norton stress on importance of three principals in the concept of BSC: 1. Maintaining causal relationship 2. Including adequate performance incentives and timulators 3. Maintaining the relationship with financial measurement factors (Speckbacher et al, 2003). 12522 Afr. J. Bus. Manage. Figure 1. All perspectives of BSC. On this basis, researches refer to this model as a means of working out strategies based on causal relationship (Speckbacher et al. , 2003). Causal logic is considered to be the essence of BSC model. Other researchers name causal logic as the core of BSC model (Atkinson, 1997; Norreklit, 2000). There are also theories stressing that Kaplan and Norton (1996) have not adequately explained the causal relationships, and researchers claim that the entioned relationships are not causal, and are merely logic (Pedram, 2003). Another research, in Finland, is indicative of dissatisfactions caused by lack of causal relationsh ip between components of the model (Malmi, 2001). Although definition of causal relationships is the basis of accomplishment for balanced scorecard model, apparently many organizations do not take this into consideration (Aidmark, 2001; Ittner et al. , 2003). Part B – Factors related to each perspective in BSC In this paper, in order to measure and evaluate relationships between various perspectives, we searched or factors related to each perspective. The four perspectives of BSC are learning and growth, internal processes, costumer, and financial. Here we briefly explain characteristics of each perspective. Learning and growth perspective: stress on innovation, creativity, competition, capabilities, and target subjective properties. This perspective aims to identify professions (human assets), system (informational asset), and organizational state (organizational asset) in order to support internal processes. Internal process perspective: identify decisive processes in the o rganization. In this perspective, we ust make sure that company’s products and services meet the needs of customers. Costumer perspective: results in introduction of a valuable approach that guarantees loyalty of costumers. In this perspective we must keep constantly identifying parameters, which costumers consider as valuable, and provide them for costumers. Financial perspective: defines tangible outcomes of organization’s strategies and includes a series of traditional financial factors. This perspective covers longterm goals of the organization, and company’s major goals are usually put into this perspective. Financial erspective is usually considered to be a secondary aspect and a function of other perspectives. It is indeed the outcome of activities of other three non-financial perspectives. All perspectives, their causal relationships, and their relationships with strategies are shown in Figure 1. METHODOLOGY Kaplan and Norton stress that BSC is a model, and must be optimized in accordance with specific elements related to an organization or industry. This model cannot be used as a general model for various organizations and industries, or even for all aspects of an industry. Therefore, it must be designed and xecuted individually for each condition and each organization. Every organization must adjust BSC to its own mission, outlook, strategy, technology, organizational culture, and environment, in order to use it properly (Kaplan and Norton, 1993). For the same reason, we searched in related literature and Mahdieh and Pedram. studies and worked out factors related to each perspective within the realm of automotive parts. The factors are as follows: 1. There are some general factors in accordance with the requirements of international standard. Standard related to this industry is ISO/TS16949: 2009 and ISO9000 2.There are also factors related to costumer, which all companies must report to costumers periodically. 3. Factors related to other stake holder such as communities, share holders and employees 4. Factors included in scientific articles and researches with related subjects We took all required factors from the mentioned sources and put them in Table 1. Source of each factor is shown in the table too. After taking the viewpoints of experts and conditions of the Company into consideration, we selected main factors from Table 1. Factors shown in Table 2 are measured and analyzed as major factors throughout this article.Also in Table 3, the number of factors which are used in the paper is shown. Hypotheses formulation According to Kaplan and Norton model there is a continuous relationship between perspectives of BSC. According to this model, Kaplan and Norton claimed that outcomes of optimizing performance of learning and growth perspective are evident in better performance of internal business processes. This would accordingly have a positive effect on costumer perspective, and finally improves financial performance. These relationships are shown in Figure 2. The following research has aimed to evaluate this claim.In this article, we analyze the relationship between various perspectives in structure of balanced scorecard. Measuring causal relationships between various perspectives and their role in improving financial perspective is the final goal of this research. Three hypotheses were formed in this regard: H1. 1: There is a positive relationship between learning-growth perspective and internal process perspective. H1. 2: There is a positive relationship between internal process and costumer perspective. H1. 3: There is a positive relationship between customer perspective and financial perspective.In the next part, we investigated the relationship between each main perspective of BSC and detailed factors of the other perspectives. The second part of article will assess these hypotheses: H2. 1: There is a positive relationship between all factors of learning and growth perspective and internal process perspective in total. H2. 2: There is a positive relationship between all factors of internal process perspective and costumer perspective in total. H2. 3: There is a positive relationship between all factors of customer perspective and financial perspective in total. 12523 se performance factors which had been frequently used in literature of BSC. For financial perspective we used one financial criterion. In the following tables abbreviations and values related to each factor are brought from TOSN data during the period of 2006-2009. Number of factors in each perspective is shown in Table 4. We worked out level of realization of factors on the basis of company reports, covering the period of March 21st 2006 to March 20th 2010, and in a monthly order. In order to synchronize and facilitate calculations, we worked out reports related to the factors on a monthly basis and in forms of percentages.For each factor, we worked out 48 data from the existing information, we then calculated geometrical average of factors and determined the level of interrelation between each factor and geometrical average of the related perspective. We also worked out value of each factor for the period of March 21st 2006 to March 20th 2010. Measuring the relationship between perspectives This trend showed that the BSC, when executed have growth factor. By using Statistical Package for the Social Sciences (SPSS) in this article, Level of interrelation between each factor and other factors of the same perspective was taken into consideration.By using SPSS, we determine importance rate of sub-scales (factors). The importance rate of each factor is shown in Tables 5, 6 and 7. Also the correlation between four main perspectives is shown in Table 8. The relationship between these four perspectives is shown in Figure 3. In Addition to relationships which are stated in Kaplan and Norton BSC card, it is obvious that there are some strong between perspectives. These relation ships demonstrate that not only these for perspectives are in contact with each other in simple direction as it is shown in Figure 2; they depend on each other indirectly. It eans that not only our hypotheses in the first part are based on facts; some other relationships should be taken into account. Next, we determined whether all the sub factors of each perspective influence on upper perspective. For this aim, we consider each factors of one perspective (for example learning) and calculated the correlation between all factors of that (L1-L8) with the next perspective (In this example, the process perspective). Based on BSC model, all of the factors of each perspective (Learning) must influence directly on the next perspective (process). We will investigate whether this claim is true or not.These relations are shown in Figure 4. Research method Conclusion Statistics used in this article are related to automotive parts manufacturing companies in Iran. The data are collected in Naien Development and Progress Company (TOSN Co. ). TOSN was established in January 1997. The main activity of this company is manufacturing main parts of automotive engine. The company is the sole manufacturer of some specific parts in Iran. The company outlook is defined as pioneering in manufacturing main parts of automotive engine in the Middle East. In this research we tried to In this article, we investigated factors related to each erspective. In order to measure and evaluate relationships between various perspectives, we searched for factors related to each perspective and ranked them for each perspective (Tables 5, 6 and 7). In the next part, we evaluated level of interrelation between non-financial perspectives and financial perspectives through 12524 Afr. J. Bus. Manage. Table 1. General factors related to evaluating BSC perspectives. Perspective Factor Abbreviations Financial Return on assets return on equity inventory turnover sales margin assets turnover, debtors turnover R OE ROA IT SM AT DT Percentage of lost clientsPercentage of customers’ complaints Market share on time delivery to customer rate of orders variety of products (according to the market), Perceived level of quality Perceived level of trust to the products After-sales service Rate of new costumers Perceived level of service Brand awareness Brand image Perceived value of money Perceived level of service PLC PCC MSh OTD RO VoP PLoQ PLoT AfSS NC PLoS BA BI PVoM PLoS Effectiveness of the quality management system Degree of evaluation suppliers performance number of raw material suppliers Reduction defect (casting ,machining) Reduction scraps m ean time to repair ean time between faults repair costs Quality cost Per capita logistic per capita raw materials transportation costs per capita product transportation costs EQMS DoESP NRMS RD RS MTTR MTBF RC QC PL PRMTC PPTC Costumer Internal processes 1 source 2 4 * * * * * * * * 3 * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Mahdieh and Pedram. 12525 Table 1. Contd. production person-hours average daily production percentage of product realization Useful product line internal duplication error overall equipment efficiencyEffective dispatching of orders (in terms of price, specifications and delivery time) degree of cooperation with suppliers degree of cooperation with distribution channels Speed of adopting innovations already introduced in the market Speed of adopting innovations not yet introduced in the market rate of support the groundwork for establishment of a process-based organization Learning and Growth PPH ADP Ppr Upl Ide OEE EDO DoCS DoCDC SoAIaI SoAInI sgepo Per capita presented suggestion, per capita accepted suggestions per capita executed suggestions rate of training hours rate of training section efficiencyFrequency rate of accident Severity rate of accident rate of access to IT per capita non-cash bonus rate o f investment in new technology rate of innovative products and services exchange of information with co-operative companies Promotion of common business plans with co-operating companies Cooperative companies monitoring Collaboration and information exchange in the organization Pps Pas Pes Rth Rtse FRA SRA Rai PNCB InvTech IPS FExCO FPCBT CCM FCoEx * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Source 1-factors from international standardSource 2-factors from customer viewpoint Source 3-factors focusing on stakeholder viewpoint Source 4-factors from literature review questioning main hypotheses in balanced scorecard logic. Indeed, we tried to find a real evidence for this claim. The questioned data in TOSN, manufacturer of automotive parts using balanced scorecard for 3 years, confirms this claim in some aspects. Results of presented hypotheses were as follows: Interrelations between growth perspective and intern al processes perspective was almost 0. 96. Also, interrelation between processes perspective and costumer perspective was 0. 824. Interrelation etween costumer perspective and financial perspective was 0. 781(results are shown in Table 8). Therefore, in this company there is a deep and 12526 Afr. J. Bus. Manage. Table 2. Selected factors related to evaluating BSC perspectives in this article. Factor Financial perspective Sales margin Abbreviation Label Sm F Customer perspective Market share Perceived level of quality Perceived level of trust to the products After-sales service Perceived level of service Brand awareness Brand image Perceived value of money MSh PLoQ PLoT AfSS PLoS BA BI PVoM c1 c2 c3 c4 c5 c6 c8 c8 Internal business and production process perspectiveEffective dispatching of orders (in terms of price, specifications and delivery time) degree of cooperation with suppliers degree of cooperation with distribution channels Speed of adopting innovations already introduced i n the market Speed of adopting innovations not yet introduced in the market Rate of support the groundwork for establishment of a process-based organization EDO DoCS DoCDC SoAIaI SoAInI Sgepo p1 p2 p3 p4 p5 p6 Learning and growth perspective Rate of investment in new technology Rate of innovative products and services Exchange of information with co-operative companiesPromotion of common business plans with co-operating companies Collaboration and information exchange in the organization Rate of training hours Rate of training section efficiency Cooperative companies monitoring InvTech IPS FExCO FPCBT FCoEx Rth Rtse CCM l1 l2 l3 l4 l5 l6 l7 l8 Table 3. Number of factors in each perspective. Number of factor 1 8 6 8 23 Perspective Financial perspective Customer perspective Internal business and production process perspective Learning and growth perspective Total and positive relationship between non-financial factors of the model. According to BSC model, Kaplan and Norton claimed hat outcomes of optimizing performance of learning and growth perspective are evident in better performance of internal business processes. This would accordingly have a positive effect on costumer perspective, and finally improves financial performance. Kaplan and Norton did not investigate the different relationship between all perspectives. In this article, we assessed all the relationships between perspectives to determine the cause and effect relationship between all perspectives. Our research resulted in amazing conclusion. We found the relationship between business processes and financial perspective strong.Interrelation between financial perspective and internal Mahdieh and Pedram. 12527 Figure 2. Effect of factors of BSC on each other. Table 4. The importance rate of each factor in the learning perspective. L1 1 0. 854(**) 0. 933(**) 0. 938(**) 0. 947(**) 0. 969(**) 0. 968(**) 0. 959(**) 0. 975(**) L1 L2 L3 L4 L5 L6 L7 L8 L L2 0. 854(**) 1 0. 959(**) 0. 948(**) 0. 868(**) 0. 8 91(**) 0. 922(**) 0. 903(**) 0. 938(**) L3 0. 933(**) 0. 959(**) 1 0. 968(**) 0. 934(**) 0. 937(**) 0. 954(**) 0. 954(**) 0. 978(**) L4 0. 938(**) 0. 948(**) 0. 968(**) 1 0. 928(**) 0. 957(**) 0. 976(**) 0. 955(**) 0. 984(**) L5 0. 947(**) 0. 868(**) 0. 34(**) 0. 928(**) 1 0. 911(**) 0. 934(**) 0. 957(**) 0. 961(**) L6 0. 969(**) 0. 891(**) 0. 937(**) 0. 957(**) 0. 911(**) 1 0. 987(**) 0. 958(**) 0. 978(**) L7 0. 968(**) 0. 922(**) 0. 954(**) 0. 976(**) 0. 934(**) 0. 987(**) 1 0. 963(**) 0. 990(**) L8 0. 959(**) 0. 903(**) 0. 954(**) 0. 955(**) 0. 957(**) 0. 958(**) 0. 963(**) 1 0. 982(**) L 0. 975(**) 0. 938(**) 0. 978(**) 0. 984(**) 0. 961(**) 0. 978(**) 0. 990(**) 0. 982(**) 1 Table 5. The importance rate of each factor in the process perspective. P1 P2 P3 P4 P5 P6 P P1 1 0. 852(**) 0. 918(**) 0. 765(**) 0. 916(**) 0. 865(**) 0. 962(**) P2 0. 852(**) 1 0. 663(**) 0. 951(**) . 925(**) 0. 853(**) 0. 920(**) P3 0. 918(**) 0. 663(**) 1 0. 580(**) 0. 736(**) 0. 683(**) 0. 827(**) P4 0 . 765(**) 0. 951(**) 0. 580(**) 1 0. 824(**) 0. 738(**) 0. 827(**) P5 0. 916(**) 0. 925(**) 0. 736(**) 0. 824(**) 1 0. 939(**) 0. 968(**) P6 0. 865(**) 0. 853(**) 0. 683(**) 0. 738(**) 0. 939(**) 1 0. 958(**) P 0. 962(**) 0. 920(**) 0. 827(**) 0. 827(**) 0. 968(**) 0. 958(**) 1 Table 6. The importance rate of each factor in the customer perspective. C1 C2 C3 C4 C5 C6 C7 C8 C C1 1 0. 979(**) 0. 959(**) 0. 872(**) 0. 953(**) 0. 945(**) 0. 806(**) 0. 820(**) 0. 938(**) C2 0. 979(**) 1 0. 948(**) 0. 891(**) 0. 947(**) 0. 53(**) 0. 855(**) 0. 876(**) 0. 965(**) C3 0. 959(**) 0. 948(**) 1 0. 849(**) 0. 972(**) 0. 960(**) 0. 705(**) 0. 733(**) 0. 898(**) C4 0. 872(**) 0. 891(**) 0. 849(**) 1 0. 873(**) 0. 933(**) 0. 879(**) 0. 878(**) 0. 956(**) C5 0. 953(**) 0. 947(**) 0. 972(**) 0. 873(**) 1 0. 970(**) 0. 733(**) 0. 764(**) 0. 917(**) C6 0. 945(**) 0. 953(**) 0. 960(**) 0. 933(**) 0. 970(**) 1 0. 804(**) 0. 829(**) 0. 961(**) C7 0. 806(**) 0. 855(**) 0. 705(**) 0. 879(**) 0. 733(**) 0. 8 04(**) 1 0. 985(**) 0. 935(**) C8 0. 820(**) 0. 876(**) 0. 733(**) 0. 878(**) 0. 764(**) 0. 829(**) 0. 985(**) 1 0. 946(**) C 0. 938(**) 0. 965(**) 0. 898(**) . 956(**) 0. 917(**) 0. 961(**) 0. 935(**) 0. 946(**) 1 ** Correlation is significant at the 0. 01 level (2-tailed). processes of production and business was positive and equal to 0. 946. Based on this finding, we tried to determine the reason for this relationship. For this aim, we considered all the factors of each perspective and we evaluated these detailed relationship. Interrelation between factors of process perspective and financial 12528 Afr. J. Bus. Manage. Table 7. The relationship between main perspectives. L P C F L 1 0. 967(**) 0. 888(**) 0. 950(**) P 0. 967(**) 1 0. 824(**) 0. 946(**) C 0. 888(**) 0. 824(**) 0. 771(**) F 0. 950(**) 0. 946(**) 0. 771(**) 1 ** Correlation is significant at the 0. 01 level (2-tailed). Table 8. The relationship between each factor of one perspective with the next perspective. Relatio nship between factors of learning perspective and three other perspectives Learning factor Process Customer Financial ** ** ** L1 0. 971 0. 793 0. 968 ** ** L2 0. 854 0. 967 0. 827** ** ** L3 0. 921 0. 916 0. 911** ** ** L4 0. 951 0. 917 0. 914** ** ** L5 0. 910 0. 793 0. 929** ** ** L6 0. 984 0. 852 0. 944** ** ** L7 0. 977 0. 884 0. 945** L8 0. 947** 0. 843** 0. 932** Relation Strongly accepted Moderately acceptedStrongly accepted Strongly accepted Moderately accepted Strongly accepted Strongly accepted Strongly accepted Relationship between factors of process perspective and three other perspectives Process factor Learning Customer Financial Relation P1 0. 880** 0. 740** 0. 889** Direct relationship P2 0. 940** 0. 964** 0. 849** Strongly accepted P3 0. 687** 0. 547** 0. 729** Direct relationship P4 0. 869** 0. 968** 0. 765** Strongly accepted ** ** P5 0. 934 0. 817 0. 888** Direct relationship P6 0. 960** 0. 752** 0. 936** Direct relationship Relationship between factors of custo mer perspective and three other perspectives Customer FactorLearning Process Financial Relation C1 0. 753** 0. 711** 0. 822** Strongly accepted C2 0. 821** 0. 775** 0. 696** Not accepted C3 0. 656** 0. 579** 0. 803** Strongly accepted ** ** C4 0. 506 0. 525 0. 677** Strongly accepted C5 0. 628** 0. 664** 0. 531** Not accepted C6 0. 748** 0. 663** 0. 600** Not accepted ** ** C7 0. 957 0. 936 0. 961** Strongly accepted C8 0. 921** 0. 923** 0. 937** Strongly accepted perspective as a whole was the greatest level of interrelation between financial and non-financial factors. As it was earlier demonstrated, there is a strong direct relationship between business process perspective and inancial perspective. This relationship has not been declared as a direct relation in Kaplan and Norton Model; whilst its more analysis will be useful regarding its high occurrence rate, factors p1, p3, p5, p6 are the main reason for such strong correlation between business processes perspective and financia l perspective. It shows that although, according the model, the relations are series like and bottom-up, there are other relations amongst perspectives as well which must be considered. More detailed analysis of such relations may be posed as the following: P1 high correlation with the financial perspective:Effective dispatching of orders (in terms of price, specifications and delivery time) with financial perspective; given the status quo of the company, relation of this factor with financial perspective is so that more Mahdieh and Pedram 12529 Figure 3. The relationship between four perspectives in BSC. Figure 4. The relationship between main perspectives factors. attention to this factor will lead to faster payment by the customer and hence improvement of financial status of the company. market with financial perspective; this factor relates to R and D field. And regarding its high importance for the ustomer, it will result in faster payment and also will create direct relationsh ip with financial perspective. P3 high correlation with the financial perspective: Degree of cooperation with distribution channels, with financial perspective; this factor affects on p1 factor and improves the performance in terms of financial perspective. P5 high correlation with the financial perspective: Speed of adopting innovations not yet introduced in the P6 high correlation with the financial perspective: Rate of supporting the groundwork for establishment of a process-based organization with financial; because of its elation with â€Å"activity based cost† (ABC) method, it has found relationship with processes and processes separation topics. Considering such direct relations between these two perspectives and their definitions, it can be concluded 12530 Afr. J. Bus. Manage. that although the offered relations in this model are verified in this case, all relations have not been considered in BSC model. Thus, consideration of all of these relations is essential to ac hieve the strategic goals of the company. Research limitations and suggestion for further Factors introduced in each perspective were general. In utomotive parts manufacturing section, we needed to have interviews with managers and decision makers to determine rates of these factors. During analysis of relationship among different perspectives, a direct relation was attained between customer perspective and learning and growth perspective which may be analyzed precisely in the coming studies. REFERENCES Aidemark LG (2001). â€Å"The meaning of balanced scorecards in the health care organization†. Financ. Account. Manage. , 17(1): 23-40. Atkinson AA, Balakrishnan R, Booth P, Cote JM, Groot T, Malmi T, Roberts H, Uliana E, Wu A (1997). New Directions In Management Accounting Research, J.Manage. Account. Res. , 9: 79-108. Bourguignon A, Malleret V, Norreklit H (2004). â€Å"The American balanced scorecard versus the French tableau de Bord: the ideological dimension†. Mana ge. Account. Res. , 15: 107-34. De Haas M, Kleingeld A (1999). 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Free Essays on The Life And Works Of Chinua Achebe

THE LIFE AND WORKS OF CHINUA ACHEBE Chinua Achebe, prominent Igbo writer, is famous for his novels describing the effects of Western customs and values on traditional African society. Achebe's satire and his keen ear for spoken language have made him one of the most highly esteemed African writers in English literature. He has obtained many awards and written many novels, and has also touched numerous lives. Raised in Nigeria, Chinua went to school and majored in English literature with the hope of enlightening the world about his experiences growing up. Albert Chinualumogu Achebe was born the son of Isaiah Okafo, a Christian churchman, and Janet N. Achebe November 16, 1930. He was born in Ogidi, an Igbo village near the Niger River under British Rule. His parents were devoted Christians, and his father worked as a teacher of the Church Missionary Society (Things Fall Apart xxi). After a few months his parents baptized him and gave him the Christian name Albert, after Prince Albert. As a child Chinua was taught to look down on his fellow tribe members who practiced the traditional faith. Nonetheless, he was fascinated with the customs and traditions of his non-Christian neighbors and went to their ceremonies and festivals despite the fact his parents forbid him to do so. (World Book 26) Chinua later went to the University College of Ibaden, where he studied English, theology, and history. In 1944 he attended Government College in Umuahia. This school was known for fabricating such writers as Wole Soyinka, Eleche Amadi, John Okigbo, John Pepper Clarke, and Cole Omotso (Kirjatso). In 1953 he graduated with a BA. Before joining the Nigerian Broadcasting Company in Lagos in 1954 he traveled in Africa and America, and worked for a short time as a teacher. After going to London in 1956 he was invited back to Nigeria for the position of Controller of Eastern Region Satiations. Things Fall Apart was Achebe's first nove... Free Essays on The Life And Works Of Chinua Achebe Free Essays on The Life And Works Of Chinua Achebe THE LIFE AND WORKS OF CHINUA ACHEBE Chinua Achebe, prominent Igbo writer, is famous for his novels describing the effects of Western customs and values on traditional African society. Achebe's satire and his keen ear for spoken language have made him one of the most highly esteemed African writers in English literature. He has obtained many awards and written many novels, and has also touched numerous lives. Raised in Nigeria, Chinua went to school and majored in English literature with the hope of enlightening the world about his experiences growing up. Albert Chinualumogu Achebe was born the son of Isaiah Okafo, a Christian churchman, and Janet N. Achebe November 16, 1930. He was born in Ogidi, an Igbo village near the Niger River under British Rule. His parents were devoted Christians, and his father worked as a teacher of the Church Missionary Society (Things Fall Apart xxi). After a few months his parents baptized him and gave him the Christian name Albert, after Prince Albert. As a child Chinua was taught to look down on his fellow tribe members who practiced the traditional faith. Nonetheless, he was fascinated with the customs and traditions of his non-Christian neighbors and went to their ceremonies and festivals despite the fact his parents forbid him to do so. (World Book 26) Chinua later went to the University College of Ibaden, where he studied English, theology, and history. In 1944 he attended Government College in Umuahia. This school was known for fabricating such writers as Wole Soyinka, Eleche Amadi, John Okigbo, John Pepper Clarke, and Cole Omotso (Kirjatso). In 1953 he graduated with a BA. Before joining the Nigerian Broadcasting Company in Lagos in 1954 he traveled in Africa and America, and worked for a short time as a teacher. After going to London in 1956 he was invited back to Nigeria for the position of Controller of Eastern Region Satiations. Things Fall Apart was Achebe's first nove...

Visual Arts Movements from 30,000 BC-400 AD

Visual Arts Movements from 30,000 BC-400 AD Prehistory Paleolithic (Old Stone Age) Art  - 30,000-10,000 B.C.Mesolithic (Middle Stone Age) Art  - 10,000-8000 B.C.Neolithic (New Stone Age) Art  - 8000-3000 B.C.Bronze Age Art - 2500-800 B.C.Iron Age Art - 750-50 B.C. Ancient Civilizations Mesopotamia Sumerian Art - 3000-2300 B.C.Akkadian Art - 2300-2150 B.C.Neo-Sumerian Art - 2150-2000 B.C.Babylonian Art - 1900-1600 B.C.Assyrian Art - 900-612 B.C.Neo-Babylonian Art - 625-539 B.C. Egypt Early Dynastic Art - 3500-2686 B.C.Old Kingdom Art - 2686-2185 B.C.Middle Kingdom Art - 2133-1750 B.C.Early New Kingdom Art - 1570-1353 B.C.Amarna Art - 1353-1332 B.C.Late New Kingdom Art - 1332-1075 B.C.Late Period Art - 750-332 B.C.Macedonian Dynasty Art - 332-304 B.C.Ptolemaic Dynasty Art - 304-30 B.C. The Cycladic Islands/Crete Early Minoan Art - 2800-2000 B.C.Middle Minoan Art - 2000-1700 B.C.Late Minoan Art - 1550-1400 B.C. Phoenician Art - 1500-500 B.C. Nomadic Tribes Luristan Art - 700-500 B.C.Scythian Art - 600-300 B.C. Persian Empire Art - 539-331 B.C. Classical Civilizations Greek Art Mycenaean Art - 1550-1200 B.C.Sub-Mycenaean Art - 1100-1025 B.C.Proto-Geometric Art - 1025-900 B.C.Geometric Art - 900-700 B.C.Archaic Art - 700-480 B.C.  Ã‚  Ã‚  Orientalizing Phase - 735-650 B.C.  Ã‚  Ã‚  Early Archaic - 700-600 B.C.  Ã‚  Ã‚  High Archaic - 600-520 B.C.  Ã‚  Ã‚  Late Archaic - 520-480 B.C.Classical Art - 480-323 B.C.  Ã‚  Ã‚  Early Classical - 480-450 B.C.  Ã‚  Ã‚  High Classical - 450-400 B.C.  Ã‚  Ã‚  Late Classical - 400-323 B.C.Hellenistic Art - 323-31 B.C.  Ã‚  Ã‚  Early Hellenistic - 323-250 B.C.  Ã‚  Ã‚  High Hellenistic - 250-100 B.C.  Ã‚  Ã‚  Late Hellenistic - 100 -31 B.C. Etruscan Art Early Iron Age Art - 9th century-ca. 675 B.C.Orientalizing Phase - ca. 675-ca. 575 B.C.Archaic Period Art - ca. 575-ca. 480 B.C.Classical Period Art - ca. 480-ca. 300 B.C.Hellenistic Period Art - ca. 300-ca. 50 B.C. Roman Art Republican Art - 510-27 B.C.Early Roman Empire Art - 27 B.C.-235 A.D.  Ã‚  Ã‚  Augustan - 27 B.C.-14 A.D.  Ã‚  Ã‚  Julio-Claudian - 14-68  Ã‚  Ã‚  Flavian - 69-96  Ã‚  Ã‚  Trajanic - 98-117  Ã‚  Ã‚  Hadrianic - 117-138  Ã‚  Ã‚  Antonine - 138-192  Ã‚  Ã‚  Severin - 193-235Late Roman Empire/Late Antique Art - 235-476 Judean Art - 600 B.C.-135 A.D. Celtic Art Early Style - ca. 450-ca. 350 B.C.Waldalgesheim Style - ca. 350-ca. 250 B.C.Sword and Plastic Styles - ca. 250-ca. 125 B.C.Oppida Period Art - ca. 125-ca. 50 B.C.Britain and Ireland before 600 A.D. Parthian and Sassanidic Art - 238 B.C.-637 A.D. Non-Western Ancient Art China Neolithic – ca. 6,000–ca. 1,600 B.C.Shang Dynasty – 1,766–1,045 B.C.Zhou Dynasty – 1,045–256 B.C.Qin Dynasty – 221–206 B.C.Han Dynasty – 206 B.C.–220 A.D.Three Kingdoms Period – 220–280Western Jin Dynasty – 265–316Six Dynasties Period – 222–589Northern and Southern Dynasties Period – 310–589 Japan Jomon – 4,500–200 B.C.Yayoi – 200 B.C.–200 A.D.Kofun – 200–500 Indian Subcontinent Indus Valley – 4,000–1,800 B.C.Sarasvati-Sindhu Civilization - 3,000–1,500 B.C.Aryan India - 1,500–500 B.C.The Mauryan Empire - 321–233 B.C.Gandhara and Kushan School – 1st–3rd centuries A.D.The Gupta Dynasty - 320–510 Africa Rock Art in Southern AfricaSahara - Bubalus Period – ca. 6,000–ca. 3,500 B.C.Lower Nubia – ca. 3,500–2,000 B.C.Kush – 2,000 B.C.–325 A.D.Pre-dynastic Kemet – to 3,050 B.C.The Nok Culture - 400 B.C.–200 A.D.Aksum - 350 B.C.–1,000 A.D. North America Mexico   Ã‚  Ã‚  Olmec Art - 1,200–350 B.C.  Ã‚  Ã‚  Zapotec Art – 1,400 B.C.–400 A.D.  Ã‚  Ã‚  Huastec Art - ca. 1000 B.C.-1521 A.D.  Ã‚  Ã‚  Mayan Art - 300 B.C.–800 A.D. South America Valdivian Art - ca. 4,000-ca. 1,500 B.C.Chavin Art - ca. 2,600-ca. 200 B.C.San Agustin - ca. 800 B.C.-ca. 1630 A.D.Moche and Nasca Art - ca. 200 B.C.-ca. 600 A.D.

Organizational Behavior Essay Example | Topics and Well Written Essays - 1750 words - 1

Organizational Behavior - Essay Example I.e. what are the specific OB related issues? There are some basic reasons that have brought about the problems in the MOB department. The problems stem from the lack of communication and collaboration among the members. Since the members comprise of a mix of senior and junior faculty, this increases the need for communication and interaction in order to understand each other's mind sets and point of view. One of the fundamental reasons for the success of the Accounting department was due to the comradeship of the members and their regular meetings. The personality of the organization is called it's the organizational culture. It can be described as the set of shared norms, values, beliefs and expectations that govern the way employees within an organization interact with each other, think about and act on problems and opportunities and work together towards the objectives of the organization. The components of organizational culture include Behavior and artifacts, Values and, Assump tions and beliefs. In the MOB department, there is a deviation in the culture and the representation of it. The divergence of the senior and junior faculty expectation has created a gap between their objectives and this leads to a lack of direction for the department. Now that you have analyzed the problems, what are the goals you think Vese needs to accomplish? List these in priority order. Increase communication by organizing regular meetings Encourage discussion in order to understand the various point of views and reach a common ground as to which area should the department focus upon Inculcate a common objective and a uniform culture within the department that is coherent with the overall goals of the university. Base performance evaluation by taking into consideration present as well as past performances of faculty. Conduct evaluations and communicate important information in an organized manner in order to avoid complains from faculty as they had these issues with the former department chair. Partner Senior faculty members with junior members in order to mentor them and collaborate in research Encourage spending more time working in university rather than from home Make a time schedule showing how Vese should use the hours of each day of his first week. For each entry, state the purpose of the listing, who is to be present (if anyone), what approach you will use, and why. Day 1: Conduct an induction meeting to introduce himself, his credibility and achievements. The meeting would accomplish his short term goals and how he would bring change in the department. This would involve a short meeting with all the members of the department. In order to make an appropriate change in the organization it is important to analyze its feasibility and how it should be carried out. The systematic process of congregation and analysis of data on certain ongoing system is called organizational diagnosis. Organizational diagnosis helps in forming a suitable direction towar ds making the change. Vese could conduct an organizational diagnosis of the department based on collection of data through questionnaires, interviews, observation