Public Space Planning

Public space provides the grounds for cities to be seen and experienced. Whether it is a square, a market, or a park, public space in cities has been noted as the place where ideas are exchanged, city identity is built and citizenship is learned (Carr et al. , 1992; Low, 2000; Goodsell, 2003). Such places are important and even necessary for citizens to enjoy a good quality of life and well-being (Relph, 1993). Historically, public places have played an important role in cities in many cultures.Public spaces such as the Greek agora, Spanish plaza, and colonial town square provided a place for markets, celebrations and civic life to flourish (Carr et al. , 1992). In modern cities public spaces play many diverse roles; they are sites of recreation, economic development, consumption and community; they take shape as plazas, parks and urban entertainment areas; they mean many things to many people and can establish an identity for a neighborhood or a city at large. Public spaces, in any incarnation, are important to civic life (Goodsell, 2003).While we may have a good understanding of why public spaces are important in cities, what is still largely unknown is how the planning process itself contributes to the development of these important places. In addition to understanding the role of public spaces in cities today, the means of public space creation, the underlying interests, processes, and motivations involved with their construction, must also be scrutinized and better understood in order to come to a full understanding of how public spaces achieve their desired goals.Two case studies were chosen to illustrate approaches to public space planning: Toronto’s Yonge Dundas Square and the City of Mississauga’s City Centre Parks. These sites were chosen because of their similarities and also because of their differences. Both sites were intended to achieve similar goals of creating a sense of place and creating new opportunities for economic developmen t in their cities. Their efforts, though, are taking place in very different contexts and employ different planning approaches.In Mississauga, a rapidly growing city with a developing downtown core, a â€Å"placemaking† process featuring public workshops and staff training was used. In the Yonge Dundas Square example, located at one of Toronto’s historic commercial nodes, a public-private partnership was used to achieve the goals of the project. In addition, the cases are also at different stages in their development. The Mississauga project has only completed its initial visioning and preliminary design stages while the Yonge Dundas Square project is nearing completion.In choosing these disparate cases, I was able to explore the strengths and weaknesses of different styles of public space planning. Specifically, these cases allowed me to investigate differences between what seemed to be a tightly controlled planning process in Yonge Dundas Square and a seemly very pub lic planning process in Mississauga. Ultimately, the comparison of these cases helped me to elicit relevant criticisms and policy recommendations for planners of public space, regardless of the process they are working within.Through research about these case studies, key informant interviews and in-depth analysis of planning documents and relevant literature this report presents a critique of public space planning processes practiced in the context of Yonge Dundas Square and the City Centre Parks. While having goals that use the language of sense of place, the planning processes employed are more effective in serving the economic goals of the projects. Because socio-cultural goals like sense of place are defined broadly and grow over time, the planning process does little to directly address them.Ultimately this report suggests that socio-cultural goals like sense of place should not be removed as a goal of public space planning, but rather, the planning process should attempt to r econcile economic and socio-cultural goals. By increasing awareness of the importance of the socio-cultural function of public space through educational outreach to developers and the public at large, as well as by incorporating socio-cultural goals into long-term strategic plans and mission statements, municipalities can more effectively create public spaces that are not only economically strong, but also socially important to their citizens.

Kate Chopin’s the Awakening Essay

The Awakening, Edna Pontellier is caught by the contradictions between the way others see her and the way she sees herself. The novella is a story narrating her awakening and discovery of self. â€Å"In short, Mrs. Pontellier was beginning to realize her position in the universe as a human being, and to recognize her relations as an individual to the world within and about her. †¦ How few of us ever emerge from the beginning! † The narrator is remarking at Edna’s boldness and uniqueness as an independent woman on a quest for self-discovery. And the narrator also points out â€Å"How many souls perish in [the beginning’s] tumult! † which serves to predict the chaos that comes about as Edna’s awareness grows – and can also be read as a remark foreshadowing her death. The female role that involves bearing children and being a â€Å"perfect† wife is also an important aspect of the society represented in The Awakening. While this lifestyle suits someone like Adele Ratignolle, Edna finds it unbearable and oppressive. She loves Robert and he inspires her, but her awakening at Grand Isle was complex — She does not simply find a new love interest, she finds a new way of appreciating and living life. Robert is more of an excuse and an occupation rather than a full explanation for her transformation. Even though Edna’s awakening means she suffers from the resulting self-awareness, the year of joy and understanding that accompanies this suffering is worth more to her than a lifetime of the semi-conscious submission that defined her former existence. The years that are gone seem like dreams—if one might go on sleeping and dreaming—but to wake up and find—oh! well! Perhaps it is better to wake up after all, even to suffer, rather than to remain a dupe to illusions all one’s life. † According to Edna, to live with self-awareness offers an existence far richer than a life lived according to the restricting â€Å"illusions† that are imposed by the expec tations of others.

Reasoning for Animal Extinction: a Zoo Essay

Zoo Essay Reasoning for animal extinction There are many reasons for animal extinction in the wild, here are some of them: Some animals due to adaptive radiation can become more effective in hunting and reproducing which increases their chance of survival and their ammount of offspring which means the other animals become more prone to decline in numbers. However, there are reasons for animal extinction as a result of human action: Habitat Destruction – Animal Habitats are often destroyed in construction of homes, roads etc.Tree's (deforestation), ponds and other types of habitats are removed in order to make room for this type of construction. Pollution – Pollution and climate change have seen a lot of animals become endangered. Acid rain has caused many marine animals to become extinct due to the change in pH of their habitat. Melting ice caps due to changes in C02 levels has resulted in many animals in the north/south pole become extinct. Hunting/Fishing – Man y animals have become endagered due to excessive human hunting of the animals for their fur, meat, bones etc.Why are the species of the Philippine Islands endangered? The species of the Philippine islands have become endangered due to mass deforestation. The majority of the forestry in the Philippines has now been lost, eliminating habitats for species present there. There are also low population numbers of species in islands due to a limited geographic range and animals are limited to a small space so potential for finding better land for a habitat is very small. Are there any endangered British species? Yes, the European otter is endangered due to habitat destruction and pollution. Also, the door mouse has become endangered because of destruction of woodland habitat. The Giraffe and the Okapi The giraffe and the Okapi are both examples of Adaptive Radiation. They both have a common ancestor but both have very different sized necks. A mutation has cause some of the offspring of the ir common ancestor to either have a very long neck, which is ideal for reaching food in tall trees, or a very small neck to reach small shrubs near the ground. This mutation has allowed the organism to become more successful in feeding and therefore in survival and so has become a better adaptation for the organism.Zoo's responsibility in conservation of animals Zoo's have an important role in conservation of animals as a part of the income of the zoo's is used for animal conservation such as building habitats for animals and educating locals around the world on the endangerment of these animals, mainly in places where these animals are succumb to poaching for skin, meat and bones etc. Some people may consider keeping animals in captivity cruel but if the animal is endangered it can be protected in captivity so they can produce offspring that could be released into the wild to boost population numbers.

Talking point( Family communication class) Essay

Talking point( Family communication class) - Essay Example Children whose parents divorced are recorded to be exhibiting less â€Å"emotional, behavioral, mental and social stability, have poorer health and inferior academic† performance (Fabricius et al., 2010, p. 202). Divorce can be caused by a variety of factors and is a very complex emotional issue. In general, divorce rates are increasing due to the rising level of economic independence of a woman and also because of higher educational attainment by most women. There are many social factors contributory to increasing divorce rates these days such as a decline in influence of religion, reduced communalism and a corresponding rise in individualism. However, most of the highly relevant reasons for a divorce are actually the result of a miscommunication or a lack of effective communications between the two principal partners. These are called as the predictive factors of a divorce such as repeated expressions of negative affect, low levels of emotional support, frequent arguments, infidelity and frequent heated arguments. Many of the causes happen on multiple levels and interact (Clarke-Stewart & Brentano, 2007, p. 29). This project is focused on the attachment theory which was originally developed for children and later on extended to adults in family relationships (Feeney & Noller, 1996, p. 5). Specifically, it looks at the dysfunctional nature of their communications (Rholes & Simpson, 2006, p. 23). Attachment theory from a dialectical perspective involves three general thoughts on family relationships that are privacy as against transparency, novelty versus predictability and finally, desired autonomy as against connectedness and intimacy. An important part of the intervention is looking at several talking points designed to help diffuse mis-communications. 1. Talking Point No. 1 – It takes two to tango. When people get into trouble with their partners, they usually blame the other person and

History of Design1 Essay Example | Topics and Well Written Essays - 500 words

History of Design1 - Essay Example The two men wanted this group of people to show the unity between artists that did more than just make art, but make things that were of use to others. Adolf Loos was an Austrian and Czechoslovak architect, also active during the same time period as Moser and Hoffman. Loos became famous for his catchphrase "ornament and crime," which he meant to mean that he disowned the style of Vienna Secession. He felt that for a culture to progress creatively, it needed to rid itself of ornamentation on everyday items, stating that it was a crime when architects and designers continued the use of ornaments in their works. Loos ideas were at odds with the Wiener Werkstà ¤tte, who existence was to encourage the Vienna Succession and use of ornament within the architectural works. Loos was set against combining art with everyday objects due to the fact that he felt the two did not belong together. Art should be art, function and consumer goods should be what they

Planning of Instruction in a Systematic Way Assignment

Planning of Instruction in a Systematic Way - Assignment Example To guide them through the college application process and how the needy students can apply for aid. The supervisors must oversee this guidance and counselling process. After reviewing the learning objectives stated above, I have come to the conclusion that they are sound. This is because I am aiming to achieve specific objectives such as the learner acquiring skills and knowledge in writing college application letters and essays. The first objective, however, sounds a little subjective. After thinking about it critically, I have decided to change it from â€Å"Demonstrate knowledge of high school courses that prepare them for college† to â€Å"List at least five high school courses that prepare them for college.† I have arrived at this conclusion realizing that a learning objective should be measurable. When the students are asked to actually list those specific courses then the supervisors will be able to determine whether or not the learning objectives have been met. A colleague commented that my objectives are too few. Even though I am looking to have a full day’s training, I intend to have breaks in between (it is important that learners get time to have lunch and to interact with one another). In my experience as a teacher, I have learnt that students learn better when they get time to interact and discuss issues taught in class. I will also make a PowerPoint presentation in class. I will also show the students a video in class to further clarify the points presented in class. This is because students learn better when they get a chance to view real-life situations on video. It is important for me to establish whether or not the content taught in the classroom is effective. I would want those admitting these students to college to actually report that the students are able to enrol better after the guidance and counselling sessions. I am of the opinion that the best way to determine whether or not the sessions are successful is by conducting random interviews on campus to establish the level of success of these sessions.  Ã‚  

If they dont read much Essay Example | Topics and Well Written Essays - 500 words

If they dont read much - Essay Example ' and the 'Accelerated Reader' program in place, However, these incentive programs have not had the desired effect of turning children into avid and motivated readers. They are on the contrary according to the author, quite 'de-motivating', as also borne out by research on the same subject by Fawson and Moore (1999). Keeping this in mind, the author has offered some suggestions, which teachers could implement should they feel that their struggling readers are not motivated enough by whatever their respective schools are currently doing to motivate the children to read. Some of the suggestions put forth by the author are as follows: - Revisit teacher read aloud practices. The best way of motivating children to read is to read aloud to the class. When elementary grade students were asked what motivated them to read particular texts, the response in most cases was, "My teacher read it in the class". The same response was equally forthcoming when the same question was put to college students. This is very important when one considers that motivation to read declines as students make the transition from elementary to middle school since "students are more oriented to grades, competition, and their own competence than elementary education" (Guthrie and Davis).

Evaluating the Law of Theft Essay Example | Topics and Well Written Essays - 1000 words

Evaluating the Law of Theft - Essay Example The resulting act was an effort of a committee of parliament, Criminal Law Revision Committee, which was tasked to reform the English law of theft. To ensure that the law captures all those separate laws, substantial definitions were on all circumstances of stealing. The law further makes provisions for criminal proceedings available to one party in a marriage relationship against the partner. The law also makes some amendments to the Post Office Act 1953, besides other enactments and to serve other purposes connected to it. This is about the entire law, but in this analysis we are limited to section 1 only for the purposes of this study (Ramage, S, 2005). In section 1, subsection1 of the Act, a basic definition of the term theft is offered, by which the sections seek to set out what entails the offence of theft. A person will be said to be guilty of the offence if he dishonestly appropriates himself or herself, property belonging to another person, with a clear intention to deprive permanently the other of it. For purposes of legal interpretation, theft and stealing shall be construed accordingly to mean the same thing. Where, stealing can take the place of theft and theft can be said to be stealing. In order to be said that theft has occurred, the thief, according to subsection 2, will appropriate himself with a view to gain or otherwise for his own benefit. The owner of the property then, shall in this case, suffer the loss of enjoying the benefits of the property in which the thief has appropriated himself. The supplementary definitions of terms arising from the definition of theft have been substantially dealt with thereafter from section 2 to 6 (Hooper & Ormerod, 2011). There have been some changes to the act over the years, the latest being as late as 2006. The changes are carried in two major changes (repeals); the Theft Act 1978 and the Fraud Act 2006. The repealing acts does not replace the entire Theft Act 1968, but rather to define further sections which were found to be not sufficient in dealing with more offences that were committed, but the act did not sufficiently cover. The sections include 15, 16 and 18 of the Theft Act 1968 (UK). Section 16 deals with obtaining pecuniary advantage by deception in monetary terms. According to the section pecuniary advantage would result in one becoming richer that he was before the act of deception. It also includes situations where one should have paid for a good or service, in the process one does not gain more money but rather one remains with the money he should have paid. The law faced some challenges in the case of DPP v Ray (1974) AC 370 House of Lords where Ray had gone to a restaurant and ordered a meal with an intention to pay, but left after eating when the waiter left the room. Ray was originally not found guilty by a lower court, but the House of Lords overturned the ruling by allowing the case to go to fresh trial. He was convicted subsequently. The House of Lords held that Ray had a pecuniary advantage since he had not paid. He had deceived by representing himself originally as an honest customer (The Government of the United Kingdom). The danger with this section was that people would represent themselves as honest but decide to be deceptive in the process. The law would let them free if they proof that they did not intend to do so. This

Cultures. African Culture Research Paper Example | Topics and Well Written Essays - 1000 words

Cultures. African Culture - Research Paper Example This persuasive essay looks at the African culture and its significance. The African continent consists of two main cultures, which are the Sub-Saharan Africa and North African cultures. These cultures have a number of ethnic, tribes, social groups. One of the main features of this way of life is the large number of cultural groups where some nations can have twenty or more ethnic groups, and the variety of their principles. The African culture is varied and diverse. Like other cultures in the world, it has been obstructed upon by both external and internal forces, which in turn affect it negatively and positively. Their art, music, literature, and African cultural customs of Africa have motivated interest and admiration all over the world (Barakat79). The African continent has a rich custom of arts and crafts. Their arts and crafts observe manifestation in an assortment of leather arts, woodcarvings, brass, and other metal works. These art and crafts consist of sculptures, woodwork paintings ceremonial, pottery, religious ornaments, and other dresses. According to Barakat, African art must be innovative and in being revolutionary, the artists ought to be collective, functional and committed to their works (80). Barakat continues to note that art is socially functional within the society (81). The African culture places a lot of emphasis on the appearance and jewelry, which has endured an important individual accompaniment. Most pieces of this jewelry are crafted using cowry shells and metallic materials (Namulundah 23). In the same way, the masks are crafted using elaborate objects and are significant part of the culture. During ceremonies, these masks are used as symbols of spirits and ancestors, deities and mythological characters (Namulundah 23). Certain themes are significant in the African arts and crafts, and these themes keep on recurring from one art to another. They include men carrying weapons, women carrying children, men posing as hunters with anim als on their shoulders. Pairs may symbolize ancestors, society founder, married people, or twins (Namulundah 23). The couple subject rarely displays intimacy of the married people. The mother carrying a child or children as argued by Namulundah shows strong aspiration of the African women to give birth to her own children (23). The theme is also an agent of woman mars and the communities as her children. On the other hand, the man carrying a weapon or animal subject represents principle and power (Namulundah 23). An alien or a stranger may be someone from other ethnic groups or somebody from a different nation, and accurate representation of the stranger signifies fairly better gap from the stranger (Namulundah, 23). Oral presentation is very important in African arts and crafts. African oral literature includes arts like origin fables, myths, history, folklore, lineage, folk therapies that are very common with the African continent. Initially this information was not recorded in wr itten materials, but instead passed from one generation to another through word of mouth. Storytelling and singing are very common and highly appreciated in this society. Just like other human culture, the African religion and folklore represents different aspects of social issues within the African community (Namulundah 21). Similarly, like all other civilization and cultures, myths have been presented in different parts of the African continent. Religion and culture share space and deeply rooted in the African cultures. For example, the Ethiopian culture consists of their African culture and informs dietary customs together with rites and rituals (Namulundah 21). The pygmy myth

In The Heart of Darkness Essay Example for Free

In The Heart of Darkness Essay In The Heart of Darkness, Marlow learns firsthand the consequences, cruelty, commerce, and corruption of color consciousness in European colonialism. The mercantilism and capitalism which were gaining currency in Europe officially spread throughout the world by the colonialism. This focus on wealth acquisition drives the Europeans to loot African territories of the precious ivory, ignites the vicious cycle of violence and cruelty, dehumanizes the Natives of Africa, and takes modern racism to a whole new level under the pretext of civilizing and pacifying the African peoples. Marlow, who is the protagonist in this book along with Kurtz, bears testimony of his voyage to Africa that: â€Å"I have seen the devil of violence, and the devil of greed, and the devil of hot desire† (Conrad 34). These explanation sums up what Marlow encounters in Africa and gives a hint as to crimes of colonialism which existed in the name of trade and conquest. The Heart of Darkness explores the darkest motivations of colonialism and highlights its pillaging agenda by commercialization of a culture, the denuding and exploitation of great wealth. In the Scramble for Africa, European countries unanimously agreed on sacking and claiming portions of it. The agreement legitimized the groups of pirates posed as traders to exchange with and enslave the native peoples in a second round of Neo-Slavery. The significance of the title, Heart of Darkness, flows in tandem with the love of money which is the root of all evil. This imperialist greed is what exposes â€Å"the criminality of inefficiency and pure selfishness when tackling the civilizing work of Africa† (Hawkins 286). The heart is wholly given over to the selfish pursuit of wealth and encumbers the masses by enslavement and deception. Kurtz is the embodiment of European colonialism â€Å"for mostly his expeditions had been for ivory† (Conrad 92). The price of ivory is invaluable. As testament to the presence of the extraction of Ivory in colonial times, we have the Ivory Coast. The natives would hunt the elephant for the ivory and then would trade it for shells, strings, rum etc with the European ‘explorers.’ Just as Kurtz’ life revolves around the hunt and gain for ivory (wealth), the central purpose of the Scramble for Africa which instigated the European colonialism is commerce, which was only exploitation of an ignorant people. Kurtz is introduced to Marlow as a man â€Å"grubbing for ivory† (Conrad 72). Marlow/Conrad uses a skilful literary technique in dehumanizing the Europeans for only animals grub for food. Ivory becomes not only the food which feeds their insatiable desires for self-aggrandizement, but also holds an enshrined position as a god, to whom their veneration ascends. As a newcomer on the expedition, Marlow heard â€Å"the word ivory rang in the air, was whispered and sighed. You would think they were praying to it. A taint of imbecile rapacity blew through it all† (Conrad 44). These men sell their souls for a natural resource in the name of commercialization and prosperity. Under the aegis of a company, plans were made to undermine the rights of the people and to acquire more territory. Marlow frequently alludes to â€Å"the Company† for whom he works. It is the East Indian Company which established trading posts and for whom Marlow, Kurtz, and several other British men render service. Conrad states that â€Å"the Company had the right to every bit of information about its territories† (Conrad175). Here is a bold statement which demonstrates the company authorizing decrees, setting up surveillance, annexing territory, and claiming rights to ownership and governance. The embryonic signs are already being made manifest that Neo-colonialism is going to rear its head to prominence. As if to emphasize the financial nature of their purpose and intercourse with the people, Conrad underlines that the team of the Company were like those of El Dorado, â€Å"hunters for gold or pursuers of fame† (Conrad 17). Conrad makes a pertinent connection with the conquistadores and Spanish explorers of the ‘New World’ who searched and hunted for gold due to the mythological tale of hidden treasures in the jungles. The motives and the techniques have not changed. The goal of the men to Africa is specifically to conduct trade although there is full-blown cartography going on along the book similar to the early Spanish explorers. Describing the manager of one of the Company’s stations, Marlow describes him as one whose â€Å"eyes glittered like mica discs† (Conrad 45). This comparison of his eyes to mica tells of his mercenary vision and objective. Mica is a silvery precious stone which gleams like diamond-like crystals which a hexagonal shape. It was considered a jewel since it was rarefied in Europe thus highly costly. The cruelty of European colonialism is plain to the sight in Heart of Darkness, and is a by-product of a darkened heart. The presence of rifles, guns, and bayonets of the Europeans versus the spears, bows, arrows, and clubs of the Native makes this novel very bloody, dehumanizing, violent, and brutal. The paragon of cruelty is of course, Kurtz who embodies the Machiavellian ethic of colonizers who do whatever is necessary to achieve their own ends. As Marlow enters Kurtz’ dwelling, Marlow is greeted by the heads which stand on stakes and adorn his home like medals (Conrad 94). What barbarous man would have dead cadavers of beheaded victims constantly surrounding him! The reeking of death in Heart of Darkness is â€Å"the scent of the lies’ taint as it emanates from the symbolic corpses and metaphoric decay that litters the course of the story† (Steward 319). Moral decay and decadence are what corrupts Kurtz and which becomes materialized in the cadavers around which he surrounds himself. Whatever the colonizers could not obtain by deception, they take by force. Cruelty comes naturally to Kurtz to the point that it overtakes him. Even Kurtz threatens to kill Marlow on one occasion in demand for some of the latter’s ivory. Often intertribal war would erupt because of hunting conflict and robberies-it was a bloody, cruel affair. Marlow depicts the hunting as â€Å"just robbery with violence, aggravated murder on a great scale† (Conrad 69). In one instance Marlow witness to the merciless beating of an African by one of the European traders as punishment (Conrad 23). Cruelty is a tactic employed to subject and to intimidate people. A startling case of this is the beating of the African which Marlow records earlier in the book. The castigation occurs in front of several of his own people who stand around doing nothing to help the beaten victim. Marlow sees the strong Africans around him and knows that they can overpower the white men, however, the mind is already enslaved and terrorized therefore the Europeans have free rein over Africa. Whipping is a punitive method which recalls the times of slavery where slaves had to be lashed as incentive to toil harder or as an example of warning to others. Sometimes cruelty is the means and sometimes it is the end. Violence breeds violence. As the Europeans continue to assume rights and invade territory, the people of Africa rise up in rebellion. A few men of their team are killed by the African artillery. Marlow attests to the ammunition where he observes â€Å"a heavy rifle, and a light revolver carbine – the thunderbolts of that pitiable Jupiter† (Conrad 98). Moreover, Africans negotiated the ivory trade provided that they could acquire the high caliber weapons of the Europeans so that in their local wars, they could have a greater advantage. The proliferation of arms serves the Europeans’ purpose to divide and rule so that cruelty against the Africans advances the ruin of the Africans when they kill one another. The consequences of colonialism are too many to be enumerated; however the primary ones are dehumanization, exploitation, poverty, and the death of a culture. The European colonizers place a negative construction on Africans which Marlow himself has done. Although he only narrates the story based on his Eurocentric perspective, it is still colored with bias, prejudice, dehumanization, and condescension toward the Africans. Viewing a people as inferior justifies their slaughtering and the plundering of their goods. Marlow says that he sees â€Å"twenty cannibals splashing around and pushing† (Conrad 61) in a river. This epithet ‘cannibal’ represents the less than flattering aspect of the African upon which the European fixates thus debasing them and their culture as subhuman. Cannibalism existed in some areas of Africa; however, for all the time that Marlow remains in Africa he is not eaten. Calling Africans cannibals was a normal act however which was in vogue among the Europeans. The Africans are never considered human in the novel. They are named â€Å"black figures† (Conrad 48), â€Å"savages† (Conrad 98), barbarian â€Å"naked human beings† (Conrad 97), â€Å"nigger† (Conrad 23), â€Å"shadows† (Conrad 100). Matched up against animals, Marlow compares their sounds to â€Å"a violent babble of uncouth sounds† (Conrad 38). No African speaks intelligibly in the novel seeing that their foreign tongue has a cacophonous, guttural, and animalistic note. As a result the power of discourse solely belongs the white man. â€Å"Edward Said suggests that colonial power and discourse is possessed entirely by the colonizer† (JanMohamed 59). The dehumanization of the African serves to yoke them with The White Man’s Burden masterfully expounded by Rudyard Kipling. â€Å"Marlow feels that colonialism can be redeemed by embracing an idea unselfishly. That idea can be compared to Rudyard Kipling’s The White Man’s Burden† (Farn 16). Broaching more in depth the theme of European colonialism, Marlow comments that â€Å"all Europe contributed to the making of Kurtz†¦the International Society for the Suppression of the Savage† (Conrad 83). Here he admits Kurtz’ collusion with Britain and other members of Europe in oppressing African peoples. The beating of the Africans like little children or animals also contributes to the debasement of this people from whose lands they were benefitting. A savage is semi-human if he is at all, and since to the colonizers he has nothing to say, nor are they interested in deciphering his tongue, they take greater liberty at enchaining him in a web of incomprehensible deceit. Dehumanization is crucial in the process of colonialism for enslavement of the mind comes first and then the enslavement of the body and person. The colonized individuals will must be broken, set at nought value and then the colonial is at liberty to dominate, exploit and commodify the human being. â€Å"The colonial legacy in Africanist ethnography can never be negated, but must be acknowledged under the sign of its erasure† (Apter 577). Commodification converts the sacred into the profane (Marx 1848). The English explorers were the colonists of their day and once they constructed the Africans as inferior, or below their culture, dehumanization becomes easy and an almost natural step. The bitterest servitude was imposed and cruel aggressions executed and perpetrated against the Africans. Brutality, demonization and savagery are justified for the indigenous peoples are not fully human; consequently the Indians are wholly in their power through gratuitous cruelty and carnage. European colonizers profited from servility and subjugation. Through force, coercion and duress the European colonizers manipulate for ivory or exact ivory, while treating the natives like excrement. The role of color in European colonialism is easy to fathom in The Heart of Darkness. The depth of the color of darkness has several connotations which Marlow picks up along the way. First of all, the association of black has both positive and negative meanings. Blackness exemplifies richness, depth, and unity; on the other hand, black also is equated with evil, corruption, colonialism, and the devil. By the book’s name, one can see that there is a colored system which Marlow has to see for himself to believe. Views about the human nature and the human heart are also studied as one sees its enormous capacity to perform beastly, monstrous acts and these are the traits which color and taint his heart. Heart of Darkness conveys the â€Å"timeless myth about the exploration of the human soul and the metaphysical power of evil† (Raskin 113).Colonialism is all about color and thrives on, the color line, the division of the races. The European whites are distinguished about the African blacks; the color on the maps is a legendary key indicating the colonized areas of Africa. Marlow realizes that Kurtz’ heart is black as hell toward the end of the novel. The ignorance and primitiveness of the Africans are contrasted with men who lived in the light of civilization. Hence, the reader gains a broad and deep insight in understanding the color codes as Marlow himself comes to grasp, as he represents the vicarious witness through whose eyes, the reader observes the process of colonization in Africa. In sum, Conrad effectively critiques colonialism and places before the reader the darkened heart: the commerce, cruelty, corruption, and color consciousness in European colonialism in Heart of Darkness. These elements plunge both the colonist and the colonizer in an abyss of ruin where both become dehumanized, financially or morally bankrupt, and violent. The period of Neo-colonialism in Africa accomplishes great havoc in the name of progress, commercialization, and prosperity.

Campaign Strategy Of Prithvi Narayan Shah

Campaign Strategy Of Prithvi Narayan Shah As a sound strategy is a pre-requisite to successful campaigns, the strategy that Prithvi Narayan Shah (PNS) planned and pursued during his unification campaigns (1742-1773 A. D.), can be assumed vital to his great achievement creation of modern Nepal. Indeed, PNSs campaign strategy envisaged employment of all state means/ tools/ instruments including saam, daam, danda, and bhed. Moreover, PNS (1723-1775) conceived of and implemented the strategy of mass mobilization for national campaign well before Napoleon Bonaparte did in 1790s. In that sense, PNS changed the feudal character of war into national war during his unification campaign. Studying PNSs unification campaign strategy can, therefore, be meaningful and insightful for the students of strategic studies and policy makers of the present Nepal that is experiencing unprecedented upheavals, chaos, and uncertainty in its history. Aim and Scope of the Paper This paper aims at highlighting the strategy/ policy, which PNS pursued during his campaign of uniting the Baisi, Choubisi, and Malla principalities. This paper is based on the general interaction and talks, seminar presentations and interactions, and data/ information available in the books and articles. Further, for ease of understanding, PNSs strategy has been analyzed here in terms of Christopher Laynes contemporary definition of strategy: Grand Strategy à ¢Ã¢â€š ¬Ã‚ ¦ is the process by which a state matches ends and means in the pursuit of security. In peacetime, grand strategy encompasses the following: defining the states security interests; identifying the threats to those interests; and allocating military, diplomatic, and economic resources to defend the states interests. In other words, PNs unification campaign strategy is analyzed here as the function of his ends (national purpose), threats, means, and ways/ courses of action, (Limbu, R. D.). General Situation of the Subcontinent when PNS became King of Gorkha When PNS became the king of Gorkha in 1742, the whole Indian subcontinent was facing turmoil politically, socially, economically, and strategically. While the Mughal Empire was undergoing disintegration, the Marathas in the West, Haidar Ali in the South, and the British in part of Bengal were expanding their territories, (Stiller, L. F., 1968). In Nepal during this period, several petty principalities loosely called Baise Rajyas and Choubise Rajyas ruled the Karnali and Gandak basins respectively. Gorkha was just one of the Choubise Rajyas. During this same period, while the Malla kings ruled the Kathmandu Valley divided into three kingdoms, a number of autonomous Kirati provinces under the nominal rule of Sen Kings existed in the region east of Sunkoshi River to the present border of Nepal. The general strategic scenario in Karnali, Gandaki, Bagmati, and Koshi Basins was as follows:- There were too many states confined to a limited space. The average size of a state was not a viable political entity. The big principalities Jumla, Palpa, Mackwanpur, and Vijayapur contained about 20,000 houses each; and the rest had about 600 to 8000 houses each. The yearly income of even the richest one was limited to a few thousand rupees. Except Jumla, Piuthan, Palpa, Tanhoun, Mackwanpur and the three states of the Nepal Valley, none of them could be called a state even in a limited sense, (Regmi D. R.). In theory, though all the states owed their allegiance to the Moghul Emperor at Delhi, each state behaved as a sovereign one. Every minor issue gave rise to conflict among them. General anarchy and misrule prevailed throughout the region. The peoples were forced to live in abject poverty and misery. The entire region was vulnerable to internal and external threats, (ibid). Unification Campaign Strategy of PNS The campaign strategy/ policy of PNS has been analyzed in terms of, (1), his purpose/ core interests, (2), major threats, (3), major means/ resources available, and, (4), ways/policies pursued. Purpose and Objectives of PNS Not every historian agrees that national unity was the ultimate purpose of PNS. However, some historians argue that having understood the strategic vulnerability of the then existing principalities to growing threats from the south, PNS invaded, conquered, and united them into a single kingdom. To this school of thought, creation of a strong and united kingdom out of the weak and divided principalities was the ultimate purpose of PNS. In this paper, this understanding has been assumed to be the sovereign purpose of PNS. Achievement of this purpose entailed invasion and capture of at least the Kathmandu valley and the Choubisi principalities. Threats To realize his purpose, though PNS did not have to confront any threats from Tibet/ China, he faced numerous threats from the Baisi, Choubisi, and Malla states, and external powers. Moreover, he had to negotiate several challenges that came from within his own kingdom. Threats from Mir Kasim (Nawab of Bengal) and British East India Company The Malla kings of Kathmanu valley and the Sen kings controlling Mackwanpur, Sindhuli, and eastern Terai region of Nepal maintained good relationships with Mir Kasim and the East India Company. For preserving and furthering their national interests, these powers preferred status quo in Nepal. As PNS captured Nuwakot (1744), Mackwanpur (1762), and Sindhuli (1767), and invested these states for the invasion and capture of the Kathmandu valley, the interests of Nawab and the Company happened to clash with that of PNS. Interference from Nawab PNSs conquest of Mackwanpur attracted the attention of the Nawab and the Company, both of which understood the strategic importance of Mackwanpur maintaining lucrative trade with Kathmandu valley and Tibet. Moreover, both of these forces coveted the natural resources of Nepal assuming that Nepal possessed precious gold mines and gold, which actually came from Tibet in return for the minting of coinages used in Kathmandu valley and Tibet, (Regmi, D. R.). Initially, the Nawab sent a small detachment in 1762 to test the strength of Gorkhalis. However, the Gorkha force wiped out this contingent in no time. Following this defeat, the Nawab dispatched a big force under Gurgin Khan. In the ensuing battle (1762/ 1763), which carried on for more than a week, the Gorkha force routed the expeditionary forces completely, (ibid). Interference from East India Company In 1767, the Company, decided to send an expeditionary force under Captain Kinloch to break PNSs siege of the Kathmandu valley. Kinlocks forces suffered from ignorance of the mountain terrain/ weather, the peculiar fighting methods of Gorkhal soldiers, and lack of adequate preparations. Consequently, the expeditionary forces suffered humiliating defeat at the hand of Gorkha forces, (Stiller, 1968). Threats from Baise and Choubise States No formal military alliances existed for the maintenance of balance of power among the Baise states. In theory, though the Jumla king had the right to interfere to maintain the balance of power among the Baise states, no effective means existed to enforce this right. Consequently, no interference came from the Baise states during the unification campaign of PNS, (Hamilton, F. B.). However, a crude system of balance of power existed among the Choubise states, which tended to maintain equilibrium among them. For Gorkha, the immediate neighboring states in the west, and south-west included Lamjung, Tanhu, and Palpa. Parbat and Kaski, located immediately further west. Aware of the implications of expanding Gorkha kingdom, these states formed some sort of security alliance against PNS. The major alliances were as follows, (Stiller, 1995):- Palpa Alliance. Included Palpa, Jajarkot, Ghiring, Rising, Gulmi, Argha, and Khanchi. Lamjung Alliance. Consisted of Lamjung, Tanhun, and Kaski. Malebum (Parbat) Alliance. Comprised Parbat and Galkot. Bhirkot Alliance. Included Bhirkot, Nuwakot (west), Paiyun, and Garahun. Piuthan Allaince. Consisted of Piuthan, Isma, Musikot, Khungri, and Bhingri. Manpower Problem While Gorkha had 12,000 households, (one household could have an average of four to five family members), its immediate neighbors Lamjung, Kaski, Tanhu, and Palpa had approximately 8,000, 8,000, 12,000, and 24,000 households respectively, (Stiller, 1995). The kingdoms of Kathmandu valley had bigger population. Manpower-wise, therefore, Gorkha was not in a favorable position to invade and conquer any of those kingdoms, which often formed alliance to defend their homeland. Scarce Finance and Material Resources and Logistics Support Compared with the kingdoms of Kathmandu valley, Palpa, and Mackwanpur, Gorkha possessed neither adequate material resources nor reliable sources of revenues. Gorkhas resources could be substantially augmented by the revenues from the captured lands. Nevertheless, initially Gorkha had to suffer greatly from the strain of scarce material resources and logistics required for supporting its sustained offensive campaigns, (Stiller, 1995). Tough Terrain Difficult mountainous terrain definitely favored the defenders, not the invader. Conventionally, an invader in mountainous terrain requires more than three times the strength of the defender. Means/ Resources Available Leadership and Command History has testified, An army of stags led by a lion is better than an army of lions led by a stag. The most important factor in the victorious campaigns of tiny Gorkha kingdom was the outstanding leadership/ command PNS and his field commanders provided for the troops, (Hamilton, F. B.). These commanders commanded their troops by example from the front, which was essential to successful campaigns in those days of close quarter-battles. Intelligence PNS had wisely invested, established, and maintained an effective intelligence system eye, ear, and brain of the state on which others state tools were dependent. In the Choubisi region, he deployed his secret agents to every important place. These agents were active in sowing the seeds of discords among the rulers and elites to ensure that there was no concerted action against Gorkha, (Regmi, D. R.). With the promise to provide birta and other incentives, PNS bought support of many courtiers and several wealthy families of Kathmandu valley. Further, a large number of clever Brahmins were employed in Kathmandu on espionage missions. These agents engaged themselves in subversive activities creating splits and confusion in the Valley, (ibid). A man by the name of Kirtirajananda Upadhya helped PNSs war effort from inside the city of Patan. This man was tasked to subvert people of Kathmandu and Patan in concert with his uncle and cousin in furtherance of Gorkhas interest, (ibid). Moreover, PNS amply paid the local priests and religious leaders who were secretly helping him from Patan and Kathmandu courts. Later, they received free holding of lands. In the beginning, PNS used even the Gosain traders, (ibid). In the Kirat region, PNS employed the local Brahmins of the Dudhkosi basin as his main agents. Harinanda Pokhrel was employed in subverting the nine hundred thousand Kirati people and in helping the Gorkhali to capture Chaudandi and Bijayapur. Others who were employed included Balkrishna Joshi and Birbhadra Upadhya whom PNS rewarded later, (ibid). The diplomatic missions and others deployed overtly and covertly in various important centers of India and Tibet operated as his external intelligence agents. The means of communications in those days was letters or individual agents/ contacts. Political/ Diplomatic Understanding the sensitive geo-politic/ geo-strategic location of Nepal, PNS said, This country is like a gourd between two boulders, (Stiller, 1968). Aware of strategic implications involved, PNS restricted the foreign traders from entering Nepal. His Dibyopadesh also shows an appreciation of the necessity of maintaining balanced relationship with the immediate neighbors. Overtly and covertly, PNS had established various missions in important centers outside Nepal. At one time PNS deployed Vrihaspati Pandit to Purnea, Kirtimali to Patna, Vaikuntha Upadhaya to the place of Nawab Sujaddaula, and Dinanath to Calcutta. In Lhasa, PNS had posted a man named Rajgiri. British sources corroborate this information, (Regmi, D. R.). He selected the best diplomats, (Stiller, 1968). Realizing the strategic implications of British dominance in Tibet, PNS persuaded the Tibetan authorities not to permit the entry of English goods into Tibet, (Regmi, D. R.). However, PNS never used force against the external powers. He preferred negotiation. He counterattacked them only when they interfered with his campaign. In Dibyopadesh PNS compared Lamjung, Gorkha, and Kathmandu valley with Garuda, snake, and a frog respectively. It meant that as long as its western border remained vulnerable to Lamjung, Gorkha could not capture Kathmandu valley. To secure his western border, PNS adopted the most opportunistic real politic of divide and rule. However, this instrument failed him strategically to expand his territory in the west. However, in case of some of the Baise states he succeeded to separate them from the Choubisis, (Regmi, D. R.). Army The most important means/ instrument PNS employed throughout his campaign was his Army, which consisted of several companies, each with about 100 gunmen. This Army comprised both regular and irregular soldiers. Towards the end of his regime, PNS had a minimum of fourteen companies, or about twenty-five hundred men, (Stiller, 1995) PNS made use of rabble soldiers as well. The regular soldiers called tilinga handled guns and daggers based on the situations. The irregulars also handled different type of weapons and were well trained as the regular soldier. Besides, there were men who used only Khuda and Khukuri, (Regmi, D. R.) The Company was commanded by a Subedar (officer) under whom there were six Havildars and as much Huddas. The latter two were junior officers, (ibid). The Subedar used to be the most trusted man with reputation of achievements in four or more battles. He appointed his junior officers, Havaldar and Hudda, based on their battle performance. Only the most courageous would get promotion. (ibid). Every capable individual Brahmin, Kshatri, Baisya, Sudra castes, and others could serve in the Army in different capacities, (ibid). Many believe that PNSs army was an inclusive one. However, the spirit of Dibyopadesh does not support this idea of inclusiveness. Recruitment in the Army was done only from certain castes Khash, Magars, Gurungs, and Thakuris, and important command appointments were assigned to those close to the King, (Stiller, 1968). Moreover, Brahmins were not recruited as soldiers, (Regmi, D. R.). Other Chubise states also had their armies recruited from the same indigenous materials. Foreign mercenaries were employed in Jaya Prakash Mallas Army. What made the Gorkha army more effective than others was the leadership, command, and incentives received from PNS, who shared his vision as well as risks of war with his troops and provided jagir to each soldier. Economic Means Sound logistic support base is essential to successful military campaign. Moreover, offensive battle in mountainous terrain is much more expensive than the defensive one. Sustained military campaign like the one undertaken by PNS was very costly. Conventionally, it was not possible for PNS to raise and sustain an army strong enough to simultaneously hold the Choubisi alliance in the west and successfully invade and conquer the kingdoms in the east. Moreover, threats from the rising powers of India were also to be catered for. However, PNS invented the system of jagir (land assignment) to resolve the bulk of his financial problem. To every man who served in his army, PNS assigned a jagir, which satisfied the peoples innate aspirations for economic security, wealth, and social prestige, (Stiller, 1993). Further, early capture of fertile valley of Nuwakot (1744) and then Mackwanpur (1762) helped him economically in the invasion of Kathmandu valley. Once he captured the rich and fertile Kathmandu valley and controlled the lucrative trade with Tibet, PNS had no major problem to finance military campaigns against the ill-equipped and divided Kirati regions. Ways/ Policies It can be safely assumed that all the ways/ policies PNS pursued were based on the sound intelligence appreciation of the prevailing situation including the capabilities, limitations, and intentions of the opponents the Malla, Choubisi, and Baisi kingdoms, and the external powers. PNS had invested wisely in overt/ covert intelligence missions for gathering intelligence required for pursuing appropriate policies. Depending on the prevailing situation, PNS pursued all forms of policies saam, daam, danda, bhed in isolation or combination to achieve his purpose. Political/ Diplomatic Appreciating the sensitive and vulnerable geo-political location of Nepal, PNS sought for and maintained a friendly diplomatic relation with East India Company and Tibet/ China without any harm to national interests. However, he presented no opportunities, which provided the foreign powers an excuse to penetrate Nepal. Similarly, PNS tried his best to prevent the British from gaining an access to Tibet, (Regmi, D. R.). PNS pursued the divide and rule policy among the Malla, Choubisi, and Baisi Rajas. Particularly, he resorted to sustained policies including saam, daam, danda, and bhed, to keep the Kathmandu valley rulers and western neighbors Lamjung, Tanhu, Palpa, Mackwanpur, Kaski and Parbat weak and divided so that they would not forge alliance against Gorkha. Further, with the issuance in 1773 of Royal Charter (Sanad) that ensured some special rights including the Kipat system for the Limbu-Kiratis, PNS brought Pallo Kirat under his domination without fighting even before the ruler in Morang was defeated, (Regmi, D. R.). Military To ensure self-motivation, dedication, and loyalty of troops, PNS shared his vision with his troops. PNS appealed, motivated, mobilized, involved and employed the general mass in national war of unification. PNS required his field commanders to command the troops in battles by personal example and ensured fair administration of rewards and punishment. PNS always ensured that he was not forced to fight battles simultaneously on more than one front. He ensured sustained economic blockade and envelopment of Kathmandu valley, and systematic tightening of the noose/ ring before the main attack. He conducted protracted subversive operations before, during, and after the military campaigns. Whenever possible he tried to win the battles through negotiation without bloodshed. As regards the powerful East India Company, he resorted only to the defensive war. When forced to fight, PNS pursued offensive defense along with guerrilla warfare by exploiting the advantages of mountainous terrain and weather. He countered numerical and technological superiority of East India Company and Nawab of Bengal, by deliberately creating space for drawing their forces deep into the difficult mountainous terrains (e.g. offensive defenses against the expeditionary forces of Mir Kasim in Mackwanpur and East India Company in Sindhuli) to decisively counterattack at a favorable place/ time and destroy them in detail. Economic PNS adopted the system of jagir to reduce the financial burden of costly war. He encouraged/ appealed to the mass for voluntary donation/ assistance in cash and kinds for his campaigns. PNS conducted sustained economic blockade of the Kathmandu valley. He borrowed money from the traders like the Gosains and the very rich local people such as Harinanda Upadhya Pokhrel, Balkrishna Joshi, and Birbhadra Upadhya of Kirat region, (Regmi, D. R.). He discouraged imports of foreign materials and encouraged indigenous industries and production and, preferably promoted trade with Tibet including continuance of minting of silver coins for both Tibet and Nepal. Cultural PNS avoided interference in the indigenous cultures and traditions. His Dibya Upadesh depicts Nepal as consisting of chaar jaat, chhatish barna. PNS encouraged local culture for winning the hearts and minds of the people, (Regmi, D. R.). He accepted and worked with the existing regional cultural, social, and fiscal institutions. He required his governors/ commanders/ officials to do the same, (Stiller, 1993). Other Policies/ Ways Mass Mobilization of Population and Resources To make up work force and resources shortages, PNS ordered general mobilization of the entire Gorkha population including the tailor and band-player, the cobbler, the blacksmith, and the sweeper. The idea of war of national unification motivated the entire citizens of Gorkha irrespective of castes and sects. All the youths aged 16 and 30 years were freely recruited into the army and large stocks of arms were distributed. These youths were given weapons training by some experienced Hindustani experts, (Regmi, D. R.). Thus, PNS changed the character of war from feudal to national. Justification of Means by Ends For PNS any means or ways was fair in war. In several cases, ethical/ moral values found no place in the means he employed to win his war, (ibid). Superior Organization and Technology Sustained battle experiences taught PNS to improve his military organization including the intelligence. PNS also introduced firearms and European discipline in his Army, (Hamilton, F.). He made best use of firelocks, which until his time were totally unknown among the Choubisi Rajas. The superior organization and firepower of Gorkha troops armed with muskets completely outmatched the organizationally weak Kiratis armed with bows and arrows, (Stiller, 1995). Moreover, PNS utilized the services of a master mechanic (Shekh Zabbar) in making matchlocks and gunpowder, which was lacking in the Malla rulers though they also possessed the latest weapons, (Regmi, D. R.). Offensive Battles Two of the most important objective ingredients of combat power are firepower and maneuver power. PNS fought offensive battles characterized both by firepower and by maneuverability, while his opponents fought static defensive battles, stuck to particular terrain, (Regmi, D. R.). Consolidation of States Earlier, the kings of Nepal would distribute their newly won territories among their relatives as favors/ honors. However, when his brothers sought same sort of favors, PNS absolutely refused. To him, a state would not remain a state when it was split. PNS treated Nepal as a garden in which all peoples of all religions, castes, and groups deserve to live together in harmony and peace, and with dignity, (Stiller, 1993,). Conclusion PNS succeeded in realizing his purpose, because it was understood, endorsed, and supported by the people, and his strategy was based on ground reality, ingenuity, and innovation. Some of the vital aspects of PNSs campaign strategy were: clear understanding and realization of the sensitive geopolitical location of Nepal, clarity in the national purpose, communicating and sharing of national purpose with the people, understanding and treatment of Nepal as a secular nation-state consisting of Chaar jaat, chhatish barna, encouragement of the local cultures of the indigenous peoples, concept of inclusiveness and mass mobilization for national campaigns, and selective/ appropriate employment of available means saam, daam, danda, bhed depending on the situation. Indeed, the wisdoms reflected in PNSs unification campaign strategy more than two centuries ago can still be valid and relevant to the conception and formulation of present Nepals security strategy/ policy. Ranadhoj Limbu Former Brigadier General, Nepal Army

The Role That Perception Plays Psychology Essay

The Role That Perception Plays Psychology Essay To a great extent, our behavior is fashioned by our perceptions, personalities, emotions and experiences. In this essay, the role that perception plays in affecting the way that we see the world and its impact on our work related behaviors will be examined. Perception is the process by which individuals select, organize, and interpret their sensory impressions in order to give meaning to their environment (Ivancevich, Konopaske, Matteson). Perception and reality however can be two entirely different things and in addition to this, the perceptions of two or several different people will very rarely be the same even when reflecting back on the same incident or event. It can therefore be argued that the accuracy of ones interpretation of a given situation will determine the effectiveness of their response to it and essentially, the outcome. This is why perception is an essential factor to be considered when examining Organizational Behavior. More often than not a manager is rated differently by his or her subordinates. The importance of taking perception into consideration in an organization cannot be overlooked by the managers themselves. The way a manger perceives an employee within an organization should not be influenced by their stature or position as with different situations for which perceptions have to be primarily based as closely as possible on solid facts. The below table depicts significant mean differences of perception between supervisors and their subordinates on a scale from 1-5. On these grounds, three distinct factors that contribute to perceptual differences and the perceptual process among people at work arise: The Perceiver (Factors of influence: past experiences, needs or motives, personality, values and attitudes). The Situation or Setting (Factors of influence: physical, social, and organizational). The Perceived or Object/Target (Factors of influence: characteristics of the perceived person, object, or event, such as contrast, intensity, figure/ground separation, size, motion, and repetition or novelty). It must not however be overlooked that although these factors help in shaping the perception of individuals, they may also sometimes distort such perceptions. Fig 2 (Kondalkar 2007, p.117) THE PERCEPTUAL PROCESS There are several stages that determine a subjects perception and reaction as a result of processing information; these information processing stages are best depicted in the following figure. The information-processing stages are divided into information attention and selection; organization of information; information interpretation; and information retrieval. Fig 3 (Schermerhorn,, Grant Osborn 2002, p.32) Our senses are repeatedly overloaded with too much information to process, unless our minds are selective in what to absorb and what to overlook we would quickly become debilitated as a result of this overload of information. Much of this mental sieving is done consciously and the perceiver is full-aware that they are processing information. This function of the mind is referred to by Schermerhorn, Grant Osborn as selective screening. On the other hand, this selective screening process can take place sub-consciously without the awareness of the perceiver. When the mind is functioning like this, it is normally whilst performing a task such as walking and talking on ones mobile phone at the same time, in other words, walking devoid of consciously thinking of the act walking. The ability of the mind to slip out of this sub-conscious state is there in event of a non-routine occurrence, however if not done quickly enough an accident can occur. Despite selective screening taking place in the attention stage, it is still necessary for this information to be organized in such a way that it can be retrieved efficiently. Cognitive frameworks known as schemas help us achieve this by acquiring knowledge through experience. A self schema is created by ones self awareness and is rooted around their appearance, behavior and personality. A person schema refers to the way by which one tends to categorize others based on prominent features normally regarding such demographic characteristics as gender, age, able-bodiedness, and racial and ethnic groups; this is commonly referred to as stereotyping or prototyping. Once this stereotype is created it is then stored in the long term memory for future reference. Once formed a stereotype may be difficult to change and will tend to last a long time (Schermerhorn,, Grant Osborn). On this note it can be said that our tendency to create stereotypes can be attributed to our memories oversimplifying of processed information in order to prevent overloading. A script schema is the mental acquisition of the necessary steps which need to be taken in order to complete a given task (based on experience), such as a manager running a meeting. Finally, person in situation schemas are combinational and are built around people (self and person schemas) and events (script schemas). As is made apparent in the above figure, schemas have a powerful impact on the organizational and other stages of the perception process. Schemas are primarily automatic and sub-conscious responses that free up space in order to maximize ones mental capacity for controlled processing. From the moment that ones mind is drawn in by a stimulus and this information has been processed the next course of action is to expose the underlying reasons behind it. This is otherwise known as interpretation. This method of deduction applied the same situation by two different people will not necessarily lead to the same interpretation. To utilize information stored in ones memory it has to be retrieved. This is depicted by the retrieval step in the above figure. From time to time all of us have difficulty with the recollection of stored information in our memories, more precisely, our memories tend to crumble and only provide us with partial bits of the information we are attempting to recall. Schemas play an important role in this as they make it difficult for us to remember traits or characteristics not relatable to ourselves. PERCEPTUAL DISTORTIONS It should now be clear that varying viewpoints in perception result in different people seeing different things and consequently attaching different meanings to the same stimuli. When examining the dynamic between the perceiver and the other subject, the accuracy of interpersonal perception and judgments made can be influenced by factors such as the nature of the relationship between the two parties, the order and amount of information received by the perceiver and the overall extent of interaction. There are five main features that can lead to perceptual problems: Stereotyping Stereotyping is the tendency that people have to attach positive or negative labels on others based around their own personalized process of categorization and perceived similarities. This perception is normally centered on what is expected, in this respect, by the perceiver. As mentioned earlier on, stereotyping or prototyping is the minds way of simplifying its intake of stimuli in order to prevent overloading itself (a form of selective screening). The perceiver will tend to place the subject into a preconceived group in which they feel that they best fit. Therefore questionable pre-judgments are formed. Despite the fact that this process condenses information stored in the memory, some extremely negative implications arise which can lead to situations of bigotry or bias. At the workplace, stereotyping can have negative effects on an employee as a negative preconception will normally have the capability to stick and as a result stigmatize and hinder the subjects career. The Halo Effect The Halo Effect occurs when one single characteristic of a person or situation is used by the perceiver to create an overall image or impression. This effect triggers the shutting out of any other relevant characteristics. A specific negative impact of The Halo Effect is what Mullins refers to as perceptual blindness, more specifically this is when rash judgments are made and other important stimuli are simply overlooked as a result of utilizing only what is readily available at that instance. Another phenomenon known as the Rusty Halo Effect exists; this is where general judgments are made on what can be justified and isolated incidents and a person subjected to this can be wrongfully branded as something that they are not. Perceptual Defense Perceptual Defense is a mechanism that surfaces when someone unknowingly or knowingly filters out specific parameters from a given situation that they may find threatening or intimidating. This inadvertently leads to people selectively striking from their minds information that does not support their opinions or points if view. Projection Perception is distorted by feelings and emotions. Projection can result from people overemphasizing undesirable traits that they see in others, whilst at the same time; refuse to see such traits in themselves. Projection also implies attributing or projecting ones own feelings, motives or characteristics to other people (Mullins). This implies that people will tend to be more favorable towards others who seem to be more relatable to them in terms of character, emotional state or momentary state of mind. According to Freud, projection is a means by which we protect ourselves from acknowledging that we possess undesirable traits and assign them in exaggerated amounts to other people. The Self Fulfilling Prophecy This phenomenon arises when a person or situation is hijacked by the misconception of the perceiver or perceivers and consequently ends up becoming that very delusion. This can be attributed to peoples strong desire to validate their own perceptions whilst disregarding the actual reality of the situation. IMPRESSION MANAGEMENT In certain situations, we all attempt to depict our attitudes, personality and competence to others by putting particular emphasis on the way that we physically present ourselves. A job interview is a common example of this; which is referred to as impression management. In the forming of an impression, more emphasis is put on some bits of information than others. It has been proven through research that truly first impressions count, this is formally known as the primacy effect. Interestingly enough, it has also been proven that a negative impression is less likely to change than a positive one. DISTORTION MANAGEMENT In a healthy working environment, the collective perceptual process, at some level should be regulated or supervised. This responsibility, known as distortion management, falls to the managers and supervisors of an organization. A manager who successfully practices distortion management should willfully balance conscious and sub-conscious (automatic and controlled) information processing at the attention and selection stage (refer to Fig 3). Responsibilities of theirs such as performance assessment and clear communication require conscious information processing which will potentially be a hindrance to other job responsibilities. Together with this, managers should strive toward seeking out disconfirming information (concerning previous deductions that they have reached in assessing a subordinate or situation) that will help level out their typical perception of information, thereby avoiding bias. Particular care has to be taken when considering the range of schemas and stereotypes at the information organizing stage. A manager should make a point to expand on his/her schemas and even consider replacing them all together with more precise or wholesome ones. Additionally they should acknowledge that the retrieval stage of the memory can be imprecise. With this in mind a manager should never rely too much on schemas and sensitivity toward perceptual distortions should be ever-present. ATTRIBUTION THEORY The attribution theory focuses on how people attempt to understand the causes of a certain event, assess responsibility for the outcomes of the event and evaluate the personal qualities of the people involved in the event. There are internal and external attributions that can be linked to causes of behavior. Internal causes are within the control of the individual, whereas external causes are variables within a persons environment. There are several factors that can influence internal and external attributions these include: Distinctiveness: consistency of a persons behavior across situations. Consensus: likelihood of others responding in a similar way. Consistency: whether an individual responds the same way across time. In addition to these three influences, two errors have an impact on internal versus external determination: The fundamental attribution error: This applies to the evaluation of someone elses behavior whereby success is attributed to situational factors and failure to personal factors. The self-serving bias: This applies to the evaluation of ones own behavior, where success is attributed to personal factors and failure to situational factors. CONCLUSION All problems encountered throughout the course of this paper point directly toward the massive degree of bias which lurks within the perceptual process. Both personally and professionally, people strive to exist in a world ruled by certainty, more specifically their own certainty and it is our individual perceptual systems that oversee this. The underlying absurdity behind all of this is that it is this very idea that is our downfall; as this system is overrun with errors and bias at the same time. And although we are conscious of this and attempt to rectify these glitches, we are essentially working against our perceptual system in its natural state.

Investigation into the Factors that Affect the Enthalpy Change During a

Investigation into the Factors that Affect the Enthalpy Change During a Displacement Reaction The Task -------- To investigate the factors affecting the enthalpy change during a displacement reaction. Background Knowledge ==================== In this investigation a displacement reaction will be observed. A displacement reaction occurs when more reactive metal displaces, (or removes) a less reactive metal from a solution of its salt. Also known as chemical bullying because a more reactive metal effectively bullies the original metal out of its compound. In this investigation zinc and copper sulphate will be reacted together. Zinc is the more reactive metal here, so the copper is displaced from the copper sulphate solution. Zinc + Copper sulphate à   Zinc sulphate + Copper Zn (s) + CuSO4 (aq) à   ZnSO4 (aq) + Cu (s) After the reaction it will be observed that the solution will change from blue to clear, colourless. The copper discharged will be observed as a salmon pink deposit in the base of the vessel the reaction occurs in. Reactions like this can be used to purify metals that are low down in the reactivity series. A more reactive metal can simply be added to purify the less reactive metal, leaving it in its pure state. Lead Oxide + Tin à   Lead + Tin Oxide In reality thought this process is hardly ever used, as the more reactive metal is the left in an impure form, and thus must be reduced by an even more reactive metal. As this is not economically viable metals are generally reduced using electrolysis, which leaves them in a pure state, and requires no expensive more reactive metals, just ... ...pacity of the solution (assume this equals 4.2 J/g/degrees Celsius), /T = temperature change (estimated from extrapolation). The results here show the heat energy in each reaction. To calculate the enthalpy change one must account for the respective moles involved in each reaction. To equal out the number of moles simply multiply the results by the respective amounts required to make them all amounts of Joules/1 mole. When this calculation is performed on all the heat energy results enthalpy change can be compared. In an accurate experiment the enthalpy change when copper sulphate solution is reacted with zinc powder should remain constant. By taking into account the number of moles in each equation when multiplying the results will be brought into proportion, so the enthalpy changes should be roughly equal.

Guilt in Shakespeares Macbeth :: GCSE English Literature Coursework

Guilt in Macbeth      Ã‚  Ã‚  Ã‚   There is a large burden of guilt carried by Lady Macbeth and Macbeth in Shakespeare's tragedy Macbeth. Let's look at this situation closely in the following essay.    Fanny Kemble in "Lady Macbeth" asserts that Lady Macbeth was unconscious of her guilt, which nevertheless killed her:    Lady Macbeth, even in her sleep, has no qualms of conscience; her remorse takes none of the tenderer forms akin to repentance, nor the weaker ones allied to fear, from the pursuit of which the tortured soul, seeking where to hide itself, not seldom escapes into the boundless wilderness of madness. A very able article, published some years ago in the National Review, on the character of Lady Macbeth, insists much upon an opinion that she died of remorse, as some palliation of her crimes, and mitigation of our detestation of them. That she died of wickedness would be, I think, a juster verdict. Remorse is consciousness of guilt . . . and that I think Lady Macbeth never had; though the unrecognized pressure of her great guilt killed her. (116-17)    In "Memoranda: Remarks on the Character of Lady Macbeth," Sarah Siddons mentions the guilt and ambition of Lady Macbeth and their effect:    [Re "I have given suck" (1.7.54ff.)] Even here, horrific as she is, she shews herself made by ambition, but not by nature, a perfectly savage creature. The very use of such a tender allusion in the midst of her dreadful language, persuades one unequivocally that she has really felt the maternal yearnings of a mother towards her babe, and that she considered this action the most enormous that ever required the strength of human nerves for its perpetration. Her language to Macbeth is the most potently eloquent that guilt could use.   (56)    Clark and Wright in their Introduction to The Complete Works of William Shakespeare explain how guilt impacts Lady Macbeth:    Lady Macbeth is of a finer and more delicate nature. Having fixed her eye upon the end - the attainment for her husband of Duncan's crown - she accepts the inevitable means; she nerves herself for the terrible night's work by artificial stimulants; yet she cannot strike the sleeping king who resembles her father. Having sustained her weaker husband, her own strength gives way; and in sleep, when her will cannot control her thoughts, she is piteously afflicted by the memory of one stain of blood upon her little hand.

Customer Management: Nefab Company

Introduction Customer management has been an integral part of business processes since the early days of business, even before money was introduced. Development of products and services aimed at meeting the needs of the customer is what determines the effectiveness of the customer retention and loyalty strategies (Rao & Perry, 2002). This paper analyses the operational methods and strategies adopted by Nefab Packaging Company- UK in providing products and services and their effectiveness in terms of customer satisfaction Background informationThe main business area for Nefab Company is packaging. It is an international company with global coverage. Its headquarters is in Sweden, but it has numerous subsidiaries in Europe and America including the UK (Nefab Group, 2013) where I happen to be one of the employees. Most of its operations involve working closely with other businesses around the globe with the intent of providing them with the best quality packaging solution for their products. Nefab C ompany has close to 20 major customers around the world with numerous other small customers distributed all over Europe. The company handles its customers using two approaches; its large global customers are all handled by the central management of the organisation while the other small to medium sized customers are handled at the company’s local offices in the respective countries (Nefab Group, 2013). To enhance its competitiveness and sustainability as a global packaging company, it has recently introduced customer relationship management department (Nefab program Manager, 2012). This department operates under the human resource department and is responsible for development and implementation of systems aimed at ensuring the levels of customer satisfaction are high in the company. Some of the main functions of this department are (Nefab program Manager, 2012): Developing and focusing sight on the customers Pay attention to customer lifetime value Develop management support for a customer focussed strategies Developing effective value for data collected from the customer Developing an understanding of the levels of management involvement in customer management Developing flexible business processes to support a wide range of customer needs Advising the IT department on what to develop as an approach of enhancing customer satisfaction The current customer relationship management system operates based on Microsoft’s CRM system. It is currently implemented in most divisions of the company (Nefab program Manager, 2012). Currently, the company is working towards increasing the levels of integration of those services into the business function and ensuring that all the guidelines and strategies are used efficiently to realize maximum benefit from the new department in the organisation (Nefab Group, 2013). The Company’s Customers This company works in the business to business sector and therefore all its customers are businesses seeking for packaging services. The main struggle for the company is to develop long-term relationships with other businesses globally. The fact that the company has very small customers, it is very important for the company to maximise on customer satisfaction as it cannot afford to lose any customer and must struggle to attract more in the global market. The major customers for this company are companies in six global industrial segments: Vehicles, Aerospace, Healthcare equipment Industry, Energy, and Telecom among many other industries. The things that our customers are seeking are packaging products that are reusable and at the same time easily expendable. The packaging should also be designed in such a way that the quality of the products is not affected during transport. Moreover, the current levels of environmental sensitivity by many companies have resulted to companies seeking packaging that are as green as possible and have minimal harm to the environment. Furthermore, the customers require packaging that is optimal in terms of weight to minimize the cost of transportation of the product. These are the main areas that customer relationship management department is focussed on in this organisation. This company has developed an approach that ensures all its customers are well known. The system is based on customer segmentation in terms of products they buy from the company. The segmentation is also done based on regions. This is important since the company has subsidiaries distributed all over the world. The process of product development is done through consideration of the specifications of each customer. This is mainly achieved by developing products based on customers’ instructions and directions. The application of customer segmentation allows this company to meet the needs of almost all its customers.Customer ObjectivesThe development of this department will be central in promoting a sense of security, a feeling of being in control and trust among customers. The main reasons behind the development of the customer relationship management department in this organisation were to (Nefab program Manager, 2012): Enhance customer lifetime value; Develop the best strategic information and communication; Develop customer retention strategies; Enhance the levels of customer satisfaction . This company developed this department as a central participant in the process of expanding and maintaining market share successfully. Particularly, retention of customers can be achieved through learning relevant information, such as expectations, preferences, habits, and names about customers (Nefab program Manager, 2012). This department is expected to develop a one-on-one relationship with customers as an approach of ensuring that they come back frequently developing close association between the company and its customers. Furthermore, the department is also expected to increase the level of IT integration into customer management, resulting in high levels of intimacy between customers and the company. The high levels of using IT allow the organisation to a variety of employees in managing customer relationship removing the barrier associated with personalised attention of the customer (Nefab program Manager, 2012). This will result to sustained organisational performance and hence profitability even if certain employees are no longer working with the organisation. Therefore, there are three main customer-related objectives in this initiative; customer retention, customer satisfaction, and customer loyalty (Nefab program Manager, 2012). The introduction of customer relations management department is expected to enhance the level of customer loyalty. By making this company more knowledgeable about its current customers as well as prospective customers will ensure the services offered to them are offered in the best manner available to satisfy the customer positively impacting on the levels of customer loyalty. A similar case is expected in customer satisfaction. Developing a positive experience between this company and the customer has been seen as the main approach towards ensuring the customer is highly satisfied. This department is also focused on ensuring the job done by the company is the best. This will ultimately result to high level of customer retention. For instance, this company has been suffering from numerous instances of confusion and misconceptions especially when employees are unable to tell what has been delivered to a specific customer and what needs to be delivered and when. This has portrayed the company as unresponsive to its customers. This has dealt the company a major blow in the process as it negatively affected customer satisfaction levels. These three objectives are related to one another. For instance, a customer who has a constant repeat purchase is said to be loyal while at the same time, a customer can only be loyal if the products and services are satisfactory. Business Related Objectives This department is focused on not only fulfilling customer related objectives, but also business objectives. In terms of business, objectives are collection and analysis of data to increase the understanding levels of customer. This is important in ensuring the organisation meets the needs of the customer and is in a position to provide current and future customer needs. This is also essential in developing future forecasts for production and sales prospects. The development of process automation is also another important objective of this department. It is necessary for the enhancement of efficiency and ultimately profitability of this organisation. Most investigations agree that the most important objective of customer relation management at organisational level is to gather information. Xu & Walton (2005) clearly explain the main reason for collection of information by an organisation as being to enable the organisation understand its customers, to meet the needs of the customers and also develop effective strategies to meet the company’s future prospects. Customer Relationship Management Strategies There various theories that try to explain the strategies used on customer relationship management. The most common ones analyse customer touch points, front office, back office, and warehousing. To be able to analyse the approach adopted by this company in managing its customers, it is necessary to review this parts. WarehousingThis is the area in organisational processes that has numerous literatures regarding the implementation of customer relation management (CRM). Specifically, Bose has developed a very complex model that analyses all the necessary steps in the process of implementing CRM. This model is simplified by a list developed by David (1999). Thus, David’s list is comprehensive enough to provide guidance of the process of implementing CRM. Another implementation plan that is not as complex as Bose’s was developed by Chase (2004). The most important aspect of this plan is the detailed explanation of the integration levels. Back OfficeThese are functions in a n organisation that the customer cannot view directly (Chen & Popovich, 2003). Many authors put more emphasis on the importance of an organisation using the CRM in determining the value of its individual customers. When analysing customer value, Zikmund provides a detailed review of various theories that analyse this issue. Moreover, Xu and Walton (2005) have developed a very distinct approach to classification of customers based on profit cost matrix. Another important tool that is essential in analysing customer classification is the Identify Differentiate Interact Customize (IDIC) tool (Zikmund et al., 2003). This tool is known to provide detailed information on approaches of customer differentiation and product customisation. According to Zikmund and his colleagues (2003), customisation of the various stages in product development is essential in ensuring the products meet the specific requirements of the customers. Nefab achieves product customisation through the selection of materials and concepts for product development based on the specific customer requirements. This results to production of products that are customised for an individual customer. This is driven by Nefab’s objective that aims to replace its customers packaging departments which requires complete customisation (Nefab program Manager, 2012) Another important tool that is effective on providing insights into the process to customers in terms of areas that data can be gathered from is the analytical model by Xu and Walton (2005). It is essential in developing background on the information that should be looked for. This allows a company to develop usable data from the customers especially for development of the customer based strategies. Nefab has an effective tool for data collection that is based on direct interaction with its customers on a regular basis (Nefab program Manager, 2012). Information is collected on their products on issues, such as the level of customer satisfaction and production requirement of the customer. The company also gathers information on their competitors especially on their prices and the approach to business of their competitors. More so, a better explanation on the uses of customer knowledge is provided by Zineldin (2006). A combination of theories by Xu & Walton and Zineldin is used in the process of seeking information and developing effective use of the information. In a study by Wilson (2006), it was evident that it is very important to analyse the value of a customer in the process of developing long term relationship with the customer. Zikmund et al. (2003) identifies the important values of customer lifetime as the period the customer is expected to last, cost of capital, retention rate, and profit margin. This is the area that Nefab is still struggling with. Its approach is focussed on determining the profitability of each customer based on the contribution margin. However, the company has completely separated loyalty and retention from the approach adopted for determining the profitability of its customers (Nefab program Manager, 2012). According to this company, it is hard to develop a measure for profitability that is not based on income per product is uncertain and hence not realistic (Nefab program Manager, 2012). Thus, according to this company, the process of predicting future customer loyalty is impossible. The company depends on its employees to manage its customers in that the salesperson handles any conflicts or complaints from customers to ensure that they are preserved as customers of the company. In terms of relationships, Peppers & Rogers (2001) suggested that the main objective of CRM is to allow an organisation to manage its customers on an individual basis. This is the area that Nefab is more focussed on. It has established its CRM strategies to ensure that customers are handled at a personal level. This is also coupled with development of personalised relations with its customers. The company strives to ensure that the customer comes back for more products and services. Nefab has established measures that increase the levels of openness between it and its customers. They allow their customers to be partners in the business (Nefab program Manager, 2012). The company has also established a variety of departments involved in management of sales including technicians, design teams and accounts manager. This is necessary to ensure each of its major customers is handled differently by the company. This is sometimes challenging to the organisation in terms of coordinating the numerous departments in the organisation. Front officeThese are firm’s functions that directly interact with the customer (Chen & Popovich, 2003). The IDIC model is also an effective tool for providing a description of the functions of the front office as per CRM (Peppers & Rogers, 2001). The primary role of the front office is to collect information from the customer in an easy was as possible (Peppers & Rogers, 2001). Nefab has tried to develop an effective front office by minimising the number of departments at the front office level (Nefab program Manager, 2012). The company has a centralised workloads and information for its large customers with global coverage. The local branches handle the other smaller customers. This allows the company to store information about all its major customers in a centralised place (Nefab program Manager, 2012). Rao and Perry (2002) explain the importance of digitizing employee knowledge. Another important contribution to this part is the Greenberg (2004), analysis of culture and its importance in the process of implementing CRM as a strategy within an organisation. His analysis is comprehensive and very central in the development of CRM strategies that meet the requirements of a specific organisation. A study by Curry and Kkolou (2004) found out that customer life cycle is very important for an organisation. They further assert that it should be handled while providing detailed information about each and every stage that the company’s customers go through. The common stages identified were targeting, translation, delivery, dissatisfaction management, and winning back lost customers (Curry & Kkolou, 2004). These are the areas that this Nefab Company is struggling with. Its customer’s life cycle is initiated when they visit a customer’s firm as most of my colleagues described. This is then followed by sending of samples of packaging until the final solution is arrived at (Nefab program Manager, 2012). Once the customer has approved the design of packaging, the company delivers that packaging to the customer until when the production of a specific product comes to a stop. During this time, the company expects the customer to approach them again for a new packaging plan. The company completely lacks customer win-back and dissatisfaction management stages in the customer lifecycle. Another important area in the front office, organisational culture is analysed by Greenberg (2004). He asserts that the culture of the organisation must be changed such that it aligns with the objectives of the organisation’s CRM initiative. Thus, the success of an organisation’s CRM depends on the levels to which its objectives align with the firm’s culture. This is the area that Nefab has tried to deal with. The company has implemented an intensive training program for the sales persons with specific reference to behaviour and conduct (Nefab program Manager, 2012). The company has also equipped its workforce with computer skills. The company has endowed its employee’s a heavy responsibility especially in decision making. The company also promotes the development of independent culture at its subsidiaries. However, the cultural independence of its subsidiaries is limited as they operate based on a general cultural framework of the company. This has positively impacted the performance of the company as the decision making paths has been shortened. The negative impact of this approach is on development of a centralised decision by the firm since its subsidiaries work very independently. Customer Touch PointsThese are the interactions that exist between an organisation and its customers (Chen & Popovich, 2003). The touch points are well illustrated in the ‘interact’ phase of the IDIC model (Peppers & Rogers, 2001). This model has a detailed overview of all the necessary areas in the touch points that exist at an organisational level. According to Peppers & Rogers, touch points are essential in the process of organising and streamlining the face of an organisation. Nefab Company has in the recent past involved the touch points in the process of organisational streamlining. This has been enhanced by the introduction of the CRM department as an approach to refining its front end with the endeavour to ensure its customers are well served (Nefab program Manager, 2012). The company has also increased the level of using the web as a customer interaction tool. It currently accounts for the most of the company’s customer leads. A theory by Davids (1999) is comprehensive enough in developing approaches for examining how customers interact with an organisation. Furthermore, Peelen (2005) presents possible interaction points in an organisation that is similar to the work by Davids (1999) as well as Peppers & Rogers (2001). These points identified by Peelen are personal sales, telephone, e-mail, websites, and public media. Nefab Company has tried to develop effectiveness of these channels of interaction. However, the company has limited use of media such as radio and television as it assumes that their customers are less likely to be there for interaction between the company and them (Nefab program Manager, 2012). The major forms through which this company interacts with its customers is through phone calls, email and direct communication. Conclusion and Implications From the analysis, it is evident that the theories analysed by various investigators are applicable at organisational level. It is evident that using CRM in business benefits a business since it offers effective objectives for management of businesses as well as its customers. The most important objectives in this case are customer retention and satisfaction, data organisation, and in-depth understanding of the customer. From analysis of the company, it has been evident that the most important aspect of CRM is the organisation of customer information. The ultimate results of this organisation are high levels of customer satisfaction and retention as witnessed in the organisation. The ability of an organisation to meet customer requests and respond to them in time depends on how organised is the approach to the collection and analysis of customer data. This evidently results to high levels of customer satisfaction. This result because of high levels of efficiency in customer managemen t strategies. From these results, it can be concluded that for an organisation to effectively gather and organise customer information, it requires to develop a customer relation management approaches. This allows an organisation to develop a comprehensive analysis of the customer on an individual basis. This is central to capturing relevant information in an approach that allows availability of the information from all departments in an organisation. Furthermore, the main benefit of CRM is to allow organisations to own and control information about its customers and not specific individuals or departments in an organisation. This is important in limiting the implications of employees exiting from an organisation where customer information is readily available for the replacement recruits as compared to the case where there was no CRM. Moreover, CRM is important in the sense that customer information can readily be pulled and reviewed. This is an essential ingredient in organisational efficiency. In fact, new employees can use the stored information to develop an effective background about the customer. More so, CRM allows an organisation to develop approaches of handling objectives such as customer retention, satisfaction, and loyalty at once as they are assessed in terms of their impact on the organisational efficiency of the firm. Implications of the studyThis investigation analysed how customer relationship management is used in Nefab Company. The analysis focussed on the application of CRM in the organisation with relation to available theories that focus on the consumer market. The analysis reveals that it is important for an organisation to focus on developing strong relations with its customers other than focusing on the consumer market loyalty. Development of customer relation automatically results to high levels of customer loyalty. However, this investigation is limited to information gathered by other investigators in reference to one organisation. Further studies need to be done using more than one organisation. The investigations should collect data using quantitative as well as qualitative methodologies to further enhance the available information on the research issue. Other areas that need to be analysed in future investigations are: Analysis of the effect of company culture on customer relations; Investigate on the approaches to evaluating customer loyalty; Examine how price and customer loyalty interact. References Chase, P., 2004. A success model for CRM integration, and how to avoid the most common mistakes, New Hampshire, USA: Scribe Software Corporation. Chen, I., & Popovich, K., 2003. Understanding Customer Relationship Management: People Process and technology. Bradford, UK: MCB Up Limited. Curry, A. & Kkolou, E., 2004. â€Å"Evaluating CRM Contribution to TQM improvement- across-case comparison† The TQM Magazine, 16(5), 314-324 Davids, M., 1999. â€Å"How to avoid the 10 Biggest Mistakes in CRM† Journal of Business Strategy, 20(6):22-26 Greenberg, P., 2004. CRM at the speed of light, essential CRM strategies for the 21st century. New York, NY: MCGraw Hill/Osborne. Nefab Group, (2013). Nefab’s History. Retrieved from http://www.nefab.com/History.aspx Nefab program Manager, (2012). Nefab Business Plan 2013-2017. Retrieved from http://www.nefab.eu/wp-content/uploads/2012/04/NEFAB-BUSINESS-PLAN-2013-2017-v-11.pdf Peppers, E. & Rogers, S., 2001. â€Å"Maximising ROI from your customer based strategy† Insights report 2001. Rao, S., & Perry, C., 2002. â€Å"Thinking about relationship marketing: where are we now†, Journal of business and industrial marketing, 17(7), 598-614 Wilson, R., 2006. â€Å"Developing new Business strategies in B2B markets by combining CRM concepts and online databases†. Customer Relations,16(1), 38 – 43 Xu, M. Walton, J., 2005. â€Å"Gaining Customer Knowledge through Analytical CRM†. Department of Strategy & Business System, Portsmouth Business School. Portsmouth, UK: University of Portsmouth. Zikmund, W., McLeod R., & Fayge, G., (2003). Customer Relationship Management: Integrating marketing Strategy and Information Technology. New York, NY: Wiley. Zineldin, M., 2006. â€Å"The royalty of loyalty: CRM, Quality and retention† Journal of consumer marketing, 23(7), 430-437.