Well-Intentioned Protagonist

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Many novels have protagonists whom are unique people. These characters often try to help others and improve humanitys state of existence is some way. They can be anybody with any attitude or status in society, but something persuades them to help. These characters will often do anything they can to help in any way, large or small. Many times, the characters will invent a totally new idea to serve others and will pursue it with greater fervor than they would a conventional method. Unfortunately, in novels, like in life, good intentions can end in bad results. Such is the case in the novels Frankenstein and One Flew Over the Cuckoos Nest. In both of these stories, the well-intentioned protagonists wanted to help others in an unconventional way but ended up failing at least partially. So how did these well-meaning people with unique goals fail? Why did their good intentions end with sour results? These characters failed for three important reasons they were inexperienced; they had minimal control over their situations; and they did not have a well thought-out plan of action. Because of these reasons, the protagonists failed to achieve their goal helping others.

The inventive and well-intentioned characters in Frankenstein and One Flew Over the Cuckoos Nest were Victor Frankenstein and McMurphy respectively. The first reason they failed in reaching their goals of philanthropy was the fact that they were inexperienced. They didnt really know what they were doing. For example, Victor Frankenstein discovered the secret of animating dead flesh. Yes, he knew how to do this, but he did not know what the ultimate result of his discovery would be. He could not foresee that the reanimated dead flesh would be flawed. Instead of experimenting further and realizing that his discovery was not very helpful, he decided to jump right ahead and create a super-human monster. He hoped that his discovery would help all of mankind, but it instead became a curse to him and those he loved. If Victor had more experience, he would have known not to jump to conclusions in his excitement and to experiment more with his discovery. Similarly, McMurphy was inexperienced at what he attempted. He wanted to open the inmates eyes to the oppression of Nurse Ratched and the Hospital but he didnt know how to go about it the right way. He just went for it. Unfortunately, he ended up suffering for it in the end and the inmates learned less than he would have wanted. Because of their inexperience in their out of the box methods, Victor and McMurphy both increased their chances of failing.

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The next reason why Victor and McMurphy failed was the fact that they had minimal control over their situations. Their lack of control gave them little ability to carry out their goals effectively. Many things happened, out of their power, which doomed their efforts to failure. For Victor, the lack of control was mostly caused by his first reason for failing lack of experience. This was true at first, before he created the monster. After he released his creation, however, Victor had very little control over what was happening. There were a few instances where he could have changed his fate (when the monster requests a wife, for example), but he was mostly powerless to stop the monsters tirades. McMurphy had almost no control over his situation. He was forced into the Hospital and he was ultimately subject to the authority of his enemy, Nurse Ratched. The only power he occasionally had was the fickle favor of his fellow inmates. Using this small and infrequent advantage, he tried to achieve his goal of helping the inmates. It was not enough and his efforts ended in failure.

The final and most important reason why Victor and McMurphy failed was that they lacked a thorough plan-of-action. They had no specific short term goals for meeting their long term goals. They both just did what they wanted; they leapt before they looked. Victor had no specific plan of action after he finished his creation, or even what his creations specific purpose would be. All he did was make the monster, realize his mistake, become afraid, and run away, turning his back on his creation and responsibility. If he knew what he was going to need to do before he finished, he would have not been frightened or surprised. He needed a plan. He didnt, so he panicked. McMurphy didnt have a plan either. He failed to carefully consider how he was going to fight back against Nurse Ratched, how he was going to open the minds of the inmates, and what he was going to do if something unexpected happened. Not only did McMurphy lack a conscious plan-of-action, he didnt even consciously realize his desire to help. This almost certainly doomed him. Imagine if President Bush wanted to take out Saddam and just sent a bunch of bombs his way without any real planning. His effort would almost certainly fall apart and fail. Similarly, Victor and McMurphy lacked a plan-of-action, their efforts failed, and their goals went unrealized.

Victor and McMurphy failed in achieving their goals for three reasons they were inexperienced, they had little control, and they didnt have plans to carry out their goals. McMurphy wanted to help the inmates to fight back against Nurse Ratcheds oppression, but he didnt succeed. Victor Frankenstein wanted to help all of humanity by discovering the secret of immortality, but he failed. Well-intentioned people in real life fail because of the same reasons. For example, Robert Oppenhiemer, the creator of the atomic bomb, had no idea of the full magnitude of his work, could not have had previous experience with a similar situation, was powerless because of control by the government, and could not have had a feasible plan-of-action for a unique situation that no one could predict. Instead of helping humanity (his goal), he unintentionally contributed to the threat of its extinction. As evidenced by Victor Frankenstein and McMurphy, when trying something new the risk of failure is greatly increased, especially if you are not prepared. Unfortunately, this even applies to trying something with the intention of helping people.

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Berger

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After reading the first excerpt from the John Berger's essay from Ways of Seeing I developed the opinion that Berger liked the use of sight over the use of words. He pointed out instances where words are inferior to seeing in multiple situations. When he talks about the sun setting and how knowledge and explanation can't fit the sight he also uses the example of love. The first excerpt also led me to believe that the whole essay would be comparing words and sight and try to explain why the language was just behind the sight. My second take on it was that he would go into how sight was interpreted differently for everyone because he talked about how a person's background effected what they saw, but instead he starts to go into how art captures the moment in time better than literature because it gives a better feel for the surroundings. When I read this it dawned on me that Berger was also an artist so this opinion would be the obvious one of choice for him. I was caught off guard when the topic of the essay wasn't based on words as much as it was based on the purpose of art and what art's place really is. Berger makes a point to tell that art isn't a mystifying thing, but instead something that offers insight to the past and can link the present to the past. A lot of this essay was explaining and developing questions on what the artists are trying to do. I found that the article was trying to persuade me on some topics and that Berger did use these essays to throw his views out in the open. He is trying to get the readers to question themselves and I felt he was trying to manipulate people into putting art on a pedestal and looking at it as a great piece of work instead of as an entertainment like piece. He wants people to question there beliefs and become more open minded toward what they see in front of them. Convincing people to be more open minded is always a good idea as there are a lot of stubborn people in the world. I also think that the way Berger wrote this essay does make people think about how they look at the world and I agree with the way that Berger does this until he starts talking up art and kind of gets off the topic of open mindedness.

Please note that this sample paper on berger is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on berger, we are here to assist you. Your cheap research papers on berger will be written from scratch, so you do not have to worry about its originality.

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Methods of rewards and benefits management

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Human Resource Management (HRM) concerns the human side of the management of enterprises and employees¡¯ relations with their firms. HRM is resource-centered and directed mainly at management needs for human resources (not necessarily employees) to be provided and deployed. Demand rather than supply is the focus of the activity. There is greater emphasis on planning, monitoring, and control and rather than mediation (Letherbarrow, 00).

The design and operation of payment systems in many organizations have often been institutionalized by custom and practice, tradition and collective bargaining mechanisms. Nevertheless, trends show that the movement towards HRM has corresponded with the introduction of supposedly new forms and strategies of reward management. Contemporary developments in pay and reward concentrate on individual performance-reward contingencies in a unitarist framework. Employees will be highly committed, and thus motivated and productive, if the reward strategies of an organization match the corporate and the human resource strategy and are carefully implemented. The reward strategy is hoped to support other management techniques to blur the distinction between workers and management.

This assignment is to discuss and critically evaluate alternative methods of rewards and benefits management to get a realistic picture of the advantages and disadvantages of the methods currently in use and the impact on individual and the organizational performance. The assignment will follow the next aspects to make analysis Job evaluation, Motivational theory, Payment systems, and Performance management.1. Job evaluation

In the internal organization, there are strong competitions among all the employees at the similar position because most of them have the desire to get the chance of promotion. Even though they are not at the same position, the competitions still exist. Sometimes for a better position, there are maybe several people to apply for at the same time. Every employee hopes to make good performance in the working process, which can let him/her more distinct in the employees. In the competition, those with distinct advantages can get promotion or increases in the salary or bonus at the end of year.For the organization, it has to invest more money in bringing up new employees than in the retention of its old employees. And old employees are rich in business experience, so their competence is another kind of assets for the organization. But for new comers, the organization must spend more time and energy in the period besides money. Furthermore old employees have strong relationship with the external business so that losing these old employees means losing profits and the advantages. In order to keep these employees stay in the company, organization will think about increasing their salary or giving more business¡¯s welfare or allowance.

Employees can be encouraged by motivation rules to make better performance in the organization. If employees work all the time without some incentive elements, they will be bored with the work and cannot make a good performance in the work. It is not a good condition for the organization¡¯s operation. Organization use the method of motivation can let the employees more positive in performing the work and get a satisfactory result. The organization can give them intangible or tangible thing to motivate them in the process of working.

Every employee working well has the chance of getting promotion or rewards, and everyone making mistakes must accept the punishment. In the organization, the fairness and equity are suitable to every employee. If all the employees perform well, everyone can get rewards and nobody can be cancelled to lose the chance.

. Motivational theory

There are three well-known need theories that are Maslow¡¯s hierarchy of needs, Herzberg¡¯s two-factor theory of motivation and Porter and Lawler¡¯s expectancy model of motivation. They provide an indication of the different needs that individuals bring to the working environment.

Maslow¡¯s hierarchy proposed that everyone is motivated to satisfy a series of instinctual needs that are Physiological needs, Safety and security needs, Social and belonging needs, Ego and esteem needs and Self-actualization needs. Maslow¡¯s assumption is that once one level of needs has been satisfied they no longer motivate the individual and other needs will become prominent (Beardwell and Holden, 001507). The individuals have the ability to climb the hierarchy if the organization provides factors to improve their level of motivation. However if the individuals are fortunate to achieve the highest level of motivation, they don¡¯t stay there for long, as de-motivational aspects come along and have the effect of reducing their standing on the hierarchy.

Herzberg¡¯s two-factor theory makes the distinction between hygiene factors and motivators in the work environment. Hygiene factors are thought to be environmental, which are related to the conditions of work rather than to work itself. But hygiene factors don¡¯t actually increase a worker¡¯s job satisfaction. Motivation factors include such elements as sense of achievement on completing work, recognition from others within the organization, responsibility assumed, varied work and prospect for promotion. An organization must be concerned with ensuring that both the hygiene factors and the motivators are to an adequate standard (Beardwell and Holden, 001508).

Porter and Lawler¡¯s model of motivation can be stated that employees must value the rewards, put in more effort if they believe that good performance will lead to the achievement of the desired rewards, and engage in good performance. Managers must communicate their expectation and objectives clearly to ensure employees understand the requirement, make sure that rewards are clearly and visibly linked to performance, and recognize the important role played by comparisons in determining employee satisfaction, and therefore the consequent levels of effort they will put into a task.

. Payment systems

The payment systems have the three types Payment by results, Performance related pay and Competence-based pay.

In Payment by results (PBR), the motivational impact of the linking of a financial reward to quantity and quality of employee outputs is recognized by many motivational theories. Paying employees for results sets up a relationship between the outcomes of performance and financial reward. And the relationship will lead the individual to try to continue or increase the level of performance in order to receive more financial rewards. But there are some problems of this system. The main problem is that workers¡¯ tendency to manipulate working procedures and falsify records of output. Performance standards become slack as employees receive pay for performance that is lower than originally envisaged, hence inflating unit labour costs. Workers are often directly or indirectly able to assert control over the process of work allocation to install their own notion of equity rather than directed by management¡¯s ideas of efficiency. Management may deliberately relax standards and make it easier for workers to obtain bonuses. Workers may be reluctant to accept management¡¯s request for changes in working practices if their present job or task provides a high income and the change threatens their perceived ability to achieve high bonuses and receipt of other benefits (Beardwell and Holden, 001, pp.516-50).

Performance Related Pay (PRP) can be defined as a system in which an individual¡¯s increase in salary is solely or mainly dependent on the appraisal or merit rating (Swabe, 1817). This system could increase the motivation of employees, encourage certain behaviors; help in recruitment and retention; facilitate change in organizational culture; encourage the internalization of performance norms and weaken trade union power. But there exits some following problems expectancy theory of motivation, displacement of objectives, undermining esprit de corps, reinforcement of status, control and power differences, difficulties with the assessment of individual performance, financial constraints, and crowding our intrinsic motivation (Beardwell and Holden, 001, pp.5-58).

Competence-based pay this system reflects an intention by the organization to reward the use or development of job-related competences. Competences are already in place for development purposes. Its importance includes the following aspects. There is a move away from job-based pay to person-based pay. There are needs to stimulate and reward horizontal career moves; to develop and encourage flexibility and empowerment; to acknowledge and reward more intangible aspects of working; to acknowledge and reward the way in which objectives have been reached, not just the achievement of the objective; to ensure that organizations have the right competences and people with those competences for the future. Such schemes are less judgmental and more flexible than traditional PRP. They communicate the message that ¡®change is happening, and you are expected to change with it, but we will help and reward you¡¯. But care must be taken to ensure that the competence identified and rewarded are relevant to the content and scope of employees¡¯ roles, as there is a clear danger that organizations will significantly increase their overall salary bill without any improvements in organizational performance (Beardwell and Holden, 0015).

After making comparison among the three systems, Performance related pay is more advanced than the others. And more and more international companies make use of this payment system. Though there are some problems in the payment systems, its strengths are more profitable to the organizations in the process of operation.

4. Performance management

Performance is defined as the outcomes of work because they provide the strongest linkage to the strategic goals of the organization, customer satisfaction, and economic contribution. And performance management is a strategic tool in the sense that it is concerned with the broader issues facing the business if it is to function effectively in its environment, and in the general direction in which it intends to achieve longer term goals. It is not simply the appraisal of individual performance. It is an integrated and continuous process that develops, communicates and enables the future direction, core competences and values of the organization, and helps to create a horizon of understanding (Beardwell and Holden, 00158).

As a HR manager, he/she should usually observe the performance of employees from different departments and evaluate their performance from different aspects whether is very good or good or normal or bad or very bad. For those employees¡¯ performances are good, the organization should give them a reward to encourage their future. But for those performances are not good or even bad, the organization should give them criticism and some punishments to push them perform well in the job.

The rewards given to those people perform well can be divided into intrinsic and extrinsic thing. The intrinsic thing is a tangible reward, which can include money, company cars, casual dress and so on. The extrinsic thing is an intangible reward, which could be private health care, promotion and so on. For example the reward from Porter and Lawler¡¯s model is an intangible one. The values of different rewards are different. According to their different levels of performance, employees should receive different rewards that could be intrinsic or extrinsic thing.

Some organization requires all the employees perform the work completely following the procedure formulated by the organization. Some employees maybe cannot get a good performance. These people have an open and creative mind and make some innovation in the job when solving problem met in the work. The innovation can let them work well and get a good solution. For these employees, organization couldn¡¯t neglect the benefits brought from their innovation and should encourage them bring forth new ideas in the job.

In Storey¡¯s key levers, Managing Culture is more important than managing procedures and systems. Integrated action is essential on Selection, Communication, Training, Reward and development. Restructuring and job design allow devolved responsibility and empowerment. Based on those above elements, organizations should make use of integrated action in the reward management. Organizations could use hygiene factors and motivators motivate the employees and let them satisfy with the environmental and self matters. They also should reward employees both intrinsic and extrinsic thing to encourage employees¡¯ performance.

After performing the assignment of the topic about the methods of rewards and benefits management and their impact on individual and organizational performance. The assignment through the following aspect Job evaluation, Motivational theory, Payment systems and Performance management to evaluate this topic. The rewards and benefits management plays an important role in the Human Resource Management.

A detailed description of performance and performance management has been outlined in the assignment. The reward and benefit management is linked to the performance management. Thus the performance management is also very important in this topic.

Through this assignment, the reader could know that the three well-known need theories that are Maslow¡¯s hierarchy of needs, Herzberg¡¯s two-factor theory of motivation and Porter and Lawler¡¯s expectancy model of motivation. We have learnt the two former theories in the last semester, but more knowledge about them can be obtained from this module. The latter theory is a new theory for the learning. After studying the lecture about this theory, the Porter and Lawler¡¯s model emphasizes the importance of performance from the employees and the reward linked to the good performance of the employees.

The payment systems have the three types Payment by results, Performance related pay and Competence-based pay. Each of them has its own strengths and problems itself. The three payment systems have their own basement, so the payment is implemented from different elements. And compared the three types, the results reflect that Payment by results is more acceptable by the organization.

The rewards and benefits management makes great impacts during the period of operation in the organization. It could encourage individual to make better performance in the job and influence the organization to more focus on the performance of the employees in the organization. Thus organizations should realize its importance and concentrate on the implementation of the rewards and benefits management in the internal operations. The HR manager should take on the responsibility of this management.

1. Armstrong, M. (001), A Handbook of Human Resource Management Practice (8th edn), London, Kogan Page

. Beardwell, I. and Holden, L. (001), Human Resource Management A Contemporary Approach (rd edn), Essex, Financial Times Pearson Education

. Curtis, S. and Wright, D. (001) ¡®Retaining Employees ¨C The Fast Track to Commitment¡¯, Management Research News, Vol. 4 No. 81, 001, pp.56-60

4. Graham, H. T. and Bennett, R. (18), Human Resources Management (th edn), Essex, Financial Times Pearson Education

5. Leatherbarrow, C. (00), Lecture Notes for MPO, Britain, Staffordshire University

6. Swabe, A.I.R. (18) ¡®Performance-related pay a case study¡¯, Employee Relations, Vol.11, No., pp.17-

7. West, M. and Patterson, M. (18), ¡®Profitable Personnel¡¯, People Management, 8th Jan, 18, pp.8-1

8. Zhang, W. (001), ¡®Culture Development on Human Resource¡¯, China Marketing, March 001, pp.4-4

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Y is everone so cool

If you order your custom term paper from our custom writing service you will receive a perfectly written assignment on y is everone so cool. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality y is everone so cool paper right on time.

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Vision

To build together the first choice airline and global alliance network with the best people each committed to exceeding our customers expectations every day.

Mission

Providing safe, clean, on-time air transportation with luggage, in a professional and consistent manner, is the core mission.

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Future

1. Put Customers First

Ø outpace our competitors by providing the best customer service in the industry.

Ø best service recovery in the industry by solving problems on the spot.

Ø strive to be the first choice for passengers and shippers with innovative technology and courteous, convenient service

Ø Provide the best schedules and the simplest access to our network.

. Focus on People

Ø Employees -- our greatest asset

Ø enhanced communications

Ø fair and progressive labor relations

Ø state-of-the-art training

Ø improvements to employee services and facilities.

. Build our Network

Ø expanding service from each airline hub, domestically and internationally

Ø Expand the coverage of flying areas

Ø building alliances with other carriers

Ø develop cargo and mail services

Ø create robust, profitable and sustainable growth

Ø grow capacity by flawlessly executing the long-term fleet plan to take delivery of a new aircraft every three months for the next five years.

4. Secure our Future

Strategy

Ø improve performance

Ø increase productivity

Ø grow revenues

Ø identify high potential areas for expansion

Ø strengthen our balance sheet by controlling the cost of doing business

Objectives

· Leading carrier of the Asian routes.

· Global airline with connections spanning over the five seas and six continents

· One of the top 0 airlines (005)

· Maximized profit for our shareholders through increased corporate value

· Safest airline in the world

· Most preferred airline by customers

· Leader in e-business

· Top career choice of professionals

Current emerging global and domestic scenario vis a vis the competition

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Flannery O' Connor

If you order your essay from our custom writing service you will receive a perfectly written assignment on Flannery O' Connor. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality Flannery O' Connor paper right on time.

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1. At the end of Cathedral, the narrator has an epiphany. How would you describe it? How does it relate to the theme of the story?

People have stereotypical images, either good or bad, about certain people with different characteristics, people with different cultures, race, or religion, or people with disabilities. The same is true with Bub, the narrator of Cathedral by Raymond Carver. The entire story of Cathedral is symbolic based on the fact that Bub gradually changes his stubborn and jealous manners towards the blind man.

Bub initially has a strong aversion to his wifes blind friend, Robert, who comes over to his house to spend the night. He was no one I knew. And his being blind bothered me. However, at the end of the story his attitude toward the blind man is completely inverted. Bub comes to an understanding of the blind man. As the title indicates, it seems that Bubs revelation is more or less sudden when the Cathedral appears on TV and Bub starts drawing a picture of it for Robert. The change is, however, more gradual. The Cathedral is just one of the tiny steps that Bub takes to be opened up and accept the blind man as a friend.

Bub has a great aversion to the blind friend of his wife before he even knows Robert. It is because he is obviously jealous of Robert, with whom she feels intimate enough to share her life stories and poetry. As her husband, his dignity is somewhat hurt by the presence of the blind man and he feels insecure about it. During the conversation between Bub and his wife, his hostility toward the blind man becomes apparent. Maybe, I could take him bowling. Bub pretends to be unaware of the mans blindness, but he apparently means that he wants to take him bowling, which is something that a blind person is not able to do well at. He despises Robert for having a colored woman as his wife. Her name was Beulah. Beulah! Thats a name for a colored woman. Bub denies everything his wife says about Robert trying to feel better about himself.Cheap College Papers on Flannery O' Connor

But Before Bub meets the actual blind person; his attitude toward blind people is full of wicked prejudice. My idea of blindness came from the movies. In the movies, the blind moved slowly and never laughed. Sometimes they were led by seeing-eye dogs. However, his attitude subtly changes when he first meets Robert. A beard on a blind man! Too much, I say. He is startled because a full beard is far from the stereotype Bub has had about blind people from the movies. Then, he examines Roberts attire, which he describes as Spiffy. He implies that there is something funny about this blind man caring about his outfit, but admits that Robert is different. At this point, Bub still holds hostility toward Robert, but his stereotypes about blind people are completely washed away.

At the dinner table, too, Bubs attitude toward Robert slightly changes. He is amazed by how Robert locates his food on the plate. I watched with admiration as he used his knife and fork on the meat. His comments about the blind man have been dominantly negative. For the first time, he watches the blind man with admiration. Yet he is still unwilling to be friendly to him because he feels left out in the conversation taking place in his house with his wife and her friend. They talked of things that had happened to them. Them! His dominant feeling is still jealousy, and he is not yet opened up enough to fully accept the blind man.

As Bub spends more time with Robert, he gradually becomes aware of Roberts charm, his sincerity, and honesty. Unlike the beginning of the story at which he criticizes everything Robert does or says, he only remarks what Robert does and says and no longer provides his opinions about it. Not yet, he said, No, Ill stay up with you bub, If thats all right. Ill stay up until youre ready to turn in. We havent had a chance to talk.

It is obvious Roberts frankness is well reflected on these statements. Robert doesnt feel insecure about his blindness and never hesitates to show his positive attitude about his life to learn more about Bub, and even something out of news programs. Moreover it gets harder for Bub to deny the fact that Robert is indeed a fascinating person as his wife has insisted.

While the television is on, Bub begins to feel comfortable being with Robert. Then I said, Im glad for the company. And I guess I was. Bub genuinely views Robert as a company. But when the Cathedral appears on TV, the final change occurs to Bub. As he draws a cathedral for Robert, he finds himself drawn into the magic of Robert. I couldnt stop. The TV station went off the air. The man who has cared nothing but weed, alcohol, and TV first participates in communicating with the blind man. Bub comes to an understanding of Robert by putting himself into the state of blindness. It was like nothing else in my life up to now. He enjoys this new experience and says, Its really something.

The last sentence really stands out compared to what Bub says about the blind man at the beginning. His change is certainly remarkable, yet it doesnt occur all of the sudden. His attitude changes little by little as he gets to know more about this blind friend of his wife, Robert. Cathedral is not what directly brings about the change, but stands as the last step for Robert's refined revelation. http//homepage.nifty.com/olympia_wa/eng1b6.htm

. Discuss the relevance of the following quotation to understanding Flannery O' Connor's fiction

"I have found that violence is strangely capable of returning my characters to reality and preparing them to accept their moment of grace… This idea, that reality is something to which we must be returned at considerable cost, is one which is seldom understood by the casual reader, but it one which is implicit in the Christian view of the world… I have found, in short, from reading my own writing, that my subject is the action of grace in territory held largely by the devil."

Please note that this sample paper on Flannery O' Connor is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Flannery O' Connor, we are here to assist you. Your cheap research papers on Flannery O' Connor will be written from scratch, so you do not have to worry about its originality.

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Marketing permission

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Godin (1) has proposed a new idea- permission marketing. Here, consumers provide marketers with the permission to send them certain types of promotional messages. This is seen as reducing clutter and search costs for the consumer while improving targeting precision for marketers. This paper makes three contributions First, a critical analysis of the concept and its relationship to existing ideas in the marketing literature is discussed. Second, a taxonomy of four models used to implement permission marketing today, direct relationship maintenance, permission partnership, ad market and permission pool, is presented. Permission intensity is seen as a key differentiator among models. Finally, a comprehensive conceptual cost-benefit framework is presented that captures the consumer experience in permission marketing programs. Consumer interest is seen as the key dependent variable that influences the degree of participation. Consumer interest is positively affected by message relevance and monetary benefit and negatively affected by information entry/modification costs, message processing costs and privacy costs. Based on this framework, several empirically testable propositions are identified.

Introduction

Permission marketing (also called invitational marketing) envisions every customer shaping the targeting behavior of marketers (Godin, 1). Consumers empower a marketer to send them promotional messages in certain interest categories. Typically, this is done by asking the consumer to fill out a survey indicating interests when registering for a service. The marketer then matches advertising messages with the interests of consumers.

This is a new idea. Even though targeting appropriate customers has been recognized early on as a core marketing principle (Smith, 156), most targeting today can best be described as "targeting on averages." The advertiser obtains the average profile of the consumer (e.g., a marketer may identify the proportion of a show that meets a certain pre-specified demographic or behavioral category using Simmons data) and chooses, say, a TV show that matches the target consumer profile most accurately1. This leads to low targeting precision since not all consumers match the profile.

Theoretically, direct marketing holds the promise of improving targeting. One-on-one marketing proposes thinking about a segment of size one (Peppers & Rogers, 1, Pine, Victor & Boynton, 1). Given the new capabilities of addressing each individual (Blattberg & Deighton, 11) the goal is to customize the marketing mix in accordance with the needs of a consumer. Relationship marketing takes a long-term orientation in targeting as opposed to a short-term transactional orientation (Dwyer, Schurr & Oh, 187; McKenna, 11, Sheth & Parvatiyar, 15). The idea is to understand the lifetime value of the customer and allocate resources in accordance with these values (Day, 000). The emphasis is on retaining existing customers rather than on obtaining new ones (McGahan & Ghemawat, 14).

However, since one-on-one marketing and relationship marketing both propose marketer-initiated targeting, several problems arise. For example, consumers receive an excessive volume of proposals for relationships with firms, they do not perceive control over the terms of the relationship and do not perceive much value addition from such relationships. As a result, these techniques breed consumer cynicism (Fournier, Dobscha & Mick, 18). This is especially a problem with the Internet because the marginal cost of sending an additional promotional message is nearly zero for the firm (Shiman, 16).

Our goal in this paper is threefold. First, a critical analysis of the concept of permission marketing and its relationship to existing ideas in the marketing literature is provided. Second, a taxonomy of business models implementing permission marketing today is presented. Finally, a comprehensive conceptual cost-benefit framework that captures the consumer experience in permission marketing programs is presented. Based on this framework, several empirically testable propositions are identified that might serve to guide future theory-building and empirical research in this area.

Permission Marketing and the Internet

Clutter is a big problem on the World Wide Web ("Web" hereafter). The increased size of the Web- "an estimated lower bound on the size of the Web is 0 million pages" (Lawrence & Giles, 18, p. 8)- has led to increased search costs. More recent estimates put this number much higher. For example, the "bow tie" research study by IBM, Compaq and Alta Vista reports sampling over 600 million pages ( http//research.compaq.com/news/map/www%0paper.htm) and the search engine, Google, claims to index over a billion pages. Debris on the Internet (e.g., pages that are no longer updated) further exacerbates search costs.

Search engines (e.g., www.google.com) and Internet portals (e.g., http//www.yahoo.com/) were attempts at helping consumers navigate through this clutter. But when individuals search for information at these places, they are presented with hundreds of selections. Consumers will not go through all selections and are most likely to focus on the first few results. Hence, search-engine optimization has become an important research area (Bradlow & Schmittlein, 1). However, due to heterogeneity in the algorithms used by search engines, it is not always possible for one's site to be featured in the top few.

Therefore, it is clear that search engines alone will not help consumers find sites relevant to their needs. Increasingly, search engines tap into smaller and smaller fractions of the overall Web (Lawrence & Giles, 18) with no engine capturing more than 16% of the Web content (Lawrence & Giles, 1).

Individuals may cope with the increased search costs by focusing on firm reputation (Choi, Stahl & Whinston, 17, Chapter 6). For example, recently The Economist reported that 75% of all business to consumer e-commerce originates from five sites- Amazon.com, Buy.com, eBay, Yahoo and America Online (AOL). Hence, it is clear that these sites have established a reputation that is better than others . However, that does not necessarily ensure the delivery of relevant information since each of these sites contain a lot of information (For example, as of August 000, Yahoo! had links to at least 1.5 million pages on its site- http//searchenginewatch.com/reports/directories.html) - not all of which is relevant to any single consumer. Moreover, consumers may be interested in newer sites whose reputation may not be fully established.

Banner advertising and sponsorships were tools that were considered to have the potential to provide consumers with relevant information. However, despite the early promise detailed in pioneering research (Hoffman & Novak, 17), the click-through rates have not improved4. Average rates are in the 0.5% range. Banner advertising is also plagued with measurement problems. Getting a reliable estimate of the number of consumers who viewed a banner is a big challenge (Dreze & Zufryden, 18) and so is reliably identifying the top websites globally. Moreover, a recent eye-tracking study presents troublesome evidence that Internet users may "actually avoid looking at banner ads during their online activities" (Dreze & Hussherr, 1, p. ). If this is true, then placing banners around web content may be a poor way of delivering the message.

Permission marketing offers the promise of improving targeting by helping consumers interface with marketers most likely to provide relevant promotional messages. Many permission-marketing firms (e.g. yesmail.com- now part of the business incubator, CMGI) claim customer response rates in the region of 5-0% and since most use e-mail, they are not affected by the measurement problems of banner advertising. Since the ads arrive in the mailbox of the individual, it is likely that more attention would be paid to them in comparison to banners.

Even though permission marketing can be implemented in any direct medium, it has emerged as a serious idea only with the advent of the Internet. The two reasons for this are (1) on the Internet, the cost of marketer-to-consumer communication is low (Hoffman & Novak, 16; Shiman, 16); () the Internet has enabled rapid feedback mechanisms due to instantaneous two-way communication (Hoffman & Novak, 16).

Another motivation for permission marketing on the Web has been the failure of the direct mail approach of sending unsolicited promotional messages. The prime example of this is unsolicited commercial e-mail or "Spam" (Cranor & LaMacchia, 18). Senders of spam realize three things- the cost of obtaining a new e-mail address is minimal, the marginal cost of contacting an additional customer is nearly zero (Shiman, 16) and it is easy to deceive the consumer. Spammers can easily obtain new e-mail addresses from websites and Usenet groups using software programs that "troll" the Internet. Individuals provide their addresses at these places for other purposes and hence, this violates their privacy rights (Bloom, Milne & Adler, 14). In addition, marketers incur similar costs if they send out 1 million or 10 million e-mails. Moreover, there are now programs that enable the large-scale use of deceptive practices (e.g. forged e-mail headers). Due to these problems, Spam cannot be a legitimate form of marketing communication5. Using it would lead to an excessive message volume for consumers, weakening of brand reputation and a slowing of the entire network. Hence, permission marketing is seen as a feasible alternative for Internet marketing communication.

Permission marketing is now a large-scale activity on the Internet. A leading Internet business periodical recently noted that, "permission marketing was once a niche business. Now, everybody is doing it." (Business .0, April, 000, p. 176). In addition, permission marketing has been incorporated in leading texts on marketing management, e.g., Kotler's millennium edition.

Literature Review

Although the term "permission marketing" was coined by Godin (1)6, the general idea of customer permission in direct marketing had surfaced earlier in the marketing literature, mainly in the context of privacy issues in direct marketing. For example, Milne and Gordon (1) discuss the role of customer permission along with volume, targeting and compensation in the context of direct mail. However, their reference is to an individuals providing a direct marketer the permission to share his or her personal information with others. In other words, they see permission as a tool to establish privacy rights rather than to enhance targeting. Moreover, the privacy issue is different now since an infomediary (Hagel & Singer, 1) retains all the personal information and supplies ads based on that information; the advertisers never see the information.

Recently, Sheth, Sisodia and Sharma (000) have proposed the concept of customer-centric marketing, which includes what they call co-creation marketing. Co-creation marketing envisions a system where marketers and consumers participate in shaping the marketing mix. In the authors' own words, "Co-creation marketing enables and empowers customers to aid in product creation (e.g., Gateway computers), pricing (e.g., priceline.com), distribution and fulfillment (e.g., GAP store or GAP online delivered to the house), and communication (e-mail systems)"(Sheth, Sisodia & Sharma 000, p. 6). Hence, permission marketing can be viewed as focusing on the communication aspect of a larger concept called co-creation marketing. Gilmore and Pine II (17) had also earlier identified collaboration between marketers and consumers as one form of one-on-one marketing.

The direct marketing literature has also pointed out the importance of consumers controlling the terms of their relationship with marketers. Phelps, Nowak and Ferrell (000) point out that individuals like to control "how personal information about them is used by marketers, the kinds of advertising mail and catalogs that they receive and the volume of advertising mail they receive"(p. ). In this literature, direct mail is viewed as a social contract between the consumer and the marketer (Milne & Gordon, 1). Moreover, there is recognition that what is necessary to improve direct marketing relationships is not just a reduction of privacy concerns of individuals, but rather an improvement in the consumer's trust of the marketer (Milne & Boza, forthcoming).

Marketing scholars have long been disenchanted with the marketer-initiated approach to direct marketing. For example, in a critique on database marketing, Schultz (14) noted

If the database works for the consumer and not just the marketer, duplicate mailings should never exist. For the database to have value for customers, it should simplify and improve their personal lives, not just complicate them with unwanted offers or ridiculous solicitations. Also, if the database was really working for the consumer - and not just the marketer - privacy would not be the issue it is. Perhaps the greatest concern about the value of the database is the one-way marketing systems that are being developed- systems that favor the marketer and are disincentives to the consumer (emphasis added).(p. 4)

Hence, it is not surprising that several marketing scholars have begun to indicate their acceptance of permission marketing as a viable concept. For example, Petty (000) proposes "shift(ing) property rights for soliciting and selling information about consumers to the consumers themselves thereby reducing the marketing costs imposed upon consumers without their consent"(p. 5). Further, he argues that "by bearing the costs of identifying disinterested customers, marketers get an audience interested in their message. Consumers get fewer messages and only ones that they are interested in receiving "(Petty 000, p. 5). Similarly, Sheehan and Hoy (000) also suggest that permission marketing may be a technique to reduce privacy concerns of individuals. Even though they do not use the term permission marketing, Milne, Boza and Rohm (1) propose that "opt-in methods (can act) as a trust-building alternative to more effective information control".

Permission Marketing Business Models on the Web

In order to understand how permission marketing is currently being practiced on the Web, we define a key construct permission intensity.

Consumers define the boundaries of their relationship with firms in such businesses. In some cases, they give the business tremendous leeway and in others the firms are held on a tight leash. Formally, permission intensity is defined as the degree to which a consumer empowers a marketer in the context of a communicative relationship7.

Compare two scenarios.

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Globalization and the United States

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Part 1

Introduction

Globalization is about worldwide economic activity

As all of you know, globalization is about open markets; competition and the free flow of goods, services, capital and knowledge. In other words, the world as we know it is getting increasingly smaller with the advancement of technology, i.e.- the Internet, and planes and soon to come out, telecommunication over the Internet, but that's another story. Because of this technology people around the world are more connected than ever to spread new ideas.

Information technologies are the key driver of globalization, they open up a huge potential for greater efficiency through e-commerce, the Internet and the instantaneous delivery of information anywhere in the world, at any time. They also provide greater access to information and knowledge, THEY are the raw materials of innovation, and spread the free flow of information from all sources, which authoritarian regimes cannot stop even if they wanted to. Technology and innovation cut costs to the direct benefit of consumers. Some view it as a process that is beneficiala key to future world economic developmentand also inevitable and irreversible.

Yes this is globalization, but what is the role of the US They are the big brother, they are the ones who can prosper without global trading…it is the developing countries that truly depend on the United States

Kevin A. Hassett and James K. Glassman explain that

Rarely in history has one nation been as dominant in the world economy as the United States is today. The U.S. (GDP) -- exceeded $10 trillion in 00. Thats greater than the total GDP of the next five countries combined. All told, the United States, with 1/0th of the worlds population, accounts for one-third of the worlds output and, last year, more than three-fifths of its growth.

The U.S. economy is so large that its metropolitan areas produce more than entire countries. For example, in 00, Chicago had about the same GDP as Australia. Boston had the same as Taiwan; Dallas, the same as Saudi Arabia; San Francisco, Hong Kong; and Milwaukee, Pakistan.

Its only natural that such a dominant position can sometimes provoke envy and anger from other nations, but the truth is that economics is not a zero-sum game. In a world that is tied together by trade, the United States wins when other nations prosper -- and other nations win when the United States prospers.

The notion that wealthy countries and big businesses are the main beneficiaries of global free trade is flat-out nonsense. The United States could continue to prosper if it backed away from the world-trade stage. Even if it stopped trading altogether, the United States would continue to enjoy a high standard of living, with a GDP of more than $0,000 per person. Americas lifestyle might slip from 00 levels to mid-10s levels. Thats all. But if trade stops or even slows down, developing countries would be devastated. No longer would citizens be able to get quality goods at bargain prices. No longer would smaller nations be able to increase their markets on a vast scale.

But the United States understands the responsibilities that come with being the worlds largest economy.

Does the US take advantage of their position?

They must be if sweatshops exist, I mean, why do they exist

US Companies Profit From Chinese Sweatshops

By Jim Lobe, IPS, 1 March 18

WASHINGTON, Mar 1 (IPS) - U.S. clothing and footware companies, which import more than 15 billion dollars a year in Chinese-made goods, are profiting from sub-contractors whose mainly young, female workers toil in sweatshop conditions, according to a new report released here.

The report, which covers 1 factories in China, found that the foreign-financed boom in southern China is being fuelled by poorly-educated women from rural areas, who are unaware of their legal rights and forced to work up to 1-hours-a-day, seven days a week - for as little as 1 cents an hour.

Working conditions in China actually violate Chinas own labour law and internationally recognised worker rights, as well as U.S. coprorate codes of conduct, according to Charles Kernaghan, director of the National Labour Committee (NLC) which released the report Wednesday.

Yet the workers - whose conditions approach indentured servitude - have no independent unions, human rights, womens or religious organisations to protect them, and US companies take advantage of their vulnerability, said Kernaghan.

Kernaghan used the release of the report, Made in China Behind the Label, to launch a national campaign to press these companies, which include some of the US most fashionable labels, to fully disclose the conditions under which their merchandise is being produced.

The public has a right to know in what countries and in what factories American corporations are producing and under what human and labour rights conditions, he said.

Several Democratic lawmakers have pledged to push for legislation this year that would ensure greater disclosure(discovery). The bottom line is that the American people should not, unknowingly, be purchasing products made in sweatshops, said Rep. Bernie Sanders.

Named in the report are such companies as Ralph Lauren, Ann Taylor, Kathie Lee, Wal-Mart, Liz Claiborne, Esprit, J.C. Penney, The Limited, and K-Mart. Most of these firms maintain that they monitor factories where their merchandise is made, but investigators from the Hong Kong-based Asian Monitor Resource Centre and China Labour Bulletin found evidence of widespread, unregulated subcontracting among the sector of foreign, privately- owned factories booming in the south of China.

These factories operate in climate of secrecy, according to the report, often with no signs posted and frequently not even listed in business directories.

American companies are actually lowering standards in China as they shift their production from publicly-owned factories in the north to private, foreign-owned sweatshops in the south, slashing wages in the process, eliminating benefits, imposing excessive mandatory overtime hours, and tolerating widespread arbitrary firings and unsafe factory and living conditions, said Kernaghan.

In the Liang Shi Handbag Factory, which makes Kathie Lee handbags, for example, a work week consists of seven 10-hour days for wages as low as 1 cents an hour, according to the report. The factory has no fire exits and workers are housed in dirty, cramped dormitories, five to a room. After paying for one weeks worth of food and lodging, workers are left with only .44 dollars.

In the Yeu Yein Factory, which makes Nike and Addidas shoes, 50,000 to 60,000 young women ages 18 to work six or seven days a week, 10 to 1 hours a day, for 1 cents an hour, the report said. In some cases, workers living in factory-built dormitories are subject to constant surveillance.

Independent unions are illegal in China where, according to Sally Chun of China Labour Bulletin, workers lack minimum social guarantees and ...are subject to government repression and violence when they voice their demands.

She and Apo Leong of the Resource Centre expressed scepticism about the effectiveness of US corporate codes of conduct which have become more widespread in recent years, in part because of publicity generated about apparel-making sweatshops discovered in Central America and the Caribbean by Kernaghans NLC.

In an open letter to the White Houses Apparel Partnership, Kernaghan called for an immediate review of factory working conditions in China for their compliance with international standards and a ban on unregulated subcontracting. He also called for companies to ensure that their codes of conduct are posted in subcontracting factories and that human and worker rights groups are given access to workers.

The Partnership, which consists of six rights groups, two labour unions, and eight companies, including several of those named in the new report, has spent more than a year negotiating the mandate of an association that would certify companies compliance with a tough code of conduct. Such a certification would then permit them to tag their merchandise with a No Sweat label.

The Partnership has agreed to the elements of such a code, which includes virtually all of the demands put forward by Kernaghan, according to its co-chair, Linda Golodner, who is president of the National Consumers League.

The Partnership still has to work out details on what constitutes a living wage and how the code should deal with countries, like China, which do not permit freedom of association. Once these matters are resolved, it hopes that most other companies in the apparel and shoe industry will join the effort.

This reports poses a lot of very important questions for the companies and our own government to look at, said Golodner told IPS. She noted that Washington has done nothing to discourage companies from investing in China, despite the absence of workers rights there. This needs to be looked at very seriously, she added.

At the Tianjin Yuhua Garment Factory in China a young woman earns cents an hour. For over 60 hours a week she sews clothing to be sold in Wal-Mart stores across the U.S. She works in a sweatshop, but the profit margins from her sweat are not enough for some. Soon she may be laid off, as Wal-Mart moves its contract to a privately owned factory in the south of China with less regulations and even lower wages. There, Wal-Mart's contractors can pay workers as low as 1 cents an hour to sew the same garments. Wal-Mart is the largest retailer in the world. They control almost 15 percent of the US retail market. And selling goods made in sweatshops helped their 18 revenue rise to $11 billion$4 billion more than Canada's 18 revenue.

Those who are accused of exploiting workers to maximize profits often respond by calling sweatshops an unfortunate, but necessary evil of economic growth and free markets. Claims are made that sweatshops are the only way to meet consumers demand for low-cost goods and that they provide jobs that otherwise would not exist.

And yet, sweatshops are not inevitable. They are not a necessary by-product of economic growth or the intended outcome of some dangerous force in the economic universe. They are the result of corporations single-mindedly seeking the fattest bottom line. This race to the bottom line squeezes out savings and profits at every level, but ultimately, from the sweat of the workers squeezed at the bottom of the cycle.

These factors drive demand for sweatshops Corporate greed U.S. and manufacturers have found that they no longer need to operate their own factories. In a world virtually free of borders, they look for subcontractors in countries where regulations are weak and labor and operating costs are lowest.

International policies

Governments, international trade regulatory agencies like the World Trade Organization (WTO), the World Bank and other foreign lenders create international trade laws and lending policies requiring developing nations to bolster their economies by creating export industries regardless of implications for social justice and environmental sustainability. And Third World countries desperately need the foreign money. But these policies have created a excess of manufacturing plants and plantations (often in countries with poorly developed labor and environmental laws), which allows U.S. corporations to dictate their purchase prices.

More specifically

ESPN Exposes NIKE

On April , ESPNs Outside the Lines ran an hour-long show on Nike and Reebok sweatshop abuses in Vietnam.

The crew also interviewed a 5-year-old female worker who - just a week prior - was grabbed around the collar and hit on the head by a male Korean guard as she departed a Nike factory during a shift change.

Some of the problems at the sneaker factories appear to be caused by language barriers. Many of the supervisors speak little or no Vietnamese. And some of them prefer a militaristic approach in dealing with workers.

When asked to account for these instances of abuse, Nike executive Tom Clarke kept talking about these events being taken out of context. He failed to explain what sort of context might justify physically abusing workers.

Aside from the physical harm in these sweatshops workers have to deal with ridiculous conditions

Workers in the Nike and Reebok factories breath a toxic mix of chemicals with only useless cotton masks for protection. Dara ORourke, an environmental consultant for the United Nations and human rights activist who has visited several Vietnamese shoe factories, says Wearing a cotton mask to protect yourself against hazardous solvents is like wearing flip-flops in the NBA, she said. It just doesnt work.

Nike says that it is working with its subcontractors to offer an environment that protects the workers health and safety. Health concerns were raised, however, when an inspection report that was prepared for Nike was leaked in November to the New York Times. Ernst & Young found that workers at one factory were exposed to a chemical that exceeded legal standards by 177 times in parts of the plant and that 77 percent of the employees suffered from respiratory problems. Although Nike says those readings are impossible, it was Nikes own accounting firm, Ernst & Young, which documented the readings.

There are other people that oppose world integration because they feel that it is another way of saying Americanization

Have you heard the word Americanization? In the early 100s Americanization meant taking new immigrants and turning them into Americans...whether they wanted to give up their traditional ways or not.

Critics now say globalization is nothing more than the imposition of American culture on the entire world. In fact, the most visible sign of globalization seems to be the spread of American burgers and cola to nearly every country on earth.

Even globalization champions like Thomas Friedman see it. In a recent column describing why terrorists hate the United States, Friedman wrote

...globalization is in so many ways Americanization globalization wears Mickey Mouse ears, it drinks Pepsi and Coke, eats Big Macs, does its computing on an IBM laptop with Windows 8. Many societies around the world cant get enough of it, but others see it as a fundamental threat.

Please note that this sample paper on Globalization and the United States is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Globalization and the United States, we are here to assist you. Your cheap custom college paper on Globalization and the United States will be written from scratch, so you do not have to worry about its originality.

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