Short story Critique Essay Example | Topics and Well Written Essays - 750 words

Short story Critique - Essay Example The point of view in this story is that of a third person. This is because the narrator is an unnamed entity, who conveys the story without being an actual character (Rasley 21). It is the best point of view, since this is a fictitious narrative. There is dialogue from the story, such as that between young princess Mali and her mother Viutiv, this conversation, and others contained therein help in guiding the reader through the series of events that led to the Mali Kingdom’s downfall. The dialogues also suit the characters properly, for instance when the foreign prince states â€Å"Tell them how you pillaged and raided defenseless Oaungbre towns, laying waste to man, woman, and beast alike†, it is a clear indicator that he is speaking from a place of anguish and anger. The writer is articulate, making it easy to identify characters speaking at all times. The ending, just like the beginning is equally captivating and undoubtedly makes one want to read about other vengean ce plans the prince had for the royal family and Mali as a whole. It is difficult to discern weaknesses in this story, owing to the clear expression of ideas by the writer, and in a smooth flowing manner. Nevertheless, making the narrative more dramatic would intrigue readers even further; it would also be advisable for the writer to show how the royal family interacted with common civilians prior to the downfall. This would help the audience to identify and sympathize with the main character. A Thin Line The title of this story easily capture’s a reader’s attention. The beginning also introduces an aspect of curiosity among the characters, which translates to curiosity among readers as well. The presence of police and ambulances, as indicated by the flashing lights and... The title of this story easily capture’s a reader’s attention. The beginning also introduces an aspect of curiosity among the characters, which translates to curiosity among readers as well. The presence of police and ambulances, as indicated by the flashing lights and hovering onlookers gives the impression that an injurious crime must have taken place, and it is only natural to ponder over these events. However, the story lacks a smooth transition into the narration of events that occurred months earlier culminating in the beginning scene. The point of view is that of a third party since the narrator is uninvolved and unnamed. This story has numerous dialogues such as that between a character named Alexis and her mum. It is also difficult to tell the person speaking, an excellent illustration of this obscurity being the statement â€Å"Hey, just ignore her. Please Kevin everyone is having a good time and it has been more than two months since you guys broke up. You n eed to just move on and leave Jamie alone.†

The Breakdown of the Union Essay Example for Free

The Breakdown of the Union Essay Manifest Destiny is a phrase that expressed the belief that the United States had a divinely inspired mission to expand, spreading its form of democracy and freedom.The phrase Manifest Destiny was first used primarily by Jackson Democrats in the 1840s to promote the annexation of much of what is now the Western United States (the Oregon Territory, the Texas Annexation, and the Mexican Cession). Slavery, the exploitation of Africans for hard labor, was also growing vastly in popularity during this period of territorial expansion. These controversial ideologies, including such events as Mexican War, the Wilmont Provisio, the development of the Republican Party, the Dred Scott Decision, the Brooks-Sumner Incident, the Anthony Burns Incident, the Ostend Manifesto, Uncle Toms Cabin, and unbalanced congressional representation aided in sending the Union into uproar and eventually splitting it entirely. The Mexican War between the United States and Mexico began with a Mexican attack on American troops along the southern border of Texas on Apr. 25, 1846. Fighting ended when U.S. Gen. Winfield Scott occupied Mexico City on Sept. 14, 1847; a few months later a peace treaty was signed at Guadalupe Hidalgo. In addition to recognizing the U.S. annexation of Texas, defeated Mexico ceded California and , New Mexico (including all the present-day states of the Southwest) to the United States. During the war political quarrels arose regarding the disposition of conquered Mexico. A strong All-Mexico movement urged annexation of the entire territory. Abolitionists opposed that position and fought for the exclusion of slavery from any territory absorbed by the United States. In 1847 the House of Representatives passed the Wilmot Proviso, stipulating that none of the territory acquired should be open to slavery. The Senate avoided the issue, and a late attempt to add it to the Treaty of Guadalupe Hidalgo was defeated. A major cause of conflict between the Southern slave states and the Northern free states was the lack of assistance given by northerners to southern slave-owners and their agents seeking to recapture escaped slaves. In 1850 Congress passed the Fugitive Slave Law. The law stated that in future any federal marshal who did not arrest an alleged runaway slave could be fined $1,000. People suspected of being a runaway slave could be arrested without  warrant and turned over to a claimant on nothing more than his sworn testimony of ownership. The Fugitive Slave Law brought the issue home to anti-slavery citizens in the North, since it made them and their institutions responsible for enforcing slavery. Even moderate abolitionists were now faced with the immediate choice of defying what they believed an unjust law or breaking with their own conscience and belief. The case of Anthony Burns, in which a fugitive slave was returned to slavery under the protest of 50,000 citizens of Boston, and the celebration of the abolitionist, Charles Sumners assault by Preston S. Brooks, fell under this statute. The Ostend Manifesto was a secret document written in 1854 by U.S. diplomats at Ostend, Belgium, describing a plan to acquire Cuba from Spain. The document declared that Cuba is as necessary to the North American republic as any of its present members, and that it belongs naturally to that great family of states of which the Union is the Providential Nursery. The aggressively worded document, and Soulà ©s advocacy of slavery, caused outrage among Northerners who felt it was a Southern attempt to extend slavery. American free-soilers, just recently stirred with the Fugitive Slave Law passed as part of the Compromise of 1850, decried the manifesto of brigands. Thus the American scheme to capture Cuba fizzled. Meeting in a Ripon, Wisconsin Congregational Church on February 28, 1854 some thirty opponents of the Nebraska Act called for the organization of a new political party and suggested that Republican would be the most appropriate name. The radicals also took a leading role in the creation of the Republican Party in many northern states during the summer of 1854 . While conservatives and many moderates were content merely to call for the restoration of the Missouri Compromise or a prohibition of slavery extension, the radicals insisted that no further political compromise with slavery was possible. In the following years, this anti-slavery party would gain many followers. By 1856 the Republicans had elected a Republican Speaker of the House of Representatives and placed a candidate in the election for president. In the Election of 1860, Abraham Lincoln would become inaugurated as a member of the Republican party, defeating John  Breckinridge, Stephen Douglas, and John Bell of the Southern Democratic Party, Northern Democratic Party, and Constitutional Union respectively. Dred Scott was an American slave who was taken first to Illinois, a free state, and then to Minnesota, a free territory, for an extended period of time, and then back to the slave state of Missouri. After his original master died, he sued for his freedom. He initially won his freedom from a Missouri lower court, but the decision was reversed by the Missouri Supreme Court and remanded to the trial court. Simultaneously, Scott had filed suit in federal court, where, after prevailing on the issue of his status as a citizen of Missouri, he lost a trial by jury. Scott appealed to the U.S. Supreme Court, which used the case to fundamentally change the legal balance of power in favor of slaveholders. The Court ruled that: 1. No Negroes, not even free Negroes, could ever become citizens of the United States. They were beings of an inferior order not included in the phrase all men in the Declaration of Independence nor afforded any rights by the Constitution. 2. The exclusion of slavery from a U.S. territory in the Missouri Compromise was an unconstitutional deprivation of property (Negro slaves) without due process prohibited by the Fifth Amendment to the United States Constitution. 3. Dred Scott was not free, because Missouri law alone applied after he returned there. The decision was a culmination of what many at that time considered was a push to expand slavery. The expansion of the territories and resulting admission of new states meant that the longstanding Missouri Compromise would cause the loss of political power in the South as all new states would be admitted as free states. Thus, Democratic party politicians sought repeal of the Missouri Compromise and were finally successful in 1854 with the passage of the Kansas-Nebraska Act, which naturally ended the compromise. Overall the reaction to the decision from opponents of slavery was fierce. Uncle Toms Cabin was the best-selling novel of the 19th century (and the second best-selling book of the century after the Bible) and is credited with both helping to start the American Civil War and helping to fuel the abolitionist cause in the United States. This era also marked a dramatic  increase in congressional representation for free states. Compared to the overall equality of representation in senate and minor favoring of free states in the House during 1813, an 1860 summation exhibits a vast tip in the scale for free states over slave states. An unfair congress meant anger and conflict in the unaffiliated south, as well as future secession. At the advent of the mid-1800s, the Union faced perilous difficulties that seemed only to be solvable by war. By 1861, Civil catastrophe was inevitable, and the differences that initially split the nation soon engulfed it. Conflicts including the Mexican War, the Wilmont Provisio, the growth of the Republican Party, the Dred Scott Decision, the Brooks-Sumner Incident, the Anthony Burns Incident, the Ostend Manifesto, Uncle Toms Cabin, and unbalanced congressional representation contributed to national dispute and eventual dissemination of the state.

Corporate strategies of Skanska Construction

Corporate strategies of Skanska Construction Strategic planning and strategic management have attracted continuing interest from both researchers and executives over past decades. Strategic decision making although recently taken into account in the construction industry is one of the key drivers of success. Since construction is a project-based and highly fragmented industry, corporate strategies are difficult to develop. Studies so far point out the significance of project management competencies in delivering successful projects, however the organizational performance heavily rely on the effectiveness of the strategic decisions made by the companies based on their competitive resources and the market conditions where they operate. In this work, a world-known construction company, Skanska Construction from Sweden, is taken as a case and its corporate strategies together with its competitive resources are analyzed. Future directions for the company are discussed in the light of the challenges faced by the company. Keywords: Corporate strategy, construction industry, strategic analysis. INTRODUCTION It is generally considered that modern organizations should develop long term strategies in the face of an increasingly dynamic and competitive world. Porter (1980, 1985) suggested that a company needs to develop a competitive strategy in order to achieve competitive advantage in a market economy. Strategy has grown from a practice of military commanders and corporate executives into the field of management science. It has enjoyed contributions from various disciplines such as economics, organizational sociology, political science and cognitive psychology (Rumelt et al., 1994). Differing perspectives of strategy development and implementation have evolved, centering generally on ones view of the capacity and motives of individuals and organizations (Whittington, 2001). Mainstream strategic studies, however, have not typically considered the construction industry, and conventional thought within the industry has often downplayed strategys significance. Strategy is defined as a plan, pattern, position, perspective, and ploy (Mintzberg et al., 1998). Its significant effect on performance is demonstrated empirically in the literature (Porter, 1980). Emphasizing the importance of strategic decision, Child (1972) also stated that companies can achieve higher organizational performance by adopting different competitive positioning alternatives based on strategic decisions. Lately, construction industry researchers have changed this perception to some degree as publications regarding strategic management have increased. Warszawski (1996) outlined a methodological procedure for strategic planning in construction companies. Serving as somewhat of a primer to construction professionals on the topic, he discussed the definition of companys mission, the significance of business environment, and a broad outline of the steps involved in analyzing a companys resources. His elaboration on the development of competitive strategy was based largely on Porters (1980) theory of generic strategy. Chinowsky and Meredith (2000) conducted a survey to identify areas of strategic concern that construction organizations need to emphasize. Venegas and Alarcon (1997) were the first to propose a simplified model of variables affecting strategic decisions before recommending a mathematical model to predict the impact of the decisions. In this paper, the corporate strategies of a very well known Swedish construction company, Skanska Construction, will be analyzed. In doing so, first of all the components of corporate strategy will be investigated based on a literature review. The performance models that examined the importance of strategies and competitive resources will also be included as a part of this study. The major section will deal with Skanskas success based on its corporate strategies and competitive resources. Besides, the external factors including the market conditions together will be discussed along with the future directions of the company. CORPORATE STRATEGY IN CONSTRUCTION INDUSTRY Corporate Strategy Cheah and Garvin (2004) developed a framework to define corporate strategy. The model divides corporate strategy into seven strategic fields as shown in Figure 1. All strategic fields rightly are separate, major components within the realm of corporate strategy. Whereas some strategic models such as Porters (1985) value chain concept treated activities like human resource (HR) management merely as supporting activities, this model casts these strategic fields as distinct areas since they have currently evolved into disciplines requiring separate planning and execution. As evidence, most business schools at present offer separate courses for each of these fields after a general treatment of the topic of strategic management. Figure 1: Framework for corporate strategy (Cheah and Garvin, 2004) The following sections summarize the dimensions of corporate strategy being HR strategy, financial strategy, business strategy, operational strategy, IT strategy, marketing strategy, and technology strategy. HR strategy In essence, HR strategy is more concerned about the aspects of managing human assets of an organization. HR strategy deals with (Cheah and Garvin, 2004): personnel management (e.g. training programs; job rotation among functions and geographical regions); industrial relations (e.g. employment law; union-management relationship; negotiation tactics and strategy); incentives and compensation policies and systems; and restructuring concerns (e.g. downsizing). The goal of HR strategy is to have an effective system for obtaining (recruiting), training, mobilizing and managing the human assets of an organization to systematically carry out business operations and new ventures. Financial strategy There are two fundamental aspects in financial strategy: investment decisions and financing decisions. During investment decisions, firms are confronted with the challenges of capital budgeting and financial resource allocation. In order to make better decisions, managers must select the appropriate tools for project analysis and evaluation, which include, but are not limited to, the net present value (NPV) method, decision tree analysis, optimization, portfolio planning and real option valuation. Behind these tools lies a common and fundamental principle of balancing risk and return (Cheah and Garvin, 2004). Financing decisions, on the other hand, are concerned with issues of capital structure. In providing the detailed mechanics, Grinblatt and Titman (1998) showed how investment and financing decisions could impact the corporate strategy as a whole. Business strategy Business strategy is defined as strategies adopted to ensure successful ventures of individual business units, whereas corporate strategy is concerned with operations of the entire organization. This distinction is obviously consistent with the model, since business strategy is one of the seven core fields of the overall structure (Cheah and Garvin, 2004). Business strategy formally deals with the development of competitive advantage and core competencies. In particular, Porters (1980, 1985) techniques such as the determination of uniqueness and cost drivers, the Five Forces model, and the market segmentation matrix are some commonly known concepts in formulating business strategy. Operational strategy Operational strategy is primarily concerned with execution and implementation how firms manage their operational processes to convert different inputs into final products and services. These activities might include inbound and outbound logistics, procurement functions, production processes for physical products such as precast components, and procedural functions for service provision. For contractors, these activities are analogous to most project management functions such as material procurement, construction of the physical structure, and management of labor and machinery. Likewise, service firms utilize their expertise and knowledge to assist clients in fulfilling their needs and goals, as in planning, design and engineering functions (Cheah and Garvin, 2004). IT strategy In this conceptual model, IT strategy is separated from technology strategy. Specifically, IT strategy focuses mainly on the use of technology to leverage information to the advantage of a firm. This contrasts with other types of technology development in general. This distinction is justified by the fact that information technology has grown into a separate market segment and research area since the mid-1990s (Cheah and Garvin, 2004). IT is often taken as the driver of corporate strategy. More appropriately, it should be treated as an enabler that connects the corporate strategy of a firm with its operational processes (Ross and Rockart, 1999). In many aspects, the current trends of IT investment and implementation within the construction industry still appear to follow very vague goals. Too often, participants from the industry investing in IT (at least during initial stages) have forgotten their original identity as firms that provide construction services, thereby putting their core competencies at stake. In many cases, these investments are lacking in terms of establishing linkages between processes and corporate strategy in the long run (Cheah and Garvin, 2004). Marketing strategy In manufacturing and other industries that sell physical products, the Four Ps (product, price, place and promotion) in conventional marketing management remains relevant at present, though changes in technology and IT have redefined the boundary and meaning of these components (Cheah and Garvin, 2004). Although construction is mainly service-oriented (except suppliers or vendors who are selling physical products), many of these concepts can be applied to selected parts of the construction value chain. For example, in terms of promotion, marketing strategy is especially important in signaling to clients the value created from the design of products and services in order to demand a price premium differentiation is meaningless unless clients are able to perceive the value added that suits their unique needs. To achieve this, firms need to identify both needs (demand) and resources (supply factors), and choose the most efficient means of service provision. Some common corporate involv ement in marketing strategy includes: umbrella branding and reputation building; logistics issues (a critical factor toward lean construction); and collection of information about clients needs (e.g. to improve facility operation and maintenance) (Cheah and Garvin, 2004). Technology strategy Tatum (1988) illustrated that the range of possible technology-based strategies for construction firms is wide. At present, choices and means for technology development still remain as the most basic questions in technology strategy. Three primary issues particularly stand out. The first issue is the notion of pioneer versus follower. Not surprisingly, whether one should be at the bleeding edge of the technology wave as a first mover is always a tough decision to make. This is especially true when technological trends are shaped by uncertain environmental factors. The second issue deals with integration. Large Japanese contractors, for example, have their own research institutes and tend to develop their technology internally. Third, firms have to assess the relative importance between basic and applied research in order to allocate resources accordingly (Cheah and Garvin, 2004). Corporate performance in construction Based on Isiks (2009) work, a construction companys performance is mainly determined by the strategic decisions made and resources and capabilities of the firm. External factors, strength of relationships, project management competencies, and project performance are the other factors of success. These variables are listed in Table 1. Since this papers major objective is to discuss the corporate strategy and competitive resources impacting on the success of a construction firm, the main emphasis is on the strategic decisions and resources and capabilities leading to success as defined by Isik (2009). Construction organizations have long been criticized for a lack of long-term strategic planning and management (Veshoskyi, 1994; Chinovsky and Meredith, 2000). The literature on strategic decision-making is spread over a wide range from an individual strategists perspective to strategic management techniques, to the implementation of these techniques in real situations (Globerson, 1985; Letza, 1996; Warszawski, 1996; Neely et al., 1997). The strategies adopted in Isiks (2009) work represent the characteristics of the construction industry as a project-based organization. These strategies are summarized in the following section. Table 1: Factors affecting the corporate performance for construction firms (Isik, 2009) Corporate strategies in construction firms: Corporate strategy can be seen as the linking process between the management of the organizations internal resources and its external relationships with its customers, suppliers, competitors and the economic and social environment in which it exists. The organisation develops these relationships from its abilities and resources. Hence, the organisation uses its history, skills, resources, knowledge and various concepts to explore its future actions (Adnan and Jusoff, 2009). The industry environment is the set of factors that directly influences a firm and its competitive actions and competitive response; the threats of new entrants, the power of suppliers, the power of buyers, the threat of product substitutes and the intensity of rivalry among competitors. An opportunity is a condition in the general environment that if, exploited helps a company achieve strategic competitiveness. A threat is a condition in the general environment that may hinder a companys efforts to achieve strate gic competitiveness. The resources of an organisation include its human resource skills, the investment and the capital in every part of the organisation. Organisations need to develop corporate strategies to optimise the use of these resources. Differentiation strategies refer to the differentiation of products or services that provides competitive advantage and allows a company to deal effectively with the threat of new entrants to the market (Porter, 1980). Many new construction companies enter the industry every year because starting a new company does not require a large investment; consequently the construction industry becomes more competitive and forces existing companies to seek advantages over competitors by means of differentiation strategies. Market, project, client and partner selection strategies are related to the characteristics of construction projects such as the location and complexity of the project, environmental conditions, availability of competent subcontractors, availability of materials, equipment and know-how locally, financial stability of the client, and potential partners that have capabilities that the company does not possess. Project management strategies can be developed by referring to the mission of the company and the companys business environment. The managerial functions of a project include activities such as planning, cost control, quality control, risk management, safety management, to name but a few. In order to achieve project goals, adequate strategies have to be set up relative to these functions. Investment strategies occur along several dimensions such as capabilities of the company (resources), pricing (financial decisions), product (construction project related factors), and finally research and development (Spence, 1979). Organizational management strategies involve decisions pertaining to the companys reporting structure, planning, controlling and coordinating systems, as well as the management of the informal relations among the different parties within the company (Barney, 1991). Resources and capabilities: The strategic management literature defines resources and capabilities as the strengths of a company. Given the competitive environment among the rivals, resources and capabilities cannot be assumed to be identical in every company (Porter, 1980; Barney, 1991). According to the resource-based perspective mentioned by Barney (1991), a companys resources and capabilities have to be valuable, rare, inimitable, and should lack substitutes to have a positive effect on performance. Only if these conditions are met can resources and capabilities be transformed into a source of competitive advantage (Barney 1991). It follows that a construction companys equipment, manpower, technical, and managerial know-how should be efficient, cost-effective, rare, and sophisticated enough to prevent imitation by competitors. Financial resources indicate a companys strength in the market in terms of its capacity to carry out projects. Adequate financial resources ensure the company can get into risky situations that have a prospect of high returns. As a companys financial strength increases, its credibility and reputation also increases among clients and suppliers (Warszawski, 1996). The majority of construction projects are funded by the owner who pays the contractor periodically, who in turn pays the subcontractors, the suppliers and other parties of the project for services rendered. The success of this routine depends on the financial strength of the owner as well as of the contractor (Gunhan and Arditi, 2005). Technical competency refer to the physical assets of a company such as machinery and equipment and the extent of technical know-how available that is necessary to undertake specific projects. According to Warszawski (1996), a companys technical competency can be assessed by analyzing the companys preferred construction methods, the experience of its technical staff, the productivity and speed of its construction activities and the quality of the companys output. Leadership involves developing and communicating mission, vision, and values to the members of an organization. A successful leadership is expected to create an environment for empowerment, innovation, learning and support (Shirazi, 1996). Researchers have examined the links between leadership styles and performance. Fiedler (1996), have emphasized the effectiveness of a leader as a major determinant in success or failure of a group, organization, or even an entire country. Experience is highly related to a companys knowledge management competency. Organizational learning can be effective only if the lessons learned from completed projects are kept in the organizational memory and used in future projects (Kululanga and McCaffer, 2001). Organizational learning is difficult for companies because of the fragmented and project-based structure of the industry. This difficulty can be altered by knowledge management activities and provision of a continuous organizational learning culture (Ozorhon et al., 2005). The image of the company compared with its competitors is important. As in all market-oriented industries, contractors also need to portray an image that fits the needs of the market and the clients targeted. It gives an impression of the products, services, strategies, and prospects compare to its competitors (Fombrun and Shanley, 1990). Contractors in construction industry have to portray an image that addresses the expectation and demand of the clients and users, like in all other market oriented industries. Moreover, image of a company may enable higher profitability by attracting better clients and investors and increasing the value of the product (Fombrun, 1986). Research and development capability is a response to increased industry requirements that occurred as a result of globalization and competition between the companies. Developments occur in all phases of the construction process and technologies emerge that are deemed to have a positive impact on competitive advantage. In contrast to the traditional conservative stance of the industry, construction companies are forced to develop and adopt new technologies in order to survive. Innovation capability is an important factor in achieving cost leadership, focus, and differentiation, hence enhancing competitiveness as stated in Porter (1980). A companys ability to innovate is related to the industry in which it operates. The traditional characteristics of the construction favor cost leadership obtained through lowest bids and focus obtained through specialization (e.g., tall buildings, sewage systems etc.) as the predominant competitive advantages. According to Arditi et al. (1997) innovations are rather incremental than radical in construction industry. The construction is a supplier dominated industry. Construction companies are dependent on other industries for innovations such as construction materials, equipment other than the technological innovations such as new construction processes and methods. Alternative corporate structures, financing methods etc. can also be added as the potential innovation areas in construction industry (Arditi et al. 1997). SKANSKA CONSTRUCTIONS CORPORATE STRATEGY Skanska AB is one of the worlds largest construction enterprises. With headquarters in Sweden, the Skanska group employs 54,000 people worldwide and provides construction-related services and project development. They create sustainable solutions and aim to be a leader in quality, green construction, work safety and business ethics. They also aim to maximize the potential of Skanska with regard to returns. They are a Fortune 500 company and a member of the UN Global Compact. Skanska is one of the worlds ten largest construction companies. Background of Skanska A brief history of Skanska is found in the website that reads (Skanska, 2010): The origin of the company dates back to 1887 when Aktiebolaget Skà ¥nska Cementgjuteriet was established and started by manufacturing concrete products. We quickly diversified into a construction company and within ten years the company received its first international orders. Through the 20th Century we played an important role in building Swedens infrastructure, including roads, power plants, offices and housing. In the mid-1950s, Skà ¥nska Cementgjuteriet made a major move into international markets. During the next decades we entered South America, Africa and Asia, and in 1971 the US market. The US is now our largest market and Skanska ranks among the largest in the construction sector. Today, Africa and Asia are not included in our home market concept. The company was listed on the Stockholm Stock Exchange A-list in 1965. In 1984 Skanska became the Groups official name. During the 1990s, Skanska initiated its most expansive phase ever. Sales doubled in only a few years. While the major portion of this growth was organic, a string of successful acquisitions also paved the way for Skanskas growth into a global company. Since the beginning of the 21st Century profitability rather than growth is a strong focus. The operations are streamlined to construction and development of residential, commercial and infrastructure projects in selected home markets in Europe and America. Skanska offers construction services in all of their home markets Sweden, the US, UK, Norway, Finland and Estonia, Poland, Czech Republic and Slovakia and in Latin America. Skanskas management structure is shown in Figure 2. Figure 2: Skanskas management structure (Skanska, 2009) Skanska aims to be a financial and qualitative leader. Their financial targets reflect the ambition to exceed the industry norm. In each of their geographic markets and specific segments, they have established what we call outperform targets. In addition to the financial targets and as means to reach them they have also adopted qualitative targets. The qualitative targets are expressed in Skanskas five zeros vision (Skanska, 2010): Zero loss-making projects. Loss makers destroy profitability and customer relationships Zero accidents, whereby the safety of their personnel as well as subcontractors, suppliers and general public is ensured at and around their projects Zero environmental incidents, by which their projects should be executed in a manner that minimizes environmental impact Zero ethical breaches, meaning that they take a zero tolerance approach to any form of bribery or corruption Zero defects, with the double aim of improving the bottom line and increasing customer satisfaction. The qualitative targets, as expressed in the five zeros, reflect their core values. The five zeros as well as the financial targets also provide the basis for incentive systems at various levels within Skanska. Markets of operation and market strategies of Skanska Skanska is active in selected home markets in Europe, the US and Latin America. In the US, which is their single largest market, they are a leading company within building and civil engineering projects. They are also targeting the US Public-Private Partnerships (PPP) segment. In the Nordic region, Czech Republic, Slovakia and Poland, their operations cover the construction and investment businesses. In Latin America, they are mainly active in the oil, gas and energy sector and in PPP. In the UK, they are a leading player in construction as well as within PPP. In 2006, there were 67 891 companies operating in the construction sector in Sweden. The biggest companies are Skanska, NCC and Peab. There has been an increase in the competition from foreign companies over the last years. It has been a rising market in 2006-2007. During the last four years the investments have increased with 5-10 %. However, due to the current market weakness, there was a decline in 2009. There is no legislation in Sweden stipulating how construction work and services should be performed. Instead, there are general conditions which have been developed by organizations and parties operating within the Swedish Construction Sector. Figure 3 shows the geographical markets of operation of Skanska including Sweeden, Norway, Denmark, Finland, Estonia, Poland, Czech Republic, Slovakia, Hungary, UK, US, and Latin America. Figure 3: Markets of operation of Skanska (Skanska, 2010) Skanska attaches special importance to metropolitan regions, which often demonstrate higher growth than their respective country as a whole. Skanska offers many of the products and services that are needed in growing cities workplaces, schools, hospitals, sports and leisure facilities, as well as housing and infrastructure for transportation, energy and water. In individual markets, Skanska operates today only in certain segments, but by taking advantage of its collective expertise, the Group can enhance its opportunities for growth and higher earnings in these markets (Skanska, 2009). Competitive advantage of Skanska (resources and capabilities) In Isik et als (2010) work, resources and capabilities was found to be most influential on company performance. The critical importance of the resources and capabilities of a company was also emphasized in the literature. The strategic management literature defines resources and capabilities as the strengths of a company. Given the competitive environment among the rivals, resources and capabilities cannot be assumed to be identical in every company (Porter, 1980; Barney, 1991). Skanskas distinctive resources that create competitive advantage for them are as follows (Skanska, 2009): Size: Being a market leader positions Skanska well with the most demanding customers. Its stature also provides access to the best suppliers, which can live up to Skanskas promises to customers regarding timely delivery and quality as well as safety and ethics. Skanskas size gives it an advantage in the most complex assignments, where it uses its collective experience and know-how to meet the demands of customers. Only a few companies can compete for the type of projects where, aside from price, comprehensive solutions and lifecycle costs are of crucial importance. The Groups size and international profile are also attractive qualities in the recruitment of new employees. Technical competency: BIM, a computer-based method for detailed panning, coordination and more efficient execution à ¢Ã‹â€ Ã¢â‚¬â„¢ shall be used in Skanskas design-build projects, in which Skanska is responsible for both design and construction. BIM means greater standardization and also improves Skanskas ability to utilize the savings potential of its corporate-level purchasing efforts. Human resources: Skanskas skilled, dedicated employees combine expertise with the Groups overall focus on sustainable development in order to successfully deliver projects to customers. The Groups ability to transfer knowledge between different geographic markets also contributes to its strength. Image of the company: Skanskas brand has been built up during more than 120 years of working in many different countries. One element of the brand is the Groups Code of Conduct, which includes policies on employee relations, health and safety, the environment and business ethics. Financial resources: Financial strength is an important factor in maintaining the confidence of customers and capital markets in Skanska. It also enables the Group to invest in project development and assume responsibility for and invest in major privately financed infrastructure projects. Innovation capability: Business units of the Skanska Group specialize in project development or construction but often collaborate in specific projects. This strengthens the Groups customer focus and creates the prerequisites for the sharing of best practices, while ensuring efficient utilization of the Groups collective competence and financial resources. To take further advantage of synergies and bring together the Companys expertise, a number of support services are available to all units. These include the Skanska Knowledge Map, a web-based intranet tool that visualizes experts and teams of experts from Skanska on a global basis in selected strategic areas, for example Building Information Modeling (BIM), Green Business and Design/Build. By utilizing its specialized expertise in planning and executing projects, Skanska improves risk control, which in turn results in higher quality and profitability. Global collaboration thus leverages both earnings potential and the Groups abilit y to satisfy the needs of its customers. In the Skanska Group there are both operational and financial synergies that generate increased value for their shareholders. By being a global player, Skanska generates operational synergies mainly due to the potential for taking advantage of the local specialized expertise found globally in various business areas. Shared purchasing activities and product development also boost efficiency and contribute to greater synergies in the organization. The Construction business stream operates with negative working capital and generates a positive cash flow over time. This cash flow is invested in the Groups project development business streams, which have enjoyed very good return on invested capital. These investments also enable Construction to obtain new assignments that generate a profit for the business stream. Figure 4 illustrates how this system works. Figure 4: Synergies at Ska

Global Warming is Destroying Our Planet Essay -- Climate Change, Argum

Is global warming happening right now, and it is causing climate shifts on the Earth? Scientists are still proving this theory by researching data throughout the world. Though scientists are working hard to verify the theory, all the blame is on us, the consumers. Climate shifts are becoming a problem, and people need to be aware of what consequences may be ahead. People need to know, what can be done by this? Most individuals would not give this topic a second thought, but with the research being done there may be a solution to help our Earth. Opposing viewpoints and arguments are debatable in this case, because everyone has a different opinion but this is how I want to advise people to take caution for the revolutionary weather season. I will be discussing the controversy of global warming, history patterns, greenhouse gases, and the biggest emitters of green house gases; in which, will bring up a few more sub-topics to inform the people on. I support the research being done on gl obal warming and the deep investigation on the effects it may have. Although there may be opposing issues that feed this topic to grow as a controversy, people in the third world neglect the economy, and still expect to fund their yearly needs with no delay. How do we support ourselves when it comes to our necessities and our people are not willing to pay? Global warming is not going to stop, and even our countries leader is trying to resolve the issue about climate change. According to Patrick Jonsson, staff writer of Christian Science Publishing, four in ten Americans now say they place little, or no trust in what scientists proclaim about the environment. Disregard the fact of being republican or democrat, but even President Obama has made his a... ...1 Jun 2010,National Newspaper Abstracts (3), ProQuest. Web. 7 Jul. 2010. Riebeek, Holli. "Global Warming : Feature Articles." NASA Earth Observatory : Home. 3 June 2010. Web. 08 July 2010. . "Snow and Ice Cover." Environmental Science: In Context. Ed. Brenda Wilmoth Lerner and K. Lee Lerner. Vol. 2. Detroit: Gale, 2009. 741-742. Gale Virtual Reference Library. Gale. Butler County Community College. 7 July 2010 http://butlerlib.butlercc.edu:2390/ps/start.do?p=GVRL&u=klnb_bucc Tomizuka, A.. "Estimation of the power of greenhouse gases on the basis of absorption spectra. " American Journal of Physics 78.4 (2010): 359. Research Library, ProQuest. Web. 7 Jul. 2010. Weaver, R.. "Sensory Overload over Global Warming. " Journal of Forestry 106.7 (2008): 398-399. Research Library, ProQuest. Web. 7 Jul. 2010.

Martha Graham Essay

Discuss the influence Martha Graham had on the development of Modern Dance. Make detailed reference to her technique, choreography, and performing. Modern Dance is a style of dance that originated in the early 1920s as a rejection of Classical Ballet; it can be used to show raw emotion, political/social issues, and freedom. Martha Graham (11th May 1894 – April 1st 1991) was an American dancer who had a large impact on Modern Dance. The development of Modern Dance was largely impacted by Martha Graham, particularly by her influence on technique, choreography, and performance. Martha Graham was the first person to develop a technique for Modern Dance; this had a huge a huge influence on the dance’s development. The technique Graham developed was the ‘contract and release’ technique. Contractions in Modern Dance show negativity and vulnerability. The contractions are shown by the body pulling in at the torso and the arms, legs, and head, being pulled toward the torso as if in an attempt to protect it and appear smaller. The release shown in Modern Dance shows positivity and fearlessness. It is shown when the arms and head are held out from the body and the torso is pushed out, this movement appears bigger than the contract movement. Martha Graham attended the ‘Denishawn School of Dancing and Related Arts’; the style of dance which Ruth St. Denis taught was very oriental based. The Denishawn School was the first dance school for Modern Dance. Attending the Denishawn School was a good start for Graham although she wanted to develop her own ideas and not only learn from others. Attending Denishawn inspired Graham to develop her own technique and helped her to do so; this technique drastically influenced Modern Dance in the years of its development. Graham’s choreography was often inspired by cultural issues and largely featured abstract movement. Martha Graham often used abstract movement in her choreography to show emotions. Abstract movement was a technique which entailed boiling down emotions and movements to the purest and most raw form. She used abstract movement in her work piece ‘Lamentation’(1930). This showed her portraying the feeling of grief; not the act of grieving but the feeling itself without any attachment or already known ideas of acts of grieving. During the 1920s America was dealing with the backslash of The First World War and was beginning to enter into an era of carelessness, parties, bootlegging, and The Great Depression. Classical Dance was becoming an ever-more popular form of entertainment however it was devoid of any real meaning or messages; it was this that brought about the rise of Modern Dance. Martha Graham used Modern Dance as a medium for expressing her views on these social issues and took a lot of inspiration from these issues. One example of a dance based on social or cultural events is Appalachian Spring (1944). Appalachian Spring is a dance based on the celebration of the American pioneers after building a farmhouse, showing that they had successfully settled into America. Conveying ideas about social and cultural issues was a new concept in dance as was abstract movement and these concepts greatly influenced Modern Dance. Martha Graham was original in the way that she would create the performances that she made. Graham was the first in Modern Dance to collaborate with other artists so as to include all art forms in her performances. She collaborated with Louis Horst, Isamu Noguchi, and Aaron Copland while creating her performances. Louis Horst was a music accompanist and would play music while she performed, Isamu Noguchi was a sculptor and would sculpt Graham’s props and sets, and Aaron Copland was a composer and he would compose the music to go with Grahams dances. One of the things Graham did to highlight the differences between Modern Dance and classical dance was that she would choreograph a dance and then music would be written to accompany the dance as opposed to the order which takes place during classical dance where the music has already been written and a dance is choreographed to accompany the music. Because of the ways that Martha Graham produced her performances this influenced Modern Dance through example. Modern Dance’s development has been hugely influenced by Martha Graham. She has influenced dance through her introduction of techniques, her new ways of choreographing dance, and through her ideas for new ways to produce performances.

Stop Cluttering Up the Classroom Walls

Stop Cluttering Up the Classroom Walls Despite a teachers best intentions, a cluttered classroom environment could be distracting students from learning. Too much visual stimulation in the classroom can be distracting, the layout may be unwelcoming, or the classroom wall color may have a negative impact on mood. These elements of  classroom environment  can have a negative or positive effect on student academic performance. This general statement is supported by a growing  body of research on the critical impact that light, space, and room layout have on a students well-being, physically and emotionally. The Academy of Neuroscience for Architecture has collected information on this impact: Features of any architectural environment can  have an influence certain brain processes such as those involved in stress, emotion and memory (Edelstein 2009).   While it may be difficult to control all factors, the choice of materials on a classroom wall is the easiest to manage for a teacher.  The  Princeton University Neuroscience Institute  published the results of a study,â€Å"Interactions of Top-Down and Bottom-Up Mechanisms in Human Visual Cortex,†Ã‚  they conducted that discusses how the brain sorts out competing stimuli. One heading in the research notes: Multiple stimuli present in the visual field at the same time compete for neural representation...   In other words, the more stimulation in an environment, the more competition for attention from the part of a students  brain needed to focus. Michael Hubenthal and Thomas O’Brien reached the same conclusion in their research  Revisiting Your Classroom’s Walls: The Pedagogical Power of Posters  (2009). They found that a students  working  memory uses  different components that process visual and  verbal information . They agreed that too many posters, regulations, or information sources could have the  potential of overwhelming a students  working memory:   The  visual complexity caused by an  abundance of text and small images  can set  up an  overwhelming  visual/verbal  competition between  text and  graphics for which students must gain control in order to  give meaning to information. From Early Years to High School For many students, the  text and graphic-rich classroom environments begin in their early education (Pre-K and elementary) classrooms. These classrooms may be decorated to an extreme.   Too often,  clutter passes for quality, a  sentiment expressed by  Erika Christakis in her book  The Importance of Being Little: What Preschoolers Really Need from Grownups  (2016).  In  Chapter 2 (Goldilocks Goes to Daycare) Christakis describes the average preschool the following way: First well bombard you with what educators call a print-rich environment, every wall and surface festooned with a vertiginous array of labels, vocabulary list, calendars, graphs, classroom rules, alphabet lists, number charts, and inspirational platitudes - few of those symbols you will be able to decode, a favorite buzzword for what used to be known as reading(33). Christakis also list the other distractions that are also  hanging in plain sight:  the number of  mandated rules and regulations alongside decorations including hand washing instructions, allergy procedures, and emergency exit diagrams. She writes: In one study, researchers manipulated the amount of clutter on the walls of a laboratory classroom where kindergarteners were taught a series of science lessons. As the visual distraction increased, the childrens ability to focus, stay on task, and learn new information decreased (33). Researchers from The Holistic Evidence and Design (HEAD) support Christakiss position. They assessed  hundred fifty-three U.K. classrooms to study the link of classroom environment to the learning of almost four thousand students  (ages 5-11).  Researchers  Peter Barrett, Fay Davies, Yufan Zhang, and Lucinda Barrett published their findings in  The Holistic Impact of Classroom Spaces on Learning in Specific Subjects  (2016).  They reviewed the impact of different factors, including color, on student learning, by looking at measures of progress in reading, writing, and math.  They found that reading and writing performances are particularly affected by levels of  stimulation. They also noted that math received  the most positive impact from a classroom design that is student-centered and personalized spaces. Environment Element: Color in the Classroom The color of the classroom can also stimulate or overstimulate students. This environmental element may not always be under the teachers control, but there are some recommendations teachers might be able to make. For example, the colors  red and orange are associated with negative impact on students, making them feel nervous and unsettled. In contrast, blue and green colors are calming colors.   The color  of an environment also affects children differently according to age. Younger children below five may be more productive with bright colors such as yellow. Older students, specifically high school students, work better in rooms painted in light shades of blue and green which are less stressful and distracting.  Ã‚  Warm yellows or pale yellows are also older student appropriate. The scientific research into color is extensive and color can affect children’s moods, mental clarity, and energy levels,  (Englebrecht, 2003).   According to the International Association of Color Consultants - North America (IACC-NA), a school’s physical environment has a  powerful psycho-physiological impact on its students:   â€Å"Appropriate color design is important in protecting eyesight, in creating surroundings that are conducive to studying, and in promoting physical and mental health.† The IACC has noted that poor color choices can lead to irritability, premature fatigue, lack of interest and behavioral problems.   Alternatively,  walls with no color can also be a problem. Colorless and poorly lit classrooms are often considered boring or lifeless, and a  boring classroom maybe likely to cause  students to become disengaged and uninterested in learning. â€Å"For budget reasons, a lot of schools don’t seek out good information on color,† says Bonnie Krims, of IACC. She notes that in the past, there was a common belief that the more colorful the classroom, the better for the students. Recent research disputes past practice, and that too much color, or colors that are too bright, can lead to overstimulation. An accent wall of bright color in a classroom may be offset by muted shades on the other walls.  Ã¢â‚¬Å"The goal is to find a balance,† Krims concludes.   Natural Light Dark colors are equally problematic. Any color that lessens or filters  natural sunlight out of a room can even make people feel drowsy and listless (Hathaway, 1987).  There are multiple studies that point to the  beneficial effects of natural light  on health and mood. One medical study found that patients who had access to a scenic view of nature had shorter hospital stays and required lower amounts of pain medication than those patients who had windows that faced a brick building. The official  blog of the U.S. Department of Education posted a  2003 study  (in  California)  that  found that classrooms with the most (natural light)  daylighting had a 20 percent better learning rate in math, and a 26 percent improved rate in reading, compared to classrooms with little or no daylighting. The study also noted that in some cases,  teachers  needed only  to reposition furniture or move  storage to  take advantage of the available natural light in their classrooms.  Ã‚   Overstimulation and Special Needs Students Overstimulation is an issue with students who may have Autistic Spectrum Disorder  (ASD).  The Indiana Resource Center for Autism  recommends that teachers try to limit  auditory and visual distractions so that students can  focus on the concepts that are being taught instead of details that may not be relevant, and reduces competing distractions. Their  recommendation is to limit these distractions: Often when students with ASD are presented with too much stimulus (visual or auditory), processing may slow down, or if overloaded, processing may stop completely.   This approach may prove  beneficial for other students as well.  While  a  classroom rich in materials may support learning,  a cluttered classroom that overstimulates  may be too distracting to many students whether they special needs or not. Color also matters for special needs students. Trish Buscemi, the owner of  Colors Matter, has experience in advising clients what color palette to use with special needs populations.  Buscemi has found that blues, greens, and muted brown tones tend to be appropriate choices for students with ADD and ADHD, and she writes on her blog  that: The brain remembers color first! Let the Students Decide At the secondary level,  teachers could have  students make contributions to help shape a learning space. Giving students a voice in designing their space along will help develop student ownership in the classroom.  The  Academy of Neuroscience for Architecture  agrees, and notes  the importance of being able to have spaces that students can call their own. Their literature explains, Feelings of comfort and welcome in a shared space are vital to the level in which we feel invited to take part.  Students are more likely to  take pride in the space, and they are more likely to support each others efforts to contribute ideas and maintain organization.   Also, teachers should be encouraged to feature student work, maybe original pieces of art, displayed to elicit trust and student worth.   What Decorations to Choose? To reduce classroom clutter, teachers could ask themselves the following questions before putting that velcro or removable tape onto the classroom wall: What purpose does this  poster, sign or display serve?Do  these  posters, signs, or items celebrate or support student learning?Are the  posters, signs, or displays  current with what is being learned in the classroom?Can the display  be made interactive?Is there  white space in between wall displays to help the  eye distinguish what is in the display?Can students contribute to decorating the classroom (ask â€Å"What do you think could go inside that space?†) As the school year begins, teachers should keep in mind opportunities to limit distractions and reduce classroom clutter for better academic performance.