Teachers Are Leaders Essay Example for Free

Teachers Are Leaders Essay Touching more lives, affecting the outcome of so many futures a teacher is the epitome of a leader. Just as a leader has his or her own style, their way of motivating their students, also plays an important part in a students success. Spending more time with our children then most parents do, a teacher is fundamental in shaping our children. If they are poor leaders our children suffer. When they shine as leaders our children blossom and the universe is wide open to them. As a teacher it is of utmost importance that you tune your leadership skills and find the best style of teaching for the students you are teaching. In finding resources for this paper it was interesting to note that all the information fell under the category of leadership and not teacher qualities. It was also interesting to note that the principle the US Army teaches on leadership are included in an overwhelming number of corporations as well taught mostly by retired military themselves. The intrinsic characteristics of a teacher can be categorized into a few main teaching styles or leadership styles. Directing, Participating, Delegating, and Combined styles are the main forms of teaching and leading. The qualities associated with these styles are imperative to any teacher. The purpose as teachers is fundamentally the same as leaders, to provide purpose, direction and motivation while operating to accomplish the mission in this case to educate. All four of these actions must be present in order for a student to benefit. A leader or teacher is not born but cultivated through his/her upbringing and environment. In my experience as a leader, teaching in Educational Psychology, being a parent, I have learned that what you as a leader or teacher bring to your students or audience is imperative to their development and learning. A teachers personal characteristics are also crucial factor in students development and motivation. The first principle is purpose, which has to be conveyed to the student. Why do I need to learn Math? How will studying History benefit me? Without the whys we as students are lost. A teacher must give the purpose. It is important to you because? If this question is left unanswered the student will not consider the value of the topic being discussed. To move from purely acceptance to questioning and understanding denotes a higher level of learning. This is the main objective of teaching. Moving the students from regurgitation to higher realization is the ultimate goal. Teachers need to take the time to explain the whys and in the long run it will benefit both the teacher and student. Direction is tied to purpose. Direction is the steps we are going to take to get to that important purpose. Without steps or direction, we lack the framework in which to learn. By prioritizing small tasks (you must teach numbers before adding them) your lessons will be more effective. By conveying the direction or path to your students you are setting up the checklist for them to follow on to higher learning. Purpose and direction are essential aspects to convey to your students. Without motivation however these factors will not be effective. The motivation will give your students the will and desire to do things. You can tell a student the purpose of a task and the direction in which to go but without the internal motivation of that student, sparked by your personality and learned tactics in dealing with students, these will be meaningless. Motivation is the drive and will to do what needs to be done to accomplish the mission. To instill motivation a teacher has to know his/her students and their capabilities. A teacher must know what the students can relate to, what tasks the student are capable of, and what method of teaching will relate to the students. If a student can handle not being supervised on a task, then the teacher doesnt baby-sit them. Some students need a teacher looking over their shoulder at all times; its important to know which student you have. To instill positive motivation when they succeed praise them; when they fail show them how to succeed next time. If this is done properly it will be a teachers strongest tool! Motivation is not just the words you say to your students, it is the actions that you do and the example you set for them. I have found that no matter what I tell my subordinates, or my son, the best way to teach them is by setting the example for them to follow. We all have someone watching and emulating our actions. If you want to convey hard work, proficiency, and the desire for learning to your students, then you must first emulate those qualities. The best teachers and leaders in my life have made me want to take some of their personality traits and copy them. In front of the classroom, who is looked at more than a teacher is! All of these factors combine to make a somewhat effective teacher or leader, but without the right combination of teaching the leadership will be ineffective. Effective leaders are flexible enough to adjust their leadership styles and techniques to the people they lead. Some students will respond best to coaxing, suggestions, or prodding while others may need a chewing out. If you treat all students the same you are probably being unfair because all students are not the same. You must use the directive, participating, delegating, and combined approaches to teaching. Obviously every situation dictates common sense and some adjusting, but you would not want to use a purely free and laid back approach with a group in a juvenile prison. The directive style of teaching is purely lecture which puts most students and myself to sleep. This is teacher centered with detailed instructions and no input from the class. Now this can be done effectively with students who have an innate interest in the subject but for the majority of those who have no choice but to take this class this becomes boring. Without the lecture or instruction part of teaching, however, most students would not be given the instruction for proficiency and understanding that the subjects may require. When students dont have the expertise in a subject, a crucial aspect of the subject is the introduction itself. In certain subjects like math it is imperative that formal instruction takes place. The do this to get this approach must exist. However too purely drown your students with facts and tedious instructions will turn off the students motivation. On the opposite extreme of teaching, the delegating style would be employed. The delegating style involves giving students the power to solve problems and make decisions themselves, without checking with the teacher in most circumstances. This can be effective with very mature students in whom a teacher wants to create independence and expand their thinking. This simply stated is the teacher giving a problem, minimal instructions, and expecting the student to find the solution. In some aspects this can be effective only if the students have a basic understanding and the fore knowledge of how to solve the problem. With too little amount of instruction this will be a disaster! The participating style centers on both the students and the teacher. The teacher gives the students a problem, gives instruction and possible solutions, and asks the students for input. The teacher, although dependent on recommendations from the students, makes the final solution however. This is most effective for teachers who have time as their advantage, which many do not. When this style is used, the students feel as though they are at least a part of the discovery process and it gives them a sense of ownership of the final plan. Again the factor here is time, so this can be ineffective when there are strict time constraints and many lessons to accomplish. The most effective teaching style is the combined approach. Just as the name implies it uses all of the benefits of the delegating, participating, and directive approaches. It is a flexible and transformational tool for any given situation. To become an effective teacher you must learn when, to what degree, and how to use this approach. This approach is best used when you have students with a conglomeration of experiences, knowledge, motivations, and maturity. This may sound like common sense, but too often do when have those pure lecture teachers, or those who are on the other extreme and let the students learn on their own. With all the styles of teaching and leading, who the teacher is plays a significannot role in what the student learns. As I sat in the first day of Educational Psychology I noted how many times the teacher looked at the clock. She noted when there was one minute until the class was to start and has promptly kept the same attention to time since that first day. This shows two of the characteristics awareness and perception that a teacher needs to bring to the classroom. Other characteristics include: listening receptively to what others have to say, accepting others and having empathy for them, foresight and intuition, awareness and perception, highly developed powers of persuasion, an ability to conceptualize and to communicate concepts as well as establish goals, empowering people, using multiple options thinking, and being passionate about what they are teaching. These are forged by our personal beliefs, and just as important our life experiences. Having these combined with the right approach; purpose, direction, and motivation are the key to effective teaching and leading. Leaders cant be trained, but they can be developed. Development needs to be ongoing and highly personalized in its nature. Teachers, true leaders, are so strategically important that schools cannot afford not to provide them with the support and developmental resources they need to grow. But not everybody is capable of being an outstanding leader. However, it is going to be the key to better education in a world of change, complexity and uncertainty. As I look back on the semester, I remember how it started. Never have I been in a class where the classroom students taught the instruction. What a weird, bizarre, and radical way of teaching. I have to admit, I hate to work in-groups and I didnt like this idea at all. In light of my stubbornness and repulsion I see why this had to happen. To me the process was not really about learning the material but bluntly seeing how you can be inspired put to sleep, or appalled at other students, or yourself. The fundamental concept is not really about what you are teaching, but how. The with-it-ness of the teacher makes the student learn or care about the subject. The lack of enthusiasm in an instructors voice, the laziness as they slouch on the podium or smack their gum, or the sheer brilliance of their presentation is what inspires and motivates a student to learn. The Army is the same way with winning wars and making heroes. Many civilian corporations have emulated the leadership principles applied in the Army doctrine and regulations. This is what I have applied this course to. As a supervisor in the Army in charge of those many years younger than me or twice as old as me this course has shown me in a less obvious way to adapt and be flexible to the situation. Also I feel that beyond the regular courses that teachers take they should be shown how to develop their leadership skills. They need to be shown which style to teach which students and how to be flexible. Teachers also need to have and develop some personal qualities that will make them successful. Without the characteristics mentioned they will not be successful teachers. The leaders of the most powerful army of the future need to be shown how to lead. They need to know how to give to their students meaning by showing the purpose, providing the direction and the motivation while they accomplish their mission, to educate. Teachers need to use different approaches to teaching based on the students and they need to be flexible in their approach. Sometimes it is okay to think (teach) in the box and sometimes we need to think (teach) out of the box but I believe we can think both ways at the same time. Sources Blanchard, Kenneth, Patricia Zigarmi, and Drea Zigarmi. Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership. William Morrow Company. 1985. Hesselbein, Frances, Goldsmith, M. , Beckhard, R. , Eds. The Leader of the Future: New Visions, Strategies, and Practices for the Next Era. Jossey-Bass Publication. 1996. Covey, Stephen J. The Seven Habits Of Highly Effective People: Powerful Lessons in Personal Change. Reprint Edition. Fireside. 1990. Covey Leadership Center US Army Field Manual FM 22-100 Army Leadership. U. S. Government Printing Office: 1999.

Contemporary Brand Management Report for EasyJet

Contemporary Brand Management Report for EasyJet Background Overall, the travel market has performed well since 2001, with revenue growth accelerating from 3% in 2002 to 11% in 2004, with total sales for that year being estimated at US$ 549.4 billion. However, some sectors performed better than others, and the share of air transport fell gradually between 1999 and 2003, partly as a result of falling fares due to industry liberalisation and the growth of low-cost airlines. However, sales rose strongly in 2004 as the travel industry recovered and economic conditions were stronger. Indeed, over the period from 1999 to 2004, online sales grew by a spectacular 403%, to reach US$85.2 billion, and the online share of total travel retail sales increased from just 4% in 1999 to almost 16% in 2004. Air transport is by far the largest transportation sector in terms of overall sales, due to its high prices and convenience, with a value share of 58% in 2004. (Global Market Information Database, 2005). As of 2004, no-frills airlines were continuing to expand, although there were signs of a shake-out in the industry as several smaller businesses went bankrupt in 2004, and intense competition has also brought some major US carriers to the brink of bankruptcy. In 2004, Air France Group became the leading airline in the world in terms of value market share, after the merger of Air France with Dutch national carrier KLM. The combined airline now operates a fleet of 550 aircraft, serving 189 destinations in 84 countries, through more than 1,800 flights per day. Air France Group had an estimated market share of 6% in 2004, overtaking the previous market leader, Japan Airlines Co Ltd (JAL), and is thus one of the strongest brands in the market, due to its new European identity, and high level of coverage. (Global Market Information Database, 2005). JAL Group itself was also the result of a merger in 2002 between Japan Airlines and Japan Air System, and its share fell in 2004 to 5%, due to the group’s poor financial performance in that year. Although domestic routes were reported to have performed well in 2004, the slump in the international segment gave rise to a  ¥72.1 billion (US$687 million) operating loss, due to the adverse effects of very low travel confidence in Japan, which prevailed in the first half of fiscal 2004. Nevertheless, JAL continued to increase its leading share in the domestic Japanese market to 43%, well ahead of the number two company, All Nippon Airways, with 34%, due to its strong connections with its country of origin. (Global Market Information Database, 2005). The largest US carrier, AMR, was virtually on a par with JAL in both 2003 and 2004 in terms of value market share, and also saw its share fall slightly, to 5% in 2004. The American airlines all suffered from the events of 11 September 2001 and from the economic downturn, and have continued to perform badly. UAL Corp saw its global share fall from almost 6% in 2001 to just over 4% in 2004, while the share of Delta Airlines fell to 4% over the same period. United Air Lines was the most severely hit of the â€Å"big three† US airlines after 11 September 2001, and was forced to file for Chapter 11 bankruptcy at the end of 2002. However, after undergoing a drastic restructuring programme, the airline had received the necessary financing to emerge from bankruptcy by the end of 2003. All the US airlines are currently experiencing brand identity crises, as the US continues to associate air travel with the spread of international terrorism. The European airlines British Airways (BA) and Deutsche Lufthansa have also experienced mixed fortunes. While the share of BA fell steadily over the review period, to 4% in 2004, that of Lufthansa rose, placing it almost equal with BA, and Lufthansa recorded increased sales and achieved profits in the first quarter of 2004, compared to a loss in the same period of the previous year. (Global Market Information Database, 2005)Both these firms are struggling to compete with the strongly growing no frills airlines, potentially indicating that the national brand reinforcement is no longer enough to build a strong brand in the airline industry, and that something more is needed. Brand Essence Govers and Schoormans (2005) provide one of the best pieces on the concept of brand management, claiming that, beyond their functional utility and purpose, products and series have a symbolic meaning, and parts of this symbolic meaning are accounted for by concepts like brand personality and product-user image, which describe the symbolic meaning associated with the brand or product class. Plummer (1984) also focused strongly on the personality of brands, claiming that there are, in reality, two different faces of brand personality, and it is necessary to understand both faces in order to better grasp the totality and power of this useful strategic concept. A brand presents itself to the world in many ways, through the product itself, through its packaging, its name and where it is sold. A brand sold in a supermarket or via the internet, is attempting to communicate something, but the world, on the other hand, interprets the brand through many different filters; through experience, t hrough perceptions, misconceptions, the value systems of the individuals out there in the world, and, of course, all the noise in the system. The two faces of brand personality therefore are input, that is, what advertisers want consumers to think and feel, and out-take, what consumers actually do think and feel, and these two perspectives on brand personality can be expressed in two forms. The first can be seen as the brand personality statement; and the other as the brand personality profiles, which are consumer perceptions of the brand. (de Chernatony and McDonald, 2003) In terms of a brand personality for an airline, this can be vitally important, as few markets are as brutally competitive as the airline market. However, just because the competition is tough, thats no reason to be tough on customers, like many airlines do, as they are convinced that travellers care mainly about price. As a result, many airlines most notably the major U.S. carriers and budget airlines seem to have made cutting costs the top priority at the expense of their service quality, and have built brand personalities around looking to pinch every penny. However, Prokesch, S. E. (1995) claims that it doesnt have to be that way, even in a cutthroat, mass-market business such as air travel. He argues that there are plenty of people who will pay a premium for good service, even among those who travel economy, and points at British Airways’ profits as a key indicator because, while the world airline industry has racked up billions of dollars in losses in the last five years, British Airways has remained solidly profitable on the back of outstanding customer service. EasyJet has taken this lesson to heart, recruiting senior marketers in each of its major European markets in 2004, in order to coincide with its major full-scale brand relaunch that year. The airline, whose previous marketing communications were accused by some of lacking the lustre of its early years, hired dedicated country managers for the UK, France, Germany, Spain and the rest of Europe, who were responsible for putting in place tailored strategies that relate to their markets perceptions of easyJet. (Rogers, Oct 2004) As a result, the airline managed to develop a fresh corporate identity and brand personality, along with its first sonic logo. It also relaunched its website, substantially increased its European advertising budget to back its first UK TV campaign, and changed typography, by removing the .com from most marketing communication and the cartoon style plane from its ads. The 11m euro ( £7.6m) campaign, which ran across Europe, featured the strapline Come on, lets fl y, and was created by Sledge, easyJets first UK ad agency, with media through OMD. This campaign was driven by the belief that although the â€Å"original marketing created lots of noise† it failed to â€Å"define the airlines distinctive attributes.† (Rogers, Oct 2004) As a result, the new campaign was aimed at creating more emotion around the brand, meaning that, although easyJet remained price-driven, it also focused on the all important customer service. This re launch appears to have pushed easyJet away from its previous position, near the foot of the airline industry brand pyramid. Previously viewed as a last resort for travellers who cared only for costs, with no thought to service or comfort, the company performed well, despite previously being one of the UKs most hated brands. However, with fuel prices rising, and cost cutting initiatives only being able to produce a certain amount of return, the firm has repositioned and re branded itself in order to move of the foot of the brand pyramid, leaving this space to Ryanair, and similar budget carriers, and moved itself into the middle market, with the likes of BMI. Although the carrier is still perceived as a long way below BA and the other premium service carriers, its brand re launch has now enabled it to move into the top five in the list of the UK’s preferred airline brands (Curtis, 2004) Positioning Most people have an opinion about easyJet, which is one of its core strengths, built on the back of the budget airline’s initial positioning as a liberator, enabling people to travel more frequently around Europe, with prices more akin to domestic train travel than the traditionally high prices charged by European flag carriers. Also, under the guidance of Stelios Haji-Ioannou it developed as one of the UKs most distinctive brands, with a trademark anti-establishment attitude. However, the sector has seen growing competition from domestic entrants such as Thomsonfly and Continental start-ups such as Wizz, from Eastern Europe, with higher fuel prices are also hitting profits. As a result, in positioning terms, some feel easyJet has been squeezed between airlines such as British Airways and the ultra low-cost Ryanair. (Rogers, Jul 2004) It is as a result of this that EasyJet hired Sledge as its first ad agency to develop the Lets fly positioning, and has recently launched a mult imillion-pound drive aimed at business travellers. (Marketing (UK), 2005) The airline had previously focused its positioning and marketing efforts on holidaymakers, but is now looking to increase its share of the business market, with print, poster and radio advertisements carrying the strapline ‘Youre a business. You work it out.’ (Marketing (UK), 2005). In contrast, it is a different story for one of easyJet’s key competitors: British Airways, for whom it would appear that, no matter how badly the firm performs, the UK public will always remain loyal. BA has a clear lead as Britains favourite airline, and is seventh place in the overall best-loved brands table; however this doesn’t tally with the reality of its declining fortunes, mainly at the hands of the budget airlines, which, with easyJet’s recent rise excluded, fail to make it into the top five airlines. This can be seen as a testament to easyJet’s strength, and successful positioning switch, that it has managed to make it into such list, especially when you compare the years of heritage and investment behind the BA brand, with the new re launch of easyJet. Comparing the easyJet brand, and relative success, to that of Ryanair, anlysts have claimed that: â€Å"both easyJet and Ryanair spotted a gap in the market, but there is a difference between a good-value proposition and being cheap. (Curtis, 2004), and this has been cited as the reason Ryanair failed to make the top five.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Celebrity endorsement The use of celebrities as part of marketing communications strategy is a fairly common practice for major firms in supporting corporate or brand imagery. Firms invest significant monies in juxtaposing brands and organisations with endorser qualities such as attractiveness, likeability, and trustworthiness. They trust that these qualities operate in a transferable way, and, will generate desirable campaign outcomes. But, at times, celebrity qualities may be inappropriate, irrelevant, and undesirable. Several studies have examined consumers response to celebrity endorsements in advertising. Findings show that celebrities make advertisements believable (Kamins et al. 1989) and enhance message recall (Friedman and Friedman 1979). Furthermore, celebrities aid in the recognition of brand names (Petty, Cacioppo, and Schumann 1983), create a positive attitude towards the brand (Kamins et al. 1989), and create a distinct personality for the endorsed brand (McCracken 1989). Ultimately, celebri ty endorsements are believed to generate a greater likelihood of customers choosing the endorsed brand (Heath, McCarthy, and Mothersbaugh 1994) Thus, the use of celebrity endorsements is an advertising strategy that should enhance the marginal value of advertisement expenditures and create brand equity by means of the secondary association of a celebrity with a brand (Keller 1993). However, celebrity endorsements are expensive for the firm, and depending on the status of the celebrity, remuneration could run into millions for several years. A contract may also include a profit sharing plan, with firms often building special and costly advertising campaigns around celebrities. For example, Coca Cola Co. reportedly spent $25 million in an advertising campaign with Bill Cosby as its spokesperson for Coke (Advertising Age 1986), and IBM spent $40 million in an advertising campaign involving MASH actors (Reuters 1987). Overall, the use of celebrities as spokespersons in advertisements constitutes a significant investment in intangible assets by the sponsoring firm, an investment that management hopes to offset with greater future sales revenues and profits. A possible choice of celebrity to endorse easyJet would be Michael Moore, the American author and film maker, renowned for his antiestablishment attitude. Although the signing of Moore would undoubtedly be controversial, and possibly difficult to achieve, easyJet’s image has been founded on being controversial and willing to offend people, especially those in positions of authority, in the pursuit of its ultimate goals, and thus Moore’s backing would help support these ideals, and ensure that they remained at the forefront of easyJet’s branding. However, Moore’s anti-Bush and anti-America rhetoric has often caused him to be at odds with a large portion of the population of the United States, and although easyJet doesn’t operate in the US, this is something to consider, as the firm may wish to expand to the US in the future, and may also have a large number of potential passengers amongst Americans living in Europe. Special Interest: Online Presence EasyJet is often cited as the firm which pioneered many of the innovations that shaped the market for low-cost air travel, and information technology and an online presence has been at the heart of those developments. For example, EasyJet was the first Great Britain carrier to sell tickets online, in April 1998; however launching that first site was relatively straightforward compared to the headaches that the company faces today when managing and updating a live site that handles millions of customers each year. As such, easyJet’s online presence is of vital importance to the company for its future brand management strategies. (Warren, 2003) Indeed, Campaign (UK) (2003) recently reported that EasyJet has appointed OMD Europe to handle its  £3 million online business across European markets including Great Britain, France, Germany, Italy, the Netherlands, Spain and Switzerland. One excellent example of how easyJet is attempting to widen its brand visibility and appeal through the internet is the recent agreement that easyJet entered into with First Choice Inc., seen as being the final nail in the coffin in both companies tenuous relationship with agents. First Choice Inc.’s vertically integrated online accommodation subsidiary, ‘Hotelopia’, will provide rooms in 10,000 hotels across the world through the easyJet web site, with easyJet getting the commission for the booking, although the commercial details of the agreement have not been released. In addition to the financial benefits, this agreement will also enable easyJet to spread its brand image and appeal to a much wider audience, thus increasing the impact of its brand management strategies. (Davern, 2004) References Advertising Age (1986) E. F. Huttons Spokesman Idea a Cos Celebre. p. 1. Campaign (UK) (2003) EasyJet picks OMD Europe for online media business. Issue 43, p. 7. Curtis, J. (2004) Brands we love, brands we hate. Marketing (UK); 9/29/2004, p34. de Chernatony, L. and McDonald, M. (2003) Creating Powerful Brands in Consumer Service and Industrial Markets, 3rd Edition. Oxford: Butterworth Heinemann. Davern, F. (2004) First Choice hops into bed with easyJet. Travel Trade Gazette UK Ireland; Issue 2465, p. 3. Friedman, H. H. and Friedman, L. (1979) Endorser Effectiveness by Product Type. Journal of Advertising Research, p. 63. Global Market Information Database (2005) The World Market for Travel and Tourism. Euromonitor International. Govers, R. C. M. and Schoormans, J. P. L. (2005) Product personality and its influence on consumer preference. Journal of Consumer Marketing; 2005, Vol. 22 Issue 4, p189. Heath, T. B., McCarthy, M. S. and Mothersbaugh D. L. (1994) Spokesperson Fame and Vividness Effects in the Context of Issue-Relevant Thinking: The Moderating Role of Competitive Setting. Journal of Consumer Research; p. 520. Kamins, M. A., Brand, M. J., Hoeke, S. A., and Moe, J. C. (1989) Two-Sided Versus One-Sided Celebrity Endorsements: The Impact on Advertising Effectiveness and Credibility Journal of Advertising; Vol. 18, Issue 2, p. 4. Keller, K. L. (1993) Conceptualizing, Measuring, and Managing Customer-Based Brand Equity. Journal of Marketing; p. 1. Marketing (UK) (2005) EasyJet targets business traffic. 4/27/2005, p. 5. McCracken, G. (1989) Who is the Celebrity Endorser? Cultural Foundations of the Endorsement Process. Journal of Consumer Research; p. 310. Petty, R. E., Cacioppo, J. T. and Schumann, D. (1983) Central and Peripheral Routes to Advertising Effectiveness: The Moderating Role of Involvement. Journal of Consumer Research; p. 135. Plummer, J. T. (1984) How Personality Makes a Difference. Journal of Advertising Research; Vol. 24, Issue 6, p. 27. Prokesch, S. E. (1995) Competing on Customer Service: An Interview with British Airways Sir Colin Marshall. Harvard Business Review; Vol. 73, Issue 6, p. 100. Reuters (1987) April 3. Rogers, D. (Oct 2004) EasyJet relaunches with top-level rejig. Marketing (UK); 10/13/2004, p. 5. Rogers, D. (Jul 2004) EasyJet. Marketing (UK), 7/21/2004, p. 22. Warren, L. (2003) Blazing the easyJet trail. Computer Weekly; 9/30/2003, p. 28.

energy :: essays research papers

What do we really need, energy or power? This was a question proposed to me at the beginning of the semester and it really made me think. Energy is a property of matter that can be converted into work, heat, or radiation. It is the capacity for doing work, generating heat, and emitting light or radiation. Power is the rate of spending energy or energy per unit time. Immediately, I thought the answer was energy since you need energy to have power. But then I heard that the answer was power and it boggled my mind, but after it was explained it really opened my mind. We do need energy to have power but what would we do without power. We can’t live without power. We really need power because it is energy spent per unit time and what is the point of energy if we cant control it. There are six fundamental forms of energy. They are mechanical, thermal, chemical, electrical, nuclear, and electromagnetic. Mechanical energy is kinetic and potential energy. Kinetic energy is the energy that is possessed by a body due to its motion. And Potential energy is the Energy that a body possesses by virtue of its physical position above the reference level. Therefore, it depends on height above the reference level and the mass of the object. So potential energy is the mass *gravitational force *height. Thermal energy is the energy of the random motion of particles of a substance. An example of this would be warming up by a campfire or taking a hot bath. Chemical energy is energy that is stored in the chemical bonds that hold molecules together. When certain chemicals combine or react, energy is released usually in the form of heat. Some examples of this would be a tank of gasoline, coal, and natural gas. Electrical energy is the energy of electrons in motion. It is usually generated by the rotation of a conductor in a magnetic field and it is easily converted to other forms of energy.

Pfizer Animal Health Essay -- Business Marketing Case Study, solution

Pfizer entered the animal health industry in the early 1950’s. Today, Pfizer Animal Health products are sold to veterinarians, livestock producers, and horse and pet owners in more than 140 countries around the world and used in more than 30 species. Pfizer Animal Health is committed to providing high-quality, research-based health products for livestock and companion animals. The company continues to invest more in research and development than any other animal health company. This offers opportunities for substantial growth and internal synergy. Pfizer has more new animal health products in its research pipeline today than at any other time in its history. Their products include anti-inflammatory, anti-infectious, and anti-parasitic pharmaceutical medicines, vaccines and feed additives. These products are used by cattle, swine, and poultry industries, as well as, veterinarians serving both the livestock and pet markets. The animal health segment of Pfizer accounts for approx imately 10% of their total revenues. ) Pfizer Animal Health revenues were $1,314 million in 1998. Some of Pfizer’s top selling animal health products are Rimadyl, Anipryl, Dectomax, and RespiSure.   Ã‚  Ã‚  Ã‚  Ã‚  The animal health segment is served in manufacturing by the 35 production plants around the world. Their products are sold through veterinarians, drug wholesalers, retail outlets, distributors, and directly to users. Animal Health gross revenues declined 1% to 1.3 billion in 1998. (Note Appendix:) This decrease is due to continuing weaknesses in the U.S. livestock market, the poor Asian economy, and the unfavorable effects of foreign exchange. This decline was offset by growth of Pfizer products; the cattle endectocide Dectomax, the canine anti-arthritic Rimadyl, and the swine vaccine RepiSure. Pfizer is among the leading suppliers of companion animal vaccines, a $500 million market worldwide. They have over 43 animal health product candidates in clinical development. Pfizer’s Animal Health markets several feed supplements for large animals. Feed supplement product sales slowed in 1998, due in part to regulatory issues, market conditions, and competitive pressures.   Ã‚  Ã‚  Ã‚  Ã‚  Pfizer’s goal for both its business units is to meet the needs and exceed the expectations of all their customers. They achieve this with ongoing innovation through state-of-the-art research and development, ... ...s small, medium, large, and extra large coolers to accommodate shipments ranging in size.   Ã‚  Ã‚  Ã‚  Ã‚  Government regulations are a large threat to our company. In December 1998, the Council of European Agricultural Ministers voted to ban the use of Pfizer’s antibiotic feed additive, STAFAC, throughout the European Union. It is regulations like these that can stunt our sales growth in both of our business segments. FDA requirements and reviews have increased the amount of time and money necessary to develop new products and bring them to market. Our international businesses are subject to a number of risks that are inherent in carrying on business in other countries. Some government-imposed restraints may include laws on pricing or reimbursements for use of products.   Ã‚  Ã‚  Ã‚  Ã‚  Another threat to Pfizer’s Animal Health segment is competition. Principal methods of competition in this marketplace vary depending on the particular product, but are mainly: product innovation, service, price, quality, and effective promotion to veterinary professionals and consumers. Pfizer is the leader in the animal health industry today. Some of their main competitors are Merck, Alpharma Inc, and Wingo Inc.

Electrolux Acquiring Zanussi Essay -- GCSE Business Marketing Coursewo

Electrolux Acquiring Zanussi Electrolux: The Acquisition and Integration of Zanussi 1) How would you describe the key characteristics of Electrolux and Zanussi in 1983, in terms of strategy, organization, capabilities, and performance? International acquisitions have become an extremely important vehicle for growth for multinational companies. In this case, and because of the particular industry in which Electrolux operated in, the trend of the whole appliance industry was facing a long period of crisis. Although Electrolux was and still is one of the largest manufacturers of white appliances, many other manufacturers were now taking market share away from the Swedish company. For example, Philips and Siemens were now introducing a complete and economic line of brand new appliances. Electrolux's core business was vacuum cleaners and absorption-type refrigerators. Electrolux was and still is the typical Swedish firm, which emphasizes on down to earth management: everyone works and keeps his word and all the information is correct. The firm emphasis on technology and advancement and the middle management is open to advises from the workers. But at the core of Electrolux business strategy was the aggressive plan to expand through acquisitions. First, Electrolux concentrated on acquiring firms in the Scandinavian Area. Then the company continued focusing in purchasing companies that had assets but were not profitable so that they could turn their business around. After making more than 200 acquisitions in 40 countries, Electrolux was certainly one of the most experienced companies on the global scene as far as acquisition. But another important aspect of Electrolux, which helped them, maintaining leadership was the company's great flexibility concerning new products and especially their attitude towards that company which excelled in some business where Electrolux was weaker. The greatest example of this was when the company purchased Husqvarna, a chain saw manufacturer, and how in little time, through this wise take over, Electrolux found itself as the world leader in chain saw manufacturers. Electrolux never went looking for acquisition or bankrupt companies; their policy was to keep their eyes open that things will come by themselves. When Electrolux was ready to acquire a company, the financial statements of that company were very important. ... ...on products, ranging from refrigerators to vacuum cleaners to chain saws, in more than 150 countries. After 1988, Electrolux acquired more companies, not only for product expansion but also for expansion in emerging markets. Electrolux grew steadily and its sales amount to SEK117 billion in 1999 comparing to 67 billion in 1987. Electrolux signed an agreement with sharp to sell its products in the Japanese market. In 1990 they expanded its presence in the US outdoor product market by acquiring Allegretti & Co. In 1991 they also acquire Lehel, a Hungarian white goods company, and they introduce the low energy line of refrigerators. By this date Leif Johansson is appointed president. 1994 was the 75th birthday for Electrolux. In 1996 they expanded in Brasil by acquiring Refripar and the next year the company announced a major restructuring plan with the purpose of improving its profitability. By 1998, Electrolux got out of the business of sewing machines, agricultural implements, interior decorating equipment, kitchen and bathroom cabinets and heavy-duty laundry equipment. Now, Electrol ux core business consists of household appliances, professional appliances and outdoor products. Electrolux Acquiring Zanussi Essay -- GCSE Business Marketing Coursewo Electrolux Acquiring Zanussi Electrolux: The Acquisition and Integration of Zanussi 1) How would you describe the key characteristics of Electrolux and Zanussi in 1983, in terms of strategy, organization, capabilities, and performance? International acquisitions have become an extremely important vehicle for growth for multinational companies. In this case, and because of the particular industry in which Electrolux operated in, the trend of the whole appliance industry was facing a long period of crisis. Although Electrolux was and still is one of the largest manufacturers of white appliances, many other manufacturers were now taking market share away from the Swedish company. For example, Philips and Siemens were now introducing a complete and economic line of brand new appliances. Electrolux's core business was vacuum cleaners and absorption-type refrigerators. Electrolux was and still is the typical Swedish firm, which emphasizes on down to earth management: everyone works and keeps his word and all the information is correct. The firm emphasis on technology and advancement and the middle management is open to advises from the workers. But at the core of Electrolux business strategy was the aggressive plan to expand through acquisitions. First, Electrolux concentrated on acquiring firms in the Scandinavian Area. Then the company continued focusing in purchasing companies that had assets but were not profitable so that they could turn their business around. After making more than 200 acquisitions in 40 countries, Electrolux was certainly one of the most experienced companies on the global scene as far as acquisition. But another important aspect of Electrolux, which helped them, maintaining leadership was the company's great flexibility concerning new products and especially their attitude towards that company which excelled in some business where Electrolux was weaker. The greatest example of this was when the company purchased Husqvarna, a chain saw manufacturer, and how in little time, through this wise take over, Electrolux found itself as the world leader in chain saw manufacturers. Electrolux never went looking for acquisition or bankrupt companies; their policy was to keep their eyes open that things will come by themselves. When Electrolux was ready to acquire a company, the financial statements of that company were very important. ... ...on products, ranging from refrigerators to vacuum cleaners to chain saws, in more than 150 countries. After 1988, Electrolux acquired more companies, not only for product expansion but also for expansion in emerging markets. Electrolux grew steadily and its sales amount to SEK117 billion in 1999 comparing to 67 billion in 1987. Electrolux signed an agreement with sharp to sell its products in the Japanese market. In 1990 they expanded its presence in the US outdoor product market by acquiring Allegretti & Co. In 1991 they also acquire Lehel, a Hungarian white goods company, and they introduce the low energy line of refrigerators. By this date Leif Johansson is appointed president. 1994 was the 75th birthday for Electrolux. In 1996 they expanded in Brasil by acquiring Refripar and the next year the company announced a major restructuring plan with the purpose of improving its profitability. By 1998, Electrolux got out of the business of sewing machines, agricultural implements, interior decorating equipment, kitchen and bathroom cabinets and heavy-duty laundry equipment. Now, Electrol ux core business consists of household appliances, professional appliances and outdoor products.

Mlk and Bill Clinton Compasison Essay

Martin Luther King and William J. Clinton comparison essay Elizabeth Frame March 20, 2013 Ms. Johnson Period 1A William J. Clinton was a democratic president who administered the United States for two terms. During his terms the U. S. enjoyed more peace and economic well being than at any time throughout it's history. In 2000 he called for a great national initiative to end racial discrimination. Martin Luther King was an American clergyman, activist, and a leader in the African American Civil Rights movement. He believed in nonviolent civil disobedience because he was a Baptist minister.In 1955 he led the Montgomery Bus Boycott and he helped found the Southern Christian Leadership Conference in 1957. In 1962 King led an unsuccessful struggle against segregation in Albany, Georgia, also organizing a nonviolent protest in Birmingham, Alabama that attracted national attention because of the brutal response from the police. King also in 1963 helped to organize the March on Washington wh ere he delivered his â€Å"I Have a Dream† speech. In both the â€Å"I Have a Dream† speech and the â€Å"Remarks to the Convocation of the Church of God in Christ† delivered by Rev. Martin Luther King, and former president William J.Clinton, both talk about things that at their time were very important to many of the citizens of the United States. They both made reference to great Americans such as Abraham Lincoln, Reverend Jackson, and former president Clinton's speech he even speaks a lot about Reverend Martin Luther King. They both stood for what they believed in in their speeches. Each one of them used solid arguments to get their points across to their audiences. From each speech there are certain words or phrases that everyone knows the speech by. For example Reverend King's speech is remembered by the repetition of the phrase â€Å"I have a dream†¦ . Both speeches have historic context that will always be remembered, and taught to each generation s leep that struggles from the past are not forgotten. In Reverend King's speech he was speaking to the nation, all of the citizens or residents of the United States. Reverend Martin Luther King wanted to get the civil rights movement moving more and in a nonviolent way, so he used his opportunity to give a speech on the National Mall very intelligently and to his advantage. Reverend Martin Luther King delivered his â€Å"I Have a Dream† speech for many reasons.His main purpose was for people to realize the minority such as African Americans were not being treated fairly and they were not receiving the basic freedoms that as Americans they should have had. Although slavery was over African American people still were not free. His goal was to get across to the people and change what was going on in the everyday life of an African American citizen. He wanted the minority (African Americans) to have the same rights as the caucasian people. He wanted them to both be able to coexist in the same area without any type of discrimination towards each other. William J.Clinton's speech â€Å"Remarks to the Convocation of the Church of God in Christ† was addressed to the church but to the nation as well. The purpose of Clinton's speech was to stress the need for effective crime legislation. He used the opportunity to speak at the church where Reverend Martin Luther King his last sermon about freedom, in order to address issues of crime, violence, and family. He made his speech while launching his plans to make America safer for future generations. Just like Reverend King, former President Clinton was against violence and wanted nothing but the best for ALL of the citizens of the United States.

College: The Greatest Decision You Can Make Essay

â€Å"In the United States today, there is no more certain investment than a college education†(Carnevale and Melton). Education has always been a major component of American society. One can only go so far without an education, and the more education and knowledge someone has, the better their chances of being successful. Some people believe a high school education is enough, and it is, enough to land a job at a fast food restaurant. I speculate they feel this way because they feel school is not for them, or maybe they just do not want to go far in life. To get far in life people must go above and beyond, and learn things that others do not know to make them stand out in job interviews. College helps develop skills that are necessary for life, and gives them an education that will enhance their future; and despite its few drawbacks, college is worth it. Americans today tend to believe that college is four years of partying and fun while earning a degree, and there is validity in that belief, but one must also include the four years of learning and hard work. One benefit of college is all of the fun activities that there are to take part in. These activities that college students take part in give the students two important things in life: stress management abilities and connections. Students work hard all week and then finally get the chance to relax and do something they enjoy on the weekends. That â€Å"down time† is spent relaxing, and trying to figure out a non-stressful way to complete all homework and projects and still go out for fun. The stress management relates to time management, as students want to do work in a logical time frame that keeps life easy. These two skills relate to life after college because once someone has a job they have to manage the stress of the job and complete tasks in a timely manner. On May 16, 2011, Paul Taylor and his research team from Pew Social & Demographic Trends in Washington DC conducted surveys and asked people if college was worth â€Å"it†. In reference to jobs â€Å"55% [said] it was very useful in helping them prepare for a job or career†. The data from the study supports my assertions of what college provides students with, which is a strong foundation for joining the work force. College also gives students connections. While taking part in activities students make friends and meet people with all kinds of goals for the future. These connections make life easier after college. Students meet friends that have connections to internships, jobs, summer programs and with the help of their friends, students can find themselves in one of these if not more resume building opportunities. Meeting new people and participating in activities make students appear very diverse in turn, more appealing to employers. Another benefit of college is the education that one receives. Not only does one learn about a specific field that other people only have general to no knowledge about, but they essentially become a specialist in a few areas. College forces people to pick their main interests and focus on them. The further they take their education, the more knowledgeable they become in particular fields. Picking a major and minor (sometimes double major and double minor) narrows choices when employers are seeking workers because they want people with a specific skill set, and specific knowledge. Most degrees can give students the opportunity to obtain high paying jobs. Now, while it is true that right out of college students obtain low paying jobs, it also has to be taken into consideration what field the former student is seeking a job in, and the level of their education. For example, if a student obtains a B.A. in management he/she will likely make less money because management is a large field with many people in it. The more people a certain field or job has, the less they will get paid because in the employer’s eyes they are not special, and more people with the exact same degree and qualifications can be found. Now, rewind, and say that same student has a B.A. in biology with a concentration in microbiology. With microbiology being a smaller and more competitive field, a student has the chance to make more money. The amount of jobs available for people with that special knowledge is limited. Employers would pay more because they do not want to lose someone with those rare skills and knowledge to another company. In addition, low paying jobs are not guaranteed to new college graduates, but are still a possibility. However, Anthony Carnevale and Michelle Melton claim that â€Å"rising demand, coupled with the persistent undersupply of college-educated workers over the last 30 years, has driven up relative wages for these workers†. Carnevale and Melton assert that there is a high demand of college-educated workers and that due to the lack of workers, wages are actually increasing. Though I concede that low wages are a possibility for college graduates, I still insist that the wages are higher than what they used to be, and the students could most likely earn more money by continuing there education on through graduate school. In addition, it is believed by the NPR staff writers that most of the low wages and the lack of jobs is due to the current recession. When the benefits and costs and drawbacks of college are compared, it is obvious that the benefits outweigh the problems. According to NPR, â€Å"..every college won’t always be worth it but, he says â€Å"the long-term trends about the average value of a college degree are very strong.† And he says a college degree is still in demand.† The biggest mistake someone can make is not going to college, and that is a decision that they will always regret. Works Cited Carnevale, Anthony P, and Michelle Melton. â€Å"Major Differences: Why Undergraduate Majors Matter.† Presidency Fall 2011: 30-33. Academic Search Premier. Web. 31 Jan. 2012. The authors, Director of Georgetown University Center, Education and the Workforce and a research assistant, use information from their own school and statistics of wages of college graduates. They are credible because they add depth to the argument of what major a person decides on and how that decision effects their salary in the future. They discuss how not all degrees hold the same economic value and encourage students to not only think if college is for them, but what major is best for their future. Cohn, D’Vera. â€Å"Is College Worth it?† Pew Research Center. N.p., 16 May 2011. Web. 23 Jan. 2012. . This source is from the Pew Research Center, in other words a place dedicated to finding facts. This source is credible because it is not opinionated and it is a broad survey of over 2000 people. This source also covers both sides of the argument. There are statistics that add to my argument and help to provide a counter argument for what is cited by Carnevale and Melton state in a separate source. The counter argument provided by this allows me to make my argument stronger and more concrete. Making Headlines Since The ‘70s: Is College Worth It?. National Public Radio. 18 June 2011. http://www.npr.org/â€Å'2011/â€Å'06/â€Å'18/â€Å'137257390/â€Å'making-headlines-since-the-70s-is-college-worth-it. Web. Transcript. 23 Jan. 2012. This broadcast/â€Å'article is a credible source because it is an unbiased source. NPR (National Public Radio) broadcasts to all demographics and is unbiased in its broadcasts. The staff writers point out how most people take the worst cases of college graduates and use them to stereotype all of them, when th at is not the case. They take a logical viewpoint on the issue and show that when the recession ends things will go back to normal. This source is in agreement with the Pew source because both state that college is rather expensive and may not be for everyone.