Hrm Practices In Hotel Industry In Australia Management Essay

Hrm Practices In Hotel Industry In Australia Management Essay There has been widening recognition that human resource management strategies (HRM) impact organisational performance and overall effectiveness particularly in the service industry where strategic HR practices can contribute to competitive edge (Cheng Brown, 1998). The hospitality and tourism industry essentially comprises a service and production sector and with the immense emphasis on service quality, people essentially represent the entire industry. The success of the industry is dependant on the calibre of its employees and how they are managed in order to help the organisation achieve its objectives. HRM practices in smaller organisations are given comparatively a lower priority with larger hospitality organisations. (Kelliher Johnson, 1987)have recorded studies to suggest that even larger hotels have not yet developed a model for HRM but is moving away from personnel management in the past two decades. The major challenges faced by the hospitality industry and organisations w ithin this industry are that the industry is known for poor pay and employment conditions and a low take-up of HR practices. It is also generally believed that the industry has relied extensively on low-cost, numerically flexible and disposable workforce. Within the Australian context, there has been controversy regarding the extent to which organisations are moving away from a low wage, low-road approach to HRM exemplified by high levels of contingent labour towards a more systematic high commitment approach consistent with functionally flexible, enabling work practices (Angela Knox Walsh, 2005). The key issues that have central implications for strategic HRM are the casualisation of the workforce and high employee turnover within the industry and human resource managers need to utilise practices that enable them to have flexibility with respect to employment contracts and casual labour and also have strategic objectives to reduce the high employee turnover. This report attempts t o identify the key issues within the Hospitality and tourism industry like casualisation of the workforce, employee turnover and its implications for strategic human resource management. The report also discusses the case of Marriott International Inc., a large hotel chain operating within Australia and world over and attempts to identify if there are trends of best practices within its HR department which can be applicable to the entire industry. 2. HRM practices in Hotel industry in Australia (Lockyer Scholaris, 2004)conducted a survey that revealed that there was a lack of systematic selection procedures in the hotel industry particularly the small hotels and the larger hotel chains were having difficulties meeting the demands imposed by the labour market and other recruitment constraints. HR practitioners must have a tacit knowledge of a hotels local labour market and customer base to be able to make strategic selection procedures. Recruiting and selecting staff members is essential to an organisation and since the hospitality industry is largely a service industry, the employees should also be considered as assets. Hiring practices in Australia have moved from traditional methods (advertising, walk-ins, selection interviews, reference checking, etc.) to more strategic approaches like networking, internal labour market, behavioural interviewing, targeted selection, etc. Australian hospitality industry trends suggest that there is more internal recruitment within organi sations and internal recruitment is inclusive of transfers and promotions of casual and part time staff. Recruiting methods in Australia are seen to be predominantly strategic but less innovative. Australian hotels place high emphasis on the recruitment and selection process to attempt to reduce employee turnover and there is a large number of casual labour hired especially amongst the young because of the ease of entry. Consequently it can also be recognised that effective training and development practices within the service industries is imperative to providing a unique and differentiating standard of service, enabling increased profitability and bottom line results. According to the World Tourism Organisation (WTO), the hospitality and tourism industry is the largest sector and effective HR practices like training and remuneration and will benefit the organisation succinctly through their implementation (Taylor Davies, 2004). Australian hotels use a number of methods to identify the training needs of the employees by usually analysing guest comment cards, consultation sessions amongst employees etc. The industry being highly labour intensive poses a major task for the management of this labour as the product delivery is conversely based on the effectiveness and manner in which service is delivered within the industry. The hotel industry is associated with long, unsociable hours and poor working conditions highlights the poor pay, low skills and lack of career opportunities as characteristics that influence the attraction, development and retention of managers.(OLeary Deegan, 2005), (G. Martin Woldring, 2001). Therefore a high emphasis must also be laid on the development of managers. (Brophy Keily, 2002) developed a competency framework for middle level hotel managers by mapping these to the key results areas of customer care, quality and standards, managing staff, achieving profitability and growing the business. They highlight the importance of operational activities for middle managers, concurring with the finding of (Watson McCracken, 2002)and (Watson, McCracken, Hughes, 2004) Another area of importance is performance management and most hotels practice procedures like the performance development plan (PDP) which involves employee feedback and input and are integrated into the performance appraisal plan (Cheng Brown, 1998). The practices adopted in Austrlian hospitality firms are a combination of self appraisal in conjunction with supervisor subordinate evaluation. This practice has been widely adopted by a number of Australian firms because it is perceived to be a more balanced assessment of the employees but a strategic and functional practice which can be adopted is the 360 degree feedback because this is a service oriented industry and the feedback from customers and peers would certainly benefit the evaluation of an employees performance. There is also an underlying practice amongst Australian hotel industry employers regarding employment relations and they engage directly in firm-level bargaining with trade unions. The Australian hotel industry was characterised by poor union participation but in recent years, evidence from (Angie Knox Nickson, 2007) suggests that this is not the case especially in larger firms. The union representation of this industry approximates about 37 percent density according to Australian Workplace Industrial Relations Survey. Wages and employment conditions are regulated by legally enforceable awards and Australian hotels are regulated by a combination of federal awards and collective agreements (Angie Knox Nickson, 2007). This in turn has a cascading effect on the type of employment relationship in existence and also introduces the issues pertaining to the hiring of causal labour, part time employment of majority of the entry level service jobs and also the prominent problem of employee retention. The most significant challenge faced by HR practioners is to work effectively with other function managers within the hotel to create integrative plans that help the firms achieve their business objectives and to link the strategic goals of the Human Resource function to that of the other departments and the organisation as a whole (Tracey Charpentier, 2004). This involves intensive practices of Corporate Social Responsibility implemented by the HR function but aligned with the organisational objectives. The interest in business ethics in Australia has also increased with significant research being conducted not only on the role of the HR function but also its ethical implementation. There is a low consensus among HR managers in translating ethical principles into organisational practice and strategic HRM helps to implement these principles and minimise the deficit in transfer of knowledge. Business ethics and the role of HRM is significant here as it includes the concept of product ivity, profitability, efficiency and effectiveness in achieving the organizations basic purposes, comply with legal requirements, or, alternatively, that they succeed in avoiding legal threats and to improve quality of work life, to ensure fairness in policies, and to foster harmonious relationships between management and workers. Therefore strategic HRM is important to achieve organisational goals and therefore achieve better firm performance (A. Martin, Mactaggart, Bowden, 2006). This sort of Strategic HRM practices can be seen in the case analysed below of Marriott International Inc. which is a large international hotel chain also operating within Australia. 3. Marriott International Inc. The case of Marriott International Inc. illustrates some best practice principles which have resulted in the organisation being awarded the employer of choice awards a number of times and placed 50th in a leading newspaper as the Best Company to Work For. Marriott uses its employees as a brand differentiation strategy as revealed by their surveys with employees which was the outstanding service qualities delivered by the employees. Marriott International Inc. has an organisational culture of spirit to serve whereby they use a three stage approach to implementing these strategies. Training programs lasting five days are conducted on a periodic basis for their leaders and managers and have a map of customer expectations created and a plan to exceed those predicted expectations. Managers are given techniques to improve self motivation and that of their team through positive attitude including visualisation, writing goals down, and positive vocabulary. They are also equipped with culture change to drive their business. They also deliver 15 minute training sessions that cover major aspects of job quality and also have a daily basics training that covers on one of the basics to deliver good products. Marriott has recognised that the only way to deliver the brand is through their people (Anonymous, 2003). Marriott is committed to fair treatment of associates and to providing training and advancement opportunities to all employees. Diversity is also an important policy in Marriott. The company believes that this is the way they attract, develop and retain talent people. Such diversity is not only within group, but also applies to suppliers, customers, owners and so on. Marriott states that one of major efforts are devoted to recognize associate hard work, provide health care, and create opportunity for growth and career development. The company is trying to build an associate-centered environment. Therefore, it provides a total compensation package which include: à ¢Ã¢â€š ¬Ã‚ ¢ Medical, Dental, Life, and Disability Insurance à ¢Ã¢â€š ¬Ã‚ ¢ Annual Salary Increases à ¢Ã¢â€š ¬Ã‚ ¢ 401(k) Retirement Savings Plan à ¢Ã¢â€š ¬Ã‚ ¢ Continuing Education/Tuition Reimbursement à ¢Ã¢â€š ¬Ã‚ ¢ Hotel Room and Food Beverage Discounts à ¢Ã¢â€š ¬Ã‚ ¢ Ongoing Training and Career Development Marriott International Inc has a formal corporate culture; there are also holistically planned HR policies, although there are different emphases between those formal corporate culture and HR policies (Fu Liu, 2005). Marriott award their employees with the highest award, which is the J. Willard Marriott Award of Excellence and the selection is made from over 300,000 employees (Anonymous, 1996). The company also awards employees on their excellence towards corporate social responsibility with the Alice S. Marriott Award for Community Service which goes to show their efforts towards building an ethical and socially responsible organisation through their spirit to serve our community efforts (Anonymous, 2003). Marriott International Inc., also has programs with its low-skilled, low-wage workers to offer them opportunities with day care, English classes, and other social services for loyalty, enthusiasm, and a low turnover rate. Employee stock options are also part of the package. This is one instance where the self-interest of low-skilled, low-wage employees coincides with the self-interest of their employer (Bethesda, 2009). It can clearly be noted here that considering the levels of the casual workforce in Australia, Marriott has made arrangements to attract and retain even these types of employees. Since, Marriott, have recognised that the hospitality industry is a labour-intensive service industry, depending for its success on the social and technical skills of its personnel, their ingenuity and hard work, their commitment and attitude, they have created a conducive environment to treat their internal customers with priority and it permeates to all the HR functions. 4. Casualisation of the workforce in Australia The Australian context of the tourism and hospitality industry has been characterised by casual employment which has been permitted under labour regulation with concerns of it being precarious (Campbell Brosnan). (Wooden Warren, 2004) also emphasises that this is one of the distinctive features of the Austrlian labour market and the Australian Bureau of Statistics (ABS) data suggest that just over 27 percent of all employees were employed on a casual basis. Australian Employment law Guide reports that this percentage has been progressively increasing in the past 5 years as shown in Appendix 1 in terms of the number of labour hours worked. Milman suggests that 51.3 percent of teens are employed on a casual basis within the hospitality tourism and retail industries which is a significantly large number of casual workers. On the other hand (Angela Knox Walsh, 2005) suggests that research shows that a number of managers are employing temporary and casual workers and, to a lesser exten t, part-time employees, as well as female, ethnic minority and immigrant labour. The increased number of casual employees is largely filled by young workers especially in the Food and Beverage outlets, Banquets and Housekeeping. There is almost no qualification required for these entry level positions and employees are usually trained on the job. The employment of temporary and casual workers is shaped by fluctuations in customer demand and the size and number of extra events and functions that are scheduled during the day and tight labour cost-control practices are considered to be a key characteristic of HRM in the Australian hotel industry. These characteristics have been the primary reason for the employment of causal and temporary workers based on demand. This form of employment can be seen as employment that falls under Total Quality Management, where employment is on the basis of production, or in this case service demands. As labour regulation has developed, casual employment has come to be firmly embedded in labour regulation. Casual employment has a number of characteristics irrespective of the industry being examined and this can be further reiterated by the laws that provide for casual and temporary employment. The Australian Employment Guide says that it is important to distinguish casual contracts from continuing contracts because by definition casual contracts impose no obligation on either party to continue the relationship. Each period of hiring is distinct and severable and any continuing relationship does not mean in law a continuing contract. In casual contracts, therefore, there is a work/pay bargain that: à ¢Ã¢â€š ¬Ã‚ ¢ provides no continuity of employment, and consequently no obligation on the employer to provide, or continue to provide, work; and à ¢Ã¢â€š ¬Ã‚ ¢ directly ties work, output or time spent to the rate of pay. This is so whether the nature of the payment is on a piece-work or time-rate basis. The issues here that develop as a direct consequence of this kind of employment include but are not limited to greater job insecurity, low pay, limited opportunities for career progression, unsatisfactory working hours, low levels of access to work-related training and low levels of union representation. Even though the union membership has increased significantly over the past few years within the hospitality industry, the union membership for casual employees is virtually non existent. Wooden conducted research which provides conclusive evidence that although there are negative attributes of casual employment, it is extremely misleading to characterise non-standard jobs as sub-standard jobs. It thus follows that initiatives intended to inhibit the diversity of employment options that are available to employers will often not result in changes in working arrangements that will be unambiguously preferred by employees. If Australia wishes to develop a committed, highly skilled workforce, it must offer jobs which are secure and where the employees receive benefits commensurate with their skills and experience; in other words the many holes in the legislative and administrative framework need to be tightened up so that casual work is not abused. The practices used by Marriott International Inc. as described earlier have been very useful in preserving the ethical integrity of casual employment within the hospitality industry in Australia and even hotels like Hilton offer its employees a work at home option to improve both company as well as employee growth and performance. The research findings of (Angela Knox Walsh, 2005) also suggest that a number of recent studies have challenged the notion that the hotel industry takes an unequivocally low-road approach to employment and HRM matters and this reflects insights from research studies on the hotel industry that suggest that differences in employer po licy and practice may well reflect variations in organisational size and market position. As in the case of Marriott which is a large company with 300, 000 employees and with percentage of net profit to be 14.4 percent (appendix 2), the company size and market position have allowed it to take the high road and utilise the HRM function as a source of competitive advantage and align it consistently with the business strategy, goals and objectives. 5. Staff retention and high turnover The Australian hospitality and tourism industry not unlike the rest of the world is notably a highly labour intensive industry with employees often taking on varying degrees of work load and pressure within the service construct. Employees, especially entry level, casual, part time and temporary employees are often faced with high pressure work systems where performance is given considerable importance which has direct impacts on firm performance on the whole. Most leading hotel chains even have regulations on grooming standards and codes of conduct of employees and employees can be dismissed based on those grounds. This puts added pressure on the workers which can lead to an increased percentage of staff turnovers. The prominent issue that arises from high staff turnover is naturally increased personnel costs incurred because of recruiting and training new replacements, but the turnover analysis is often ignored within the Australian hospitality industry as it is seen as a hidden cost and is considered a normality within the industry itself (Cheng Brown, 1998) (Dibble, 1999) suggests that turnover may be caused by personal or personality factors, family issues, work, team relations, as well as organisational structure and strategic human resource practices. (Cheng Brown, 1998)Cheng and brown here suggest that HR practices should pervade every HR function and the organisation itself to reduce the turnover within the industry. Organisations that employ more flexible HR practices have a greater probability to induce low employee turnover. (Davies, Taylor, Savery, 2001) conducted research in hotels in western Australia that enlightened the fact that although researchers have long spoken about the numerous HR functions like training, performance appraisal, remuneration, employee development and their effect in reducing turnover, the most prominent function that indicates an improvement in quality, productivity and reduced employee turnover is the training function. Employees feel empowered and committed to the organisation for the training re ceived by them. The kind of training within the hotel industry can be skills acquisition, performance management training, leadership and development etc. Although the current economic crisis has increased the availability of talented labour for the hospitality it is still imperative to integrate HRM functions to retain employees within the organisation. 6. Recommendations The HRM department of Australian hospitality and tourism industry although strategic in their approach towards their function, needs to adapt to the increasing demands of the industry and the high increase in casual work force. HR managers need to conduct substanstiative training and development activities to empower even their casual staff to reduce turnover and utilise employees as a source of competitive advantage for firms. They need to align their strategy with the goals and objectives of the organisation itself so as to be able to recruit and select appropriate employees whether it is causal, part time or full time employees. Increasing the benefits and compensation given to employees also reduces the turnover in the industry as clearly indicated by the Marriott case. Providing low cost benefits for casual employees and training reduces the annual turnover and increases firm performance. 7. Conclusion The Australian hotel industry is highly dynamic and has various attributes to it; most significant of those are the casualisation of the workforce and high turnover. The recommendations put to practice certainly aides organisations perform better and reduces the negative implications for the HR department within these organisations. Taking a High road approach and focussing on delivery of quality helps the HR managers to focus on training and development of the employees and to increase higher commitment from them. The areas of significant change likely within the hospitality industry are technology, power paradigms, training and development, compensation programs, employee relations and family, social and work life balance. These areas need to be facilitated by the Human resource managers by integrating their practices to ensure high firm performance and low turnover by empowering employees.

Moving Beyond ADHD Essay -- Attention Deficit Hyperactive Disorder

Moving Beyond ADHD Friends are the family you choose. As a teenager, when it is hard to relate to your parents, friends become the day-to-day emotional support that everyone wants and needs. I suppose the search for a group of friends with whom you can share yourself completely is one of the "struggles of adolescence." Disabled or not, this can be one of the toughest struggles of young adulthood. Having Attention Deficit Hyperactivity Disorder (ADHD) has always complicated this for me. The symptoms of ADHD have been described as disconnection between impulses and the knowledge of consequences. That separation permits impulses to be acted upon even with the awareness that those impulses have repercussions. In elementary school, I was "too hyperactive" to be admitted into the Boy Scouts and spent more time with an ignorant and intolerant principal than with my classmates. Although I had one best friend, Kelli, and a miraculous second grade teacher, Mrs. Shapiro, who through a combination of Pizza Hut coupons and gold stars, got me to read books, I sp...

Presenting, Assessing and Reviewing Essay

As a teacher my roles responsibilities and boundaries, would be spread over a broad spectrum of areas and tasks and in preparing for, delivering, assessing and reviewing the courses I would deliver, applying the P. A. R. (Present, Apply, Review) principles not only in the direct delivery of my subject but as a broader ethos surrounding my whole teaching cycle. On employment with a provider my initial responsibilities would be to review the Protocols, rules and regulations of the establishment which are the most fundamental boundaries, to review the contents of existing courses (or units for art and design courses) that were already being provided in my subject area of photography , examining the associated schemes of work and lesson plans to ensure that I had a good grasp of what I was expected to teach, ( it may be impossible to assimilate all of this information in one go , but I would go into each session having researched what I am expected to know and impart to the students). Drawing from my own experience I would offer to open a dialogue (using course data) with my colleagues and peers, be they fellow tutors or superiors, to see where the delivery could be strengthened, via its content (syllabus non-withstanding) timing structure , scale, location and facilities on offer. This would be with a view to improving course numbers and positive learning outcomes which is a core responsibility. A boundary here would be if I were employed in a role which did not allow this kind of input, a barrier would be the annoyance of staff who have already delivered photography courses or units (as I have little teaching experience) so consideration and good interpersonal skills would need to come to the fore. This information would feed into my role of preparing my own subject ‘schemes of work’, it would be my responsibility to analyse the requirements of the syllabus, making sure that I understood it myself by carrying out research to bring myself up to date I would then work out how to break it down into its constituent parts and how relate it to my learners in enjoyable and manageable chunks over the duration of the course. Boundaries here are set out by awarding bodies for the qualifications I would teach, such as the amount of contact time, the length of time allowed for a learner to complete the course, what written work is required i. . assignments, essays or dissertations as well as how it is assessed. The amount of practical work and how it is assessed may also be set externally. When setting out schemes of work I would also need to consider as boundaries:- †¢ What kind of learners will be attending, what will be their motivations, what will their baseline achievement levels be, how broad will the spectrum of attainment be? †¢ What equipment will be required and how will I make it available to everyone? †¢ Where each session is to be delivered, its impact on what can be taught and how it can be taught? †¢ When each session is delivered, what condition the learners will be in, how will it impact on their concentration and what kind of practical work will be viable? †¢ How long is the term and are there any holidays, placements, visits and other trips? Having set out my schemes of work, I would then review them with my colleagues if the setting out had not already been a collaborative effort. Depending on the circumstances there also might be the opportunity to feedback to whichever body (or senior member of staff) sets the syllabus, with new ideas or fresh perspectives on the course contents. At this point I could give a clear insight into the courses I would be delivering and how it would fit into the broader theme of being a learner, I would be able to use this in my role as a spokesman for my subject area or faculty during marketing events such as open evenings and school visits, again feeding back information about new areas of interest, ways of getting better uptake of courses by analysing dialogue or questionnaires filled out. In my role as a Tutor I will conduct interviews with prospective students myself, (or they may be conducted by someone else) where I will be responsible for assessing whether they which of my courses would be most suited to them, if they may need to carry out further learning, either alongside doing the course or in preparation for it and if they require support in regard to disability, inance, childcare or any other barrier that would prevent them from fair access to the course. From this meeting and after enrolment an initial Individual Learning Plan is agreed. Using the framework of my ‘Schemes of Work’ I will then use the information from the Individual Learning Plans to tailor my lesson planning to the students needs and strengths and encouraging improvement in their weaker areas, using Visual, Aural and Kinaesthetic (V.  A. K. ) means, Making best use of their prior learning, promoting equality and celebrating diversity. Once students have started a course with me I would be responsible for their health and safety, I would make them familiar with all aspects of health and safety relevant to Photography Practice, and the policy of the college or institution, these are boundaries put in place to protect all, providing a safe and supportive place to study and work. These would also form part of the ground rules in my sessions, It would be my role to enforce them as it would be to abide by them, examples would be to establish what is suitable subject material, what constitutes correct handling of equipment , respect for others, no shouting, swearing, no sexism or racism either in images or verbally. I would present this information as I would with the rest of my course content using V. A. K. modes of teaching in as enjoyable a format as possible, clearly setting out the aims and objectives. Personal boundaries would need to be set out as I could well be teaching people of the same age as me, or anyone of 16 years or older, fraternisation outside of contact time could be seen as favouritism or abusing my position. Another important boundary would be to recognise the appropriate amount of help I should give to an individual learner, assisting students to access relevant services in college but avoiding inappropriate contact and making sure that my actions are not to the detriment of my students. I would strive to create a supportive learning environment for my learners while teaching theoretical and practical aspects of photography, I would introduce each session with a clear aims and objectives, assess what knowledge the group has of the topic, Sharing my Knowledge via demonstrations, videos or lectures, giving opportunities to discuss and explore the topic via V. A. K. learning modes, allowing them to apply their learning with hands on work, demonstrating their learning to each other, myself and themselves making sure that hands on time extends their knowledge and maximises learning potential. I would use informal testing methods such as questions and answers or a quiz to assess retention before finally reviewing the learning. Written and practical assignments , formal testing either set by the awarding body or myself would be used in part to assess the learning, It would be my role to use this data in tandem with informal testing (Q&A, Quizzes, etc), observation, peer review and self assessment and progress meetings with individual students. It would be my responsibility to see that these assessments are carried out properly, and without bias, making sure that handed in work was assessed with the same care that I would like my own work to be assessed and kept safe, free from damage and in accordance with the institutions’ data protection policy. On a session to session basis it would be my responsibility to ensure all of the administration relating to the students was up to date, in good order and reached the correct departments in the learning institute (or external body). Records such as the attendance register are not only kept for safety reasons (to establish the whereabouts of an individual, during a fire or other emergency and as part of a broader duty of care to students) but to monitor learners attendance so it meets the minimum requirements for the course. If not, correct assessment would not possible and the student’s opportunity to learn would also be compromised, falling below the minimum accepted attendance would be a boundary to the student’s success. I would also keep records on student progress, behaviour and performance (including which learning methods stimulate them the most. ) and use them with the results from both formal and informal assessments to adjust my lesson planning not only during the session as it happens, but fine tuning future lesson plans to match the rise and falls of student insight into, retention and application of the subject. During this fine tuning process I would also take account of my own reflections on the session, (Review) has my communication (spoken, written or by demonstration) triggered the correct response in the learner? Have I listened correctly and understood the students? (Feedback is only useful if it is understood,) In addition I would consider input from my peers (assessment) as to whether my delivery and the structure of the course needs to be amended during the period of its current delivery (Present). At the end of the course I would use this information and the students’ completed portfolios to assess and review what improvements can be made in the presentation of the next teaching year cycle. The principle of P. A. R. (Presenting, Assessing and Reviewing) is used on several different forms, In my preparation to become a trainer, In my extended role as a spokesperson for my subject or college and as a tutor within individual sessions, dealing with students and their immediate interaction with the subject and my delivery of it, then again in preparation and evaluation of courses I would run in the session to session cycle and during the yearly teaching cycle.

Final Business Plan - 1230 Words

| Art History MidtermStudy online at quizlet.com/_8m0yq | 1. | A Classical colonnade around a building or courtyard is called a | | peristyle | 2. | A half-column attached to a wall is called a/an | | Engaged column | 3. | A plain or decorated slab on a Doric frieze which alternates with the triglyphs is called the | | Metopes | 4. | A series or row of columns usually spanned by lintels is called a/an: | | Colonnade | 5. | A three-grooved panel on a Doric frieze that alternates with metopes is called what? | | Triglyph | 6. | Archaic Smile | | The Calf Bearer sculpture has this element. | 7. | Archeological†¦show more content†¦| | True | 36. | Sculpture from the Orientalizing Period refers to sculpture that was made by the Egyptians. | | False | 37. | Statuettes of Worshippers | | were intended as votive offerings to the gods. | 38. | Stonehenge most likely had a religious significance. | | True | 39. | The acropolis refers to | | the highest point of the city | 40. | The Aphrodite of Knidos sculpture is sensual. | | True | 41. | The Arch of Titus commemorated the emperors victory of the Dacians. | | False | 42. | The Athena Parthenos refers specifically to which aspect of Athena? | | virgin | 43. | The Augustus Prima Porta was inspired by which of the following? | | The Doryphoros | 44. | The Colosseum was built over Neros artificial lake. | | True | 45. | The Colosseum was originally known as the Flavium Amphitheater. | | True | 46. | The Column of Trajan was built to commemorate the defeat of Jerusalem. | | False | 47. | The contrapposto stance is introduced in the Archaic period. | | False | 48. | The Death Mask of King Tutan khamen was ceremonial and hung on the wall of the Pharaohs tomb. | | False | 49. | The Doric order was characterized by a continuous frieze. | | False | 50.Show MoreRelatedEssay Final Strategic Business Plan5430 Words   |  22 PagesFinal Strategic Business Plan BUS/475 Integrated Business Topics Crib Sheet Individual Final Strategic Business Plan Paper and Oral Presentation | Resources: Vision, Mission, Values, SWOTT Analysis, Synopsis Analysis, Balanced Scorecard, and an Oral Communication Plan for your presentation.Write a 1,500 to 2,100 word section for your strategic business plan in which you add your strategies and tactics to implement and realize your strategic objectives, measures, and targets. Include marketingRead MoreFinal Business Model and Strategic Plan5056 Words   |  21 Pagesï » ¿ Final Business Model and Strategic Plan Bus/ 475 Final Business Model and Strategic Plan Table of Contents Executive Summery†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦2 Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 Internal Controls†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..6 Vision, Mission, and Value Proposition†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..6 SWOTT Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦11 Balance Score Card†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦16 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.19 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreSuccess And Failure Of Im Management1385 Words   |  6 Pagescharge of a project and guide it well – from the requirements gathering phase till the final testing stage. PRACTICES CAUSING SUCCESS IN IM LEADERSHIP 1. A proper firm strategy – A firm strategy represents the manner in which the organization tends to achieve its objectives. Without a proper strategy, even powerful leadership can be worthless. It can also be defined as the long term planning for any business. An IM leader should make sure to have it in place. 2. Vibrant firm Culture - A firm sRead MoreBusiness Plan For A Business Essay1708 Words   |  7 Pagesbrand-new business, expand an existing company, or get financing for a business venture, you will need to write a business plan. A business plan not only lends your business a sense of credibility, but also helps you to cover all your bases, increasing your chances of success. Although writing a business plan can be a lengthy, intimidating project, it is not necessarily difficult. Here is an overview of how to write a successful business plan. What to Include in Your Business Plan Your businessRead MoreFinal Strategic Plan. Business Overview. Alfa Star Towing1702 Words   |  7 PagesFinal Strategic Plan Business Overview Alfa Star Towing offers services in roadside assistance, towing, and vehicle storage solutions. The company services the greater Puget Sound area from Seattle to Tacoma to Black Diamond. Alfa Star Towing is a Seattle, WA certified Registered Tow Truck Operator (RTTO) Company, signifying that we are governed by the WA State Legislature to have fair prices and that we are held accountable for our actions (Washington State Department of Licensing, 2013). MissionRead MoreAssignment Entrepreneurship and Business plan final piece Essay2006 Words   |  9 PagesMeredith et al 1982, quoted by Kirby 2003 define entrepreneurs as â€Å"people who have the ability to see and evaluate business opportunities; to gather the necessary resources to take advantage of them; and to initiate appropriate action to ensure success.† Harwood (1982), quoted by Chell, Haworth and Brearley (1991) further defines that an entrepreneur may also be the founder of a new business venture since he â€Å"takes initiative, assumes considerable autonomy in the organization and management sources,Read MoreA Research Project On The Startup Industry2043 Words   |  9 Pages00403869 COURSE: Graphic Design TITLE OF WORK: How to launch a company Tutor: ALEX MCDONAGH MODULE COORDINATOR: Rosie Miller Designing a startup business A research paper into the English startup industry Introduction 400 words â€Å"What started out as conversation between friends on a night out in 2012 turned out to stimulate a growing business of exciting and creative services in the U.K.† Introduction The startup industry is a complex concept, which many experts from various field of economyRead MoreThe Bistro on Patrick Street in Waterford3428 Words   |  14 PagesContents Executive summary: 2 Industry analysis 3 Type of business 5 Business objectives 6 Business goals: 6 Company Mission Statement 7 Swot Analysis: 7 Pest analysis: 8 Competitor analysis 8 Ownership Structure 9 Legal Ownership 9 Internal Management Team: 9 External Management Resources 10 HR Needs 11 Wages 11 Industry Laws and Regulations 13 Suppliers (prices, terms, conditions, perceived benefits, back plan 13 Quality Control Procedures 14 Day to Day Operations (production) 14 Physical PlantRead MoreSuccessful Start-Ups Key Success Factors37688 Words   |  151 Pages7 7 7 2 METHOD 9 9 10 10 11 12 13 13 17 2.1 My Research and Approach 2.2 Critics of the my approach 2.3 Collection of the Data 2.4 Can my result be used? 2.5 Reliability and Validity of the sources 2.6 Theoretical Framework 2.6.1 The business Platform 2.6.2 Keywords 3 TWO SUCCESSFUL START-UPS – CASES STUDY 21 21 21 23 25 26 31 33 33 34 35 36 36 38 39 41 42 46 48 49 50 3.1 Case 1 – Kreatel AB 3.1.1 Company Presentation 3.1.2 Idea Formulation Clarification 3.1.3 DevelopmentRead MoreRenee Business Plan5082 Words   |  21 PagesBusiness Plan for a Startup Business The business plan consists of a narrative and several financial worksheets. The narrative template is the body of the business plan. It contains more than 150 questions divided into several sections. Work through the sections in any order that you want, except for the Executive Summary, which should be done last. Skip any questions that do not apply to your type of business. When you are finished writing your first draft, you’ll have a collection of small essays