Mintzberg and Management Essay

Throughout the 20th century a strong focus was placed on the principles behind management with Henri Fayol’s 1916 publication ‘Administration Industrielle et Gà ©nà ©rale’ being one of the first books aimed solely at deciphering and understanding the intricate concepts of management. In his book Fayol presents his classical model of management from the perspective on an executive. Fayol lists and discusses fourteen principles of management which, although non-exhaustive, provides a guide on the execution of what he proposed to be the five elemental processes of management. These five primary processes consisted of planning, organizing, commanding, coordinating and controlling which advocated Fayol’s support of a dynamic system of management. In response to changing contexts, other new theories have been placed forward by other distinguished academia such as Henry Mintzberg (1973), John Kotter (1982) and C.P. Hales (1986) which offer more concurrent perspectives on the concept of management. Born in 1841 Henri Fayol had, after a three decade career as a mining practitioner, committed himself to the promotion of his theories on administration in 1916 through the publication of his book ‘Administration Industrielle et Gà ©nà ©rale’ up until his death in 1925. Contextually influenced by the bourgeois environment of a post revolutionized France, Fayol advocated the notion of a flexible system of management which could be applied to more than just one setting. In his book, Fayol devotes more time and focuses on the five processes of management in contrast to the fourteen management principles as claimed by (Fells, M.J., 2000, p. 358). The first element, planning, is defined â€Å"both to assess the future and make provision for it† (Fayol, 1949, p.43). He goes on to describe that this dynamic plan must take into account a list of factors such as resources, work-in-progress, and future trends. Organizing considers the functional components of organizations along with the personnel and discusses the ideal conditions required of them. Commanding considers the responsibility that falls on every manager. The goal of managers is to achieve maximum contribution from personnel towards the welfare of the company through a number of factors. An example of these factors would be elimination of the unproductive, having a thorough knowledge of personnel and their respective binding agreements and an aim to be a role model. The third element of  management is coordinating which is defined as the harmonisation of resources in their optimum proportions in order to achieve results (Fayol, 1949, p. 103). The indicators of a well coordinated organization include efficient departments which harmonize well with the rest, are well informed of their responsibilities and also work to constantly adjusted schedules based on circumstantial demands. The last element, control, focuses on the timely verification of plan implementations. This element is applicable to all the other processes and its sole purpose is to identify any complications, amend any issues and prevent future recurrences. Due to their flexibility in implementation, the correlation between the introduction of Fayol’s model and the sharp rise in US productivity levels as well as living standards supports his approach to management (Fells, M.J., 2000, p. 348). Fayol’s approach is supported by another academic source (Hales, 1989, p. 12) which claims that â€Å"Fayol grasped the essence of management† through his classical formulation of the management functions. In 1973, Henry Mintzberg provided a new conceptualization about the roles of managers through his book ‘The Nature of Managerial Work’. Through his composition Mintzberg proposed and argued that the previously accepted role of managers which adhered to a systematic approach of planning, organizing, coordinating, leading and controlling were in fact false as through his diary analysis, Mintzberg was able to demonstrate that â€Å"the manager is not a planner in a reflective sense, and no amount of admonition in the literature will make him so. His milieu is stimulus-response.† (Mintzberg, 1973, p. 182). By performing an unstructured observation and interview procedure over a two week period, Mintzberg concluded the activities of his study managers could be categorized into three sets of behaviors or roles. He conceptualized these clusters of roles as: interpersonal, informational and decisions (Pearson et al, 2003, p. 696). Mintzberg also recognizes that all managers at some time exercise each of these rules but also that different levels of managers will give different priorities to them (Mumford, 1988, p. 3). In terms of contemporary management, Fayol and Mintzberg have contributed greatly to the understanding regarding the concept of management. However  both authors are not exempt from criticisms regarding their approaches. Fayol’s approach is widely considered to be too theoretical whilst Mintzberg’s approach has been criticized for not being theoretical enough. Despite their differences in approach, fundamentally the two theories not only share the same ‘elements’ under the guise of differently labelled terms, they compliment each other in terms of validity due to the strong correlation between results regarding the behaviour of managerial positions. (Fells, M.J., 2000, p. 359) supports this judgement as the journalist goes on to state that not only are Fayol’s principles still relevant, they are interrelated at an elemental level with the model of Mintzberg. (Lamond, 2004, p. 350) reinforces this argument through study conducted on a large sample of male and female managers of different ages and at different managerial levels. Not only did the survey confirm that there were indeed a central set of manager functions, as placed forward by Fayol, there were also a generic set of managerial behaviours as proposed by Mintzberg. In concluding despite their contextual differences, Henri Fayol’s ‘Administration Industrielle et Gà ©nà ©rale’ and Henry Mintzberg’s ‘The Nature of Managerial Work’ fundamentally share the same innate elements. This is supported by the results which derived from studies conducted by academic sources such as (Lamond, 2004) as well as the research by other academic sources (Fells, M.J. 2000), (Pearson et al, 2003), (Hales, 1989) and (Mumford, 1988). Subsequently both approaches are considered valid and have without a doubt contributed greatly to contemporary management theory. Bibliography Fells, M.J. 2000 â€Å"Fayol stands the test of time.† Journal of Management History, vol 6, no.8, 345-360 Lamond, D. 2004, â€Å"A matter of style: reconciling Henri and Henry.† Management Decision, vol. 42, no.2 p. 330-356 Pearson, C.A.L. And Chatterjee, S.R. 2003, â€Å"Managerial work roles in Asia. An empirical study of Mintzberg’s role formulation in four Asian countries.† Journal of Management Development, vol. 22, no. 8 p. 694-707 Hales, C. 1989, â€Å"Management Processes, Management Divisions of Labour and Managerial Work: Towards a Synthesis.† International Journal of Sociology and Social Policy, vol. 9, no. 5/6, p. 9-38 Mumford, A. 1988, â€Å"What Managers Really Do† Management Decision, vol. 26, no. 5, p. 28-30

Cirque Du Solleil- Strategic Management Essay

Executive Summary Cirque du Soleil is an entertainment firm from Montrà ©al, Canada and was founded in 1984. The company started as a small business and gradually grew into a successful organisation with an established presence in the entertainment industry. This report deals with the ways in which the organisation became successful. Therefore, it is necessary to analyse different factors. The first part enumerates the stakeholders which contribute profits for Cirque du Soleil. Conversely, this section will cover the considerations the organisation must take into account for the welfare of its stakeholders. The second part illustrates the organisation’s uniqueness and how they differ from their competitors, which is a result of several innovations and business strategy. In the last part, the mission statement will be illustrated and discussed. Analysis of the mission statement will show the principles, philosophy, and beliefs that take high priority for their business. Furthermore, suggestions for the future will be listed. 1.Stakeholders & the success of Cirque du Soleil A stakeholder is a person or a group who has an input in an organisation. It can affect the achievement of company’s objectives, activities and the behaviour of its member. (Mullins, 2005:163) 1.1.Cirque du Soleil’s stakeholders Cirque du Soleil, like all other organisations, has many stakeholders which include managers, employees, customers, government, etc. Every stakeholder has its particular interests to support an organisation. 1.1.1.Managers Managers have particular interests in an organisation e.g. in job security, size and growth of the organisation or prestige. (Mullins, 2005: 164) Additionally, the managers achieve a self fulfilment because they have career prospects due to the variety of jobs e.g. in environment issues. (Cirque du Soleil, 2012) Hence, the managers are able to learn different stages of work and also have job possibilities in non-circus work. 1.1.2.Employees Like managers, employees have interests in job security and in learning because the shows are always differentiated. Therefore, employees can also experience a self fulfilment. It is believed that employee’s salary is above the average circus industry salary because the shows are upscale and successful. Thus, employees can build up a reputation and also expand career options e.g. by retraining for a second career or by changing the industry like transitioning to musical theatre for example. (Cirque du Soleil, 2012) 1.1.3.Customers The customers of Cirque du Soleil are the audiences and they are of prime importance for the organisation. The benefit that Cirque du Soleil gives to the audience is an escape from the stress of their daily lives. In other words, they can get away from it all for a short while. The audience gets a unique experience from the spectacular performance. Due to the multiple shows, customers may come frequently which brings travel possibilities because the organization is touring around the world. An adult experience can be fulfilled due to the fact that the show is more elegant and rich than loud like in a traditional circus. (Pawar, 2007: 8-10) 1.1.4.Government The government’s purpose in helping the organisation might be to enhance their image. Especially for tourism, the organisation enlarge government’s cultural offering. Therefore, a new target group can be achieved e.g. those who are not interested in historical sights. As a result, this benefit supports the local industry due to taxes. Hence, the city can pursue other projects like the construction of parks as public service. Cirque du Soleil has an agreement with the Government of Canada to serve 25 years with entertainment to support the cultural program in Canada. (Canadian Heritage, 2010) 1.1.5.Suppliers & Distributors Suppliers and distributors are committed in long term relationships with Cirque du Soleil and bring prestige to the stakeholders due to frequent orders and demand. It may also be possible that the stakeholder gets new customer groups due to references. 1.1.6.Investors & Sponsors For these groups, cooperating with Cirque du Soleil brings a prestige to the  locals. In the case of Arab investors, the cooperation brings business in tourism, regional development and support for the local industry. Dubai firms bought 20% of Cirque du Soleil which brought profit. Last year 10000 visitors watched Cirque du Soleil’s performances and the company owns a stake in casinos where Cirque’s shows are shown. (The star, 2008) Sponsors want to enhance their image and in addition, get new target groups. Besides, return on investment is a benefit for sponsors. Nevertheless, sponsors are a low key stakeholder because they also use the event for fundraising opportunities. (De Wit, 2004: 931) 1.1.7.Community The province of Quebec and its community share almost the same interests as the government. Quebec wants to enhance their image and enlarge their cultural offering and in doing so, hope to achieve new target markets. The global community looks for funding and developing e.g. for projects like charity. Cirque du Mond is a special project for youth who have HIV or victims of sexual violence. Cirque offer them workshops to express themselves. (Cirque du Soleil, 2012) 1.2.Stakeholders & financial performance The aforementioned stakeholders bring their expectations to the organisation and the organisation tries to fulfil their expectations which may simultaneously lead to the organisation accomplishing its own goals. If the requirements and expectations are reached, high performance can be achieved. (Manowong, 2010: 131) 1.2.1.Superior financial performance through serving stakeholders’ interests In the interests of the stakeholder, managers will be rewarded for their performance. When expectations are met, managers build commitment and loyalty and thus, cause a positive contribution from each member of the organisation. This in turn, lowers the cost for recruitment and training. Satisfied employees provide inputs for creativity for new shows. If they perform excellently they can bring more possibilities in creating new and spectacular acts. Hence, better shows can be offered. As a result more tickets can be sold for high prices which lead to high turnover and profits. Furthermore, new target groups can be tapped into by attracting those who  are watching the shows for the first time out of curiosity. By giving the audience unique experiences of its shows, Cirque may receive frequent and repeated business. As a result, and similar to the effect that employees have on the organisation, the audience brings the organisation turnover and profit due to high ticket sales. (Kim, 2005: 15) The government supports the organisation. One example can be given from 1985 where Cirque du Soleil was in debt. The Quebec government granted funds to the organisation to sustain their business which brought the organisation slowly back into a stable condition. (Pawar, 2007: 4) Due to long-term relationships to suppliers, the stakeholders build trust after a long collaboration. As a result, the stakeholder supports the organisation with lower and better prices. Concerning investors, they support Cirque du Soleil with projects for example. Therefore, Cirque du Soleil has lower financing costs and has a better financial reputation and position. Cirque du Soleil attracts investors and thus, they have a financial backup. (TheStar, 2008) Through the community, Cirque du Soleil achieves a reputation e.g. by giving tickets to charitable organisations. Having a positive impact on the greater community and society in general can help Cirque boost their ticket sales. (Pawar, 2007: 9) Corporate social responsibility became important where companies take responsibility towards community and environment and operate in social and ecological aspects. As a result, the organisation may increase customer retention, enhance relationships (customer, supplier) and differentiate from competitors. (Sims, 2003: 43-44) 1.3.Serving stakeholders’ interests through superior financial performance Good financial performance of Cirque enables the organisation to better serve the stakeholders in more ways than simply revenues and profit. As a consequence of superior financial performance, a further aspect is important to how Cirque du Soleil satisfies their stakeholders. Due to the high  turnover and profit in business, better shows are offered where the expenditure is spent on modern technology or venues. Suppliers are charged with new tasks and build trust. Besides, the bigger the company size, the bigger the orders because the company may have the ability to manage the delivery. Hence, the studios get seller’s attention. (Hollensen, 2005: 296-297) Additionally, better training can be provided for employees in circus school and career transition program support artists when they step out of the organisation. Furthermore, Cirque du Soleil offers their employees health benefits like medical plan and travel benefits due to shows in different countries. (Cirque du Soleil, 2012) Communities can be provided with new projects beside environment issues like environmental pollution. According to Cirque du Mond Cirque du Soleil can provide new projects. So besides Africa and Australia they could also operate in Asia. (Cirque du Soleil) 2.Operational innovations at Ciruqe du Soleil Operational innovation is about creating new ways in business e.g. in new projects or providing customer service to achieve success. Consequently, success is not only based on the working performance of a company. (Hammer, 2004) 2.1.Operational innovations & the unique Cirque experience Cirque du Soleil distinguishes themselves from traditional circuses by eliminating and adding factors. (Kim, 2005: 36) Eliminate Star performance Animal shows Aisle concession sales Multiple show arenas 3 ringsRaise Unique venue + Touring location Reduce Fun and humour Thrill and dangerCreate Theme + Multiple shows Refines environment Multiple productions Artistic music and dance Music first than shows Production e.g. film, TV, retail, corporate shows Unique combination of performing act Table 1 Eliminate- Reduce- Raise- Create Grid (Source by Kim, 2005: supplemented by author) Furthermore, it is said that less successful companies followed usual strategic logic and successful companies used value innovation. Value innovation differs from the basic strategy and does not focus on rivals. It focuses more on the values customers have in common and new processes. (Kim, 1998: 25-26) Moreover, by eliminating certain elements, costs can be reduced e.g. by reducing advertising because value innovation causes word-of-mouth. Thus, a part of differentiation is also value at a lower cost. (Kim, 1998: 28-30) As illustrated below (see Figure 1), the key factors for the value curve are focus, divergence and a compelling tagline to achieve and exceed the value for both buyers and the organisation which Cirque du Soleil manages to do. Evidently, it is shown in Strategy Canvas that Cirque du Soleil differs from other competitors. The Circus Ringling Bros. and Barnum & Bailey Value Curves are similar to a traditional circus and Cirque du Soleil is the total opposite of it thr ough alternatives with new factors. (Kim, 2005: 37-41) Proceeding on the assumption, the operational innovation leads to value innovation and as a result, those unique strategies such as new concepts and process create unique experiences. (Waltz, 2003: 86) For example they attract audiences with lighting effects, original music and new and appealing costumes. (Pawar, 2007: 4) In general, a mature industry has a greater chance of success and rewards than industries which appear profitable because mature industries have a  greater creativity in business and higher level of innovation. Customers are especially attracted by the creativity of industries which can cause unique experiences. These industries are also difficult to compete because of the market niche they create. (Baden- Fuller, 1992: 18) These criteria fit Cirque du Soleil’s business model and is carried out by its Blue Ocean strategy in which the organisation builds a new and uncontested market which made the competition irrelevant due to creative innovations. (Kim, 2005: 4&18) 2.2.The influence of operational innovations on the financial dynamics of Cirque du Soleil Financial dynamics reflect results of an organisation’s decisions which are important for the cash flow. Increasing the productivity means not reducing costs. Nevertheless, it creates options which may lead to turnovers. The effect of increasing output or input may enhance profit for the business. (Yu- Lee, 2002: 136&138) In general the circus industry comprises high costs and most of the circuses incur increasing costs without rising revenues. (Kim, 2005: 13) Based on the innovation in 2.1 the author identifies the reducing cost and the turnover due to the organisation’s elimination and addition of elements which lead to profit. 2.2.1.Turnover Cirque du Soleil has various factors which attract customers and leads to turnover. For example, they have unique venues with comfortable seats instead of hard benches like in traditional circus. (Kim, 2005: 15) Cirque du Soleil started to perform in different continents like Asia and Europe and people all over the world have the chance to take part in the events. Moreover, the organisation creates themes which have impressive storylines and multiple shows with new acts. Additionally, artistic dance and music make it more unique. A special feature of the shows is how they create music first and then adapt the acts to the music. All in all, the unique entertainment created a new form of entertainment and combined circus art with theatre and ballet. (Pawar, 2007: 3-6) This generates turnover because creativity causes a great ambience and introduces an intellectual element into the shows which impress audiences and increase demand. (Kim, 2005: 15) In general, Cirque’s shows are sold out or well frequented with occupancy of  85-95%. (Williamson, 2004: 931) By other ventures like audio, videos, t-shirts and masks Cirque can increase their revenue. (Pawar, 2007: 3) In addition, less than 10% of revenues come from concessions at shows. Nothing is sold inside the tent and also not during performances. Therefore, Cirque du Soleil offers VIP packages which include food in a separate tent. Hence, the customer can get better beverages for a higher price. (Williamson, 2004: 931) 2.2.2.Reducing Cost Reducing costs are achieved by significantly eliminating elements. By eliminating circus animals reduce one of the most expensive expenditures. This consists of training, insurance, medical care and transportation, and transportation expenses are especially costly because Cirque du Soleil tours around the world. Moreover, star performances in traditional circuses are expensive and Cirque does not include these performers in its programs. Instead of three-ring venues Cirque reduces it into one which reduces e.g. the effort of decoration costs. (Kim, 2005: 14) Besides touring shows they have permanent shows which take place in Las Vegas, Orlando and Walt Disney World. (Pawar, 2007: 3) 2.2.3.Profit In terms of profit, operational innovations develop improvement for better market performance. It enables Strategic, Marketplace and Operational benefits. (Hammer, 2004) The results of Cirque du Soleil’s innovations can be gathered from â€Å"A Powerful Weapon† (see appendix: table 2). Applicable to Cirque du Soleil, they achieved strategic benefits which lead to higher customer retention, ability to execute strategies and to enter new markets due to their new entertainment business. Their marketplace benefits are based on greater customer satisfaction, differentiated offerings and stronger relationships due to offering unique experiences. Operational benefits are acquired with lower direct costs and more added values. 3.Cirque du Soleil’s corporate mission The corporate mission is an element of the organisation’s business plan. It is a function for the strategic planning which gives a specific direction to the business process. Therefore, the organisation has a purpose and business principles to form the firm’s identity. (Bierce, 2004: 592) 3.1.Components  of the corporate mission The corporate mission consists of three elements. First of all, in organisational beliefs the members have the same strategic beliefs and share a common understanding which makes decision making easier in business processes. It results in a more confident and driven group. (Bierce, 2004: 592) Secondly, the organisational values guide the actions in a business and are an integral part of the company but each person has her own value in what they believe to be good. Therefore, by sharing common values e.g. in ethical behaviour or worthwhile activities, reaching aims can be supported. Lastly, an organisation has a specific business definition which creates a direction for the organisation to follow and thereby attain success. Through this guideline, members focus on opportunities and efforts to expand their business. (Bierce, 2004: 593) 3.1.1.Business definition According to the mission, Cirque du Soleil places high importance on artistic performances and creative productions. (Cirque du Soleil, 2012) Based on the research of the author, their mission is not a precise business definition of Cirque du Soleil because there is no clear direction how they want to develop. For example, they do not define themselves as a traditional circus. Not having a business definition points to a weakness in the organisation. On the other hand, not having a definition is a strength because there is no other organisation which is similar with Cirque du Soleil’s business (exemplified in 2.1.). 3.1.2.Organisational purpose Cirque du Soleil’s purpose â€Å"[..] is to invoke the imagination, to provoke the senses and to evoke the emotions of people around the world.† (Cirque du Soleil, 2012) The organisation is trying to do everything to impress their customers but to fulfil their needs they do not use market research for their shows. By following trends the organisation will lose their unique presence. Instead, the organisation’s culture is to create new shows to update previous shows. (Pawar, 2007:8-9) 3.1.3.Organisational beliefs Cirque du Soleil is breaking the market boundaries of circus and theatre (Kim, 2005: 14) which points to a new form of live entertainment with a  combination of circus art, ballet and theatre. (Pawar, 2007: 3) Coherent with this finding, the non-existent business definition is contradictory because it is said that Cirque du Soleil tried from the beginning to differentiate itself from the traditional circus in business perspectives. (Pawar, 2007: 6-7) Moreover, to achieve this belief by breaking market boundaries, innovations enabled steps to be taken in a specific direction. 3.1.4.Organisational values The value of this organisation is to keep their creativity in business and try to exceed their limits. In addition, the organisation tries to empower its people and promote the youth. Furthermore, every member of the organisation respects every contribution of one person. (Cirque du Soleil, 2012) 3.2.Mission function & statement The mission functions devote strategic measures for the future and thus, represent the purpose of a unit. Moreover, a mission statement defines customers, products and services. (Entrepreneur Media, 2012) 3.2.1.The future development of the business & mission of Cirque du Soleil For the future, Cirque du Soleil is planning to build more entertainment complexes in major cities like Sydney, London and New York. The complexes would include art galleries, nightclubs and restaurants for people to dine. In addition, Cirque wants to include hotels in which artists perform in the waiting area and clowns are doing the room services. (Pawar, 2007: 10) Based on the mission of Cirque du Soleil, the author analyses the factors of mission. The aforementioned organisational values are definite such as the purpose has a clear understanding of what the organisation wants to offer their customer. In contrast to the business definition, there is an indistinct clarification. In particular, Cirque’s intentions for the future blur the business identity and make it even more vague than it already is. A suggestion would be to take preference and choose between the hospitality or entertainment industry and commit resources accordingly. Thus, they can also assure stakeholders of what specific business they are partaking in and the stakeholders have a clear understanding what purpose the organisation is. 3.2.2.Renewed mission statement To modify the mission statement the author extracts parts of the exciting mission of Cirque du Soleil (see appendix: Figure 2) and adds purposes: â€Å"Cirque du Soleil is an international organization and puts a high value on creation, production and performance of artistic work which will impress the audience to evoke the emotions. The organisation will torch people over the world with unique experiences of their performance which differentiate from other entertainment. â€Å" In the modified mission, value on creativity like production will be retained because it highlights the features of Cirque’s business. Furthermore, members of the organisation have a clearer understanding of their aim or purpose. Moreover, Cirque du Soleil should expand in more countries so that everyone, even people in developing countries, can take part in the unique experiences. Cirque could design smaller shows because the usual tickets are expensive. The mission clearly states that they differentiate from others and still hold their accurate business in the background. In summary, audiences might show a continued curiosity with promises. Strategic BenefitsïÆ'ËœHigher customer retention Greater market share Ability to execute strategies Ability to enter new markets Marketplace benefitsïÆ'ËœLower prices Greater customer satisfaction Differentiated offerings Stronger customer relationship Greater agility Operational benefitsïÆ'ËœLower direct costs Better use of assets Faster cycle time Increased accuracy Greater customization or precision More added value Simplifies processes Table 2 A Powerful Weapon (Source: Harvard Business School Publishing Corporation, 2004) â€Å"Cirque du Soleil is an international organization founded in Quebec dedicated to the creation, production and performance of artistic works whose mission is to invoke the imagination, to provoke the sense and to evoke the emotions of people around the world.† Figure 2 Mission (Source: Cirque du Soleil 2012, online) Bibliography Baden- Fuller, C. (1992). Rejuvenating the Mature Business: The Competitive Challenge. Routledge Bierce, A. (2004). Strategy: Process, Content, Context. Cengage Learning Emea Hollensen, S. (2010). Marketing Management- A Relaitionship Approach 2nd ed. Pearson Education Limited Kim, C. (2005). Blue Ocean Strategy. Harvard Business School Publishing Corporation Kim, C. (1998). Harvard Business Review on Strategies for Growth. Harvard Business School Publishing Corportation Manowong, E. ( 2010). Construction Stakeholder Management. Blackwell Publishing Ltd Mullins, L. (2007). Management and organisational behaviour 7th ed. Prentice Hall Pawar, M. (2007). Innovation at Cirque du Soleil. ICMR Center for Management Research Sims, R. (2003). Ethics and Corporate Social Responsibility: Why Giants Fall Waltz, E. (2003). Knowledge Management in the Intelligence Enterprise. Artech House Inc. Williamson, M. (2004). Strategy: Process, Content, Context. Cengage Learning Emea Yu- Lee, R. (2002). Es sentials of Capacity Management. John Wiley & Sons Online Resource Hammer, M. (2004): Deep Change: How Operational Innovation Can Transform Your Company. Online: URL: http://hbr.org/2004/04/deep-change-how-operational-innovation-can-transform-your-company/ar/1 [25th June 2012] Cirque due Soleil (2012): Mission, Goal and Values. Online: URL: http://www.cirquedusoleil.com/en/about/global-citizenship/introduction/mission.aspx [26th June 2012] Cirque du Soleil (2012): Career Transition.Online: URL: http://www.cirquedusoleil.com/en/jobs/casting/work/career-transition.aspx [26th June 2012] Cirque du Soleil (2012): Social Circus. Online : URL : http://www.cirquedusoleil.com/en/about/global-citizenship/default.aspx [26th June 2012] Canadian Heritage (2010): Government of Canada and Cirque du Soleil Announce Canada’s Cultural Program for Expo 2010 in Shanghai. Online: URL: http://www.marketwire.com/press-release/Government-Canada-Cirque-du-Soleil-Announce-Canadas-Cultural-Program-Expo-2010-Shanghai-1100427.htm [26th June 2012] Entrepreneur Media (2012). Online: URL: http://www.entrepreneur.com/encyclopedia/term/82494.html [1st July 2012] The Star (2008). Dubai firms buy 20% of Cirque du Soleil. Online : URL : http://www.thestar.com/entertainment/article/473172–dubai-firms-buy-20-of-cirque-du-soleil [4th July 2012]

Floods in India and Its Control Essay

Countries irrigated by an adequate river system are in many ways blessed. These rivers not only help agriculture, but they provide a cheap and efficient transport system for the development of internal trade. The saying goes—land divides, seas unite. But waterways bring also a good deal of misery to the people by causing devastating seasonal floods In India, for example, the sub-Himalayan regions of Uttar Pradesh, Bihar, Bengal and Assam are heavily flooded by the rivers of the Gengetic basin and the Brahmaputra, almost every rainy season. It brings untold sufferings to the people of these low-lying plains. Millions are rendered homeless; men and cattle die in large numbers; the damage to property including standing crops is incalculable. Besides, floods affect the health of the locality and increase the incidence of cholera, typhoid and other water-borne diseases. In 1922 and 1998 flood in North Bengal left a trail of devastation, essentially in Malda, Murshidabad areas. Floods are caused by an excessive flow of water in rivers during the rainy seasons, due mainly to torrential rain in catchment areas. This may be due to two natural causes. First, the melting of ice in glacier on the mountains may thus supply a river with volumes of water much in excess of its containing and carrying capacity. Secondly, heavy rains on the mountains cause an excess of water supply. In either case, the excess water overflows the embankments and submerges the low-lying plains. Bursting of dams and also Bridges in protective embankments lead to inundation. This causes large-scale deforestation. As for example, in the Terai regions during the war, floods destroyed the natural embankments of a river. Occasionally earthquakes, by changing the course of a river, or by raising its basin or choking and silting the riverbed cause flood Another contributory cause is the construction of railway bridges without leaving provision for the natural outflow of flood-water. Of course, floods in an agricultural country have often been looked upon as a blessing in disguise. Floods leave behind on the submerged areas a rich alluvial or silt-deposit, which greatly increases the fertility of the soil. This soil on either side of the Nile owes its fertility to the annual flooding of the area, which submerges large regions, even after the construction of Aswan Dam in Egypt. Nehru used to say—give unto the river what naturally belongs to her, i. e. homesteads should not be built on riversides or on temporary char lands. That is a sure preventive measure, better than steps to resist after-effects. Men have tried from the earliest times to build protective embankments against the incidence of floods. Ordinarily these can be made sufficiently strong to resist the usual type of floods. A system of canals to irrigate the low-lying plains affords considerable escape route for the excess water caused by a normal rainfall. But these embankments should have to be maintained properly. Modern river engineering and hydro-dynamics, however, have led to a fundamental change in the principle. It is now realised that effective control of flood should begin at the source. Flood control, therefore, in these days has moved upstream. This includes the building of adequate reservoirs in the head stream area and the application of the principle of multipurpose river control. The building of a sufficient number of reservoirs is a long-drawn and costly process. Public sentiment may not take kindly to it; for it necessarily causes large-scale displacement of population as has been noticed in the Narmada Banchao movement of Sm. Patakar. For taming the turbulent Damodar, the age-long ‘river of sorrow’, by constructing the Tilaya, Mython and other dams across her, many Bihar villagers had to be shifted, and this was not liked by the local population. The future, no doubt, belongs to successful working of multi-purpose schemes. So petty objections, raised by individual or local interest, must give way before the larger needs of the people. In recent years, the rainy season has brought heavy floods all along the sub-Himalayan plains. The overflow of the tributaries of the Ganges and the Bramhaputra has caused untold sufferings to the people of these localities. Embankments have been broken, bridges have been washed away; villages have been waterlogged, cutting off all communications for days together. The utmost damage has been caused to the towns and villages of Assam by the Brahmaputra floods. The government must put up protective embankments; help the easy drainage of water by removing artificial obstructions, and by adopting local remedies for particular regions. It has been rightly said, â€Å"Rivers that overtop their banks and flood the adjacent lowlands offer a challenge to the people who must be ready to protect their fields from inundation. â€Å"

Description of Water Pollution Sources in Lake Victoria Research Paper

Description of Water Pollution Sources in Lake Victoria - Research Paper Example Lake Victoria has a surface area of 68800 km2 hence making it the second largest lake in the world. Currently, the lake is characterized by eutrophication and low dissolved oxygen due to pollution from human activity (Scheren et al., 2000). The pollution load is mainly domestic in nature with little industrial pollution. The article tries to identify a reliable method to gauge this pollution in terms of intensity and quantity from the various sources. Since the lake shares among three nations, Kenya, Uganda, and Tanzania, the research determines the pollution load from each side and the management policies in place and their effectiveness is curbing the pollution into the lake. The article also views policies for sustainable development useful in the region (Scheren et al., 2000). The lead researcher and author of the article are M. Scheren. A member of The United Nations Industrial Development Organisation based in Abidjan, Cote d'Ivoire (Scheren et al., 2000). The organization is responsible for monitoring and advising both the region and the United Nations Security Council on the effects of Industrial development on the environment. The second Author, H.A. Zanting is a member of the Faculty of Technology Management and center technology for sustainable development in the Eindhoven University of Technology in the Netherlands (Scheren et al., 2000). His expertise in sustainable development is key to the research as pollution due to increased human activity is an issue of sustainable development. A. M. Lemmens is a corresponding author in the research and often consulted on technical matters that require specialized opinion (Scheren et al., 2000). The increased pollution of Lake Victoria is the recent past that has subsequently resulted in immense alterations in the chemistry and biology of the lake’s ecosystem necessitated the research.

Strategic Analysis of Proctor&Gamble Essay Example | Topics and Well Written Essays - 2250 words

Strategic Analysis of Proctor&Gamble - Essay Example The structure P&G adopted changed from a â€Å"Global Matrix† to a hybrid organizational structure. Roald Jean Degenalso termed it as â€Å"Front-Back Hybrid Matrix organization† structure. The structure focusses on two key areas in its operations; namely the customer markets designed on the front end and the end products designed on the back end. Therefore, it can combine both customer focus and responsiveness, and the global-scale economies together.P&G has four major divisions with each having a sub-division. These include Europe consisting of Middle East/Africa, Western Europe and Central Europe. North America has the United States/Puerto Rico and Canada. Latin America has Asia/Australia. Lastly, Greater China, with its headquarters at Singapore, has Northeast Asia, Australia and India/ASEAN.Baby care/family care, healthcare, snacks and beverage, beauty care /feminine care and fabric/homecare. The organization functions from an additional matrix across two parallel organizations. Key areas of focus here include finance and accounting, information technology, customer business developments, product supply, external relations, consumer and market knowledge, research and development, legal and human resources. There are unit managers charged with two responsibilities. These include looking after the product, as well as the other region. In this matrix structure, the power between different business units is balanced by reporting higher up in the hierarchy.

Factors affecting performance - Fluid intake Essay

Factors affecting performance - Fluid intake - Essay Example Additionally, blood plasma ensures that the arteries and other blood vessels have sufficient fluids. This prevents potential clogging of such tissues. In line with the above fact is the issue of blood pressure. Water plays a cardiovascular function; it ensures that the heart and the surrounding components of the system work correctly. Clogging in the blood vessels may lead to high blood pressure among various illnesses. 2 Water is a transport agent in the body; it is responsible for the transportation of nutrients, waste products, hormones, buffering agents as well as medication or other supplements. Waste products are eliminated from the body through a detoxification process. Water facilitates this by absorbing waste products from cells and transporting them to excretory organs such as the skin or kidney. 3 An example of such a waste product is excess amino acids. The amino acids are converted into urea and eventually eliminated from the body through the kidneys. Water moves this product from the cells. It also moves nutrients into the cells by acting as a solvent for them. Typical examples include glucose, vitamins and other minerals. Through this process, water enhances the body’s ability to metabolise nutrients and thus makes them available in the body. 4 It also plays a critical role in the transportation of hormones. For instance, it facilitates the transportation of insulin. This hormone works on glucose molecules in order to produce energy needed for physiological needs in the body. It is because of this function that blood has an effect on blood sugar levels hence susceptibility to diabetes. Transportation of buffering agents also occurs through the blood. The body needs to have a constant ph level of between 7.38 and 7.42. 5 Buffering agents are mild bases or acids designed to counter sudden increases in acidity or alkalinity of the blood. Examples here include a phosphate

Higher Education Curriculum and Program Planning(Future Directions Research Paper

Higher Education Curriculum and Program Planning(Future Directions Question ) - Research Paper Example For a suitable professional in the current employment forum, graduates should uphold skills that will help them make informed decisions and possess significant communication, leadership, organizational, problem solving and technical skills. Therefore, the curriculum in place should be able to offer proper and required expertise in executing various tasks that a professional job demands and generally require (College Placement Council, 1994). Curriculum change has been fundamental in ensuring that it conquers with the major changing trends in the global business environment where these changes and late developments have significant implications for the reform of the professional education programs. This however has resulted to rising innovation, better organizational adaptability and flexibility, hence overall improved productivity (AACU, 2002). Future of curricular design Considering the changing business environment, the future of the curricular design is an evolving one that involv es considerations that are integrated in trainees’ deliberate decisions about education goals, content, instructional materials and methods, and assessment within social-cultural and organizational contexts. In examining these continuous changes, there is a reflection on various factors that influence these changes as explained as follows. Curriculum history Curriculum has been changing but its time past has been in question because students used to passively received information and acquired information that did not connect or conquer with the contexts where it would be used. For instance, in courses that require technical knowhow, the curriculum did not match with the demands of the career that requires trainees to posses certain skills that will help improve the productivity of the organization. In the chronology of a changing curriculum, assessment was mainly used to monitor the students learning, with the major criteria being articulation of the right answers. Students t ypically worked as individuals rather than organizing them in study groups and engages each other in discussions that would impove their understanding. The main objective of the colleges by then was just to transfer knowledge from the faculty to students as the curriculum provided through score sheets such as multiple choices. However, due to the upcoming requirements and changing environment, the curriculum has been reformed at a greater significance (Van, 1995). Forces influencing curriculum design The demands of a transforming society with varying needs and a competitive global market have greatly influenced design for the curriculum. Various innovations that are upcoming requiring specialized expertise have mostly affected the design for the curriculum to actually demonstrate what the trainees will be faced with in the market. An economy that is growing in a competitive region and latest inventions will need a form of learning that will equip graduates with necessary skill to co unter the challenges presented in these developments and even improve the innovations such us in engineering and medical fields. Currently, various faculties have embraced the learning centered paradigm as they create and implement major curriculum reforms. Accreditation also has played a pivotal