The Summa Teologica By Thomas Essay - 691 Words

The Summa Theologica by Thomas Aquinasnbsp;nbsp;nbsp;nbsp;nbsp; Born in Italy, Thomas Aquinas was one of the most educated men of his time. Aquinas, whose family were noble, was educated as a monk and later continued his education at the University of Naples followed by the University of Paris where he studied the ancient Greek thought of Aristotle. Educated in both philosophy and theology,Aquinas is thought to be one of the most important philosophers of Catholicism. One ofAquinass most influential writings is the Summa Theologica. In this document, Aquinas clarifies four questions concerning the Church: Whether it can be demonstrated t Godexist? Whether it is always sinfuhatl to wage war? Whether it is lawful for Clerics†¦show more content†¦He first states that all wars are sinful, but if it is justified it is not a sin; however, I feel that just because one has authority over others, this shouldnt mean that he is excused from sin because of his stature; thus his reply is bios. The second necessity is that a just cause is required in order to wage war. According to his statement in objection two Further, whatever is contrary to a divine precept is a sin. But war is contrary to a divine precept; therefor, war is always sinful.;(172) By this statement he claims that war is sinful , but if its for the common good then it is just. Aquinas states it is justified for a man to wage war if the war is for the common good or for the good of those who he is fighting for. But if the one whom he is fighting for is not just in his actions of waging the war, then according to Aquinas, he is still just and lawful, this is a contradiction because he has stated that if a war is not justified, then it is sinful. In the third necessity Aquinas states The belligerents should have a rightful intention, so that they intend the advancement of good, or the avoidance of evil.; (173) This is a contradiction in that war is justified if it is for the advancement of good; however, he states Manly exercise in warlike feats of arms are not all forbidden, but those which are inordinate and perilous, and end in slaying

Definition Of Marketing And Marketing Strategy Essay

Definition of marketing? It s is a process in which wants changes into needs. The activities of an organization connected with purchasing and offering an items or administration. The marketing process is having direct connection with communication and requirements and the actual goal of marketing is to expand the sales of the company’s product as well as the Company’s profit. In the terms of marketing, there are some of key points which are connected with the marketing such as target market, market segmentation and consumer behaviour. 1 Product 2 Place 3 Price 4 Promotion Product – This includes the customer satisfaction and all its needs and demands. Moreover it also fulfil the demands of customers by competing the previous product and providing the customers as a updated one. Price – The price of the product maters for everyone whether the company or the customers. It puts a great impact on marketing strategy. Place – it plays a vital role in the organization as the location really matter for the customers and should be a near and easy to asses to the particular place. Promotion – It always reflects a positive status of the company in the market as the sale is depend upon promotion and by this the company can cover it all expenses. Diagram – Definition of marketing research Market research is about to talking with people, listening to them , doing survey, business meetings, analyzing the information to help organization make better decisions and reduce the risk.Show MoreRelatedThe Meaning of Marketing Strategy1470 Words   |  6 Pagesï » ¿The meaning of marketing strategy The contemporaneous business society is extremely dynamic and forces the economic agent to develop and implement a wide array of tactics in order to overcome the challenges raised by various categories of stakeholders. 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Leadership Equality, Justice, Truth, and Freedom Free Essays

Leadership: Equality, Justice, Truth, and Freedom| Busi 472- Organizational Ethics || Katherine Carpenter| 10/3/2011| Abstract | In this paper the reader will read about leadership. The basis for this paper is from a quote by Clarence Walton, â€Å"Leadership, an ill-defined word, comes from understanding and respecting four crucial ideas: equality, justice, truth, and freedom,† (Hosmer, 2011). This paper will illustrate the importance of the four ideas to leadership. We will write a custom essay sample on Leadership: Equality, Justice, Truth, and Freedom or any similar topic only for you Order Now Introduction Leadership is defined as â€Å"the position or function of a leader, a person who guides or directs a group,† (Dictionary. com, 2011). How does a person become a leader and what should that person’s values be to be a good leader? Clarence Walton said it best, he said â€Å"Leadership, an ill-defined word, comes from understanding and respecting four crucial ideas: equality, justice, truth, and freedom,† (Hosmer, 2011). The ideas stated by Clarence Walton are all important in building a talented leader. In this paper each of the four ideas will be expanded on. There have been many leaders in the past and the present who have been great leaders because they understood and respected the crucial ideas of being a leader. Equality in Leadership Equality is defined as â€Å"the state or quality of being equal; correspondence in quantity, degree, value, rank, or ability,† (Dictionary. com, 2011). Equality should be followed by a leader, because they will lose or never earn respect if they do not treat each person equally. Even when women were first allowed to work with the men they were not treated equally. Some women were only given jobs that others felt that a woman could handle and the women that did have the same job title as a man were paid significantly less than the man. A great leader is one that will look at the work that the person has done rather than judge them on their sex or color. â€Å"Discrimination of any kind undermines the strength of our communities,† (Association of Flight Attendants, 2011). I think that this is a very true statement, because if one or several are not treated equally then the help and support of those is lost making the whole weaker. Justice in Leadership Justice is defined as â€Å"the quality of being just; righteousness, equitableness, or moral rightness,† (Dictionary. com, 2011). Justice is an important quality for a leader to possess. If a leader was not just then his authority would be unfair, and people will not want to work for someone who is unfair. If a leader is not just then people will not hold the position long. Blaise Pascal who was a French philosopher said, â€Å"Justice and power must be brought together, so that whatever is just may be powerful, and whatever is powerful may be just,† (BookRags, 2001). There are many interpretations of the Goddess of Justice but the main ideas of her are that she is blindfolded balancing a scale and wielding a sword, (Dean, 1999). This shows that being just in leadership takes a lot of hard work and dedication to overcome any obstacles. If being a leader was easy then everyone would do it. Truth in Leadership Truth is defined as â€Å"the true or actual state of a matter,† (Dictionary. com, 2011). Truth is a very cut and dry topic. If it did not happen or something is just a little bit off then it is not the truth. A great leader will not lie or fabricate truth in order to gain respect or to try and get to a particular outcome. I have had leaders that have lied to me or only given me partial truth; I lost all respect for them and did not know when I could actually believe them. One of the biggest problem is when a leader tells one lie they will have to tell another to cover up the first lie. Telling just one lie is not possible and it makes people not trust a leader who have lied to them. A leader who wants to be a good leader or wants to gain the respect of others should always strive to tell the truth. Freedom in Leadership Freedom is defined as â€Å"the state of being free or at liberty rather than in confinement or under physical restraint,† (Dictionary. com, 2011). In this country we have many freedoms granted to us. All of our freedoms are written in the constitution. If we did not have those freedoms the only people that held jobs would be white males. There have been leaders in the past that have helped to give all people the freedom to be able to have jobs. Harriet Tubman was leader in her time helping to free slaves, she believed in the freedom of others. After Harriet Tubman helped free slaves in the Underground Railroad she pursued women’s rights, (Women in History, 2011). Conclusion In this paper the effort was put into trying to show that great leaders will have certain qualities. There have been great leaders in the past that have helped to define what great leadership is. â€Å"Leadership, an ill-defined word, comes from understanding and respecting four crucial ideas: equality, justice, truth, and freedom,† (Hosmer, 2011) is the definition that we can use for leadership. If we look upon the great leaders of the past and the four crucial ideas stated in this paper then incorporate that into ourselves we to can become great leaders. Being a great leader also takes a great deal of work so that others will respect and look up to the leader. References Association of Flight Attendants. (2011). Association of Flight Attendants. Retrieved October 3, 2011, from AFA: The Leader of Equality: http://unitedafa. org/news/details. aspx? id=6233 BookRags. (2001). Brainy Quote. Retrieved October 2, 2011, from Blaise Pascal Quotes: http://www. brainyquote. om/quotes/authors/b/blaise_pascal_3. html Dean, M. A. (1999). Images of the Goddess of Justice. Retrieved October 2, 2011, from http://mdean. tripod. com/justice. html Dictionary. com. (2011). Dictionary. Retrieved October 2, 2011, from dictionary. com: http://dictionary. reference. com/ Hosmer, L. (2011). The Ethics of Management, A multidisciplinary Approach (Vol. Seventh Edition). New York, New York: McGraw-Hill . Women in History. Harriet Tubman biography. Last Updated: 10/3/2011. Lakewood Public Library. Date accessed 10/3/2011. http://www. lkwdpl. org/wihohio/tubm-har. htm How to cite Leadership: Equality, Justice, Truth, and Freedom, Essay examples

Sex And Bible Essay Example For Students

Sex And Bible Essay . ..The body is not meant for sexual immorality, but for the Lord, and theLord for the body.. .Do you not know that your bodies are members of Christhimself? Shall I then take the members of Christ and unite them with aprostitute? Never! Do you not know that he who unites himself with a prostituteis one with her in body? For it is said the two will become one flesh I Corinthians 6:13-16 When you have sex with someone, you becomeone. The husband should fulfill his marital duty to his wife, andlikewise the wife to her husband. The wifes body does not belong to her alonebut also to her husband. In the same way, the husbands body does not belong tohim alone but also to his wife. Do not deprive each other except by mutualconsent and for a time, so that you may devote yourselves to prayer. Then cometogether again so that Satan will not tempt you because of your lack ofself-control. I Corinthians 7:3-5 God created sex for marriage, and itis a good thing. But if they cannot control themselves, they shouldmarry, for it is better to marry than to burn with passion. I Corinthians7:9 No sex before marriage. May your fountain be blessed, and may yourejoice in the wife of your youth. A loving doe, a graceful deer may herbreasts satisfy you always, may you ever be captivated by her love. Why becaptivated, my son by an adulteress? Why embrace the bosom of another manswife? Proverbs 5:18-20 Drink water from your own cistern, runningwater from your own well. Should your springs overflow in the streets, yourstreams of water in the public squares? Let them be yours alone, never to beshared with strangers. May your fountain be blessed, and may you rejoice in thewife of your youth. A loving doe, a graceful deer may her breasts satisfy youalways, may you ever be captivated by her love. Why be captivated, my son, by anadulteress? Why embrace the bosom of another mans wife? For a mans ways are infull view of the Lord, and he examines all his paths. The evil deeds of a wickedman ensnare him; the cords of his sin hold him fast. He will die for lack ofdiscipline, led astray by his own great folly. Proverbs 5:15-23 Thispassage compares the wife to a cistern, well, and fountain which is a source ofpleasure to the man. Sexual pleasure is part of Gods purpose for sex inmarriage as can be seen in this passage. Such experience is designed for thecommitment and trust of marriage. Outside of marriage sex ultimately leads toguilt and loss of self-respect. Following are excerpts from the book Song ofSongs. Although the language is rather foreign to our culture, the basic messageis clear that physical love between a man and wife is scriptural. The husband isLover and the wife is Beloved. The brackets before eachquote show who is speaking. Beloved Like an apple tree among the treesof the forest is my lover among the young men. I delight to sit in his shade andhis fruit is sweet to my taste. He has taken me to the banquet hall, and hisbanner over me is love. Strengthen me with raisins, refresh me with apples, forI am faint with love. His left arm is under my head, and his right arm embracesme. Daughters of Jerusalem, I charge you by the gazelles and by the does of thefield: Do not arouse or awaken love until it so desires. .u1d69fd7096546d9f60d03f35931d2b55 , .u1d69fd7096546d9f60d03f35931d2b55 .postImageUrl , .u1d69fd7096546d9f60d03f35931d2b55 .centered-text-area { min-height: 80px; position: relative; } .u1d69fd7096546d9f60d03f35931d2b55 , .u1d69fd7096546d9f60d03f35931d2b55:hover , .u1d69fd7096546d9f60d03f35931d2b55:visited , .u1d69fd7096546d9f60d03f35931d2b55:active { border:0!important; } .u1d69fd7096546d9f60d03f35931d2b55 .clearfix:after { content: ""; display: table; clear: both; } .u1d69fd7096546d9f60d03f35931d2b55 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u1d69fd7096546d9f60d03f35931d2b55:active , .u1d69fd7096546d9f60d03f35931d2b55:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u1d69fd7096546d9f60d03f35931d2b55 .centered-text-area { width: 100%; position: relative ; } .u1d69fd7096546d9f60d03f35931d2b55 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u1d69fd7096546d9f60d03f35931d2b55 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u1d69fd7096546d9f60d03f35931d2b55 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u1d69fd7096546d9f60d03f35931d2b55:hover .ctaButton { background-color: #34495E!important; } .u1d69fd7096546d9f60d03f35931d2b55 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u1d69fd7096546d9f60d03f35931d2b55 .u1d69fd7096546d9f60d03f35931d2b55-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u1d69fd7096546d9f60d03f35931d2b55:after { content: ""; display: block; clear: both; } READ: Great Gatsby Essay Song of Songs2:3-7 Lover How beautiful you are, my darling! Oh, how beautiful! Youreyes behind your veil are doves. Your hair is like a flock of goats descendingfrom Mount Gilead. Your teeth are like a flock of sheep just shorn, coming upfrom the washing. Each has its twin; not one of them is alone. Your lips arelike a scarlet ribbon; your mouth is lovely. Your temples behind your veil arelike the halves of a pomegranate. Your neck is like a tower of David. built withelegance; on it hang a thousand shields, all of them shields of warriors. Yourtwo breasts are like two fawns, like twin fawns of a gazelle that browse amongthe lilies. Until the day breaks and the shadows flee, I will go to the mountainof myrrh and to the hill of incense. All beautiful you are my darling; there isno flaw in you. Song of Songs 4:1-7 Beloved My lover is radiantand ruddy, outstanding among ten thousand. His head is purest gold; his hair iswavy and black as a raven. His eyes are like doves by the water streams, washedin milk, mounted like jewels. His cheeks are like beds of spice yieldingperfume. His lips are like lilies dripping with myrrh. His arms are rods of goldset with chrysolite. His body is like polished ivory decorated with sapphires.His legs are pillars of marble set on bases of pure gold. His appearance is likeLebanon, choice as its cedars. His mouth is sweetness itself; he is altogetherlovely. This is my lover, this my friend Song of Songs 5:10-16Lover You are beautiful, my darling, as Tirzah, lovely as Jerusalem,majestic as troops with banners. Turn your eyes from me; they overwhelm me. Yourhair is like a flock of goats descending from Gilead. Your teeth are like aflock of sheep coming up from the washing. Each has its twin, not one of them isalone. Your temples behind your veil are like the halves of a pomegranate. Sixtyqueens there may be, and eighty concubines, and virgins beyond number; but mydove, my perfect one, is unique, the only daughter of her mother, the favoriteof the one who bore her. The maidens saw her and called her blessed; the queensand concubines praised her. Song of Songs 6:4-9 Lover Yourstature is like that of the palm, and your breasts like clusters of fruit. Isaid, I will climb the palm tree; I will take hold of its fruit. Mayyour breasts be like the clusters of the vine, the fragrance of your breath likeapples, and your mouth like the best wine. Beloved May the wine go straight tomy lover, flowing gently over lips and teeth. I belong to my lover, and hisdesire is for me. Song of Songs 7:7-10 Beloved I am a wall andmy breasts are like towers. Thus I have become in his eyes like one bringingcontentment. Song of Songs 8:10 Dedicated love between marriagepartners should bring fulfillment and contentment. The end result of shared loveis contentment.Religion

King Arthur Essays - Holy Grail, Cornish People,

King Arthur There has been a lot of material written about the legendary King Arthur and although he has been a popular figure inliterature for over 800 years, not a lot is known about the real Arthur. It is believed that Arthur was a 5the-century British King named Riothamus (meaning "high king") who ruled from 454 - 470 A.D. and led an army into Gaul where he was defeated by the Goths of Burgundy. Two men by the names of Jordanes (6the century) and William (11the century) contributed to the legend of Arthur. Their input was perhaps the real basis of future adaptations of the story. Arthur appeared in literature as a national hero in a book written in Latin by Geoffrey of Monmouth called Historia Regum Britanniae (meaning History of the Kings of Britain). he book supposedly covered history from 1200 B.C. to 689 A.D. Geoffrey includes many sources of information with his work but most scholars believe it to be a fictional bibliography added only to give his book some credibility. Therefore his work is considered to be literature not factual history. Geoffrey is the one responsible for the portrayal of Arthur as a splendid King who conquered the British Isles and much of Europe Introduced by Geoffrey are Guenevere, Merlin, information about Arthur's strange birth and death and the concept of chivalry. Due to the tremendous popularity of Geoffrey's book, authors like Robert Wace and Chretien de Troyes continued on with the development of King Arthur and his life, adding yet more detail and depth to the story. Robert Wace concentrated on the Arthurian aspect of the story while Chretien concentrated on the romantic aspect of Arthur's life. Some of the new elements added include d the Round Table, courtly love and the love affair between Lancelot and Guenevere. In 1205 A.D. Layamon wrote the first English version of the King Arthur stories with a distinctly British perspective. Another nationalistic version of the story was Morte Arthure. This version was centered around fighting and action diminishing many of the character's parts, like Lancelot for instance. Perhaps the most widely accepted story of Arthur was written in 1485 by Sir Thomas Malory. Malory combines aspects of Wace, Chretien, Geoffrey and Layamon, expands on Arthur's court by adding short stories about some of Arthur's most important knights and writes of the collapse of the Round Table.

Workplace Etiquette10 of the Most Obnoxious Things You Can Do at Work

Workplace Etiquette10 of the Most Obnoxious Things You Can Do at Work The rules for workplace etiquette aren’t exactly posted in every office for convenient reference. But that doesn’t mean you shouldn’t learn and follow them. It’s never to late to make sure your behavior isn’t going to offend anyone or keep you from getting ahead. Here are 10 things you should make sure you never do at work.1. Talk, loudly, on your phoneYou think it’s okay to answer your cell at your desk? Then roam down the hall talking at full volume as you walk to get a cup of coffee or a photocopy? Think again. You’re actually being very disrespectful. Not to mention disrupting everyone you pass.2. Chew or slurp out loudIt’s gross and it annoys people. Keep your noodle/soup/coffee/ice chips sounds to yourself. Yes, even at your cubicle.3.  Not change after the gymGood for you for working out during your work day! But don’t you dare go back to your desk without showering or changing clothes. Ew.4. Fight loudly on the phoneSure, arguing with your S.O./parent/roommate is a necessary thing sometimes. But don’t take the call in a public setting and force everyone around you to listen in.5.  Apply stinky beauty productsDon’t take off or apply nail polish (or nail polish remover) at your desk- or anywhere in nose-shot. It’s not a work activity, plus a lot of people are allergic or sensitive to the smell. For that matter, go easy on the perfume or cologne as well.6. Bash your coworkersNever try to talk smack about one co-worker with another co-worker. It will not end well for you.7. Show up late and moochDon’t show up to the meeting late, first of all. Second of all, don’t expect the people who were on time to fill you in. It’s your bad and your responsibility to catch up. Don’t waste everybody else’s time.8. Talk private money mattersNo matter how broke you are, or how curious, talking salary is never a good idea at work. Keep your financial st atus to yourself and let others do so too.9. Be a jerkYou want to invite one co-worker to lunch or happy hour, but you just can’t do it if there’s another co-worker in ear shot, or worse, standing right there with you. Send an email or a text if you want to be exclusive.10. Get politicalKeep your political (and religious, for that matter!) views to yourself.Just think how much easier our work lives would be if everybody knew and followed these few easy rules.

Isadora Duncan harmony with dance Research Paper

Isadora Duncan harmony with dance - Research Paper Example Her free flowing pattern of dress is said to be influenced by the Greek style (Lomask, 1997). Her unrestricted and graceful movement of body has given her a special place in the works of various artists like writers, sculptors, painters, actors, musicians and film makers (Uminski, 2007). However, Duncan was overtly criticized by the narrow minded section of the society according to which she was far too advance than the era in which she was living (Uminski, 2007). Brought up in poor apartments, Duncan spent her childhood dancing alone on the beaches (Lomask, 1997). Hardships in her life made her stand up for deprived children and distressed women (Lomask, 1997). The maestro wanted to perform for mesmerizing the souls of the less privileged rather than for minting money (Lomask, 1997). This was clearly reflected in her costumes and make up. The dancer has clearly stated: (Duncan, 1927) When I speak of my School, people do not understand that I do not want paying pupils; I do not sell my soul for silver. I do not want the rich children. The have money and no need for Art. The children I long for are the orphans of the war, who have lost everything, who no longer have their fathers and mothers. As for me, I have little need of money. Look at my costumes. They are not complicated; they did not cost very much. Look at my decors, these simple blue curtains I have had since I first started dancing. As for jewel, I have no need for them. A flower is more beautiful in the hands of a woman than all the pearls and diamonds in the world. Collaborating Artists: Edward Gordon Craig & Constantin Stanislavski Isadora Duncan had an umpteenth number of artistic collaborators. Edward Gordon Craig and Constantin Stanislavski were considered as the chief collaborating artists for Duncan. The dancer met Craig, an actor, director, designer and graphic artist for the first time in Berlin in December 1904 (Zavrel, 2003). In the same year, Duncan opened her first dance school in Grunewa ld and her group was later known as the â€Å"Isadorables† (â€Å"Chapter 2†, n.d.). The two of them met again in Duncan’s recital, a Chopin program which was conducted in a simple background (Zavrel, 2003). Craig was highly impressed by Duncan’s performance and fell in love with her. Their love gave way to Duncan’s first daughter, Deidre who met with an unfortunate death in 1913 (Craig, n.d.). Craig eventually parted away with Duncan whom he used to call â€Å"Topsy† in 1907 (Craig, n.d.). A couple of years ago, both Duncan and her stage designer, Craig were brought into discussion (Holroyd, 2009). According to Holroyd, Duncan’s â€Å"nine-minute pas de deux with Craig is a wonderfully sustained and ingenious piece of erotic interplay†¦Ã¢â‚¬  (Holroyd, 2009). During her tour of Russia between 1904 and 1907, Duncan first met Constantin Stanislavsky, the popular Russian theatre director who had deep admirations for the dancer (à ¢â‚¬Å"Chapter 2†, n.d.). At that time, Stanislavsky was occupied with Method of acting (Uminski, 2007). It has been stated, â€Å"The famous Stanislavsky Method of acting is nothing more than a device for switching on at will what Isadora called the ‘motor in my soul.† (Mazo, 2000:52) The director sponsored Duncan’s school in Russia where she had plans to educate children in dance (Uminski, 2007). In 1908 Isadora introduced Craig to Stanislavsky who offered Craig to direct their production of Hamlet (Edward Gordon Craig,

DELL Case Study Analysis (Marketing) Essay Example | Topics and Well Written Essays - 1000 words

DELL Case Study Analysis (Marketing) - Essay Example At times a key success factor can also be the key vulnerability of a company. In Dells case, it is their over dependency on short term just in time delivery system. All other success factors hinge on this. For example, the low cost, fast delivery, and customer service are all dependent upon the efficiency and smooth functioning of the JIT system. While JIT can be a excellent platform to build competitive advantage, it is dependent upon a host of other business partners involved within the supply chain. Even If one or two suppliers are affected the whole operation of Dell is vulnerable. As only 4 days inventory is held, this risk is further heightened. Another vulnerability of Dell lies in its dependency on its unique business model of reaching customers directly while eliminating the middle links in its distribution chain. While most companies today look in to innovative distribution structures termed as Vertical Marketing Systems which integrate the activities of each link in the distribution chain (Armstrong & Kotler 2000), Dell had chosen to do away completely with the distribution chain. Dell unlike other IT hardware and accessory manufacturers does not depend upon retailers and distributors in taking their product to the customers. With its innovative approach to distribution, the company allows the consumers to log on to the Dell Web site and place orders after they configure their PC’s as per their own specifications. While this unique business model cuts costs and allows for customer responsiveness and interactive marketing communications with the customers, it will be a less effective channel as Dell enters in to unsophisticated markets, which holds future growth potentials. As Dells major US and European markets saturate, the company as other competitors in the industry needs to tap on to emerging markets such as China, India and other developing nations to support its growth. However these markets may still not be very sophisticated

Insulin-Dependent Diabetes Mellitus Essay Example | Topics and Well Written Essays - 750 words

Insulin-Dependent Diabetes Mellitus - Essay Example (Condition: Insulin dependent Diabetes mellitus, 2008) Specifically, in type 1 diabetes, the beta cells of the pancreas produce little or no insulin, the hormone that allows glucose to enter body cells. This glucose serves as the source of energy in the body, when this hormone is not produced the cells does not gets adequate energy to perform the activities. When enough insulin is not present, the body is not able to use glucose as source of energy. The body is unable to use this glucose for energy despite high levels in the bloodstream, leading to increased hunger. (Condition: Insulin dependent Diabetes mellitus, 2008) Moreover, the high levels of glucose in the blood lead to more urination in the patient and further also lead to excessive thirst. Not more, within 5-10 years most of the beta cells are destroyed and the body no more produces insulin. (Diabetes, 2005) Type 1 diabetes can occur at any age, but it usually starts in people younger than 30. Symptoms are usually severe and occur rapidly. The cause of the insulin dependent diabetes mellitus is unknown, but some research shows a viral infection may play a positive role where is causes destruction of f the insulin secreting tissues that often lead to inflammation of the pancreas. It is also reported that there are some genes responsible for causing this disease, but the pattern of inheritance is complicated. The child of a person who has insulin dependent diabetes mellitus is at a greater risk of developing the same type of the disease. But, most of the children affected with IDDM have parents who are not already affected with IDDM. Dietary measures can be used to help control the disease, but it also must be treated with insulin injections. (Condition: Insulin dependent Diabetes mellitus, 2008) The symptoms leading to IDDM develop quickly and very severe. Some of the symptoms are listed below: 1. Frequent Urination; 2. Unusual Thirst; 3. Extreme hunger; 4. Usual weight loss; 5. Extreme fatigue; 6. Irritability; 7. Nausea; 8. Vomiting; 9. Confusion; 10. The smell of the breadth is like acetone. (Condition: Insulin dependent Diabetes mellitus, 2008). If the patients encounter symptoms above then he or she should consult a doctor. The diagnosis that the doctor will perform will be doing a physical exam and some laboratory blood tests. The doctor will also work upon the optimum insulin dosage to treat hyperglycemia (high blood pressure). The dose of the insulin depends on person to person and will vary with period of time. The calorie intake will also be discussed and the amount of insulin will be panned with physical activity that will be required to reduce the blood glucose level and the thus the need of the insulin. (INSULIN DEPENDENT DIABETES MELLITUS (IDDM). Other tests like urinalnyis, glucose tolerance test, Fasting blood glucose and Glycosylated hemoglobin AIC level can also be performed. If the patient is suffering from any eye problems or any problems that involves problem with vision than operation will also be performed. Other complications might include gangrene and coronary heart disease. (INSULIN DEPENDENT DIABETES MELLITUS (IDDM). A vitamin D dose of 2000 IU per day is given during the first year of a child's life in Northern Finland because it is believed that there is a reduction of getting Type 1 diabetes latter in life, and the

Impact Of Globalization And Challenges Faced By It Economics Essay

Impact Of Globalization And Challenges Faced By It Economics Essay As a term globalisation is defined as the merging of the economies and societies all over the world. Out of the few hundred definitions we are going to see some of the definition concerned with the global economy and business perspective. It can be defined as is the closer integration of the countries and peoples of the world brought about by the enormous reduction of costs of transportation and communication, and the breaking down of artificial barriers to the flows of goods, services, capital, knowledge, and people across borders (Joseph Stiglitz, 2003, pg :22). Expanding, developing, and speeding up of global interconnectedness is meant as globalisation (Held, 1999). Globalisation is a fashionable word to describe trends perceived to be dramatically and relentlessly increasing connections and communications among people regardless of nationality and geography (Tobin, 1999). Globalisation trend in the past golden years First thing that strikes us about globalisation is the sharp expansion of the financial and trade market and the government declining in its power in the past two decades. But globalisation has undergone a series of different stages in the early eras. There are several stages of globalisation according to Alex MacGillivray (2006) which we are going to see in detail in this section. Iberian Carve up (1490-1815): During this period the Spain and the Portugal with the support of the Pope started the colonial competition around the world with the long distance trade. Britannic meridian (1815- 1914): During this period the British Empire leaded the imperial power which enforced the global gold standard and it created round the world shipping. Sputnik World (1914-68): This was period in this decolonization took place which lead the USA and Soviet Union to struggle for the influence in the world. There was a rapid economic growth along this period. Global Supply Chain (1968-2001): This was the real golden period of globalisation where the entire world was interconnected by supply-chains, internet and the mobile phones. The global free market was growing rapidly and effectively in this period of globalisation stage. Thermo Globalisation (2001- till date): This is the current situation where the countries are united and struggling to prove their best in the competitive global market with the other countries. The global communication system and development in the global trade and commerce is blooming at very rapid rate. The recent tends of the effects of the Globalisation in the world. World GDP real growth rate (%) Table1: World GDP rate, (CIA 2010). Figure 1: World Inflation rate, from 2000 to 2009 (CIA 2010). The GDP growth of world was increasing from the year 2002 to 2008 due to increase in the globalisation trend. Due to out sourcing of jobs and increasing the choice in the product in the global market the GDP rate of the each country increases. Even though the GDP growth increases overall but when we come to the GDP growth in regards to each and every country the developed countries is higher than the developing countries. The wages paid for the out sourced jobs are less compared to that paid in their own countries. World Inflation rate (%) Table2: World Inflation rate, (CIA 2010). Figure 2: World Inflation rate, from 2000 to 2009 (CIA 2010). Due to the increase in the globalisation the inflation rate is decreased drastically and now it is maintained due to increasing global market. The employment rate is increasing due to globalisation are certain parts of the world and they even decrease the employment rates especially in developed countries. All these are described in detail in the further sections of the paper. CHAPTER 2 Is Globalisation a Good Thing? There is a heated debate about the true effects of globalisation and if it really is such a good thing. Good or bad, though, there isnt much argument as to whether or not it is happening. Lets look at the positives and negatives of globalisation, and you can decide for yourself whether or not it is the best thing for our world. Positive impact of Globalisation Globalisation has sea of positive aspects in the development and the improvement of the countrys GDP growth, employment rate and the world market. The paper is going to discuss about the positive factors of globalisation. The global economic resources are circulated all over the world which increases the economic linkage. The commodity, services, capital and human resources has a free flow between the national boundaries. The free trade between countries are increased. Due to this there is an increase in demand which in turn increases the production sectors. Since there is always a competition in the world market the possibly of inflation is reasonably less and the innovative ideas will increase to meet the competition. The communication among the countries is increases this develops the understanding between nations and we have a cultural interchanges among countries (Burande 2006). There is a greater access to foreign culture in the form of movies, music, food, clothing, and more due to this the global village dream becomes more realistic. We dont have a single power ruling the world after the increase in globalisation so the focus is segregated among all the countries in the world. The standard of living in the developing countries will increase due to the increase in the flow of money. The developing countries are able use the current technologies without problems associated with the development of the technology. The war between the developed countries is decreases due to equality in power. The developed countries can increase the investment on the developing countries due to increase in the liquidity of capital (Poux 2007). The environmental conditions in developed countries are increased. The countries tend to move towards democratic policies. International trade and tourism increases due to increase in globalisation. Due to free circulation of people from different countries is increased this in turn leads to social benefits. Global environmental problems like cross-boundary pollution, over fishing in oceans, climate changes are solved by discussions. International criminal courts and International justice movements are launched to control the crime. The standards applie d globally like the patents, copyright laws and the world trade agreements are increased and standardised. The local consumer products are exported in the global market which in turn increases the GDP growth of the countries. The subsidies for the local businesses are decreased. Free trade zones are formed which has less or no tariff rates. Challenges faced due to Globalisation Globalisation has lots of challenges to be faced in the both developed and developing countries. It creates inequality in income and lots of other issues which the paper discusses in this section. The benefits of globalisation are not universal. The rich are getting richer and the poor are becoming poorer. Due to globalisation the major issue is the outsourcing, which provides jobs population in one country and takes away jibs from other countries which lead many without opportunities.   Europeans lose their jobs as the work is being outsourced to the Asian countries. The cost of labour in the Asian countries is low as compared to other countries. The high rate of profit for the companies, in Asia, has resulted in a pressure on the employed Europeans, who are always under the threat of the business being outsourced. This in turn has led to exploitation of labour. Prisoners and child workers are used to work in inhumane conditions. Safety standards are ignored to produce cheap goods. Earlier people had stable, permanent jobs. Now people live in constant dread of losing their jobs to competition (Lovekar n.d.). Increased job competition has led to reduction in wages and conseq uently lower standards of living. Local industries are being taken over by foreign multinationals. The increase in prices has reduced the governments ability to sustain social welfare schemes in developed countries. There is increase in human trafficking. Multinational Companies and corporations which were previously restricted to commercial activities are increasingly influencing political decisions. Large Western-driven organizations such as the International Monetary Fund and the World Bank make it easy for a developing country to obtain a loan. However, a Western-focus is often applied to a non-Western situation, resulting in failed progress. Companies are as opening their counterparts in other countries (Fischer, 2003). This results in transferring the quality of their product to other countries, thereby increasing the chances of depreciation in terms of quality. The threat that the corporate would rule the world is on high, as there is a lot of money  invested by them. It is often argued that poor countries are exploited by the richer countries where the work force is taken advantage of and low wages are implemented. Although different cultures from around the world are able to interact, they begin to meld, and the contours and individuality of each begin to fade. Bad aspects of foreign cultures are affecting the local cultures through TV and the Internet. There are experts who believe that Globalisation is the cause for the invasion of communicable diseases and social degeneration in countries. There may be invasive species that could prove devastating in non-native ecosystems. There is little international regulation, an unfortunate fact that could have dire consequences for the safety of people and the environment. Companies have set up industries causing pollution in countries with poor regulation of pollution. Terrorists have access to sophisticated weapons enhancing their ability to inflict damage. Terrorists use the Internet for communicating am ong themselves. Comparison between Benefits and Challenges No. Benefits of Globalisation Challenges of Globalisation 1 Economies of countries  that engage well with the international economy have consistently  grown much faster  than those countries that try to protect themselves. Well managed open economies have grown at rates that are on average 2  ½ percentage points higher than the rate of growth in economies closed to the forces of globalisation. There are  social and economic costs  to globalisation. Trade liberalisation rewards competitive industries and penalises uncompetitive ones, and it requires participating countries to undertake economic restructuring and reform. While this will bring benefits in the long term, there are dislocation costs to grapple with in the immediate term, and the social costs for those affected are high. 2 Countries which have had faster economic growth have then been able to  improve living standards and reduce poverty. India has cut its poverty rate in half in the past two decades. China has reduced the number of rural poor from 250 million in 1978 to 34 million in 1999. Cheaper imports also make a wider range of products accessible to more people and, through competition, can help promote efficiency and productivity. Some countries have been unable to take advantage of globalisation and their  standards of living are dropping further behind the richest countries. The gap in incomes between the 20% of the richest and the poorest countries has grown from 30 to 1 in 1960 to 82 to 1 in 1995. 3 Improved wealth through the economic gains of globalisation has led to improved access to health care and clean water which has increased life expectancy. More than 85 percent of the worlds population can expect to live for at least sixty years (thats twice as long as the average life expectancy 100 years ago!) Increased trade and travel have  facilitated the spread of human, animal and plant diseases, like HIV/AIDS, SARS and bird flu, across borders. The AIDS crisis has reduced life expectancy in some parts of Africa to less than 33 years and delays in addressing the problems, caused by economic pressures, have exacerbated the situation. Globalisation has also enabled the  introduction of  cigarettes and tobacco  to developing countries, with  major adverse health and financial costs  associated with that. 4 Increased global income and reduced investment barriers have led to an increase in foreign direct investment which has accelerated growth in many countries. In 1975, total foreign direct investment amounted to US$23 billion while in 2003 it totalled US$575 billion. The increasing interdependence of countries in a globalised world makes them  more vulnerable to economic problems like the Asian financial crisis of the late 1990s. 5 Improved environmental awareness and accountability has contributed to  positive environmental outcomes  by encouraging the use of more efficient, less-polluting technologies and facilitating economies imports of renewable substitutes for use in place of scarce domestic natural resources. The  environment has been harmed  as agricultural, forest, mining and fishing industries exploit inadequate environmental codes and corrupt behaviour in developing countries. Agricultural seed companies are destroying the biodiversity of the planet, and depriving subsistence farmers of their livelihood. 6 Increasing interdependence and global institutions like WTO and World Bank, that manage the settlement of government-to-government disputes, have  enabled international political and economic tensions to be resolved  on a rules based approach, rather than which country has the greatest economic or political power. Importantly it has  bolstered peace  as countries are unlikely to enter conflict with trading partners and poverty reduction helps reduce the breeding ground for terrorism. The major economic powers have a major influence in the institutions of globalisation, like the WTO, and this can  work against the interests of the developing world. The level of agricultural protection by rich countries has also been estimated to be around five times what they provide in aid to poor countries 7 Improved technology  has  dramatically  reduced costs and prices  changing the way the world communicates, learns, does business and treats illnesses. Between 1990 and 1999, adult illiteracy rates in developing countries fell from 35 per cent to 29 per cent. Trade liberalisation and  technological improvements change the economy of a country,  destroying traditional agricultural communities  and allowing cheap imports of manufactured goods. This can lead to unemployment if not carefully managed, as work in the traditional sectors of the economy becomes scarce and people may not have the appropriate skills for the jobs which may be created. 8 Modern communications  and the global spread of information have contributed to the toppling of undemocratic regimes and a growth in liberal democracies  around the world. Modern communications  have spread an awareness of the differences between countries, and  increased  the  demand for migration  to richer countries. Richer countries have tightened the barriers against migrant workers, xenophobic fears have increased and people smugglers have exploited vulnerable people. 9 The voluntary adoption by global companies of  workplace standards  for their internationalised production facilities in developing countries has made an important contribution to respect for international labour standards. Wages paid by multinationals in middle- and low-income countries are on average 1.8 to 2.0 times the average wages in those countries. Globalised competition can force a race to the bottom in wage rates and labour standards. It can also foster a  brain drain of skilled workers, where highly educated and qualified professionals, such as doctors, engineers and IT specialists, migrate to developed countries to benefit from the higher wages and greater career and lifestyle prospects. This creates severe skilled labour shortages in developing countries. 10 International migration has led to greater recognition of diversity and  respect for cultural identities  which is improving democracy and access to human rights. Indigenous and national culture and languages  can be eroded  by the modern globalised culture. Sources Source: Aus AID, 2004,  http://www.ausaid.gov.au/ Source: The World Bank, 2004,  http://www.worldbank.org/ CHAPTER 3 Impact on developed countries Advantages in Developed Countries: Diversification: The get diversified into the hi-tech industries due to the Globalisation and improvement in the global market. Production: The productivity improves due to more demand all over the world in the world market. The need for the product increases which in turn increases the productivity. Benefits: They become very beneficial since most of their needs are met by the foreign markets which might cost more in the local market. Disadvantages in Developed Countries: Losing of Jobs: The jobs are transferred to the poorer countries so that the companies need not pay high wages for the jobs done. This in turn reduces the jobs opportunities in developed countries. Reduction in taxes: The taxes paid on their products are reduced due to increase the sales in the world market which decreases their welfare benefits. Difference in rich and poor: The rich becomes higher in their standard of living and the poor remains the same or they might even get down in their standard of living. Impact on developing countries Advantages in Developing Countries: GDP Increase: If the statistics are any indication, GDP of the developing countries have increased twice as much as before. Per capita Income Increase: The wealth has had a trickling effect on the poor. The average income has increased to thrice as much. Unemployment is Reduced: This fact is quite evident when you look at countries like India and China. Education has Increased: Globalisation has been a catalyst to the jobs that require higher skill set. This demand allowed people to gain higher education. Competition on Even Platform: The companies all around the world are competing on a single global platform. This allows better options to consumers. Disadvantages in Developing Countries: Uneven Distribution of Wealth: Wealth is still concentrated in the hands of a few individuals and a common man in a developing country is yet to see any major benefits of Globalisation. Income Gap between Developed and Developing Countries: Wealth of developed countries continues to grow twice as much as the developing world. Different Wage Standards for Developing Countries: A technology worker may get more value for his work in a developed country than a worker in a developing country. Reversal of Globalisation: In future, factors such as war may demand the reversal of the Globalisation (as evident in inter world war years), current process of Globalisation may just be impossible to reverse. Conclusion Globalisation has both positive and negative impact on all the countries in the world market. Globalisation has lots of positive impact on developing countries like the increase in the GDP growth, increase in employment rate, diversification of products and services and lots more. On developed countries also it has positive impact like the increase in standard of living, purchase of foreign goods at cheaper rates compare to local market and many more. Even though it has lots of positive impact on each and every economy it has a greater amount of negative impact on the economies. The individualistic cultural and behavioural aspects of the economy are badly getting affected. The best goods produced in a country are exported, for making the maximum profit which in turn gives the local market the next grade or the lower grade products. The employment rates in the developed countries decreases due to outsourcing of the jobs. Even though globalisation is very important and a necessary fact or in everyday life the negative impact of it affects certain parts of our own nation. The benefits of it are not equally spread all over the world and within the nations. When it is researched more the challenges caused due to globalisation is more than the benefits of it. But at the same time globalisation is necessary for certain period of each ones life. So Globalisation is even more effective and more beneficial if all the sectors of the world are considered as one. So this paper can be concluded by saying that globalisation has to overcome all its challenges to make it beneficial and best for the world. Case Study Emergence of Globalization in India History In early 1990s Indian economy was in major crisis. It faced major problems such as fiscal deficit was increasing; inflation was high at 17%; foreign currency reserves decreased to $1 billion; NRIs did not invest in India. When Shri P.V.Narasimha Rao became prime minister of India in 1992, he took measures to make the Indian economy one of the fastest growing economies in the world and implemented the new economic model known as Liberalization, Privatization and Globalization in India (LPG). Steps taken in LPG Model to Globalize Indian Economy Some of the steps taken in LPG Model to develop Indian economy were: Firstly, Indian currency was devaluated by 18 to 19% to solve the balance of payment problem. Secondly, to make the LPG model work smooth many of the public sectors were sold to the private sector to increase government cash reserves. Thirdly, allowing FDI in a wide range of sectors such as Insurance (26%), defence industries (26%) etc. Fourthly, quantitative restrictions on imports were removed. Fifthly, the peak customs tariff was reduced from 300% to 30%. Finally, facilities available for foreign investors were open to NRIs. Merits of Globalization in Indian Economy Globalization led to the following developments. They are: Firstly, increase in FDI investments helped in economic reconstruction. Secondly, faster exchange of information, partnering with other nations for joint ventures and cultural interaction helped India to globalise faster. Thirdly, changes in technological development improved Indian Economy. Fourthly, outsourcing jobs to India increased employment opportunities. Finally, opening of international market created more opportunities. Demerits of Globalization in Indian Economy Few disadvantages during globalization were: firstly, threat of multinational corporations with immense power ruling the globe. Secondly, colonization for smaller developing nations while undergoing changes. Finally, it can lead to threat of cultural imbalance and spread of communicable diseases. Contribution of Indian Industries for Development of Indian Economy The strength of Indian companies is seen in recent times when Indian companys started expanding their territories and acquisitions globally. Phenomenal growth of information technology provided employment opportunities and drastically changed living standards. Lately realised by most multinational companies that India has immense potential has increased industrial developments in India (Malik, 2009). For, continuous growth India should pay immediate attention to ensure rapid development in education, health, agriculture and mainly infrastructure so that rural economic developments and industrial developments happen much faster. India still has the problem of poverty. The welfare of a country does not percolate from the top, but should be built upon development from the bottom. Conclusion India gained highly from the LPG model as its GDP increased to 8.8% 2010 (Trading Economics, 2010). In respect of market capitalization, India ranks fourth in the world. But even after globalization, condition of agriculture has not improved. The share of agriculture in the GDP is only 17%. The number of landless families has increased and farmers are still committing suicide. But seeing the positive effects of globalization, it can be said that very soon India will overcome these hurdles too and march strongly on its path of development.

Shakespeares The Tempest as a Microcosm of Society Essay -- Shakespea

The Tempest as Microcosm of Society      Ã‚  Ã‚   The Tempest is one of Shakespeare's most universal plays and, not coincidentally, is very much concerned with human behavior and emotion. As John Wilders observes in The Lost Garden, â€Å"Prospero’s island is what the sociologists call a ‘model’ of human society. Its cast of characters allows Shakespeare to portray in microcosm nearly all the basic, fundamental social relationships: those of a ruler to his territory, a governor to his subjects, a father to his child, masters to servants, male to female, and the rational to the irrational within the human microcosm itself" ([London: Macmillan Press Ltd., 1978], 127). Prospero himself is an observer of and experimenter with human behavior: he saw human nature at its worst when his brother usurped his dukedom and sent Prospero and Miranda off to almost certain death; he has tried to nurture Caliban’s human half and to teach the monster acceptable human conduct; he demonstrates a working knowledge of reverse psychology when he maneuvers his daughter into love with Ferdinand; and, finally, he examines his own behavior and emotions in relation to his enemies, relatives, and friends. Prospero and the play ask two questions: Is behavior such an Antonio's the basic nature of human beings; and, if so, can nurture improve upon nature? In modern terms, the play struggles with the ever-present debate over the impact of heredity and environment. His first observations--of Antonio's and Alonso’s treachery--were inadvertent and even unexpected; however, they prompted Prospero to shift the focus of his studies from â€Å"the liberal arts† to human behavior. Prospero has devoted himself to gaining knowledge and, as he admits to Miranda, neglected h... ...â€Å"the Ariel and the Caliban of which his own—and our—nature consists† (Wilders, New Prefaces to Shakespeare, 273); he has found the answer to the dilemma of nature vs. nurture in his own psyche, and with this knowledge he returns to the human society of Milan a more balanced, more complete human being than when he left it.    Works Cited and Consulted Hirst, David L. The Tempest: Text and Performance London: Macmillan Publishers Ltd., 1984. Rowman and Littlefield: Manchester University Press, 1980. Shakespeare, William   Measure for Measure 3.1.148 The Riverside Shakespeare, ed. G. Blakemore Evans Boston: Houghton Mifflin Company, 1974. Callaghan, Dympna William Shakespeare Oxford: Basil Blackwell, 1986. Wilders, John The Lost Garden London: Macmillan Press Ltd., 1978. Wilders, New Prefaces to Shakespeare Oxford: Basil Blackwell, 1988.

Martha Rinaldi Case Analysis Essay

BACKGROUND Martha Rinaldi, a twenty seven year old aspiring business woman who has recently completed her MBA. Originally from Iowa, she completed her undergraduate degree in Computer Science in 2006 from the University of Iowa. From there, Rinaldi began her MBA at a top notch business school in Chicago, with her focus on marketing. After completing her first year in the MBA program, Rinaldi took a summer internship as assistant to the Director of Promotions at a Chicago based restaurant chain called Deep Dive Pizza. During her short time at Deep Dive, Rinaldi contributed ideas about brand awareness and new product development. But her most noticeable contribution came from her final return on investments presentation. This persuasive presentation caught the attention of Deep Dive’s CEO, ultimately creating a job offer for her with the Deep Dive promotions team once she completed her MBA the following summer. When Rinaldi finished her MBA in 2008, she was faced with two offers. First, she had the opportunity to return to Deep Dive as a lead for a special projects team in the marketing department. Her second job offer was an assistant product manager at Potomac Waters in their Health Drinks Division. To help make her decision, Rinaldi began to research each company and self-assess her needs as they relate to her career ambitions. After careful consideration, Rinaldi decided Potomac Waters, a nationally established company with a proven record of marketing brilliance, would give her the best opportunity to meet her career ambitions and personal needs. INDIVIDUAL NEEDS & GOALS Need for Achievement and Individual Goals In this case Rinaldi has several underlying needs. Needs, physical or psychological, can describe behaviors associated with motivation. Rinaldi’s needs reflect her effort at Potomac. She wants to contribute to the success of the health drinks division and its brands, while learning a great deal from Potomac. She hopes her time at Potomac will provide her with the experience to drive forward her corporate career. The first of Rinaldi’s  needs is the need for achievement or growth. McClelland’s theory notes† individuals with the strong desire for achievement analyze situations, try to understand the chances of success, and set moderate achievement goals for themselves† (McClelland 160). Rinaldi demonstrates her need for achievement in several ways. First, she chooses to pursue higher education in an MBA to help her develop her career path. Secondly, Rinaldi took considerable time choosing between job offers after graduation. Her decision was Potomac Waters because she wanted to gain the knowledge and experience a nationally established firm like Potomac could provide. Although, a job at Potomac would be rigorous and challenging, she wanted to develop as a professional in the midst of a successful marketing department. Rinaldi demonstrates her need to achieve a third way, when she acknowledges Potomac promotes their assistant managers faster than the industry average. Here, she is already setting a goal and developing a vision to achieve a promotion to product manager with in the company. Need for Affiliation Rinaldi’s second need that can be identified is the need for affiliation: â€Å"to establish warm lasting relationships with others, to be liked, and to seek the approval of others† (McClelland 160). She demonstrates this need early as she researches Potomac Waters before she commits to their job offer. Rinaldi made a visit to Potomac in June of 2008, where she met with employees who were happy to get to know her. She had lunch with product managers who provided good feedback and told her they valued her energy and enthusiasm. Her perceived warm welcome to the company was a big driver in taking the position at Potomac. Another notable example of Rinaldi’s need for affiliation is during her time of employment at Potomac. Rinaldi works directly with associate product manager Jamie Vaughan, but reports to product manager Natalie Follet. Rinaldi has a strong desire to be liked and valued by Follet and Vaughan. Need for Autonomy Rinaldi felt her contributions to the return on investment assignment were noteworthy and deserving of the opportunity to participate in more assignments like it in the future. Rinaldi’s final identifiable need is the need for autonomy; the need to challenge her skills, to be assertive and independent. In the article â€Å"Employee Motivation,† the authors outline the  drivers of motivation: acquire, bond, comprehend, and defend (Nohria, Groysberg, Lee, 2008). Rinaldi’s need for autonomy parallels this article’s need to comprehend. She desires her job role to be meaningful and distinct within Potomac. In addition this role needs to foster a sense of influence and contribute to the company as well. The article emphasizes that in order to get people to do their best work, all four drivers of motivation need to be met. Rinaldi was hoping Follet would note her work performance, and assign her more challenging projects to contribute to the launch of Invi. Instead, Rinaldi went back to making copies, running errands and doing menial tasks for Vaughan such as story boards and power points. None of which used her skills as an MBA graduate. INDIVIDUAL BLOCKAGES AND OPPORTUNITIES Rinaldi’s effort and performance are connected. Influencing this connection are the individual opportunities and blockages: skills, abilities, training, experience, personality, attitudes and personal goals. These influences drive motivation and can cause a person to perceive low or high effort-performance expectancies. Skills and Experience Since taking the job at Potomac, Rinaldi used very little of her MBA education or skill set as she performed basic tasks and was discouraged to take the initiative on more important projects by Vaughan. She was computer savvy from her undergraduate degree in Computer Science. She demonstrated these skills during her internship with Deep Dive Pizza by creating a return on investment presentation for the potential allocation of funds towards a new computerized information system. Rinaldi also has experience in marketing from her internship at Deep Dive. Deep Dive prided themselves on brand marketing through flashy advertising of new products. Rinaldi contributed many great ideas on how to educate new franchise owners about the brand’s core elements. She also gained experience communicating the unique style of product development to new suppliers of Deep Dive. Rinaldi also has good reasoning skills. She was sure to weigh out the positive and negatives of each of her job offers following the completion of her MBA. She was self-aware of her needs for affiliation, achievement and autonomy. This prompted her to take the position that she perceived to give her the most  marketing training and education, to better prepare her for a marketing promotion in the future. Personality In addition to Rinaldi’s business education and work experience, her personality is a nice compliment (Figure 1.1). Personality is a set of traits or characteristics of a particular person. They can be categorized into five dimensions, also known as the Big Five Personality factors. Analysis of Rinaldi shows she is highly open to new experience. She is intelligent, broadminded, and imaginative. She shows these characteristics when she contributes distinguished ideas at marketing meetings, and her final presentation as intern at Deep Dive. Another example of her openness is when she decided to focus on marketing during her MBA study, even though her passion was computer science. She felt the pair was a great combination for success in business. Rinaldi also scores high in conscientiousness. Her ability to be dependable, thorough, hardworking and organized is noted throughout the case study. She worked many long hours on the return on investment project for Follet, reworked storyboards and PowerPoint’s for Vaughan on a time crunch, and is very organized in her thoughts processes. Although it is difficult to define if Rinaldi is highly extraverted, she is not reserved, quiet or shy. She seems to be outgoing when she visits with other managers and peers during her beginning stages at Potomac. She also meets other department managers for lunch on occasion to discuss work projects and performance. A fourth dimension of personality is emotional stability. Rinaldi is neither high nor low in emotional stability because she is calm and secure in who she is. However, Follet causes Rinaldi some emotional turmoil and anxiety at work. For example, when Rinaldi lent a hand to a coworker from another department who needed her help one morning (recognizing another’s need is an example of Rinaldi’s social awareness), she received an email from the Vice President of Marketing thanking her for her efforts, but reminding her that he values her time is best spent working on projects similar to the return on investment assignment she completed a few weeks prior. Follet was copied on this email as well. When Follet approached Rinaldi about the incident, she told Rinaldi it was ok to sometimes help out around the office, no matter  the circumstance. This meeting left Rinaldi confused as to whose directive she should follow. In this case study, Rinaldi seems to react to what happens, an external locus of control, rather than controlling what happens (Figure 1.2). She reacts to the way Follet and Vaughan treat her. They don’t give her the responsibility at Potomac to be a driver of change, but rather react to what happens instead. Rinaldi’s personality type is locus of control. She feels that the consequences of her actions are controlled externally by factors beyond her control, rather than an internal view. Some factors that influence a person’s destiny might be luck or fate. In Rinaldi’s case, she feels as if Follet controls her destiny at Potomac. Follet doesn’t give her meaningful projects to contribute to, which is then followed up by Follet in Rinaldi’s review saying that she â€Å"lacks initiative.† Emotions and Attitudes Rinaldi has negative emotions and attitude toward Vaughan. Attitude, as defined by Champoux, is â€Å"a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object† (Champoux, 106). Her cognitive part of that attitude is her belief Vaughan has been at Potomac for several years, is very analytical, but has limited marketing experience. Her affective attitude is based on the evaluations and feelings she experiences with Vaughan. These evaluations and experiences are as follows: Since day one in the case, Vaughan was distant and cold. This demonstrates his low value in agreeableness on the Big Five Personality chart. Rinaldi and Vaughan have a poor work relationship. In addition, he is hard to communicate with, causes work conflict with Rinaldi. She was only to answer to Follet, but yet, Vaughan proceeded to give Rinaldi orders and assignments. Her behavioral intentions are to try to work well with Vaughan on projects, but her friendliness and patience with him is low. Her attitude of Follet is based on emotions and evaluations she experienced with Follet. Rinaldi’s cognitive part of attitude is her belief Follet has high creative marketing ability. Her affective part of attitude is her observations and experiences with Follet. For example, when Follet confronted Rinaldi on the issue of taking orders from Vaughan, Follet told Rinaldi, â€Å"If Jaime asks you to do something, assume it’s for good reason (Hill 7).† This statement, like many others, is contradictory of Follet’s  rule that Rinaldi only reports to her. Examples like this cause Rinaldi emotional turmoil, anxiety, and confusion. She feels that Follet is always pushing her off, and perceives her as a know-it-all MBA who is demanding and impatient. Therefore, Rinaldi’s behavioral intention is to follow Follet’s orders because she is never sure of Follet’s reactions or emotions to any situation at Potomac. Emotional Intelligence Emotional intelligence is a three tier process by which an individual expresses emotions of others and oneself, manages emotion in others and oneself, and uses these emotions to direct behavior. There are four defining dimensions of emotional intelligence, self-awareness, self-management, social awareness, and relationship management. An emotionally intelligent person knows how to influence other people’s emotions. In this case, Rinaldi demonstrates self-awareness and management, as well as, social awareness (Figure 1.2). Rinaldi displays her self-awareness when she discusses her many skills and experiences early in the case. She describes her ability to perform and learn from her position at Potomac. She recognizes her narrow marketing knowledge and inexperience limits her ability to possibly perform at the Deep Dive job opportunity. An example of where Rinaldi exhibits her self-management dimension in the case is when she is working on the return on investment assignment for Follet and Vaughan. She works late a few evenings, showing her flexibility and dedication. When she completes the assignment, her efforts are not recognized by Follet or Vaughan. However, she controls her emotions, by not showing either of them her disappointment. And finally, Rinaldi demonstrates her social awareness when she realizes one of her colleagues is in distress trying finish some last minute projects at the office. Despite this occurs out of her department, Rinaldi pitches in to help. She is aware of her colleague’s anxiety and emotional distress, and is empathetic towards her situation. Perceptions Rinaldi has developed many perceptions of herself, Potomac, Follet and Vaughan. Perception is a cognitive process by which a person becomes of aware of something through the senses. A view of Rinaldi’s self-perception is her high self-esteem early in the case. She is confident of her  self-worth, skills and abilities because she was getting good feedback from other managers at Potomac. Rinaldi’s self-concept, a set of beliefs she has about herself, is she believes others view her as an enthusiastic and energetic new hire who can contribute many great marketing ideas to Potomac. When Rinaldi was choosing between her job offers after completion of her MBA, she perceived Potomac Waters to be an elite national business firm that had an exceptional marketing department. After talking with the Potomac recruiter, her attitude towards Potomac was positive, because only they could offer the utmost marketing training and grooming of any company. Unfortunately this perception of Potomac will change later on in the case. Rinaldi perceives Follet in many different ways. She recognizes the creative ability Follet fosters from her previous design experiences with other companies. She appreciates the complimenting relationship of Follet’s creativity, and Vaughan’s analytical way with numbers. They make a good team. However, Rinaldi notices that Follet is not providing her with the training she had hoped for. Rather, Follet was not organized for Rinaldi’s start at Potomac; Follet pushes Rinaldi off on Vaughan for busy work, and doesn’t provide consistent feedback. Rinaldi acknowledges Follet as her superior, and wants to be loyal to her. However, it is difficult with the varying responses she provides to every situation. Finally, Rinaldi has a negative perception of Vaughan. This perception is unchanging throughout the case. He pushes his menial tasks off on her, discourages her from taking initiative on more valued projects, and takes credit for all the work. His cold attitude towards Rinaldi and other coworkers makes it hard to communicate effectively. Except when Vaughan engaged in a shouting match with Rinaldi about come calculations she had made. That argument won the attention of everyone in the office. Rinaldi is aware of the strange relationship of Follet and Vaughan. They seem to be very in tune to what is going on between themselves and the department. A few notable examples are as follows. Follet sent an email to Rinaldi saying Vaughan perceived Rinaldi as restless a few days into her new position at Potomac. Follet, Rinaldi’s supervisor, didn’t observe this behavior, but rather takes into account Vaughan’s perceptions and attitudes. Or perhaps following the shouting incident between Vaughan and Rinaldi over a few calculations, Follet pulled Rinaldi aside and told her Vaughan is just misunderstood sometimes. This was  more than a misunderstanding of behavior, rather an excuse for Vaughan’s treatment of Rinaldi. ORGANIZATIONAL BLOCKAGES AND OPPORTUNITIES The link between effort and performance is not free of obstacles. In this analysis of Martha Rinaldi’s case, consideration must be given to organizational blockages or opportunities. These obstacles would include attitudes creating conflict, personalities other than Rinaldi, toxic emotions, behaviors of Follet and Vaughan, organizational design, resources and opportunities. Organizational Design and Socialization Organizational design and socialization is a process by which a company is structured and presented to the employees and the public. Potomac’s organizational design at first appeared to Rinaldi to be a great opportunity for training. She had met Doug Berman, group product manager in the Health Drinks Division, during her visit to Potomac and he shared with her his vision. Rinaldi also had positive feedback from other managers in regards to her good ideas, enthusiasm and drive. However, once she started she quickly realized it was not the experience she anticipated. She was not informed of her specific appointment or supervisor until her first day. When she arrived at the Health Drink Division, her supervisor sent an email notifying Rinaldi of her unpreparedness of her arrival. Follet was not organized for Rinaldi’s start, nor did she have a plan. One in the same, Vaughan offered no time to train or mentor Rinaldi since the launch of the Invi brand was priority. Rinaldi had a good first impression of the Bautista and thought she had a handle of his expectations from the young MBA new hires. But Rinaldi was never able to contribute or challenge her skills in many projects or presentations. The entry and encounter stage of socialization into Potomac Waters was proving to be a challenging one. Not only did Follet not teach her recent hire new tasks or responsibilities, her various reactions to situations were not indicative to office norms. Therefore, Rinaldi is stuck in stage two of socialization, unable to metamorphasize into a defined role. Without the ability to carve out her role at Potomac, she is constantly in conflict with Follet and Vaughan, as she tries to establish herself. Personalities of Vaughan and Follet A second blockage besides the socialization process, are the personalities of Follet and Vaughan (Figure 1.3). Follet is doesn’t seem to be highly extroverted. This can be taken in context. Notice the poor effort she puts into the conversations with Rinaldi. She is very distracted and appears too busy to be bothered by Rinaldi. This implies Follet is has very low social awareness. She isn’t aware of Rinaldi’s emotions or behaviors towards Vaughan. Figure 1.3 BIG 5 Personality Characterization Chart KEY: Follet does score high in emotional stability because she is secure and calm in her role as product manager. She appears confident in her creative skills when marketing the Invi brand, and relies on Vaughan for his analytical skills. She also seems to be high in conscientiousness. Follet’s history indicates she was a high achiever, but the case evidence suggests she hasn’t been able to transition into a leader or manager. This is demonstrated by her fierce drive to get the Invi brand marketed and meeting deadlines. She is not concerned with grooming her new hire as the brand develops, but rather is focused on getting to the final destination despite the costs. This again is an example of low social awareness and relationship management. Vaughan’s personality does not appear to be extraverted. He is cold, short with Rinaldi and other coworkers, and easily irritated. This is congruent with his low sense of agreeableness. He is not cooperative with others, especiall y a young ambitious MBA hire like Rinaldi. He doesn’t help her adjust to life at Potomac, nor does he care. He ranks high in emotional stability because of his confidence in himself, his skills and relationship with product manager, Natalie Follet. This confidence does not make him self-aware of his weaknesses or limitations. In the case, he gives orders and assignments to Rinaldi that aren’t directed by Follet. He doesn’t seem to feel any empathy for Rinaldi when he dumps multiple assignments on her at once. Vaughan’s relationship management is poor. He has no interest in including Rinaldi into the Invi team, discovering her skills and abilities, and developing those assets as the work together on projects. When Rinaldi did project calculations for Vaughan, he disagreed with her findings and made a huge shouting scene in the office. He doesn’t seem to have the  ability to control his own emotions or flexibility in working with Rinaldi, indicating low self-management. Toxic Emotions Toxic emotions in the work environment can be caused by abusive managers, unreasonable company policies, disruptive colleagues or customers, and poorly managed change within an organization. Vaughan’s toxic behaviors toward Rinaldi, such as the shouting conflict over the PowerPoint- storybook assignment, or Vaughan’s way of treating Rinaldi as a subordinate rather than a peer, are creating a negative work environment. Follet and Vaughan collaborate on the Invi brand and make excuses for each other’s behavior. When Rinaldi visits with Follet on her concerns and asks for help, Follet passes her off to Vaughan. When Vaughan and Rinaldi engage in conflict, Follet tries to smooth things over. However, no apparent improvement in behavior exists. Conflict reoccurs, and Rinaldi is forced to confront Vaughan about his behavior. This cycle is one of the reasons Rinaldi is considering if she should stay at Potomac or go back to Deep Dive. Organizational Opportunities These organizational blockages do have ramifications on Rinaldi’s expectancies, as do the following opportunities. Rinaldi perceives Potomac’s new brand Invi to be a wonderful opportunity to participate in all aspects of marketing, ultimately preparing her to better perform in a position like the one at Deep Dive. Marketing was essential to the beverage industry. Even in a time of recession nationally, Potomac was able to continually take market share away from competitors and grow their business. Potomac’s Health and Sports Drinks division was leading that growth, since consumers have trended towards healthier forms of beverage. Working with the new brand Invi would be demanding and rewarding. Rinaldi also saw opportunity in the organizations ability to promote from within. During her research of the company prior to taking her job there, she noted Potomac typically promotes its assistant product managers to product mangers faster than the industry average-three years or less. This is an advantage for ambitious Rinaldi to have a chance to manage her own brand and grow professionally. However, it can also be a disadvantage since Potomac typically changed manager’s assignments every 12-24 months. This is to help the product managers  experience all stages of product development and life cycle. Changing assignments will keep the work interesting, but could possibly prevent the development of close work relationships with coworkers. Company Goals In addition to opportunities, Potomac also has set company goals. Its utmost importance is growing its national brand recognition by taking over market share from traditional beverage companies. Potomac was taking these shares over by offering healthier drink options, rather than carbonated soft drinks. In addition, Potomac wanted to grow and expand market share in their three divisions-sports drinks, health drinks and carbonated soft drinks. Invi, one of Potomac’s newest fruit health drinks, was approaching product launch. Goal setting theory suggests these company goals are only achievable if the employees within a company clearly identify their roles. Pivotal role behaviors are behaviors a person must consent to, in order to remain part of the group or organization. These behaviors are linked to an organization’s core values. An example of a pivotal role Rinaldi must accept is identifying and respecting Follet as her supervisor. Rinaldi must take orders and follow Follet’s advice on marketing strategies and initiatives. Another pivotal role behavior is Rinaldi must accept Invi, and the Health Drinks Division at Potomac is leading the way in market growth and expansion. Rinaldi must understand the importance of this division to the survival and performance of the company and expect her contributions will impact the success of Potomac if she wants to be a member of the organization. A relevant role behavior is a good behavior that is not necessary or required of an individual to remain part of an organization. An example of a relevant role behavior was when Rinaldi was working late on her assignments to meet deadlines put in place by Follet or Vaughan. She didn’t have to work late, but did because she wanted to impress Follet and work on fulfilling her need for affiliation. By filling that need for affiliation with Follet, Rinaldi hoped Follet would eventually push more challenging assignments on to her and give her feedback as part of training. Inner Work Life The interplay between an individual’s perception, emotions and motivators has an influence on their work performance. In the article â€Å"Inner Work Life,†Ã‚  Amabile and Kramer describe how a manager’s behavior can influence a subordinate’s work life. The article suggests most managers are not aware of the inner work lives of their employees, and do not value the relationship inner work life has on performance. We see this play out in the case study. Follet is not aware of Rinaldi’s way of making sense of workday events; the value she places on learning new tasks or assisting in the launch of Invi; her frustrations towards Vaughan and her role within the department; her need for achievement, autonomy and affiliation; and motivators for wanting to work at Potomac. Follet did not take an all-inclusive look at what Rinaldi was thinking and feeling as she worked in the department. Because Rinaldi’s inner work life was seldom expressed, Follet f ailed to recognize the drivers of Rinaldi’s performance. PERFORMANCE Once the obstacles and opportunities have been identified that link effort to performance, analysis of â€Å"what happened† can be discussed. Rinaldi’s personality, skills, emotions, attitudes, perceptions and goals influence her expected performance. As did the attitudes, emotions, personalities of Vaughan and Follet, Potomac’s goals and socialization process influenced Rinaldi’s effort-performance expectancy. After careful analysis, these factors lowered her performance level. She started out with ambitious goals for herself and the Invi brand, and now she is limited to what she can accomplish because of these blockages. Her time at Potomac has been menial tasks and projects for Vaughan. Only once did she have the opportunity to contribute to a project of value. But she didn’t receive any positive reinforcement from her supervising manager Natalie Follet nor did she receive any similar follow-up projects. REINFORCEMENT Rinaldi receives many versions of reinforcement at differing times and intervals within the case. Some reinforcement is positive, some negative. Reinforcement helps to modify her behavior and influence the outcomes of her performance. Rinaldi receives positive reinforcement from other managers in the office at Potomac. The article â€Å"Inner Worklife,† discusses individuals who experience more positive emotions in their work life, are shown to have increased productivity and performance. The article also suggests good managers do two things. First, good managers enable their employees to move  forward in their work. Solving a problem, achieving a goal or accomplishing a task seems to bring a positive feeling to an individual. Thus, making them feel as if they are making progress. The article states it is most important for managers to set clear goals to empower employees to move forward in their work (Amabile, 2007). The second thing good managers do, is treat their employe es like human beings. Early in the case, other Potomac managers praise her for her ambition, energy, and good ideas when she first starts with the company. As the case unfolds, she is also greeted with positive reinforcement from Bautista on a job well done with the return on investment assignment. In this example and others in the case, Follet continuously does not show Rinaldi any type of reinforcement to help shape her performance in the future. By reacting this way, Follet shows there is no appreciation for good work under her management, decreasing the odds of high performance in the future. Continually Follet is very irregular in addressing issues, situations and behaviors. Rinaldi does not know what to expect from Follet in a given situation. This creates a muddled perception of her performance from Follet’s perspective. Vaughan continuously uses the punishment as reinforcement for Rinaldi’s behavior throughout the case. â€Å"Punishment applies a negative event to increase the frequency or strength of a desirable behavior† (Champoux 182). In one example, Vaughan and Rinaldi get into an argument on prioritizing storyboards and PowerPoint presentations. Vaughan immediately sends an email to Follet reporting Rinaldi’s behavior, punishment. In minutes, Follet is in Rinaldi’s office attempting to solve the issue. Follet chooses to use negative reinforcement when she scolds Rinaldi for the PowerPoint slide incident with Vaughan. Discouraged by the confrontation by Follet, Rinaldi does as she is told and finishes the projects for Vaughan. Punishment can have some undesirable side effects on behavior. Continual use of punishment doesn’t result in learning a new behavior. It can often lead to undesirable behavior or cause a person to react emotionally. The person receiving this kind of reinforcement, Rinaldi in this case, develops negative feelings toward Vaughan. These feeling of distrust and anger can emasculate Rinaldi’s view of Follet’s ability to successfully shape behavior. Punishment is a much less effective use in behavior modification as compared to positive reinforcement. INEQUITY Despite the punishment she receives from Vaughan, and the unpredictability of Follet, Rinaldi wants to give Potomac her best effort. The effort and enthusiasm she gives to Potomac does not meet her organizational or individual needs and goals. Her effort and performance is undervalued because it is underutilized. She perceives this as a negative inequity, causing her to feel she is â€Å"worse off.† Individuals who feel they have experienced an inequity develop tension. To relieve that tension, they choose to respond by taking action in various way such as changing inputs or outcomes, withdrawal, acting on another, changing the comparison person. A specific example from the case is when Rinaldi develops frustration with Vaughan after he gives her orders to complete storyboards. In addition he places an important PowerPoint presentation to review onto her work load as well. Rinaldi perceives this situation as inequitable because she performs Vaughan’s work and her own, but receives no accreditation for her effort. Rather she receives negative reinforcement from Follet for the situation. This frustration causes Rinaldi to change her outcome by confronting Vaughan about the situation later in the day. Rinaldi was appreciative of Vaughan’s apology, but the incident lingered unsettling to her. OUTCOME Rinaldi’s performance and perceived inequity influences her outcome. Rinaldi did not receive the outcomes she anticipated when she started Potomac Waters. Especially after her review with Follet, Rinaldi felt as though her training has not and will not be a priority for Follet going forward. Rinaldi’s outcome can be divided into two categories: intrinsic and extrinsic. Intrinsic outcomes are those rewards individuals give to themselves. An example of an intrinsic outcome Rinaldi experienced is the satisfaction of completing the return on investment assignment for Follet. The challenging assignment’s completion was very self-satisfying for Rinaldi. She was hoping to receive more assignments like that in the future that would continue to sharpen her skills and abilities. Extrinsic outcomes are those rewards given to an individual by a manager as a result of the employee’s performance. Rinaldi had control over the performance she was willing to give; however, the she does not have control of the outcome received. Managers have the ability to give or withhold these rewards for an employee’s performance. Examples of extrinsic outcomes are pay increases,  bonuses, promotions, or supervisors praise. In the case, Rinaldi doesn’t experience any praise from Follet, her supervisor. In addition, Rinaldi does not receive any pay raises or promotions. Follet has withheld these outcomes from her, based on her lack of imitative on higher valued projects, assertiveness and lack of verbal contribution at meetings. Needs Rinaldi’s goals of receiving training to better prepare her for a career in marketing were not fulfilled. Her needs of achievement, autonomy, and affiliation were not met in her short time at Potomac. Rinaldi was hoping Follet would note her work performance, and assign her more challenging projects to contribute to the launch of Invi, thus building on her need for autonomy. Instead, Rinaldi went back to making copies, running errands and doing menial tasks for Vaughan such as story boards and power points. Her need for achievement was also blundered when she didn’t receive any positive feedback from Follet for a job well done on the return on investment project. A similar example was Rinaldi’s lack of achievement comes from not having a positive review with Follet. Rather, Rinaldi was reprimanded for her lack of assertiveness, initiative, and quiet demeanor during meetings. This was not the feedback she was hoping for when she took the job at Potomac. The following are examples of Rinaldi’s unsuccessful attempts to fill her need for affiliation. First, Follet and Rinaldi’s first meeting was cold and brief, unprepared for the new hire’s arrival. Follet mentioned her view of Rinaldi’s generational challenges, commenting on Generation Y’s ability to be impatient and demanding. Rinaldi assured Follet that she is a team player and quick learner. But, before Follet could respond, she was distracted by an incoming phone call. Follet made it clear how busy she was to Rinaldi, suggested that Rinaldi must learn as much as possible from Vaughan, even though Vaughan was just as busy. A separate but related incident where Rinaldi questioned her lack of affiliation to Follet was in Follet’s office. One morning Rinaldi stopped by Follet’s office to ask a question. Follet made very little effort to glance away from her computer, showing slight interest in Rinaldi, and then directed Rinaldi to take her question to Vaughan. Disappointed with her boss’s lack of interest, despite the enthusiasm she received from other managers at Potomac, she returned to her office. Rinaldi makes it quite clear her desire for affiliation to  Follet, and her internal struggles with the reasoning behind Follet’s behavior. A final example of Rinaldi’s need for affiliation stems from a project Follet and Vaughan ask her to review in late October. She spent many hours working and reworking return on investment projections for the marketing launch of Invi. When she submitted her work to the Vice President of Marketing, Julius Bautista, Bautisa emailed Rinaldi praising her contribution. She was pleased (This also filled her need for achievement). However, the two people at Potomac she wanted the approval of the most, Follet and Vaughan, said little about it and did not follow up with any similar assignments. This did not fill her need for affiliation. It didn’t get any better two weeks later when Follet presented the same return on investment data to the entire Health Drinks Division. She never once asked Rinaldi for help, nor did she involve Rin aldi in her presentation. Valance Rinaldi’s perception of the valance of all the outcomes in her situation was negative. This negative valance will determine her choice of behavior. She is nervous, frustrated, and confused about her future at Potomac. Her difficult relationship with Vaughan and lack of training opportunities from Follet has led Rinaldi to question her role at Potomac and perhaps missed opportunity at Deep Dive. RECOMMENDATIONS After careful analysis of the case and its many components, a recommendation can begin to be developed. My recommendation is designed to support the improvement of what I concluded are limitations, while maintaining the positives in the situation. It is understandable to see why Rinaldi is thinking the way she is. Her negative valance to the outcomes of situations has caused her to reconsider her inputs, motivations and role at Potomac. A recommendation may be to set up a meeting between Rinaldi and Follet to discuss Rinaldi’s personal needs and goals. The direction of the conversation could address the present non-functional situation, and then focus on developing a procedure to take training and role expectations to the next level. Once Rinaldi and Follet define Rinaldi’s role within Potomac and training expectations, perhaps a meeting could be set up with all three colleagues. Together, Follet would have the opportunity to identify common goal of the department, the launch of Invi. After discussing  the goal of the group, the team could discuss role expectations of Rinaldi and Vaughan as they relate to reaching the common goal. This will help to define the expectancies and direction of the team as they refocus their approach to Invi’s launch. Hopefully this refocus will encourage team collaboration, ultimately meeting the affiliation, autonomy and achievement needs of Rinaldi; helping Follet to reach her goal of a successful Invi launch, and meeting Vaughan’s needs for achievement and recognition for his contributions to the project. References Amabile, Teresa M., & Kramer, Steven J. (2007). Inner Work Life: Understanding the Subtext of Business Performance. Harvard Business Review, 72-83. Champoux, Joseph E. (2011). Organizational Behavior: Integrating Individuals, Groups, and Organizations. New York: Routledge. Groysberg, B., Lee, L., & Nohria, N. (2008 July-August). Employee Motivation: A Powerful New Model. Harvard Business Review, 78-84. Hill, Linda A. (2001 August). Martha Rinaldi: Should She Stay or Should She Go? Harvard Business School, case 4310.