Leadership Case analysis Study Example | Topics and Well Written Essays - 500 words

Leadership analysis - Case Study Example He links the employees with the employer, advocating for regulated working hours. Though he is close, WHP included mandatory checkups which might have sounded as unkind to the workforce. However, Teow covered the ruthlessness of this activity by including members from each department in the program’s management team. Teow expressed a positive character that portrayed high levels of compatibility with the workforce he was outgoing and very social. Teow led by example and maintained smallest distance possible between him and his employees. Notably, Teow comments that his goal of achieving a happy and engaging team that incorporated all department was achieved, portraying the desire to listen to every individual regardless of his job position. Teow sought stimulation of employees via improved health and openness to the best interst of the company. Teows success was based on his friendly and agreeability trait. WHP program, was n manged by several people including the Company’s Recreation committee. Teow respected opinions of these members and acted according to collective judgement. Evidently, Teow promoted payout bonus previously set by the management though he incorporated changes its implementation to include physical health. Moreover, Teow stands by his actions and embraces little sensitivity to emotions. The WHP program faced opposition in its initial stages. Despite having low employee participation, Teow never gave up or even implemented a forceful action, but emphasized on convincing by stating its importance. Additionally though Teow seems anxious about the results, he controls his anxiety and slowly sets small achievable goals. WHP made Teow appear as a dependable leader. The program’s success was accompanied by productivity improvement as well as achievement of company goals as it was anticipated in the beginning. Teow is a conscientious leader embracing on planned changes.

Theory of Evolution by Natural Selection Essay Example for Free

Theory of Evolution by Natural Selection Essay The theory of evolution by natural selection is about the changes that occur in all living things on earth over time. This process of change, which started on the first day of life on earth and continues up to the present, is what fortifies living things and enables them to survive and perpetuate their species. Detailed in a 500-page book entitled â€Å"On the Origin of Species by Natural Selection† published by Charles Darwin in 1858, the theory of evolution by natural selection essentially holds that on this earth, only the brawny and the brainy remain standing as a result of a perpetual struggle for survival. It follows, therefore, that only the stronger and the smarter of the species get the opportunity to reproduce and keep their kinds endure. As a further result of this process of natural selection, the descendants of the surviving species only exhibit the traits (whether physical strength, size, agility, quick-wittedness, or the ability to change appearance) possessed by their ancestors that permitted them to stay alive in their particular habitats. It further follows, that as a result of this perpetual process of change, the creatures of the present are vastly different from the original or earlier creatures that lived on this earth. (Regents of the University of Michigan. , 2005) Let us take as an example the case of the â€Å"peppered moth (Biston betularia)† in England. This particular species of moth that were found living among lichens in the trunks of trees before 1800 had a generally light coloring. Its coloring, therefore, enabled it to camouflage its presence among the lichens, thereby avoiding the predating birds. With the advent of the industrial revolution, the black smoke (soot) emitted by the industrial plants obliterated the lichens and darkened the trunks of trees. This development exposed the moth to their predators, resulting to a decrease in their population. In order to survive, the moth metamorphosed and by 1819, a darker variant of the moth appeared – one that was able, once again, to escape the eyes of the predating birds. (Regents of the Univ. of Michigan, 2005) Reference Regents of the University of Michigan. (2005). Evolution and Natural Selection. Retrieved June 22, 2007, from http://www. globalchange. umich. edu/globalchange/current/lectures/selection/selection. html

Bradykinesia :: Disease Medical Health Essays

Bradykinesia Perception is an intangible part of every being. It cannot be explained, defined, or nailed down the way that most scientists would like. In some ways, perception can be taught-a person's circumstance and background would cause him or her to perceive a situation in a particular way. In other ways, perception is unpredictable and ever changing. Even here, attempting to describe the indescribable, there are flaws in the last two sentences because they are based on the writer's perceptions of perception. It is too subjective for a "scientific" definition. What does it mean for a person suffering from bradykinesia? If the individual understands the condition, she will realize that the perceptions she has are not always correct. She may perceive herself to be making a fist, or spreading her fingers, but in fact she may not have accomplished this. (1) A blind and deaf person may have perceptions about the world around her. Most likely, her only correct perceptions are those perception s about herself such as: "I am moving my arm," or "I am swinging my legs." The external stimuli are ineffective in this person, whereas a person with bradykinesia can only react completely and at a normal speed to external stimuli. Because of damage to signal pathways, the internal stimuli are ineffectively activated. (1) Bradykinesia is a Greek term that means "slow movement", and it is one of the constituents of Parkinson's disease (2), although it is also associated with other diseases. For patients suffering from Parkinson's disease, it is usually the most tiring and frustrating of the associated conditions. Small muscle movement is one of the first affected areas of the body. Therefore, a common test is to ask the patient to tap her finger. Normal individuals tap their fingers at 4 or 5 Hz, someone afflicted with bradykinesia can usually manage only up to 1 Hz.(3) There is no cure for bradykinesia. Certain surgeries may help decrease the condition. Hope remains for the future while researchers continue to explore different possibilities, examining causes and treatments that will lead to a cure and to more clues about Parkinson's disease, Huntington's disease, and other conditions with which bradykinesia is associated. (4) Not only does bradykinesia affect the speed of movement, the person's ability to complete a motion suffers. While walking, the arms no longer swing, but remain lax at the person's sides. (2) If a person suffering from bradykinesia is asked to make a fist without looking, he or she can tell that their movements are slow. Bradykinesia :: Disease Medical Health Essays Bradykinesia Perception is an intangible part of every being. It cannot be explained, defined, or nailed down the way that most scientists would like. In some ways, perception can be taught-a person's circumstance and background would cause him or her to perceive a situation in a particular way. In other ways, perception is unpredictable and ever changing. Even here, attempting to describe the indescribable, there are flaws in the last two sentences because they are based on the writer's perceptions of perception. It is too subjective for a "scientific" definition. What does it mean for a person suffering from bradykinesia? If the individual understands the condition, she will realize that the perceptions she has are not always correct. She may perceive herself to be making a fist, or spreading her fingers, but in fact she may not have accomplished this. (1) A blind and deaf person may have perceptions about the world around her. Most likely, her only correct perceptions are those perception s about herself such as: "I am moving my arm," or "I am swinging my legs." The external stimuli are ineffective in this person, whereas a person with bradykinesia can only react completely and at a normal speed to external stimuli. Because of damage to signal pathways, the internal stimuli are ineffectively activated. (1) Bradykinesia is a Greek term that means "slow movement", and it is one of the constituents of Parkinson's disease (2), although it is also associated with other diseases. For patients suffering from Parkinson's disease, it is usually the most tiring and frustrating of the associated conditions. Small muscle movement is one of the first affected areas of the body. Therefore, a common test is to ask the patient to tap her finger. Normal individuals tap their fingers at 4 or 5 Hz, someone afflicted with bradykinesia can usually manage only up to 1 Hz.(3) There is no cure for bradykinesia. Certain surgeries may help decrease the condition. Hope remains for the future while researchers continue to explore different possibilities, examining causes and treatments that will lead to a cure and to more clues about Parkinson's disease, Huntington's disease, and other conditions with which bradykinesia is associated. (4) Not only does bradykinesia affect the speed of movement, the person's ability to complete a motion suffers. While walking, the arms no longer swing, but remain lax at the person's sides. (2) If a person suffering from bradykinesia is asked to make a fist without looking, he or she can tell that their movements are slow.

Analysis of Superior Manufacturing

Table of Contents Introduction The objective of this report is to provide Mr.. Paul Harvey, president with the detailed reasoning for the decisions recommended and also to figure out which products are losing money. As the company is operating in an oligopoly and has somewhat medium market share, setting our own prices is not an option. The giant Samara announces the prices for the products annually, and the other eight companies in the industry follow the price. Problem The organization underwent management change in early 2004.The company lost $690,000 (Refer to appendix 1) in that year, which resulted in a low morale of the employees. They have lost faith in the management and have low motivation level. So, a decision has to be made regarding the production of three products I. E. 101, 102 and 103. Recently the giant in the industry Samara decided to lower the selling price for the product 101 and a final decision has to be made, if the organization should lower the selling price or not? Key Success Factors Looking at the share of industry sales rate, for product 101 its 12%, for 102 its 8% and for 103 its 10%.The company has to increase its market share to be able to generate positive income. The second most important aspect is costs. As all the products are manufactured in separate factories and they operate below capacity, it's hard to control the costs especially the fixed costs. Even though all the factories are horizontally integrated with shared production process facilities, it doesn't help keeping the costs in check. The employees seem to be disappointed with the new management and have a low morale. They are not exactly motivated to try harder to make a positive impact.Operating in an oligopoly, where prices are controlled by another firm, Superior has no control over the selling prices so, the company should Ochs on keeping costs minimum and increasing their industry sales rate. There is no compensation and reward system to Judge the performance o f employees. Situation Analysis I started off with analyzing income statement for 2004 to get a better understanding of the situation and to figure out which products are generating profit and which ones are responsible for the loss.After reviewing the data from 2004 it was found that only the product 101 is generating income and the other two products 102 and 103 are losing money (Refer to appendix 1 . 1). As I wanted to be ere that the information provided was accurate I took the liberty of following contribution margin income statement. Also I found a couple of additions errors in the 2004 and 2005 income statement. I have highlighted the mistakes in red in appendix 1. 1 and appendix 2.Decision Regarding Dropping Products After categorizing all the costs into fixed and variable costs based on the information provided by the accounting department, I came to find out the fixed costs for factory 101 ,102 and 103 are $1 and respectively (Refer to appendix 1 . 1). The respective facto ries will have to incur these costs even if they continue the production. The contribution margins for factories 101, 102 and 103 are and respectively. So, even if products 102 and 103 are losing money they are still contributing to fixed costs by the same amount as their contribution.This suggests that if the production is discontinued the company would be incurring an extra loss of Thus, I tend to agree with Mr.. Harvey decision of continuing production of product 103 and the other two products. For further details please refer to appendix 1. 1 . Appendix 1. 2 shows that if 113,766 additional units are sold for product 102 and 162,41 5 units of product 103. The company would of have made a profit of $2,999,000. The reason for not meeting the targets could be because of low morale of the employees. If we compare the predicted income statement for 2005 and the actual performance (Refer to appendixes 1. And 2). The Variances of rent, indirect labor and depreciation are $259,000 $213, 000 and $642,000 respectively are all favorable. It's safe to say that these three costs, which are all fixed costs, are the main factors for the improvement in profitability during the period January 1 to June 30, 2005. In a nutshell if fixed costs are controlled the company can do really well (Refer o appendix 1. 3 and appendix 2). Decision Regarding the Price for Product 101 The decision regarding the price of product 101 is based on the income statement of 2005 from January 1st to June 30th (Refer to appendix 3. ). The appendix has both income statement with selling price set as $24. 5 and $22. 5. It has been forecasted that if the price is dropped to $22. 5, the organization would be able to sell 1 million units. On the other hand if the organization decides to continue with the same that they are following at the moment, 750,000 units can be sold for first six months of year 2006. Here I would like to point out that these forecasts are not accurate and there may be a differenc e between what is predicted and the actual sales but for now I think that's an appropriate estimation as any.The forecasted income statements are based on the unit price per 100 lbs from first half of 2005 income statement. It is noted that the income statement with the price $22. 5 gives a higher contribution margin (10,468,490. 86) compared to the one with price $24. 5 (11,979,587. 82). These figures include the 5 percent reduction in the prices of materials and supplies and the discount on selling prices. The income statement shows that a higher operating income can be generated if the selling price set by Samara is followed (Refer to appendix 3. 2). The reason for that is the fixed costs will remain constant within the relevant range.So, I have decided to take the fixed costs from the 2005 Unary I-June 30) income statement. Since with the selling price $22. 5 gives a higher contribution margin, the company will lose less money (- $334,043. 07) to be exact (Refer to appendix 3. 2 ). Also if 31,803 additional units are sold, the company can breakable for product 101 . On the other hand 135,459 additional units would be required to breakable if the current price is kept. Also it doesn't seem a good idea keeping the prices higher than the rest of the seven firms, costumer might not appreciate and it's of utmost important the company maintains its market share if not improve.Conclusion & Recommendation Since it has been established that dropping any of the products doesn't benefit the company in any way, I would like to suggest keeping all the products. The company could do really well if the sales target are met and for that the motivation level of the employees needs to be high. So, my recommendation to motivate employees would be to set up a performance based reward and compensation system, which would keep the employees motivated, especially the sales force to do better.Another thing that can be done is rather than paying the sales force a fixed salary, they should be paid a commission based salary which would give rise to a sense of competition for sales people to do better and based on their sales they could be properly rewarded. For product 101, my analysis suggests that, the price set by Samara should be follow not Just because the organization will save itself from heavy losses but also its essential for the company to maintain its current industry sales share and having a higher price than the other firms could draw the customer away and then the organization would have bigger problems.Fixed costs need to be controlled and monitor strictly. All the factories are operating under capacity which doesn't help the organization in achieving its goals. One way to keep the costs in control in my opinion would be to assign specific tasks to specific factories so that they can operate efficiently rather than dedicating a whole factory to a product line. As the three reduces have somewhat similar manufacturing procedures. Analysis of Superior Manufacturing Table of Contents Introduction The objective of this report is to provide Mr.. Paul Harvey, president with the detailed reasoning for the decisions recommended and also to figure out which products are losing money. As the company is operating in an oligopoly and has somewhat medium market share, setting our own prices is not an option. The giant Samara announces the prices for the products annually, and the other eight companies in the industry follow the price. Problem The organization underwent management change in early 2004.The company lost $690,000 (Refer to appendix 1) in that year, which resulted in a low morale of the employees. They have lost faith in the management and have low motivation level. So, a decision has to be made regarding the production of three products I. E. 101, 102 and 103. Recently the giant in the industry Samara decided to lower the selling price for the product 101 and a final decision has to be made, if the organization should lower the selling price or not? Key Success Factors Looking at the share of industry sales rate, for product 101 its 12%, for 102 its 8% and for 103 its 10%.The company has to increase its market share to be able to generate positive income. The second most important aspect is costs. As all the products are manufactured in separate factories and they operate below capacity, it's hard to control the costs especially the fixed costs. Even though all the factories are horizontally integrated with shared production process facilities, it doesn't help keeping the costs in check. The employees seem to be disappointed with the new management and have a low morale. They are not exactly motivated to try harder to make a positive impact.Operating in an oligopoly, where prices are controlled by another firm, Superior has no control over the selling prices so, the company should Ochs on keeping costs minimum and increasing their industry sales rate. There is no compensation and reward system to Judge the performance o f employees. Situation Analysis I started off with analyzing income statement for 2004 to get a better understanding of the situation and to figure out which products are generating profit and which ones are responsible for the loss.After reviewing the data from 2004 it was found that only the product 101 is generating income and the other two products 102 and 103 are losing money (Refer to appendix 1 . 1). As I wanted to be ere that the information provided was accurate I took the liberty of following contribution margin income statement. Also I found a couple of additions errors in the 2004 and 2005 income statement. I have highlighted the mistakes in red in appendix 1. 1 and appendix 2.Decision Regarding Dropping Products After categorizing all the costs into fixed and variable costs based on the information provided by the accounting department, I came to find out the fixed costs for factory 101 ,102 and 103 are $1 and respectively (Refer to appendix 1 . 1). The respective facto ries will have to incur these costs even if they continue the production. The contribution margins for factories 101, 102 and 103 are and respectively. So, even if products 102 and 103 are losing money they are still contributing to fixed costs by the same amount as their contribution.This suggests that if the production is discontinued the company would be incurring an extra loss of Thus, I tend to agree with Mr.. Harvey decision of continuing production of product 103 and the other two products. For further details please refer to appendix 1. 1 . Appendix 1. 2 shows that if 113,766 additional units are sold for product 102 and 162,41 5 units of product 103. The company would of have made a profit of $2,999,000. The reason for not meeting the targets could be because of low morale of the employees. If we compare the predicted income statement for 2005 and the actual performance (Refer to appendixes 1. And 2). The Variances of rent, indirect labor and depreciation are $259,000 $213, 000 and $642,000 respectively are all favorable. It's safe to say that these three costs, which are all fixed costs, are the main factors for the improvement in profitability during the period January 1 to June 30, 2005. In a nutshell if fixed costs are controlled the company can do really well (Refer o appendix 1. 3 and appendix 2). Decision Regarding the Price for Product 101 The decision regarding the price of product 101 is based on the income statement of 2005 from January 1st to June 30th (Refer to appendix 3. ). The appendix has both income statement with selling price set as $24. 5 and $22. 5. It has been forecasted that if the price is dropped to $22. 5, the organization would be able to sell 1 million units. On the other hand if the organization decides to continue with the same that they are following at the moment, 750,000 units can be sold for first six months of year 2006. Here I would like to point out that these forecasts are not accurate and there may be a differenc e between what is predicted and the actual sales but for now I think that's an appropriate estimation as any.The forecasted income statements are based on the unit price per 100 lbs from first half of 2005 income statement. It is noted that the income statement with the price $22. 5 gives a higher contribution margin (10,468,490. 86) compared to the one with price $24. 5 (11,979,587. 82). These figures include the 5 percent reduction in the prices of materials and supplies and the discount on selling prices. The income statement shows that a higher operating income can be generated if the selling price set by Samara is followed (Refer to appendix 3. 2). The reason for that is the fixed costs will remain constant within the relevant range.So, I have decided to take the fixed costs from the 2005 Unary I-June 30) income statement. Since with the selling price $22. 5 gives a higher contribution margin, the company will lose less money (- $334,043. 07) to be exact (Refer to appendix 3. 2 ). Also if 31,803 additional units are sold, the company can breakable for product 101 . On the other hand 135,459 additional units would be required to breakable if the current price is kept. Also it doesn't seem a good idea keeping the prices higher than the rest of the seven firms, costumer might not appreciate and it's of utmost important the company maintains its market share if not improve.Conclusion & Recommendation Since it has been established that dropping any of the products doesn't benefit the company in any way, I would like to suggest keeping all the products. The company could do really well if the sales target are met and for that the motivation level of the employees needs to be high. So, my recommendation to motivate employees would be to set up a performance based reward and compensation system, which would keep the employees motivated, especially the sales force to do better.Another thing that can be done is rather than paying the sales force a fixed salary, they should be paid a commission based salary which would give rise to a sense of competition for sales people to do better and based on their sales they could be properly rewarded. For product 101, my analysis suggests that, the price set by Samara should be follow not Just because the organization will save itself from heavy losses but also its essential for the company to maintain its current industry sales share and having a higher price than the other firms could draw the customer away and then the organization would have bigger problems.Fixed costs need to be controlled and monitor strictly. All the factories are operating under capacity which doesn't help the organization in achieving its goals. One way to keep the costs in control in my opinion would be to assign specific tasks to specific factories so that they can operate efficiently rather than dedicating a whole factory to a product line. As the three reduces have somewhat similar manufacturing procedures.

Born Too Short

Thirteen year-old, five-foot one Matt Greene has one problem. He also has many talents that go unnoticed. He is very intelligent and can play the guitar. But, he does not get the respect due to him because of his height. He does not play sports, and has gotten rejected by girls he wants to date. They do not want a boyfriend who is the size of a dwarf. Unlike Matt, his best friend, Keith, was the coolest most popular guy. He is everything that Matt is not. He stands a towering six feet three inches tall and is captain of the basketball team. He does not have any problems getting dates with the girls. Matt aspires to be like him, but he just does not have the same effect as Keith. Matt became very angry one day and confessed his jealousy of Keith to himself. He wished that bad things would happen to Keith. He wanted Keith’s girlfriend to dump him. He wanted him to be bad at sports. He also wanted Shania Twain, who was going to star in Keith’s father’s movie, to look like a horse. Suddenly the next day, all of his wishes started coming true. Keith’s girlfriend cheated on him. Keith missed the last point in the championship game, thus causing his team to lose. Shania Twain had a car accident, and had to have plastic surgery on her face, and in the newspaper, she looked like a horse. Good fortune fell upon Matt. He has a scholarship to Paris for music and found himself a girlfriend, named Jose. After realizing what happened to Keith, Matt feels guilty. He feels that his secret envy has ruined his best friend’s life. He wanted to make every thing go back to normal. He had to talk to Keith to resolve the conflict. After a heartfelt conversation with Keith, Matt learns that he does not need to be like his friend. He realizes that every person is different and that is what makes people unique. He appreciates the friendships that he shares with Keith and Jose. Now, Matt is more careful in what he thinks about people without knowing how they may be feeling.

Tour Operators Influence on Hotels in Mallorca

Tour Operators Influence on Hotels in Mallorca Introduction Tourism is rooted in the history of ancient civilisations. Over the years, the industry has grown to become one of the most lucrative sectors for the generation of foreign revenues in many nations. Franscesco Frangialli, the WTO secretary-general, posits, Tourism at the turn of the century is growing faster than even our most optimistic predictions, which continuously simulate its development worldwide (Rita, 2010, p.435).Advertising We will write a custom dissertation sample on Tour Operators Influence on Hotels in Mallorca specifically for you for only $16.05 $11/page Learn More The economic development of the Balearic Islands is strongly dependent on the inflow of tourists. Mallorca stands out as one of the biggest islands among the Balearic Islands in Spain with many three-star and five-star hotels. At present, governmental organisations and private companies attempt to find ways of attracting people from foreign countries to the Balearic Is lands. Amongst these organisations, tour operators organisations influence the nature and magnitude of inflow of tourists into the Balearic Islands. Literatures on factors affecting tourism attractions mainly focus on infrastructural development, the presence of natural or cultural sites, and the development of the tourism industry among others factors, thus leaving out the roles of travel agencies insufficiently addressed. For instance, some studies highlight why a certain place can attract the attention of travel agencies without showing the impacts of the agencies on the hospitality facilities such as hotels. This challenge is aggravated by the inadequate or even lack of data showing how these organisations shape the development of tourist destinations. This study seeks to close this gap by restricting its concerns to the impacts of tour travel operators on hotels in Mallorca. Consequently, this study examines how the power of tour operators influences various hotels in Mallorca. This interrogative presents practical implications. Precisely, the determination of influence of the power of tourists travel on hotels in Mallorca is important in the development of strategic plans, which are consistent with the considerations addressed by various tour travel operators in recommending various accommodation facilities for their clients. Aims and objectives The inflow of tourists within a given geographical region is influenced by factors such as political, state of economic development, and even social factors. One important factor that is not significantly studied, which guides the objective for conducting this research, is the power of tour travel operators. Researchers in the hospitality industry focus on the mechanisms of increasing the popularity of certain tourist destinations. Indeed, several studies have aimed at examining the factors that affect the development of the tourism industry (Izquierdo-Yusta MartÄ ±nez-Ruiz, 2011, p.77). While appreciating the significance of these factors in influencing hotels in Mallorca, the main aim of the current research is examining the influence of travel agencies on various hotels in Mallorca.Advertising Looking for dissertation on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More This study has two main objectives, viz. To use primary data to demonstrate the impacts and influences of tour travel operators on hotel bookings in Mallorca. To study positive and negative impacts of the above influences coupled with how they affect anticipated service value by clients seeking hotel bookings. Research questions Research questions help in setting the stage for a study. They act as guides into what qualitative and quantitative research seeks to achieve (Cohen Crabtree, 2008, p.332). Two research questions consistent with the objectives of this research are investigated in this study as follows: Do tour travel operators in Mallorc a help in the creation of preconception and anticipations about the quality of services offered at hotels? What factors, specific and unspecific to hotels, do tour travel operators consider when recommending a hotel facility to a tourist? Literature Review Travel operators are involved in direct communication with potential hotels clients in various tourists attractions sites. The first section of this literature review offers a discussion of the likely impacts of such communication on the quality of services anticipated by clients on arrival at Mallorca. In the second part, disparate literatures on selection of destination sites for promotion by tour travel agencies are considered since this element also influences the places where tourists seek accommodation and other related services. The principle focus of the research rests on the roles of tour travel operators on hotel branding a term coined from the wider contribution of tour travel agencies in destination branding (Jalilva nd, Esfahani Samiei, 2010, p. 235). In the third section, literature gap prompting the necessity for conducting the proposed research is discussed coupled with the practical implication of the research sealing such gaps. Examination of the past research on the influence of tour operators on hotels seeks to identify the impacts of the operators on specific tourists destinations. Consequently, in the identification of the literature gaps, a discussion of appropriateness of selection of Mallorca as a research geographical segment is also considered. Tour travel agencies take part in the formation of the clients perceptions and attitudes toward a certain tourist site, recreational, or hospitality facilities. In many cases, buyers pay attention to the reputation of a travel agency (Ferencov, 2012, p. 309). Consequently, they can significantly increase the popularity of a hospitality facility (Denvir McMahon, 2009). This assertion suggests that tour travel agencies contribute to the rat e of inflow of tourists into a given hospitality industry within a given tourist destination geographical region. Stemming from their mode of operation, tour travel operators are service companies acting as an intermediary between tourists and other hospitality institutions such as hotels, airlines, restaurants, or cruise liners.Advertising We will write a custom dissertation sample on Tour Operators Influence on Hotels in Mallorca specifically for you for only $16.05 $11/page Learn More These organisations provide information to clients about particular tourist destinations. Therefore, they are responsible for the Mallorca destination branding. This aspect implies that they take active roles in the development and communication of the value that a certain tourist destination can bring to a client (Tsiotsou Goldsmith, 2012, p. 52). The power of tour travel in influencing hotels and destinations selection Tour travel operators make considerations on various factors while selecting tourist destinations for promotion. These factors include the presence of natural or cultural sites, climate, and service industry in a particular region, infrastructure, and security (PrebeÃ… ¾ac Mikulić, 2008, p. 170; Blzquez, Molina, Esteban, 2012, p. 167). This observation suggests that tour travel operators are incredibly interested in destinations that would satisfy clients in terms of both desired comforts and perceptions of security. Mariutti, de MouraEngraciaGiraldi, and Crescitelli (2013, p.17) note that the governments of developing countries are extremely concerned about the attitudes of travel agencies as they can influence the decisions of customers. In this context, tour travel operators help clients in learning more about various characteristics of a tourist destination. Where perceptions of insecurity are high, hospitality facilities such as hotels located in such destinations are also likely to receive low number of bookings (Holloway , 2008). A study conducted by Mihajlović (2012) suggests that tour travel operators have the capacity to affect the choices of consumers profoundly by highlighting the advantages of going to particular destinations. One of such issues encompasses the provision of complete guides on various hotels coupled with services offered in them. This move aids clients in making informed decisions or making prior psychological preparations on what to expect. In a bid to avail information on the services offered at the hospitality facilities located in various tourists destination within a nation, tour travel operators conduct an evaluation of the service industry in a certain destination (Budeanu, 2012, p.15). In this sense, Denvir and McMahon (2009) argue that these organisations are the major intermediaries between customers and service providers. Budeanu (2012) adds that clients are likely to put trust in the recommendations or assessments offered by travel agencies. Therefore, their con tribution in influencing the clients perceptions at Mallorca hotels is inevitable for consideration by any hotels management and strategic decision makers. Research conducted by Buhalist (2000) found out that distribution channels, especially travel agencies, affect the performance of many hospitality organisations. The study suggests the hospitality organisations need to accept the power of travel agencies in influencing their operations. In fact, tour travel agencies, through their assessment reports on hospitality organisations in tourists destinations, reduce the perceived risk expected by clients (Buhalist, 2000, p.115).Advertising Looking for dissertation on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More This argument agrees with Budeanus (2012) assertion that tour travel operators facilitate communication between customers and service suppliers in the tourists destinations. If this link is absent, a client is not likely to go to a certain tourist destination. Buhalist (2000, p. 136) notes that the competitive positioning of a hotel depends on its cooperation with tour operators. This role of the tour operators in influencing the clientele in the hospitality facilities in the tourists attraction destinations becomes important in the information age. Many consumers rely on the Internet to acquire information about various resorts, tourist sites, or airlines (Mihajlović, 2012, p. 153). Very often, clients use the websites of travel agencies. The information provided on the travel agencies websites is instrumental in influencing the clients hotel selection and bookings. The Mallorca Island is located in the Mediterranean Sea. Studies on factors influencing choices for tourists wish ing to travel in the region are also important in the development of strategic decision making by hoteliers in the region. In one such researches, Izquierdo-Yusta and MartÄ ±nez-Ruiz (2011, p. 78) note that tour travel operators facilitate the clients search for information. They help customers and suppliers in establishing mutual trust (Izquierdo-Yusta MartÄ ±nez-Ruiz, 2011, p. 80). In addition, tourist destinations in the Mediterranean region are not likely to enjoy popularity when travel agents fail to pay attention to them in their promotional strategies. Tour-travel operator organisations can demonstrate that certain hospitality organisations are suitable for various types of clients differing in terms of income level, marital status, interest, and values among other tastes and preferences. Therefore, tour travel operators can increase performance of hotels located in a particular tourist destination. Tour operators can increase or decrease hotels services demand. Irrespecti ve of the industry in which an organisation operates, increased performance ensures longer existence of an organisation in a competitive market. Therefore, in the hotels sub-sector of the hospitality industry, performance is an essential tool for the evaluation of the ability of an organisation to remain in business in both short-term and long-term. According to Beechler and Woodward (2010, p.275), profit-making organisations deploy profitability levels as measures of their performance. In this extent, profitability encompasses a desired organisational output, which can be affected by the tour operators through their recommendations on hospitality organisations meeting tastes and preferences of specific clients. In Mallorca, it is desirable that hotels indentify all factors that may affect their profitability. One of such factors may encompass the reduction in service demand levels. Indeed, the lower the demand for services offered by a hotel, the lower the sales levels. Hence, the capacity to offset costs is reduced. Arguably, any variable or factor increasing demand for services offered by organisations in the hospitality organisations operating in tourism destinations may be positively received by hotels in Mallorca. As argued before, tour operators may influence the demand of services offered by different hotels in Mallorca with overall implication of affecting the performance of the hospitality industry. This assertion suggests that tour operators affect tourism destination hotels aspects defining their organisational performance. These aspects are financial performance (profits, return on assets and return on investment), product market performance (sales and market share), and shareholder return (total shareholder return and economic value added (Devinney Yip, 2009, p.529). In this sense, the standard approach of measuring performance in hotels entails setting targets for the desired outputs and then measuring the actual outputs against the targets. Ho tels can only set targets on a certain number of anticipated customers seeking accommodation and other services over given period. For reliable targets, the capacity of tour operators to influence the clientele in the hotels implies that the hotels need to establish good relationships with customers to increase their probability for promotion. Tour travel operators interact with various types of companies located in a particular tourist destination and in this process of interactions, they can increase international awareness about a certain destination. While interacting with hotels, they can increase inflow of travellers and higher number of rooms reservation by directing clients to the suitable hotels (Navickas Malakauskaite, 2009). Depending on the service satisfaction of a client visiting a hotel for the first time, service loyalty may develop. The client may also recommend another person to stay in a particular hotel or even consider seeking hospitality services from the hote l during his or her subsequent visits. This argument implies that tour travel operators may be pivotal in branding hotels in various travel sites including Mallorca. Research shows that the development of tourism is directly dependent on the degree to which tour operators are aware about a tourist destination and hospitality facilities. For instance, Ferencov (2012) indicates that in various European countries, at least 20 percent of the population relies on travel agencies while selecting a place for holidays (p. 311). The case of Balkan as discussed by Mulec and Wise (2012, pp.182-183) perhaps explains the roles played by tour travel operators in fostering inflow of clientele in the hospitality organisations located within a given tourist destination site. Balkan boasts many natural and cultural sites. However, these sites do not attract a great number of foreign tourists as tour operators and travel agents are not familiar with them (Mulec Wise, 2012). Hotels in different geogra phical regions compete to increase their market share. This aspect also applies to hotels in the Mediterranean islands, including Mallorca. Considering the roles played by tour travel agencies in influencing the performance of hotels located in various tourism destination sites, it may create the impression that only travel agencies affect their performance. Patsouratis et al. (2005, p. 1865) disputes this position by arguing that the exchange rate can be a powerful factor that shapes the purchasing decisions of clients. Burgess et al. (2011) maintain that the competiveness of the tourism industry depends on the ability of various organisations to make use of information technology to create consumer awareness (p. 221). This assertion suggests that despite relying on tour travel operators to create awareness of the services offered by hotels and other hospitality facilities within tourists attractions destinations, hotels can also deploy information technology tools to induce custom er awareness directly without depending on the tour travel operators. Roles of tour travel agencies in shaping hotel clients perceptions of service quality The literature review in the previous section indicates that tour travel operators play important roles in inducing service quality anticipations by potential clients to hotels within tourism destinations. In a bid to study the impacts of the information availed to customers on hotels and other hospitality facilities in any destinations including Mallorca, it is important to investigate scholarly evidence on impacts of customer-service satisfaction anticipations on hotels. Parasuraman et al. (1988) attempt to investigate perceptions of customer satisfaction anticipations coupled with hotel attributes. The research argues, Intangibility, inseparability, variability, and perishability of services degrees of customer satisfactions depend on their perceptions of service attributes and facilities (Parasuraman et al., 1988, p.31). In c onsideration of the attractiveness of a hotel for tourists, its attributes should then come first. They include quality of rooms, hotel reputation, and classification such as five-star or three-star, and the nature of service delivery to the customers (LeBlanck Nguyen, 1996). Tour travel operators mainly focus on ensuring that they direct their clients to the best facilities to enhance their reputations in comparison to other competing travel operators. Consequently, they prefer to associate themselves with the best hotels within a given tourism destination (Lew McKercher, 2006). This argument suggests that when selecting hotels to recommend clients, tour travel agencies are interested in the degree of satisfaction of customers while eating and accommodated in a hotel. Consistent with this assertion, Konecnik and Gartner (2007) believe that the performance of hotels is well conducted when evaluated by examination of their attributes. Gooroochurn and Sugiyarto (2009) also find this approach important. They conducted an extensive review of studies done between 1984 and 2000 on the attributes of hotels coupled with how the indentified attributes induce customer satisfaction. In the 173 hotels studied by 21 researches investigated by Gooroochurn and Sugiyarto (2009), hotel image, nature of rooms, nature of beverages, and foods influenced the customers satisfaction. Therefore, tour travel operators are more likely to engage in promoting hotels with these attributes as they help in associating the agencies with offering best services and satisfaction. Hudson and Miller (2011) indicate that the quality of communication between clients and hotels employees affects the satisfaction of clients in the hospitality industry. Indeed, organisations collaborating with hotels in tourism destinations only prefer establishing relationships with hotels appreciating and investing in good interpersonal communication between the hotels operators and clients. Customer satisfaction in the service industry is a function of the speed of service delivery. Employees in any organisation attend to customers. The nature and quality of service and products delivered determine the employees contribution in enhancing the competitive advantage of the organisations (Rust, Zeithaml Lemon, 2008; Philport Arbittier, 2010). This argument implies that organisations in the hospitality industry such as hotels may determine their preference rates or recommendations probability by tour travel operators through the degree of reported customer satisfaction with their services and products. Yelkur (2013) contends with this argument by adding that in the service sector organisations, quality is enhanced through the deployment of strategies for enhancing customer satisfaction with services, the utility of the service, and the speed of service delivery (p.110). Through their researches, tour travel operators have adequate information on various services attributes for any given hospit ality organisation in a given tourist destination. They deploy this information to rate different hotels and then base their accommodation advisories on the acquired data. The above discussion associates travel operators closely with the determination of hotels selected by clients well before the actual visit. However, there exists scholarly research suggesting that tour travel operators do not possess the principle power to determine the customers preferences for hotels within tourist attractions sites. For instance, Kau and Lim (2012, p.236) argue that leisure travellers served by hotels are more interested in the actual quality of service offered as opposed to the perceived quality as communicated to them by other parties such as tour travel operators. Wuest, Tas, and Emenheiser (2009) argue that leisure travellers consider clean, comfortable, well -maintained rooms, convenient location, prompt and courteous service, and safe and secure environment important when selecting a hote l for the first time (p.77). Although actual assessments on these factors may form strong motivation or de-motivation for seeking repeated services in a hotel, arguably, clients are not likely to try hotels without preconceived perception about the hotels likelihood to offer the best services. Choi and Raymond (2001) maintain that demonstrated courtesy, cleanness, security, and offering services commensurate to the service charges are important factors in determining the selection of hotels by tourists. This aspect is perhaps incredibly important for the Mallorca hotels and motels. Most clients for these two groups of organisations are mainly leisure travellers as evidenced by statistics from Datamonitor (2011) indicating that the Spanish hotels and motels industry had total revenues of $19,195.4 million in 2010, representing a compound annual rate of change (CARC) of 1% between 2006 and 2010 (p.9). The leisure segments accounted for US$17, 238.4 million in the entire hotels and mot el industrys value. If tour operators play roles in positively influencing the selection of the tourists destinations, then the hotels and motel industry in Spain will continue to contribute significantly to the national GDP. This argument makes sense considering that the performance of the industry is forecast to accelerate with an anticipated compound annual growth rate (CAGR) of 3.2% for the five-year period 2010-2015, which is expected to drive the industry to a value of $22,430.1 million by the end of 2015 (Datamonitor, 2011, p.9). However, despite the ability of tour operators to create more awareness on the services and satisfactions of customers in the Mallorca destinations, it is also possible for the first-time experiences of the currently visiting tourists to foster this expected growth in the future by presenting good publicity about the services offered at the Spains motel and hotel industry. Although the arguments that the capacity of first experience with services off ered at a hotel can induce repeated booking may be convincing, awareness for existence of a hotel in the first place is important. Such awareness may emanate from a hotel or from collaborating agents such as tour travel organisations. Arguably, where the information is communicated in both ways, it is readily likely to convince potential clients to seek booking in such a hotel. Where tour travel operators back up brand positioning efforts of the hospitality organisations within a given tourist destination, the agency acts as an essential link between service producer (the hotels) and service consumers (tourists). Selwyn (2008) supports this assertion by claiming that tour operators constitute one of the most influential players in the hospitality industry. Data derived from the World Tourism Organisation (WTO) in year 2000 indicated that for over 663 million people who travelled abroad in 1999 spending US $453 billion on various tourism travel products and services, 80% of the trips used services of a tour operator (Budeanu, 2012, p.3). This realisation suggests that the tour operators also offered guides on the hospitality facilities to the largest proportion of people consuming tourist products coupled with services. Stemming from the above arguments, the dependency of international travellers on services offered by tour travel operators highlights the importance of consideration of their impacts on hotels in Mallorca. In this context, it also becomes important to examine whether tour operators are wholesalers of tourism services or producers of travel package (Budeanu, 2012, p.6). Although there is no scholarly agreement on this debate, tour operators take bulk information on available hospitality facilities and present it to clients. This way, they function as wholesalers while hotels operate as producers of services and products. With the emergence of two-way communication platforms permitting organisation to contact their customers directly, the roles of tour operators in the hotel industry is seemingly dwindling. In fact, according to Tapscott and Williams (2010) web 2.0 applications permit clients across the globe to make a hotel booking without seeking assistance from an intermediary organisation. However, arguably, tour operators cannot lose relevance in the hotels industry. Budeanu (2012) Support this line of thought by asserting, By buying in bulk, the operator takes from the producer the burden of selling products and absorbs the risk of having unsold products (p.7). For instance, where several hotels operate in one area, and are promoted by one tour operator, customers may consider all the hotels as offering state-of-art services simply by association with their trusted tour operator. This aspect minimises the degree of rivalry between organisations for fair distribution of hotel bookings. Tour operators minimise the time required by clients to track accommodation facilities to determine their appropriateness to meet the de sired comfort and utility. Denvir and McMahon (2009) note that tour operators offer various services including flight followed by transfer services such as offering guide on hotels bookings. This aspect implies that tour operators act as the link between a service producer, such as hotels, and the service consumer like tourists. The services offered by tour operators are incredible in helping clients to save valuable time and energy. Additionally, by buying in bulk, the tour operator gets better deals from the direct producers, which allows them to offer low prices for the entire packages, which are very hard to obtain by individual customer (Budeanu, 2012, p.6). Consequently, for reasons related to time coupled with price, the services of tour operators are inevitable in the hospitality industry. Effective functionality of the hospitality industry is dependent on the good fit between organisations operating in the industry and the tour operators. Budeanu (2012) amplifies this argu ment by adding that tour operators are important for both consumers of tourism products and services coupled with their producers. This importance emanates from contributions of tour operators in influencing decisions made by tourism products and service producers, which affects the process of evolution of hospitality markets (Budeanu, 2009). By engaging in the promotion of certain tourism attractions sites, tour operators can stir up the hospitality organisations promotional campaigns and positive customer perceptions about the quality of services offered in various hotels located within different tourism destinations. This way, tour operators function as means of placing products and services offered in the hospitality industry to their potential consumers. Stemming from the above discussion, tour operators are evidently distribution networks for tourism services and products. In the words of Lew and McKercher (2006), they are the main information channel through which the custome rs preferences reach producers and services reach markets (p.416). In the execution of this role, they can indentify levels and patterns of hotel demand coupled with supply, and influence the equilibrium through influencing the customer decision-making processes, especially on the most preferred destinations hotel selections. Hudson and Miller (2011) posit that the degree and threshold of influence provided by tour operators on processes of the decision-making process for hospitality service producer are amplified in transactional tourism (p.309). Mallorca hotel organisations belong to this category. Scholarly gaps in literature on the influence of tour operators in hotels Tour operators play significant roles in influencing the performance of organisations operating in the hospitality industry. However, no scholarly research focuses on specific roles played by operators in influencing the operations of hotels in the Mallorca Island. Nevertheless, in understanding the development an d growth pattern of the Mallorcas hospitality industry, the work of Datamonitor (2011) and Buswell (2011) are incredibly important. Datamonitor (2011) provides statistics on the expected growth in the hospitality industry with particular focus on the hotels and motel industry sub-sector. The statistics indicate that over 85 percent of the hotel and motels incomes are derived from leisure travellers with business travellers only making a contribution of less than paltry 15 percent (Datamonitor, 2011). However, Datamonitor (2011) does not provide any statistics on the percentage of incomes earned by hotels and motels in Spain through contributions of tour operators in drawing clientele into the hotel and motels. A scholarly gap emerges via the search of scholarly works on how tour operators affect the operations of hotels in Mallorca. The work of Buswell (2011) mainly focuses on the historical development of hotels in Spain. Research is constrained by various resources such as money a nd time. Consequently, it is important to restrain research to a small, but reliable geographical research segment. While studying the influence of tour operators in Spanish hotels, Mallorca is the most preferred geographical research, as about a quarter of all Spanish hotels are located in the Balearic island with three quarters of these hotels being situated in Mallorca (Buswell, 2011, p.140). Furthermore, Buswell (2011) notes that Mallorca has a persistent preference of three-star hotels despite recognition of the benefits accruing from economies of scale. He states that for Mallorca, by 2001, 55.2% of hotels were three-star, with 60.2% of all hotels places, by 2008, these figures were 52.8 percent and 58.2% respectively, showing that in this century this category has lost some ground (Buswell, 2011, p.140). Five-star hotels also emerged in 1988 in Mallorca and they received unparalleled public attention. Considering arguments developed before in the literature review, tour opera tors are likely to associate themselves with and promote hotels offering splendid services. This aspect may help in inducing customer satisfaction, thus leading to better rating for a given tour operator organisation. The continued persistence of the three-star hotels in Mallorca as stated by Buswell (2011) raises questions whether tour operators consider promoting hotels based on perceived customer service quality and value or actual service quality and value. In Mallorca, five-star hotels only accounted for 3.6 hotels market share by 2008 (Buswell, 2011, p.140). If tour operators promote collaboration of organisations, does it mean that in Mallorca they prefer promoting three-star hotels opposed to five-star hotels. Is the star rating for a hotel not a criterion for promotion? What specific factors do they consider when recommending a hotel in Mallorca for tourists? Apart from sealing the scholarly gap in the hotels industry studies in Mallorca defined by the needs to respond to t hese interrogatives, research is also necessary to determine the influence of tour operators in both three-star and five-star hotels in Mallorca. Sealing this gap has practical implications on the development of strategic plans for increasing performance of hotels operating in the Mallorca tourists destination. References Beechler, S., Woodward, C. (2010). The Global ‘War for Talent. Journal of International Management, 15(7), 273–285. Blzquez, J., Molina, A., Esteban, . (2012). Key quality attributes according to the tourist product. European Journal of Tourism Research, 5(2), 166-170. Budeanu, A. (2009). A Tour to Sustainability. Lund, Sweden: International Institute for Industrial Environmental Economics. Budeanu, A. (2012). Impacts and Responsibilities for Sustainable Tourism: a Tour Operator’s Perspective. Lund, Sweden: International Institute for Industrial Environmental Economics. Buhalist, D. (2000). Relationships in the Distribution Channel of Tourism: Conflicts between Hoteliers and Tour Operators in the Mediterranean Region. Global Alliances in Tourism Hospitality Management, 1(1), 113-139. Burgess, S., Sellitto, C., Cox, C., Buultjens, J. (2011). Trust perceptions of online travel information by different content creators: Some social and legal implications. Information Systems Frontiers, 13(2), 221-235. Buswell, J. (2011). Mallorca and Tourism: History, Economy, and Environment. New York, NY: Channel View Publications. Choi, T., Raymond, K. (2001). Determinants of Hotel Guests’ Satisfaction and Repeat Patronage in the Hong Kong Hotel Industry. Journal of Hospitality Management, 20(5), 277-297. Cohen, D., Crabtree, B. (2008). Evaluative Criteria for Qualitative Research. Criteria for Qualitative Research, 6(4), 331-339.  Datamonitor: Hotels and Motels in Spain. (2011). New York, NY: Data Monitor USA. Denvir, A., McMahon, F. (2009). Influence of Tour travel agencies on London hotels.  International Journal of Ho spitality Management, 11(2), 143-154. Devinney, R., Yip, J. (2009). Measuring business-unit level: Integrating administrative mechanisms with strategy. Academy of Management Journal, 31(4), 826-853. Ferencov, M. (2012). Travel Agency and its Image: Factor Influencing the Attitude of Tourism Client towards the Choice of a Holiday Package. International Journal of Business and Social Science, 3(19), 309-316. Gooroochurn, N., Sugiyarto, G. (2009). Competitiveness indicators in the travel and tourism industry. Tourism Economics 11(1): 25-43. Holloway, C. (2008). The Business of Tourism. Essex, UK: Addison Wesley Longman. Hudson, P., Miller, A. (2011). The measurement of service quality in the tour-operating sector: a methodological comparison. Journal of Travel Research, 4(2), 305-312. Izquierdo-Yusta, A., MartÄ ±nez-Ruiz, M. (2011). Assessing the consumer’s choice of purchase channel in the tourism sector: Evidence from Spain. Euro Med Journal of Business, 6(1), 1450-2194. Ja lilvand, M., Esfahani, S., Samiei, N. (2010). Destination Branding and Tourists Attitudes (The Case of Isfahan as a Tourism Destination in Iran). International Journal of Marketing Studies, 2(2), 235-244. Kau, K., Lim, P. (2012). Clustering of Chinese tourists to Singapore: an analysis of their motivations, values, and satisfaction. International Journal of Tourism Research 7(5), 231-248. Konecnik, M., Gartner, W. (2007). Customer-based brand equity for a destination. Annals of Tourism Research, 34(2), 400-421. LeBlanc, G. (1996). Factors affecting customer evaluation of service quality in travel agencies: An investigation of customer perceptions. Journal of Travel Research, 30(4), 10-16. Lew, A, McKercher B. (2006). Modelling Tourist movements. Annals of Tourism Research 33(2), 403–425. Mariutti, F., de MouraEngraciaGiraldi, J., Crescitelli, E. (2013). The Image of Brazil as a Tourism Destination: An Exploratory Study of the American Market. International Journal of Busin ess Administration, 4(1), 13-22. Mihajlović, I. (2012). The Impact of Information and Communication Technology (ICT) as a Key Factor of Tourism Development: Croatian Travel Agencies. International Journal Of Business Social Science, 3(24), 151-159. Mulec, I., Wise, N. (2012). Foreign Tour Operators and Travel Agents Knowledge of a Potential Tourism Destination: The Vojvodina Region of Serbia. Managing Global Transitions: International Research Journal, 10(2), 171-187. Navickas, V., Malakauskaite, A. (2009). The possibilities for the identification and evaluation of tourism sector competitiveness factors. Engineering Economics, 61(1), 37-44. Parasuraman, A., Zeithaml, V., Berry, L. (1988). â€Å"SERVQUAL: A multiple- item scale for Measuring Consumer Perceptions of Service Quality†. Journal of Retailing, 64(1), 12-37. Patsouratis, V., Frangouli, Z., Anastasopoulos, G. (2005). Competition in Tourism among the Mediterranean Countries. Applied Economics, 37(16), 1865-187 0. Philport, J., Arbittier, J. (2010). Advertising: Brand communications styles in established media and the Internet. Journal of Advertising Research, 37(2), 68-76. PrebeÃ… ¾ac, D., Mikulić, J. (2008). Destination image and key drivers of perceived destination attractiveness. Marketing, 20(2), 163-178. Rita, P. (2010). Tourism in the European Union. International Journal of Contemporarily Hospitality Management, 12(7), 434-436. Rust, T., Zeithaml, A., Lemon, N. (2008). Customer centred brand management. Harvard Business Review, 82(4), 110-118. Selwyn, T. (2008).Tourism and the Environment in the Mediterranean. Suomen Anthropologi: Journal of the Finnish Anthropological Society, 33(4), 91-95. Tapscott, D., Williams, A. (2010). Macrowikinomics: Rebooting Business and the World. 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Values of technology essays

Values of technology essays To first study the predominant values that shapes technologies in our present society we must first define the meaning of technology and the system. A technology is not necessarily an object or a device it can also be the know-how technique of doing something. A system consists of multiple independent components working towards a common goal in an organized way. In our present society there is one main value that shapes our technologies as in our transportation housing system, our economic system, media communications and food. That main value is money. Every single of these system works toward one goal and it is to make as much profit as it can from the System. For example in the transportation system when the cars are introduced to our society and one buys a car it is not over. One must buy the right tools to use in the cars or for it. Or for instance the UN rules forces countries to adopt its system if not then it will not allow it to lend money from other counties. With the Use of the right Discourse the Economist, Politicians were able to convince people to believe what they heard in a way that wasnt exactly what they really meant. The term discourse means the language used to talk about subjects. So for example in the First world war when the Us and Great Brittan were at war, there was a shortage of food and so this is where the tractors were first introduce to help the food shortage. But the government were not able to give tractors to people just like that and so they started to promote the sales of tractors and putting slogans like buy tractors and win the war this encouraged a lot of people to buy the tractors in order to support their soldier who were starving during the war. But when the war was over the family farming farms were being killed because of the overproduction of tractors so people decided to move in the city. And so from that time and on the Cars were introduced and became a part of our s...

Willamette University - Scores, Costs, and Admissions

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Assess the claim that both sex and gender are systems of social Essay

Assess the claim that both sex and gender are systems of social classification - Essay Example This essay will involve the analysis of whether sex and gender are part of the social classification systems. Just like races and ethnic categorization in the society, gender and sex are socio-historical determined. Gender develops as people grow in the society, and it depends on the societal beliefs and cultural practices. It does not fall into the group of things people are born with but rather something that people do. Sex refers to the biological differences in the hormonal profile and the external sex organs while gender refers to the characteristics of the society or culture, and they categorize the people in the community as either masculine or feminine. For instance, societies have responsibilities and identities associated with either the masculine or feminine in the society. The acquisition of gender characteristics come through the socialization process and the interaction of people in the society (Strathern 1995). Socialization involves the acquisition of the values and traditions in the society and it takes place in a gradual form as one grows. A child born in a given setting will grow up holding on the values applicable in that community. This indicates that the society plays an i mportant role in defining the gender roles according to the sex of an individual. The common sense in the current society differentiates culture into two different aspects of human beings. The biological sense of womanhood lies in the womb, however, culture and societal values have transformed the definition of a woman (Stolcke, p.18). The analytical concept of gender challenges the universal biological concept because of the variations in the societal values. Martin egg outlines that the society believes in the cultural values to define biological concepts regarding human beings. The scientific books define male and female as egg and sperm. The society believes that the biological

American Literature Exam question Coursework Example | Topics and Well Written Essays - 250 words

American Literature Exam question - Coursework Example Linda is denied the right to raise her own children, as are many other black women. Slaves are not allowed to marry whom they choose, and a black husband and wife sometimes are not allowed to live together. White men father children with black women, but lack absolutely any kind of parental obligation towards the children, and in some cases, like with Mr. Sands, may be tempted to sell them to get out of financial trouble. We see that the hatred slavery enforces distorts the most basic of all emotions: that of a parent towards his child. The lack of freedom and basic human rights does not affect only individuals, but all social structures. Normal human relationships inside and outside of a family cannot survive the devastating influence of the slavery system which deliberately dehumanizes black people, shamelessly stripping them off their dignity and rights as human beings.

My Study Space Essay Example | Topics and Well Written Essays - 500 words

My Study Space - Essay Example I feel comfortable here. Everything I need is close at hand and everything I don't want is far away and out of sight. The lighting is adequate, though at times it seems a bit dim. The fluorescent desk lamp has a failing bulb and sometimes does more harm than good. It gives off just enough light to illuminate the surrounding area, which is quite cluttered and acts as a constant reminder that I need to clean out the basement. Because it's underground, the temperature stays well regulated all year around. It's cool in the summer and warm in the winter. My cat, AWOL, likes the area also and spends many hours here with me. He can often be found lying in my plush, swivel chair as I come down here to study. At times he can be a distraction, though it's only a short walk up the stairs to put him out of sight and out of mind. As much as I enjoy my personal study space, there are some improvements I'd like to make. I would like to partition this corner of the basement off and create more of an office atmosphere. That would allow me to introduce some aroma into the area with the hopes of overcoming the perpetual musty smell of an old cellar. My favorite would be vanilla, though I also like the more exotic eastern incense smells. The partition would also serve as another barrier that I could place between the outside world and me, instilling an added layer of safety and recluse.

American Literature Exam question Coursework Example | Topics and Well Written Essays - 250 words

American Literature Exam question - Coursework Example Linda is denied the right to raise her own children, as are many other black women. Slaves are not allowed to marry whom they choose, and a black husband and wife sometimes are not allowed to live together. White men father children with black women, but lack absolutely any kind of parental obligation towards the children, and in some cases, like with Mr. Sands, may be tempted to sell them to get out of financial trouble. We see that the hatred slavery enforces distorts the most basic of all emotions: that of a parent towards his child. The lack of freedom and basic human rights does not affect only individuals, but all social structures. Normal human relationships inside and outside of a family cannot survive the devastating influence of the slavery system which deliberately dehumanizes black people, shamelessly stripping them off their dignity and rights as human beings.

An evaluation of contemporary leadership and governance challenges Research Paper - 1

An evaluation of contemporary leadership and governance challenges among universities in Africa - Research Paper Example By identifying and evaluating the major challenges that face leaders in African universities, it is possible to provide research based solutions to these problems, which in turn will enhance effective leadership strategies as the path for development in these countries. Objectives of the study Main Objectives To evaluate the challenges that are facing the leaders in African Universities in their administrative role. To investigate poor leadership qualities within the administrative bodies of the university. Specific Objectives To identify, through data collection, the major challenges that leaders in African Universities have to confront in their day to day duties. To identify weaknesses that exist within the university leadership and governance that has contributed to the problem of poor leadership. To analyse the results of the survey in to establish the common leadership problems among the African universities. To recommend possible solutions to the problems that are threatening l eadership and governance in African Universities. ... world countries and the path to rise to international heights has become rough, making these countries remain stagnated in terms of growth and development. This has generated a lot of attention among many researchers to investigate the barriers that have kept the pace of growth in these countries slow and unyielding (Task Force on Higher Education and Society, 2000). A research by Petlane (2009) indicated that one of the major challenges in these countries is the poor leadership and governance in this country that has failed to drive the country to economic success. The findings of this research have triggered significant research to investigate the challenges that University leaders have faced in implementing development goals in the country. A recent research conducted by Kuada (2010) was meant to investigate on the knowledge gaps that exist within African leaders that have undermined the development of third world countries. The findings of this research indicate that the weakness of African leaders emanates from the shortage of development skills and knowledge that exist within them. Other researchers have identified the need shortage of technological knowledge among the leaders which is a necessity in a technologically growing environment. Previous research by Hall and Symes (2005) provided that the only way to enhance development in African countries is by maintaining effective leadership in tertiary institutions and impacting leadership mentorship in upcoming professionals. Although researchers have reached a concession that the reason why African countries have failed to shine in the global scope is because of the many challenges that confront leaders in these countries, researchers have failed to identify the specific challenges that face leaders especially

Event Marketing Summit Attendees Include Essay Example for Free

Event Marketing Summit Attendees Include Essay Event Production Manager, 206inc Director of Communications, 75 Ninth Avenue Coordinator of Sales and Marketing, 75 Ninth Avenue Partnership Marketing Manager, AAA MidAtlantic, Inc General Director, Action Marketing Country Manager, Action Marketing Costa Rica Partner, Activent Marketing Director, Global Experiential Marketing, Activision Senior Employee Communication Specialist and Event Planner, Activision Publishing Inc. Retail Experiential Marketing Manager, Activision Publishing Inc. Senior Corporate Events Manager, Adobe Marketing Events Manager, ADP Event Planner, ADP Events Marketing Manager, AdRoll Manager of Events, Adult Swim Events Coordinator, Adult Swim President, Advantage International Associate Creative Director, Advantage International Account Manager, Advantage International General Manager, Agressive Communication Director of Accounts and Business Development, AIM Marketing Solutions Director, Integrated Marketing, Alaska Airlines Conventions Planner, Alcon Global Conventions Logistics Planner, Alcon Laboratories Senior Project Manager, Events, Align Technology Vice President, All Year Sports Galaxy President, Alliance Connection, Inc. 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Levine Productions VP, Affinity/Event Marketing, Bank of America Project Analyst, Bank of America Executive VP, Barkley Kalpak Agency Marketing Manager, Bayer Healthcare Senior Event Manager, BI WORLDWIDE Director, Global Brand Experinece, BlackRock VP, Brand Experience, BlackRock Director, Global Brand Experience, BlackRock Sampling Events Coordinator, Blue Chip Marketing Worldwide Product Manager, BlueWater Technologies Event Marketing Manager, BNP Media Event Manager, Booking.com Account Director, BOOM! Marketing Managing Partner, Brandscopic Director, Consumer Marketing Events, Bravo Market Leader, Britten Studios Vice President Special Events Promotions, Caesars Entertainment Director of Special Events, Caesars Entertainment Director of Strategy Planning, Cà ¡rdenas Marketing Network Executive Director, Strategic Corporate Events, Catalina Global Director, Event Management, Charles River Associate Director, Event Management, Charles River Head of Experiential Marketing, Chrysler Experiential Marketing, Chrysler Group LLC 2014 Event Marketing Summit Attendees Include†¦ VP, Client Creative, Chute Gerdeman Director Marketing Strategy, Cisco Marketing Strategist, Cisco Manager, Program Management, Cisco Social Media Manager, Consultant, Cisco, Cisco Director of Sales, Partner Engagement and Recoginition Programs, Cisco Manager: Digital, Audience and Measurement Engagement Strategy, Cisco Principal Marketing Manager, Worldwide Marketing, Citrix VP, Sales, City Eventions Vice President, Events Marketing, City National Bank Principal, Cloudburst Advisory Group Event Director, CMD Global Digital Marketing Manager, Coca-Cola Director, Corporate Marketing, Cognizant National Account Executive, Color Reflections Las Vegas Marketing Manager, Comcast Business Mobile Experience Regional Director, Compassion International Brand Director, Constellation Wines Manager, Global Marketing, Cook Medical Senior Manager, Global Marketing, Cook Medical VP, Program Development, CPC Intersect Project Sales, Craftsmen Industries President, Marketing Services, CROSSMARK Conference Manager, Crossway Books Brand Director, Crown Imports Senior Director Marketing, CSE Senior Marketing Director, CSP Business Media Promo Director, CTC Media Vice President of Enterprise Event Marketing Sales, Cvent Creative Techologist, CXG Vice President, Sales, Czarnowski Author, Decide to Be Excellent Event Marketing Director, Dell Experiential Marketing Manager, Dell Alienware Senior Marketing Manager, Deloitte Event Manager, Deluxe Strategic Communications Director, Deluxe VP Experiential, Deutsch Inc Partner/Vice President, Dimensional Communications Event Manager, Discover Financial Services Marketing Communications Manager, DoubleDutch Director, Multicultural Marketing, Dr Pepper Snapple Group Marketing Communications Program Manager, Eaton Corporation Marketing Manager, Edmunds.com Executive Director, EDPA VP, Account Director, EEI Global Operations Manager, Elite Marketing Group CTO, Elite Marketing Group Senior Vice President, Elite Marketing Group Account Executive, ELS Creative Director, Encatalogo CEO, Encompass Events Pvt Ltd Founder CEO, Encore Nationwide CEO, Engine Shop Director, Engine Shop Director, Marketing Communications, Ericsson Director, Client Experiences, Escalate Sr. Program Events Manager, ESET North America CEO, eshots, Inc. Senior Manager, Brand Partnerships, Esurance Vice President of Global Marketing, etouches Business Development, Event Strategy Group CEO, EventNet USA Founder CEO, EventPro Strategies SVP, Client Development, Eventus Vice President, Eventus CEO, Eventus Marketing LLC President, Digital Engagements, EWI Worldwide Executive Vice President, Exhibit Surveys Group CEO, Exp Group Group CMO, Exp Group Head of Strategy, Exp Nigeria Corporate Brand Consultant, ExpandaBrand Partner, Fake Love VP, Management Director, FCBX EVP, Group Management Director, FCBX Specialty Sales Manager, Featherlite, Inc. 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Johnson Promotion Marketing Representative, Georgia Lottery Corporation Trade Show Manager, Gerber SVP, Marketing, Global Experience Specialists Marketing Manager, Global Experience Specialists Senior Marketing Coordinator, Global Experience Specialists Marketing Communications Supervisor, GMR Marketing Director of Client Development, GMR Marketing Chief Digital Officer, GMR Marketing CEO/Cheif Creative, Go West Creative Account Manager, GO! Experience Design General Manager, GO! Experience Design Manager, Event Marketing, Gogo Air CEO, Gold N Fish Marketing Group Executive Director, GolinHarris Google, Google CEO, Group Delphi Account Executive, Group Delphi Associate Account Manager, Grow Marketing Associate Account Director, Grow Marketing Account Director/Experiential and Sponsorships, GSDM Partnership Marketing Manager, GSMA Ltd Manager, Mobile Marketing Programs, GSMA Ltd. New Business Development, East Coast Manager, GTE Agency Senior Marketing Manager, Brand Promotion and PR, HR Block Director of Brand Promotion and PR, HR Block Executive Director, Business Development, Hargrove Inc Senior Account Executive, Hargrove Inc Sales Executive, Hargrove, Inc. Director, Regional Dealer Communication, Harley-Davidson Director, Event Strategy and Execution, North America, Harley-Davidson Motor Company Sr. Coordinator Customer Experience Operations, Harley-Davidson Motor Company Account coordinator, Hawkeye 2014 Event Marketing Summit Attendees Include†¦ Client Partner, hawkeye Sports Experiential Brand Director, Sponsorships Events, Heineken USA Brand Manager, Sponsorships Events, Heineken USA Managing Partner, Helios Creative Services Production Resource Manager, Hello! Florida Destination Management VP, Creative Services, Hello! Florida Destination Management Senior Account Manager, Henry V Experience Designer, Henry V / Lub Dub Account Manager, Henry V Events Senior Manager, Event Marketing, Hewlett-Packard Company Writer/Producer, HGTV Manager, Hills Corp CEO, Founder, Hit Brands VP, Events Strategy and Transformation, HP Senior Director, HP SVP, Marketing and Events, HP Sr. Group Manager, Experiential Marketing, Hyundai Motor America Account Executive, i4D Events Marketing and Communications Manager, Idaho Housing and Finance Vice President, Ignition, Inc. Art Director, Illumina, Inc. Sr. Marketing Specialist, Illumina, Inc. Manager, Events, Illumina, Inc. Global Events, IMAX Corporation Assistant Manager, Global Events, IMAX Corporation New Business Development, Manager, Impact Unlimited CCO, Innova Marketing Event Marketing Program Manager, Intel Senior Consumer Marketing Manager, Intel Program Manager, Corporate Event Marketing, Intel Account Exeuctive, Interactions Marketing Senior Business Development Manager, Interactions Marketing Account Executive, Interactions Marketing Sr. Marketing Manager, InterCall Director of Product Marketing, InterCall President CEO, International Sportsmens Expositions, Inc. Account Manager, InVision Communiations CEO, Co-Founder, InVision Communications Project Manager, ITA Group Manager, Event Solution Line, ITA Group Production Manager, Jack Morton Worldwide Strategy Director, Jack Morton Worldwide SVP, Senior Strategist, Jack Morton Worldwide Director of Business Development, JHE Production Group Account Manager, JMI Senior Consultant, Events Marketing, Kaiser Permanente Manager, Event Marketing, Kaiser Permanente Manager, Programs Design, Kaiser Permanente Director of Partnership Marketing, Karlitz Company Chief Growth Officer, Karma411 Chief Executive Officer, Karma411 Marketing Manager, Karmasphere Group Account Director Experiential and Sponsorship, KBS+ Account Executive, Kubik Managing Director, Kubik VP, Museum Sales, Kubik Malbtbie, Inc. VP, Sales Sponsorships, LM Consulting SVP, Strategy Product Management, Lanyon Promotions Supervisor, LatinWorks Account Director, LeadDog Marketing Group Inc Director Client Partnerships, LeadDog Marketing Group Inc Senior Account Executive, Legacy Marketing Partners General Manager, Legacy Marketing Partners Account Supervisor, Legacy Marketing Partners Vice President, Sales Marketing, LEGO KidsFest Vice President, Operations, LEGO KidsFest Principal, LEO Events Senior Vice President, LEO Events Principal, LEO Events Director, Marketing Communications, Liberty Mutual Insurance CEO, LIFELAB events SVP, Chief Marketing Officer, Retirement Plan Services, Lincoln Financial Group 2014 Event Marketing Summit Attendees Include†¦ Marketing Manager, Conference/Event Management, Lincoln Financial Group COO, Linder Associates President, Linder Associates Digital Director, Liquid 7 Digital Content House Chief Creative Strategist, Live Marketing Senior Event Supervisor, LIVE!media by Sunflower Director of Events, LIVE!media by Sunflower Marketing Manager, LIVESTRONG Foundation President, M2W Inc. Director, National Events Partnerships, Macys Parade Entertainment Group Principal, MAG Specialty Vehicles Director of Client Service, Magnet Engagement Group President, Magnet Engagement Group Partnership Account Executive, Mall of America Partnership Account Manager, Mall of America Partner Chief Storyteller, Manifesto Partner Chief Strategist, Manifesto Account Director, Maritz Account Director, Maritz Project Manager, Marketing Factory CEO, Marketing Factory SVP Client Service, Marketing Werks Senior Director of Operations, Marketing Werks Senior Manager, Engagement, Marketing Werks General Manager, Marketing Werks Group Account Manager, Marketing Werks Associate Director, Marketing Werks Group Account Manager, Client Service, Marketing Werks Account Supervisor, match action VP, Development, match action VP, Accounts, match action VP, Event Marketing, Match.com VP, Public Relations and Digital Communications, Maybelline F2F Channel Manager, mbna Sports Marketing Manager, mbna Division President, MC2 SVP, Experience Design Director, MC2 Creative Director, MC2 SVP, Client Service, MC2 Senior Vice President Client Service, MC2 Client Director, MCI UK Head of Live Experience, MCI UK Sales and Marketing Coordinator, McNaughton-McKay Electric Co. Senior Brand Manager, Mentos Head of Brand Experience Marketing, Mercedes-Benz CEO, Method Models VP, Hotel Sales, MGM Grand Hotel Casino VP, Sales, MGM Grand Hotel/Casino Sr. National Sales Manager, MGM Grand Hotel/Casino Product Marketing Manager, Microsoft Global Event Marketing, Microsoft Senior Events Digital Marketing Manager, Microsoft Digital Marketing Manager, Microsoft Senior Director, Worldwide Partner Events, Microsoft General Manager, Worldwide Events, Microsoft Director of Operations, Milligan Events Principal, Milligan Events Director of Business Development, Milligan Events VP Marketing and Social/Digital Strategy, Moderne Communications, Inc. President, Moderne Communications, Inc. President, Mosaic Experiential Marketing Senior Account Executive, Moss Events VP, Operations Strategy, Motive CEO, Creative Director, Motive Events Sponsorship Manager, Moz Account Director, PR/social influence, MULLEN Manager, National Basketball Association Director of Consumer Marketing and Media Strategy, National Geographic Channel Associate Manager, Consumer Marketing and Media Strategy, National Geographic Channels Senior Director Marketing, NBC Sports Vice President, Ncompass International Account Manager, Ncompass International Co-Founder, Ncompass International Account Manager, Ncompass International Account Coordinator, Ncompass International Brand Activation Manager, Neo Media Marketing Limited 2014 Event Marketing Summit Attendees Include†¦ Managing Director/CEO, Neo Media Marketing Limited Business Analyst, Neo Media Marketing Limited Director, Nestle Marketing Service Director, Nestle Marketing Events Coordinator, New York Central Mutual Account Executive, Next Marketing Director of Strategy, Next Marketing CEO/President, Next Marketing Marketing Coordinator, North Highland Account Executive, Nth Degree Account Director, Nth Degree VP, Automotive Brand Experiences, Nth Degree Senior Vice President, Octagon President, Octanorm USA President, On Board Experiential Marketing President, One Stop Interactive EVP, Marketing Strategic Development, Opus Events Agency COO, Opus Events Agency EVP Creative Director, Opus Events Agency EVP, Event Strategy Design, Opus Events Agency EVP, Global Accounts, Opus Events Agency President, Opus Events Agency VP, Marketing, Oracle Managing Director/CEO, Oracle Experience Limited Business Development, Oracle Nigeria Brand Activation Management, Oracle Nigeria Creative Consultant, Oracle Nigeria Senior Director, Global Initiatives, PayPal Managing Creative Director, PBJS Vice President, PBJS COO, PBJS Senior Manager, Brand Marketing, Peets Coffee Tea Senior Brand Director, Pepsi Senior Director of Cultural Branding, Pepsi VP, Business Development/Operations, Performance Marketing Group, inc. Executive Director, Corporate Accounts/Motorsports, Performance Marketing Group, inc. Director, Motorsports Marketing, Performance Marketing Group, inc. Experiential Producer, Periscope Senior Experiential Designer, Periscope Director of Marketing and Communications, Philips Global Director, Marketing Communications, Philips Healthcare Director, New Business Development, Pinnacle Exhibits, Inc. VP, Operations, Plan C Agency Director of Sales, Plannernet Sr. Research Manager, PortMA Field Marketing Manager, Preferred Brands International ~ Tasty Bite VP, Partnership Marketing, PREIT Malls Senior Manager, Partnership Marketing, PREIT Malls President, Premiere Transportation Business Development, Production Glue National Account Manager-Event Marketing, Productions Plus-The Talent Shop President, ProExhibits President and Lead Staffer, Professional Staffer Services VP, Program Development, Professional Staffer Services Sr. Marketing Manager, Project: WorldWide SVP, Marketing and Communications, Project: WorldWide Event Coordinator, Promega Corporation Executive Producer, Proscenium CFO, Proscenium Chief Creative Officer, Proscenium Managing Director, Proscenium Senior Brand Manager, PRUSA Events Manager, PRUSA Director of Product and Channel Marketing, QuickMobile Partner, Executive Creative Director, Rally Marketing Group Partner, Integration Development, Rally Marketing Group President, Ravenchase Adventures Global Director of PR, Razer Senior VP, Red Light Management Senior Program Manager, RedPeg Marketing Director, B2B Strategy, Regence BlueCross BlueShield 2014 Event Marketing Summit Attendees Include†¦ Event Manager, Regence BlueCross BlueShield Director, Remezcla CEO, Remezcla Director, Remezcla VP-Marketing, Remy Cointreau Author, Resilience: Why Things Bounce Back VP, rEvolution COO, RMD Group Inc. Account Supervisor, Roberts Communications Account Executive, Roberts Communications Director of Sales, Rock-It Cargo Author, Romancing the Brand: How Brands Create Strong, Intimate Relationships with Consumers CEO, Sales Generators Executive Vice President, Sales Generators Director, Business Development, Sandra Arnold Inc. GM Events Pers, SAP Senior Director, Global Events, SAP GM Events Pers, SAP VP, Global Events, SAP CEO/CCO, School Marketing Coordinator, Scripps Networks Interactive HGTV DIY Network Director Global Marketing, SEMI Director, Shared Experiences Executive Director, Business Development, ShowTec, Inc. COO, Showtime Group AVP, Business Development, Simon Property Group/Simon Brand Ventures Director of Marketing Communications Services, Skyline Exhibits Author, Social: Why Our Brains Are Wired to Connect Partner, Soho Experiential Director of Business Develoment and Strategic Partnerships, SoHo Experiential Partner, Soho Experiential Marketing Manager, Solar Energy Trade Shows, LLC Executive VP, Solutions at Fluent VP, Branding Professional Services, Sonic VP, Strategic Accounts, Sparks Global Director of Event Marketing, Spotify Senior Marketing Product Manager, Events, SQE Director of Business Development, Staging Solutions, Inc. CEO, Star Strategy Director, Stretch Experiential Marketing Shows and Events Manager, Subaru of America CEO, Switch SVP, Switch: Liberate Your Brand VP, Marketing, Talking Rain Beverage Co. Sponsorship Specialist, Tauben Company Manager, Mall Media, Taubman Senior Manager, The Event Group, TD Ameritrade Director, The Event Group, TD Ameritrade VP, Events Management and Executive Conference Centers, TD Bank VP Events Manager, TD Bank Account Director, TEAM Enterprises Account Supervisor, TEAM Enterprises VP/Partner, TEAM Enterprises Account Supervisor, Experiential Relationship Marketing, Team One Strategic Analyst, Team One Account Executive, Experiential Relationship Marketing, Team One Management Supervisor, Experiential Relationship Marketing, Team One Event Manager, The Boeing Company Customer Market Engagement Specialist, The Boeing Company Sr. Field Experiential Marketing Manager, The Coca-Cola Company Director, Field Experiential Marketing Center of Excellence, The Coca-Cola Company VP, Marketing, The Cosmopolitan Resort Casino President, The Event Shop VP, Corporate Communications, The Expo Group Vice President, The Expo Group Co-Founder, The Hype Agency Director of Activations, The Hype Agency Marketing and Promotions Coordinator, The Law Society of Upper Canada Partnered Events Coordinator, The LIVESTRONG Foundation Account Director, The Marketing Store Author, The Myths of Creativity Operations Manager, The Participation Agency Director of Business Development, The 2014 Event Marketing Summit Attendees Include†¦ Sunflower Group President/CEO, The Trade Group Technical Associate, Thinkwell Group Account Director, This Is Fusion Program Manager, This Is Fusion Account Executive, This Is Fusion Marketing Manager, thomson reuters Conference Director, thomson reuters Conference Manager, thomson reuters CEO, Thrive line, Inc. CCO, THUMP / VICE CEO, Thuzi Project Director, Touch Worldwide Managing Partner, Touch Worldwide Director of Strategy/Senior Producer, Touch Worldwide CEO, Touchdown Marketing President, Track Marketing Group VP, Consumer Engagement, TrojanOne Senior Manager, Consumer Engagement, TrojanOne Project Manager, Turtle Transit Commander, U.S. Air Force Partner, Undercurrent, LLC Senior Manager, Media Business Development, United Airlines Event Markerting Manager, Universal Technical Institute Senior Director of Consumer Products, Univision Communications, Inc Director of Experiential Marketing, Univision Communications, Inc National Sales Director, Upstage Video Director of Event Marketing and Communications, USANA Health Sciences Director, Business Development, Van Wagner Communications VP, Events and Sponsorship, VAVi Sport and Social Club Sport and Social Industry Association Associate Director of Sales, VDA Productions Account Executive, VEE Corporation Executive Director, National Retail Operations, Verizon Associate Director, Store Design, Verizon Marketing, Sponsorships Events, Verizon Marketing Manager, Sponsorships Events, Verizon Head of Innovations CS, INS, Viacom Director, Marketing, Viacom Director Live, Viacom Eccount Manager, Visage Advertisinf Limited VP, Global Connections, Vivastream Director, New Business Development, VWV Client Services Manager, VWV USA Director, New Business Development, VWV USA Director, Client Services, Wasserman Media Group Senior Director, Operations, Wasserman Media Group Senior Vice President, Wasserman Media Group Vice President, Wasserman Media Group Vice President, Webb Audio Visual President, Webb Audio Visual Experiential marketing Consultant, Wells Fargo Marketing Manager, Wells Fargo Sponsorship Activation Manager, Wells Fargo Assistant Vice President, Wells Fargo Creative Services Manager, Western Southern Director of Creative Services, Western Southern Senior Corporate Communications Specialist, Western Southern Manager, Sponsorship, Community Investment Experiential Marketing, WestJet Airlines Team Lead, Sponsorship Experiential Marketing, WestJet Airlines Manager, Sponsorship, WestJet Airlines Team Lead, Sponsorship, WestJet Airlines Director, Experiential Events, World Vision Manager, Client Engagement Events Marketing, Xerox Corporation Events Manager, Zebra Technologies Event Marketing Director, Zumba Fitness