Dark Knight Massacre Shooting of Aurora Colorado Essay

Dark Knight Massacre Shooting of Aurora Colorado - Essay Example This resulted in 12 deaths and 50 injuries. Holmes himself was covered in bullet resistant clothes and addressed himself as ‘the Joker’ from the Batman villain fame. He had dyed his hair a flaming orange. Holmes did not resist arrest and was taken into custody. He is 24 years old PhD neuroscience student who is claimed to be brilliant and troubled at the same time. Upon investigation Holmes revealed that he had booby trapped his apartment and after a massive search operation police managed to recover hand grenades from his apartment. At the time of the shootings Holmes had setup loud music to play from his apartment, which was heard by many witnesses. I believe Holmes was a deranged man. He was unbalanced beyond awareness. Although he was a scientific genius, many proofs of his unbalanced, social behavior have been uncovered. He was not insane; I believe he was experimenting the same subject he was studying. Arguments of Opposition Many reports have emerged over time cla iming different things. One such report is that James Holmes was on a pharmaceutical drug Vicodin which the actual â€Å"Joker†, Heath Ledger, is also supposed to have abused. Report also suggests that exceeding Vicodin’s recommended levels makes for unusual behavior and altered mental states (Gucciardi, 2012). There are also reports of Holmes seeing a campus psychiatrist on June 11, 2012 (Press, 2012). Holmes made the last call to his psychiatrist just before the shootout. He is said to have submitted a notebook to his psychiatrist which is protected by patient-doctor privacy laws. A report states that Chris Townsond, who escaped unharmed, believes that a mental illness does not give anyone any right to kill somebody (Banda, 2012). No matter how badly broken and ill a person was no one has the right to massacre shoot an audience and spread mistrust and panic. Discussion and Analysis If Holmes was on a drug, especially one like Vicodin, he must have taken time to excee d the recommended dosage. He had seen a psychiatrist a month and 10 days back which would land him in a safe zone for drug abuse, which his psychiatrist would have detected. Vicodin is an opioid pain reliever, having narcotic properties. Unless it is used in combination with other substances, it has minor side-effects, with nervous system side-effects ranging from dizziness, delirium, depression to stupor. So far there has been no news on the notebook that was given to the psychiatrist by Holmes. The book which is protected by so-called laws is a very insightful piece of evidence which can evict the case. The deliberate attempt to keep the notebook under locks can be viewed as irresponsible on the part of judiciary. To keep the evidence sealed and hidden using laws is a clever way of concealing it. Initial reports by the police confirmed that Holmes was not mad or deranged when they caught him. He was in his senses. Some reports which reported survivor stories told how some survivor s saw him screaming at people to stand up from the crowd so he could shoot them at point blank range (Reporter, 2012). Yet his lawyers try time and again to prove he is mad and insane. His first appearance in court was a shock to many as he sat with glazed eyes as though medicated. When initial reports confirmed he was not medicated and not high, all his appearances in court have been put up to buy time and convince people that he had lost his mind and had committed a crime without knowing. Even in cell, his behavior

Nickel and Dimed Essay Example for Free

Nickel and Dimed Essay In the book â€Å"Nickel and Dimed: On (Not) Getting by in America† Barbara Ehrenreich writes of her experiences working and living in what is considered mainstream America. In the sociological perspective the method of research Ehrenreich used was that of participant observation in which the researcher participates in the research setting while observing what is happening in that setting. The type of people studied were the lower middle class, the working class and the working poor. Lower middle class is about 30 percent of the population and members of this class have jobs that call for them to follow orders given by those who have upper middle class credentials. Their technical and lower level management positions bring them a good living, but is usually constantly threatened by taxes and inflation. In Ehrenreich’s book she discusses how these groups of individuals will feel secure in their positions and anticipate being able to move up the social class ladder. The distinction between the lower middle class and the working class on the next lower rung are more blurred than those between other classes, but members of the lower middle class work at jobs that have slightly more prestige and their incomes are generally higher. The focus on the book was more on the working class and the working poor. Another 30 percent of the U. S. Population belongs to this class of relatively unskilled blue collar and white collar workers. Compared with the lower middle class, they have less education and lower incomes. Their jobs are also less secure, more routine, and more closely supervised. One of their greatest fears is being laid off during a recession. With only a high school diploma, the average member of the working class has little hope of climbing up the class ladder. Job changes usually bring more of the same, so most concentrate on getting ahead by achieving seniority on the job rather than by changing their type of work. Ehrenreich worked mainly in this class but in order to make ends meet, she also took a job, cleaning houses that the working poor would normally be employed at. The working poor make up about 22 percent of the population and work at unskilled, lower paying, temporary and seasonal jobs, such as sharecropping, migrant farm work, house cleaning and day labor. Most are high school dropouts. Many are functionally illiterate, finding it difficult to read even the want ads. They are less likely to vote because they feel that no matter what party is elected to office their situation won’t change. Many of these individuals work full time but still have to depend on help such as food stamps to supplement their meager incomes. But with the push to end social institutions in America the problem will only become huge. Ehrenreich’s book shows how easy to see how one can work full time and still are poor. This book shows clearly the workings of the capitalist society we live in. How most live day to day and if they are getting by don’t mind. The working poor are the one’s that will be affected the most by welfare reform and in my opinion no one is really paying attention. The only attention is the bottom dollar; the only thing that is looked at is how much this will increase money for the upper classes. It really wasn’t very shocking to me what was going on when you live and have lived within these social classes. I have always known we are just the indentured servants working for the capitalist class that only create about 1 percent of the population. Reference: Ehrenreich, B. (2003). Nickel Dimed: On (Not) Getting By in America. New York: Holt Publishers.

Sales Strategies, Corporate Objectives and Recruitment

Sales Strategies, Corporate Objectives and Recruitment These are the statement of intent that basically provides a firm direction for the activities an organization performs in the pursuit of its mission. Usually in organizations there is confusion and overlapping between the terms, objectives and the company goals. This confusion is easy to solve only if the company tends to think of the objectives as a statement of intents and the goals as the quantifiable targets. Sales Strategies Sales strategy can be defined as the planned approach to the account management policy formation, prospect identification and qualification, sales presentation, and order generation aimed at achieving a firms sales quotas or targets. Sales Strategy Objectives: Helps in improving client loyalty Increases the closeting ratio by knowing clients hot buttons Helps in shorting the sales cycle with outside recommendations. Proper sales strategy helps in offering best solutions to outsell the competitors Helps in targeting and penetrating the most promising and profitable sectors and markets Helps in refining and maximizing the competitive advantage and product differentiation to increase the market margin and share. Helps in establishing a specific plan to strengthen and enhance the lead generation Reference: www.businessdictionary.com P-9: Devise appropriate recruitment and selection procedures. RECRUITMENT AND SELECTION A. Overview of Process Assess the need for the job and ensure adequate funding Review the job description to ensure that it meets the present and future requirements Design the selection process ( utilize search committee process if applicable) Draft the advertisement and select the advertising media Short list using the person specification only Interview and test short-listed candidates Validate references, qualifications and background checks Make appointment Supervisors and Department Directors hold the responsibility for ensuring this framework is followed. Human resources and Employee Development is available for advice and will assist in general administration of the recruitment process. B. Review the Job and the Need for It. Upon the resignation, transfer, retirement, or the authorization of a new position, the search and selection procedure begins. This is an opportunity to review position responsibilities and the way in which the position contributes and promotes unit, department, division and university objectives. Supervisors need to consider the following issues: Is the job still necessary? What value does it add to the team and to the delivery of service? How will the Post be funded? Does the job description need updating? If so, the grade for the job and the person specification may need to be re-evaluated. The Human Resources and Employee Development Team is available to provide advice on constructing both job descriptions and person specifications and advising on grading issues. What type of employment could be offered? Full-time, part-time? Is job-sharing an option? Permanent or fixed term contract? Uses of fixed term contracts are most appropriate for covering a particular task/project/item of work or an interim appointment. They should not normally be used to fill permanent posts. If the decision is to hire for the position, it is the responsibility of the Supervisor/Director to ensure that the Position Management Form is completed and sent to Human Resources and Employee Development as soon as possible. C. Search Committee Not all interviews for permanent positions must be conducted by a Committee. The Department Director is responsible for determining the positions that require a committee to interview and select. If the position is a possible promotion for one or more, then a committee should be used to ensure there is no appearance of bias or favoritism. All open positions titled, Assistant Director and above must use of a search committee. 3. REQUEST FOR PERSONNEL ACTION A. Vacant Position When an employee gives notice of intention to leave University employment, the immediate supervisor should notify the Human Resources Employee development so that necessary interviews for re-staffing might be arranged. The job classification, description and qualifications desired of replacement personnel should be provided by the department head at that time. Examples of such information might include: Education or technical training required. ADA requirements, lifting, vehicle operation, physical demands, etc. Hours of work; including Saturday or Sunday. Officials to whom applicants are to be referred. Recommendations of any known applicants. Additional information felt useful in preliminary screening. The beginning salary for classified personnel shall be determined by the job classification of the vacant position and the associated pay grade. Employing departments should consult the Human Resources Employee Development on classification issues and salary issues before posting the position. Most importantly the dept should consult with Human Resources Employee Development before making any salary commitments. 4. ADVERTISING A. Job Posting. When advised of a vacancy, the Human Resources Employee Development will review the existing job description, making the necessary corrections, post a vacancy announcement for a minimum of five days on the Human Resources bulletin board, and on the Human Resources web site. Postings will be forwarded to the Georgia Department of Labor for their reference and applicant referral. It is hoped that this procedure will create an awareness of positions available to insure upward mobility in careers within the University and to encourage applicant referral from numerous sources. Other advertising arrangements can be made. Consult with the Assistant Director for Employment Administration for advice on advertising and related costs. B. Employee Priority Posting All open positions must be posted for a minimum of five days, however the employing unit may initially designate that a position be posted with an employee priority designation or be posted on the general public website. Positions designated for employee priority posting will be posted for a minimum of five business days on the employee priority website and only applications from current qualified Valdosta State University employees will be referred to that position. Positions not designated for employee priority posting will immediately be posted on the general public posting website. If the employing unit identifies a successful candidate from this pool, no additional recruiting is required. If after five business days no Valdosta State University applicant has been selected, the position will be reopened and posted for recruiting on the general public website for a minimum of five additional business days. Valdosta State University employees may still apply during this open period. Those employees classified as casual laborer/temporary workers; do not qualify for employee priority positions. As in the past, they may apply for positions on the general public posting site. 5. SELECTION PROCESS A. Screening Applicants Read all applications submitted. The selection of the top candidates for interviewing must be based on the Job Description and specifications. New criteria cannot be introduced to assess the candidates at this stage as it would be unfair. It is the responsibility of the persons conducting the interviews to complete the short-listing and to ensure the process remains free of unlawful discrimination. If a committee is used, the entire committee should agree on the short list. If a committee is not used, it is desirable that a second person also participate in the short-listing process. The criteria used to select the top candidates and all appropriate notes must be returned to Human Resources and Employee Development for filing and are retained for a period of 6 months. It is good practice that all employees that apply for a position within their department be interviewed. Former employees who have been dismissed for misconduct cannot be considered for appointment. Former employees who have since retired must meet certain qualifications due to their retirement status. If there is a question about whether an applicant can or cannot be considered contact Human Resources and Employee Development. B. Arranging the Interview The persons responsible for the interviews is responsible for scheduling dates and times for interviews directly with the short listed candidates and notifying the candidates of any selection tests that will be used. Federal law prohibits certain questions in an employment interview and the application for employment has been developed to comply with Federal guidelines. Examples of such illegal questions might refer to the applicants age, disability, religion, ages of children, etc. Interviewing guidelines are provided to the employing department upon referral of applications. To assure consistent treatment of each applicant, a patterned interview might be developed by the department. Such might include specific questions of job related functions, skills required, and how the applicants educational background, previous experience, etc. might be useful in the position if selected for employment. C. The Interview The purpose of interviewing is to appoint the best person for the job based solely on merit and suitability. The Valdosta State University recruitment and selection process achieves this using methods that are systematic, thorough, fair, unbiased and based on rational, objective, job related criteria. At the interview, each candidate should be treated consistently. To achieve this the panel should: Ask the same initial questions of each candidate Supplement their understanding of the candidates responses by following up questions as appropriate Be consistent in allowing access to presentation material, notes and so on Not allow any discriminatory questions, harassment, or any other conduct which breaches the equal opportunities policy or code of conduct Ensure that in the case of disabled candidates, the necessity for any reasonable adjustments that would be required on the job are explored in a positive manner. Assessment of disabled candidates should be based on their expected performance in the job, given that any reasonable adjustment required was provided. Keep in mind that information obtained throughout the selection process is treated as confidential and is known only to parties involved in the selection process Keep records of interviews and the reasons for decisions each question should receive a grade, and a grade for overall impression. The candidates will be ranked from highest to lowest based on the scores given and the position negotiated or offered to the highest ranking candidate. The scoring sheets and all documentation of the interviews must be given to Human Resources and Employee Development for filing Panel members must be aware that it is their responsibility to ensure recruitment/interview documentation is stored securely and confidentially whilst in their possession. D. Selection Tests Where selection tests are a valid method of assessing a candidate (i.e. effectively measures the job criteria, is relevant, reliable, fair and unbiased also considering the predictive capacities of tests), they are an extremely useful tool and are recommended for use. Supervisors should seek advice from Human Resources and Employee Development on the use of such tests. E. Hiring Decision In selecting the successful candidate, the panel must make a decision based on the merit and eligibility of the candidates as judged by: Content of application and qualifications Performance at Interview Outcome of any selection tests F. Reference Checks As part of assessing the merit of each candidate, persons selecting candidates must satisfy themselves that the information the candidate gives is authentic, consistent and honest. This includes being satisfied about information regarding the candidates: application work history qualifications (where a qualification is a requirement, supporting evidence or certification must be obtained from the candidate and recorded) evidence presented at interview Reference checks; references must be called and information recorded for the file a) Identify yourself immediately, explain your position within the organization and tell the person why you are calling about the applicant. b) Ensure confidentiality c) Ask if he or she is free to discuss the situation d) Try to establish rapport e) Tell the person the position the candidate is being considered for f) Let the person talk feely g) Ask the references the same questions for each of your candidates h) Always end the call with: would you rehire this person? Should any of these not meet the required standards, Human Resources and Employee Development must discuss the issue with the Supervisor/Director. Use the Employment Reference Check and Education Verification form located in Appendix 10 and Appendix 11. G. Criminal Background Checks. In an effort to provide a safe and secure workplace, to comply with Board of Regents Policy and to minimize the potential litigation associated with negligent hiring processes, Valdosta State University will require background checks on the top two candidates for the position. Employment shall be conditioned upon the execution of a consent form for criminal record disclosure and upon consideration of ones criminal history. The Valdosta State University Police Department, upon receipt of the Consent to Criminal History Release Form, shall conduct the background check and report results to the Department of Human Resources. The department will notify the applicants whose criminal history report prevents their employment. The applicant can be referred to Human Resources and Employee Development if they have questions on the process The applicant is allowed seven calendar days to initiate corrective action of any inaccurate report. Proof of an error in reporting shall not disqualify the applicant and the position will not be filled until this time period has expired. If no action is initiated, and if the report is factual, the hiring department may resume the employment process. Disqualification of Applicants. An applicant will be disqualified for employment for any of the following reasons: He or she is addicted to the use of alcohol or use of illegal drugs. Discovery of any false statement or omission of material facts from the formal application. He or she has been a member of an organization advocating the violent overthrow of the government of the United States. He or she has been convicted of a crime involving moral turpitude, unless pardon has been granted. He or she has been convicted of a felony, unless first offender treatment was granted by the court. J. Employment Offer Having completed the interviewing process, an offer of employment may be extended by the employing department. However, the dept head must advise the candidate that the offer is conditional pending the results of a criminal background check. When a department head believes he/she has a candidate who because of exceptional training or experience is deserving of more than the posted minimum for the classification, they may offer the candidate up to 10% over the minimum. However the department head must either have the money already in his/her budget or through the dean or vice president can have it transferred to their budget. This change in policy is not intended to permit the department head or authority to offer more than 10% over the minimum and in no case is the offer to be made without sufficient departmental funds to meet requirements of the hire. K. Post Interview Human Resources and Employee Development is responsible for providing all candidates with written notification of the outcome of their application (letter of rejection). However some departments prefer to write their own letter. These letters must be attached to the compliance reports. If feedback is requested from an unsuccessful short-listed candidate, the manager should provide a valid reason to the candidate for rejection together with constructive feedback. Written feedback will not normally be provided. P-10: Evaluate the role of motivation, remuneration and training in enhancing sales performance. Role of Motivation in sales performance Whether you are a sales person or someone in a position who manages sales people, you need to know the importance of motivation. Although many it would be great to just hire self motivated people who dont need any help from you to take action and make sales, you need to realize that sales is a tough job and that there are people who can really become great at it with some encouragement. Being in sales can either pay you very well or can make you go broke. The better you are at sales, the more money you will make. So where does motivation come into play? Well, the main reason that most people dont like sales is because of having to deal with rejection. No one likes to be rejected but if youre in a sale, thats all part of the game. The more rejections you get, the closer to a sale you will be. Now just because you expect your sales people or yourself to go out there and make those sales calls like a machine, it doesnt mean motivation should be neglected. If you are a sales person, take the time to read and listen to motivation material. By doing this, you will constantly be feeding your mind with positive and encouraging thoughts that will help you get through those days where everyone prospect seems to be in a bad mood. For sales managers, providing your team with motivation is critical. Just look in the world of sports. Those athletes are the best in the world at what they do yet when they are losing and feeling discouraged, a simple pep talk from their coach can fire them up to the point to turn the game around. This same thing can be used on your sales people to help them see more of themselves instead of beating themselves up mentality for not making as many sales. Motivation is important because it causes people to take action. Without action, nothing happens. The key to achieve any goal is to take action. The more action you take, the closer to your goals you will be. In order to continually take action, you will need to come up with ways to motivate yourself to do what you need to do everyday in order to reach those goals. So whether you need to motivate yourself or your team, motivation plays an extremely important role in building success. Role of Remuneration in Sales Performance Remuneration is wages or salary, typically money that is paid for services rendered as an employee. How do you decide what remuneration packages to adopt? How do you ensure that your Remuneration packages incentives and motivate the right people? How do you make sure that the amount of pay helps your staff with their lifestyle requirements? These questions are vital ones to anybody trying to run a sales team or customer service team, when you have a look at how you can actually reward personal effort as well as maintain service. In looking at any remuneration package, its worthwhile to consider a set of scales. In any job description, there is an opportunity to analyze the work required into service aspects whereby these things have to be done to maintain the client, or maintain the client relationship, such as receiving orders, implementing orders, handling queries, general items of customer service, and also perhaps even merchandising or helping with displays, as well as ensuring that stock levels are adequate, these can be called service areas or service responsibilities. On the other hand, a sales person or customer service representative could influence the value of the sale through their personal sales skills, personality, and training, to either make the sale happen, add value to the sale, or sell some specific items that are on special or on bonus, at the point of communication, either by phone, by web, or face-to-face. This particular activity is known as personal contribution. A relatively easy formula to follow is by adopting the scales of remuneration, you can then analyze the input from the people involved. If there is high service requirements and service levels in the performance of the job, and little opportunity to add personal influence, then a wages or base salary system will be the most cost efficient to make the results work. If there is a high personal input, whereby the sales person can strongly influence the amount of the sale or the profitability of the sale, then you can reward that personal effort by special commissions, share of profits, special incentives, and special rewards, for the sales as they occur after th e event, and lessen the base salary or wages that need to be paid by increasing the risk factor, which of course the personal touch will overcome. Role of Training in Sales Performance The term training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labor-market recognize today [update] the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development. P-11: Describe two techniques used to co-ordinate and control sales output. Sales out put control Outputs can be triggered manually or automatically in  the sales document. Automatic determination requires maintenance of output  condition record. Print programs and layout sets control content which should be displayed in the output. controls output determination using condition Technique. Output determination procedure is determined on the basis of sales document type (sales order type,delivery type, billing type). Standard output determination procedure for sales order (OR), Delivery (LF) and Billing (F2) is V100000. Output procedure contains output types,which can be processed when that sales document is created. One document can have Output types like Delivery note and Packing list in delivery. Output controls Medium (Like Print, Fax, EDI) Time of sending the output -e.g.immediately or in a batch Which partner function of Business partner it can be sent Language Criteria for which output condition record can be maintained for automatic output determination It offers flexibility of changing the key controls in the Sales documents. Example If order confirmation for a customer is scheduled to be printed in a batch but the customer wants it immediately then time of dispatch control can be changed in the sales order. P-12: Use given information to recommend appropriate organization structures and procedures. Team One of the newest organizational structures developed in the 20th century is team. In small businesses, the team structure can define the entire organization.Teams can be both horizontal and vertical. While an organization is constituted as a set of people who synergize individual competencies to achieve newer dimensions, the quality of organizational structure revolves around the competencies of teams in totality. For example, every one of the Whole Foods Market stores, the largest natural-foods grocer in the US developing a focused strategy, is an autonomous profit centre composed of an average of 10 self-managed teams, while team leaders in each store and each region are also a team. Larger bureaucratic organizations can benefit from the flexibility of teams as well. Functional structure Employees within the functional divisions of an organization tend to perform a specialized set of tasks, for instance the engineering department would be staffed only with software engineers. This leads to operational efficiencies within that group. However it could also lead to a lack of communication between the functional groups within an organization, making the organization slow and inflexible. As a whole, a functional organization is best suited as a producer of standardized goods and services at large volume and low cost. Coordination and specialization of tasks are centralized in a functional structure, which makes producing a limited amount of products or services efficient and predictable. Moreover, efficiencies can further be realized as functional organizations integrate their activities vertically so that products are sold and distributed quickly and at low cost .For instance, a small business could start making the components it requires for production of its products instead of procuring it from an external organization. But not only beneficial for organization but also for employees faiths. Burns, T. and G. Stalker. (1961) The Management of Innovation. London: Tavistock. P-13: Identify and give three examples of the differences in the nature of sales tasks and skills in a variety of context. Sales Skills Qualifying Fast to Avoid Wasting Sales Time Do you chase after your prospects until they tell you yes or no? Do you ever tell your prospects No, as in No, I am not going to sell to you? There are many things in selling that you do not and will not be able to control. The one thing that you do have control over is your time and how you choose to use it. To qualify fast you must have a set of criteria describing who you will and will not sell to. You want to sell to the prospects likely to buy your products, and drop the prospects unlikely to buy (so that you can find more good prospects). Sounds simple, but too many salespeople let sludge buildup in their pipeline, constricting the total revenue that flows out. Motivating Prospects Qualifying goes beyond budget, authority, and need. You want to sell to prospects who *want* to buy from you. Finding prospects that need our products usually is not difficult. Finding those who really want our products though can be very hard if we wait for them to come to us. Products sold by professional salespeople are more complex and offer more value than commodity products offered through stores, catalogs and brokers. Prospects generally do not know they need such products, until they first discover that they have a problem. This process can take seconds or years depending on the nature of the problem (and the prospect!). Prospects get motivated to work with you when you help them to discover that you solve their problem better than anyone doeselse. Selling to People Outside Your Comfort Zone Most salespeople, who are people persons, already think that they are good at this. Let me ask you a question. When you last lost a sale, how was your rapport with the key person who decided against you? You cant afford to look away and ignore people that you dont have natural rapport with. The good news is that people like people like themselves. All you have to do to gain rapport is stretch your behavior outside or your comfort zone until you become like another person. Reaching Decision-Makers Through Voicemail Theres two ways to make more sales. One is to close more of the prospects you do contact. The other is to get more prospects into the pipeline. When prospecting, you can look at voicemail as either your friend or your enemy. With 70% of your prospecting calls going to voicemail, it is time to make friends with it. Although you will never get even close to getting every voicemail returned, you can get a significant number of your messages returned when treat them as a one-on-one commercials. Delivering I Gotta Have That Presentations Lets face it; a lot of business presentations are really boring. Salespeople talk about why their product is great, why their company is great, and the history of their company. Prospects dont relate to this. Thats why they look so bored. Great presentations get the prospects imagination involved. The best way to involve the imagination is through storytelling. Stories rich in descriptive detail get the prospect picturing them using your product and evoke that I Gotta Have That reaction. Gaining Commitments Instead of Closing Eliminate Closing Cheese from Your Vocabulary. You know what I am talking about: Would you like that in gray or in black? or If I can show you how this will help you will you buy today?. Lines like these are why salespeople are down on the bottom of societys respect list somewhere near lawyers. Learn the power of asking for incremental commitments from the beginning of your sales cycle. It is not an easy shift to make. First you got to get the prospect to show you what they most want (Hint: See Skill #2 above). Then you can negotiate incremental commitments in return for more of your time, information or resources. Have More Fun Sales is fun when you are in control and closing deals. Selling is miserable when you are under pressure to close business. Take the pressure off yourself to close and instead focus on qualifying and motivating your prospects. Sales Task Specified amount of sales that a management sets for achieving or exceeding within a specified timeframe, and allocates required resources. Sales targets are apportioned among different sales-units such as salespersons, franchisees, distributors, agents, etc. Three Types of Sales Task Personal Sales Task Team Sales Task Organizational Sales Task P-14: Explain the role of sales staff operating in an international environment. Greater complexities involved with distribution, transportation, payment and insurance. Goods in the international market are subject to the customs control and the payment of import duties where they are applicable. Exchange rates and in some cases the regulations of exchange control are applicable. International market exposes the company to a wider and intensive competition which might not be the case with the domestic market. Customer profile in the international market is different from local market in areas of religion, language, ideology, fashion and living standard. Different cultural, legal, economical, political and social systems may be encountered in the international market. Complexity of international marketing and the addition of new environment make the business management far more difficult. More use of e-mail and

Wedding Speech †Best Man -- Wedding Toasts Roasts Speeches

Wedding Speech – Best Man Before I begin with Leon’s character assassination, I should probably introduce myself, as a lot of you don’t know me†¦my name is Andy. My full name is actually Andy WhatcanIgetyou. For those of you who I meet in the bar later, I’d appreciate it if you could Use my full name. I’d also like to remind you, that the more you laugh at my gags the faster my speech will be delivered†¦so it’s in your own best interest†¦ I think being a best man can be a very nerve racking experience†¦(pause)†¦ if there’s one person here this afternoon feeling nervous, apprehensive and queasy about what lies ahead†¦.then it’s probably because you’ve just married Leon. Anyway, I wanted to take this opportunity, not only to demolish Leon’s reputation and character, but also to talk about Leon AND Lucy as a couple. In September 1998, Leon and I both started and met at Bath University. I think, in hindsight, going to Bath was one of the best decisions Leon ever made, as a few days in, he met Lucy. And from what I remember about 1st year (which frankly isn’t a lot), within a few weeks they were spending a lot of their time together and started to get quite close†¦ I remember myself and the other lads in our house used to constantly badger Leon to make an advance. And as you’ll probably know, Leon IS a bit of a fast mover when it comes to the ladies ..(pause†¦), so it took him only 1 year (pause†¦) (and severa... ...st doesn’t like to interrupt. On a more serious note, there’s not many best men who can describe both the groom and the bride as a true friend, and in that, I think I’m very lucky. It is an honour, albeit a most terrifying one, to have been asked to be the best man here today. But if I’m honest I do feel a certain relief to see the end of my duties in sight, as I’m totally certain that Leon will never have a need to call on met to be his best man again. As a final thought – â€Å"you don’t marry someone because you can live with them, you marry them because you simply cannot live without them†Ã¢â‚¬ ¦ Ladies and Gentlemen, please be upstanding and join me in a toast†¦ to Mr and Mrs [groom’s surname]†¦Leon and Lucy

Exploration of a Journal Article in Sociology Essay

In this paper I will be discussing the type of article being explored. What type of research is involved in this article? I will be doing a summary of this article to discover what the main findings are. Explain how this article fits into the field of sociology. Discuss which chapter applies to this article. Explain how a journal article differs for a newspaper article, and what is alike. Type of article This article is a review of existing research that was conducted. It discusses what type of research was conducted. The reason why the research was done, and what was the outcome of the research that was performed (Playing hooky 2011). Type of Research There was various types of research conducted for this article. A study was provided by Youth Advocates Programs, Inc. there was a behavioral experiment done on three types of behavior that involved positive, negative, and no reinforcement. A questionnaire survey was also conducted on a group of students, and there were observation studies done (Playing hooky 2011). Summary Student truancy is a serious problem that faces the adolescent youth. This problem is caused by a number of variables. How involved the parents are in a child’s life. Weather the child is involved in any after school activities. Is there a history of alcohol, or drug abuse? Some of these factors can be caused at school. Some of the problems could be bullying, having nobody to turn to with their problems (Playing hooky 2011). Major Findings Bullying In one of the case studies conducted along with other variables bullying was found to be a significant cause of student absenteeism. The study showed that students would avoid school, because they feared being victimized. These students felt like they did not have a safe place to go. They had no one to talk to about their situation. They felt like they did not have anything to look forward to as long as they were being bullied (Playing hooky 2011). Other Factors With all of the other factors combined such as family environment, living situation, community involvement, alcohol, and substance abuse. These factors did very little to contribute to students being absent from school (Playing hooky 2011). How where they supported The research that was presented was conducted by a variety of methods. There was research from a questionnaire study. Research was conducted that involved a behavioral experiment. Research was also presented by a youth Adolescent group (Playing hooky 2011). Fits into Field of Sociology This article fits into the field on sociology, because it deals with sociological theory. The sociology theory that it deals with is the Social-Conflict Approach. It talks about the problems facing youth like drugs, and alcohol (Playing hooky 2011). Identify Chapter of Textbook The chapter that this article covers is chapter twenty. This chapter deals with education, and how different areas of the country receive better education those other areas. This chapter talks about how truancy can lead to other problems down the road in life (Playing hooky 2011). Difference between Types of Articles Scholarly articles are reviewed by other peers with expertise in the field. Magazines and newspapers are written for the majority of the population. The thing that is similar is they all have current information (Playing hooky 2011). Conclusion In this paper we discussed the type of article. We discussed what type of research was involved. We gave a summary of the article, what were some findings, and how they were supported. We provided information on how it relates to our textbook, and sociology. Described how this article is different from magazines and newspapers. References Playing Hooky†: Examining Factors that Contribute to Adolescent Truancy. (2011). Sociological Viewpoints, 2715-23

Vietnam War General William Westmoreland

Vietnam War General William Westmoreland Born on March 26, 1914, William C. Westmoreland was the son of a Spartanburg, SC textile manufacturer. Joining the Boy Scouts as a youth, he achieved the rank of Eagle Scout before entering the Citadel in 1931. After one year in school, he transferred to West Point. During his time at the academy he proved to be an exceptional cadet and by graduation had become the corps first captain. In addition, he received the Pershing Sword which was given to the most outstanding cadet in the class. After graduation, Westmoreland was assigned to the artillery. World War II With the outbreak of World War II, Westmoreland swiftly rose through the ranks as the army expanded to meet wartime needs, reaching lieutenant colonel by September 1942. Initially an operations officer, he was soon given command of the 34th Field Artillery Battalion (9th Division) and saw service in North Africa and Sicily before the unit was transferred to England for use in Western Europe. Landing in France, Westmorelands battalion provided fire support for the 82nd Airborne Division. His strong performance in this role was noted by the divisions commander, Brigadier General James M. Gavin. Promoted to executive officer of the 9th Divisions artillery in 1944, he was temporarily promoted to colonel that July. Serving with the 9th for the remainder of the war, Westmoreland became the divisions chief of staff in October 1944. With the surrender of Germany, Westmoreland was given command of the 60th Infantry in the US occupation forces. After moving through a number of infantry assignments, Westmoreland was asked by Gavin to take command of the 504th Parachute Infantry Regiment (82nd Airborne Division) in 1946. While in this assignment, Westmoreland married Katherine S. Van Deusen. Korean War Serving with the 82nd for four years, Westmoreland rose to become the divisions chief of staff. In 1950, he was detailed to the Command and General Staff College as instructor. The following year he was moved to the Army War College in the same capacity. With the Korean War raging, Westmoreland was given command of the 187th Regimental Combat Team. Arriving in Korea, he led the 187th for over a year before returning to the US to become deputy assistant chief of staff, G–1, for manpower control. Serving at the Pentagon for five years, he took the advanced management program at Harvard Business School in 1954. Promoted to major general in 1956, he took command of the 101st Airborne at Fort Campbell, KY in 1958, and led the division for two years before being assigned to West Point as the academys superintendent. One of the Armys rising stars, Westmoreland was temporarily promoted to lieutenant general in July 1963, and placed in charge of the Strategic Army Corps and XVIII Airborne Corps. After a year in this assignment, he was transferred to Vietnam as deputy commander and acting commander of the United States Military Assistance Command, Vietnam (MACV). Vietnam War Shortly after his arrival, Westmoreland was made permanent commander of MACV and given command of all US forces in Vietnam. Commanding 16,000 men in 1964, Westmoreland oversaw the escalation of the conflict and had 535,000 troops under his control when he departed in 1968. Employing an aggressive strategy of search and destroy, he sought to draw the forces of the Viet Cong (National Liberation Front) into the open where they could be eliminated. Westmoreland believed that the Viet Cong could be defeated through large-scale use of artillery, air power, and large-unit battles. In late 1967, Viet Cong forced began striking US bases across the country. Responding in force, Westmoreland won a series of fights such as the Battle of Dak To. Victorious, US forces inflicted heavy casualties leading Westmoreland to inform President Lyndon Johnson that the end of the war was in sight. While victorious, the battles that fall pulled US forces out of South Vietnamese cities and set the stage for the Tet Offensive in late January 1968. Striking all across the country, the Viet Cong, with support from the North Vietnamese army, launched major attacks on South Vietnamese cities. Responding to the offensive, Westmoreland led a successful campaign which defeated the Viet Cong. Despite this, the damage had been done as Westmorelands optimistic reports about the wars course were discredited by North Vietnams ability to mount such a large-scale campaign. In June 1968, Westmoreland was replaced by General Creighton Abrams. During his tenure in Vietnam, Westmoreland had sought to win a battle of attrition with the North Vietnamese, however, he was never able to force the enemy to abandon a guerilla-style of warfare which repeatedly left his own forces at a disadvantage. Army Chief of Staff Returning home, Westmoreland was criticized as the general who won every battle until [he] lost the war. Assigned as Army Chief of Staff, Westmoreland continued to oversee the war from afar. Taking control in a difficult period, he assisted Abrams in winding down operations in Vietnam, while also attempting to transition the US Army to an all-volunteer force. In doing so, he worked to make army life more inviting to young Americans by issuing directives which allowed for a more relaxed approach to grooming and discipline. While necessary, Westmoreland was attacked by the establishment for being too liberal. Westmoreland was also faced in this period with having to deal with widespread civil disturbance. Employing troops where necessary, he worked to aid in quelling the domestic unrest caused by the Vietnam War. In June 1972, Westmorelands term as chief of staff ended and he elected to retire from the service. After unsuccessfully running for governor of South Carolina in 1974, he penned his autobiography, A Soldier Reports. For the remainder of his life he worked to defend his actions in Vietnam. He died in Charleston, SC on July 18, 2005.