Baptism and High School Student Essay

My mom told be that when im with her tummy bear she’s always angry, can’t sleep well and eat lots of food. She was always fighting with my father that time. During my christening, they told me I have more than 20 Godmothers and Godfathers. Back when I’m months old, my mom said, she doesn’t like other people kissing me, except to all my Godparents, because she doesn’t like me to smell bad or even get dirty. She even told me that I cry a lot. She also told me that I only have 3 colors in all my clothes; pink, yellow and white. All my clothes are beautiful to me, I’m so clean and tidy. see more:survey questionnaire about tardiness I took a bath 3 to 4 times a day, every minute she puts powder on me . I’m so fit and sexy way back then because of my mom, she doesn’t want me to go outside and play with other children. Sometimes, I go out without their permission, just to play and bond with other kids . During my Nursery days, I always have my lunch box with me. They always put in it some cookies with a house drawn to it. But when I started to learn how to read, it was, Cream ‘O cookies . Then, during my Kinder days, I became a Twinkle Star in our Girl Scout. I was so shy and as I remember, I was so sick. Back then, if I’m not feeling well and my tummy is aching, I immediately throw up. I cry and cry because all I wanted that time is to go back home, I really hate mosquito bites. In Grade 1, during the Foundation day, our class presents a dance and I was in the back row because I don’t know how to dance. That’s my weakness, so I do everything, and practice a lot, then in grade 2, I was in the front row and became the leader of the group, and our principal was sitting in front of me. There was a point in my Grade 1 life that my teacher always gets mad at me, because I always bring attitude to school. It’s because at home, I am a spoiled brat, my parents always give me what I want . In Grade 6, I always make fights, I’m so bully and I am so confident in myself, because I am always a muse in our class . And in High school, there was a time, that some of the school leaders choose me to be their representative as Ms. Intrams. I became 1st runner up in the Ms. Girl scout of all entire Makati. I also became Lakambini SA buwan ng wika, which makes my mom proud. All about the that special event in my entire high school life, my mom is always there to support me. Even if the gown is expensive, she still bought it for me. And as I remember, she even registered me to one of this workshop, which is a ramp model. She wants me before to be an artist. Half a month of my 3rd year high school, I met a church that’s â€Å"Victory Fort†, that was the time I realize everything. What Christ did for me, â€Å"Salvation†. It made me realize how strong the Gospel is, the moment Christ sacrifice himself at the cross, to forget all our sins and to let us all live. God reveals so many things to me, and during March 23, 2013 I was baptized with the Holy Water. I was born again. I know the real Elaine, the real me. When I was in my last year of High school, it was the happiest year of my life as a high school student. All of my classmates are so close to me and we all wishes to have pictures together with all our teachers. And during our JS Prom, I felt so elegant with my dress, my friends were shocked with the way I dressed up. It was way too far from the real Elaine. Whenever I’m bored or nothing else to do, I just enjoyed playing chess with my siblings, friends or parents. The people involve in this church, they were the ones who let me see how important my life is, my body and they remind me what did Jesus Christ do to me just for me to live and how strong His Love, Mercy and Grace for us. God changed me, inside and out. 2 Corinthians 5:17 New International Version (NIV) Therefore, if anyone is in Christ, the new creation has come, The old has gone, the new is here! When I was in my last year of High school, it was the happiest year of my life as a high school student. All of my classmates are so close to me and we all wishes to have pictures together with all our teachers. And during our JS Prom, I felt so elegant with my dress, my friends were shocked with the way I dressed up. It was way too far from the real Elaine. Whenever I’m bored or nothing else to do, I just enjoyed playing chess with my siblings, friends or parents.

Feelings of war in his poems ‘Exposure’ and ‘Spring Offensive’ Essay

How does Owen use the seasons and nature to illustrate his feelings about war? Compare his treatment of the natural world in ‘Exposure’ and ‘Spring Offensive’. Owen signed up to fight in the war in 1915. He thought that war was romantic and heroic but when he was in the front line he realised that it was the exact opposite of what he thought it would be. He uses nature and the natural world to represent this evil place but also in his poetry the natural world is the soldier’s one source of comfort. So in this essay I am going to discuss how Owen portrays the natural world in his poems ‘Spring Offensive’ and ‘Exposure’. To begin with the tone in ‘Spring Offensive’ changes as the poem progresses. This mimics the mood of the soldiers. Even though the tone changes throughout the poem it is noticeable that the theme of the soldiers not wanting to go into war. Even in the ‘quiet’ moments in the poem the threat of suffering is present. However, the tone in ‘Exposure’ is different to the tone in ‘Spring Offensive’ because the tone in ‘Exposure’ is mainly one of frustration, despair and desolation. This is felt by the soldiers as they wait to go into battle but it appears that that time will never come. Nature adds to the tone in ‘Exposure’ because as they are waiting to go into battle it is the weather that is doing them damage. Also the rhythm and rhyme in ‘Spring Offensive’ is a very important part of the poem. It is important because it gives the reader a bigger insight into the poem. When he pairs â€Å"last hill† and â€Å"stood still† together the repeated ‘ll’ sounds gives the reader the feeling that the journey the soldiers are taking is a long one. When he uses â€Å"grass† and â€Å"glass† it gives the reader a better idea of the distress the soldiers are feeling through the harsh ‘ss’ sounds. He also uses â€Å"together† and â€Å"heather† to create pace to show the soldiers’ movement. But, the rhythm and rhyme in ‘Exposure’ isn’t as important as the rhythm and rhyme in ‘Spring Offensive’ because it doesn’t explain much more to the poem. All it does is use half rhyme because perfect rhyme has no place in this poem as it would create a sense of fluid movement which the sol diers never feel. Further more, the imagery in ‘Spring Offensive’ changes in every stanza to create a different feeling each time. The poem starts of by making the soldiers sound like they are beasts; â€Å"they fed, and eased of pack-loads, were at ease†. Also it tells us that the soldiers are accepting that they are going to die. I know this from the line â€Å"knowing their feet had come to the end of the world†. It also goes on to make nature sound like its comforting the soldiers as â€Å"marvelling they stood, and watched the long grass swirled†. It also makes summer sound like it is helping the soldiers forget about the pain they are suffering; â€Å"and though the summer oozed into their veins, like an injected drug for their bodies pains†. Then the feeling of war being heroic returns with nature offering golden gifts to the soldiers; â€Å"blessed with gold their slow boots† but it is still letting us know that the soldiers are reluctant to go into war; â€Å"slow boots†. The use of the simile â€Å"like sorrowing arms† unites nature with the natural suffering of the families left behind. Near the end of the poem there is the image of pounding sea. This gives the image of the soldiers crashing into a â€Å"surf of bullets†, tossed upon the â€Å"upsurge† of hell. Nature’s power and force is linked with the hellish power of war. The final stanza shows nature returning to a peaceful state, but the memories of battle are still present. However, the imagery in ‘Exposure’ remains the same the whole way through the poem. It is just mainly showing nature as the soldiers’ main enemy. The wind is personified and is said to â€Å"knife† the men. Silence is also personified as an invisible but real threat. Image of men’s suffering linked again with nature, â€Å"mad gusts†¦like twitching agonies of men among its brambles† which is letting us know nature can cause pain. This is the opposite of ‘Spring Offensive’ where nature has healing qualities. In this poem the power of god seems to be dying. War is more powerfully destructive than god’s ability to create. Death is the main image in ‘Exposure’ but it is death through nature rather than through weapons; â€Å"frost will fasten†¦shrivelling many hands†¦Ã¢â‚¬  the signs of death are shared by the corpses and by the living. The men are described as â€Å"ghosts† because the suffering of war has caused the men to die inside; this means they aren’t vulnerable to emotions anymore. The dreams the soldiers have are concentrated on nature in its restored form, â€Å"grassier ditches†¦littered with blossoms† this idealised view of nature only exists in a wishful form. Also the language in ‘Spring Offensive’ tries to affect the reader’s emotions. The poem starts of with harsh constant ‘K’ sounds which are aurally discomforting; â€Å"to face the stark, blank sky beyond the ridge†. This mimics the soldiers’ distressing existence. It also goes on to use of the connective â€Å"so†, this suggests harmlessness and ordinariness but it introduces the deathly action of their charge. The language in ‘Exposure’ is used in the same way as the language in ‘Spring Offensive’. There are harsh consonant sounds and sibilance emphasises the bitter and bleak conditions of the men. So to conclude Owen uses nature and seasons to show that he thinks that war is an awful place and that you feel the negative effects of war even if you aren’t involved in a battle at that time.

An account of the revolution followed by the coup in egypt with Assignment

An account of the revolution followed by the coup in egypt with elements of the corruption involved in government activities and how they have effected tourism - Assignment Example China experienced widespread student protests in Beijing on June 4 1989, because of the unrest, the population of tourists in hotels was low and travel to Beijing was highly restricted. A double military coup occurred in Fiji in 1987, other countries responded by issuing travel advisories to their citizens. Israel has for a long time been involved in military warfare making it inhospitable for tourists. Therefore, the case in Egypt is not different, the revolution, the coup and prevalent corruption have had diverse effects in the country. The revolution occurred in 2011, followed by the coup two years later in 2013. The Egyptian revolution was marked by mass protests on the streets. Clashes turned bloody resulting in the death of at least 300 people23. Egyptian nationals were pushing for the overthrow of President Hosni Mubarak. Grievances included political issues; economic strains, unemployment, inflation and injustice. The demands were finally met on February, 11th 2011 when President Mubarak put an end to his thirty year old regime by stepping down11. The July 2013 coup came immediately after widespread protests by Egyptian citizens against President Mohamed Morsi. People demanded that Morsi be removed from power, his term in office had lacked success. Coups have never been peaceful. As a result, forceful intergovernmental transition would bring all economic activity to a standstill26. Contrary to the expectations of many Egyptians, the coup led to more problems. From the time of Morsi’s overthrow from power, Egyptians were left fighting for the formation of a legitimate government that would replace military rule. Public servants have been involved in constant revolts over the fact that the government has failed to fulfill its minimum wage promises1. These facts caused negative effects on the country’s revenue-generating sectors, a major constituent being the tourism industry. Inflation became a major economic problem and the rate of unemployment

Article Essay Example | Topics and Well Written Essays - 500 words

Article - Essay Example This has been substantiated in the most recent episode of Paul Shrode, wherein the city's former Deputy Medical Examiner has admitted that he lied on his resume to secure the position of Chief Medical Examiner in El Paso County† (Go Articles). This glaring incident and the periodic problems with the Houston Police Department crime lab only proved that there is doubtful integrity in the field of forensic sciences. Thus, it is for this reason that the author suggested that criminal defense attorneys should challenge every piece of forensic evidence presented before them, and outweigh its reliability before declaring it as admissible evidence. Criminal defense attorneys should refrain from accepting ‘expert’ testimony as gospel truth and upholding it as reliable as such, regardless of whether the trial court accepts the witness to be qualified to give the expert testimony of the issued in question. â€Å"They contribute to the popular acceptance among most jurors tha t "forensic evidence" is infallible when, in truth, the evidence analysis methodologies used in most of this science have never been validated and the end results have been tragic† (Go Articles). I fully agree with is the analysis of the writer.

Reasearch proprosal Coursework Example | Topics and Well Written Essays - 1000 words - 1

Reasearch proprosal - Coursework Example The experimenter will read journals and check databases for previous research in this area. Case studies specific to Montserratian immigrants will be looked at. There will be looking in depth, at the areas these immigrants dominated and changes that has occurred overtime in these regions. Statistical evidence will be explored to determine the number of Montserratians residing in England in comparison to 1995 as a result of the volcanic eruption. A survey and semi-formal interviews will also be carried out with immigrants in order to test this hypothesis. On completion there should be an understanding if there is a profound change in the areas immigrants occupied. These changes could be political, social or economical. Census and crime statistics data will provide an adequate rationale to support the hypothesis. Considerable research has been conducted referencing environmental disasters and migration of people from danger zones to safer locations internationally. In 1995, the island of Montserrat experienced a devastating volcanic eruption. As T. H. Druitt and B. P. Kokelaar write, â€Å"About half of this emerald Isle was rendered barren and uninhabitable, almost two-thirds of the original population had to leave, and 19 lives were lost, all as a direct result of the volcanic activity.† (Druitt & Kokelaar, 2002) This research project seeks to further investigate the effect of this natural disaster on migration of people from the island of Montserrat in the period after the volcanic eruption. The methodology for this research will include quantitative approaches based in statistics from the UK Migration database as well as qualitative research drawn from interviews with Montserrat islanders. This case study should be of value for reference within the larger body of research related to migration patterns following natural disasters. Research on the migration patterns that follow natural disasters is important for social planning,

Euthanasia Term Paper Example | Topics and Well Written Essays - 1000 words

Euthanasia - Term Paper Example The American Medical Association holds that active euthanasia is impermissible due to its involving the intentional ending of human life by another human being and many contemporary philosophers have argued for and against this view discussing the moral permissibility of such an action and some of the most notable arguments come from James Rachels and Thomas Sullivan. Rachels states that a strong case can be made against the American Medical Association’s doctrine and his main point is that passive euthanasia is not always preferable to active euthanasia. He states that in some cases, there is simply no moral difference between active and passive euthanasia because they are morally equivalent at that time and that active euthanasia may actually be better than passive euthanasia. He says that once the decision has been made not to prolong the patient’s agony, active euthanasia would be preferable because the latter would lead to an unnecessary period of suffering. His mo st vivid example is the case of severe Down’s syndrome babies born with intestinal obstructions about whom he states that sometimes in such cases, the babies are allowed to die. Even though if this matter were considered deeply, we would find compelling moral grounds for preferring active euthanasia to passive euthanasia in the vastly greater degree of suffering involved in letting the baby die (Rachel pp.78-80). The doctrine that passive euthanasia is preferable to active euthanasia is challenged by Rachels who declares that it leads to decisions concerning life and death based on irrelevant grounds as to whether a person’s life should continue or not. He argues that ordinarily, an intestinal obstruction can be fixed and is not a life or death matter but in the case of a baby with Down’s syndrome who has an intestinal obstruction, the baby is allowed to die because of the Down’s syndrome and not the intestinal obstruction. The presence of the intestinal obstruction in the baby becomes irrelevant due to its having down’s syndrome and it is this argument which justifies allowing the prolonged suffering of the baby before it dies instead of fixing the intestinal obstruction which would relieve it of the pain. This justifies Rachels’ argument against the American Medical Association’s doctrine that this doctrine rests on a distinction between killing and letting die that itself has no moral importance because they both lead to the same end and the means of getting there is inconsequential (Rachel pp.78-80). Sullivan, on the other hand, states that Rachels’ interpretation of the American Medical Association’s doctrine is flawed and argues that Rachels’ interpretation that this doctrine draws a distinction between killing and letting die is misplaced and that in fact, it does not draw a distinction between intentionally killing and not intentionally killing. Despite his disagreement with Rachels on this matter, he agrees with Rachels that killing is not always worse than letting die. He states that it is true that if someone is trying to bring about the death of another, then it makes little difference from the moral point of view if his purpose is achieved by action or by malevolent emission. He further agrees with Rachels that passive euth

Mars and Google Earth Project Research Paper Example | Topics and Well Written Essays - 750 words

Mars and Google Earth Project - Research Paper Example From the discussion it is clear that  the   main   differences   between the two pictures are   that   the formation of   the different   features are   caused   by s different   climatic conditions. In the Mars, there are no man made properties hanker some of the features within the Mars are naturally caused. However, there are some features within the natural earth structure that are likely to influencing the formation of different structures. Laval flow is one major cause of such features within both the earth and Mars respectively. The earth is habitable and therefore life is possible on earth because of the favorable climatic factors contrary to mars.This study stresses that in both planets the mountain features under study formed as a result of volcanic activity. That is when hot molten rocks finds its way out through earths crust and cool off to form a hard rock. Subsequent activities result in more and more pile up of lava forming a mountain. In planet m ars as the mountain rise due to deposits of layers of lava, it exerts a lot of weight on the subterranean basement system at the base of the mountain. This results in some further landforms e.g. valleys etc. similarly the same phenomenon may result in fault lines leading to sinking of the earth to form a valleys of which the great rift valley of east Africa is a typical example.  Formation of volcanic mountains therefore exhibit similar formation in both planet earth and mars. In contrast Martian planet has no vegetation cover and no visible rivers, sea or oceans exist.a

Criticism and Commentary Assignment Example | Topics and Well Written Essays - 250 words

Criticism and Commentary - Assignment Example And of course certain production values and cinematic allusions were also recognized. Dark Shadows was also compared to other Burton movies. The review totally reflects most of the readers opinions but of course the author subtly manages to write the article in a way that the readers are less concerned. Generally the criticism is believable because it uses the movie and other Tim Burton movies as a reference to her points and other observations. What makes the author successful in making the viewer want to watch the movie (instead of the usual praises in a movie) is the author understands Tim Burton’s aesthetic and why the Tim Burton formula continues to work even after a lot of movies. She also knows what the viewers want. The critique is also very mild. It’s as if the critic is practicing the mantra â€Å"if you don’t have anything to say, shut up.† But the words, â€Å"Dark Shadows† isn’t among Mr. Burton’s most richly realized works, but it’s very enjoyable, visually sumptuous and, despite its lugubrious source material and a sporadic tremor of violence, surprisingly effervescent, truly capture the essence of the

Principle of Accounting Essay Example | Topics and Well Written Essays - 500 words

Principle of Accounting - Essay Example The responsibility of developing marketing strategies for GM with the objective of increasing the product sales lies with the sales and marketing division of the company. This department of the company has been performing well recently. However it has failed to implement required modern marketing strategies to be able to successfully tap many of the unoccupied markets worldwide. The services related to testing of products of the company are carried on by its quality assurance department. This department has not been successful in developing good relationship with rest of the departments of the company in relation to the reduction of mishaps caused due to inferior vehicle quality. However, it has always been promised to the customer regarding high quality of the products. This problem can be reduced through proper coordination of the quality department with the other departments of GM. The accounts department of the company is held accountable for all the finance related activities carried on by the firm. Recently, few financial problems have crept up in the company which has contributed towards it being bankrupt. The major weakness was the top post of the department being two in number. However this issue has been resolved considerably through reshuffling of those positions in the company (Canis, & Yacobucci, 2010, p.27). Similarly, the company can take the help of other financial consultancy firms so as to boost the accountability of the department. GM was reported to have some issues related to its bankruptcy recently in the year 2009 and it came up in news as well (Economist, 2009). It is mainly attributed towards the alteration of the financial results of the company which paved the way for the department of accounting of GM to represent false picture of its financial position. This misrepresentation of the financial figures in the financial statements of the firm along with other errors in accounting that were present in the company records

IT and E-Commerce Outsourcing Approach in Walmart Coursework

IT and E-Commerce Outsourcing Approach in Walmart - Coursework Example From this paper it is clear that  outsourcing is the technique of delegating organizations business operations to external agencies that helps organizations in leveraging advantages such as low cost labour, enhanced product quality and service innovation. IT outsourcing helps organizations to leverage international knowledge base that increases their accessibility to world class capabilities. Organizations outsource IT for reducing certain business risks. Staying updated with the recent technology and for developing innovative strategies is an expensive as well as time consuming process. As a professional outsourced IT provider works with several customers and require keeping up on best practices of industry, they have full knowledge of what is appropriate and what not. Such knowledge and experience of outsourced IT professionals dramatically decreases organizations risks of implementing expensive wrong management decisions.As the report highlights  IT outsourcing decision making trends to be a complex process that ideally deals with issues within a broad area namely financial feasibility and technological for instance, performance metrics. Huge outsourcings decisions are taken by are taken by the management of the organizations that includes several stakeholders with multiple interests.  Deficiency of organizational resources and business expertise results to ineffective management decision making those results to disappointed organizational performance.

Henry Ford Essay Example for Free

Henry Ford Essay Henry Ford was the creator of one of the largest automobile manufacturing companies, influencing society in a number of ways and forever changing the face of the auto industry. One of the reasons for his success was the high priority he placed on his employees’ satisfaction. While Ford had much strength he also had weaknesses that held the company back and threatened to destroy it at times. Ford was a notable member of society and a great peace promoter. Ford’s business style and leadership skills throttled him to success. Background Henry Ford was born in 1863 to farmers in Dearborn, Michigan. Ford grew up living on the farm and attending school, neither of which he was satisfied with (â€Å"Henry Ford: The Innovator†). At the age of 16 his dissatisfaction led him to leave home and travel to Detroit to find work (â€Å"Henry Ford: The Innovator†). He found work at Edison Illuminating Company under Thomas Edison who constantly encouraged him to toy with engines and be creative (â€Å"Henry Ford: The Innovator†). Ford’s tinkering led to the Quadricycle and eventually his first motor company, Detroit Automobile Co. in 1899 (â€Å"Henry Ford: The Innovator†). The Detroit Automobile Co. ailed shortly after it began and he created a new company, Henry Ford, Co. , which lasted about one year (â€Å"Henry Ford: The Innovator†). Ford turned to racing and managed to attract investors with $28,000 to begin his new company, Ford Motor in 1903 (â€Å"Henry Ford: The Innovator†). The auto industry was young and robust at the time (â€Å"Henry Ford: The Innovator†). Most companies were just starting with more and more entering the industry every week (â€Å"The Great Leaders Series†). Competition was fierce and the threat of new entrants was very high (â€Å"Henry Ford: The Innovator†). Ford ran the company until 1919 when he retired, letting his son Edsel take control (â€Å"Henry Ford: The Innovator†). Edsel died in 1943 and Henry came out of retirement until 1947 when he retired for the final time (â€Å"Henry Ford: The Innovator†). Treatment of Employees Henry Ford created a healthy, efficient, and attractive workplace so that he could retain his employees and attract the best. When Ford learned that his turnover rate was becoming a problem, he increased the pay rate to $5 and decreased the shift length to eight hours (â€Å"The Great Leaders Series†). This was unheard of in society at the time (â€Å"The Great Leaders Series†). Many people criticized Ford for this change but Ford knew that by decreasing the shift length, he could create three shifts (â€Å"The Great Leaders Series†). Creating three shifts would allow the factories to work around the clock without tiring the employees extensively (â€Å"The Great Leaders Series†). By making the process more efficient, Ford decreased his costs and was able to make up for the increased employee wages and even was able to lower the cost of the car for consumers (â€Å"The Great Leaders Series†). Henry Ford believed in some form of the Helzberg model. He understood the importance of work and how without work, man cannot reach fulfillment (Wood). Ford believed we were created for work and constantly challenged his employees to work harder and achieve more (Wood). Ford was concerned for the welfare of his workers and created a department of welfare sociology in his company (â€Å"Innovator, Industrialist, Outdoorsman†). Part of this department ensured that the higher wages he paid his employees were not being used to buy alcohol or cigarettes (â€Å"Innovator, Industrialist, Outdoorsman†). This policy kept his workers healthy and thus more efficient. Henry Ford valued his employees and showed that by paying extremely high wages compared to the industry average. He created a healthy work environment and was able to retain his current employees while attracting the best engineers and mechanics from all over the region to his workforce. Henry Ford proved that as a leader if you show that you value each of your workers you will create a loyal workforce. Employees care about more than just high salary, they want to be a part of an organization that places value on their skills and allows them to be part of a team. By following this strategy you will be able to attract a more numerous and higher quality workforce. Strengths Henry Ford believed that self-belief was essential (Wood) . He preached about self-belief to his employees and made an effort to hire those that knew no limitations and did not have the word impossible in their vocabulary (Wood). Henry Ford daily challenged his employees to be creative and think outside the box (Wood). The assembly line, Ford’s legacy and greatest innovation, greatly improved and forever changed the auto industry (â€Å"The Great Leaders Series†). The moveable conveyor belt cut manufacturing time from half a day to 93 minutes (â€Å"The Great Leaders Series†). Henry Ford also changed the way cars were sold by introducing a network of roughly 7,000 dealerships across the country (â€Å"The Great Leaders Series†). Ford was known for his strict, dictatorial style of management, he made most decisions for the company and even was known to monitor employees’ life outside of work (â€Å"The Great Leaders Series†). Even when the public and investors criticized his work and tried to influence him to go a certain way he held fast and proved them wrong (â€Å"The Great Leaders Series†). Weaknesses Ford’s single-handed, dictatorship was also one of his greatest weaknesses (â€Å"The Great Leaders Series†). His stubbornness and dictatorial style almost brought the company to ruin when he refused to allow innovation on his prized model T (â€Å"The Great Leaders Series†). His cars were being surpassed by the competition but Ford refused to update his model (â€Å"The Great Leaders Series†). Another weakness was his anti-Semitic beliefs (â€Å"Anti-Semitism†). Ford was a great admirer of Adolf Hitler’s dictatorial style and thus modeled his leadership style after his role model (â€Å"Anti-Semitism†). This mentality caused Ford to lose a large market of Semitic and pro-Semitic consumers. His competitors gained an advantage not because their product was superior, but because of conflicting values. A leader should avoid letting personal beliefs and values conflict with business. International Strategy After World War II ended, Ford Motor Co. was among the first companies to begin producing again (Wood). Ford’s innovation and vision for the future led him to be able to move into 33 global markets overseas before its competitors even began thinking about international markets (Wood). Henry Ford was a promoter of peace (Wood) . Although this may seem to conflict with his anti-Semitic views, Ford was adamant that international peace was necessary (Wood). He believed that through cooperation and international trade we could achieve this long sought after goal (Wood). Henry Ford was pressured by the president to run for senator but he preferred to be a peace senator (Wood). Working under Henry Ford According to some subordinates of Henry Ford, working in the factories was â€Å"living hell† (â€Å"Henry Ford: Witness Biographies†). The auto-manufacturer was very anti-union and the working conditions difficult (â€Å"Henry Ford: Witness Biographies†). The employees were always pushed to go faster but to produce perfect products (â€Å"Henry Ford: Witness Biographies†). The dictatorial style of Ford was very strict and difficult to manage, but despite the physical and mental toll the employees bared, they wore their Ford badges with pride and honor (â€Å"Henry Ford: Witness Biographies†). Working at Ford demanded respect and they would often wear their badges to church and formal events (â€Å"Henry Ford: Witness Biographies†). Many employees describe the working conditions as hot, dusty, and noisy with vibrations that made you consider finding another job (â€Å"Henry Ford: Witness Biographies†). Some employees mentioned that after an eight hour shift workers would get on the streetcar to go home and fall asleep immediately because they were so physically exhausted (â€Å"Henry Ford: Witness Biographies†) . However others described the factories as kept so white and clean that if an employee was chewing tobacco and spit on the ground it was noticeable immediately and the employee would be reprimanded (â€Å"Henry Ford: Witness Biographies†) . The witness accounts on this subject vary greatly (â€Å"Henry Ford: Witness Biographies†). Although the work was hard and some believed the conditions to be less than desirable, the employees respected Ford’s strict policies and were loyal to the company no matter what. They were proud to work for one of the most innovative leaders in the world. Leadership Implications Henry Ford had a dictatorial leadership style. In terms of Goleman’s situational leadership styles Henry Ford used a combination of Coercive and Affiliative. Ford can be described as coercive because he demanded immediate compliance. He did not stand for imperfect work or lazy employees. His factories were described as stressful and strictly structured. The workforce was mechanistically organized and everyone had a specific place. This style of leadership conflicts with America’s low power-distance status but at that time Ford seemed to be able to make it successful. However, Ford was able to retain his employees with an Affiliative style. He valued his workers and therefore paid them well and created shorter work days. This developed employee loyalty and satisfaction. While researching Henry Ford, it can be learned that his strict, dictatorship and innovative vision was the reason for his success, but it was also his greatest weakness. His stubbornness and self-pride prohibited him from taking advice from others and realizing that his products needed improvement. His leadership style did not allow him to gather opinions and advice on decisions from employees who were also his greatest and most loyal consumers. Conclusion Henry Ford is one of the greatest leaders in American history. He was an industrialist, innovator, peace promoter, and a man with great dedication. He was very successful and changed the auto industry and American society in numerous ways. Although his personal values and personality challenged the success of his company at times, he managed to keep the Ford Motor Co. in a good position and left it in the hands of his son Edsel when he retired. As a leader Ford had both strengths and weaknesses but his strengths overshadow the weak points. Henry Ford is a great American leader that can be looked upon for inspiration.

Relationship Between Ontology Epistemology And Methodology Philosophy Essay

Relationship Between Ontology Epistemology And Methodology Philosophy Essay There is no doubt that one can only grasp the sociological knowledge when examining the process of thoughts that stand behind every single research in social science. In essence, the ontological and epistemological positions represent the basis of the work of political scientists. On the surface, these positions are often not apparent but they can be demonstrated by the process of methodology. Therefore, it is, to a large degree, necessary to apprehend the connection between the foundations of research. The first part of this essay will focus on the definition of the these key concepts of research: ontology, epistemology and methodology. Furthermore, the essay will examine and evaluate the connection between the ontological and epistemological positions, such as Positivism and Interpretivism. Secondly, the essay will concentrate on the analysis of the relationship between these three stances in terms of social research. It will be argued that there is a close and logical relationship between the ontology and epistemology but also methodology, however some other perspectives will be take into account as well. Ontology and epistemology play very significant role in philosophy but also in the work of political scientists because both terms are used in relation to the discussion of theoretical issues in their thesis. It can be argued that these theoretical positions are fundamental to their process of research and scientists inclination to subject as they shape the approach to theory and the methods that are employed by social scientist (Marsh Furlong, 2010: p. 184). It is vital to recognize that both ontology and epistemology are mainly based on the researchers beliefs and personal persuasion about the conception of world and have certain methodological consequences (Hay, 2002: p. 61). The first term ontology can be used to relate to the scientific and philosophical theory of being. It primarily deals with the elementary structure of the world and what exactly does it signify to exist in that world. In other words, ontology is concerned with the question: is there a real world out there that is independent of our knowledge of it? (Marsh Furlong, 2010: p. 185).1 To point out, there are two distinct ontological positions: firstly, foundationalism postulates that the real world exists as a mosaic which is consisted of various substances existing in the world, individually of human experience, knowledge and thought; secondly, anti-foundationalism predicates that the real world does not occur independently of our knowledge, however it is socially constructed by human actors (Grix, 2004: p. 61). It must be noted that the ontological issues have substantial theoretical significance. To a certain extent, ontological matters are inextricably linked with the epistemological foundation of research. The second term epistemology represents the theory of knowledge and its epistemological assumption is focused on the study of the nature of the world and how we know what we know (Marsh Furlong, 2010: p. 185), so it is directed at knowledge-gathering process (Grix, 2004: p. 63). In case of epistemology, there are also two major epistemological positions being associated to foundationalist and anti-foundationalist ontology: firstly, positivist epistemology2 views the world as existing independently of knowledge of it (Marsh Furlong, 2010: p. 190), therefore the objectivity is achievable due to the fact that the things are perceived by individuals in the identical manner; secondly, interpretivist epistemology3 concerns with the disputability of objective or value-free observation which is largely influenced by the personal perceptions and social constructions of the world. The key aspect of this argument is that the essence of the world is illuminated by various actors whose interpreta tions are construed by the observer, therefore this double hermeneutic4 results in limited objectivity (Grix, 2004: p. 81).5 The term methodology arises from the ontological and epistemological position of the researcher, therefore it is more than evident that between ontology, epistemology and methodology is close interconnection. Methodology is mainly associated with the design of the research, and the approach to data analysis. Furthermore, this term is generally employed to refer to the whole process of data collection in the research. It is indispensable to realize that certain types of epistemologies require the specific use of survey methods (Hay, 2002: p. 63).6 ____________________________________________________ 1 In terms of political realm, the ontological question can be formulate as: what is the nature of the social and political reality to be investigated? (Hay, 2002: p. 61) 2 Positivism results from the empiricist tradition of natural science and emphasizes that there is analogy between social science and natural science; hence according to positivists view, the relationship between social phenomena may be formed, using theory to generate hypotheses which can be tested by direct observation (Marsh Furlong, 2010: p. 194). From this follows, that the real world exists and represents an objective entity, therefore it is possible to perceive the reality around us, independently of our knowledge of it. In positivism, quantitative research tools 7 are involved in order to be able to generalize and replicate collected data. It is important to underline that the main aim of positivists is to explain a particular behavior rather than the meaning of this behavior (Marsh Furlong, 2010: p. 194). 3 On the other hand, Interpretivism (or Relativism) is characterized by its denial of objective real world. According to interpretivists, the real world does not exist as it is constructed through the interactions of individuals (Grix, 2004: p. 83). Additionally, it is impossible to use a pure observation in order to perceive social phenomena, mainly because they are dependent on the personal interpretation. So it might be said that every observation affects what is observed thus objectivity cannot be maintained considering that researcher are not detached from the subjectà ¢Ã¢â€š ¬Ã‚ ¦ (Grix, 2004: p. 83). In interpretism, qualitative research methods8 are applied to create a more precise understanding of social behavior and clearly ignore aspects, such as the meaning and explanation of that behavior. 4 The term double hermeneutic relates to the act of interpreting an actors perception and interpretation (Interpretation 1) of his or her situation in a particular context (Interpretation 2): effectively an interpretation of an interpretation (Grix, 2002: p. 81); therefore this double interpretation is less unbiased and objective than the initial interpretation. The Analysis of Relationship between Ontology, Epistemology and Methodology It is essential to highlight that the relationship between the key terms ontology, epistemology and methodology is directional in the way that ontology logically precedes epistemology which logically precedes methodology (Hay, 2002: p. 63). Furthermore, these concepts should be set apart considering that they are inextricably linked (Grix, 2004: p. 60). According to Marsh and Furlong, ontology and epistemology represent a skin not a sweater therefore it is clearly impossible to put on and take off these research foundations whenever the research chooses (Marsh Furlong, 2010: p. 184). This reflects the methodological consequences of different positions and indicates that researchers demand various positions in order account for their selected method. Nevertheless, the ontological positions are very significant in terms of interrelationship between epistemology and methodology, thus it could be said that certain ontological positions result in epistemological positions. It is worth noting that the foundationalists beliefs (ontology) represent a premise for positivist or a realist traditions (epistemology) of research whereas the anti-foundationalists views result in an interpretivist position. This implies that there is strong link between all components of research, therefore it is vital to approach these major blocks of research col lectively. According to Mason, the role of epistemology lies in the fact that it leads to creation of knowledge and explanations about the ontological components of social world (Grix, 2004: p. 64). Moreover, it is substantial to realize that there might be more than one particular epistemology, thus at the same time they will not be analogous or coincident with their own ontological position. However, it is clear that various epistemological positions require to employ a divers methodology, therefore it can be argued that there is dependency between epistemology and methodology.7 To a certain extent, this means that different ontological and epistemological positions can result in completely diverse views of the same type of social phenomena. Another relevant point is that Spencer raises a very apt question: how can we have a theory about what knowledge is, without some presupposition about the nature of the knowledge? (Marsh Furlong, 2010: p. 188) Therefore, in Spencers opinion, ontology is prior to epistemology so that knowledge can be logically generated from their close relationship. While these two concepts are narrowly related, they have to be kept separate in order to start the research from a persons view of the world (Grix, 2004: p. 66).8 Conclusion In conclusion, it is extremely crucial to recognize that these three theoretical positions play a pivotal role in a set of conceptions concerning the research theory. Due to the high level of generality, ontology is a type of concept that is rarely utilized. However, epistemology and methodology are used more frequently. Most importantly, otology, epistemology and methodology are interlinking and dependent on each other and together denotes the most important contrasts between various ways of knowing. Finally, Marsh and Furlong maintain a position that there is an evident interdependence between epistemology and methodology, also Hay sees a directional dependence in relation to ontology, epistemology and methodology. However Smith advocates that it is not possible to create a hierarchy between these terms because all of them are narrowly interrelated together. ____________________________________________________ 5 In a sense, epistemology can be employed in the connection with positivist epistemology which means that the knowledge claims basically are grounded on the universal principles of the natural science. The most crucial point is, therefore, that the ontological assumptions made about the nature of the reality and world, in some way, have far-reaching consequences for the chosen epistemological position. 6 In case of a positivist epistemology, the research methods are in form of surveys and questionnaires in order to be analyzed quantitatively. Whereas, a interpretists epistemology uses methods, such as participant observations and unsystematic interviews to gain quantitative analysis and data. 7 In Brymans view, there is nothing inherent in the properties of the different methodologies which prevents their use by researchers who are operating from different epistemological positions (Read Marsh, 2002: p. 232-3). 8 On the other hand, it is crucial to highlight that some scholars, such as Smith, consider ontology and epistemology as two interconnected realms. According Smiths view, neither ontology nor epistemology [is] prior to the other, but instead [he] sees the two of them as mutually and inextricably interrelated (March Furlong, 2010: p. 188). From this statement follows that it is not possible to undermine the importance of ontology at the expense of epistemology or the other way around, therefore ontology cannot be considered as prior to epistemology. Appendix Appendix 1: The Definition of Qualitative and Quantitative Data in Social Research 7 When qualitative data is adopted in social science as a way for conducting an experiment or analysis, its aim is principally to create a complete and detailed description for a particular fact. Qualitative data is presented in form of words and images. In this case, the knowledge claim can be supported by individuals who develop subjective and direct concern with the meaning of involved experience in order to understand the complexity of views. Therefore, it is important for researcher to become subjectively engaged in the subject matter (Grix, 2004: p. 117-8). 8 The quantitative data has a very straightforward purpose, to classify features, count them, construct statistical model in an attempt to explain what is observed. For that reason, quantitative data involves numbers and statistics. This type of data reflects a need to explore causes that affect certain results, thus the assumption is also based on thorough observation and measurement of objective reality in the world. The researcher, in this instance, tends to be objective in terms of the concerns (Grix, 2004: p. 122). However, as it follows from the description of qualitative and quantitative data, the major difference between these two types of data lies in their distinct functions. It is quite essential to realize the fact that qualitative data is related to research that inclines to use an inductive approach to develop theory; therefore the researchers gather the data from the study of a particular sample of people and maintain an understanding of social behavior as it arises from this data. On the contrary, quantitative data is involved in research that is directed to deductive approach, using predominantly hypothesis and examining it in order to prove true for the general sample (McBride Schostak, 2011).

Impact of Corporate Culture on IT Company Growth and Profits

Impact of Corporate Culture on IT Company Growth and Profits The Impact of Corporate Culture on the Growth and Profitability of IT Companies: The Case of Google Abstract In todays global economy, companies from different industries are trying to create a unique competitive advantage to stay in business and maximize their shareholders equity. In doing so, companies should analyze their largest expenses and try to minimize these costs while utilizing their resources in order to make the most from these expenditures. The largest operating expense in U.S. companies is salary. To maximize this expenditure, businesses should devise ways in which to motivate their employees to be more productive. Controlling employees to come to work is easy, but how can companies motivate their employees to work to their full capacity? One way in which this can be accomplished is by creating a suitable, attractive, and tension-free working environment for employees. In doing so, companies can create a strong corporate culture which could offer a competitive advantage. As an example, Google has become one of the largest IT companies in the world in fewer than two decades from its establishment. Not only has Google grown to be one of the largest IT company in the world, it has also developed unique and innovative products, a high job growth, and a secure position as one of the top five companies for which to work. Google has managed to achieve this not only by developing appropriate business strategy, but also creatin g a strong corporate culture that concentrates mainly on employees and customers. In this research, I will try to analyze Googles achievements. I will conduct a small survey to examine the adaptability of Googles flexible corporate culture in IT companies located in Utah. Introduction Statement of the Problem The old saying, â€Å"You can lead a horse to water, but you cant make him drink† may hold true for employees as well; you can make employees come to work, but it is not easy to make them work to their full capacity. Companies may use different methods to control their employees to make them work to their fullest working capacity, but this does not always succeed. To understand employees work satisfaction and engagement in their work, it is useful to analyze a survey conducted by the Gallup Management Journal (GMJ) (Houser, 2009). The GMJ surveyed U.S. employees to understand how engaged they are in their work and their attitudes toward their managers. According to the study, there are three types of employees: 1. Engaged employees: Those who work with passion, motivation, and have deep feelings toward their company. These people are the ones who move the organization. 2. Not-engaged employees: Those who are physically present in the company but mentally absent. These employees are not motivated, and they dont care about their company. They come to work simply to put in hours. The survey refers to them as â€Å"walking through their workday.† 3. Actively disengaged employees: Those who are not only unhappy, but they express their unhappiness in different ways. They may undermine what their engaged coworkers accomplish. The study results showed that 26% of respondents are engaged in their work, 56% of the respondents are not engaged in their work, and 18% of the respondents are actively disengaged in their work. The following chart illustrates the finding of this study. The respondents of the survey were asked if they would fire their manager, given the opportunity. Respondents indicated that 24% would fire their manager if they were given the chance. Of this number, 6% of those respondents were engaged in their work, 23% of the number were not engaged in their work, and 51% of the respondents were actively disengaged in their work. Therefore, less engaged employees tend to dislike their managers, and would fire them, given the opportunity. According to the study, this lack of productivity costs companies billions of dollars. Approximately 24.7 million employees age 18 and over are actively disengaged; this represents 18% of the total workforce. From 2000 to 2007, actively disengaged employees in the U.S. cost the countrys economy from $334 to $431 billion every year in low productivity. The Cost Of Disengagement In this study, I will analyze the different reasons why employees are disengaged from their work, and I will suggest recommendations to solve this problem by taking as an example a successful company in the U.S. Purpose of the study Today, different companies are trying to find a unique competitive advantage. One competitive advantage that was overlooked for many years is an attractive organizational culture. Not only will a superior organizational culture help in attracting and retaining the best employees, it can also be used to create a loyal customer base. In this paper, I will investigate the organizational culture of Google, Inc. in the information technology (IT) industrial sector. I will analyze how Google has capitalized on its organizational culture to become one of the largest search engines and IT companies in the world. I will conduct a small survey on organizational culture on IT companies located in Salt Lake City, Utah to determine useful recommendations by analyzing the results of the survey and comparing these to Googles organizational culture. Before analyzing organizational cultures, it would be beneficial to answer some questions as to why this topic was selected as well as other related issues. Why I Focused on Organizational Culture Many companies have tried to come up with a competitive advantage to maximize the shareholders profits. For years, an attractive corporate culture was not considered as vital to the success of an organization. Unlike external factors of business, which are not directly controlled by organizations, corporate culture is an internal environmental force which can be manipulated by organizations in their favor. Why I Emphasized the Employees Employees are the executers of the plans and strategies of the organization. Most companies consider employees as their asset, but, in my opinion, employees are much more than this. According to a study conducted by the United States Census Bureau, companies largest operating expense is salary. (U.S.CensusBureau, 2000) (See charts below). By taking care of their employees, organizations can get the best results from them. The following charts show the breakdown of operating expense for different industries in 1997 as it was studied by the U.S. Census Bureau under the Economic and Statistics Administration in the U.S. Department of Commerce. Even though, this study was conducted more than a decade ago, I have included it, because I believe it shows the general trend of the breakdown of operating expenses within U.S. industries. Merchant wholesale companies have five major operating costs. Of these, payroll was by far the largest operating expense. If payroll expense and fringe benefits, which are operating expenses toward employees, are combined, more than half of the total operating expenses go toward employee salaries. The breakdown of operating expenses of retail trade has the same tendency as that of the merchant wholesaler. In fact, the only difference is that the expenses for rent by retail trade businesses are a little bit higher than that of the merchant wholesaler. The breakdown of operating expense for business services, which include IT industries, shows a larger expense toward employees. Payroll, consisting of 51% of total operating expense, contract labor, consisting of 5% of total operating expense and fringe benefits, consisting of 8% of total operating expense makes up a total of 64% of the total operating expense. The breakdown of the operating expenses for legal services follows the same trend as for business services. The following chart compares payroll expenses of different sectors of business According to the above chart, business services, health services and legal services pay the highest portion of operating expenses to payroll. Clearly, if companies are paying the majority of their operating expense toward the salaries of their employees, they should try to get the most from their workforce. Another study conducted in 2007 by the AmericanTimeUseSurvey through the U.S. Bureau of Labor Statistics (AmericanTimeUseSurvey, 2007) showed that of the total working people in U.S., those who were between the ages of 25 to 54 living in households with children under the age of 18 spent most of their time either working or in work-related activities. The survey was provided from data taken on non-holiday weekdays. Out of the total 24 hours, those between the age of 25 to 54 living in households with children under the age of 18 spent 8.7 hours working or on work-related activities, 7.6 hours sleeping, 2.6 hours on leisure and sports, 1.2 hours caring for others, 1.1 hours on household activities, 1.1 hours in eating and drinking and the remaining 1.7 hours on other activities. The following chart illustrates these hours in percentiles. Based on this survey, people with children between the ages of 25 to 54, who were part of the labor force, spent the majority of their time at the workplace or doing work-related activities. If companies created a suitable and stable environment, this labor force would be motivated to work harder to help companies maximize their profits. This study will research and analyze how companies could create a competitive advantage by attracting and retaining the best employees through a superior corporate culture. Why I focused on IT IT, by any comparison, is the fastest growing industry in the world. Companies are spending billions of dollars every year, which has made the IT industry one of the most profitable industries in the world. According to a study conducted by the U.S. Census Bureau in 2005 and published in 2007 (U.S.CensusBureau, Information and Communication Technology: 2005, April 2007), the information industry by itself contributes 52.4 billion dollars to the IT industry through purchases of hardware and software annually. The finance and insurance sectors spent $44.2 billion; the manufacturing, professional, scientific, and technical services sectors spent $32.5 billion; the health care sector spent $27 billion; and the social assistance business sector spent $19.9 billion on IT hardware and software components in 2005 alone. Based on this study, more than $200 billion was spent on IT hardware and software by different business sectors in 2005. According to this study, the noncapital and capital expenditures for computer software were higher compared to IT hardware. It is a general assumption that if companies are investing more on computer software, the software industry is generating a lot of money. In 2005 alone, the noncapital expenditure for computer software was $54.2 billion, whereas the capital expenditure for the same sector was $49.8 billion. Therefore, this research will focus on computer software companies. Why Focus on Google? Google is one of the fastest growing companies in the world. It has grown sevenfold over the last decade. According to Fortune, Google was listed as the fourth best company to work for in 2009 (100 Best Companies to Work for 2009: Google GOOG from Fortune, 2009). Even though Google was listed as the fourth best company to work for in 2009 by Fortune, it has the highest job growth rate when compared to the other companies listed in the top ten. While Google has a 40% job growth rate, NetApp, which was listed in first place, only has a 12% job growth rate. Edward Jones and Boston Consulting Group, listed second and third, have only a 9% and 10% job growth rate respectively (100 Best Companies to Work for 2009: Google GOOG from Fortune, 2009). Google has shown tremendous growth over the past few years. As the following chart indicates, from 2004 to 2008, the net income of the company increased tenfold. Even when the world economy was in a recession at the end of 2007 and 2008, Google managed to secure a high net income (GoogleInc, 2008). Google has an interesting workforce distribution. As of December 31, 2008, 40% of Googles total workforce was in sales and marketing, 36% in research and development, 15% in general and administrative positions, and the remaining 9% in operations (Google Inc., 2008). According to this data, Google places nearly as large an emphasis on research and development as it does for sales and marketing. Having a large staff in research and development will ensure a strong future market when it is supported with an appropriate corporate strategy. Even if it is difficult to conclude that Google will have a bright future based on the distribution of its workforce, it is certain that this strong contingency of Googles research and development team has proven to be valuable by developing new and exciting technologies, making it difficult for competitors to catch up. Literature Review In todays globalized and integrated world, change within industries and organizations occurs rapidly. Understanding the impact of an organizations environment could assist organizations in coping with this change. The organizational environment includes all elements existing outside the boundary of the organization that have the potential to affect the organization (Daft, Organization Theory and Design, 8th ed., 2004). The organizational environment consists of the external environment and the internal environment. The external environment is made up of those forces that exist outside of the organizations boundaries and have an effect on the organization. The external environment is further divided into the general environment and the task environment. The general environment is the outer layer that is widely dispersed and affects organizations indirectly (Daft, Management, 7th ed., 2005). The general environment includes technological, socio-cultural, economic, legal/political, and international factors. On the other hand, the task environment is closer to the organization and includes the sectors that conduct day-to-day transactions with the organization and directly influence its basic operations and performance (Daft, Management, 7th ed., 2005). The task environment includes customers, labor market, suppliers and competitors. The internal environment includes the elements within the organizations boundaries (Daft, Management, 7th ed., 2005). It includes employees, management and culture of the organization. In this paper the focus is on the culture of the organization and its affect on the performance of the organization. A corporate culture is defined as the set of key values, beliefs, understandings, and norms shared by members of an organization (Martin, 2002) (Kilmann, Ralph H.; Saxton, Mary J.; Serpa, Roy, 1986) (Smircich, 1983). It could also be defined as an â€Å"interdependent set of beliefs, values, ways of behaving, and tools for living that are so common in a community that they tend to perpetuate themselves, sometimes over long periods of time. This continuity is the product of a variety of social forces that are frequently subtle, bordering on invisible, through which people learn a groups norms and values, are rewarded when they accept them, and are ostracized when they do not† (Bemowski, 1995) (Wilhelm, 1992). Corporate culture is derived from both the management and the organization itself. The management, through its philosophy, values, actions and the organization through its roles, structure, systems and technology comprise the corporate culture. Feedback is received from the corporate culture to the management and organization. The following illustrates this process. Classification Schemes There are different classifications of corporate culture defined by different authors. The different views of four authors will be considered in the following: 1. Henry Migliore After studying 24 organizations, Henry Migliore included 20 cultural factors, which he referred to as the â€Å"Corporate Culture Index† (Migliore, Henry; R.T. Martin; Tim Baer; and Jeffrey L. Horvath, 1989). These factors include the following characteristics. * Member Identity: the degree to which employees identify with the organization as a whole in their type of job or field of professional expertise * Team Emphasis: the degree to which work activities are organized around teams rather than individuals * People Focus: the degree to which management empowers the employees within the organization * Autonomy: the degree to which departments within the organization are encouraged to operate in a coordinated or interdependent manner * Control: the degree to which rules, regulations, and direct supervision and used to control employee behavior * Risk Tolerance: the degree to which employees are encouraged to be aggressive, innovative, and risk-seeking 2. Geert Hofstede Geert Hofstede believes the behavior of organizations is affected by a national and regional cultural grouping. To study this point, he looked for a national difference among over 100,000 of IBMs employees in different parts of the world. He came up with five dimensions of culture that influence national regional groupings (Hofstede, 1980). These are: * Power distance: the expectation of society on the levels of power an individual possess in the society. A high score of power distance reflects the expectation of the society that some individuals possess more power than others. A low score of power distance reflects the expectations of the society that all people have equal rights * Uncertainty avoidance: the degree to which a society accepts uncertainty and risk * Individualism vs. Collectivism: the degree to which people stand up for themselves or act as part of a group * Masculinity vs. Femininity: the degree to which the society gives value to the male or female * Long vs. Short-term Orientation: the degree to which a society values long term or short term orientation 3. Deal and Kennedy According to Deal and Kennedy, organizational culture is the way things get done in an organization (Deal Kennedy, 1982). They measured an organizations culture using different elements. These elements include: * Feedback: response from the organization * Risk: the degree of uncertainty in the organization Using these two elements, Deal and Kennedy suggested four classifications of corporate cultures (Deal Kennedy, 1982). These are: * The Tough-Guy Macho Culture: The feedback, which is the response from the organization, is quick and the reward is high. * The Work Hard/Play Hard Culture: Few risks are taken, but the feedback, which is the response from the organization, is rapid. * The Bet Your Company Culture: This involves high risk, but it may take a long time to know the outcome of the decision or action. * The Process Culture: This is associated with bureaucracy in the organization. It is common in organizations where there is little or no feedback. 4. Charles Handy Charles Handy developed Roger Harrisons work of 1972 which linked organizational structure to organizational culture (Handy, 1985). According to this idea, there are four types of culture. These are: * Power Culture: A few will rule the organization from the middle. * Role Culture: Employees have clearly delegated authority and the structure of the organization is highly defined. * Task Culture: Teams are formed to solve particular problems; this is a common organizational culture for a matrix structure. * Person Culture: Employees focus on individualism rather than team work. These organizations will face a hard time staying above water. A corporate culture has two levels, visible and invisible. The visible level of culture can be seen at the surface level. It includes symbols, stories, heroes, slogans and ceremonies. The invisible level is deeper values and shared understandings held by organization members who include expressed values, assumptions and deep beliefs. The following illustrates the levels of corporate culture. It is difficult to express the invisible level of corporate culture since it cannot be seen as compared to the visible level of corporate culture. The visible level of corporate culture has different entities. These include: * Symbols: an object, act, or event that conveys meaning to others. Symbols can be considered a rich, non-verbal language that vibrantly conveys the organizations important values concerning how people relate to one another and interact with the environment (Pratt Rafaeli, 2001). * Stories: narratives based on true events that are repeated frequently and shared among organizational employees (Daft, Management, 7th ed., 2005). * Heroes: s who exemplify the deeds, character, and attributes of a strong corporate culture (Daft, Management, 7th ed., 2005). * Slogans: a phrase or sentence that succinctly expresses a key corporate value (Daft, Management, 7th ed., 2005). Companies use slogans to convey their core values and missions. Examples of slogans are Googles â€Å"Dont be evil,† and Microsofts â€Å"Our passion, your potential.† * Ceremonies: a planned activity that makes up a special event, and is conducted for the benefit of an audience (Trice Beyer, 1984). According to research conducted at Harvard on 207 U.S. firms (Kotter Heskett, 1992), corporate cultures can be divided into adaptive and unadaptive corporate cultures. The study found that a strong corporate culture by itself does not guarantee company success. However, when strong corporate culture adapts to the external environment, it will bring success to the companys business. In both adaptive and unadaptive corporate cultures, there are visible behaviors and expressed values. In the adaptive corporate culture, managers are concerned with their customers (external environment) and employees (internal environment). On the other hand, in an unadaptive corporate culture, managers are concerned only with themselves. Therefore, they dont want change or risks. A strong corporate culture should always be adapted to the external environment (Kotter Heskett, 1992). Table 1: Adaptive and Unadaptive Corporate Culture Adaptive Corporate Cultures Unadaptive Corporate Cultures Visible Behavior Managers pay close attention to all their constituencies, especially customers, and initiate change when needed to serve their legitimate interests, even if it entails taking some risks. Managers tend to behave somewhat insularly, politically, and bureaucratically. As a result, they do not change their strategies quickly to adjust to or take advantage of changes in their business environments. Expressed Values Managers care deeply about customers, stockholders, and employees. They also strongly value people and processes that can create useful change (e.g. leadership initiatives up and down the management hierarchy). Managers care mainly about themselves, their immediate work group, or some product (or technology) associated with that work group. They value the orderly and risk-reducing management process much more highly than leadership initiatives. Types of Cultures There are four types of corporate culture, which can be further classified into two matrixes. These are the needs of the environment, which could be flexible or stable, and the strategic focus, which can be external or internal. The four categories associated with this are adaptability, achievement, involvement, and consistency (McDonald Gandz, 1992) (Denison Mishra, 1995). The four types of corporate cultures are: 1. Adaptability culture: A culture characterized by values that support the companys ability to interpret and translate signals from the environment into new behavior responses. It emerges in an environment that requires fast response and high-risk decision making. Managers encourage values that support the companys ability to rapidly detect, interpret, and translate signals from the environment into new behavior responses. Employees have autonomy to make decisions and act freely to meet new needs, and responsiveness to customers is highly valued. Managers also actively create change by encouraging and rewarding creativity, experimentation, and risk taking (Daft, Management, 7th ed., 2005). 2. The achievement culture: A results-oriented culture that values competitiveness, personal initiative, and achievement. It is suited to organizations that are concerned with serving specific customers in the external environment but without the intense need for flexibility and rapid change. This is a results-oriented culture that values competitiveness, aggressiveness, personal initiative, and willingness to work long and hard to achieve results (Hooijberg Petrock, 1993). 3. The involvement culture: A culture that places high value on meeting that needs of employees and values cooperation and equality. It has an internal focus on the involvement and participation of employees to rapidly meet changing needs from the environment. This culture places a high value on meeting the needs of employees, and the organization may be characterized by a caring, family-like atmosphere. Managers emphasize values such as cooperation, consideration of both employees and customers, and the avoidance of status differences (Daft, Management, 7th ed., 2005). 4. Consistency culture: A culture that values and rewards a methodical, rational, orderly way of doing things. It has an internal focus and a consistency orientation for a stable environment. Following the rules and being thrifty are valued, and the culture supports and rewards a methodical, rational, orderly way of doing things, since there is no stable environment. It is rather difficult to have this kind of corporate culture (Daft, Management, 7th ed., 2005). The Start of Search Engines Most people agree that the first pre-web search engine was Archie created by Alan Emtage in 1990, while he was a student at McGill University. At that time, the Internet was used by learning institutions to store different kinds of documents on shared machines. Since there were no search engines at that time, if one did not know the exact machine address and file name, it would not be possible to find the document. Emtage created an interface for the search engine, calling it Archie, and used an indexed filing system. In order to use Archie, a user would log in to an Archie server via a command line interface and type in keywords that matched the file title being searched. The result from Archie would display the possible machine locations in which the file could be found. The user then had to log in to each machine and look for the individual file. Archie provided the machine name where the file could be found, but the user had to know a keyword in the title of the file being search ed. This may seem useless today, but it was the best technology available at the time. In 1993, students at the University of Nevada created another search engine similar to Archie, which they called Veronica. The main difference between Archie and Veronica was that Veronicas search results showed the possible document names. As the Internet started to grow larger, from 130 sites in 1993 to 600,000 in 1996, the glory of Archie and Veronica also faded. Matthew Gray, a researcher at the Massachusetts Institute of Technology, created a web based search engine known as WWW Wanderer. The Wanderer had a list of indexed sites at the back end and a search interface that allowed users to search the index at the front end. In 1994, Brian Pinkerton, a researcher from the University of Washington, developed a more powerful search engine by the name of WebCrawler. WebCrawler could index the full text of a web document it found and also use a linking of different web pages, just as Googles PageRanking algorithm does. Alta Vista was the next stronger search engine invention. Unlike other search engines, Alta Vista was created to test the performance of the superfast Alpha processor. After Digital Equipment Corporation (DEC) made a superfast Alpha processor, the company was looking for a way to test its performance. One of DECs researchers, Louis Monier, was working at Western Lab in Palo Alto, California, and came up with the idea of building a search engine that could load the entire Internet onto the Alpha computer to show the processors speed. Not only did Monier come up with the idea, he also built the search engine. However, the management of DEC did not realize the magnitude of this discovery. Some believe that the management could not understand the marketability of Alta Vista, because they considered DEC to be a hardware, not a software company. In January 1998, Compaq purchased DEC for $9.6 billion dollars. Compaq recognized the marketability of Alta Vista and started to invest more into it. Rod Schrock, a Compaq executive, was given the responsibility of Alta Vista, and developed the site to look like Yahoo. In June 1999, Compaq sold Alta Vista to CMGI, an Internet holding company, for $2.3 billion dollars, mostly in stock. CMGI could not hold on to Alta Vista for long since it lost 90 percent of its value. In 2003, CMGI was forced to sell Alta Vista to Overture Services, Inc. for $140 million. Yahoo acquired Overture Services, Inc., and Alta Vista became owed by Yahoo, its former fierce competitor. Yahoo had opened its doors two years prior in March 1995. Yahoo was started as a project to win a fantasy basketball league by two Stanford PhD candidate students, Jerry Yang and David Filo in the early 1990s. Both were studying electronic design automation, which was a popular field when they began studying but the subject got cold when these students reached their fourth year of their doctoral work. â€Å"The prospects of finishing and getting on with life were pretty grim. The real story is that we were bored with our PhDs and we did everything we could to avoid writing our thesis,† (Battelle, 2005) Yang recalls. To win a fantasy basketball league, Filo came up with an Internet crawler that collected data from basketball sites using protocol and compiled the data based on different categories like players performance, trade amount, history, etc. Yang and Filo won the fantasy basketball league using their project (Battelle, 2005). After the first browser was released in 1993, Yang started surfing the Web and maintaining a list of sites he was most interested in. Filo continued to develop software, and later wrote â€Å"Jerry and Davids Guide to the World Wide Web,† which helped to automate the list of sites Yang was collecting. Yang created a home page for the software Filo developed and called it Akebono, named after a famous sumo wrestler (Battelle, 2005). â€Å"Jerry and Davids Guide to the World Wide Web† became quickly famous, first among Stanford graduate students and then throughout the Web. In 1995, Yang and Filo realized the potential of â€Å"Jerry and Davids Guide to the World Wide Web,† and decided to invest more time into it. First and foremost, they wanted to have a catchy name for the site. Both, Yang and Filo, were inspired by computer science acronyms that started with â€Å"YA† for â€Å"yet another.† They began to search the dictionary, and when they got to â€Å"Yahoo,† they knew they had a winner (Reid, 1997). The dictionary defined the term as â€Å"a rude, unsophisticated, uncouth person,† but the word also lent itself to reverse engineering by way of an acronym: Yet Another Hierarchical Officious Oracle (Battelle, 2005). Filo and Yang tried to sell their project, Yahoo, to different companies. However, they were unable to find Impact of Corporate Culture on IT Company Growth and Profits Impact of Corporate Culture on IT Company Growth and Profits The Impact of Corporate Culture on the Growth and Profitability of IT Companies: The Case of Google Abstract In todays global economy, companies from different industries are trying to create a unique competitive advantage to stay in business and maximize their shareholders equity. In doing so, companies should analyze their largest expenses and try to minimize these costs while utilizing their resources in order to make the most from these expenditures. The largest operating expense in U.S. companies is salary. To maximize this expenditure, businesses should devise ways in which to motivate their employees to be more productive. Controlling employees to come to work is easy, but how can companies motivate their employees to work to their full capacity? One way in which this can be accomplished is by creating a suitable, attractive, and tension-free working environment for employees. In doing so, companies can create a strong corporate culture which could offer a competitive advantage. As an example, Google has become one of the largest IT companies in the world in fewer than two decades from its establishment. Not only has Google grown to be one of the largest IT company in the world, it has also developed unique and innovative products, a high job growth, and a secure position as one of the top five companies for which to work. Google has managed to achieve this not only by developing appropriate business strategy, but also creatin g a strong corporate culture that concentrates mainly on employees and customers. In this research, I will try to analyze Googles achievements. I will conduct a small survey to examine the adaptability of Googles flexible corporate culture in IT companies located in Utah. Introduction Statement of the Problem The old saying, â€Å"You can lead a horse to water, but you cant make him drink† may hold true for employees as well; you can make employees come to work, but it is not easy to make them work to their full capacity. Companies may use different methods to control their employees to make them work to their fullest working capacity, but this does not always succeed. To understand employees work satisfaction and engagement in their work, it is useful to analyze a survey conducted by the Gallup Management Journal (GMJ) (Houser, 2009). The GMJ surveyed U.S. employees to understand how engaged they are in their work and their attitudes toward their managers. According to the study, there are three types of employees: 1. Engaged employees: Those who work with passion, motivation, and have deep feelings toward their company. These people are the ones who move the organization. 2. Not-engaged employees: Those who are physically present in the company but mentally absent. These employees are not motivated, and they dont care about their company. They come to work simply to put in hours. The survey refers to them as â€Å"walking through their workday.† 3. Actively disengaged employees: Those who are not only unhappy, but they express their unhappiness in different ways. They may undermine what their engaged coworkers accomplish. The study results showed that 26% of respondents are engaged in their work, 56% of the respondents are not engaged in their work, and 18% of the respondents are actively disengaged in their work. The following chart illustrates the finding of this study. The respondents of the survey were asked if they would fire their manager, given the opportunity. Respondents indicated that 24% would fire their manager if they were given the chance. Of this number, 6% of those respondents were engaged in their work, 23% of the number were not engaged in their work, and 51% of the respondents were actively disengaged in their work. Therefore, less engaged employees tend to dislike their managers, and would fire them, given the opportunity. According to the study, this lack of productivity costs companies billions of dollars. Approximately 24.7 million employees age 18 and over are actively disengaged; this represents 18% of the total workforce. From 2000 to 2007, actively disengaged employees in the U.S. cost the countrys economy from $334 to $431 billion every year in low productivity. The Cost Of Disengagement In this study, I will analyze the different reasons why employees are disengaged from their work, and I will suggest recommendations to solve this problem by taking as an example a successful company in the U.S. Purpose of the study Today, different companies are trying to find a unique competitive advantage. One competitive advantage that was overlooked for many years is an attractive organizational culture. Not only will a superior organizational culture help in attracting and retaining the best employees, it can also be used to create a loyal customer base. In this paper, I will investigate the organizational culture of Google, Inc. in the information technology (IT) industrial sector. I will analyze how Google has capitalized on its organizational culture to become one of the largest search engines and IT companies in the world. I will conduct a small survey on organizational culture on IT companies located in Salt Lake City, Utah to determine useful recommendations by analyzing the results of the survey and comparing these to Googles organizational culture. Before analyzing organizational cultures, it would be beneficial to answer some questions as to why this topic was selected as well as other related issues. Why I Focused on Organizational Culture Many companies have tried to come up with a competitive advantage to maximize the shareholders profits. For years, an attractive corporate culture was not considered as vital to the success of an organization. Unlike external factors of business, which are not directly controlled by organizations, corporate culture is an internal environmental force which can be manipulated by organizations in their favor. Why I Emphasized the Employees Employees are the executers of the plans and strategies of the organization. Most companies consider employees as their asset, but, in my opinion, employees are much more than this. According to a study conducted by the United States Census Bureau, companies largest operating expense is salary. (U.S.CensusBureau, 2000) (See charts below). By taking care of their employees, organizations can get the best results from them. The following charts show the breakdown of operating expense for different industries in 1997 as it was studied by the U.S. Census Bureau under the Economic and Statistics Administration in the U.S. Department of Commerce. Even though, this study was conducted more than a decade ago, I have included it, because I believe it shows the general trend of the breakdown of operating expenses within U.S. industries. Merchant wholesale companies have five major operating costs. Of these, payroll was by far the largest operating expense. If payroll expense and fringe benefits, which are operating expenses toward employees, are combined, more than half of the total operating expenses go toward employee salaries. The breakdown of operating expenses of retail trade has the same tendency as that of the merchant wholesaler. In fact, the only difference is that the expenses for rent by retail trade businesses are a little bit higher than that of the merchant wholesaler. The breakdown of operating expense for business services, which include IT industries, shows a larger expense toward employees. Payroll, consisting of 51% of total operating expense, contract labor, consisting of 5% of total operating expense and fringe benefits, consisting of 8% of total operating expense makes up a total of 64% of the total operating expense. The breakdown of the operating expenses for legal services follows the same trend as for business services. The following chart compares payroll expenses of different sectors of business According to the above chart, business services, health services and legal services pay the highest portion of operating expenses to payroll. Clearly, if companies are paying the majority of their operating expense toward the salaries of their employees, they should try to get the most from their workforce. Another study conducted in 2007 by the AmericanTimeUseSurvey through the U.S. Bureau of Labor Statistics (AmericanTimeUseSurvey, 2007) showed that of the total working people in U.S., those who were between the ages of 25 to 54 living in households with children under the age of 18 spent most of their time either working or in work-related activities. The survey was provided from data taken on non-holiday weekdays. Out of the total 24 hours, those between the age of 25 to 54 living in households with children under the age of 18 spent 8.7 hours working or on work-related activities, 7.6 hours sleeping, 2.6 hours on leisure and sports, 1.2 hours caring for others, 1.1 hours on household activities, 1.1 hours in eating and drinking and the remaining 1.7 hours on other activities. The following chart illustrates these hours in percentiles. Based on this survey, people with children between the ages of 25 to 54, who were part of the labor force, spent the majority of their time at the workplace or doing work-related activities. If companies created a suitable and stable environment, this labor force would be motivated to work harder to help companies maximize their profits. This study will research and analyze how companies could create a competitive advantage by attracting and retaining the best employees through a superior corporate culture. Why I focused on IT IT, by any comparison, is the fastest growing industry in the world. Companies are spending billions of dollars every year, which has made the IT industry one of the most profitable industries in the world. According to a study conducted by the U.S. Census Bureau in 2005 and published in 2007 (U.S.CensusBureau, Information and Communication Technology: 2005, April 2007), the information industry by itself contributes 52.4 billion dollars to the IT industry through purchases of hardware and software annually. The finance and insurance sectors spent $44.2 billion; the manufacturing, professional, scientific, and technical services sectors spent $32.5 billion; the health care sector spent $27 billion; and the social assistance business sector spent $19.9 billion on IT hardware and software components in 2005 alone. Based on this study, more than $200 billion was spent on IT hardware and software by different business sectors in 2005. According to this study, the noncapital and capital expenditures for computer software were higher compared to IT hardware. It is a general assumption that if companies are investing more on computer software, the software industry is generating a lot of money. In 2005 alone, the noncapital expenditure for computer software was $54.2 billion, whereas the capital expenditure for the same sector was $49.8 billion. Therefore, this research will focus on computer software companies. Why Focus on Google? Google is one of the fastest growing companies in the world. It has grown sevenfold over the last decade. According to Fortune, Google was listed as the fourth best company to work for in 2009 (100 Best Companies to Work for 2009: Google GOOG from Fortune, 2009). Even though Google was listed as the fourth best company to work for in 2009 by Fortune, it has the highest job growth rate when compared to the other companies listed in the top ten. While Google has a 40% job growth rate, NetApp, which was listed in first place, only has a 12% job growth rate. Edward Jones and Boston Consulting Group, listed second and third, have only a 9% and 10% job growth rate respectively (100 Best Companies to Work for 2009: Google GOOG from Fortune, 2009). Google has shown tremendous growth over the past few years. As the following chart indicates, from 2004 to 2008, the net income of the company increased tenfold. Even when the world economy was in a recession at the end of 2007 and 2008, Google managed to secure a high net income (GoogleInc, 2008). Google has an interesting workforce distribution. As of December 31, 2008, 40% of Googles total workforce was in sales and marketing, 36% in research and development, 15% in general and administrative positions, and the remaining 9% in operations (Google Inc., 2008). According to this data, Google places nearly as large an emphasis on research and development as it does for sales and marketing. Having a large staff in research and development will ensure a strong future market when it is supported with an appropriate corporate strategy. Even if it is difficult to conclude that Google will have a bright future based on the distribution of its workforce, it is certain that this strong contingency of Googles research and development team has proven to be valuable by developing new and exciting technologies, making it difficult for competitors to catch up. Literature Review In todays globalized and integrated world, change within industries and organizations occurs rapidly. Understanding the impact of an organizations environment could assist organizations in coping with this change. The organizational environment includes all elements existing outside the boundary of the organization that have the potential to affect the organization (Daft, Organization Theory and Design, 8th ed., 2004). The organizational environment consists of the external environment and the internal environment. The external environment is made up of those forces that exist outside of the organizations boundaries and have an effect on the organization. The external environment is further divided into the general environment and the task environment. The general environment is the outer layer that is widely dispersed and affects organizations indirectly (Daft, Management, 7th ed., 2005). The general environment includes technological, socio-cultural, economic, legal/political, and international factors. On the other hand, the task environment is closer to the organization and includes the sectors that conduct day-to-day transactions with the organization and directly influence its basic operations and performance (Daft, Management, 7th ed., 2005). The task environment includes customers, labor market, suppliers and competitors. The internal environment includes the elements within the organizations boundaries (Daft, Management, 7th ed., 2005). It includes employees, management and culture of the organization. In this paper the focus is on the culture of the organization and its affect on the performance of the organization. A corporate culture is defined as the set of key values, beliefs, understandings, and norms shared by members of an organization (Martin, 2002) (Kilmann, Ralph H.; Saxton, Mary J.; Serpa, Roy, 1986) (Smircich, 1983). It could also be defined as an â€Å"interdependent set of beliefs, values, ways of behaving, and tools for living that are so common in a community that they tend to perpetuate themselves, sometimes over long periods of time. This continuity is the product of a variety of social forces that are frequently subtle, bordering on invisible, through which people learn a groups norms and values, are rewarded when they accept them, and are ostracized when they do not† (Bemowski, 1995) (Wilhelm, 1992). Corporate culture is derived from both the management and the organization itself. The management, through its philosophy, values, actions and the organization through its roles, structure, systems and technology comprise the corporate culture. Feedback is received from the corporate culture to the management and organization. The following illustrates this process. Classification Schemes There are different classifications of corporate culture defined by different authors. The different views of four authors will be considered in the following: 1. Henry Migliore After studying 24 organizations, Henry Migliore included 20 cultural factors, which he referred to as the â€Å"Corporate Culture Index† (Migliore, Henry; R.T. Martin; Tim Baer; and Jeffrey L. Horvath, 1989). These factors include the following characteristics. * Member Identity: the degree to which employees identify with the organization as a whole in their type of job or field of professional expertise * Team Emphasis: the degree to which work activities are organized around teams rather than individuals * People Focus: the degree to which management empowers the employees within the organization * Autonomy: the degree to which departments within the organization are encouraged to operate in a coordinated or interdependent manner * Control: the degree to which rules, regulations, and direct supervision and used to control employee behavior * Risk Tolerance: the degree to which employees are encouraged to be aggressive, innovative, and risk-seeking 2. Geert Hofstede Geert Hofstede believes the behavior of organizations is affected by a national and regional cultural grouping. To study this point, he looked for a national difference among over 100,000 of IBMs employees in different parts of the world. He came up with five dimensions of culture that influence national regional groupings (Hofstede, 1980). These are: * Power distance: the expectation of society on the levels of power an individual possess in the society. A high score of power distance reflects the expectation of the society that some individuals possess more power than others. A low score of power distance reflects the expectations of the society that all people have equal rights * Uncertainty avoidance: the degree to which a society accepts uncertainty and risk * Individualism vs. Collectivism: the degree to which people stand up for themselves or act as part of a group * Masculinity vs. Femininity: the degree to which the society gives value to the male or female * Long vs. Short-term Orientation: the degree to which a society values long term or short term orientation 3. Deal and Kennedy According to Deal and Kennedy, organizational culture is the way things get done in an organization (Deal Kennedy, 1982). They measured an organizations culture using different elements. These elements include: * Feedback: response from the organization * Risk: the degree of uncertainty in the organization Using these two elements, Deal and Kennedy suggested four classifications of corporate cultures (Deal Kennedy, 1982). These are: * The Tough-Guy Macho Culture: The feedback, which is the response from the organization, is quick and the reward is high. * The Work Hard/Play Hard Culture: Few risks are taken, but the feedback, which is the response from the organization, is rapid. * The Bet Your Company Culture: This involves high risk, but it may take a long time to know the outcome of the decision or action. * The Process Culture: This is associated with bureaucracy in the organization. It is common in organizations where there is little or no feedback. 4. Charles Handy Charles Handy developed Roger Harrisons work of 1972 which linked organizational structure to organizational culture (Handy, 1985). According to this idea, there are four types of culture. These are: * Power Culture: A few will rule the organization from the middle. * Role Culture: Employees have clearly delegated authority and the structure of the organization is highly defined. * Task Culture: Teams are formed to solve particular problems; this is a common organizational culture for a matrix structure. * Person Culture: Employees focus on individualism rather than team work. These organizations will face a hard time staying above water. A corporate culture has two levels, visible and invisible. The visible level of culture can be seen at the surface level. It includes symbols, stories, heroes, slogans and ceremonies. The invisible level is deeper values and shared understandings held by organization members who include expressed values, assumptions and deep beliefs. The following illustrates the levels of corporate culture. It is difficult to express the invisible level of corporate culture since it cannot be seen as compared to the visible level of corporate culture. The visible level of corporate culture has different entities. These include: * Symbols: an object, act, or event that conveys meaning to others. Symbols can be considered a rich, non-verbal language that vibrantly conveys the organizations important values concerning how people relate to one another and interact with the environment (Pratt Rafaeli, 2001). * Stories: narratives based on true events that are repeated frequently and shared among organizational employees (Daft, Management, 7th ed., 2005). * Heroes: s who exemplify the deeds, character, and attributes of a strong corporate culture (Daft, Management, 7th ed., 2005). * Slogans: a phrase or sentence that succinctly expresses a key corporate value (Daft, Management, 7th ed., 2005). Companies use slogans to convey their core values and missions. Examples of slogans are Googles â€Å"Dont be evil,† and Microsofts â€Å"Our passion, your potential.† * Ceremonies: a planned activity that makes up a special event, and is conducted for the benefit of an audience (Trice Beyer, 1984). According to research conducted at Harvard on 207 U.S. firms (Kotter Heskett, 1992), corporate cultures can be divided into adaptive and unadaptive corporate cultures. The study found that a strong corporate culture by itself does not guarantee company success. However, when strong corporate culture adapts to the external environment, it will bring success to the companys business. In both adaptive and unadaptive corporate cultures, there are visible behaviors and expressed values. In the adaptive corporate culture, managers are concerned with their customers (external environment) and employees (internal environment). On the other hand, in an unadaptive corporate culture, managers are concerned only with themselves. Therefore, they dont want change or risks. A strong corporate culture should always be adapted to the external environment (Kotter Heskett, 1992). Table 1: Adaptive and Unadaptive Corporate Culture Adaptive Corporate Cultures Unadaptive Corporate Cultures Visible Behavior Managers pay close attention to all their constituencies, especially customers, and initiate change when needed to serve their legitimate interests, even if it entails taking some risks. Managers tend to behave somewhat insularly, politically, and bureaucratically. As a result, they do not change their strategies quickly to adjust to or take advantage of changes in their business environments. Expressed Values Managers care deeply about customers, stockholders, and employees. They also strongly value people and processes that can create useful change (e.g. leadership initiatives up and down the management hierarchy). Managers care mainly about themselves, their immediate work group, or some product (or technology) associated with that work group. They value the orderly and risk-reducing management process much more highly than leadership initiatives. Types of Cultures There are four types of corporate culture, which can be further classified into two matrixes. These are the needs of the environment, which could be flexible or stable, and the strategic focus, which can be external or internal. The four categories associated with this are adaptability, achievement, involvement, and consistency (McDonald Gandz, 1992) (Denison Mishra, 1995). The four types of corporate cultures are: 1. Adaptability culture: A culture characterized by values that support the companys ability to interpret and translate signals from the environment into new behavior responses. It emerges in an environment that requires fast response and high-risk decision making. Managers encourage values that support the companys ability to rapidly detect, interpret, and translate signals from the environment into new behavior responses. Employees have autonomy to make decisions and act freely to meet new needs, and responsiveness to customers is highly valued. Managers also actively create change by encouraging and rewarding creativity, experimentation, and risk taking (Daft, Management, 7th ed., 2005). 2. The achievement culture: A results-oriented culture that values competitiveness, personal initiative, and achievement. It is suited to organizations that are concerned with serving specific customers in the external environment but without the intense need for flexibility and rapid change. This is a results-oriented culture that values competitiveness, aggressiveness, personal initiative, and willingness to work long and hard to achieve results (Hooijberg Petrock, 1993). 3. The involvement culture: A culture that places high value on meeting that needs of employees and values cooperation and equality. It has an internal focus on the involvement and participation of employees to rapidly meet changing needs from the environment. This culture places a high value on meeting the needs of employees, and the organization may be characterized by a caring, family-like atmosphere. Managers emphasize values such as cooperation, consideration of both employees and customers, and the avoidance of status differences (Daft, Management, 7th ed., 2005). 4. Consistency culture: A culture that values and rewards a methodical, rational, orderly way of doing things. It has an internal focus and a consistency orientation for a stable environment. Following the rules and being thrifty are valued, and the culture supports and rewards a methodical, rational, orderly way of doing things, since there is no stable environment. It is rather difficult to have this kind of corporate culture (Daft, Management, 7th ed., 2005). The Start of Search Engines Most people agree that the first pre-web search engine was Archie created by Alan Emtage in 1990, while he was a student at McGill University. At that time, the Internet was used by learning institutions to store different kinds of documents on shared machines. Since there were no search engines at that time, if one did not know the exact machine address and file name, it would not be possible to find the document. Emtage created an interface for the search engine, calling it Archie, and used an indexed filing system. In order to use Archie, a user would log in to an Archie server via a command line interface and type in keywords that matched the file title being searched. The result from Archie would display the possible machine locations in which the file could be found. The user then had to log in to each machine and look for the individual file. Archie provided the machine name where the file could be found, but the user had to know a keyword in the title of the file being search ed. This may seem useless today, but it was the best technology available at the time. In 1993, students at the University of Nevada created another search engine similar to Archie, which they called Veronica. The main difference between Archie and Veronica was that Veronicas search results showed the possible document names. As the Internet started to grow larger, from 130 sites in 1993 to 600,000 in 1996, the glory of Archie and Veronica also faded. Matthew Gray, a researcher at the Massachusetts Institute of Technology, created a web based search engine known as WWW Wanderer. The Wanderer had a list of indexed sites at the back end and a search interface that allowed users to search the index at the front end. In 1994, Brian Pinkerton, a researcher from the University of Washington, developed a more powerful search engine by the name of WebCrawler. WebCrawler could index the full text of a web document it found and also use a linking of different web pages, just as Googles PageRanking algorithm does. Alta Vista was the next stronger search engine invention. Unlike other search engines, Alta Vista was created to test the performance of the superfast Alpha processor. After Digital Equipment Corporation (DEC) made a superfast Alpha processor, the company was looking for a way to test its performance. One of DECs researchers, Louis Monier, was working at Western Lab in Palo Alto, California, and came up with the idea of building a search engine that could load the entire Internet onto the Alpha computer to show the processors speed. Not only did Monier come up with the idea, he also built the search engine. However, the management of DEC did not realize the magnitude of this discovery. Some believe that the management could not understand the marketability of Alta Vista, because they considered DEC to be a hardware, not a software company. In January 1998, Compaq purchased DEC for $9.6 billion dollars. Compaq recognized the marketability of Alta Vista and started to invest more into it. Rod Schrock, a Compaq executive, was given the responsibility of Alta Vista, and developed the site to look like Yahoo. In June 1999, Compaq sold Alta Vista to CMGI, an Internet holding company, for $2.3 billion dollars, mostly in stock. CMGI could not hold on to Alta Vista for long since it lost 90 percent of its value. In 2003, CMGI was forced to sell Alta Vista to Overture Services, Inc. for $140 million. Yahoo acquired Overture Services, Inc., and Alta Vista became owed by Yahoo, its former fierce competitor. Yahoo had opened its doors two years prior in March 1995. Yahoo was started as a project to win a fantasy basketball league by two Stanford PhD candidate students, Jerry Yang and David Filo in the early 1990s. Both were studying electronic design automation, which was a popular field when they began studying but the subject got cold when these students reached their fourth year of their doctoral work. â€Å"The prospects of finishing and getting on with life were pretty grim. The real story is that we were bored with our PhDs and we did everything we could to avoid writing our thesis,† (Battelle, 2005) Yang recalls. To win a fantasy basketball league, Filo came up with an Internet crawler that collected data from basketball sites using protocol and compiled the data based on different categories like players performance, trade amount, history, etc. Yang and Filo won the fantasy basketball league using their project (Battelle, 2005). After the first browser was released in 1993, Yang started surfing the Web and maintaining a list of sites he was most interested in. Filo continued to develop software, and later wrote â€Å"Jerry and Davids Guide to the World Wide Web,† which helped to automate the list of sites Yang was collecting. Yang created a home page for the software Filo developed and called it Akebono, named after a famous sumo wrestler (Battelle, 2005). â€Å"Jerry and Davids Guide to the World Wide Web† became quickly famous, first among Stanford graduate students and then throughout the Web. In 1995, Yang and Filo realized the potential of â€Å"Jerry and Davids Guide to the World Wide Web,† and decided to invest more time into it. First and foremost, they wanted to have a catchy name for the site. Both, Yang and Filo, were inspired by computer science acronyms that started with â€Å"YA† for â€Å"yet another.† They began to search the dictionary, and when they got to â€Å"Yahoo,† they knew they had a winner (Reid, 1997). The dictionary defined the term as â€Å"a rude, unsophisticated, uncouth person,† but the word also lent itself to reverse engineering by way of an acronym: Yet Another Hierarchical Officious Oracle (Battelle, 2005). Filo and Yang tried to sell their project, Yahoo, to different companies. However, they were unable to find