Mystic Monk Coffee Essay

Introduction Mystic Monk coffee company is a cloistered monastic environment where monks from the Carmelite monastery of Clark, Wyoming spend their daily manual labour hours roasting coffee (Thompson, 2012, pg. 420). The monks are a religious sect of the Catholic church and are fully dedicated to their religious and spiritual side, which requires most of their daily hours, be spent praying or contemplating in silence; this leaves little time to spend on coffee roasting productions, especially due to the small population of monks that are able to live at the Carmelite monastery. There were many restrictions that the Carmelite monks faced with their coffee productions such as having restricted roasting capacity, inadequate land and partial workers. Father Daniel Mary, the prior of the Carmelite order, had a vision of expanding the small monastery of 13 monks, by creating a new Mount Carmel in the Rocky Mountains of Wyoming. There is a nearby location called the Irma Lake Ranch that would include a large house, caretaker house, guesthouse, a gothic church, a convent for Carmelite nuns, a hunting cabin and a dairy and horse barn; this would allow the monks to expand their opportunities, as well as expand their Carmelite monk residents (Thompson, 2012, pg. 421). This vision is everything that Father Daniel Mary ever dreamed, the only thing prohibiting the change, is that the Irma Lake Ranch will cost the monks $8.9 Million. The Mystic Monk coffee company only earns money based on their coffee sales (11% of revenues) and donations from private donators; the Carmelite monastery received a $250,000 donation which they can use at their discretion (Thompson, 2012, pg. 420,423). The following report will take a look at the options that are available to the Carmelite monks and what would be the most strategic plan that should be enforced in order for the monastery to be successful. External and Internal Analysis S.W.O.T. Analysis Strengths * Fair trade/ Organic Arabica beans * Variety of coffee flavors * Accessories (t-shirts, cups, CD’s) * Online shopping is available * Tea has been added to selection * Free labour/ No wages paid * Affordable/ reasonable retail price * Membership â€Å"coffee club† * Favors catholic market (large)| Weaknesses * Limited roasting capability (540 lbs/day) * Limited production due to worship * Cant expand due to limited land * Coffee is not a necessity (trend?) * Caffeine is highly addictive (health) * Purchase beans instead of growing * No business expertise/ experience * No absolute competitive advantage * Poor earnings (11% of revenues)| Opportunities * Expand availability into grocery stores * Collaborations (Keureg, Tassimo) * Other purposes (weight loss, bio fuel) * Increase advertisements * Expand into international market * Start a franchise * Open coffee shops (Starbucks, Tim’s)| Threats * Poor coffee growing season * Natural disaster/ weather * Eco nomic Conditions (recession) * Established competition (Folgers, nabob) * Others’ personal religious beliefs * Dependant on donations/ revenues| (Mystic Monk, n.d., pg. 1) Alternatives The Mystic Monk coffee company has to look at their options before they are able to make a decision regarding the continuation of their business. The two options that are available to the Carmelite monks at this point in time are: 1) stay at the current location of Clark, Wyoming, and continue operations as they are and use some donation money to purchase another roaster to help increase production or 2) see if the owners of Irma Lake Ranch would â€Å"gift† them a portion of the ranch without monetary repayment, as a donation, and they would pay the owners as a lease to own the remaining balance of the land, until a breakeven point has been reached. Discussion of Alternatives The first option is to stay at their current location to continue operations as they are. The advantages of choosing this option are: 1) retaining their donations and revenues to improve their current monastery, 2) there is little to no risk involved. The disadvantages of choosing this option are: 1) there is little opportunity to expand the Mystic Monk Company, 2) they cannot easily increase their Carmelite population. The second option is to move to a nearby area, which would involve purchasing the Irma Lake Ranch. The advantages of choosing this option are: 1) the Mystic Monk Coffee can increase production easily, 2) there is a large opportunity to expand, 3) the new Carmelite monastery would allow its population to double. The disadvantages of choosing this option are: 1) there is a tremendously high level of risk involved, 2) the owners may not gift the monks any land. Recommendation After evaluating the advantages and disadvantages of each alternative, a decision has been concluded that the most practical and strategic option would be to receive a portion of the Irma Lake Ranch, as a â€Å"gift† without monetary repayment, then pay the land owners on a lease to own schedule with the increased earnings projected from the new Mount Carmel location. This is the most logical selection if they want to expand and improve their Mystic monk coffee brand, as well as their community; the Carmelites will have no opportunity to grow or expand if they choose to stay where they are and continue on as they have been, as well as soon they will not be able to keep the supply at an adequate level to cover the demand for their products. The Carmelite monastery would have more financial opportunities available with this purchase, such as milk production from the dairy cows, horse rides on the trails through the forest, increased population to help roast and package the coffee. Also, the monks would have sufficient land to be capable of growing and producing their coffee beans without the need of suppliers, which in turn will decrease the cost of goods sold and drastically increase the Mystic Monk’s net profit margin from the current 11% of the sales revenue. The risk on this investment is exceptionally high, but if it is successful, the reward and pay off could be far greater than projected. Action Plan A realistic action plan must now be devised, to ensure that the previous decision is executed correctly, otherwise the Carmelite monks and the Mystic Monk coffee company will not be successful. The monastery is incapable of affording the Irma Lake Ranch with the funds that they currently have, including the $250,000 donation. The Mystic Monk coffee company should confront the current owners of the Irma Lake Ranch and see if they would be willing to â€Å"gift† them a portion of the property without monetary repayment, which could be considered a donation; the remaining balance owing on the land could be contracted as a lease or rent to own situation, where a breakeven point would be reached in a reasonable time frame. Also, because the property has been â€Å"gifted† to the Carmelite monks, they would be eligible to receive a tax break, which would significantly affect their financial status. The new property would be able to offer the monastery an opportunity to expand their brand by introducing tourism, sustainability and other financial opportunities. If the Mystic Monk coffee company decided that they would be capable or growing their own beans on the new land, they would be able to drastically cut costs on the cost of goods sold and eliminate suppliers, which in turn will increase their marginal earnings from the sales revenue. All of these new opportunities are realistic and show that the increased earnings would rapidly and effortlessly be able to pay off the remaining balance owing to the original Irma Lake Ranch owners. Conclusion In conclusion, the Mystic Monk coffee company has been successful with its entrance into the coffee market, however demands are increasing and new opportunities are being presented to the Carmelite monastery. If they wish to grow and expand their business and community, they are going to need to take the risk which is to relocate to a more practical location, ideally the Irma Lake Ranch. Irma Lake Ranch offers many new prospects to the Carmelite monks, which they would not be exposed to if they stay at their current location. This property can allow them to be independent from suppliers and venture into new venture projects such as introducing horse trail rides and milk from the dairy cows. Although the monks are a non-for-profit group, the sales revenue will mostly be paid to the original property owners until the principal amount is depleted, the rest of the money from earnings and donations will be put towards building, growing and maintaining the new Mount Carmel Monastery. References Mystic Monk Coffee | Buy Coffee Beans Online | Online Coffee Store. (n.d.). Mystic Monk Coffee | Buy Coffee Beans Online | Online Coffee Store. Retrieved January 24, 2013, from http://www.mysticmonkcoffee.com/store/storefront.php Thompson, A. A., Peteraf, M. A., Gamble, J. E., & III, A. S. (2012). Case 1. Crafting and Executing Strategy (18th Edition ed., pp. 420-424). New York: McGraw-Hill/ Irwin.

Development of Egyptian Pyramids from Sumerian Ziggurats Essay

The Egyptian pyramid structures represent a great range of civilization techniques that have been used in various other parts such as in Rome and Greece. This is despite the fact that the eventual architectural construction of pyramids in Egypt took place in slow transitional steps during the 3rd transition to a unique Egyptian character and permanency in the 4th dynasty although the â€Å"idea was brought to Egypt by the Mesopotamians† (Isler 90). The original idea came from the structures of the Ziggurats that are of various sizes and whose bases range from 20 meters on the side and 90 meters on a side. They are usually very high temples built on a platform of adobe brick with a series of platforms that create a stepped pyramid. They are therefore of major importance as they are mainly used for city planning and are dedicated to the god or goddess of the city’s patron. This is a major form of civilization which was introduced in Mesopotamia through the epic journey of Gilgamesh in 2700 B. C who later built the city of Uruk (Hooker par. 3-6). His account which was inscribed in some of the oldest and earliest tablets existed before those provided on the pyramid texts. Since the structure of ziggurats does not have a specific definition, the staged towers which possess consciously constructed stages are generally referred to as ziggurats. They are mainly found in the area of Mesopotamia. The siak ziggurat dates back to 5500 B. C although it is not yet clear what was anciently used to classify structures as ziggurats. Most temples on accumulated ruins were the original staged towers even though the stages which were made of accumulated ruins were not constructed for the tower. Hence the structures are only referred to as ziggurats when the stages are constructed and modeled after the piled up ruins. Some of their functions arise since they were built as a representation of mountain to offer protection for the temple against floods, and religiously they appear in the form of unity since they form a place where the gods dwell. There are a number of evidences that the Egyptian pyramids borrowed their building techniques from the Sumerian ziggurats. For instance, the ziggurats â€Å"and typically the elamite ziggurat exhibit a striking resemblance â€Å"(Isler, 32) and are similar in shape to the early Egyptian pyramids most especially the step pyramid of Djoser at Saqqara except that they do not â€Å"possess a sanctuary at its apex and had a system of internal tunnels and chambers† (World Mysteries par. 3) . In addition, they date some years later than the earliest ziggurats as the great pyramid dates back to around 2500 B. C. The architectural forms of the pyramid began as a simple mastaba which was built in several stages. This step pyramid is a product of the â€Å"Egyptian third dynasty which was simultaneous with the early dynastic period in Mesopotamia† (Walton par. 1-5). However, they are built by use of mud bricks, a technique developed in Palastine in the Neolithic period and not in Mesopotamia. The civilization in Egypt which is accompanied by the technique of building pyramid tombs is a sign of concern about death and the search for immortality. This is because they were worried about the nature of death and the hope for survival after death, a factor realised by Gilgamesh when he discovers â€Å"the fateful truth that death awaits every person† (Smart 201-203). Works Cited Hooker, R. Gilgamesh. 6 June 1999. 24 August 2010 . Isler, M. â€Å"Sticks, stones, and shadows: building the Egyptian pyramids. † USA, Oklahoma: University of Oklahoma Press, 2001. 32-90. John H. Walton. Is there archaeological evidence of the Tower of Babel? 2001. 24 August 2010 . par. 1-5 Smart, N. â€Å"The World’s Religions, 2nd Ed. † USA: Cambridge: Cambridge University Press, 1998. 201-203. World Mysteries. The Age of the Great Pyramid. 2009. 24 August 2010 .

Approaches to Knowledge Management Practice

â€Å"Tacit Knowledge† versus â€Å"Explicit Knowledge† Approaches to Knowledge Management Practice by Ron Sanchez Professor of Management, Copenhagen Business School and Linden Visiting Professor for Industrial Analysis, Lund University Contact information: Department of Industrial Economics and Strategy Solbjergvej 3 – 3rd floor DK 2000 Frederiksberg, Denmark email: [email  protected] dk Abstract This paper explains two fundamental approaches to knowledge management.The tacit knowledge approach emphasizes understanding the kinds of knowledge that individuals in an organization have, moving people to transfer knowledge within an organization, and managing key individuals as knowledge creators and carriers. By contrast, the explicit knowledge approach emphasizes processes for articulating knowledge held by individuals, the design of organizational approaches for creating new knowledge, and the development of systems (including information systems) to disseminat e articulated knowledge within an organization.The relative advantages and disadvantages of both approaches to knowledge management are summarized. A synthesis of tacit and knowledge management approaches is recommended to create a hybrid design for the knowledge management practices in a given organization. JEL code: Moo 1 Introduction Managers concerned with implementing knowledge management in their organizations today face a number of challenges in developing sound methods for this still emerging area of management practice.Both the growing literature on knowledge management and the advice offered by various knowledge management consultants, however, seem to advocate forms of knowledge management practice that often appear incomplete, inconsistent, and even contradictory. This paper suggests that the current lack of coherence in the diverse recommendations for knowledge management practice results from the fact that the development of both theory and practice in this emerging fi eld is being driven by two fundamentally different approaches to identifying and managing knowledge in organizations.These two approaches are characterized here as the â€Å"tacit knowledge† approach and the â€Å"explicit knowledge† approach. This paper first clarifies how these two fundamental approaches differ in both their philosophical premises and derived recommendations for practice, and it summarizes the main strengths and weaknesses of each of the two approaches in practice. We then suggest that sound knowledge management practice requires a creative synthesis of the two approaches that enables the strengths of one approach to offset the inherent limitations of the other approach, and vice versa. . Tacit Knowledge versus Explicit Knowledge Approaches Even a casual review of the many articles and consulting recommendations on knowledge management practice today soon reveals a plethora of recommended processes and techniques. Unfortunately — especially fo r the many managers looking to researchers and consultants for insights to guide development of sound knowledge 2 management practices — many of these recommendations seem unconnected to each other, and in the worst cases many seem to be quite at odds with each other.Close analysis of these recommendations, however, usually reveals that the many ideas for practice being advanced today can be grouped into one of two fundamentally different views of knowledge itself and of the resulting possibilities for managing knowledge in organizations. These two views are characterized here as the â€Å"tacit knowledge† approach and the â€Å"explicit knowledge† approach. Let us consider the basic premises and the possibilities for knowledge management practice implied by each of these two views (see Table 1 for a summary of the differences in the two approaches).The Tacit Knowledge Approach The salient characteristic of the tacit knowledge approach is the basic belief that k nowledge is essentially personal in nature and is therefore difficult to extract from the heads of individuals. In effect, this approach to knowledge management assumes, often implicitly, that the knowledge in and available to an organization will largely consist of tacit knowledge that remains in the heads of individuals in the organization. 1Working from the premise that knowledge is inherently personal and will largely remain tacit, the tacit knowledge approach typically holds that the dissemination of knowledge in an organization can best be accomplished by the transfer of people as â€Å"knowledge carriers† from one part of an organization to another. Further, this view believes that learning in an organization occurs when individuals come together under circumstances that encourage them to share their ideas and (hopefully) to develop new insights together that will lead to the creation of new knowledge.Recommendations for knowledge management practice proffered by resea rchers and consultants working within the tacit knowledge approach naturally tend to focus 1 Some writers and consultants have even gone so far as to argue that all knowledge is tacit in nature. The irony in trying to communicate to others the â€Å"knowledge† that all knowledge is tacit, however, should be obvious. 3 on managing people as individual carriers of knowledge.To make wider use of the tacit knowledge of individuals, managers are urged to identify the knowledge possessed by various individuals in an organization and then to arrange the kinds of interactions between knowledgeable individuals that will help the organization perform its current tasks, transfer knowledge from one part of the organization to another, and/or create new knowledge that may be useful to the organization. Let us consider some examples of current practice in each of these activities that are typical of the tacit knowledge approach.Most managers of organizations today do not know what specific kinds of knowledge the individuals in their organization know. This common state of affairs is reflected in the lament usually attributed to executives of Hewlett-Packard in the 1980s: â€Å"If we only knew what we know, we could conquer the world. † As firms become larger, more knowledge intensive, and more globally dispersed, the need for their managers to â€Å"know what we know† is becoming acute.Thus, a common initiative within the tacit knowledge approach is usually some effort to improve understanding of who knows about what in an organization — an effort that is sometimes described as an effort to create â€Å"know who† forms of knowledge. 2 An example of such an effort is the creation within Philips, the global electronics company, of a â€Å"yellow pages† listing experts with different kinds of knowledge within Philips’ many business units.Today on the Philips intranet one can type in the key words for a specific knowledge domain — say, for example, knowledge about the design of optical pickup units for CD/DVD players and recorders — and the yellow pages will retrieve a listing of the people within Philips worldwide who have stated that they have such knowledge. Contact information is also provided for each person listed, so that anyone in Philips who wants to know more about that kind of knowledge can get in touch with listed individuals. 2Know-how, know-why, and know-what forms of knowledge can also be described (see Sanchez 1997). 4 An example of the tacit knowledge approach to transferring knowledge within a global organization is provided by Toyota. When Toyota wants to transfer knowledge of its production system to new employees in a new assembly factory, such as the factory recently opened in Valenciennes, France, Toyota typically selects a core group of two to three hundred new employees and sends them for several months training and work on the assembly line in one of Toyota’s e xisting factories.After several months of studying the production system and working alongside experienced Toyota assembly line workers, the new workers are sent back to the new factory site. These repatriated workers are accompanied by one or two hundred long-term, highly experienced Toyota workers, who will then work alongside all the new employees in the new factory to assure that knowledge of Toyota’s finely tuned production process is fully implanted in the new factory. Toyota’s use of Quality Circles also provides an example of the tacit knowledge approach to creating new knowledge.At the end of each work week, groups of Toyota production workers spend one to two hours analyzing the performance of their part of the production system to identify actual or potential problems in quality or productivity. Each group proposes â€Å"countermeasures† to correct identified problems, and discusses the results of countermeasures taken during the week to address probl ems identified the week before. Through personal interactions in such Quality Circle group settings, Toyota employees share their ideas for improvement, devise steps to test new ideas for improvement, and assess the results of their tests.This knowledge management practice, which is repeated weekly as an integral part of the Toyota production system, progressively identifies, eliminates, and even prevents errors. As improvements developed by Quality Circles are accumulated over many years, Toyota’s production system has become one of the highest quality production processes in the world (Spear and Bowen 1999). 5 The Explicit Knowledge Approach In contrast to the views held by the tacit knowledge approach, the explicit knowledge approach holds that knowledge is something that can be explained y individuals — even though some effort and even some forms of assistance may sometimes be required to help individuals articulate what they know. As a result, the explicit knowled ge approach assumes that the useful knowledge of individuals in an organization can be articulated and made explicit. Working from the premise that important forms of knowledge can be made explicit, the explicit knowledge approach also believes that formal organizational processes can be used to help individuals articulate the knowledge they have to create knowledge assets.The explicit knowledge approach also believes that explicit knowledge assets can then be disseminated within an organization through documents, drawings, standard operating procedures, manuals of best practice, and the like. Information systems are usually seen as playing a central role in facilitating the dissemination of explicit knowledge assets over company intranets or between organizations via the internet. Usually accompanying the views that knowledge can be made explicit and managed explicitly is the belief that new knowledge can be created through a structured, managed, scientific learning process.Experim ents and other forms of structured learning processes can be designed to remedy important knowledge deficiencies, or market transactions or strategic partnering may be used to obtain specific forms of needed knowledge or to improve an organization’s existing knowledge assets. The recommendations for knowledge management practice usually proposed by researchers and consultants working within the explicit knowledge approach focus on initiating and sustaining organizational processes for generating, articulating, categorizing, and systematically leveraging explicit knowledge assets. Some examples of knowledge management practice in this mode help to illustrate this approach. In the 1990s, Motorola was the global leader in the market for pagers. To maintain this leadership position, Motorola introduced new generations of pager designs every 12-15 months. Each new pager generation was designed to offer more advanced features and options for customization than the preceding generat ion. In addition, a new factory with higher-speed, more flexible assembly lines was designed and built to produce each new generation of pager. To sustain this high rate of product and process development, Motorola formed teams of product and factory designers to design each new generation of pager and factory. At the beginning of their project, each new team of designers received a manual of design methods and techniques from the team that had developed the previous generation of pager and factory.The new team would then have three deliverables at the end of their project: (i) an improved and more configurable next-generation pager design, (ii) the design of a more efficient and flexible assembly line for the factory that would produce the new pager, and (iii) an improved design manual that incorporated the design knowledge provided to the team in the manual it received — plus the new and improved design methods that the team had developed to meet the product and production goals for its project.This manual would then be passed on to the next design team given the task of developing the next generation of pager and its factory. In this way, Motorola sought to make explicit and capture the knowledge developed by its engineers during each project and to systematically leverage that knowledge in launching the work of the next project team. In addition to its tacit knowledge management practice of moving new employees around to transfer knowledge of its production system, Toyota also follows a highly Using modular product architectures to create increasingly configurable product designs, Motorola was able to increase the number of customizable product variations it could offer from a few thousand variations in the late 1980s to more than 120 million variations by the late 1990s. 7 disciplined explicit knowledge management practice of documenting the tasks that each team of workers and each individual worker is asked to perform on its assembly lines.These d ocuments provide a detailed description of how each task is to be performed, how long each task should take, the sequence of steps to be followed in performing each task, and the steps to be taken by each worker in checking his or her own work (Spear and Bowen 1999). When improvements are suggested by solving problems on the assembly line as they occur or in the weekly Quality Circle meetings of Toyota’s teams of assembly line workers, those suggestions are evaluated by Toyota’s production engineers and then formally incorporated in revised task description documents.In addition to developing well-defined and documented process descriptions for routine, repetitive production tasks, some organizations have also created explicit knowledge management approaches to supporting more creative tasks like developing new products. In the Chrysler unit of DaimlerChrysler Corporation, for example, several â€Å"platform teams† of 300-600 development engineers have responsib ility for creating the next generation platforms4 on which Chrysler’s future automobiles will be based.Each platform team is free to actively explore and evaluate alternative design solutions for the many different technical aspects of their vehicle platform. However, each platform team is also required to place the design solution it has selected for each aspect of their vehicle platform in a â€Å"Book of Knowledge† on Chrysler’s intranet. This catalog of developed design solutions is then made available to all platform teams to consult in their development processes, so that good design solutions developed by one platform team can also be located and used by other platform teams.Other firms have taken this explicit knowledge management approach to managing knowledge in product development processes even further. For example, GE 4 A platform includes a system of standard component types and standardized interfaces between component types that enable â€Å"plu gging and playing† different component variations in the platform design to configure different product variations (see Sanchez 2004). 8 Fanuc Automation, one of the world’s leading industrial automation firms, develops design methodologies that are applied in the design of new kinds of components for their factory automation systems.In effect, instead of leaving it up to each engineer in the firm to devise a design solution for each new component needed, GE Fanuc’s engineers work together to create detailed design methodologies for each type of component the firm uses. These design methodologies are then encoded in software and computerized so that the design of new component variations can be automated. Desired performance parameters for each new component variation are entered into the automated design program, and GE Fanuc’s computer system automatically generates a design solution for the component.In this way, GE Fanuc tries to make explicit and capt ure the design knowledge of its engineers and then to systematically re-use that knowledge by automating most new component design tasks. 9 Advantages and Disadvantages of Tacit versus Explicit Knowledge Approaches Like most alternative approaches to managing, each of the two knowledge management approaches we have discussed has both advantages and disadvantages.We now briefly summarize the main advantages and disadvantages of the two approaches (these are also summarized in Table 2). Advantages and Disadvantages of the Tacit Knowledge Approach One of the main advantages of the tacit knowledge approach is that it is a relatively easy and inexpensive way to begin managing knowledge. The essential first step is a relatively simple one — identify what each individual in the organization believes is the specific kinds of knowledge he or she possesses.Managers can then use this knowledge to assign individuals to key tasks or to compose teams with appropriate sets of knowledge to c arry out a project, to improve performance in current processes, or to try to create new knowledge in the organization. As Philips did with its intranetbased â€Å"yellow pages,† managers may also elect to create an open database listing the knowledge claimed by individuals in the organization to facilitate knowledge sharing between individuals.A tacit knowledge approach may also lead to improvements in employee satisfaction and motivation when an organization â€Å"officially† recognizes and makes visible in the organization the kinds of knowledge that individual workers claim to have. In addition, the tacit knowledge approach is likely to avoid some of the practical and motivational difficulties that may be encountered in trying to secure the cooperation of individuals in making their knowledge explicit (discussed under the explicit knowledge approach below). 10A further advantage often claimed for tacit knowledge management approaches derives from the view that maki ng knowledge explicit increases the risk that knowledge will be â€Å"leaked† from an organization, so that leaving knowledge in tacit form also helps to protect a firm’s proprietary knowledge from diffusing to competing organizations. (The potential disadvantages of leaving knowledge in tacit form are summarized below. ) Although relatively easy to begin, the tacit knowledge approach also has some important long-term limitations and disadvantages.One disadvantage in the tacit knowledge approach is that individuals in an organization may claim to have knowledge that they do not actually have or may claim to be more knowledgeable than they really are (Stein and Ridderstrale 2001). The knowledge that various individuals have is likely to evolve over time and may require frequent updating to correctly communicate the type of knowledge each individual in the organization claims to have now.In addition, if knowledge only remains tacit in the heads of individuals in an organ ization, then the only way to move knowledge within the organization is to move people. Moving people is often costly and time-consuming and may be resisted by individuals who fear disruptions of their careers or family life. Even when knowledgeable individuals are willing to be moved, an individual can only be in one place at a time and can only work so many hours per day and days per week, thereby limiting the reach and the speed of the organization in transferring an individual’s knowledge.Moreover, sometimes transferred individuals may not be accepted by other groups in the organization or may otherwise fail to establish good rapport with other individuals, and the desired knowledge transfer may not take place or may occur only partially. Most seriously, leaving knowledge tacit in the heads of key individuals creates a risk that the organization may lose that knowledge if any of those individuals becomes 11 incapacitated , leaves the organization, or — in the worst case — is recruited by competitors. Advantages and Disadvantages of the Explicit Knowledge Approach In general, the advantages and disadvantages of the explicit knowledge approach constitute an inverted â€Å"mirror image† of the advantages and disadvantages of the tacit knowledge approach. Whereas the tacit knowledge approach is relatively easy to start and use, but has important limitations in the benefits it can bring, the explicit knowledge approach is much more challenging to start, but offers greater potential benefits in the long term.Let us first consider the long-term advantages of the explicit knowledge management approach, and then the challenges that have to be overcome to start and sustain this approach in an organization. Perhaps the main advantage of the explicit knowledge approach is that once an individual articulates his or her knowledge in a document, drawing, process description, or other form of explicit knowledge asset, it should be possible thro ugh use of information systems to quickly disseminate that knowledge throughout an organization or indeed anywhere in the world.In effect, converting tacit knowledge into explicit knowledge creates an asset that is available 24/7 and is free from the limitations of time and space that constrain the dissemination of tacit knowledge by moving individuals. Moreover, knowledge that has been made explicit within an organization can often be more carefully codified and more effectively leveraged than tacit knowledge assets. To codify some forms of knowledge is to categorize and order the knowledge so that important interrelationships between different kinds of knowledge within the firm can 5Of course, under patent, copyright, or trade secrecy laws, an organization may have intellectual property rights in the tacit knowledge developed by individuals in the organization, and these rights may discourage — though not entirely prevent — individuals from sharing such knowledge wit h other organizations. 12 be identified. For example, forms of knowledge that are related by sharing a similar theoretical or practical knowledge base can be identified, as can forms of (complementary) knowledge that are interrelated by being used together in an organization’s processes.Once the various forms of explicit knowledge in an organization are codified in this way, knowledge created in one part of an organization can be proactively leveraged through information systems to people and groups elsewhere in the organization that can benefit from having that knowledge. Moreover, by disseminating some instance of explicit knowledge to other individuals who have expertise in that knowledge domain, the explicit knowledge can be discussed, debated, tested further, and improved, thereby stimulating important â€Å"incremental† forms of organizational learning processes.Such processes also help to identify which individuals in the organization are actually capable of mak ing significant contributions to the organization’s knowledge base, and which are not. An important further advantage of systematically articulating and codifying an organization’s knowledge is that this process makes an organization’s current knowledge base more visible and analyzable, and this helps an organization to discover deficiencies in its knowledge assets.In effect, by making an organization’s current knowledge base more visible, so that the organization can begin to see more clearly what knowledge it does have, it should be possible for an organization to begin to see more clearly what knowledge it does not have. Focused, structured, managed learning processes to remedy important knowledge deficiencies can then be launched and may lead to more â€Å"radical† forms of organizational learning.Once an organization establishes processes for articulating, codifying, and leveraging explicit knowledge assets, the systematic dissemination of exp licit knowledge within the organization should minimize the risk that it will lose vital knowledge if key individuals become unavailable or leave the organization. 13 To obtain the potentially significant benefits of an explicit knowledge management approach, however, a number of organizational challenges must be overcome. These challenges arise primarily in assuring adequate articulation, evaluation, application, and protection of knowledge assets.Individuals may not have sufficient skill or motivation to articulate their useful knowledge. Individuals vary greatly in the precision with which they can state their ideas, and some individuals — perhaps many — may need organizational support to adequately articulate their knowledge into useful knowledge assets. 6 Providing organizational support to individuals to articulate their knowledge may have a significant financial cost and inevitably takes time. An even more fundamental challenge arises when an individual is capab le of articulating his or her knowledge, but resists requests by the organization to do so.At the heart of such resistance is usually a belief that an individual’s job security or position of influence in an organization depends on the tacit knowledge that he or she has and that the organization needs. Such beliefs result in fear that full revelation of an individual’s important knowledge would be followed by dismissal or loss of influence in an organization, because — presumably — the individual would no longer be as necessary or important to the organization. Overcoming such fears is likely to require a profound rethinking of the employment relationship in many organizations, especially with regard to key knowledge workers.New employment norms may have to be defined and institutionalized that both seek and reward ongoing learning by individuals and their continuing contributions of explicit knowledge to the organization. 7 6 Of course, the more knowledg e-intensive an organization’s work is, and the more an organization is populated by â€Å"knowledge workers† with advanced education and training in formally communicating their ideas, the less difficult the articulation of explicit knowledge within the organization should be. Further, not all knowledge of individuals will necessarily be worth more to the organization than it may cost the organization to help or to reward individuals who try to articulate their knowledge. Essentially, managers must try to understand when the marginal cost of articulating knowledge is becoming greater than the marginal benefit of 14 Organizations must also meet the challenge of adequately evaluating knowledge that has been made explicit by individuals.Individuals with different backgrounds, education, and organizational roles may have varying sets of knowledge, with resulting differences in their deeply held ideas about the most effective way to get something done. Such differences will be revealed in the process of making their ideas and knowledge explicit, and managers implementing explicit knowledge approaches must establish a process for evaluating the individual knowledge that has been made explicit and for resolving conflicting knowledge beliefs of individuals.Organizations with experience in managing this process have found that the people involved in such evaluation processes must be respected within the organization for their expertise, objectivity, and impartiality. In most organizations, the time of such people is usually both very valuable and in short supply, and involving such people in evaluating explicit knowledge in many forms may impose a significant cost on the organization (although the resulting benefits may far outweigh the costs).Since knowledge is useful to an organization only when it is applied in action, a further challenge in implementing explicit knowledge management approaches is assuring that knowledge articulated in one part of the organization is not rejected or ignored by other parts of the organization simply because they prefer to stay close to their own familiar knowledge base — i. e. , because of an intra-organizational â€Å"not invented here† syndrome. One approach to managing this concern is the implementation of organizational â€Å"best knowledge† and â€Å"best practice† practices.In this practice, the committee of experts responsible for a knowledge evaluation process (discussed above) examines both the theoretical knowledge and practical applications of knowledge articulated within the organization, and defines the â€Å"best extracting the next bit of knowledge from an individual. Since no one currently knows exactly how to make such a cost-benefit analysis at the margin, as a practical matter organizations that implement the explicit knowledge approach do not strictly try to optimize this process and tend to prefer to â€Å"err† on the side of articulating mo re -rather than less — knowledge. 5 knowledge† and â€Å"best practice† in applying that knowledge currently available within the organization. The various groups within the organization to whom this knowledge or practice applies are then required either to adopt and use the currently defined â€Å"best knowledge† and â€Å"best practice,† or to demonstrate convincingly to the committee of experts that they have developed better knowledge or better practice in applying knowledge.If a group persuades the expert committee that their knowledge or practice is better than the currently defined â€Å"best knowledge† or â€Å"best practice† in the organization, the expert committee then modifies the current â€Å"best knowledge† or â€Å"best practice† for the organization in light of the new knowledge they have received from the group. Implementing such a rocess for assuring that an organization’s best knowledge and prac tice are actually used requires a high degree of organizational discipline in adhering to the organization’s current best knowledge and best practice, and such discipline will normally require building a high degree of organizational trust that the process of the expert committee for deciding best knowledge and best practice is objective, impartial, and transparent. Finally, an organization that creates explicit knowledge assets must take care that those assets remain within the boundaries of the organization and do not â€Å"leak† to other organizations, especially competitors.Security measures of the type most organizations now routinely use to protect their databases must be extended to provide security for the organization’s explicit knowledge base. 16 Conclusions As described above, the tacit and explicit knowledge management approaches involve quite different emphases and practices, and one might naturally be led to ask, â€Å"Which approach is right? â⠂¬  As with most alternative approaches to management issues, however, the answer is â€Å"Both are right — but in the right combination. As the discussion in this chapter has suggested, there are important advantages to be obtained through both the tacit and explicit knowledge management approaches, and in many respects, the advantages of each approach can be used to help offset the disadvantages of the other. In any organization, therefore, the goal is to create a hybrid design for its knowledge management practice that synthesizes the â€Å"right† combination and balance of the tacit and explicit knowledge management approaches.What the â€Å"right† combination and balance may consist of will vary with a number of factors — the technology the organization uses or could use, the market conditions it faces, the â€Å"knowledge intensity† of its strategies and operations, the current attitudes of its key knowledge workers toward the organization, the degree of geographical dispersion of its knowledge workers, the resources available to the organization to invest in developing infrastructure and processes for its knowledge management practice, and so on.However, some basic guidelines may be suggested. Organizations that have not implemented systematic knowledge management approaches should in most cases begin with tacit knowledge management practices of the type discussed in this chapter. Such practices are relatively inexpensive, fast to implement, and less challenging organizationally than full-blown explicit knowledge management practices, and they often create surprising organizational interest in and energy for developing more extensive knowledge management practices.In any event, implementation of tacit knowledge management practices should be seen and communicated within the organization as only the first step in an evolving management 17 process that will eventually include more formal and systematic explicit knowled ge management practices. Achieving some initial organizational successes through use of tacit knowledge practices also helps to build confidence that the much greater organizational demands involved in implementing explicit knowledge management practices will be worth the effort.We have discussed here a number of reasons why in the long run organizations that manage to implement effective explicit knowledge approaches not only will be more effective at leveraging their knowledge, but will also become better learning organizations. When the respective advantages of tacit and explicit knowledge management practices can be combined, an organization should be able to develop and apply new knowledge faster and more extensively than organizations that do not try to manage knowledge or that use only tacit or only explicit knowledge management practices.Thus, the eventual goal for most organizations will be to devise and implement hybrid knowledge management practices in which explicit know ledge management practices complement and significantly extend their initial tacit knowledge practices. 18 References Sanchez, Ron (2004). â€Å"Creating modular platforms for strategic flexibility,† Design Management Review, Winter 2004, 58-67. Sanchez, Ron (2001). â€Å"Managing knowledge into competences: The five learning cycles of the competent organization,† 3-37 in Knowledge Management and Organizational Competence, Ron Sanchez, editor, Oxford: Oxford University Press.Sanchez, Ron (1997). â€Å"Managing articulated knowledge in competence-based competition,† 163-187 in Strategic Learning and Knowledge Management, Ron Sanchez and Aime Heene, editors, Chichester: John Wiley & Sons. Spear, Steven, and H. Kent Bowen (1999). â€Å"Decoding the DNA of the Toyota Production System,† Harvard Business Review, September-October 1999, 97-106. Stein, Johan, and Jonas Ridderstrale (2001). â€Å"Managing the dissemination of competences,† 63-76 in Knowled ge Management and Organizational Competence, Ron Sanchez, editor, Oxford: Oxford University Press. 19 Table 1Basic Beliefs in Tacit versus Explicit Knowledge Management Approaches Tacit Knowledge Approach Explicit Knowledge Approach Knowledge is personal in nature and very difficult to extract from people. Knowledge can be articulated and codified to create explicit knowledge assets. Knowledge must be transferred by moving people within or between organizations. Knowledge can be disseminated (using information technologies) in the form of documents, drawings, best practices, etc. Learning must be encouraged by bringing the right people together under the right circumstances.Learning can be designed to remedy knowledge deficiencies through structured, managed, scientific processes. 20 Table 2 Advantages and Disadvantages of Tacit versus Explicit Knowledge Management Approaches Tacit Knowledge Approach Explicit Knowledge Approach Advantages: Advantages: Relatively easy and inexpensive to begin. Articulated knowledge (explicit knowledge assets) may be moved instantaneously anytime anywhere by information technologies. Employees may respond well to recognition of the (claimed) knowledge. Likely to create interest in further knowledge anagement processes. Important knowledge kept in tacit form may be less likely to â€Å"leak† to competitors. Codified knowledge may be proactively disseminated to people who can use specific forms of knowledge. Knowledge that has been made explicit can be discussed, debated, and improved. Making knowledge explicit makes it possible to discover knowledge deficiencies in the organization. Disadvantages: Disadvantages: Individuals may not have the knowledge they claim to have. Considerable time and effort may be required to help people articulate their knowledge.Knowledge profiles of individuals need frequent updating. Ability to transfer knowledge constrained to moving people, which is costly and limits the reach and speed of kn owledge dissemination within the organization. Organization may lose key knowledge if key people leave the organization. Employment relationship with key knowledge workers may have to be redefined to motivate knowledge articulation. Expert committees must be formed to evaluate explicit knowledge assets. Application of explicit knowledge throughout organization must be assured by adoption of best practices. 21 22

It's Business Ethics term paper. Company report in particular Assignment

It's Business Ethics term paper. Company report in particular - Assignment Example These do not necessarily have to be the areas that the company enjoys high revenues. There is no limit as to the scope of a business’ corporate social responsibility and investment. What is of great debate is the involvement of the business in the corporate social responsibility. Shaw (2011) defines corporate social responsibility as an inbuilt, self-regulation mechanism that allows a business to monitor and ensure and it actively complies with the laws of the country, ethical standards, and the international norms. It stresses the importance of the company taking responsibility for its actions, encouraging the need for positive impact through involvement in the environment, consumers, employees of the business, communities surrounding the business, stakeholders of the company, and the public in general (Schwartz, 2011). Business ethics indicates how businesses examine the ethical problems that arise in the business environment, applying in the aspects of business conduct. Cor porate social investment is allocation of a part of a business’ budget into corporate social responsibility activities, which are not necessarily supposed to bring any revenue to the company (Arnold 2002). 2. Wal-mart Stores Company was founded in 1962 by Sam Walton. As of 2012, it is the world’s third largest public corporation, operating chains of department stores and warehouses across the globe. The company owns 8500 stores around the globe in 15 countries that are registered under 15 different names. It has over two million employees, making it the world’s biggest private employer, and it is the world’s most valuable company (Halepete et al., 2006). Although Wal-Mart has been severally accuse of paying its employees’ salaries below the wage rate, taking customers from neighbourhood stores and hurting its neighbouring communities, and its predatory pricing, in the recent past, it has undergone a major transformation and focused to commit itself on progressive policies aimed towards corporate social responsibility. Recently, as a way of showing its corporate responsibility and concern to its customers, decided to reduce unhealthy salt levels, fats and sugars in most of its packaged food. To encourage healthy living through eating and feeding, the company lowered prices on healthy products such as fruits and vegetables (Halepete et al., 2006). Concern for community does not have to take the form of capital investment or resource allocation, it can do this by the product and services it offers to the masses. Secure products that are of high quality and of correct amount indicates a company’s dedication to corporate social responsibility through care and concern for the people (Werther & Chandler, 2011). The company does not only focus on promoting healthy living among its customers, but also has concern for the environment, a plan evident from its energy minimization plan. Its environmental concern measures include ef ficient use of energy by reducing greenhouse gas emission. This, the company is not shy of spending $500 million a year to increase its fuel efficiency. The pledge by the company’s management is to decrease greenhouse gasses emission by 20% in a period of seven years. It also pledged to reduce its energy use in the stores, by 30% in the same period, cutting its solid waste emission by 25% from the U.S. stores and clubs in a span of three years. It does not only gain good

Sciavo Case Study Example | Topics and Well Written Essays - 1000 words

Sciavo - Case Study Example Later in the year 1990, Mrs. Shiavo was diagnosed with a â€Å"Persistent Vegetative State† (PVS). Her husband Mr. Schiavo accepted that her condition was very critical, and her recovery was remote since all healthcare means had failed to revive her. He decided to work on what he assumed his wife would wish. He said my wife would not have chosen to continue being kept on an artificial life-supporting machine. Mrs. Shiavo’s parents strongly opposed her husband’s stand and subsequently one of the most popular ethical dilemmas unfolded (Perry,Churchill and Kirshner, 2005). This case spurred controversy in the legal, medical, ethical, political and social domains. The case threatened to loosen the long-standing legal and ethical positions, which enabled individuals to control medical interventions executed on them. After so many petitions, hearings and numerous appeals, the Florida Supreme Court sanctioned the feeding tube to be removed on 31 of March 2005 in spite of opposition from President George Bush and the Congress but she died on 31 of March 2005. Terri’s case resonated with other cases that obviously influenced the Supreme Court’s decision to have the feeding tube removed, which included, the case of â€Å"Karen Quinlan Ann in 1976,† â€Å"Paul Brophy in 1986,† and â€Å"Nancy Cruzan in 1990† in which the patients who didn’t have written advance directives. In all these cases, the courts viewed the freedom and privacy interest of the patients as supreme and thus, the judge argued that she would not hav e wished to continue living under life-prolonging measures all her life hence sanctioned the that the feeding tube be remove from her (Perry, Churchill and Kirshner, 2005) A number of legal considerations were put into perspective in the determination of this case. Firstly, she had not made any healthcare directive other than private conversations with her

Ender's game Essay Example | Topics and Well Written Essays - 750 words

Ender's game - Essay Example Valentine is the elder sister of Ender and due to her compassion; she is able to protect Ender from the sadism and ruthlessness of Peter. As the story progresses, we learn that valentine considers Ender as the best of the brothers and as a result of this loves him more. Her love is the one that ensures that she is able to save Ender when Battle School’s pointlessness is on the brink of breaking him up. She is kind hearted to the point of not wanting to harm anyone deliberately. Peter lacks the compassion that Ender and Valentine have, and instead, ruthlessness rules his life. Peter is so sadistic such that at some points, he even considers killing Ender and Valentine. Coupled to this ruthlessness is Peter’s extreme desire and thirst for power. As a result of this, people can be regarded as an individual who has no humanity. His ruthless further makes him to act for his own selfish interests. Peter has noteworthy understanding of other characters, but instead he uses thi s knowledge as a manipulation tool for his advantage (Card 50). Peter’s ruthlessness and aggressiveness benefits him in that he is able to regain the control of the whole world so that he becomes the Hegemon (leader of the world). Even though he acquires the power in a peaceful manner, Peter did not have to do this since he just sought this alternative so that he would appear a good leader in the face of his future subjects. Even though Peter uses his ruthlessness and aggressiveness to become the leader of all humans on the earth, his attributes alienate him from the rest of humans. Ender has taken the attributes of his two siblings. Compassion, an attribute that is also in the character of his sister, is his greatest trait which has ensured that he is an able commander. Compassion runs throughout his whole life. Compassion saves Peter a number of times and it is the factor that has ensured that he has a different life. Without

Reducing Emissions from Deforestation and Forest Degradation Research Proposal

Reducing Emissions from Deforestation and Forest Degradation - Research Proposal Example Despite of all these benefits, 100 million hectares of forests are air-purifying machines sequestrating world’s carbon dioxide. Sad thing is, these forests are being destroyed at an alarming rate. Both illegal export and domestic logging play the major role in the decrease of forests. Main reason of this huge mismanagement is the information gap in various Indonesian forests departments as well as absence of strict implementation of forest laws. That is why this research paper is so important because it will bridge this information gap by using ‘Qualitative Research Methodology’. Most forest data that these departments have is outdated or is limited. Data needs to be upgraded and properly archived with regular updating. The paper will look deep inside this matter and will spot specific loopholes and suggest various solutions to them by looking at various methods being used around the world to save and protect forests. An information centered approach will be used to suggest such solutions that will probably help curb illegal logging of priceless forests of Indonesia. Qualitative research method will provide suggestions that will look at both aspects where there is a need of compiling data on current forest boundaries as well as the need for recording changes in the boundaries of forests. Consequently this will be accomplished by proposing laws and various valuable guidelines for proper forestry care. Useful matrices will be provided in the research paper that will give guidelines to the planners and forest managers for collecting forest data and forest products manufacturing

The Elements Of Job Design. Management Support and Turnover Ratio Essay

The Elements Of Job Design. Management Support and Turnover Ratio - Essay Example While, structuring the job process of an organization, job design considers certain elements which include job rotation, job engineering, job enlargement and job enrichment. Job rotation can be defined as the process of changing the tasks of the employee after certain periods of time in order to reduce the boredom of the employees along with providing new tasks or posts. Job engineering can be stated as the process of designing the working environment according to the prevailing organizational objectives and employees’ requirements. Job enlargement can be described as the process of introducing innovative tasks similar to the assigned tasks. Contextually, job enrichment can be explained as the process of motivating employees by indulging them into the organizational decision making process along with providing certain responsibilities (Scribd. Inc., 2012). With reference to the elements considered in the process of job design, it can be stated that with the assistances of job design an organization can ensure better job retention. This is because the elements help to identify the exact skills of the employees and in relation to the identification of skills the tasks for the employees are assigned. Furthermore, it also helps the organization to satisfy and to motivate the employees to work better along with ascertaining better retention scenario within the organization. Additionally, job design facilitates the organization to innovate new job profiles along with promoting the employees according to the performances to reduce the boredom or monotonic condition that might arise out of work (Scribd. Inc., 2012). If You Have Ever Left A Job Because Of Misalignment With Organizational Goals Or Leadership, Or If You Know Someone Who Has Done So, What Were Areas Of Misalignment That Drove The Decision To Leave The Job? Could Management Have Prevented the Exit, And If Yes, How? From a scenario of personal experience, it has been derived that a person left his job due to certain misalignments that occurred with the organizational goals. The misalignments that have been identified include lack of opportunity for progression or growth and unequal wage structure. After recognizing the problems that led to employee turnover, it can be stated that the organization had the potential to manage or prevent the circumstance. With due consideration to the situation, an organization can

Tort - Negligence Assessment Essay Example | Topics and Well Written Essays - 1500 words

Tort - Negligence Assessment - Essay Example Other relevant legislations which have been made and may be applicable to this case may also be included in the catchword. The purpose of the catchwords is to help one summarise at a glance, the facts surrounding a court case. The same are also used in compiling case reports. Mostly, legal publishers are the ones who make the catchwords as parts of the head notes and summaries surrounding a case. The key facts are summarised in case reports and are summarised include the head note, the citation of the case and the law reporter. Sometimes, the Latin or law French are mentioned. All these are listed in the line which specifies whether the case is first instance or is on appeal. If this is the case, catchwords may come after the names of the judges and the hearing and judgement dates, respectively. The legal publisher or any person working for legal publisher may write this report or catchword. The part of the report may either be referred to by its self-titled name, catchwords or catchphrases. Apart from the aforementioned facts surrounding the case, the legal publisher will have to specify whether the case is taking place for the first time, or is an appeal or cross appeal. The key issue on which the court had to decide is the duty of care, and whether or not the defendant had fully met it. In this case, the use of negligent misstatements and negligent preparation of reports for a company serve as key issue. Apart from the general provisions of the common law, it will be important to consider the principle of Hedley Byrne v Heller in constructing a sound verdict. Initially, the courts made a ruling in favour of the auditors, saying that the auditors did not owe the plaintiffs any duty of care. The Court of Appeal ruled in favour of the plaintiff, saying that the auditors owed the plaintiffs duty of care as shareholders. Finally, the cross-appeal by the auditors made a ruling in favour of the auditors, observing

Please either agree or disagree with the student Js idea below and Article

Please either agree or disagree with the student Js idea below and support your disagreement or agreement with supporting sources - Article Example It gives a platform for self-evaluation and a basis from which nurses can call for sound work environments that sustain the delivery of competent, compassionate, ethical, and safe care (Guido, 2006). I consent with student J that nursing values and responsibilities ethically, require nurses to be answerable for their practice and account for their actions. Nurses are also expected to preserve dignity by recognizing and respecting the inherent worth of every person. They are expected to respect and promote informed decision-making by recognizing, respecting, and promoting an individual’s right to be informed and make decision. Another value that a nurse is expected to portray is the promotion of health and well-being by working with people so as to facilitate their attainment of highest possible level of well-being and health (American Nurses Association, 2009). Nurses are in a setting of access to health information of individuals. It is expected of them to maintain confidentiality and privacy by safeguarding community, family, and individual information obtained within the professional relationship context. I am of the same opinion with student J that nurses are expected to also provide competent, safe, compassionate, and ethical care. Lastly, nurses ought to uphold justice principles by safeguarding equity and fairness, human rights, and by the promotion of public good (Guido, 2006). In view of the above highlighted ethical responsibilities, I concur with student J that nurses have an enormous responsibility in delivering nursing care to patients safely and without prejudice or passing judgment. Nurses are also confronted with ethical dilemmas; in the case of Ruth, she declines her nursing duties to a homosexual AIDs patient, since according to her beliefs, homosexuality is sin and AIDs is a resulting punishment for homosexual activities. The patient desperately needs nursing care that would facilitate his well-being and health,

The guiding aim and abiding concern of Corporate culture Essay

The guiding aim and abiding concern of Corporate culture - Essay Example Corporate culture has an influence on how the members of an organization conduct themselves in almost every aspect of their lives, in respect to their work, to create a good image. It is this behavior which comes to affect how employees interact with their fellow employees, all their clients (whether large or small), and those people who have an interest in the organization (whether they are shareholders or stakeholders). The corporate culture of an organization can also be defined as the values that contribute to the creation of an environment that is conducive both psychologically and socially and enable employees to work effectively without worrying about any conflict related to their work procedure. These values are based on the knowledge that has been gained in the history of the organization from its founding as well as the existing knowledge of the organization, which form the philosophies that hold the organization together. There are certain instances, however, where there m ay be many, different conflicting, cultures within an organization, and this usually occurs especially in the large organizations, because of the different paths that are pursued by the various management teams in achieving the goals that have been set for the organization. Corporate culture is an extremely complex phenomenon within an organization, and it affects those who are employed by it in their work lives in various ways. When one considers corporate culture, one will realize that it may have both positive and negative effects on the individuals involved. It is these effects, among others, which will be discussed in this paper. While, in most cases, it is the management of an organization or corporation which plays a crucial role in the creation of the corporate culture of the organizatio

The Truman Show Essay Example for Free

The Truman Show Essay The Truman Show is a film directed by Peter Weir. It is all about how the public spend too much of their time watching television and how we also like the idea of voyeurism. The film has two main characters Christof and Truman Burbank, the latter being the star of the show, which charters Trumans life, twenty four hours a day, seven days a week, all year round. Christof has been filming Truman ever since conception. Truman doesnt know this, and in fact he knows nothing about his real family. Everything around him has been scripted and he is on a film set all the time. He is like Christofs pet, he controls everything Truman does. He controls whom Truman meets and talks to e. g. when Truman sees his father again in the streets and from out of nowhere some people come and take him away, preventing Truman from talking to him. Even the weather is controlled in the Truman Show when Truman attempts to leave the island a storm conveniently starts and only affects his boat and not the island, but when he reaches the end of the shows set the storm comes to a sudden end. The set in question is the second only manmade structure completely visible from space. He chose to pick Truman instead of the other babies in the ward, purely on the basis that Truman was born on the day of the shows launch. This was the first time in history that a television corporation has been able to adopt a baby. Because of this fact the viewers who have watched the programme since then in a way regard Truman as a surrogate child, they eagerly follow his every move. The affection the audience feel for Truman has helped the show to attract billions of viewers worldwide. This is kind of a similar affection as to that of the affection the viewers of the 7 Up television series felt towards the children who starred in the series. This programmes is a good comparison to make to The Truman Show because we follow a group of random seven year olds and every few years we return to the same group and see how they have changed in the way they think and feel, a fly on the wall programme if you will. Also The Truman Show is like a soap opera were we are familiar with all the characters but are also the cliff hangers at end of each programme are interlinked in to the next programme and help to keep the continuous flow of the series. Due to the fact that the show does not sleep. Also we finish this hybrid of modern television with an element of reality T.V. For example the Big Brother series, a show where a group of television producers headhunt the nation for an elite group of contestants to compete for a cash prize. The contestants normally consist of a funny person, a beautiful person, a homosexual, someone of different race to the rest of the group and someone who they know will act as a catalyst in the whole situation, some to upset all the other characters. There is also a connection to The Truman Show because there are multiple camera angles to let the viewer see the contestants every move. Its other appeal is that the environment is that of the classic 1950s America, Everyone knows everyone, everyone likes everyone. Everything about this small fictional town of Seahaven, a small picturesque island an island so perfect that no one has yet found reason to leave. This town is perfect for multiple reasons it could be perfect due to the perfectly manicured lawns, the white clapperboard houses or the picket fences. There is the classic old style grocery store on the corner with its brown paper bag and every worker from the shop assistant to the newspaper retailer quite often gives the American trademark phrase of Have a nice day! Which, quite honestly everyday is perfect in the sense of weather anyway. The parks and public space in this town are also super clean, there is always someone cleaning up these public areas, especially when Truman is around, all the cleaners all have earpieces on, the audience know they have earpieces to keep in contact with the shows headquarters so they can make sure Truman is still following routine, but Truman may believe they are deaf or something. But if this was 1950s America there should be no black Americans socialising with the whites due to integration. This is a sign to the audience that there are modern aspects to this classic 1950s seaside town. The Truman Show has some amazing technology going on, with over 5000 cameras constantly beaming out to the world. These cameras have multiple angles, which allow them to follow Trumans every single move, the camera loves him. These cameras are able to follow his every move thanks to the multiple places were they are hidden. They are hidden for example in the bathroom cabinet when we see him grooming himself every morning, in his mums necklace she moves it to show us what Trumans up to on several occasions, in the cars dashboard we see Truman every morning driving to work, in the bin at work we see him piecing together his first love Lauren Garlands face back together as a collage of articles from beauty magazines for the wife, also last of all we see the cameras in his boat in the mast and boats main cabin watching Christofs attempted assassination on Truman when he tries to sail away to from the island. The camera also seems to cut frequently to the shows viewers, for example, the man who always seems to be in the bath watching The Truman Show, the old ladies with their Truman show cushions and blankets who have to reassure each other that Truman is going to be OK when sailing away to freedom, the security guards eagerly watching the show in anticipation of the first televised conception. There is even a mother who leaves her baby crying in the back room just so she doesnt miss out on any of the programmes. Also, the Truman Show cut to various Truman Show bars around the world, bars that are covered in Truman memorabilia and were Truman Show fans can socialise with other Truman Show fans. These people appear to spend all their time watching the Truman Show, there is a certain sense of privileged voyeurism. They can watch other peoples lives on television without having their lives watched and interfered with, they also may be a little nosey and like to know all about other peoples lives. But with all this technology and overheads you may wonder how the Truman Show manages to cover their finances the answer to this question is answered throughout the film. At the start of the film the director informs us that the show generates the Gross.

Applying Cue Utilization Theory

Applying Cue Utilization Theory Evaluating Website Quality: Applying Cue Utilization Theory to WebQual Abstract   Ã‚  Ã‚  Ã‚  Ã‚  Cue Utilization Theory is applied to examine the relative importance of each of the WebQual dimensions (Informational Fit-to-Task, Tailored Information, Trust, Response Time, Ease of Understanding, Intuitive Operations, Visual Appeal, Innovativeness, Emotional Appeal, Consistent Image, On-line Completeness, and Relative Advantage) in determining consumers evaluation of website quality. Two studies have been designed for this task. Study 1 qualifies how subjects rate the predictive value (PV) and confidence value (CV) of each dimension. An analysis of these results provides an ability to fit the WebQual dimensions to a 22 model showing the relative magnitude that each dimension has on consumers evaluation of website quality. Study 2 is designed to test the viability of the model via a set of proposed hypotheses. The results from this research will contribute to the field by providing a model that developers can utilize to focus on those characteristics most determi nistic of overall website quality. 1. Introduction   Ã‚  Ã‚  Ã‚  Ã‚  In the last ten years, online shopping has become a prevalent part of the average consumers shopping experience. The consumer now has the ability to purchase virtually anything online; ranging from small-ticket items such as a rubber-band ball to bigticket items like vacation homes. With this increase in the online consumers purchasing power and propensity to purchase online, retailers have become increasingly willing to develop their e-commerce presence. Moreover, this explosion of Internet activity has prompted businesses to demand that website developers understand the qualities of a website that serve to facilitate the shopping experience for e-commerce consumers. At the same time, this growth of e-commerce has provided a virtual plethora of new options for crimes of opportunity such as identity theft. The online shopper has to worry not only about finding the perfect product, but they also have to evaluate the website to determine if they are willing to make a purchase from this site.   Ã‚  Ã‚  Ã‚  Ã‚  Valacich, Parboteeah and Wells [1] developed the Online Consumers Hierarchy of Needs to delineate the needs of the online consumer. Their model showed that certain fundamental needs exist that the online consumer must have met before they are willing to utilize a website. These fundamental needs are then further broken down into the specific website characteristic categories of Functional Convenience, Representational Delight and Structural Firmness. Functional Convenience is the category allowing the consumer to accomplish the task-athand easily and includes attributes, such as ease of ordering and tracking. Representational Delight is characterized by those dimensions that make the site visually appealing, such as graphics and sizing. Structural Firmness consists of fundamental qualities such as response time and security. Using this Hierarchy of Needs, a consumer interested in online banking would need to have their basic need for each of these characteristics met before they would be willing to use the website.   Ã‚  Ã‚  Ã‚  Ã‚  This Hierarchy of Needs model shows those characteristics that are necessary for a consumer to utilize a website, and further elaborates by showing which characteristics are most important depending on if the consumer is visiting the website for business, pleasure or a combination of the two [1]. Knowing these characteristics is important for development of the website, but also implies that the consumers level of confidence in evaluating these characteristics of a website is of particular importance to their overall assessment of a given websites quality. Traditional marketing literature suggests that when people make assessments of quality, they tend to use informational cues that are not only predictive, but also easy to assess. This is known as the Cue Utilization Theory [2], and has been paramount in evaluating consumers perceptions of product quality.   Ã‚  Ã‚  Ã‚  Ã‚  This research project elaborates on consumers inability to evaluate all relevant cues during the online shopping experience. A model is developed using Cue Utilization Theory [2] and WebQual [3] to show the attributes of a website that are the most determinant of how a consumer will react to the website. This model will provide a deeper understanding of the evaluation of existing and proposed websites with respect to consumers confidence in evaluating the cues communicated by the website. 2. Cue Utilization Theory   Ã‚  Ã‚  Ã‚  Ã‚  Richardson, Dick and Jain [2] employed Cue Utilization Theory in their research to determine how consumers viewed store brand quality vs. nationally branded merchandise. According to this theory, â€Å" products consist of an array of cues that serve as surrogate indicators of quality to shoppers† [2]. This theory purports that cues are evoked by the two separate dimensions of predictive and confidence values. The predictive value (PV) is â€Å" the degree to which consumers associate a given cue with product quality† [2]. Confidence value (CV) is â€Å" the degree to which consumers have confidence in their ability to use and judge that cue accurately† [2].   Ã‚  Ã‚  Ã‚  Ã‚  Further, based on relative differences in PV and CV, cues can be broken down into the distinct areas of extrinsic and intrinsic. The American Heritage dictionary describes intrinsic as, â€Å"Of or relating to the essential nature of a thing; inherent† [4] and extrinsic as, â€Å"not forming an essential or inherent part of a thing; extraneous.† [5] From this definition, an intrinsic attribute would be one that would fundamentally alter the focal object (e.g., product) if it was changed or absent and, per Cue Utilization Theory, would possess an inherently high degree of PV. Alternatively, an extrinsic attribute would be one that would not alter the fundamental nature of the focal object in its absence but might alter a consumers reaction or perceptions of the object. Per Cue Utilization theory, an extrinsic cue would typically have higher degrees of CV compared to PV.   Ã‚  Ã‚  Ã‚  Ã‚  For example, when looking at a video card on an e-commerce website it could be said that the product price is an example of an extrinsic attribute of the video card. While the video cards dimensions and material composition of the video card serve as intrinsic indicators. Further, you could postulate that the average consumer has a higher CV in their ability to judge the quality of the card based on the price rather than the material composition. Though the consumer knows that the dimensions and material composition of the card are important, they will tend to rely on price as an informational cue, as that is the cue that they feel the most comfortable evaluating.   Ã‚  Ã‚  Ã‚  Ã‚  When considering the quality of a website there are a myriad of dimensions that the consumer mustevaluate to determine if they intend to perform a transaction on this website. From the Valacich et al [1] article the consumers basic needs in terms of Structural Firmness, Functional Convenience and Representational Delight must all be met before the consumer will consider doing business. To determine if these needs are being met the consumer will evaluate the cues they perceive as being exhibited from the website. These cues can be further broken down into components by utilizing the WebQual model [3]. 3. WebQual   Ã‚  Ã‚  Ã‚  Ã‚  WebQual consists of 12 dimensions: Informational Fit-to-Task, Tailored Information, Trust, Response Time, Ease of Understanding, Intuitive Operations, Visual Appeal, Innovativeness, Emotional Appeal, Consistent Image, On-line Completeness, and Relative Advantage. Each of these dimensions is shown to have strong measurement validity in regards to the consumers evaluation of overall website quality [3].   Ã‚  Ã‚  Ã‚  Ã‚  Information fit-to-task is an amalgamation of information quality and functional fit-to-task [3]. In component form, information quality refers to the datas appropriateness for use or ability to meet the users needs [6]. Functional Fit-to-Task can be represented as the degree the technology assists the user at a given task [7]. Drawing these two components back together as a whole and relating them to cyberspace lends credence to the definition that information fit-to-task is assisting the user in their desired task by presenting relevant/appropriate information. Loiacono, Chen, and Goodhue [8] define this as â€Å"The information provided meets task needs and improves performance†.   Ã‚  Ã‚  Ã‚  Ã‚  The ability for consumers to tailor the information displayed on a website to meet their needs is the basic form of Tailored Information. Tailored Information is further characterized by Ghose and Dou [9] as the interactivity of the website, and represents the consumers ability to modify information presented on the website. Recent research suggests that website interactivity will lead consumers to be more positive in their evaluation of websites [9]. This concept has also been operationalized as the ability to personalize information between the consumer and the website [8,10]   Ã‚  Ã‚  Ã‚  Ã‚  Trust, in relation to websites, is defined in an extremely simple form as consumers confidence that any information entered into the website will remain confidential and that said information will be transmitted and stored in a secure fashion [8]. Furthermore, trust is having faith that the information presented on the website is true and accurate [11,12]. Lack of Trust has been cited as one of the main hindrances to completion of e-commerce transactions [14,11,15]   Ã‚  Ã‚  Ã‚  Ã‚  Response Time (aka. download time or download delay) is defined by Rose and Straub [16] as â€Å" the time it takes for a web client to fully receive, process, and display files† (p. 56), and is ranked as one of the largest impediments to electronic commerce in their research. Additional research has reinforced that Response Time can be an impediment to e-Commerce, and that is it also strongly associated with web site success [17,18]   Ã‚  Ã‚  Ã‚  Ã‚  The consumers ease in comprehending the website is the Ease of Understanding. Loiacono et al. [8] describe this in terms of a websites ease of reading and the understandability of said website. This would include things like presenting the information in a manner which is easy for the consumer to assimilate, and in a fashion such that the consumer can quickly navigate to the desired information.   Ã‚  Ã‚  Ã‚  Ã‚  Intuitive Operations deals with the usability of a website, and includes items such as navigability, link placement, operation, and changing the color of visited links [19]. Intuitive Operations could be thought of as making the webpage easy to navigate, and providing intuitive options for available tasks [8]   Ã‚  Ã‚  Ã‚  Ã‚  Visual Appeal is how aesthetically pleasing the website is to the consumer. Determining what is aesthetically pleasing is complicated though; it ranges from the overall complexity of the website [20] and the layout of the interface [21] to how many ads and graphics are appropriate on a given page[22]   Ã‚  Ã‚  Ã‚  Ã‚  Innovativeness is â€Å"The creativity and uniqueness of a site design† [8]. This could include concepts such as a website having a new way of presenting its merchandise (e.g. Woot.com) or a website attempting to tailor the information to consumer preferences (e.g. Amazon.com)   Ã‚  Ã‚  Ã‚  Ã‚  Emotional Appeal can be elicited in many forms and can be thought of as the consumers intensity of involvement given the emotions that the website elicits [8]. This is often seen in the form of testimonials presented on the website, but can also be observed by simple things such as a consumers reaction to a Valentines Day card.   Ã‚  Ã‚  Ã‚  Ã‚  Loiacono et al. [8] articulate Consistent Image as the websites ability to project a company image that is compatible with the company image shown in other forms of media channels. For instance, a traditional brick-and-mortal store would want to ensure that their website was displaying a compatible image so that they could capitalize on synergies created by marketing in multiple channels such as cost savings, market extension and improved Trus [23].   Ã‚  Ã‚  Ã‚  Ã‚  Presenting all the information required for the tasks that the website is designed for would be considered On-line Completeness. This would include tasks such as the ability to complete an online transaction on e-commerce sites. A bank for instance would want ubiquitous account access using all available channels, and the information presented in each of these channels has to be on the same update cycle as to present the customer the same information regardless of channel [6].   Ã‚  Ã‚  Ã‚  Ã‚  Relative Advantage is gaining a competitive advantage by being able to do something better than the competition. This could come in the form of providing better interaction with the customer through the website [8], being able to provide more accurate and timely data through your website than the competition [6] or being able to price products lower than the competition because of reduced prices in your supply chain. Each of these dimensions is then tied back into the consumers intention to use/reuse the site. Trust and Response Time, being key indicators, are directly linked to the consumers intention to use the site. Common sense would tell us that consumers are not going to shop on a site that does not respond rapidly to requests. Likewise, if users dont trust the site to keep their information secure, they are not likely to supply the information in the first place. The remaining dimensions are all fully mediated by Usefulness, Ease of Use and Entertainment. Usefulness mediates Informational Fit-to-Task, Tailored Information, Online Completeness and Relative Advantage. Additionally, Ease of Use is partially mediated by Usefulness. Ease of Use mediates Ease of Understanding and Intuitive Operations. Finally, Entertainment mediates Visual Appeal, Innovativeness, Emotional Appeal and Consistent Image (See WebQual model in Figure 1).   Ã‚  Ã‚  Ã‚  Ã‚  Consumers do not just browse a site and evaluate each of these individual traits though. Consumers instead tend to examine a website using those cues that they feel confident in their ability to evaluate successfully. To understand this issue further, WebQual needs to be combined with Cue Utilization Theory to explain the extrinsic/intrinsic nature of each of these dimensions. 4. Cue Utilization/WebQual Conceptual Model   Ã‚  Ã‚  Ã‚  Ã‚  As Valacich et al [1] point out; consumers must have their basic level of needs met before any of the other elements of the website can become relevant to the consumers experience. To validate that these basic needs have been met, the consumer will evaluate those features that they believe to be highly predictive of the quality of the website. This evaluation will then be indicative of their willingness to continue to use the website.   Ã‚  Ã‚  Ã‚  Ã‚  Both extrinsic and intrinsic cues serve a function in the consumers overall evaluation of the quality of a website, which means that such cues possess varying degrees of PV and CV. Literature has shown that consumers tend to use a combination of both extrinsic and intrinsic cues when evaluating the quality of a product [2]. An argument can be made about the extrinsic versus intrinsic nature of each of the dimensions in the WebQual model.   Ã‚  Ã‚  Ã‚  Ã‚  Intrinsic cues are those cues that are inherent to a website. Conceptually they are the cues that when changed fundamentally alter a characteristic of the website (e.g. Visual Appeal). Consumers tend to see these cues as being highly predictive of quality [2]. At the same time, consumers may or may not have a high degree of confidence in their ability to evaluate these intrinsic cues because these cues are often difficult to differentiate. Thus, assuming a Cue Utilization Theory perspective, a website characteristic that is perceived to be an intrinsic cue would have an inherently high degree of PV. Yet, the power of an intrinsic cue for assessments of quality will depend on the CV of the cue, with higher levels of CV being optimal.   Ã‚  Ã‚  Ã‚  Ã‚  Extrinsic cues are those cues that are used to evaluate a website but are not an inherent part of the website (e.g. Response Time). Consumers tend to have a lot of confidence in their ability to evaluate these cues in regards to assessment of quality [2]. On [the other hand, consumers typically do not rate these cues as being highly predictive (as compared to intrinsic cues) of the overall quality of the website. Considering extrinsic cues from a Cue Utilization Theory perspective, a website characteristic that is perceived to be an extrinsic cue would have an inherently high degree of CV.   Ã‚  Ã‚  Ã‚  Ã‚  Shown in Table 1 is a 22 matrix representing how each of the combinations of CV and PV will influence consumers willingness to perform tasks on a given website. As shown, characteristics with high CV and high PV are believed to have the largest effect on consumers perceptions of website quality. Those with low CV and PV would have a small to none existent effect, and those high on one dimension but low on the other would have a moderate effect. Next, we will posit about how varying degrees of cue PVs and CVs, respectively, will affect consumer perceptions of overall website quality.   Ã‚  Ã‚  Ã‚  Ã‚  Relative Advantage is often considered an important aspect of websites as discussed previously. However, from a Cue Utilization Theory perspective the consumer may experience, at most, only a vague feeling about the Relative Advantage of the website. As such they would not place much value in their confidence in assessing this characteristic, which would result in a low CV. Along the same lines the average consumer would also not really take Relative Advantage into consideration when they were performing tasks, implying a relatively low level of PV. Thus, website characteristics that fall into the quadrant in the model with low levels of both PV and CV would have a small impact on consumers willingness to perform tasks on a website. H1: A website characteristic with low CV low PV will produce a small to none existent effect on the consumers perception of website quality.   Ã‚  Ã‚  Ã‚  Ã‚  A characteristic such as Trust is highly predictive of consumers willingness to use a website, but the average consumer may not have much confidence in their ability to evaluate this characteristic. Trust in an online medium has been shown to be an attribute that is hard for the consumer to evaluate and in some cases to even define. Cue Utilization Theory suggests that though this characteristic is highly predictive of website quality, consumers lack of confidence in evaluating the characteristic may inhibit their ability to use the characteristic to assess the quality of the website. Moreover, dimensions in this quadrant, high PV/Low CV, have been shown to be relatively intrinsic to the website [2], and will have a moderate effect on the consumers evaluation of the websites quality. H2a: A website characteristic with low CV high PV will produce a moderate effect on consumers perception of website quality.   Ã‚  Ã‚  Ã‚  Ã‚  One could reason that Response Time is a good example of an extrinsic attribute because it is not part of the inherent composition of the website. Rather, Response Time could be considered extrinsic because it can vary without changing anything about the content of the website. Rose and Straub [16] have shown in their research that consumers tend to attribute lack of responsiveness to extrinsic factors such as the overall speed of the internet, their own internet connection being slow, or other factors. In general, consumers seem to be willing to give the website the benefit of the doubt when slow response times are encountered, and as such, Response Time could be considered extrinsic to the website because it doesnt fundamental change the consumers perception of the website when it is altered. Based on Cue Utilization theory attributes with a low PV and high CV (such as Response Time) will only have a moderate influence on the consumers evaluations of website qua lity, and those dimensions belonging to this quadrant would be extrinsic to the website [2]. H2b: A website characteristic with high CV low PV will produce a moderate effect on consumers perception of website quality.   Ã‚  Ã‚  Ã‚  Ã‚  Cue Utilization Theory suggests that those characteristics with High CV and PV are the most highly predictive of consumers perception of website quality. Visual Appeal could be considered an intrinsic attribute because it is a characteristic inherent to the website that consumers are confident in using to evaluate website quality. One could further speculate that Visual Appeal is intrinsic to the website because if the Visual Appeal of the website was changed it would alter the inherent nature of the website. Lindgaard, Fernandes, Dudek, and Browà ± [24] have shown in their research that consumers form opinions about websites within the first 50 milliseconds (ms) of exposure. Furthermore, this initial perception of websites is almost entirely based on Visual Appeal; this was shown by correlating the ratings between 50 ms and 500 ms. However, though this attribute is intrinsic it shows an optimally high level of CV and PV thus placing it firmly into the high impac t quadrant. Dimensions in this quadrant would exhibit the optimal balance between PV and CV (i.e., an optimal intrinsic cue), and as such this quadrant of the table is hypothesized to have the largest impact on the consumers evaluation of the websites quality. H3: A website characteristic with high CV high PV will produce the largest effect on consumers perception of website quality. 5. Research Method   Ã‚  Ã‚  Ã‚  Ã‚  To test these hypotheses two empirical studies will be administered. Study 1 is designed to determine where each of the WebQual dimensions fit into the 22 model shown in Table 1. Furthermore, this study is designed to determine if a significant difference can be perceived to exist between each of the dimensions when rank ordered by PV and CV. Study 2 will test the hypotheses by collecting data on each of these dimensions using a sample website, and comparing actual results to those found in the first study. 5.1 Study 1   Ã‚  Ã‚  Ã‚  Ã‚  This study will focus on determining the CV and PV for each of the 12 dimensions of website quality, and determining if there is a significant difference between adjacent dimensions when rank ordered. 5.1.1 Subjects. Approximately 500 subjects will be recruited from an introductory Information Systems class held on campus at a large Northwestern University. Additionally, approximately 125 subjects will also be recruited from a distance education class offered by the same university. Subjects physically present on campus will complete the survey during their regular lecture times, and the distance education participants will have one week to complete the survey on their own personal computer. All data for Study 1 will be collected during the fall of 2009. Subjects will be given course credit for completing the survey, and no other incentives will be provided. 5.1.2 Survey Procedure. The survey is broken into two sections, one for CV and one for PV. In the CV section subjects are presented with a scenario about shopping on the Internet and asked about their confidence in assessing each of the 12 WebQual dimensions when shopping on the Internet for a product (e.g. Amazon.com) or Service (e.g. Bank of America). For this series of questions, the subjects will be required to rate each of the 12 WebQual dimensions on a 10-point likert-type scale with Confident/Not Confident being the top and bottom end of the scale. Finally, the subjects are asked to rank order the dimensions from the ones they have the highest confidence in assessing to the ones they have the least confidence in assessing.   Ã‚  Ã‚  Ã‚  Ã‚  The second section is designed to measure the PV of each of the 12 dimensions. Subjects are put in a hypothetical situation where they are in charge of designing a website for their employer. The first step towards designing the website is to decide the relative importance of each of the twelve dimensions in regards to consumers evaluation of the overall website quality. For this series of questions, the subjects will be required to rate each of the 12 dimensions on a 10-point likert-type scale with Important/Not Important being the top and bottom end of the scale. The subjects are then asked to rank order each of the 12 dimensions with respect to how predictive of website quality the subject believes each dimension to be. 5.1.3 Data Analysis. Aggregating the results of this data collection will allow each of the dimensions to be mapped to a CV and PV scale. Based on the relative PV and CV scores, each of the dimensions will be integrated into the 22 matrix shown in Table 1. Furthermore, the relative magnitude of each dimension will indicate the relative effect each dimension will have on the overall rating of website quality. 5.2 Study 2   Ã‚  Ã‚  Ã‚  Ã‚  This study will utilize subjects from an introductory Information Systems class taught in the fall of 2009. Approximately 500 students will participate. This study will focus on first determining the overall quality attributed to a website by the subjects, and secondly how the subjects rate each of the twelve WebQual dimensions for each website. Using regression analysis, we should then be able to show that the model accurately predicts the website quality based on the rating of each of the 12 dimensions.   Ã‚  Ã‚  Ã‚  Ã‚  Furthermore, the pattern of results from this study will examine how well the WebQual dimensions fit to the quadrant they were assigned in Study 1, and that the model developed in Study 1 is predictive of the responses received in Study 2. Those dimensions that serve as the highest-level indicators of website quality should be rated the highest by the subjects, and those that are the lowest should be rated likewise. Ideally, this study should provide significant support for each of the proposed hypotheses, and indicate which of the dimensions should be of highest consideration when constructing a high quality website. Initial data for both of these studies should be ready to share at the conference, should the paper be accepted. 6. Discussion and Potential Contribution   Ã‚  Ã‚  Ã‚  Ã‚  As shown in the model, the most important considerations when developing a website are those attributes that reside in the high CV and high PV quadrant. Online businesses should pay particular attention to the characteristics in this quadrant, as the consumer will tend to utilize these dimensions the most when determining the overall quality of the website. All businesses seeking to perform transactions within the e-commerce channel should pay heed to these recommendations, but online retailers need to pay particular attention, as this is the primary channel through which they produce revenue.   Ã‚  Ã‚  Ã‚  Ã‚  Of secondary importance to consumers are the Low CV/High PV and High CV/Low PV quadrants. If an online business seeks to capitalize on one of the dimensions within these quadrants, they need to pay particular attention to how they will nudge the consumer into using these dimensions for evaluation of website quality. This could potentially be accomplished through educational campaigns or marketing literature. Finally, the low CV/Low PV quadrant is of limited value to the online retailer, and should be removed from consideration when developing a website. This article seeks to contribute to the field by providing a model that can be used to enable web developers to effectively predict the overall quality of a website based on its design. In following this model, the developer will need to pay particular attention to those attributes that are highly predictive, from the consumers viewpoint, of overall website quality, and as such, the website should be designed in a fashion that encourages the consumer to conduct transactions. Additionally, the consumer will be motivated to perform future transactions from this website because they are familiar with the layout and possess a high confidence in the overall quality of the website. 7. Limitations and Future Research   Ã‚  Ã‚  Ã‚  Ã‚  The primary limitation of this model is that it is an untested conceptual model. The assumptions contained herein are as of yet ungrounded in solid empirical evidence; furthermore, this model was designed around e-commerce websites designed to sell products to end consumers.   Ã‚  Ã‚  Ã‚  Ã‚  Future research could delve into decomposing those elements that are the most highly predictive of website quality. This research could take each dimension and decompose them to their base elements to discover what it is about the dimension that makes it highly predictive of website quality. Additionally, the extrinsic/intrinsic nature of each of the dimensions could be explored to determine how a company can best capitalize on these dimensions when trying to sell the consumer on the quality of their website. Either of these approaches could prove invaluable to the field, as they will begin to give the developer a specific set of principles to follow when developing a high quality website. 8. Conclusion   Ã‚  Ã‚  Ã‚  Ã‚  Cue Utilization Theory is a concept that has been used in marketing for years to determine why consumers react differently to a given product. The author of this article has overlaid Cue Utilization theory upon WebQual to design a model that is predictive of the dimensions serving to form the consumers overall feel for the quality of a website. Using this model, website designers will be able to build a website that consumers will be more confident in assessing the quality of, and as such, the consumer will gain confidence in performing transactions on this website. 9. References J.S. Valacich, D.V. Parboteeah, and J.D. Wells, â€Å"The online consumers hierarchy of needs,† Commun. ACM, Vol. 50, No. 9, pp. 84-90, 2007. P.S. Richardson, A.S. Dick, and A.K. Jain, â€Å"Extrinsic and intrinsic cue effects on perceptions of store brand quality.,† Journal of Marketing, Vol. 58, No. 4, p. 28, Oct. 1994. E.T. Loiacono, R.T. Watson, and D.L. 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