Solomon vs. Socrates :: essays research papers

Solomon vs. Socrates: what they thought wisdom was, where it came from, and how it was taught. Solomon and Socrates are thought of as the wisest men in history. Solomon was a man of God who wrote Proverbs, Ecclesiastes, and Songs of Songs in the Bible. The great philosopher, Socrates, lived in the Classical Age of Greece. Their styles of teaching and perspectives on wisdom were very different, but they did have their similarities. While Solomon and Socrates had the same perspective on what wisdom was, they had contrasting understandings on where it came from. Solomon’s definition of wisdom was the knowledge of making wise choices. Proverbs 1:2-3 says, Wisdom is instruction in wise dealings with others. Wisdom is instruction in righteousness, knowing the difference between good and evil. Wisdom is instruction in justice, knowing how to do what is right. It is the simple learning shrewdness so that they are not taken advantage of. It is the young learning knowledge and prudence. For both the young and the old it is an increase in skill, understanding and knowledge. In Proverbs, he was trying to show his readers how to make wise choices. All of what Solomon wrote came straight from God, and he believed that the only way that anyone could get wisdom was if they got it from God. 1 Kings 3: 5-13 says, In Gibeon the LORD appeared to Solomon in a dream by night: and God said, Ask what I shall give thee. And Solomon said, Thou hast showed unto thy servant David my father great mercy, according as he walked before thee in truth, and in righteousness, and in uprightness of heart with thee; and thou has  Ã‚  Ã‚  Ã‚  Ã‚  t kept for him this great kindness, that thou hast given him a son to sit on his throne, as it is this day. And now, O LORD my God, thou hast made thy servant king instead of David my father: and I am but a little child: I know not how to go out or come in. And thy servant is in the midst of thy people which thou hast chosen, a great people, that cannot be numbered nor counted for multitude. Give therefore thy servant an understanding heart to judge thy people, that I may discern between good and bad: for who is able to judge this thy so great a people? And the speech pleased the Lord, that Solomon had asked this thing.

Discuss the Aphorism “Small Firm Growth Being the Only Measure of an Entrepreneur’s Success”.

INTRODUCTION Business growth is a good goal for most firms in general and is given great weight by the society. This could be seen with the list conjured up by the media, such as ‘Forbes Fast-Growing Companies’ and ‘Inc Fastest Growing Companies’ lists (Hupato 2011). The reason small firm growth has been prioritised by policy makers and the society is mainly due to its contribution to the economy (Bridge, O’Neill & Martin 2009). Small firm and entrepreneurship have so often been linked together, and it has become common to acknowledge that all small firms are established by entrepreneurs.Hence, the terms such as growth, success and performance are often linked in the research of entrepreneurial success (Reijonen & Komppula 2007). However, if entrepreneurship is defined as creation of new economic activity, the aspect of firm growth is already defined the moment the entrepreneur introduced new products or services (Davidsson, Achtenhagen & Naldi 2010). In other words, growth is not an aspect of entrepreneurship if growth is measured solely on volume expansion of existing products or through acquisitions of existing business.Schumpeter has also mentioned that one can be entrepreneurial without being self-employed and vice versa (Utsch, Rauch, Rothfufs & Frese 1999). Entrepreneurship remains an enigma till date and the assumption that all small firms are creations of an entrepreneur is arguable. Davidsson, Achtenhagen & Naldi (2010) has described, even a superficial reading on the complexity of small firm growth literature could easily leave the reader confused. Thus, the aphorism of small firm growth being the only measure of an entrepreneur’s success should be looked upon from different perspectives.The dimensions of small firm growth and also the perspectives of entrepreneurial success will be analysed to see the degree of its correlation and to judge how true the mentioned aphorism is. What is small firm growth? Generall y, growth of a business occurs in phases in a small business life cycle. A business venture would normally encounter three-stage development process, namely the ‘seed’ stage, the ‘start-up’ stage and the ‘expansion’ stage (Mukherjee 1992).The ‘seed’ stage brings a well-conceived idea into existence, while the ‘start-up’ stage included employment and accumulating business capital, and the ‘expansion’ stage involves manufacturing or service capacity increment (Mukherjee 1992). On the other hand, Bridge, O’Neill & Martin (2009) has suggested five stages of small firm growth, namely ‘existence’, ‘survival’, ‘success’, ‘take-off’ and ‘maturity’. Helms & Renfrow (1994) has supported the concept of the five stages of various developmental growth stages when they conducted a research in United States.Bridge, O’Neill & Martin (2009) defi ned the five stages as the following: the ‘existence’ stage is similar to the ‘seed’ stage explained previously, while the ‘survival’ stage involves customer familiarisation with the firm’s product or service. The ‘success’ stage is when there are options for further growth, thus the ‘take-off’ stage where the owner opted to grow the business larger. The business will reach the ‘maturity’ stage when it displays the characteristics of a large company.However, the mentioned researchers have concluded that it is difficult to clearly define the business development stages clearly during throughout the business cycle (Bridge, O’Neill & Martin 2009). Despite the challenging task to categorise growth, researchers would still generally use the small business growth as indicator of success since it is common parlance to suggest that success requires growth, to stand still is to die (Geneste & Weber 20 11). There are enormous literatures on theories of growth and are most commonly associated with generation of jobs.In the early years, entrepreneurship has been the main focus due to its significant employment opportunities that was created. This reason remained strong today thus gaining the attention from policy-makers in each country. In fact, the number of employees a firm has become an important factor for classifying a small firm (Helms & Renfrow 1994). Research shows that young high-growth firms (also commonly known as ‘gazelles’) generate a large share of all new net jobs (Roper 2012).Robbins, Pantuosco, Parker & Fuller (2000) has also confirmed in their research that a state with large quantity of small business has lower rates of unemployment compared to other states that has little quantity of small businesses. The reason employment rates are valuable in measuring growth is because each firm will grow until they reach the optimal size that corresponds to minim um average cost (Hart 2000). Thus, each firm will continue to employ during its growth stage until it reaches the efficient scale or natural decay.However, other research has proved that it is difficult to measure small firm performance by employee growth. This is due to moderating variables such as outsourcing activities, productivity changes and replacement of employees with capital investments (Fitzsimmons, Steffens & Douglas 2005). When business grow in this the rapid changing modem world, many production and service functions has been contracted out (Bridge, O’Neill & Martin 2009). In other words, a business can grow without having any increase in employment rate.Several academicians argued that sales precede other yardsticks for business growth, as pointed out that it is the increase in sales that necessitates the increase in the number of employees hired (Davidsson, Achtenhagen & Naldi 2010). Sales revenue performance is used as small firm’s growth because it mi rrors the consumer’s demand for the product or services provided by the firm (Fitzsimmons, Steffens & Douglas 2005). In this world of constant returns, the consumer’s demand for the product or services determines the limit on the firm’s growth.Sales figures easily reflect both short-term and long-term changes in the firm, hence measuring the growth and performance. However, there are two reasons that deviate sales as business growth yardstick. Firstly, the typical downward sloping demand curve is not applicable in practice. Just as a habitual entrepreneur starts more than one business, a firm can also have product differentiation (Hart 2000). Hence, it is difficult to determine the demand and cost curves in imperfect competition market condition.Secondly, sales are not an accountable measure during first few stages of the business cycle. During the seed and the start-up stage, employment and assets may grow more extensively before any significant sale has been d one (Fitzsimmons, Steffens & Douglas 2005). In this context, assets are in the form tangible ‘fixed’ assets and intangible assets such as of entrepreneur’s knowledge asset, the reputation of the firm (Bridge, O’Neill & Martin 2009) and quantity of registered patents. Hence, business growth could not be measured by sales alone.Looking from another dimension, a firm’s profitability could be suggested as an important measure of growth for the simple reason that a firm is unable to sustain without profits. The difference between maximised sales and maximised profit is that the marginal revenue is zero when sales are maximised but the marginal revenue is positive when profits are maximised (Hart 2000). A firm’s growth on profitability can be considered in term of the net profit margins, return on assets (Fitzsimmons, Steffens & Douglas 2005) or return on equity (Durguner & Katchova 2009).High profit margins, return on assets and return on equity p rovide more confidence for shareholders and potential investors to invest in the firm, enhancing business growth. However, growth rates are highly volatile over duration of time and research has shown that there is no evidence of a relationship between growth and profitability (Fitzsimmons, Steffens & Douglas 2005). In accordance, many articles have reached a conclusion that financial measures alone are not sufficient as business growth and performance measure for small firms (Reijonen & Komppula 2007).This is due to the fact that, just as entrepreneurship, small business sector is hardly homogeneous, and not all of these businesses are operating in the same direction. Some research has even shown that not all small firms are even capable or willing to grow (Papadanki & Chami 2002). What is entrepreneurial success? The capability and willingness to grow of small firms are directly influenced by the business owners’ intention to grow and their self-perception of success.In oth er words, the growth of small business is not a self-evident phenomenon, but it is actually driven by the business owner’s motivations and intentions (Morrison, Breen & Ali 2003). Most business decisions are made by owners, and their own personal judgement will impact on the business growth orientation (Geneste & Weber 2011). Consequently, it can be considered that the role of the entrepreneur should be emphasized as the dominant factor of growth (Reijonen & Komppula 2007). An entrepreneur’s motivation for business growth has to be complemented by his or her willingness to grow and assume risks.The risks involved are such as willingness to delegate control functions to others and the uncertainty to produce more output. The researchers found that due to the risks, small business owners are reluctant to grow and perceives profit-maximisation as only one of the motives for business growth (Papadanki & Chami 2002). This argument draws down to the psychological theories of motivation. The McClelland’s theory of needs defined ‘need for achievement’ as â€Å"the drive to excel, to achieve in relation to a set of standards, and to strive to succeed† (Robbins, Judge, Millet & Boyle 2011).Hence, characteristics of the business owners are linked to the business growth aspirations. In other words, each entrepreneur has their own perception of success depending on their own standard for ‘need for achievement’. To understand the business growth aspirations deeper, the owner’s clusters of traits and behaviours which affect the way they engage in their business activities are examined. The characteristic of the firm owner can be divided into three broad categories, namely ‘life-style’, ‘comfort-zone’ and ‘growth’ (Bridge, O’Neill & Martin 2009).The ‘life-style’ owners are defined to be those who establish the business to provide them a level of income and ha ve no intention for business growth. Geneste & Weber (2011) has identified owners that are not keen to expand their business due to deliberate ‘life-style’ choice, such as the small business atmosphere that engenders comradeship and job satisfaction. The ‘comfort-zone’ owners establish the business and focus on the benefits it can provide for the comfort he or she wants in life and the business growth will be stagnant once the desired comfort level has been achieved.The ‘growth’ owners are the almost ideal business person who maximises the earning potential and continue to grow the business further for the future. Clearly again, the intrinsic motivation of the owner should be examined further in order to understand what entrepreneurial success is. There are many studies that have been conducted to explore an entrepreneur’s intrinsic motivation for his or her business. One piece of research conducted was to compare the start-up motivation s and growth intentions between African-Americans (titled as ‘black’ by the researchers) and Americans (titled as ‘white’ by the researchers).Edelmen, Brush, Manolova & Greene (2010) has conducted a research to investigate new venture among black and white nascent entrepreneurs. In their research, they have discovered three important findings related to business growth. Firstly, nascent entrepreneurs do not associate business establishment outcomes with business growth intention. Secondly, entrepreneurs are motivated to start ventures to fulfil a need for self-realisation. Lastly, it is found that whites are more strongly motivated by the desire for financial success while blacks had higher levels of personal self-confidence.Hypothetically, the findings of this research suggested that blacks inherited the ‘life-style’ motivations while the whites are ‘comfort-zone’ motivated. This research has proved that expected financial outcome s are not as important as noneconomic concern in determining the entrepreneur’s attitude towards growth. The entrepreneurial success is not related to the growth of the firm but for intrinsic satisfaction instead; hence small firm growth should not be the only measure for the entrepreneur’s success.In another piece of research, (Utsch, Rauch, Rothfufs & Frese 1999) has investigated the rapid emergence of entrepreneurs and small firms in East Germany. During the research, the role of personality traits has been clarified and the researchers found an encouraging convergence result in two areas, namely the need for achievement and need for autonomy. In other words, entrepreneurs with high need for autonomy will be more motivated to begin small-scale business ventures and will develop the business further only if they have high need for achievement as well.In parallel to that, Lee & Tai (2010) has conducted a research to investigate the motivators and success of small busi ness in Kazakhstan. Empirical evidence has suggested the entrepreneurs are motivated to achieve financial independence and also to obtain social recognition. This is due to the fact that entrepreneurial endeavours are considered as honourable and also an upgrade on social-status activities. This theory is shows that entrepreneurs in Kazakhstan are more aligned towards the ‘comfort-zone’ characteristics.The mentioned researchers have also concluded that the success of some small firm growth is contributed by the creativity and commitment of all the entrepreneurs. From these two pieces of research, it is further confirmed that entrepreneurs have their own perceptions of success but each individual has different intrinsic motivation to achieve his or her goal, albeit from different geographic locations. Another aspect to consider on perception of entrepreneurial success should be the gender of the owner. Research shows that there are differences across entrepreneur’ s gender on perceptions of success.Male and females entrepreneurs differ in the way they measure their extrinsic and intrinsic dimensions. Previous study has verified that male entrepreneurs tend to emphasize on quantitative measures and economic values while female entrepreneurs emphasize on qualitative measures and social values (Justo, Cruz, de Castro & Coduras 2006). Hypothetically, male entrepreneurs describe success in term of achieving goals while female entrepreneurs define success in terms of doing something fulfilling. The research has also iscovered that the motivation for business success is moderated by the parental status of the entrepreneur. Female entrepreneurs are more motivated venturing into self-employment if they have dependent children under their care and perceived success when they are able to fulfil the need of independence. This hypothesis has been confirmed by Ahmad (2011) when he conducted a research on female entrepreneurs in Kingdom of Saudi Arabia. In this piece of research, female entrepreneurship has proved to be influenced by the female entrepreneur wanting to spend more quality family time.For these female entrepreneurs, the perception of success was when the desire for autonomy, independence, self-fulfilment and wealth has been achieved. In short, the gender status of the entrepreneur significantly impact on the perceptions of entrepreneurial success where female entrepreneurs depict more on social values as success. Conclusion In conclusion, the dimensions of small firm growth and the perspectives of entrepreneurial success have been discussed to judge how true the aphorism of entrepreneurial success can only be judged by small firm growth.The different stages of business cycle have been identified and the growth of the business occurs in almost all the phases in the five stages of small firm growth in their own way. Growth is included in many aspects, such as growth of the idea, or the growing numbers of customers, or gene rating more returns from the business. Generally, the measurement of growth is mainly based on quantitative values such as employment rate, business sales and profitability among other yardsticks. However, research shows that small firm growth could not be measured on financial and economical terms only.The rate of employment becomes insignificant as the business can grow without hiring any new employees, while sales do not account for the first couple stages of the business cycle and there might be owners who deviate from the main product or service line. Research has also shown that there are no relationship between profitability and growth. Therefore, the entrepreneur’s perception of success should be moderated to measure small firm success. Three types of small firm owner’s characteristics has been identified, namely the ‘life-style’, ‘comfort-zone’ and ‘growth’.From the few pieces of research that has been examined, most of t he entrepreneurs are found to be ‘life-style’ and ‘comfort-zone’ and rarely the ideal ‘growth’ motivated characteristics. The gender of the entrepreneur will also affect the measuring manner of small firm growth success. Each attribute shows the willingness and capability of each owner to further grow their business. Hence, the entrepreneur’s intrinsic motivation plays a vital role in judging and predicting the small firm success.In this context, the intrinsic motivations are such as the need for achievement, autonomy and self-realisation are more important than business growth intentions. In a nutshell, it can be concluded that small firm growth can be a way to measure entrepreneurial success, but it should be based on the standard or level that the entrepreneur has placed emphasis on instead of strictly on monetary values only. REFERENCES Ahmad, SZ 2011, ‘Evidence of the characteristics of women entrepreneurs in the Kingdom of Sa udi Arabia’, International Journal of Gender and Entrepreneurship, vol. 3, no. 2, pp. 123-143.Bridge, S, O’Neill, K & Martin, F 2009, Understanding enterprise: entrepreneurship and small business, 3rd edn, Palgrave Macmillan, Hampshire. Davidsson, P, Achtenhagen, L & Naldi, L 2005, ‘Research on small firm growth: a review’, 35th EISB Conference, Barcelona. Durguner, S & Katchova, AL 2009, ‘Measure of small business financial performance from a lender and a borrower perspective’, The Business Review, vol. 13, no. 2, p. 24. Edelman, LF, Brush, CG, Manolova, TS & Greene, PG 2010, ‘Start-up motivations and growth intentions of minority nascent entrepreneurs’, Journal of Small Business Management, Vol. 8, no. 2, p. 174. Fitzsimmons, JR, Steffens, PR & Douglas, EJ 2005, ‘Growth and profitability in small and medium sized Australian firms’, AGSE Entrepreneurship Exchange, Melbourne. Geneste, L & Weber, P 2011, ‘Relatin g small business growth with success: some findings from the 2008 Western Australian small business benchmarks survey’, 8th AGSE International Entrepreneurship Research Exchange, Melbourne. Hart, PE 2000, ‘Theories of firms’ growth and the generation of jobs’, Review of Industrial Organization, vol. 17, no. 3, p. 229.Helms, MM & Renfrow TW 1994, ‘Expansionary process of the small business: a life cycle profile’, Management Decision, vol. 32, no. 9, p. 43. Hupalo, PI, TiE Islamabad, 2012, ‘Measuring success in small business and entrepreneurship’, TiE Islamabad, 12 October 2012,< https://islamabad. tie. org/article/24/measuring-success-small-business-and-entrepreneurship>. Justo, R, Cruz, C, de Castro, J & Coduras, A 2006, ‘Entrepreneurs’ perception of success: examining differences across gender and family status’, IE working paper, Instituto de Empresa Business School.Lee, JW & Tai SW 2010, ‘Motivators a nd inhibators of entrepreneurship and small business development in Kazakhstan’, World Journal of Entrepreneurship, Management and Sustainable Development, vol. 6, no, p. 61. Morrison, A, Breen, J & Ali, S 2003, ‘Small business growth: intention, ability and opportunity’, Journal of Small Business Management, vol. 41, no. 4, p. 417. Mukherjee, TK 1992, ‘Financing the three stages of the small business cycle: a survey’, Journal of Business and Entrepreneurship, vol. 4, no. 1, p. 33.Papadanki, E & Chami, B, Industry Canada, 2012, ‘Growth determinants of micro-business in Canada’, Government of Canada Publications Ottawa, ON, viewed 12 October 2012, . Reijonen, H & Komppula R 2007, ‘Perception of success and its effect on small firm performance’, Journal of Small Business and Enterprise Development, vol. 14, no. 4, pp. 689-701. Robbins, DK, Pantuosco, LJ, Parker, DF & Fuller, BK 2000, ‘An empirical assessment of contribut ion of small business employment to U.S. state economic performance’, Small Business Economics, vol. 15, no. 4, p. 293. Robbins, SP, Judge, TA, Millet, B & Boyle, M 2011, Organisational Behaviour, 6th end, Pearson Australia, French Forest, NSW. Roper, Stephen 2012, Entrepreneurship : a global perspective, Routledge, Abingdon, Oxon ; New York, NY. Utsch, A, Rauch, A, Rothfus,R & Frese, M 1999, ‘Who becomes a small scale entrepreneur in a post-socialist environment: on the differences between entrepreneurs and managers in East Germany’, Journal of Small Business Management, vol. 37, no. 3, p. 31.

Skywest

Case: SkyWest, Inc. and the Regional Airline Industry in 2009 Assignment Questions: What are the general economic conditions of the U. S. regional airline industry macroenvrionment? What is the relationship of the industry to the national and global airline industries? The U. S regional airline industry has been suffered and experienced declining of their profit. This case can be explained by the component of macro-environment. Focuses on the global forces and technology, the businesses nowadays have been changed dramatically to global business.What I meant by that is, not only do the business in domestically, but also with different nationality partners. It could lead them to think then, if the business has been changed to globally, more people will fly with the airline industry. However, the technology improved day by day tremendously that people who are doing the business do not required to fly. They can do the business by telecommunication, email, live meeting with visual, or etc . This improved technology could be the one reason that decline the passengers typically in categorized in business travelers.Another factor is General economic conditions. Lately, the world economy is experiencing a long recession which affect almost all the businesses not only just the airline industry. Many countries have difficulties with managing their financial status. The relationship between national and global airline industries seems does not too much different. Both U. S national airline industry and global airline industry are suffering from rising fuel cost, global recession, improved technology, safety issues, and etc. The world is connected as big one nation these day.If one failed, all the other parts will be falling apart as well. It’s just a matter of time when it would happen. What does a Five Forces analysis of the industry tell you about competition in the regional airline industry? Which forces tend to be the strongest? The weakest? The five forces analy ses of the airline industries show that it has normally a intense competition which means their profit margin have been thin. Normally, overall impact of the five competitive forces is moderate to weak is good place to expect good profit and a nice return on investment.The strongest forces: The weakest forces: What factors are causing change in the regional airline industry? What is the individual and collective impact of these changes on the regional airline carriers? There are several factors that caused dramatic changes in the regional airline industry. Rising fuel cost is the one factor. Rising fuel cost is not the only issue for the airline industry, but for almost every business on earth. The amount of fuel that we could utilize is limited, but there is no alternative energy source for fuel yet for commonly used.Day by day, the cost of fuel rising, and typically airline industry are suffering from that. The cost of fuel takes parts almost 45% of the whole expense. Therefore, m any airline companies are trying to lower the expense from somewhere other such as give pressure to lower or smaller airline company to reduce their cost or number of departure. The other factor can be the safety matter. After 9-11 tragedy, safety rises above the surface and became one of the main factors for the people who want to fly with airplane.The 9-11 terror affected to the people that stop using the airplane along with the new created government regulations which would cost airline companies to cost even more money. What are the key factors that determine success for companies in the regional airline industry? Make sure that the regional airline industry has enough partnerships with many different major airlines. The more partnership that regional airline have with major airlines, they will be guaranteed with stable income balance. Also, the customer satisfaction is the key factors for the success.Find the way to work with the major airlines that no immediate schedule change , accurate luggage system along with the departure/ arrival time, and safety. What is SkyWest, Inc. ’s strategy? What kind of competitive advantage is it trying to achieve? SkyWest Inc. is well-known airline company with its high customer satisfaction and employee satisfaction factors. Their strategy is keeping the strong factors and be more competitive with acquire more routines by partnership with major airlines other than United and Delta. By getting more partnership with other major airlines, the SkyWest Inc. an gain more routes and connection flight to the major cities which will increase their revenues. What are SkyWest’s competitively important resources and capabilities? What are its resource weaknesses and competitive deficiencies? Its market opportunities? Its external threats? Their important resources are their customer and employee satisfaction with the airline. The potential threat could be the sister companies’ culture. The SkyWest Inc. is nonunio nized airline, but ASA is unionized airline company. If the SkyWest Inc. mployees are unionized, there will be some decline in productivity and cost more money for airlines for each flight. What does an analysis of SkyWest, Inc. ’s financial statements reveal about the company’s performance? The SkyWest Inc. was suffered from 2004 through 2008 with decreased net profit caused by multiple factors such as rising fuel cost, decline on customer satisfaction, and etc. However, the financial statements for 2009 shows hope for the company that it can start pick back up their revenues. The airline is doing its best trying to increase their profit by acquisition and getting more partnership with major airlines.What recommendations would you make to the management of SkyWest, Inc. to strengthen the company’s competitive position and improve its financial performance? In the Service-Provide industry, customer should always be the main focus for the firm. No matter how good their product or cheap their product is, if the customer experienced or had bad impression from the firm, the chances for customers to come back would be very low. Fortunately, SkyWest Inc. is already well known for the good customer satisfaction with good safety standards and the quality of service during the flight.Therefore, the airline should put effort in to maintain what already they are strong and complement the weak points as well. The weak point that the SkyWest Inc. is their dependency to the major airlines. To increase their dependencies, the airline would need more contract with major airlines other than just Delta and United. Also, they need to start thinking in expanding their business internationally. China, Brazil, and other nation’s growth in airlines increase rapidly. Therefore, they need to look more into the international business not limited only for the U. S region.

Prescriptive Grammar Essay

This lesson highlights the important fact that linguists describe the grammatical system of a language on the basis of what people actually say, not what they should say. To a linguist, grammar consists of those constructions judged acceptable by a native speaker’s intuitions. This is what it means to say that linguistics is descriptive and not prescriptive. Linguistics is descriptive, not prescriptive. Many people associate knowing a language with speaking and writing it according to the grammatical rules established for that language in grammar books and dictionaries. The study of linguistic competence does not include the study of prescriptive standards that claim that one sentence rather than another is correct. Instead, linguists are interested in what speakers of a language actually say and what they accept as possible in the language, regardless of whether the construction matches the grammar rules posited by the grammar â€Å"police.† This approach to grammar is descriptive rather than prescriptive. Descriptive grammar is what speakers say, and when, why and how they say it (and not whether they should or shouldn’t say it.) Linguists concern themselves with discovering what speakers know about a language and describing that knowledge objectively. They devise rules of descriptive grammar. For instance, a linguist describing English might formulate rules such as these: 1.Some English speakers end a sentence with a preposition (Who do you want to speak to?) 2.Some English speakers use double negatives for negation (I don’t have nothing.) 3.Adjectives precede the nouns they modify (red book, nice guy) 4.To form the plural of a noun, add -s (1 room, 2 rooms; 1 book, 2 books) 5.The vowel sound in the word suit is produced with rounded lips. Linguists don’t make judgment calls as to whether the speakers should or shouldn’t speak a certain way. Descriptive grammar, then, is created by linguists as a model of speakers’ linguistic competence. Prescriptive grammar is what speakers should or shouldn’t say. When most people think of â€Å"grammatical rules,† they think of what linguists call rules of prescriptive grammar. Prescriptive rules tell you how to speak or write, according to someone’s idea of what is â€Å"good† or â€Å"bad.† Of course, there is nothing inherently good or bad about any use of language; prescriptive rules serve only to mold your spoken and written language t o some norm. Here are a few examples of prescriptive rules; you  can probably think of others. 1.The subject of a sentence must agree with the verb (The instructions are clear NOT The instructions is clear.) 2.Use much for count nouns. Use many for non-count nouns (We don’t have much coffee AND We don’t have many cups of coffee.) 3.Capitalize the first letter of a sentence (The television is broken. It needs to be fixed.) 4.Use subject pronouns after the verb be (It was I who called you NOT It was me who called you.) 5.Use the definite article the before names of rivers and geographical areas but not before the names of lakes or continents (the Nile, the Middle East AND Lake Tahoe, Asia) Notice that the prescriptive rules make a value judgment about the correctness of an utterance. Descriptive rules, on the other hand, accept the patterns a speaker actually uses and try to account for them. Descriptive rules allow for different varieties of a language; they don’t ignore a construction simply because some prescriptive grammarian doesn’t like it. If linguistics is descriptive and not prescriptive, then why do we have prescriptive rules anyway? So, if prescriptive rules are not based on actual use, how did they arise? Many of these rules were actually invented by someone. During the 17th and 18th centuries, scholars became preoccupied with the art, ideas, and language of ancient Greece and Rome. The classical period was regarded as a golden age and Latin as the perfect language. The notion that Latin was somehow better or purer than contemporary languages was strengthened by the fact that Latin was by then strictly a written language and had long ceased to undergo the changes natural to spoken language. For many writers of the 17th and 18th centuries, the rules of Latin became, whenever remotely feasible, the rules of English. It is somewhat surprising that rules that do not reflect actual language use should survive. There are several reasons, however, for the continued existence of prescriptive rules. 1.Rules provide a standard form of a language that is accepted by most speakers of that language. Adherence to prescriptive rules allows a speaker to be understood by the greatest possible number of individuals. This is especially important for a language such as German, which has dialects so different from one another that their speakers cannot always understand each other. 2.A set of standard rules is necessary for students learning English (or any other language) as a second language. Imagine the chaos if there were no guidelines for learning English  (or Spanish, or Japanese, or Arabic, etc.) Thus, rules serve a very useful purpose for language teachers and learners as well. 3.Most importantly, there are social reasons for prescriptive rules. Nonstandard dialects are still frowned upon by many groups and can inhibit one’s progress in society. The existence of prescriptive rules allows a speaker of a nonstandard dialect to learn the rules of the standard dialect and employ them in appropriate social circumstances. Therefore, prescriptive rules are used as an aid in social mobility. This does not mean, however, that these judgments about dialects are linguistically valid. The idea that one dialect of a language is intrinsically better than another is simply false. From a strictly linguistic point of view all dialects are equally good and equally valid. To look down on nonstandard dialects is to exercise a form of social and linguistic prejudice. We’ll learn more about language and identity in our next module. According to the Merriam-Webster Online Dictionary, the term dates from 1706 and is defined as â€Å"a person who adheres strictly and often excessively to a tradition†, especially â€Å"one preoccupied with the purity of a language and its protection from the use of foreign or altered forms.† A purist is one who desires that an item remain true to its essence and free from adulterating or diluting influences.

Strategic Essay Example | Topics and Well Written Essays - 2500 words

Strategic - Essay Example Porter argues that strategy is about ‘positioning’ – not about ‘operational effectiveness’. This essay is a critical discussion of this view. It also offers a comparison between Porter’s views and other perspectives such as those of Mazzucato’s, Mintzberg, Waters and Grant. Porter (1996 p. 62) attributes lack of sustainable profitability in an organization to the inability of management to differentiate between strategy and operational effectiveness. Under such circumstances, the tools for management such as benchmarking, outsourcing, and total quality management among others usually displace strategy, which lowers the chances of improving organizational performance through strategy. The operational effectiveness and strategy are significant for the organizational performance, but according to Porter, they are supposed to be treated differently as they operate in diverse ways. In his view, position accompanied by pattern, plan and standpoint are core to strategy. Porter’s dissatisfaction with the management that focuses on operational effectiveness rather than strategic positioning is represented in figure 1.0, whereby the total of all the available best practices within the organization or the value generated by the organization at a certain charge, available machinery, expertise, management practices, and procured inputs is represented by the productivity frontier (p. 63). This curve indicates that an improvement in the operational effectiveness leads to the advancement of the organization in the direction of the frontier. The frontier on the other hand is continuously budges outward as the company acquires new skills and machinery. In order to maintain this shift of the frontier, managers largely invest in organizational learning, career development and such activities that enhance organizational improvement. Organizational competitiveness is not

Project management Essay Example | Topics and Well Written Essays - 1500 words - 14

Project management - Essay Example In addition, the paper will also evaluate current issues prevailing in project management and real instances in order to assess role of stakeholders in management of different types of projects. Project stakeholders are a group of individuals who has positive or negative interest in a project, which in turn affect functionality of the project. In general, interests and attitudes of individuals can be dissimilar towards a project. In any project, the primary stakeholders include: Since different stakeholders have separate set of interest in a project, their influence differs across various groups or individuals. However, every stakeholder is important for a project and one should understand their level of interest in the project as this affects success or failure. Moreover, it is the stakeholders who judge performance of a project, instead of project team and manager (Kerzner, 2013). Considering the role of stakeholders, it is crucial that their priorities, need, influence and interest are thoroughly analysed. The analysis results in better understanding of important stakeholders and development of appropriate communication strategy for stakeholder management. One of the important tools is stakeholder mapping, where key stakeholders are identified and categorised as per their interest and influence (Newcombe, 2003). A decade ago, stakeholder management was an area, which drew least amount of attention and was hardly considered in any sort of project development. Yet, growing complexity in the project management area has resulted in consideration of stakeholders as critical element of projects. There are internal as well as external stakeholders and they differ on grounds of project scope, geographical location and external environment of the project. It is a difficult task to manage the stakeholders and requires continuous involvement of project members such as, managers, for continuous improvement in relationship and building mutual trust (Pan, 2005). An

Intervene or not Intervene Case Study Example | Topics and Well Written Essays - 1750 words

Intervene or not Intervene - Case Study Example Now the world leaders need to be more diplomatic and polite in dealing with other countries and leaders of the world in order to avoid any dispute. Since the September 11 attacks on the United States, most people in the world agree that the perpetrators need to be brought to justice, without killing many thousands of civilians in the process. But unfortunately, the U.S. military has always accepted massive civilian deaths as part of the cost of war. The military is now poised to kill thousands of foreign civilians, in order to prove that killing U.S. civilians is wrong. It is said in the media repeatedly that some Middle Easterners hate the U.S. only because of their "freedom" and "prosperity." Is it right? The U.S. deployed forces in the Persian Gulf after the Iraqi invasion of Kuwait, which turned Washington against its former Iraqi ally Saddam Hussein. U.S. supported the Kuwaiti monarchy and the Muslim fundamentalist monarchy in neighboring Saudi Arabia against the secular nationa list Iraq regime. In January 1991, the U.S. and its allies unleashed a massive bombing assault against Iraqi government and military targets, in intensity beyond the raids of World War II and Vietnam. Up to 200,000 Iraqis were killed in the war and its immediate aftermath of rebellion and disease, including many civilians who died in their villages, neighborhoods, and bomb shelters. The U.S. continued economic sanctions that denied health and energy to Iraqi civilians, who died by the hundreds of thousands, according to United Nations agencies. The U.S. also instituted "no-fly zones" and virtually continuous bombing raids, yet Saddam was politically bolstered as he was militarily weakened. Other so-called "humanitarian interventions" were centered in the Balkan region of Europe, after the 1992 breakup of the multiethnic federation of Yugoslavia. The U.S. watched for three years as Serb forces killed Muslim civilians in Bosnia, before its launched decisive bombing raids in 1995. Even then, it never intervened to stop atrocities by Croatian forces against Muslim and Serb civilians, because those forces were aided by the U.S. In 1999, the U.S. bombed Serbia to force President Slobodan Milosevic to withdraw forces from the ethnic Albanian province of Kosovo, which was torn a brutal ethnic war. The bombing intensified Serbian expulsions and killings of Albanian civilians from Kosovo, and caused the deaths of thousands of Serbian civilians, even in cities that had voted strongly against Milosevic. When a NATO occupation force enabled Albanians to move back, U.S. forces did little or nothing to prevent similar atrocities against Serb and other non-Albanian civilians. The U.S . was viewed as a biased player, even by the Serbian democratic opposition that overthrew Milosevic the following year. Even when the U.S. military had apparently defensive motives, it ended up attacking the wrong targets. After the 1998 bombings of two U.S. embassies in East Africa, the U.S. "retaliated" not only against Osama Bin Lad en's training camps in Afghanistan, but a pharmaceutical plant in Sudan that was mistakenly said to be a chemical warfare installation. Bin Laden retaliated by attacking a U.S. Navy ship docked in Yemen in 2000. After the 2001 terror attacks on the United States, the U.S. military is poised to again bomb Afghanistan, and possibly move