The Lady With The Pet Dog Analysis - 1570 Words

â€Å"Then they spent a long time taking counsel together, they talked of how to avoid the necessity for secrecy, for deception, for living in different cities, and not seeing one another for long stretches of time. How could they free themselves from these intolerable fetters?† (Chekhov 224). In 1899, Anton Chekhov wrote â€Å"The Lady with the Pet Dog† which tells the story of Dmitry Dmitrich Gurov and Anna Sergeyevna von Didertiz’s love affair through the man’s point of view. It is hopeless and immoral, but it is a love that knows no bounds. In 1972, Joyce Carol Oates gave new life to the lover’s story through the woman’s point of view in her story â€Å"The Lady with the Pet Dog.† Although both stories use the same plot and title, there are both†¦show more content†¦On the other hand, Oates’ retelling takes place in Nantucket, Massachusetts; Albany, New York, and Ohio. It is clear that Nantucket is supposed to be th e United States’ own version of Yalta; however, less emphasis is put on the beauty of it. Instead, Oates chooses to highlight its tourism and romanticism. When the couple is walking around the town, they look â€Å"at the other strollers, the weekend visitors, the tourists, the couples like themselves† (Oates 235). As a result, the magic of Yalta is lost in Nantucket, and part of the romantic aspect is gone, too. Additionally, a year it takes place is never specified, but based on the year it was written--1972--it probably is somewhere around the late 1900s. This means it happens during more modern times, and consequently, it is more difficult to feel for the lovers as they live in a time when divorce is more accessible and accepted. Of course, they have their own reasons for staying with their spouses, but compared to Chekhov’s story, their romance is definitely less tragic in that regard. Because Chekhov’s story is more sensible and understandable in te rms of setting, this is just one area that proves his story is the better of the two. Furthermore, while there are some comparisons in characters, Chekhov and Oates have ultimately created characters unique to their stories. In both stories, the girl’s name is Anna, and both her and the man are married to other people. OneShow MoreRelatedThe Lady With The Pet Dog Character Analysis1481 Words   |  6 PagesLiterary analysis is a key component in understanding all of the depth and story behind a piece of work. Literary analysis, allows for more complexity and involvement; which is why it is crucial for the reader to understand what to be looking for when reading a piece of work. To not be aware of literary analysis and what it entails only hinders the reader and lessens the impact of the work that the reader is engaged in. In this paper I will be covering the topic of whether the character Gurov inRead MoreJoyce Carol Oates The Lady With The Pet Dog Analysis1101 Words   |  5 Pages In Joyce Carol Oates’ story entitled â€Å"The Lady with the Pet Dog,† the main character Anna fits Sigmund Freud’s definition of neurotic: â€Å"the ego and id become involved in an internal battle Freud calls neurosis† (Bressler 130). In addition to the ego and id, Anna’s superego also comes into play within her struggle. Throughout Oates’ story, the reader sees Anna’s internal conflict between the id, which dominates her personality, the ego, and the superego, which results in her neurosis. Oates makesRead MoreAnalysis Of The Short Stories Lady With A Pet Dog 1021 Words   |  5 PagesHope Crenshaw Dr. Schott English 102 September 13,2015 â€Å"Lady with the Pet Dog† The short stories â€Å"Lady with the Pet Dog† written by Chekov and â€Å"Lady with a Pet Dog† written by Oates demonstrate the relationship between a young woman, Anna , and her lover. The authors use two different points of view as well asRead MorePsychological Analysis of Anton Chekhovs the Lady with the Pet Dog1981 Words   |  8 PagesPsychological Analysis of Anton Chekhov’s The Lady with the Pet Dog In Anton Chekhov’s short story, The Lady with the pet Dog, Dmitry Dmitrich Gurov and Anna Sergeyevna are bound together, not by love, but by their psychological needs. Both need to believe in a phenomenon deeper and more meaningful than each of their despised lives and for this reason; they think the intimacy between them, fueled by desperation, is love. . In reality, the relationship between Gurov and Anna is characterizedRead MoreUnderstanding Relationships in Emily Dickinsons Because I Could Not Stop for Death and John Updikes Dogs Death1796 Words   |  7 Pagesget a more complex understanding of relationships that develop between individuals who truly comprehend the importance of love. To a certain degree one might feel inclined to consider that the protagonist in Dickinsons poem is very similar to the dog in Updikes poem, taking into account that they both employ a protective attitude regarding their loved ones in spite of the fact that they suffer greatly on the insi de. People rarely have time to enjoy their last moments and it is even more difficultRead MorePichelman vs. Barfknecht Essay770 Words   |  4 Pageswas also engaged in recreational activity. Analysis: The statute 895.52 provides immunity from liability for any owners of wild animals causing injuries on their property, however, it is questionable as to whether the raccoon is really considered a wild animal simply because other members of its species run free and are perceived as being un-predictable at times. The Barfknechts defend themselves by saying that â€Å"the fact that Babe was something of a pet does not take him out of the category of feraeRead MoreAnimal Cruelty and Human Violence2076 Words   |  9 Pagesthe proper necessities: food, water, attention, shelter, grooming, or veterinary care. In these instances the neglect is because of acts of omission rather than commission and does not give the neglectful owner satisfaction . The neighborhood cat lady would be an example of neglectful behavior because she, as the owner, has more animals than she can afford and therefore is unable to give them the proper necessities mentioned earlier in the paragraph. The fou rth and final definition of animal crueltyRead MoreIrresponsible Love in Anton Chekhov’s The Lady with the Dog1797 Words   |  8 Pages Anton Chekhov’s The Lady with the Pet Dog can be said to be one of the most controversial fictions in the way it the extramarital affairs and the mystery of love that plagues the 21st century families. By the use of imaginary characters, Chekhov explores the theme of immorality and irresponsible behaviors among married couples who seek real satisfaction in secrete yet intimate relationships with other married partners. Whereas the likes of Gurov poses as the spoilt seed of the collapsing societyRead MoreShould Smoking Be Banned Public Places?941 Words   |  4 Pages11, 1964. The committee concluded that cigarette smoking was a cause of lung cancer and laryngeal cancer in men, a probable cause of lung cancer in women, and the most important cause of chronic bronchitis (cdc.com). According to a retrospective analysis of data from 192 countries approximately 21,000 deaths of lung cancer could be attributed to second hand smoking (Pallis, et al. 494). Emphysema is another smo king related disease, which is a type of chronic obstructive pulmonary disease. StudiesRead MoreAnalysis of The Stolen Party by Liliana Heker1558 Words   |  7 Pages An Analysis of Liliana Hekers â€Å"The Stolen Party† Destiny Hailei Fincher October 7, 2014 English 1302 The author of the story The Stolen Party, Lilian Heker, was born on February 9, 1943 in Buenos Aires, Argentina. Hekers career began at the age of 17 when she met Abelardo Castillo. Castillo was writer and chief of the literary periodical, who introduced Heker as an editor to a magazine. In 1966 Heker published her first collection of short stories, Los que vieron la zarza. In 1972 she published

The Theory Of The Client s Language Development Essay

THEORETICAL APPROACH Upon further analysis of the client’s CELF-4 scores and the client’s weaknesses, it has been determined that the Behaviorist Theory will exemplify the client’s language development. The Behaviorist Theory believes that language is learned, just like everything else. Behaviorism is having to do with the emphasis in the role of environmental factors in influencing behavior, to the near exclusion of innate of inherited factors, Mcleod (2007). Those who follow this theory see language as a verbal behavior, which is essentially under the control of consequences mediated by others, Nelson, N. (2010). This theory believes in classical and operant conditioning. This theory believes children learn oral language through a process involving imitation, practice, and reinforcement. Skinner believed behavior which is reinforced tends to be repeated or strengthened, and in contrast behavior that never gets reinforced tends to be extinct or weakened. Reinforcement can be either positive or negative, where positive strengthens the behavior, and negative tends to weakened it. Skinner showed how positive and negative reinforcement work by conducting a study on rats. Positive reinforcement worked by placing a hungry rat in a box, which contained a button on the side and as the rat moved about the box it would accidentally knock the lever. As a consequence of knocking down that level, a piece of food would drop into a container next to the lever. Thus, rats quickly learnedShow MoreRelatedSolution Focused Therapy ( Sft )1614 Words   |  7 PagesClients come for mental health treatment for a variety of different reasons and there are a variety of different approaches that can be used to assist those clients. Solution-focused therapy (SFT) is one of those approaches. Examined are the treatment approach of SFT, the theory associated, evidence to support the treatment, the effectiveness with youth and culturally diverse clients, and the limitation of the approach. SFT treatment approach can be used with an individual and or families. TheRead MoreObservation Of A Five Year Old Girl1099 Words   |  5 Pageshaving to learn a new language. Nayali ´s mother says that her emotional attitude varies between happiness to anger. She complains constantly to her mother about living so far from her friends and loved ones. In her past, she used to play along with her friends. Since she moved to the United States, she had to make new friends. According to Nayali ´s mother, she has a strong character and likes to do things in her own way. Her mother says that sometimes Nayali looks anxious. Nayali ´s way of playing hasRead MoreNursing Theories Are Critical For Education1130 Words   |  5 PagesNursing theories are critical for education and practice. The theories suppose to provide a foundation for general knowledge and assist in practice. Thus, healthcare professionals, managers, and patients recognize the unique healthcare service. However, nursi ng theories have been mystifying and confusing to use for nursing practice. Colley, S. (2003) argued that nursing theories bewildered nurses. Nurses were difficult to understand, and difficult to apply in practice (Colley S., 2003). Even thoughRead MoreEthical And Safety Issues When Children And / Or Young People Are Clientele Essay1393 Words   |  6 Pagesthen shift its focus towards the influence of power, gender, ethnicity, and cultural differences on counselling relationships with children and young people. The essay will then pay attention to the understanding of the contribution of developmental theories to working with children and/or adolescents. Finally a practical understanding of how to build an effective therapeutic relationship with children and/or young people will be provided. The conclusion will seek to bring all key thoughts, issues andRead MoreEssay about 11 Explain the historical development of873 Words   |  4 PagesExplain the historical development of one m ajor therapeutic model, including the people influential in its development In the 1890’s Sigmund Freud, a German neurologist developed a theory later to be called psychoanalysis, which allowed individuals to tell their problems to a ‘psychoanalyst’ an individual trained in interpreting the ‘subconscious’. He played an important part in the history of counselling but the actual word â€Å"counselling† did not come into everyday language until 1960’s. Counselling reallyRead MoreLegal And Ethical Issues Of The National Career Development Association1105 Words   |  5 PagesLegal and Ethical Issues Naomi’s case presents various relevant ethical dilemmas that must be addressed immediately, multiculturally, and in accordance to ethical codes. The National Career Development Association (NCDA) Code of Ethics (2015) section A.1.b. identifies the distinction of counseling services provided between career planning and career counseling. Being a biracial single mother with major health issues as well as a full time job are Naomi’s leading environmental factors that may proveRead MoreEffective Communication And Communication Between The Doctor And Patient Based On The Fourth Clip1569 Words   |  7 Pagesimportant to create an environment in which clients are able to express their needs and concerns, especially to alert health providers to unsafe situations. However, communication failures occur sometimes due to a series of inappropriate verbal and non-verbal communication, which finally lead to confusion or conflict. There are a number of effective techniques that can b e used to resolve conflicts. This essay will discuss the evidence of lifespan development stages and its relevance to communicationRead MoreThe Culture Diversity Theory For Nursing Essay1483 Words   |  6 Pages The Culture diversity theory Providing culturally competent nursing care begins with having basic principle knowledge and effective training us a nursing student. Madeleine Leininger’s Theory of Culture Care Diversity and Universality defines nursing as a learned scientific and humanistic profession that focuses on patient care, experiences and creative thinking relevant to nursing and health care system. As nurse student in today’s society you will come in contact with a lot of cultural differencesRead MoreThe Theory Of Cognitive Development1127 Words   |  5 Pagesearly childhood is a crucial time for development. This stage of life occurs between birth and about the age of 3. This life stage really lays the groundwork for the path an individual will take in life. Hiccups in the path now, may lead to more hiccups in the future. Many developmental milestones occur during this early stage of life. A few of the key milestones are language acquisition, emotional development, motor development and gender identity development. Three men by the names of Jean PiagetRead MoreEthnolinguistics, Diversity, and Social Justice935 Words   |  4 Pagessuch as gender issues, religious affiliation, sexual orientation, physical size, age, disability issues, socio-economic status, and many other similar constructs. Ethnolinguistics (or cultural linguists) investigate how the relationship between language and culture results in the way a specific group perceives reality; how the group interprets the world. These ethnology and linguistic characteristics also distinguish groups from one another and at the same time bind them together (Sharifian, 2011)

Contingency Theories of Leadership - 659 Words

Contingency Theories of Leadership Nelson Mandela, Margaret Thatcher, Martin Luther King and Mother Teresa are just few of the names that come to mind whenever we think of great leaders. They have a vision of what they want and have the ability to communicate their vision in order to gain the support and cooperation of their followers. Often we find it easy to identify great leaders yet it is difficult to explain the qualities that make them great. In comparison, Nelson Mandela and Margaret Thatcher reinforce the fact that leaders have very different qualities and that leadership success is more complex than just identifying few traits or preferable behaviors. People who were studying the leadership phenomena then turned to the idea†¦show more content†¦A good example is the Arthurian Legend Ââ€" King Arthur and the Knights of the Round Table. The leader and his chosen few share the same principle of living a life of chivalry and honor. They are first among equals and are always first in battle, always th e most valiant. Camelot is an utopian democratic system because of this rule of the righteous. This happens only if righteous leaders choose equally righteous people. The Path Goal theory states that it is the leaders job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization. The Italian football that won the recently concluded World Cup owes their victory to the leadership of their coach. He designed his game strategies that made individual roles in the team clearly designed so that each player performed to his own strength. The Leader Participation model is a leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations. This Model was developed by Victor Vroom and Phillip Yetton and has since been revised because of its complexity. From a practical point of view, the model is still too complicated for managers to use on a regular basis. Although a computer program has been developed to make it simpler forShow MoreRelatedContingency Theories of Leadership1622 Words   |  7 PagesContingency Theories of Leadership Name Class Affiliation Instructor Date Leadership is considered by psychologists and organizational researchers as one of the most multifaceted and complex phenomena (Field Seters, 1990). As a result of its complexity, leadership is one of the most misconceived phenomenon in the whole world. This prompted the researchers to come up with various foundational theories which helped to shed more light about leadership (Burns, 1978). ThusRead MoreLeadership Theory : Contingency Theories1235 Words   |  5 PagesLeadership Theory: Contingency Theories It has been determined that there a number of leaders who change their leadership style depending on the situation at hand. For instance, leaders who feel threatened by its followers including persons whom they perceived to be a threat to their assumption of powers tend to become authoritative as a survival tactic. This can be seen in the current world among most leaders across the globe. Contingency theory has been proposed to explain this behavior. This paperRead MoreContingency Leadership Theories and Effective Leadership800 Words   |  4 PagesContingency Leadership Theories and Effective Leadership Contingency leadership theories attempt to define leadership style, the situation, and answer the if-then contingencies. Situational leadership theory is a contingency theory that focuses on followers’ readiness: the extent to which people have the ability and willingness to accomplish a specific task. Path-goal theory states that it is the leader’s job to assist followers in attaining their goals and to provide direction or support neededRead MoreEssay on Contingency Theory of Leadership616 Words   |  3 PagesContingency Theory of Leadership The most popular and extensively researched situational theory of leadership was first proposed by Fred Piedler during the 1960s. Fiedlers model claims that group performance depends on the interaction of the leader style and the favorableness of the situation. Fiedlers major contributions consist of(l) iden-tifying the leadership orientation of the leader and developing a way to measure it, and (2) identifying three situational factors influencing leadershipRead MoreThe Situational Approach And Contingency Theories Of Leadership830 Words   |  4 Pagessituational approach and contingency theories of leadership. As looked through various theories, I found the situational approach theory and the contingency theory to be particularly interesting. As the eldest sibling, I have always thought of myself as some type of â€Å"leader†, often making decisions and taking the initiative. As I grew older, I realized that there were situations where there were people better prepared for various challenges. Consequently, I found myself in leadership positions at differentRead MoreSituational And Contingency Theories Of Leadership Training1785 Words   |  8 PagesLeadership is a subject that has gained substantial attention in pretty much every field. There have been a number of studies done on leadership, which has resulted in a number of different theories. Situational and Contingency are two theories that are most commonly used in leadership training. Both fall under the contingency theory umbrella and are also commonly used interchangeable and often consider as one theory. Situational and Contingency theory are identical but they are two very differentRead MoreThe s Contingency Theory Of Leadership Effectiveness820 Words   |  4 PagesAs most of us are aware the Fiedler’s contingency theory of leadership effectiveness is based on studies of group effectiveness, and relationships between leaders and organizational performance. Understanding teams and h ow to communicate while working on projects is a major dilemma when first starting a project. It is important for managers in the field to have the skills needed to successfully form and manage a team (Senaratne, S., Gunawardane, S., 2015). Managers has to have an understandingRead MoreTheories Of Leadership : Trait, Behaviours And Contingency Approaches1963 Words   |  8 PagesApproaches to leadership There are three basic approaches to studying and describing leadership: trait, behaviours and contingency approaches. ïÆ' ¼ Leadership traits Assumes that great leaders posses a set of stable and enduring traits or characteristic that set them apart from followers .Adherents of this theory attempted to identity these traits so that they could be used be used as a common traits such as intelligence, height , self confidence and attractivenessRead MoreDescribe The Differences Between The Universal And The Contingency Leadership Theories2049 Words   |  9 Pagesï » ¿9. Describe the differences between the universal and the contingency leadership theories. Explain your answer in sufficient detail to demonstrate your understanding. Be specific using the materials in your text and not a generalized or philosophical statement. Hint: both the trait and behavioral leadership theories were attempts to find the â€Å"one best leadership style in all situations†; thus they are called universal leader theories. According to Stogdill and Mann, it was illustrated that traitsRead MoreLeadership Theory Analysis And Application862 Words   |  4 PagesLeadership Theory Analysis and Application There are many different leadership theories that have been proposed, tested, and studied over the years. Many organizations utilize these theories and practices to collect and analyze data within their own organizations which may allow them to find ways of increasing the effectiveness of their company. Although there are not any theories deemed completely perfect in leadership, many have been given lots of validity based on the and studies done involving

Global Increase in Number of Refugees Problem and Its Solutions

Question: Discuss about theGlobal Increase in Number of Refugees Problem and Its Solutions. Answer: Introduction Refugees are termed as people, who flee from their domestic country because of huge fear of remaining persecuted because of race, nationality, religion or for gaining membership of a specific social group (Choi Salehyan, 2013). The old problems related to increasing refugees remain unsolved, several new issues are taking place and considering this, the situation of the refugees has not improved at all. The objective of the essay is to describe the fact that despite of a constantly developing world, the problem of increased refugees needs to be addressed. Discussion Problem in Global Increase in Number of Refugees Poverty is considered as the major reason for the increasing refugee problem. It is noticed that the number of refugees in every continent indicates a considerable fraction of people, who suffer from starvation. Shortage of food and crops also contribute to the cause of this major concern (Knox Kushne, 2012). It was also demonstrated that due to the extreme food shortage and great food deficit all over the world, the lives of the domestic residents were threatened. Moreover, natural disasters such as sudden outbreak of flood resulted in causing drastic damage to crops. Such situation forced people to leave their nation and become refugees. Moreover, territorial disputes resulted in increase of the global refugee population (Kneebone, 2014). Fastest growth of global refugee population has resulted in depletion or shortage of the natural resources in certain parts of the world that has caused drastic climate change and disrupted the environment of their native place, which forced them to look for other places to live (Martin Yankay, 2014). Solutions to Such Problem and their Evaluation In response to the large refugee population all over the world, effective solutions to deal with such issue is formulated. The strategy of refugee aid and development focuses on the moving the refugees towards self-sufficiency. Such strategy is deemed effective as such solution has the capability to compensate for certain adverse social and economic effects on the refugees of the domestic nation (Style et al., 2013). Another solution is to offer humanitarian aid to the refugees at the time of natural disasters or poverty situation within a nation. Such solution is deemed highly effective, as it addresses the most vital requirements of the refugees. Along with that, such solution is observed to protect and support them at the time of their displacement and return to their own nation. Another solution that can help in decreasing the number of refuges is through strengthening the global disaster preparedness and its prevention. This intends to decrease the vulnerability of the society a nd avoid their displacement. Conclusion The objective of the essay was to describe the fact that despite of a constantly developing world, the problem of increasing refugees is also present that needs to be addressed. It was gathered from the essay that the solution, which can help in decreasing the number of refuges, is through strengthening the global disaster preparedness and its prevention. This can decrease the vulnerability of the society and avoid their displacement. References Choi, S. W. Salehyan, I. (2013). No good deed goes unpunished: refugees, humanitarian aid, and terrorism.Conflict Management and Peace Science,30(1), 53-75. Kneebone, S. (2014). The Bali Process and Global Refugee Policy in the AsiaPacific Region.Journal of Refugee Studies, feu015. Knox, K. Kushner, T. (2012).Refugees in an age of genocide: Global, national and local perspectives during the twentieth century. Routledge. Martin, D. C. Yankay, J. E. (2014). Refugees and asylees: 2013.East Asia,16(18,000), 19-000. Style, S., Tondeur, M., Wilkinson, C., Oman, A., Spiegel, P., Kassim, I. A. Seal, A. (2013). Operational Guidance on the use of special nutritional products in refugee populations.Food and nutrition bulletin,34(4), 420-428.

A Stage Model for Transitioning to Kam Essays

A Stage Model for Transitioning to Kam Essays A Stage Model for Transitioning to Kam Essay A Stage Model for Transitioning to Kam Essay A stage model for transitioning to KAM Iain A. Davies, University of Bath, UK* Lynette J. Ryals, Cran? eld School of Management, UK Abstract This paper investigates the under-researched area of key account management (KAM) implementation through a systematic review of the literature, syndications with a panel of industry exemplars, and a survey investigating how organisations implement KAM. Through this we identify a stage model that identifies not only how companies currently transition to KAM in practice, but also suggests how they could improve their chances of success in transitioning to KAM. We demonstrate the fundamental elements of a KAM programme and the extent to which companies feel KAM has met their pre-implementation expectations. Keywords Key Account Management, Strategic Account Management, Sales management, Industrial marketing, Implementation INTRODUCTION Key Account Management (KAM) has emerged, over the last 30 years, as one of the most significant trends in business-to-business marketing practice (Abratt and Kelly 2002; Homburg et al. 2002). It focuses on adding value to relationships and creating partnerships with a company’s most important and strategic customers (Ewart 1995; McDonald et al. 2000). The emergence of KAM has been driven in companies of all sizes by an increase in large, powerful, global, centralised purchasing customers becoming the norm across multiple industries; KAM provides our current best model for servicing these customers (McDonald et al. 997). Despite the rapid growth in the use of KAM by companies, research into the process of KAM implementation and how companies transition from traditional sales to KAM orientation has been scarce (Kempeners and Hart 1999; Napolitano *Correspondence details and biographies for the authors are located at the end of the article. JOURNAL OF MARKETING MANAGEMENT, 2009, Vol. 25, No. 9-10, pp. 1027-1048 ISSN0267-257X print /ISSN1472-1376 online  © Westburn Publishers Ltd. doi: 10. 1362/026725709X479354 1028 JMM Journal of Marketing Management, Volume 25 1997; Sengupta et al. 997; Wengler et al. 2006; Zupanic 2008). This is a gap that urgently needs to be filled. Without some agreement about which approaches to KAM implementation work (and which do not work, called for by Zupanic 2008), there is a danger that companies will continue to struggle or even fail to implement KAM appropriately (Homburg et al. 2002; Napolitano 1997). In this paper we use empirical evidence to develop a cross-industry stage model of how companies transition to KAM, including what elements of a KAM programme they implement through this process and the success this has led to. We identify the elements of KAM implementation programmes through an in-depth systematic review of the literature. Using a survey based on this input we investigate 204 companies with explicit, formal KAM programmes and build a model of the key principles important to KAM implementation over time. A syndicate of seven leading companies was also used in isolation of the results of the survey to add context and analytical input. The synergy between the two methods provides a robust and original contribution to both KAM practice and literature. KEY ACCOUNT MANAGEMENT The emergence of relationship marketing in the late 1980s led to a growing interest in getting and keeping customers through relationship management (e. g. Christopher, Payne and Ballantyne 1991; Gronroos 1994, 1997; Sheth and Parvatiyar 1995; Aijo 1996; Gummesson 1997). Relationship marketing was extended and developed during the 1980s and 1990s, particularly in business-to-business markets where formalised programme s of customer management have gained increasing importance including: national account management (Shapiro and Moriarty 1980, 1982, 1984a, 1984b; Stevenson 1980, 981; Tutton 1987; Wotruba 1996; Weilbacker and Weeks 1997; Dishman and Nitze 1998); major account management (Barrett 1986; Colletti and Tubridy 1987); and, more recently, to manage the most strategically important relationships of the business, KAM (Wilson 1993; Pardo, Salle and Spencer 1995; Millman and Wilson 1995, 1996, 1998; McDonald, Millman and Rogers 1997; Abratt and Kelly 2002; Homburg et al. 2002) or even Global Account Management (Yip and Madsen 1996; Millman 1996; Millman and Wilson 1999; Holt 2003). For ease of use we will continue to use the acronym KAM to refer to these related bodies of work. KAM is a systematic process for managing business-to-business relationships that are of strategic importance to a supplier (Millman and Wilson 1995). It first emerged as a response to the pressures placed upon supplier companies by globalisation, increasing customer power, procurement sophistication and the need to find new ways to work with the most important customers (Pardo 1997; Wengler et al. 2006). It involves the adoption of collaborative ways of working with customers rather than traditional transactional and adversarial relationships (McDonald Woodburn 2007). Therefore it represents a fundamental change in the way companies operate their sales and marketing functions, not leading to a tactical shift in operations, but a more broad ranging change management programme (Storbacka et al. 2009). Studies in the early 2000s found a substantial concentration of supplier business into a decreasing number of key accounts, and that the service demands of such key accounts were increasing (Gosman and Kelly 2000, 2002). The ability to extract better service levels and, possibly, lower prices from suppliers meant that the benefits Davies and Ryals A stage model for transitioning to KAM 1029 to the customer of being given preferential treatment are clear and indeed there is evidence that customers may demand or instigate KAM amongst their suppliers for such reasons (Brady 2004; Homburg et al. 2000; Wengler et al. 2006). Therefore close collaborative relationships with suppliers are thought to yield between 10% and 100% more value than less collaborative nes for the customer (Hughes Weiss 2007). The benefits of KAM to the suppliers are less clear-cut, since customers may try to â€Å"bargain away† benefits in the form of lower prices (Kalwani and Narayandas 1995) sometimes resulting in relationships with the largest customers becoming unprofitable for suppliers (e. g. Cooper and Kaplan 1991; Reinartz and Kumar 2002). Napolitano (1997) goes as far as to suggest that the majority KAM programmes a ppear ineffective as a result. This shows that the benefits to suppliers of KAM are not automatic and require careful management. Although evidence exists that long-term relationships with larger customers can pay off for suppliers through higher revenues and faster growth rates (Bolen and Davis 1997), even where power asymmetries are considerable (Narayandas and Rangan 2004), we still lack a clear generalisable view of how companies implement KAM, and the respective levels of success this achieves (Kempeners Hart 1999; Sengupta, Krapfel and Pusateri 1997; Wengler et al. 2006). We therefore explore this in our next section. IMPLEMENTING KEY ACCOUNT MANAGEMENT There is limited research on how KAM is implemented. A few scholars have attempted synthesis of the existing research to form frameworks and surveys for further research on KAM implementation (Homburg, et al. 2002; Wengler et al. 2006; Zupanic 2008) and a similar process has been undertaken for this paper. Table 1 (overleaf) represents a synthesis of the elements that the literature suggest firms implement as part of their formal KAM programmes. Broadly speaking, these elements represent the core components to most KAM implementations, with suppliers doing more or less of certain activities at different stages of the KAM programme’s life cycle. In Zupanic’s (2008) synthesis the elements of KAM are separated into the activities of the individuals within the organisation (Operational KAM) and those at the organisational level (Corporate KAM). Although a neat separation, the activities of the individual in a formal KAM program are likely to be driven from an organisational level decision and as such we have not separated these out in our analysis because we are interested in what the organisation is attempting to implement. Furthermore, we have not differentiated the elements of KAM based on the A-R-A model (Activities – Resources – Actors) as undertaken in the seminal work by Homburg et al. (2002), because we are interested in the elements of KAM that companies are implementing, rather than the artefacts or interested parties which result from implementation. This is a fundamental difference in how we look at KAM in this paper compared to both Homburg et al. (2002) and Zupanic (2008). We are investigating KAM as an ongoing transitioning process rather than the pre-existing, fully implemented programme assumed in these previous works. For instance, of the eight typologies which result from the Homburg, et al. (2002) synthesis and survey, only two types of KAM [1] Top management KAM and 4) Cross-functional dominant KAM] represent effective KAM programmes and there is little explanation of what these KAM programmes are like or how the organisations achieved them. 1030 JMM Journal of Marketing Management, Volume 25 TABLE 1 Elements of KAM implementation in the literature Elements of KAM Implementation Senior manager buy-in Papers Brady 2004; Homburg et al. 002; Montgomery et al. 1998; Napolitano 1997 Napolitano 1997; Workman et al. 2003; Yip and Madsen 1996 McDonald et al. 2000 Description Manger buy in is necessary for success Increased overall knowledge of KAM improves A pioneer often pushes KAM through the organisation Company wide knowledge of KAM A KAM Champion Active involvement of top management in KAM An organisational culture that supports KAM Napolitano 1997; Millman and Manger buy in and active Wilson 1999 ; Workman et al. involvement is necessary for 2003 success Homburg et al. 002; Millman and Wilson 1999; Pardo 1999; Workman et al. 2003 Culture is one of the three biggest influences on KAM implementation in MW and HWJ discuss espirit de corps Espirit de corps Everyone in the organisation understanding KAM Defined key account selection criteria Homburg et al. 2002; Brady 2004; Reisel et al. , 2005; Workman et al. , 2003; Yip and Madsen, 1996 Gosselin and Bauwen 2006; McDonald et al. 2000; Ojasalo 2001; Spencer 1999; Wong 1998 Gosselin and Bauwen 2006; McDonald et al. 2000; Ojasalo, 2001 Customer portfolio matrix Clearly identified key accounts Individual key account plans Identify those accounts that are growth attractive McDonald et al. 2000; Ojasalo, Each account should be 2001; Ryals and Rodgers, planned separately to ensure 2007 appropriate service Evaluation procedure in KAM is lacking Social exchanges such as KAM can provide competitive benefits Strategic relationship can lead to mutual investment Look at the lifetime value of customers Evaluation procedure in KAM is lacking Cont’d A well developed Napolitano 1997 feedback process with key customers Joint activities with key accounts Joint investment with key accounts A business case for KAM Targets for key accounts Koka and Prescott 2002; Workman et al. , 2003 Koka and Prescott 2002; Ojasalo, 2001 Reinartz and Kumar 2000, 2002 Napolitano 1997 Davies and Ryals A stage model for transitioning to KAM 1031 Elements of KAM Implementation Benchmarking against other organisations for KAM Measurement of the performance of the KAM programme Appointed Key Account Managers Fully trained Key Account Managers Papers Napolitano 1997 Description Evaluation procedure in KAM is lacking Evaluation procedure in KAM is lacking Skill sets for KAMs are different to those in sales Montgomery et al. 1998; Napolitano 1997; Ojasalo, 2001 McDonald et al. 1997; Weeks and Stevens 1997 McDonald et al. 1997; Ojasalo Skill sets for KAMs are different to those in sales 2001; Shetcliffe 2004; Weeks and Stevens 1997; Yip and Madsen 1996 Alonzo 1996; Guenzi and Pardo 2007; Arnett et al. 005 Clear move since the mid1990’s towards teams of sales and account managers Account managers are usually rewarded with higher salary and less bonus KAM organisations should be differently structured to Sales organisations formalised arrangements for accounts lead to improved co-ordination Key accounts are better served and therefore the managers need influence over gaining the necessary service levels Key account should get higher service levels Key account should get higher service levels KAM teams Specific motivation and Ryals and Rodgers 2006a; reward schemes for Weilbaker 1999 Key Account Managers Changes in organisational structure to accommodate KAM Coletti and Tubrity 1987; McDonald et al. 1997; Millman and Wilson 1996; Pardo 1999 Established policies Gosselin and Bauwen 2006; and procedures for McDonald et al. 2000; Senn handling key accounts 1999 Key Account Managers having good access to internal resources Ojasalo 2001, 2002; Workman et al. 003; Ryals and Humphries 2007 Differentiated and higher service levels for key accounts IT support for KAM Workman et al. 2003; Ivens and Pardo 2007 Brady 2004; Ojasalo 2001; Workman et al. 2003 The other six typologies [2) Middle management KAM; 3) Operating level KAM; 5) Unstructured KAM; 6) Isolated KAM; 7) Country Club KAM; 8) No KAM] represent either highly inefficient KAM (typologies 2, 3, 5 and 6) or are not a formal KAM programme (Typologies 7 and 8). This may be an artefact of the sampling method because only 9% of the respondents were actually Key Account Managers (Kams), but this still leaves us with little understanding of how companies could implement KAM better, or move from one of these inefficient models to a better performing, more robust model. Wengler et al. (2006) provide us with a detailed exploration of some of the 1032 JMM Journal of Marketing Management, Volume 25 rationales for companies implementing KAM, as well as a limited exploration of what the programmes can look like. Indeed Wengler et al. (2006) indicate this same tendency to view KAM implementation as a long transitioning process when they suggest â€Å"Implementing Key Account Management thus requires a lot of coordination effort and intensity (Moon and Gupta 1997) and often seems to be a long-lasting, laborious process† [p. 108]. They are also able to identify that companies are utilising customer prioritisation processes, changing the role of Kams in the organisation and defining different levels of responsibility for the KAM programme. However their low respondent numbers (only 49 respondent companies had actually implemented KAM) and limited exploration of the different elements of KAM still leave us with few generalisable indicators of how companies transition from sales-led to KAMled organisations. This considerable gap in the previous research is explored in this paper RESEARCH APPROACH AND METHOD To meet our exploratory research objective of understanding how companies transition to KAM we developed a 7-point Likert scale survey applicable across industries based on the literature summarised in Table 1. We specifically targeted companies with existing formal KAM programmes and sought information around three research questions: Why they implemented KAM; to what extent the elements of a KAM programme were implemented; and, how successful their KAM programme had been. The aim was to gain broad insight across multiple industries. For a field of research in its third decade it is surprising that the KAM literature has still produced few generalisable empirical insights. The majority of the extant literature is conceptual (Cheverton 2008; Ojasalo 2001, 2002; Pardo et al. 2006; Piercy and Lane 2006a+b; Ryals and Holt, 2007 etc. ), with the majority of empirical work preferring case studies (Helander and Moller 2008; Natti et al. 2006; Rogers and Ryals 2007; Ryals and Humphries 2007; Spencer 1999) or interviews (McDonald, Millman and Rogers 1997; Pardo 1997; Zupancic 2008), which, although useful for building rich context and new insights, offer little in the way of generalisability. Much of the existing quantitative research, as summarised in Table 2, suffers in terms of generality due to small sample sizes (most too small to use with ANOVA, MANOVA, SEM or LCM packages effectively without data augmentation through bootstrapping), and surprisingly few studies actually investigate key account managers (Kams), preferring to focus on customers or colleagues to gain insights. Both of these could be explained through the difficulty in identifying Kams within organisations because: they rarely have KAM in their title, are few in number compared to their sales or marketing equivalents, and are sometime not well known within their own organisation as distinct from either of these two groups. Problems of this sort affected earlier pilots of this study and to overcome this we targeted Kams specifically through executive education programmes, as did Guenzi et al. (2007, 2009), McDonald et al. 1997), Montgomery et al. (1998), Ryals and Rogers (2007) and Wengler et al. (2006). The survey sample comprised attendees at a series of KAM-specific executive educational programmes, making it a highly purposive sampling method. To gain a large enough sample size the data took 3 years to collect; analysis of variance (ANOVA) tests between the years of collection suggested no significant differences Davies and Ryals A stage model for transitioning to KAM 1033 TABLE 2 Summar y of quantitative studies in KAM Authors Guenzi, Georges Pardo Ivens Pardo Ivens Pardo Ryals Rogers Guenzi, Pardo Georges Gosselin Bauwen Wengler, Ehret Saab Reisel, Chia, Maloles Arnett, Macy Wilcox Homburg, Workman Jr. , Jensen Georges, Laurent; Eggert, Andreas Workman, Homburg Jensen Abratt Kelly Homburg, Workman Jr. , Jensen Montgomery, Yip Villalonga Sengupta Krapfel Sharma Year Survey’s target Sample Size 127 297 297 37 127 115 91** 353 60 385 102 385 190 385 191 176 109 % of Which KAMs 100% 0% 0% 43% 100% 100%* 1 8. % 0% 50% 9%†  0% 9%†  48% 9%†  0%†¡ 100% 0% 2009 KAMs 2008 Purchasers 2007 Purchasers 2007 International companies + customers 2007 KAMs 2006 Account Managers 2006 Sales Engineers 2005 Operations 2005 Selling teams 2002 Head of Sales Organisation 2003 Purchasers 2003 Head of Sales Organisation 2002 KAMs and Customers 2000 Head of Sales Organisation 1998 Senior International Execs. 1997 NAMA members 1997 Purchasers 100% is assumed as the actual figures are unreported, the evidence shown elsewhere however may suggest this assumption is in error ** Only 54% actually had a KAM programme †  49% of the sample were Sales and Marketing VPs indicating a responsibility for KAM, however 171 (45% of the sample) had no formalised KAM Programme according to the results of the Homburg et al. , 2000 paper. †¡ GAM survey with only 136 reported using GAM between collection years. Over the 3 years a total of 286 delegates attended these events and 212 surveys were returned, eight of these indicated they did not yet have a formal KAM programme leaving 204 usable surveys (71. 3% response rate). Surveys were handed out before the commencement of the course to be completed during registration and collected as the course began, to minimise the impact of the course on the responses (Table 3, overleaf, shows descriptive statistics for the respondents). 1034 JMM Journal of Marketing Management, Volume 25 TABLE 3 Descriptive statistics on respondents Number Region of companies UK North America Northern Europe Southern Europe Middle East and North Africa Australasia Industry Service Professional Financial Service Industrial Complex Manufacture Manufacture Unknown Years in Sales/KAM 1-5yrs 6-10yrs 10-15yrs 15-20yrs 20-25yrs 25-30yrs Years of KAM Programme 6 48 48 41 49 18 204 49 63 40 36 12 4 204 77 46 53 28 204 113 22 38 18 9 4 204 DATA TESTING AND ANALYSIS A second method was used to add greater depth and clarity to our definitions and understanding of transitioning to KAM through a year-long syndication with senior representative of seven mixed-industry companies with a strong track record of KAM (although not identified in this research for reasons of commercial sensitivity, some of these companies have previously been used as exemplars in other scholars work, including Yip and Bink 2007; Ryals and McDonald 2008 and Eccles et al. 2009). All were companies with established KAM programmes and they cooperated with the principle aim of identifying a process for implementing KAM that could be transferable across industries. They provided a 5-phase model of implementation running through Scoping KAM (Yr 1), Introducing KAM (Yr 2), Embedding KAM Davies and Ryals A stage model for transitioning to KAM 1035 (Yrs 2-4), Optimising KAM (Yrs 4-6), and Best Practice / Continuous Improvement (Yrs 6 and over). They were adamant that, across all their industries, it takes at least this long to have a properly-established KAM rogramme and that, especially in the later years, re-engineering KAM was always needed. They did however admit that the Scoping KAM period is a theoretical â€Å"ought to happen† stage as, in reality, it happens in parallel with, or even after, implementation. We therefore merge Scoping and Introducing KAM phases and show them as one initial 2 year Introducing KAM phase. These insights were used to segmen t data for analysis purposes and provide structure for demonstrating the process of transitioning to KAM. Analysis was conducted using mean comparison tests to identify differences between groups within the data. ANOVA assumes normality of data, which rarely occurs with Likert scales. Kolmogorow-Smirnov and Shapiro-Wilk normality tests demonstrated that 18 of the 25 elements of KAM distributions were probably not normal, mostly cause by -/+ kurtosis. However, visual inspection of the Normal QQ diagrams suggest that 20 of the elements appeared evenly distributed and 16 of the items passed the Levene test, again suggesting fairly even distribution. Bearing all these in mind we conducted and compared both Kruskal-Wallis H nonparametric and Games-Howell Post-Hoc ANOVAs as they both have reduced distribution assumptions. We found almost unilateral agreement between the two tests so report the more powerful and more easily interpreted Games-Howell Post-Hoc ANOVA. RESULTS The first important result from the data was the lack of significant differences based on industry. We found the only major area of difference amongst the four industry groups was in relation to how successful the respondents thought their companies were at KAM, with the professional and financial services companies rating themselves significantly higher and manufacturers significantly lower than the other groups. This suggests that at least the elements of KAM are similar across industries. The main area of difference however emerged when we segmented the data based on the timescales suggested by our transitioning syndicate, breaking the data into four groups based on the age of their programme (Table 4 shows the Games-Howell results for the elements of the KAM programme and Table 5 shows the success measures). We discovered that, as the syndicate had indicated, there was a general progression of gearing up and implementing, rejuvenating and expanding the KAM programme which provide a statistically significant ifference between groups in the different stages of transitioning to KAM. On the vast majority of scales the companies were implementing elements of KAM at a noticeably increasing rate over the life span of the programme. This indicates that, firstly, the programme takes many years to put in place and, secondly, that there is a progression through the different elements the organisation focuses on in each stage. Figure 1 synthesises what the syndicate said and what the data represent about the transition to KAM. Figure 1 (overleaf) shows KAM to be relatively slow to take off when introduced but then builds up rapidly during the Embedding and Optimising stage before slowing into a process of Continual Improvement. We also see this pattern replicated in Table 4 (overleaf) where the extent to which companies are implementing different elements of KAM is limited all the way up to the end of year two, but then begins to rise rapidly, before slowing after six years. The best example of this is Senior manager 1036 JMM Journal of Marketing Management, Volume 25 FIGURE 1 Transitioning to KAM summary High Revise program to new knowledge Restructure org. and processes Involve top Mgt. Redefine program Become customer centric Rejuvenate program Become more selective Expand knowledge in org. Continuous Improvement Capability Gear up Locate Champion Build the case Appoint KAMs Define KA’s Introducing KAM 1 2 Embedding KAM 3 4 Time (yrs) 5 6†¦ Train specialist KAMs Indiv customer plans . Targets and Measurement Optimising KAM Low buy-in (4th from bottom) where the average extent of buy-in within Introducing KAM companies is relatively low, before a significant (at the

Bureaucratic Agency and Policy Outcome

Bureaucratic Agency and Policy Outcome Introduction The kind of governance observed in different countries has changed over the centuries due to different developments that have been registered.Advertising We will write a custom research paper sample on Bureaucratic Agency and Policy Outcome specifically for you for only $16.05 $11/page Learn More The increased industrial revolution, the increase in human population, as well as other forms of economic, social, and political developments registered in several countries across the globe have resulted into a shift from the traditional system of authoritarian government to a more devolved government. There has been an increased load on the governments due to several tasks that are supposed to be accomplished to serve the interest of the public. The increased load on government necessitated the creation of different independent government agencies to accomplish certain complex tasks to serve the interests of the public. Bureaucratic agencies are large government organizations that are charged with the responsibility of implementing public policies. Unlike the political positions that are elective, the members of such bureaucratic agencies are selected based on their expertise and experience in the respective areas of jurisdiction. Even though it may appear as though the bureaucratic agencies are independent government entities, the agencies often include other parties like the government and non-governmental organizations for support in executing their duties. The agencies have to formulate their objectives, mission, and vision. They then lay down the strategies that can be used to accomplish the mission and realize their vision and objectives. The agencies include the other parties to help realize these objectives in a cost-effective and efficient manner. However, once the agencies have been established to perform a given function, the government organs like the US Congress respect the autonomy of the agencies. The bureaucratic agencies are, in several cases, allowed to formulate their objectives and lay down their operational strategies without the government’s intervention. The agencies should develop rules that govern the actions of every individual involved in the agencies.Advertising Looking for research paper on political culture? Let's see if we can help you! Get your first paper with 15% OFF Learn More It is necessary that the rules be applicable on every individual in implementing the policies without any kind of prejudice. Indeed, it has been observed that the bureaucratic agencies in the US treat citizens with a good standard of political equality (Bureaucracy, para.36). The ultimate effect of the implementation of such public policies is of great concern to the government and the bureaucratic agencies. The outcome will depend on the effectiveness of the policy in serving the interest of the public as well as the competence of the given agency in coordination its (policy’s) implementation. This paper focuses on the operations of one of the bureaucratic agencies in the United States. It highlights the organizational structure of the agency as well as how the structure reflects on the ability of the agency to implement the relevant public policies. The consequences of the implementation of such policies on the members of the public are also examined. Objective of the paper It has been observed that the bureaucratic agencies are charged with the responsibility of implementing different public policies. The public policies are guidelines that should be followed by the branches of the government in dealing with various social, political, or economic issues affecting the members of the public. The policies are enacted in accordance with the constitutional law of the federal government. An effective public policy will define the different decisions that can be taken by a regulatory authority to ensure that its mission is accomplished. The se ts of actions to be taken in implementing a policy define the policy output. After the policies have been implemented, there are final impacts that they have on the members of the public. These consequences are the outcomes of the policies. The objective of this paper is to examine the consequences of the implementation of the energy regulatory policies in the United States. In particular, it focuses on the relationship between Nuclear Regulatory Commission, as a bureaucratic agency, and the outcome of the implementation of policies regulating the production and use of nuclear energy in the United States. There is a brief focus on the political developments that necessitated the creation of the commission as well as the other adjustments that have been made since its inception.Advertising We will write a custom research paper sample on Bureaucratic Agency and Policy Outcome specifically for you for only $16.05 $11/page Learn More The Bureaucratic Agencies i n the United States The bureaucratic agencies in the United States have become necessary due to the expansion of the government of the federal states. In the contemporary society, business organizations have structures broken down to specific tasks. For instance, a business organization will have the human resource department, sales and marketing department, operations department, and many others with a line manager for each of the department. The line managers are responsible for the coordination of activities in the department and the other workers in the department are answerable the manager. The line manager, in turn, reports to the top management (the CEO or MD) of the organization. This is the same scenario with the bureaucratic agencies and the federal government of the United States. Following the industrial revolution, there was a need to have different government departments that are charged with the responsibility of performing various government functions. Bureaucracy cr eated a better way of organization of government activities. It removed the responsibilities that were centralized on the executive arm of the government that could lead to misuse of power by authoritarian leaders. Just as the business departments that have similar objectives as the organization, the bureaucratic agencies also have aims and objectives that are in line with the government objectives. Since the agencies comprise individuals that have expertise ad experience in the specific areas of assignments, they are able to execute complex tasks that would not be integrated by a single agency. Bureaucratic agencies in the United States are under the control of both the President and the Congress (Bureaucracy, para.6). This struggle for control affects the operations of the agencies that have distinct roles. Some of the agencies are concerned with coordination of all functions that generate revenue to the government. The agencies implement the fiscal and monetary policies that even tually yield revenue to the government. Some agencies are charged with the national financial management including the implementation of the budget in the federal government. In doing this, the agencies also control the economy of the government. Other agencies are concerned with the conservation or preservation of natural resources. The agencies implement the policies that are aimed at ensuring proper care of the environment.Advertising Looking for research paper on political culture? Let's see if we can help you! Get your first paper with 15% OFF Learn More They ensure that other players like individuals and business organizations comply with the regulations on environment management when carrying out their activities. Similar functions are observed in the sectors like transportation, agriculture, energy regulation, communication and so on. The Nuclear Energy, its Uses and its Effects Nuclear energy is a cheap source of energy in terms of its output. The energy provides good alternative to other non-renewable forms of energy that face the challenge of quick depletion since it gives a lot of energy from small units of fuel used (Nuclear power: Energy from splitting Uranium atoms Para. 1). However, this form of energy has certain associated challenges. Apart from the fact that it is costly and requires high level of expertise to be produced (Nuclear power: Energy from splitting Uranium atoms Para. 18), the energy has radioactive emissions that are harmful to the public health. The emissions are also harmful to the environment since the e xplosions can lead to massive destruction of environment within a very short period. Worst of all, nuclear weapons have been the major equipments used by terrorists to launch attacks on their enemies. The development of nuclear weapons in the mid twentieth centuries resulted into various wars on the global scene like the Cold War. Such wars have effects on the general developments of the associated nations. With the increased need to improve on the economy in different countries, there was a need to control the use of such weapons. There is need to promote international trade between various countries. The investors will only be attracted to a region that is political stable and has high level of security. It is also the role of the government to ensure that its citizens are protected from any harmful substances. The government should strive to promote the health and general security of the members of the public. Similarly, the environment has significant contribution towards the de velopment of a given country. The government has to show a lot of concern on the issues that are concerned with the conservation and management of the environment. Nuclear Regulatory Commission (NRC) About the Commission The Nuclear Regulatory Commission is bureaucratic agency in the United States that was established by the Energy Reorganization Act of 1974 from the United States Atomic Energy Commission (United States Nuclear Regulatory Commission, para.1). The commission came into being because of the amendment of Atomic Energy Act of 1954 that led to split of the former roles of the Atomic Energy Commission. The commission is one of the numerous independent agencies established in the United States that help the Congress to discharge its duties of serving the interests of the public. The complex nature of tasks that faces the Federal government calls for the breakdown of roles to manageable categories with increased specialization. The enforcement of the different components of government laws may not be possible from a single body. The independent regulatory agencies enact and implement policies that govern operations in different sectors of the government. In this regard, the Nuclear Regulatory Commission is charged with the role of the development ad implementation of rules and regulations that govern the production, distribution, and use of nuclear materials and facilities. The mission of the Commission The commission is out to regulate the use of nuclear products and byproducts by the civilian and the military of the United States to improve on the health and safety of the public, improve on the security of the members of the public, and protect the environment from harmful emissions of nuclear materials. The Nuclear Regulatory Commission is described as a collegial body that ‘formulates policies, develops regulations governing nuclear reactor and nuclear material safety, issues orders to licensees, and adjudicates legal matters’ (United States Nuclear Regulatory Commission, Para.1). The functions of the Commission In managing the different problems associated with the nuclear energy, the agency assumes different roles. Firstly, in order to improve the economy of the country by promoting international trade, the agency is aimed at preventing such terrorist acts by regulating the production and use of these deadly weapons. It ensures that the nuclear reactors are safe and secured from intrusion by unauthorized persons. The agency ensures that only licensed nuclear reactors are established within the borders of the United States. It also regulates the use of the military materials and facilities by the civilian as well as the military in the United States. This allows for the regulation of the movement of these nuclear materials and facilities within and outside the country. Secondly, the commission aims at improving the lives of people through public promoting public health issues. The nuclear products are also used in other settings other warfare. These include the learning institutions, the healthcare centers, the industrial sector, and business organizations. These products are harmful to human life if good precaution is not taken. The commission regulates the use of the products in these settings. Finally, the commission is also concerned with the environmental impact of the usage of this form of energy. Good precaution should be taken in handling the nuclear products and wastes right from the storage. Proper mechanisms should also be used in the transportation of the products. The commission ensures proper storage and transportation of nuclear products and wastes to their preferred destinations. It has also been stated that the waste materials from the nuclear products are very harmful to the human environment and can be a challenge to the human health and safety. The commission is also responsible for ensuring the proper disposal of these waste products. It ensures that all the associated parties with the production and use of these products take part in the disposal of the waste products as provided by the legislative regulations. Organizational Structure of the Commission The top management of the commission consists of five commissioners that are appointed by the president and approved by the senate. The president appoints one of the commissioners to be the chairperson and the final spokesperson of the Commission (United States Nuclear Regulatory Commission, para.1). The chairperson becomes the principle executive officer of the commission charged with the administrative and management responsibilities. The organizational structure has a hierarchical system with one level answerable to the next level in the structure. The chairperson has the overall authority over the functions of the agency. He or she is reports to the president. There is also the office of the Executive Director of Operations (EDO). All the members of the commission are required to take part in the development and formulation of policies that govern production and use of nuclear materials. The ED reports to the chairperson of the commission. The EDO then has the responsibility of carrying out the policies that have been developed by the commission. The EDO, in turn, directs the activities that are performed by the program officers in implementing the formulated policies (United States Nuclear Regulatory Commission, 2011c, para.1). The program officers report to the EDO and ensure that use of these nuclear materials is in accordance with the provisions of the commission. The Operations of the NRC and the Outcomes of the Policies The operations of the commission are governed by a number of legislative provisions. There are laws regulating the use of nuclear materials and facilities by the civilian. These include the Atomic Energy Act of 1954, the Energy Reorganization Act of 1974 (that created the NRC), and the Reorganization plans (legislative initiatives that were mainly concerned with environmental management) (United States Nuclear Regulatory Commission para.2). The Atomic Energy Act of 1954 is the basis of the laws in the United States that govern the use of nuclear materials and facilities by the civilians as well as the military. The Act provides that the development and use of nuclear materials in the United States should be regulated in order to â€Å"promote world peace, improve the general welfare, increase the living standards, and strengthen free competition in private enterprise† (United States Nuclear Regulatory Commission, para.5). The Nuclear Regulatory Commission is given the powers to establish the standards that govern the use of these nuclear materials by the civilian to improve on health and safety of the public as well as the security of individuals’ property. The Commission has full control over the nuclear production plants in the different states of the US. In effect, there cannot be an illegal production of nuc lear products. This improves on the safety of the States and their citizens. It has been stated that the Energy Reorganization Act of 1974 led to the creation of the Nuclear Regulatory Commission. Before this Act was enacted, both development and production of nuclear weapons as well as the regulation of use of these materials were performed by the Atomic Energy Commission (United States Nuclear Regulatory Commission, para.6). After splitting the functions in 1974, the Department of Energy was given the responsibility of the production of these nuclear weapons. The act also defined the organizational structure of the Commission as well as the offices that would be established in different regions of the United States. The United States Environmental Protection Agency was established in 1970 as one of the Reorganization plans. The agency is charged with the responsibility of establishing the standards that need to be met to ensure maximum protection of the environment from the nuclea r materials. There are also legal provisions that are concerned with the management of nuclear waste. These include the Nuclear Waste Policy Act of 1982, the Low-Level Radioactive Waste Policy Amendment Act of 1985, and the Uranium Mill Tailings Radiation Control Act of 1978 (United States Nuclear Regulatory Commission, para.3). According to the Nuclear Waste Policy Act, the Federal government is required to establish some reliable location for disposing the dangerous radioactive waste materials. The Act also provides that the individuals or companies that produce such wastes should bear the costs of the disposal of such wastes. It provides that different parties including the members of the public be included in the identification and development of the damping sites of such materials. Once the government’s Department of Energy has identified the site, it seeks an authorization from the Nuclear Regulatory Commission before the site can be constructed (United States Nuclear R egulatory Commission, Para.12). The States are also responsible for the disposal of low-level nuclear wastes that are generated within their territories. The Low-Level Radioactive Waste Policy Amendment Act of 1985 provides the NRC with the authority to establish standards for determining the wastes concentration that are to be considered in this category (United States Nuclear Regulatory Commission, Para.13). The commission also manages the waste disposal facilities in different states. These environmental management measures contribute significantly to the economic development of the country. The Uranium Mill Tailings Radiation Control Act of 1978 provides the commission the authority to regulate the operations at mill tailing sites for the sites that were licensed by the commission immediately after the legislation came into force. The other important legislation governing the operation of the commission is the Nuclear Non-Proliferation Act of 1978. The legislation aimed at restr aining the spread of nuclear weapons within and outside the United States (United States Nuclear Regulatory Commission, Para.14). It outlined the criteria with which the Commission should issue license for the export of nuclear weapons outside the States. The other set of legislative provisions regulate the processes of the regulatory agencies like the Nuclear Regulatory Commission. These include the Administrative Procedure Act (5 U.S.C Chapters 5 through 8) and the National Environmental Policy Act. It has been observed that the commission as well as the other agencies in the United States formulates the policies (rules) that are to be accomplished by the agencies. The Administrative Procedure Act gives the agencies these adjudicative roles. The Act also provides the public with the authority to sue the agencies in the event that the agency establishes a rule that is not in accordance with the other developmental objectives within the given community (United States Nuclear Regulat ory Commission, 2011b, para.16). The management of environment is of concern to the government at the Federal, state and county levels. Every initiative that is to be taken by a federal agency has significant impacts on the environment (United States Nuclear Regulatory Commission, Para.19). It is necessary that the operations of every agency in the United States should focus on, and contribute, towards environmental management. The National Environmental Policy Act requires that an agency should provide an Environmental Impact Assessment before carrying out any significant project when such a project is proposed. The EIA will provide details of the possible environmental impacts of the project as well as alternative courses of action that could be taken (United States Nuclear Regulatory Commission, 2011b, para.19). The Nuclear Regulatory Commission has to abide by these regulatory provisions in executing its operations. Summary and Conclusion The functions performed by the bureaucra tic agencies are essential in helping the federal government of the United States to serve the interests of the members of the public. The Nuclear Regulatory Commission, in particular, has contributed significantly towards the improvement of the lives of the public. The commission has encouraged the use of a form of energy that can serve several people but is also harmful to human life if not properly managed. The fear of terrorist attack within the borders of the US has also been reduced due to the regulations imposed on the production and movement of these deadly weapons within the country. This also improves on the economy of the country since it becomes a good base for international trade. The structure and composition of the commission is also a key to the success of the commission. The members of the bureaucratic agencies are recruited on their merits. This allows for the development of a hierarchical organizational structure composed of specialized personnel each of whom has good understanding of the respective sectors. The members of the agencies are able to develop their rules independently and follow these rules without discrimination of any kind. The little or no political influence on the running of these agencies also contributes significantly to their success. â€Å"Bureaucracy.† garyrutledge.com, 2011. Web. â€Å"Nuclear power: Energy from splitting Uranium atoms.† Energy Resources: Nuclear power, 2011. Web. United States Nuclear Regulatory Commission. The Commission, 2011a. Web. United States Nuclear Regulatory Commission. Our Governing Legislation, 2011b. Web. United States Nuclear Regulatory Commission. Organization and functions, 2011c. Web.

Architecture history Essay Example | Topics and Well Written Essays - 1500 words

Architecture history - Essay Example During this time, architects had access to new technologies that empowered their design and the society demands were dynamic at this time. The purpose of this article is to examine the theme of nationalism and regionalism as depicted in the Australian architecture. Regional architecture is a new approach to architecture that aims to orient the placeless modern architecture and to give it a sense of belonging. Regional and national architecture is the use of unique design and that is only relevant and associated with a specific place. The Sydney School of architecture is perceived as the mother of the international style in Australia after it introduced the concept of organic architecture. This design requirement emerged in the year 1950s when the need arose to reform architectural design to accommodate the complex demands of the new world2. Consequently, Sydey School is perceived as a solution to a constrained international architectural design. 1Edquist, Harriet. Pioneers of Moderni sm: The Arts and Crafts Movement in Australia. Carlton: Miegunyah Press, 2008. 2Callister, Winsome. â€Å"Dealing with the ‘Sydney School’: Perspectives on Australian Architecture in the 1950s and 1960s.† Transition, no. ... Modern architects have embraced this design principle to come up with unique structures that are natural and youthful by utilizing natural materials and taking advantage of topographical forms. Peter Muller is among one of the organic architects that adopted the principles laid down by Wright in his definition of the modern design. One unique artistic work of Muller that has garnered a lot of attraction as an organic structural design is the Audette House that he designed in Australia. A feature that has captured many architects in this piece of work is the topographical design forms that Muller included in his plans. This architect employed horizontal lines to integrate the house with the sloppy landscape and to accomplish the initial design requirement of a solar friendly design. The use of free form angles and flat topped roofs was a unique attribute that connects to the idea of organic architecture that Wright saw as new characteristic of modern buildings. In addition, the surrou nding of the building is covered by a natural aesthetic of plants that was part of this landscape even before the existence of this building. Natural aesthetic is one of the emphases that organic architects have put forward to ensure that structures interfere minimally with the natural environment. In this view, Audette building can be regarded as typical structure that defines the organic school of architectural design4. 3Pearson, David. The Breaking Wave: New Organic Architecture. New York: Cengage, 2001. p. 72. 4Irving, Robert. Fine Houses of Sydney. Australia: Methuen, 2000. P160-169. Another unique feature of the Audette house is the selection of materials used for construction