Emergency Period Media - 1047 Words

Emergency period media In June, 1975, Indira Gandhis government declared a state of emergency and suspended civil liberties. Immediately after this declaration, the government tightened its controls on the Indian mass media, especially o n the newspapers which had reputations of being free and lively. During the Summer of 1975, as Indira Gandhi became increasingly more threatened by the mounting criticisms of her government, she declared a state of emergency. Immediately she took control of the press, prohibiting their reporting of all domestic and international news. The government expelled several foreign correspondents (mainly American and British) and withdrew accreditation from more than 40 Indian reporters who normally covered the†¦show more content†¦H e urged the editors t o express their ideas fearlessly: However, Indira Gandhis call made editors suppress their best thoughts, and for the Indian mass media, freedom became a matter of history. Like other dictators in history, Indira Gandhis first attempt was t o impose thought control o n the populous. F o r her, this was t o be effectuated not merely by controlling the Indian mass media but also by moulding the media t o her own purpose. It has now becomea well- known fact that during the emergency Indira Gandhi had a firm grip on the Indian mass media. This was especially true since radio and television in India are government owned and operated; for Indira, there was the simple matter of controlling the newspapers in order to achieve a total control of the mass media. She used at least three methods in manipulating the newspapers: (1) allocation of government advertising; (2) shotgun merger of the newsagencies;and (3) use of fear-arousal techniques on newspaper publishers, journalists and individual shareholders. The Indian newspapers depend a great deal on governmental advertising; without such revenues, it would be difficult for many Indian newspapers to stay in business. Unfortunately, this has kept many ofthem vulnerable togovernment manipulation. The large scale possibility of such manipulation, however, was not fully demonstra- ted until Indira Gandhis government decided to take advantage of this uniqueShow MoreRelatedThe Problem Of Social Media880 Words   |  4 Pageslonger appropriate to limit the output of emergency information to the traditional delivery methods. Social media use continues to grow at a staggering pace. As of January 2014, 74% of online adults use social networking sites (Pew Research Center, n.d.). The large percentage adults who utilize social networks daily makes their use by government agencies essential. It is no longer acceptable for Dane County Emergency Management not have a social media presence. 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However, these hours are compressed into just six and half hours of real time media use due to multitasking, such as listening to music on an Mp3 player while surfing the internet.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The upshot is that multitasking leads to decreased performance, according to several studiesRead MoreFederal Emergency Management Agency ( Fema )1616 Words   |  7 PagesIntroduction: According to Federal Emergency Management Agency (FEMA), there are many factors that will affect the direction of emergency management in the coming years. These can be classified as global challenges, global opportunities, national challenges, national opportunities, professional challenges, and professional opportunities. 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Lord Of The Flies Compare And Contrast Essay - 1925 Words

Comparison In Lord of the Flies, Golding examines human descent into savagery once isolated from society. Conversely, the epilogue discusses different characters’ reactions after returning to civilization. Over the course of the novel, the boys’ society and order ultimately crumble to the point of total anarchy. When the boys first crash on the island, there is a democratic election to determine who will be chief (Golding, 23). To spare Jack further humiliation from not being elected chief, Ralph asks, â€Å" ‘Jack’s in charge of the choir. They can be—what do you want them to be?’ † and Jack responds â€Å" ‘Hunters’ † (23). At this point, the boys recognized the need for an organized government. Events such as the fire raging out of†¦show more content†¦Jack lands in between Ralph and Roger on the moral spectrum. Due to their different personalities and experiences, the boys have distinctly unique reactions to returning to civilized life in Britain. Epilogue: A Return to the Normal Ralph Simon was right, thought Ralph, they got back all right. Or at least Ralph had. His mind drifted to thoughts of Piggy and Simon. They were the best of them. If anyone, they should have survived. However, Ralph wondered if surviving was really a reward. Most days, Ralph tried to forget what had happened. However, he could not escape his memories today. Ralph’s mother’s voice floated into his room. â€Å"Ralph, lunch is ready. Are you hungry?† she called. No, Ralph was not hungry. After weeks and weeks of surviving on such a meager diet of fruit and the occasional bite of pig, his stomach still hadn’t recovered. Ralph shuddered at the thought of eating pig. A week or so ago, his mother made him eggs and bacon for breakfast. Upon seeing the bacon, Ralph was violently ill with thoughts of Jack and his hunters. Ralph looked up at the sky blue walls of his bedroom from his spot on the floor. He had fashioned himself a nest consisting of blankets and clothing after several sleepless nights in his bed. It was the only way he had been able to fall into a fitful sleep, but only to dream of the beast. Simon had also been right about that, too.Show MoreRelatedLord of the Flies: Compare and Contrast Ralph and Jack Essay1239 Words   |  5 PagesLord of the Flies has many meanings to it that are represented through the characters and their feelings. When comparing the characters in the Lord of The Flies, you can see the obvious change in most of them from the beginning of the book to the end. The two main characters are Ralph, the protagonist and Jack, the antagonist. Ralph and Jack both have different qualities and beliefs that define each of them completely and at times make them both alike in many ways. 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Ptlls T3 Assessment Task Free Essays

Everyone within the educational system is entitled to equality, differentiation, inclusivity, diversity and entitlement. Equality – All students should be treated equally regardless of age, gender, and ethnicity. I therefore would ensure that all students are treated equally regardless of these factors. We will write a custom essay sample on Ptlls T3 Assessment Task or any similar topic only for you Order Now Differentiation – It is very important has a teacher to be able to differentiate between all my learners. My approach to teaching must ensure that all students learn well despite their many differences. The main thing with differentiation is to always remember that all learners are individuals. Because of this i would continually assess all learners throughout their course. Inclusivity – Within the classroom it is important that all learners are made to feel and are actively included in the subject material that i am teaching. They must be made fully aware and are able to understand and participate in all the classroom activities. To make sure all learners are included i would try to make learning as enjoyable as possible through a variety of learning styles. Diversity – No two learners are the same, everyone is different.Therefore diversity consists of visual and non-visual factors which would include personal elements such as culture, background, religious beliefs, race, disability, age and gender. Therefore all these factors must be taken into account within the classroom environment. I would therefore respect each and everyone’s diversities, and would strive to make sure that all learners respect and appreciate on another also. If i had a learner that needed specific support that i am not able to deal with personally then i would have to consider referring them to another department or possibly another organisation. How to cite Ptlls T3 Assessment Task, Papers

Assess the Strategic Dimensions of Apple †Free Samples for Students

Question: Discuss about the Assess the Strategic Dimensions of Apple. Answer: Assess the Strategic Dimensions of Apple Companies around the world use several business strategies to be able to realize their objectives. Apple inc. being of one of the most valuable companies in the world has not been left behind. I have chosen this American based company because I am familiar with it and have an in-depth understanding of its various strategic dimensions. An analysis of Apple indicates that the company relies on its generic strategy, organizational culture, and formal organizational structure to have a competitive advantage against other firms such as BlackBerry, Samsung, and LG. With a culture that puts great emphasis on excellence in product design and high rate of innovation, Apples has succeeded despite its relatively high prices. This outstanding success indicates the effectiveness of Apples strategic dimensions. Strategic Dimensions: Apples Generic Business Strategy Apples generic business strategy is based on Porters model, and it is well-aligned with the companys objectives and intensive growth strategy. This companys generic strategy is broad differentiation. Through this strategy, Apple can stand out in the market. A good illustration of how this works is the companys decision to put great emphasis on elegant design combined user-friendliness as well as high-end branding that has effectively differentiated the company (Heracleous 2013). The broad differentiation strategy enables Apple always to aim high and develop a way to stand out in the crowded global market by using key features that offer greater benefits to customers and not just pricing. The key features that Apples adds to its products, according to Heracleous (2013), helps Apple to set itself apart from its competitors include seamless connectivity and its electronic products and cutting-edge aesthetics in design (Allen Helms 2006). While the strategy has enabled Apple to be more competitive, the company still broadly reaches numerous market segments. Apple has designed products to meet the various needs of people in all its market segments. Through this strategy, it can have a broad market reach. Apple, for example, relies on its MacBook product line to reach out to individuals and business organizations as well. By engaging in similar activities, the companys broad generic strategy enables it to maintain its leadership position as high-value and high-end business (Al-Laham Huth 2011; Trefis Team 2015). The strategy has major implications on the companys strategic objectives. For Apple to effectively apply it, for example, it has to continue to put emphasis on innovation through research and development. Further, the company must develop innovative products continually to ensure it stands out against its competitors. While Apple is known for its efforts to produce innovative devices, that do not guarantee the companys success. After the introduction of new products, competitors usually study the advanced features and produce counterfeits. These new productions are sold at incredibly low prices, thereby affecting the sale of the original products negatively. If the company fails to take an appropriate action at the right time, competitors can catch up with it (Fischer et al. 2008; Arshed Pancholi 2016). Apples broad generalization strategy attempts to solve this effectively by compelling the company to innovate so as to remain ahead of the competition. For that reason, based on Apples broad differentiation generic strategy, one of the companys main strategic objectives is continuous innovation. The generic strategy also compels Apple to ensure it continuous expanding its market reach. For Apple to achieve this requirement, it must not focus on any specific market segment. Apple is competing with all market segments with other companies that operate in the same industry. Based on the generic business strategy, therefore, its other strategic objective is to expand to guarantee a broad market reach (Fischer et al. 2008; Parnell 2006). However, it is impossible to realize such expansion and business growth with intensive growth strategies. As such, Apple has aligned it a generic strategy with intensive growth strategies. Product development is Apples main intensive growth strategy. The other two important strategies are market penetration and market development. The success of Apple, partly, points to properly aligned between the companys growth intensive strategies and its strategy. Apple is strong in product development due to its effectiveness in innovation (Arshed Pancholi 2016; Transformational leadership @ Apple 2002). However, that is not enough for it to be successful. For Apple to be successful, it should put greater emphasis on market penetration and market development. By investing considerably in these two intensive growth strategies, Apple can benefit from its generic business strategy and be more resilient against aggressive competitors such and LG and Samsung (Extension of Generic Strategy 2010; Papachroni Macintosh 2015). Apples Organizational Culture Other than an effective generic strategy, Apples culture is its key factor to its success. The culture determines this companys capabilities in supporting changes as well as new strategies. Apple has ensured its employees are effectively developed and integrated into its culture, and that is central to the companys growth. While Apples culture plays a major role in the growth of the company, it also comes with certain challenges. However, so as to properly match the dynamics of the organization's business environment, Apple has been fine-tuning its culture ( Backer 2013). Some of the features that are critical Apples organizational culture are top-notch excellence, creativity, innovation, secrecy, and moderate combativeness. Top-notch excellence mandates Apple to select only the best of the best employees. Managers of the organization have always been firing workers who fail to meet their expectations. In areas such as product design and development, the company puts great emphasis on excellence (Backer 2013). Apple values creativity and selects employees for their knowledge, skills, and creative abilities. One qualification to be involved in the product design and development is creative. This feature of the organizations culture is has helped it to maintain the ability to develop solutions to business requirements and the needs of the companys customers (Fogliasso Williams 2014). By embracing a highly innovative culture, Apple is being accredited across the world as one of the most helpful organizations. Apple trains all its employees and encourages them to innovate by contributing ideas to the companys product development process. This organization culture has enabled Apple to succeed in facilitating rapid innovation (Fogliasso Williams 2014). Secrecy is another tool that Steve Jobs used to beat the competition, and it has become one major element in Apples culture. Through secrecy, the company can minimize theft of intellectual propriety and propriety information. In Apples policies, rules, and employment contact, this organizational culture is reflected. Through this aspect of the organizations culture, it can protect the business from the negative impact of employee poaching and corporate espionage (Damanpour Aravind 2012). Apple also embraces moderate combativeness. This aspect is associated with Steve Jobs who used a combative leadership approach. In many cases, he challenged employees to be sure they can execute that tasks assigned to them. The current CEO Rim Cook is, however, is working on changing this culture to a more sociable and less combative one. According to Fogliasso and Williams (2014), due to Cooks efforts, the current organization culture of Apple is to a moderate degree of combativeness. There are several implications of these aspects of Apples culture. Creativity, innovation, and top-notch excellence support the companys industry leadership. They empower Apple to stand out in the crowded market. These features also enable competitive advantage. In Apples rapid innovation processes, both excellence and creativity are exceptionally critical (Fogliasso Williams 2014). However, the companys culture also has some drawbacks. The culture of secrecy limits rapport among employees. At the same time, the moderate combativeness can limit the morale of some workers. Schein (2010) says since Apples organizational culture is not perfect yet, it means it has room for major improvements. A strong organizational culture is essential for improving a firms human resource capabilities. Nonetheless, it is noticed that the companys culture has a fairly good link with its strategic objectives and generic strategies, which enables Apple to perform excellently and beat its competitors (ORegan 2015). Apples Formal Organizational Structure Apples organization structure is another important factor contributing to the success of the company. Formal organizational structures have a way of creating growth opportunities for businesses. At the same time, however, it can impose limits on the performance and development of the organization. Apple uses the traditional hierarchy. However, it has incorporated a few elements from other types of organizational structures into its structure. The success of Apple has linked the effective leadership of Steve Jobs as well as innovation. However, without the companys organizational structure, Apple could have failed. The structure ensures support for such effective leadership. Due to the changing market dynamics, Tim Cook has made certain changes to position the company to continue being competitive (Csaszar 2013). Apples continued ability to innovate rapidly is attributed to its formal organizational structure. The company says that support from its structures has enabled it to create new products such as Apple Watch. One of the major features of Apples formal organizational structure that has been essential to the success of this company is a spoke-and-wheel hierarchy. This particular structure has transformed the way things happen in this organization. In the past, there was no hierarchy in Apple, and all decisions had to me made in Steve Jobs office. No one in the office would make major decisions except Jobs himself. Things have, however, changed under Tim Cooks leadership. The hierarchy has changed slightly. Presently, some structures allow more collaboration. Software team and hardware teams, for example, can collaborate and make major decisions (Lehman Haslam 2013). The companys vice presidents have more independence than before. During jobs time, the autonomy of leaders was unheard of, and this indicates that there are many changes in the company structure. The current structure is less stiff than in the past. However, Tim Cook has retained the element of spoke-and-wheel hierarchy where he is still at the center of all operations (Marengo Pasquali 2012). Another organizational structure in Apple is functional-based grouping. By looking at the companys upper tier, one notices that it has function-based grouping. This grouping was derived from the functional type of formal organizational structure. Tim Cook is the overall and below him are senior vice presidents. For example, one of the senior vice presidents is responsible for industrial design, for marketing, and another for retail. Through this structure, Apple is able to address business needs in terms of functions (Marengo Pasquali 2012). The last feature of Apples organizational structure is product-based grouping. The product-based grouping element is evident mainly in the companys lower tier. This structure has been borrowed from the divisional type of organizational structures. There are several vice presidents below the senior vice presidents. These vice presidents are responsible for different outputs or products. One is iOS apps, another for iPad, and yet another for consumer apps. The advantage of adopting this element in Apples formal structure is that it enables the company to address specific products and their specific components (Marengo Pasquali 2012). There are some implications for using Apples organizational structure. To begin with, this structure enables the company to have strong control over its activities. According to Marengo and Pasquali (2012).With a stable hierarchy, the company is better placed to take control of everything that goes on within it. Apple ensures that Tim Cook and his senior leaders control all organizational processes efficiently. On the other hand, Apples organization structure presents limited flexibility. It has the weakness of low flexibility. The problem with hierarchy is often to prevent lower levels to flexibly respond to a variety of business needs as well market demands. However, the current CEO has already made changes to this system by increasing collaboration among almost all parts of the company. That, however, does not guarantee that the structure will support rapid changes. Apples organizational structure shows that Apples still requires all processes to go through the CEO Tim Cook and the senior vice presidents. Recommendations and Conclusion Apples strategic dimensions show that the company is on track to success. However, it needs to do certain things to remain competitive for a long time. Apple uses broad differentiations generic strategy, and that has made it stand out in the market. The strategy is well aligned with the organizations strategies objectives such as the need to develop innovative products continuously and ensure broad market reach. The company should improve the application of its generic business strategy. To do this, it should aggressively penetrate markets, particularly in emerging economies where Apple still has a limited market reach. Besides, for the generic strategy to be effective, the company needs to emphasize on market development. Emphasis on both market penetration and market development is necessary to be able to improve the companys resilience against its competitors. Apples organizational culture is also critical to its success. The combination of creativity, innovation, and top-notch excellence supports it to stand out in the market. For its innovative processes to be successful, Apple has to make the used use of these characteristics of human resource empowerment. However, the company needs to make to consider reducing the level of secrecy and combativeness as they are responsible for negative effects such as limiting the morale of some employees. Apples organizational structure is also responsible for the success of the company. The hierarchy in the companys structure supports strong control over all organizational processes. On the other hand, it brings about limited flexibility. Since the companys structure does not support rapid changes as the CEO and VPs and the key decision makers, the company should consider devolving power to lower tiers to make decision making much easier. The strategic dimensions of Apple make it clear that there are linkages and consistencies within these dimensions. The broad generic strategy compels the company to innovate continuously and penetrate into new markets. The company cultures also create the right environment for innovation. The combination creativity, innovation, and top-notch excellence are essential for the company to be innovative. At the same time, Apples organizational structure also makes it easier to create innovative products. The hierarchy in Apples structure supports strong control over all organizational processes, which is critical for the success of innovative processes. While these strategic dimensions have certain weaknesses that Apple should work on as already outlined above, in this section, they are fairly well interlinked and consistent with the companys strategic objectives. The success of Apple is attributed to the efficiency of the strategic dimensions. References Al-Laham, A, Huth, S 2011, Strategic repositioning of Apple Inc., Fallstudien zum Internationalen Management, 641-664, doi:10.1007/978-3-8349-6793-0_38 Allen, R S, Helms, M 2006, Linking strategic practices and organizational performance to Porters generic strategies,Business ProcessManagement Journal,12(4), 433-454. Arshed, N, Pancholi, J 2016, Porters five forces and generic strategies, Enterprise And Its Business Environment, doi:10.23912/978-1-910158-78-4-2922 Backer, L 2013, Transnational Corporations outward expression of inward self-constitution: the enforcement of human rights by Apple, Inc.Indiana Journal of Global Legal Studies,20, 805-1445. Csaszar, F 2013, An efficient frontier in organization design: Organizational structure as a determinant of exploration and exploitation, Organization Science,24(4), 1083-1101. Damanpour, F, Aravind, D 2012, Organizational structure and innovation revisited: From organic to ambidextrous structure,Handbook of Organizational Creativity, 502-503. Extension of Generic Strategy 2010, Global Business Strategy, 87-116. doi:10.1142/9789814273206_0004 Fischer, L, Staffieri, A., ORourke, J 2008, Apple, Inc.: Pricing the iPhone (A), doi:10.4135/9781526404183 Fischer, L, Staffieri, A., ORourke, J 2008, Apple, Inc.: Pricing the iPhone (B), doi:10.4135/9781526404190 Fogliasso, C E, Williams, A 2014, Analysis Of the business, societal and governmental relationships of apple inc.,Leadership OrganizationalManagement Journal,2014(1), 161-175. Heracleous, L 2013, Quantum strategy at Apple Inc, Organizational Dynamics, 42(2), 92-99. doi:10.1016/j.orgdyn.2013.03.002 Lehman, G, Haslam, C 2013, Accounting for the Apple Inc business model: Corporate value capture and dysfunctional economic and social consequences, InAccounting Forum(Vol. 37, No. 4, pp. 245-248), Elsevier Marengo, L, Pasquali, C 2012, How to get what you want when you do not know what you want: A model of incentives, organizational structure, and learning,Organization Science,23(5), 1298-1310. ORegan, G 2015, Apple Inc. Pillars of Computing, 25-30. doi:10.1007/978-3-319-21464-1_5 Papachroni, A., Macintosh, R 2015, Apple. Strategic Management, 151-161, doi:10.1007/978-1-137-03545-5_14 Schein, E 2010,Organizational culture and leadership(Vol. 2), John Wiley Sons. Parnell, J 2006, Generic strategies after two decades: a reconceptualization of competitive strategy,Management Decision,44(8), 1139-1154. Transformational leadership @ Apple 2002, Strategic Direction, 18(6), 5-7, doi:10.1108/02580540210793581 Trefis Team 2015, How Apple is bolstering its advertising strategy with iOS 9. Forbes.