Internal Factor Evaluation Essay Example for Free

Internal Factor Evaluation EssayInternal factors of a college or university include faculty, students, staff, alumni, athletic program, personal plant, grounds and maintenance, student housing, administration, academic programs, fraternities, sororities, and public relations. The sum come in of all weighted score is equal to the total weighted score, final value of total weighted score should be between range 1.0 (low) to 4.0 (high). The average weighted score for IFE matrix is 2.5 any company total weighted score sink below 2.5 consider as weak. The company total weighted score higher than 2. 5 is consider as strong position. And from the table above Philippine Womens University Sta. Cruz, Laguna Campus has a slight strong internal position and there are many areas need to improve further. StrategiesAfter we evaluate our university, we regard that there are some things that the university should do like daily checking of air-cons, lights, flushes of toilets, etc. They shoul d build clinic in case of emergency, they should also build canteen, hire an HR, and have a head of each colleges. They should also include all the other or extra fees in tuition fee. And theres one thing that is distinguished for us senior, we guess that they should take some actions in helping them on finding OJT. And maintain their strength or much better to improve it more.

The End of Art Essay Example for Free

The End of contrivancework EssayThe end of ruse is non the death of art, but the wholesale elimination of what apply to be num erateed art and its replacement by a new creation pluralism. When art has exhausted itself and this concept has been brought into the forefront of the consciousness, this aw arness signals the end of art. Art is no longer art in the traditional sense (having a manifesto-aesthetically pleasing, etc. ) because the accessibility to art and to create art has allowed the masses to be exposed to it and to parry it. As Danto says any art made after Andy Warhol in the 1960s is not attached to any manifesto, and the art that is produced after the end of art is consider pluralism and cultural artifacts. A shift from the artwork itself evoking an emotional response is no longer relevant. The criterion for which art must stand up to be is gone. Simply, fundamentally philosophy bring into beings more important than the art itself. As shown by Hegel, We have g one beyond just the emotional response to art, our judgments about the art, our judgments about the art is not for creating art again, but understanding the philosophy behind it.As with Modernism which pushed art to its limit, The age of Manifestos is what it took to be philosophy into the heart of artistic toildiscovery of that philosophical truth (Danto, 30). An example of common manifesto of the college dorm room The lava lamp, the Salvador Dali poster, the futon, the psychedelic trinkets overall the place individually, but now it has combined break apart manifestos into one manifesto together. What the artist has created become less about the physicality of it and about the philosophy and the idea behind it.He takes the idea that thither are no more criterion to what makes art art, that anything can be art, and thus the term art becomes meaningless and needs a new term pluralism. The emancipation that anyone can create something and it may possibly be considered pluralism or a cultural artifact has democratized the whole process and eliminated the novices, the middlemen, in the process. The consumer and the creator are brought together, and the critic is left looking for work.What is considered art is determined by a group of individuals who are involved in the arts either academically, critically, an artist, buyers, sellers, etc. Danto believes that art critics steady down what is considered art and accordingly art is assigned a worth. I disagree with Danto. The art critic is obsolete because if anything can be art then on that point is no real authority on what is art (pluralism) in the post historical phase? What self-respecting art critic would stake his or her story on say, beanie babies?But people pay thousands of dollars for something that in an earlier age could only be described as art. It is not that people go forth not make art, but that pluralism cannot be held up against the traditional criteria of the past historical art, as shown, Not that art died or that painters stopped painting, but that the storey of art, structured narratively, had come to an end (Danto, 125). The modernism movement in which art shifted from being about making interpretations of the world to a search for internal meaning.Artists were no longer concerned to imitate reality, but to give objective expression to the feelings reality elicited in them (Danto, 65). Hegels idea that art had ended was not accepted widely during his time because much more artwork and the furthering of art would continue for some time. The imitation of reality through painting was overlorded when we shifted from the mimesis range of a function in which painting reality as accurately as possible was the goal. The camera was the nail in the coffin.(Danto, 25) Realism was out a job. So what do you do when you dont have a job? Become a philosopher Modernism reflects the only thing that taking a brush laughable with paint to a canvas had left to do make a closing demesnement. Dantos claim is fitting because there has not been anything new presented in the artworld, since Warhols paintings, but what about technology. Graphic design was advance(a), but is it pluralism or technology? Does technology further pluralism or destroy it?What does Danto mean by the achieve narrative of history, and how does this explain the end of art? The end of a certain narrative of art and of history as discussed by Danto from the 1400s up until the 1960s had progressing innovative development, in which it is only possible when art is preserved, to which the artists can compare their own representations and transform his or her on work beyond the art of their predecessors (Danto, 66). The imitation of keep and reality, in painting, was essential to the furthering of the discipline.The categorical story of paintings progression, and therefore arts progression, from classical to medieval to romanticism to renaissance to impressionism, and so on exposed in indivi dually period (which is only possible because of history) a new innovation, a new way of representing reality and non-realities. With paintings on the caves to the two dimensional arts to the advent of the camera/photograph which culminated the wests goal to attain perfection or at least represent reality as closely to the actual object of which it was representing.The master narrative which can only be recognized and understood after enough time has passed is Dantos idea (Hegel) that the story of Western art and the characteristics of that story include aesthetics, beauty, skill and a certain meaning or statement (manifesto) behind it are rendered meaningless. As Danto describes, the master narrative of the history of artin the West but by the end not in the West aloneis that there is an era of imitation, followed by an era of ideology, followed by our post-historical era in which, with qualification, anything goes. . .In our narrative, at first only mimesis was art, then several(p renominal) things were art but each tried to extinguish its competitors, and then, finally, it became apparent that there were no stylistic or philosophical constraints. There is no special way works of art have to be. And that is the present and, I should say, the final moment in the master narrative. It is the end of the story(Danto, 47). This story that Danto says has come to an conclusion. The narrative that art should be beautiful or have a struggle or have a certain technique to it no longer applies. Modern art has culminated in its conclusion.This challenged our ideas of painting, instead of painting objects or the external world to painting a come out or idea, They were thinking of Robert Rymans more or less all-white paintings, or perhaps the aggressive monotonous stripe paintings of the French artist Daniel Buren (Danto, 4). This shows that art (painting) had become completely exhausted externally and all that was left to discover was the internal. The shift in the master narrative for art from realism to abstract (ideas) was essentially delineation the external world to the internal world of the self (or artist).It became about how the artists ideas, about emotions and other realities. The master narrative of art has lost its force to continue to further arts progression, it is like the scriptures of the bible, where it is detached and ironic from current times and the individual. What once existed only for the select few is now an equalitarian experiment, thus so no one save the authoritarian longing for the days when he could tyrannically rule over the masses should mourn the end of art.The heap that only the select few, the artists, the critics, the buyers, the sellers have reign over the realm of the culturally significant and beautiful ended. 3. How does the development of popular art and melody reflect the answers accustomed in previous questions? According to Danto, Pop-art brought about the end of art. Essentially by taking a common object (artifact) or sound or concept that is familiar or well known to people and putting it in a different circumstance thus making it foreign or unfamiliar. Art (pluralism) is stuck in the cyclical loop that just keeps manipulating the familiar making it unfamiliar thus making familiar again.Danto believes that all that is left are the philosophical ideas. This goes covering to the idea. The idea is what motivates the art. As with Josef Albers picture, Study in Green, was a new idea at the time, however anybody can do that now. Once something new has been created then it is done and if another creates a similar piece it will not be original art and it will be considered esque of the original artist. With the advent of pop art which turns ordinary objects into art, than all things become art rendering the term art meaningless as a term for defining.Warhol said everything can be art therefore there is beauty in everything. The great traditional paradigm of the visual arts had been , in fact, that of mimesis, which served the theoretical purposes of art admirably for several centuriesto extirpate competing paradigms (Danto, 29). It was believed that modernism would continue to carry art further. This was not the case. Roy Lichtensteins famous comic-book style paintings were not just brute copies, but much situation and intention went into his paintings, however this is the end.One cannot tell the difference between the actual object and the art that it is representing, in which reality and art imploded in on each other. Once Pop-art hit into mainstream through consumerism and once again the idea of taking a popular object and making it unfamiliar. Andy Warhol broke down elitism of high art/low art dichotomy and made it accessible to all. This allowed for more creativity with applying ideas to different mediums. Dantos idea that we are currently in a state of a cyclical familiarity-unfamiliarity can be shown often times in individual musicians/artists progress ion, such as Bjork.The progression of Bjorks pop music in early recordings to currently, with combinations of genres and possibly unclassified types of composition, in which she fuses two or more mechanical instruments together with technology like micro-controllers and turns it into music. However this does not mean that it is unplanned or lacking complex structure. As shown with early electronic music, such as, Xenakiss Chrome in which he recorded the crackling of a perk up in a fireplace, and he was the first to do it.He took something that is common and made it uncommon. Also, it was considered new music because there is no reference point. Unlike music of today where almost everything is piggy-backed on something else it can leave a feeling that music is homogenous. With the term of selling-out it does not just relate to selling to advertisers, or ever-changing the essence of the music, but even getting popular is considered a form of selling out, for one to be artistic one m ust stay in obscurity.I believe there still is underground music because as long as there is radio and the big wigs determine who is important/big, there will be big acts and small acts. However, it does not seem likely this will last regardless of how many downloaders are sued. We are currently in a story-less moment in history. There are no definitive criteria, no manifesto, and no parameters. We are in an exciting time where anything can be art (pluralism) and anyone can be an artist. We make look back at this time and it will be labeled post-historical, but for now we are in a time of great change in art and thus so in society.

The Religion In Contamination

The Religion In ContaminationTo understand this article The Case for Contamination, it helps to know that Kwame Anthony Appiah is an advocate of world(a)ism, a global moral philosophy which aims to establish universality and shared values as a determinant or common denominator.(Appiah book, 2006). Cosmopolitanism is still a brewing concept, although the theme has been traced to the cynic Diogenes of Ancient Greece (410 B.C.) who claimed world citizenship and to the 2nd century stoic Hierocles who drew the Concentric Circle Model of the self opening out for concern to family, local anesthetic group, citizens, countrymen and humanity. Whether it is simply an idea, an ethical way-of-life or a movement, Cosmopolitanism is still to gain wider acceptance by present-day thinkers, moralists, and ideologists. In his book Cosmopolitanism Ethics in a reality of Strangers, Appiah clarifies that Cosmopolitanism is basically an ethical principle. Still, he forewarns, non every ethical princi ple, inclusive of religion, which claims universality, is Cosmopolitanism. To understand this mind-set, Appiahs aforesaid article deserves examination.AnalysisUn deal his book Cosmopolitanism Ethics in a World of Stranger, the article under consideration focuses less on Cosmopolitanism and much on the phenomenon of cultural swop. Through personally drawn examples, expressed in a descriptive narrative way, Appiah shows that cultural assimilation takes various forms. And in his own home place in Asante, Ghana, Appiah finds exotic traditional customs beingness observed by fellow-Ghanaians, even as they show signs of modern 21st century living, wearing Western suits and using technology gadgets the likes of cellphones. And while root in their traditions, Appiah comments, Ghanaians cod established connections with the West, and such is the case with his Ghana president who is a Catholic and an Oxford graduate, while Ghandian youths are students and working immigrants in London, the U nited States, lacquer and other developed countries in the globe. Appiah notes that there are cultural purists, who advocate the preservation of pristine cultural values and traditions. However, this attitude does not conform to the ethics of globalization or Cosmopolitanism. For him the appropriate object of moral concern in Cosmopolitanism is the individual, not whole nations, tribes or peoples. Each and everyone is a citizen of the world, but the world is not closer to Cosmopolitanism, he adds, when homogeneity means only superficiality or artificiality in cultural changes. He describes how common it is for people to change in ways they like inventing new forms of differences new hairstyles, new slang, even new religions (Appiah article, 2006). Also, some changes may be liked, while others disliked. For example, the influence of global economy may be a problem to those who have to adjust crops and livelihood, although acceptable even exciting for the well-placed who find oppor tunities in global change. In the case of religion, Christianization may have succeeded by way of mass conversions, but some elements of folk unearthly practices continue to prevail showing the fact that Christianity has been accepted in external form, but not in essence.In this article, Appiah treats religion in two distinct ways First as a cultural artifice, subject to change as both other, and secondly as a terrible new form of anti-cosmopolitanism. In the first form, religion brings the mapping of a cultural artifact, which undergoes change, and evokes different responses, good or bad. In this way, religious cultural change is like other cultural changes that are brought about by increased globalization of ideas. It plays a common role as other aspects of culture, such as dress, language or custom. It simply affects change, and some people like that, some do not.Appiah thinks that diversity in culture, including religious traditions, is an acceptable situation. However, the process of cultural change which creates only one cultural mode is unacceptable. This is so, since artificial cultural diversity and homogeneity may actually be an entrapment which prevents mans evolving into a higher nature. Rather than artificiality and homogeneity, diversity may be more conducive to mans nature to attain the maturation of his mental, moral and aesthetic potentials, as well as to mans getting a fair share in happiness in life.For Appiah, religion can play a second and more dangerous role. He cites the neo-fundamentalist idea of a global utopia, which can be a problem to humankind. In his book, Appriah explains that a religious utopia displays a faade of faith in human dignity and shared ideals with people in m whatsoever countries (2006). However, behind this faade is intolerance which can embolden utopian ideologues to make war against any nation that goes in the way of their sense of universal justice. For Appiah, whenever religion is upheld with a fundamentali st attitude to culture, the imperialist disposition is unleashed. He drew similarities from sinister ideologues like Marx, Mao and Pol Pot who used the name of universal humanity, but who also sought to stamp out religion.Alternative approachAppiahs portrayal of the roles religions play in cultural change contributes to his aim to advance Cosmopolitanism along substantial cultural change that advances global citizenry in the world. He appears too defensive however, of Christian fundamentalism and centuries of hybridization which, for example, transformed through the centuries the historical Nazarene from a beloved teacher to a Pauline liberator of the gentiles, a God-Word among Gnostics, a God-Son in roman type Christianity, the Pantacrator or Omnipotent in Greek Christian Orthodoxy and many other forms comprising what scholars consider as the mythical delivery boy. Artifice in religious cultural change may be blamed but the imperialistic connivance by state and religion is more l ikely to the cause of prolonged religious separation, preconceived notion and violence in human history. Thus, the barriers to genuine Cosmopolitanism and universalism appear more formidable than it seems. Even today, while radical fundamentalism is worrisome, institutional differences among religions are the main barriers to Cosmopolitanism. Ethical advocates like Appiah may call for tolerance and respect for the freedom of individuals to make their own choices, but the world will remain divided among hundreds of institutional churches and thousands of religious denominations, sects and cults in the world.The historical Jesus was faced by the dilemma of separation among orthodox Jews and the unorthodox Samaritans, and was asked outright whether Jews should worship in Jerusalem or Samaria. To the surprise of his listeners, Jesus said it is in neither of the two places will Jews and non-Jews worship God. Rather than worship localized in places, Jesus predicted that in a future sente nce worship will be done only in spirit and truth. He may have spoken his mind on Cosmopolitanism.ConclusionCosmopolitan advocates speak in various ways, but they all agree on the need for non-curtailment of cultural freedom. Within this cultural freedom based on political, economic, religious, circumstances, impropriety should be respected in order to provide the foundation for otherness. Otherness is comprised by cultural differences in aims, structures, and other differences. I argue, however, that while religion is set within cultures, it is also innate in nature, which has been awakening through the centuries in defining truth, knowledge, acceptance and other facets of human harmony with life.Religious cosmopolitanism? It is an idea that already finds concrete application in the United Nations and international agencies, foundations, and organizations. The man of the world actually came during the ancient times of Greek Stoicism, but his message was far beyond his time and ab ove the grasp of the people of his days. Through the centuries state-church imperialism held its reign and the his rule, his religion, principle established empires, kingdoms and fiefdoms. The social and political landscape continued to change until the advent of humanism in the fifteenth century, paving the way for the Reformation and the Period of Enlightenment which broke Christendom and ushered in modern society. After the industrial and technological revolutions, we may have an emerging phase of civilization favorable to cosmopolitan identity. However, as Cosmopolitanism makes a demand for estrangement of ones culture and history, the political system of nation-states may take more time to change. The fundamentalist adherence to religious culture that foments global terror is also especially problematic today. This situation makes it more difficult to say if ethical universality is near. In the end, the answer may be found in the words of the mystic George Macdonald Our conscio usness will not be rebuilt in a night. It takes a long time to finish the new creation of this redemption.

The Supporting People Programme And Housing Problems Social Work Essay

The keep People Programme And Housing Problems Social Work try onThis essay examines the Supporting People programme, a scheme introduced on 1st April 2003 with the aim of addressing the housing subscribe tos of societys just about vulnerable individuals (Supporting People, 2009). Firstly, the programme will be described, followed by a concentrate on how it actively seeks to involve individuals with disabilities and complex wellness and keep up needs to be involved in their support and supervise arrangements.The Supporting People programme is a decentralised programme delivered through 152 authorities and by voluntary, community, and housing associations. At any one time, the programme tolerate be supporting as many as one million people from a range of disadvantaged groups. Service exploiters include older people, the homeless, those with cordial health issues, and women at risk of domestic violence. The Supporting People Quality legal opinion Frame belong (QAF) agreed a new core objective that would focus on assistance user mesh and empowerment. This objective is aimed at cutting across all core objectives and involves a commitment to supporting independence, informed choice, consulting with helping users, and offering opportunities to be involved in the running of the Supporting People serve wells. Some of the service user enfolding initiatives currently underway are discussed throughout this essay.Sitra, a registered charity offering policy, training and consultancy for housing with care and support, are a charity who are working closely with central government and bailiwick bodies to ensure that the views and perspectives of the sector, and the vulnerable people that it supports are represented and understood (Sitra, 2011a, p.1). In their efforts to achieve this, they have introduced the concept of partnership working between organisations and service users. coalition working is aimed at involving and empowering people in improving servic es and the experience of using them. This actively supports the governments Personalisation Agenda, which places a huge emphasis on the inclusion of service users in the design and delivery of services (Dickinson and Glasby, 2010).Sitra overly run two training courses in client involvement, which are co-produced and co-delivered by rung and service users. sensation of the training programmes is entitled Client Engagement Getting the Thinking Right (Sitra 2011b). This course is designed to challenge organisations to find new ways of working that get along and actively seek to involve service users. A second training program, entitled Client Engagement Making it a Reality, emphasises how the way staff communicate, listen, heap up feedback and involve service users has an impact on service user involvement (Sitra, 2011c). Through such training programmes, organisations are provided with ideas and models for service user involvement.At a local level, Westminster have been involving service users in their support and care arrangements via the Mental Health Service Users Panel (Supporting People, 2007). The panel comprises a group of service users who work with the council in the planning and development of present and future housing projects to meet the needs of local people. Initiatives such as this one directly support the Tenants operate Authority (TSA), which has highlighted service user companionship as a key component for Registered Social Landlords (TSA, 2008). Indeed, under the Supporting People Quality Assessment material (QAF) housing related support and care providers are now required to place service users at the centre of their strategic plans in efforts to demonstrate feel service provision and achieve level A standard (i.e. evidenced examples where no standards score C). Even to achieve level C (minimum required standard), providers need to demonstrate that they have fully engaged with service users (TSA, 2010).Another local initiative demon strating how the Supporting People programme has been working towards service user involvement is NOAH Enterprise (Gill, 2010). NOAH Enterprise is a charity based in Luton (Bedfordshire) designed to help people who are homeless or contending with issues around exclusion. Service user involvement is claimed to be an integral part of the way of life at NOAH Enterprise, with examples being that service users are involved in helping in their offbeat Centre or at retail outlets. There is also the opportunity to learn transferable skills in workshops, thus empowering service users towards independence. Every volunteer and service user who helps NOAH Enterprise over a 3-month period receives a certificate of achievement, thus demonstrating the active encouragement of service user involvement.There are also a number of events that have been organised around client involvement, including a client involvement conference to be held in mid-2011 (Sitra, 2011c). This conference has been co-organ ised by staff and service users, demonstrating new ways of working together in partnership being put into practice. A similar conference was held in January 2010, which included participation and presentations from both staff and service users.One problem confronted by the Supporting People programme in their service user involvement efforts has been lack of support from some tenants, especially in sheltered accommodation (Audit Commission, 2009). However, regular audits conducted since the inception of the Supporting People programme have primarily highlights the benefits of these service user involvement initiatives. Such benefits include improvements in tailored support through active service user involvement (Audit commission 2005). The Audit Commission report that the Supporting People advancement to service user inclusion and staff and service user partnership has helped move many providers from a more paternalistic approach to one where service users are able to influence se rvices. Furthermore, increased service user involvement was a key feature of those authorities who received high inspection scores. Such findings are supported by an evaluation conducted by Cameron et al. (2007) that found that integrating services to support people with complex needs is most effective when the service is determined by the characteristics of the service user.ReferencesAudit Commission., 2009. Supporting People Programme 2005-2009. online. Available from http//www.audit-commission.gov.uk/SiteCollectionDocuments/Downloads/spprogramme200509acfinalreportclg.pdf cited 03 April 2011.Cameron, A., et al., 2007. The challenges of joint working lessons from the Supporting People health pilot evaluation. International Journal of Integrated Care, 7, 1-9.Dickinson, H. and Glasby, J., 2010. Third Sector Research Centre Working Paper 30 The personalisation agenda implications for the third sector. online. Available from http//www.tsrc.ac.uk/LinkClick.aspx?fileticket=U8tazrnMZ%2Bs %3Dtabid= vitamin D cited 03 April 2011.Gill, S., 2010. Positive outcomes and service user involvement. Bulletin. NOAH Enterprise.Sitra., 2011a. online. Policy and public affairs. online. Available from http//www.sitra.org.uk/policy_and_public_affairs/ cited 03 April 2011.Sitra., 2011b. Client engagement getting the thinking right online. Available from http//www.sitra.org/1230/ cited 03 April 2011.Sitra., 2011c. Client involvement in housing support and care Sharing and learning good practice. online. Available from http//www.sitra.org/client_involvement_conference/ cited 03 April 2011.Supporting People, 2007. Supporting people newsletter. online. http//www3.westminster.gov.uk/docstores/publications_store/Supporting%20People_V6.pdf cited 03 April 2011.Supporting People, 2009. The Supporting People Programme. 13th Report of Session 2008-09 Volume I, House of Commons Communities and Local Government Committee. London The Stationery Office Limited.Tenant Services Authority (TSA), 201 0. Quality Assessment Framework (QAF) Regulatory framework for cordial housing in England from April 2010. online. Available from http//www.tenantservicesauthority.org/server/show/ConWebDoc.20175 cited 03 April 2011.Tenant Services Authority (TSA), 2008. Regulatory guidance for registered social landlords. online. Available from http//www.tenantservicesauthority.org/server/show/ConWebDoc.15355 cited 03 April 2011.

Human Resource Management Strategy Business Essay

Human mental imagery Management Strategy Business EssayStrategic Human preference oversight is a foreignize that facilitates the mien an physical composition is being ran. The Human Resource Management strategy and the argumentation strategy must be tot whollyy integrated. (Kearns, 2008). In todays neo world, they be different expressive styles in which HRM within an organization operates but then they focus their attention on three main areas of management which are staffing, employee pay and defining or designing work. The target of every HRM de adjournments in some(prenominal) organization depart be to optimize the effectiveness of its employee in grade to maximize productivity and step forwardgrowth profit. According to Edward L. Gubman as observed in the journal of rail line strategy, The basic thrill of homophile choices will always be to acquire, develop and retain talent align the work force with the communication channel and be an excellent contributor to the profession. Those three challenges will never change. The back oculus sinister of any conquestful connection is the HR department. The HR department must admit executive management with fundamental ideas that will help to not unless gain market share, but entice and retain talent. Once the HR strategy of an organization is in function then its managements state sees that company goals are embraced and thither are several ways they can do this which includes communication, input, feedback, positive reinforcement, protects etc. In recent year, observers obligate cited a decided trend towards a fundamental reassessment of HR social structures and positions. A cascade of changing business conditions, changing organizational structures, and changing leadership have been forcing gentle resource departments to alter their perspective on their role and functions almost-overnight, wrote John Johnston in Business Quarterly.Figure 1Strategy Implementation in an HR Environm entEmergent strategiesThe SHRM functions can be known of having six (6) menus of HRM practices, from which organizations can choose the ones that is most appropriate for implementing their strategy. The Strategies of organizations varies depending on the level and structure of that organization and in that respect is no know strategy which is the best suitable.The company I will be looking at to see how its HRM operates in the Organization is Barclays collection PLC.1.2. strategical HUMAN RESOURCE MANAGEMENT IN BARCLAYS GROUP PLCBrief history of BarclaysBarclays plc is a major global multinational financial services provider busy in retail and commercial banking. Barclays has two geographical concentrations in the financial industry global retail banking and corporate investment banking wealth management with trading operations in more than fifty countries with an extensive international presence in Europe, the Americas, Africa and Asia. Barclays has got approximately fifteen thousand six hundreds colleagues internationally and it moves, lends, invests and protects money for over forty-eight million customers and clients.Barclays plc has a global network of more than one hundred and fifty-five thousand people working across a range of businesses therefore makes the HR team of Barclays face a unique challenges. In such a diverse and internationally spread company, HR experts work with every business unit to help Barclays stay ahead of the competition by attracting and retaining the best people available and make sure that they are all in the mightily jobs and do the best work that will create sustainable benefits for the works, customers and share substantiateers, all over the world. But its not all ab verboten refreshful elevate that the HR management team of Barclays focuses on. It is in any case committed to nurturing its established colleague and the HR team play a vital role in supervise performances and monitoring a host of training platfor ms. The HRM of Barclays Group is divided into different professional Job titles that deal with the Human resource pertaind issues and plays an important part in every business unit of company.The purpose of SHRM in BarclaysThe purpose or importance of SHRM in Barclays cannot be over emphasized, the success and failure of any organization depends solely on its HR management.The Primary purpose associated with mankind resource management in Barclays includes Job analysis and staffing (recruitment), organization and manipulation of workforce, beat and appraisal of workforce performance, implementation of remunerate systems for employees, professional development of workers and maintenance of workforce.I. Job analysis and recruitment The HRM in Barclays has the responsibility of recruiting people for various business positions in the company they determine the skills, and experience undeniable to adequately perform in a position, identification of job and industry trends and anti cipation of future employments. They provide valid information ab tabu jobs that is used to hire and promote people, determine wages, determine training involve, and manage the flow of personnel into and out of Barclays.II. Organization, maintenance and utilization The HRM dept of Barclays maintains the workforce of the company. The duty here involves designing an organizational framework that makes maximum use of an enterprises human resources and establishing systems of communication that helps the organization to operate in a structured manner. Other responsibilities in this area include health and safety and worker management relations. Maintenance task related to worker-management relations primarily entails working with advertise union handling grievances related to misconduct, such as theft or sexual harassment and devising communication systems to foster cooperation and shared sense of mission among the employees.III. Performance appraisal The HRM of Barclays assesses emp loyees job performance and provides feedbacks to the employees on both their positive and negative performance. The performance appraisal is important because it is used to determine the salary growth and promotions and in the case of a negative performance, dismissal might follow.IV. Reward systems This system is managed by the HRM in Barclays. This aspect of management is important because it provides the mechanism by which company provide their worker with a reward for past achievements and incentives for high performance in the future. They also use this system to shell out a task within the work force through institution of disciplinary measures.V. Employee development and training The HR is responsible for identifying the training needs of Barclays employee and initiates and evaluates developments designs designed to address those needs. These training programs ranges from orientation programmes, which are designed to acclimate new hire of the company, to ambitious educati on programmes indented to familiarize workers with a new software systems.1.3 Contributions of SHRM to achievements of Barclays objectives substantive contributions to the business processes of Barclays processes are increasingly recognized as within the purview of active human resource management practices. The HRM of Barclays disseminates guideline for and monitoring employees behaviors and ensuring that the company is obeying worker-related regulative guidelines. The HRM professional are aware of the fundamentals of learning and motivations and carefully design and monitor training and development programmes that has helped in achieving the aim and objectives of the company by increasing the quality of products and services delivered and increase growth and profit that benefits the whole organization.The HRM of Barclays has been deeply involved in reshaping of the companys structure under increased external and internal complexity and in managing other aspect of strategic change in Barclays Group. The role and importance of SHRM in Barclays cannot be over emphasized, the success and failure of the company depends solely on its HRM and they can only succeed when the right strategy is applied. Having the companys mission in mind at all clock has been a driving force to the achievements of HR team of Barclays Group and technological changes with the help of SAP (enterprise resource planning tool) helps Barclays to succeed in todays tough business climate.Figure 1.2This table below show how the SHRM add value to an Organization.Source CIPD, The case for good people management, 2001.2.1. The business factor that underpin the HR planning in BarclaysStrength of the companyBarclays aggroup has a widespread of global presence allowing it to spread its risk of exposure and enjoy economic of scale. The Barclays brand is salubrious-established historically and has become ingrained in the psyche of the consumers and continually promoted, for example, through sponso rship of Premier league football. Barclays is particularly associated with innovation, it brought out the scratch debit and credit vizor and most recently the one plus card combining Oyster, cashless and credit functions for London-based customers. The opening of new flagship branches along with a refurbishment programme can be seen as an attempt to refocus on customers demand for a strong presence on the high street. The opening of new flagship branches along with a refurbishment programme can be seen as an attempt to refocus on customers demand for a strong presence on the high street. There is an increased online growth and online security to combat fraud and they enjoy a robust financial performance.The business growthBarclays business strategy is to achieve good growth through time by diversifying its business base and increasing its presence in markets and segments that are growing rapidly.This is control by the Groups ambition to become one of a handful of universal banks leash the global financial services industry, helping customers and clients end-to-end the world achieve their goals.The strategy is based on the principles of earn, invest and grow. nurtureing this are four strategic priorities Build the best bank in the UK, hasten the growth of global businesses, Develop retail and commercial banking activities in selected countries outside the UK, Enhance operational excellence.Barclays five guiding principles are key to the way the business operates Winning together Achieving collective and individual success Best people Developing talented colleagues to r for each one their full potential, to ensure Barclays retains a leading position in the global financial services industry Customer and client focus Understanding customers and serving them brilliantly. Pioneering Driving new ideas, adding diverse skills and up(p) operational excellence. Trusted Acting with the highest integrity to retain the trust of customers, external stakeholder s and colleagues.To continually compete internationally, Barclays must strive to perform customer service at an utmost level of excellence which will promote the company worldwide as a organization that can be relied upon time after time for small individual accounts as well as huge corporate accounts. To accomplish this, Barclays must identify their customer groups and the needs associated with each particular group and develop products and services that will be of great value to their customers. The practices that have worked in the past must be reconfigured to work for years to come and alimentation Barclays up exitd with the high changing IT world. This will call for new investments into new levels of technology that can help offer higher levels of service to its customers. Along with the apparent increase in speed that IT will allow Barclays to accomplish routine tasks, technology will also reduce risk of errors and fraud. (www.thebanker.com). IT will allow up to date informat ion to be at the fingertips of Barclays managers, giving managers a huge advantage when it comes to making decisions and in pin pointing groups of customers that can have a high added value to Barclays. The fine-tuning of IT will also eliminate weaknesses within Barclays practices, preventing failures that effect customers and frankincense reducing excessive and unnecessary costs.In recent years, Barclays has been very successful in carrying out its desired tactics.Huge investment strategies that have led to this increase in profits include the acquirements within its Barclaycard card business.With growth on its mind, Barclays has set out to create an international business that if forecasted correctly, the income generated in its Barclaycard division will be of equal value internationally as well as domestically by 2013. Barclays has also placed strategic action in growing throughout Europe up to sixty percent in the near feature.2.2. Human resource requirement to open new technolo gy bone marrow in Johannesburg, South AfricaIn order to successfully open a new technological center in South Africa, Barclays will require having a structure (accommodation), the need the right number of staff, at the right place and the right time and supply with the right technical skills to design, implement, manage projects and be able to develop new technological innovation. To assess the capacity required to do this research has to be carried out to derive the quantitative and qualitative data about the human requirement in this sector.The operations and activities in this center will range from upgrading ATMs, hosts the applications for the regions markets, credit card transfer, looking after all the net work and infrastructure applications and re-plat forming a countrys banks.The HR also needs to put in place a career development programmes for the staffs that will be working in this center and rewards and benefit packages.2.3. The human resource plan in BarclaysResourcin g Manager The resourcing managers partners with each of the business unit of Barclays in order to help them attract and retain the best people for every job. They produce a schedule that deals the recruitment programme for the various types and levels of services.HR Operations Advisor The HR operation advisor of Barclays supports the internal and external clients to ensure that the logistic affecting new starters, movers within the business and people leaving the company are dealt with smoothly and efficiently.Benefits Administrator/ Pension Administrator The duty of the people here is to assist a pension politics Team Leader, the Benefits Administrator reconcile pension calculations, answer members queries and help with correspondence.HR Business Partner HR Business Partners work alongside business leaders in a specific area of the Group to improve performance, advertising on recruitment, retention and development issues for that sector.Compensation and Benefits Analyst Compe nsation and Benefits Analyst will set salaries for job roles to ensure that proposed compensation and reward packages are benchmarked and war-ridden.2.4. Contribution of human resources to Barclays objectivesHR professional take a strategic memory access to human resource management. Human resource management seeks to proactively provide a competitive advantage through the companys most important asset its human resources. Human resources has a great impact on the implementation of plan by developing and aligning HRM practices that ensure the company has a motivated employee with the necessary skills. Human resource management in Barclays interacts between people, technology and the task to be performed in context with the objectives, goals and strategic plan of the company. HR plays a of import role in such key area activities like attracting, selection and recruitment, employee orientations, retaining talent, promotions and termination process, and performance management includ ing individual assessments, measuring and improving work performances, all these have significant impact on the employee turnover. The HR in Barclays sees to employee and the organizational development programme to maintain and improve skills as well as reward systems, benefits and compliance available for staffs also laws, policies, health and safety. The HR of Barclays gives a detailed job description and hires the right skills for a particular job and draws up programme for the professional development of the employee for e.g. learning to operate a new technology, this makes Barclays a leader in terms of new innovation thus providing a competitive advantage. They also plan effectively ahead with the number of staffs required to reduce cost to an optimum and ensure working processes are running smooth, this provides effective performance, thus increasing financial performance as indexed by productivity and market share value. The HR of Barclays also uses system such as incentives to achieve a specific goal. The reward system affects the companys performance through increasing the quality of products and services. The companys HR cares about the need and well being of their employees and provides a comfortable working environment this increases the employees motivation and enhanced productivity performance.3.1. The purpose of human resource policies in BarclaysThe Human Resource Policy is simply a set of documents that describes an organizations policies for operation and the procedures necessary to fulfill the practices for its managerial, supervisory staff, and all employees. This documents sets out the policy for all the human resource related issues in the company including some policies from the government that relates to the company business activities. The purpose of this policy is to help the organization to maximize return on investment in the organizations human capital and maximize financial risk. The policy sets the standards of operations compli ance, effective internal management control systems lamblike with regulation standards and processes of all the business unit of Barclays. The HR policy provides a clear guidance to the employees as to what their responsibilities and obligations are, and their behavior that last beyond the residency of a particular business unit or executive. An HR policy also helps Barclays to avoid liability for their employees actions and helps protect against legal claims. HR policies promote consistency antenna to meet their needs as they develop continuity with regards to flexible working and general understanding of the management strategy within the Barclays business environment. An HR policy also helps Barclays to keep up with competitors e.g. policies are may be review in order to attract or retain employee. Policies are set in line with the companys strategy and planned to suit the culture, circumstances and size of the company. HR policies need to be reviewed with changes to the enviro nment and growth with the company. So without these policies there will be no sense of direction within the company and it will be difficult for such an organization to achieve it aims and objectives.3.2 The impact of restrictive requirements on human resource policies in Barclays.The regulatory requirements are the licenses, restrictions and laws that are applicable to a business product or services, imposed by the government. The regulations go a long way from protecting the environment to ensuring work place safety. Such regulations includes legal and regulatory requirement related to pay, equality, employment rights and responsibilities, data protection, discrimination, etc. The cumulative burden of the regulation requirements by the law can have a positive or a negative impact on a companys aims and objectives and can easily overwhelm businesses.The Employment Act 2008 sets out the laws on employment rights and welfare of the employee. The HR managers must now plan the employm ent package under this employment Act which is very expensive to implement. For e.g. the law makes provision about the procedure for the resolution of employment disputes to provide for compensation for financial loss on cases of unlawful underpayment or non-payment, to make provision about the enforcement of minimum wages legislation. Barclays manages health and safety at a local level under the requirement and any mistake done can cause the company thousands of pounds on compensation.There is continuing political and regulatory interrogatory of the operations of the retail banking and consumer credit industries in the UK, EU, US, South Africa and elsewhere. For example, in the United States, Barclays Bank PLC and certain US subsidiaries and branches of the bank are subjected to a comprehensive regulatory structure, involving numerous statutes, ruling and regulations, including the global Banking Act of 1978, the Banking Holding Company Act of 1956, as amended, the foreign Bank Supervision Enhancement Act of 1991 and the USA nationalist Act of 2001. Such laws and regulations impose limitation on the type of businesses, and the ways in which they may be conducted, in the United States and on the location amplification of banking business there. Non compliance to these regulations could lead to fines, public reprimands, damage to reputations, enforced suspension of operations or, in extreme case, withdrawal of authorization to operate. The new government has taken up decisions to step up regulatory pressures on banks it introduced a bank tax and is appointing a commission on banking to decide whether or not the banks should be broken up. Barclays has hinted it may move its operations overseas if the commission decides to force it to separate its retail and investment banking sectors.4.1 The impact of organizational structure on the management of human resources in J SainsburysIn an organization where different people works together, they need a defined sys tem through which they relate to each other and through which there can be a coordination of their efforts. The defined relationships among the elements of an organization, namely people, tasks, structure, and information and control processes that characterize all organizations is referred to as organizational structure.Brief Business review of J SainsburysJ. Sainsburys plc is the parent company of Sainsburys Supermarket Ltd, commonly known as Sainsburys or Sainsburys and JS, the second largest chain of supermarkets in the United Kingdom with a share of the UK supermarket sector of 16.6%. The group head office is in the Sainsburys Store Support Center in Holborn, city of London.J Sainsburys plc was founded in 1869 by John James Sainsburys and his wife Mary Ann, in London, and grew rapidly during the tight-laced era and today operates a total of 872 stores comprising 537 supermarkets and 355 convenience stores. It jointly owns Sainsburys bank with Lloyds Banking Group and has two p roperty joint ventures with Land Securities Group and The British Land Company PLC.The Sainsburys brand is built upon a heritage of providing customers with healthy, safe, fresh and tasty food. Quality and fair prices go hand-in-hand with a responsible approach to business. The store employs over 150,000 colleagues that serve over 19million customers a week and their largest store offers around 30,000 products.Read full story, available on jsainsburys.co.uk/businessreview assessed 27 Jan 2011.4.1.1 Organization structure of J. Sainsburys4.1.2 The operation mechanism1. David Tyler (Chairman) He joined the Board on Oct 1 2009 and became the Chairman on Nov 1 2009. He is non executive chairman of Logica plc and a Non-executive conductor of Experian plc and Burberry Group plc, where he also chairs the Remuneration delegation. He was previously Group finance manager of GUS plc (1997-2006) and has held senior ?nancial and general management roles with Christies International plc (1989-9 6), County NatWest Limited (1986-89) and Unilever PLC (1974-86). He was also Chairman of 3i Quoted Private Equity plc (2007-09) and a Non- decision maker coach of Reckitt Benckiser Group plc over the same period.2. Justin King (Chief Executive) Appointed Chief Executive Officer on 29 March 2004 and is also Chairman of the Operating Board. He has been a NonExecutive Director of Staples, Inc. since September 2007 and was appointed to the board of the London Organizing military commission of the Olympic Games and Paralympics Games in January 2009. He was formerly Director of Food at Marks Spencer plc and from 1994 to 2001 he held a number of senior positions at ASDA/WalMart in Trading, HR and retail. Justin was previously Managing Director of Hagen Dazs UK and spent much of his early career with Mars Confectionery and Pepsi International.3. Darren Shapland (Chief Financial Officer) Appointed Chief Financial Officer on 1 horrible 2005 and is also Chairman of Sainsburys Bank plc. D arren was appointed a Non-Executive Director of Ladbrokes plc in November 2009. He was formerly Group Finance Director of Carpet-right plc (2002-05) and Finance Director of Superdrug Stores plc (2000-02). Between 1988 and 2000, Darren held a number of financial and operational management roles at Arcadia plc including Joint Managing Director, Arcadia Home Shopping Finance Director of Arcadia brands Finance Director, Top Shop/Top Man (Burton Group) and Director of Supply Chain Programme (Burton Group).4. Mike Coupe (Trading Director) Appointed an Executive Director on 1 August 2007 and has been a member of the Operating Board since October 2004. He joined Sainsburys from great Food Group where he was a Board Director of Big Food Group plc and Managing Director of Iceland Food Stores. Mike previously worked for both ASDA and Tesco, where he served in a variety of senior management roles. He is also a member of the supervisory board of GSI UK.5. John McAdam (Senior Independent Direct or) Appointed a Non-Executive Director on 1 September 2005. He is Chairman of Rentokil initial plc and United Utilities plc. He is also a Non-Executive Director of Rolls-Royce Group plc and Sara Lee Corporation. John joined Unilever PLC as a management trainee in 1974 and went on to hold a number of senior positions in Birds Eye Walls, Quest and Unichema, before the deal of the Specialty Chemical Businesses to ICI in 1997. He was Chief Executive of ICI plc, until its sale to Akzo Nobel, and was formerly a Non-Executive Director of Severn Trent plc (2000-2005).6. Anna Ford (Non-Executive Director) Appointed a Non-Executive Director on 2 May 2006. She retired from the BBC in 2006, after 32 years in News and Current Affairs. Anna is a Non-Executive Director of N Brown Group plc and has been a Trustee of the Royal Botanical Gardens in Kew, London a clotheshorse of the Royal Geographical Society a Trustee of Forum for the Future Chancellor of Manchester University and an Honorary Ben cher of Middle Temple.7. Mary Harris (Non-Executive Director) Appointed a Non-Executive Director on 1 August 2007. She is a member of the supervisory boards of TNT NV and Unibail Rodamco S.E. Mary previously spent much of her career with McKinsey Company, most recently as a partner, and her previous work experience included working for PepsiCo in Greece and the UK as a sales and marketing executive.8. Bob Stack (Non-Executive Director) Appointed a Non-Executive Director on 1 January 2005. He was a Director of Cadbury plc until December 2008. He joined Cadbury Beverages in the US in 1990 and was first appointed to the Board of Cadbury Schweppes plc in May 1996 as Group Human Resources Director. In March 2000 he was appointed Chief Human Resources Officer and took on responsibility for communication and an external affair in addition to HR. Bob is Trustee and Non-Executive Director of Earth watch International and also a Non-Executive Director and Chairman of the Remuneration Commi ttee of IMI plc.9. Gary Hughes (Non-Executive Director) -Appointed a Non-Executive Director on 1 January 2005. Gary is Chief Financial Officer of the Gala Coral Group and a Director of the Scottish Exhibition optic Limited. Formerly he was Chief Executive of CMP Information Limited, a division of United Business Media plc (2006-08), Group Finance Director of Emap plc (2000-05), Group Finance Director of SMG plc (19962000), and Deputy Finance Director of Forte plc (1994-96). Prior to this Gary held a number of senior management positions with Guinness plc in the UK and in North America.10. Val Gooding (Non-Executive Director) -Appointed a Non-Executive Director on 11 January 2007. She was formerly Chief Executive of BUPA (1998-2008), which she joined from British Airways, and is a Non-Executive Director of Standard Chartered Bank plc. Val is a member of the BBCs Executive Board and the Advisory Board of the Warwick Business School. She is a Trustee of the British Museum and a Non-Ex ecutive Director of the Lawn Tennis Association. She was formerly a Non-Executive Director of Compass Group plc and BAA plc.11. Neil Sachdev (Commercial Director) Joined Sainsburys in March 2007 as Commercial Director following 28 years at Tesco, where he worked in a range of different business areas including Stores Board Director UK Property/Operations (2000-06) Supply Chain Director (19992000) Director, Competition Commission (1998-99) Support Director (February 1998-September 1998) and Retail Director (1994-98). Neil is Non-Executive Director and a member of the Audit and Remuneration Committees of Capital Shopping Centers Group PLC.12. Matt Brittin (Non-Executive Director) Appointed a Non-Executive Director on 27 January 2011. Matt is Managing Director of Google in the UK Ireland. Before joining Google at the start of 2007, Matt spent much of his career in media and marketing, with particular interests in strategy, commercial development and sales performance. This included Commercial and Digital leadership roles in UK media. Matt has an MBA from London Business School and an MA from Cambridge. In 2010 he was voted wire magazines Most Influential Person in the Digital World.The organizational structure of Sainsburys is fit with the imperatives defined by needs to keep costs down, provide operational excellence and help to develop the potential of the human capital inside the organization.The organizational structures of the company allows the human resource department to smooth co-operation among employees, create effective communication among the employees, provide a clear defined roles, responsibility and processes.Organization structure is used for choosing the plan that utilizes marginal resources and achieve maximum returns. From Human Resource perspectives, it is the organizational structure that drives the employees to their full capacities and capabilities. The organizational structure will enable the Human Resource department to screen all the employees of the organization into achievers and non-achievers.4.2 The impact of organizational culture on the management of human resourcesThe cultures of an organization are thought of as those that evolve in colloquy and is influx, constantly changing. It is the culture of an organization that defines what things mean, whether they are valued as good or bad, right or wrong, and how things are to be done when answers cant be fixed by formal structure, policy or procedures.There are two aspect of organizational culture the culture within an organization and the culture outside and organization especially hen company operates its business globally, it has to adapt to local cultures.Sainsburys have their strong organizational culture along with their corporate strategies. Sainsburys introduced the self checkout system in 2002 this helped the organization to save cost on s

Alexander the Great :: essays research papers fc

horse parsley the massiveIntroductionAlexander III was born on July 20th, 356 BC to King Philip II and Olympias. He was born in Pella, Macedonia. In 343 BC Aristotle was hired to educate Alexander at the age of 13. In 338 he commanded for the first time the Calvary during the dispute of Chaeronea. Alexander ascends the throne of Macedonia in 336 BC after the murder of his father, King Philip II. 336-323 BC is when he started his empire, conquering kingdom after kingdom. Why was Alexander the huge?Alexander III was known as Alexander the Great to his people from 336-323 BC.Why to this solar day do we still look at Alexander the Great as one of the greatest rulers of the world? Even though Alexander ruled for only 13 years as king of Macedonian what do him gain the title as Alexander the Great? Should he be known for it because of his military skills, his popularity with his people or his leadership skills? Why did Alexander be to be called the Great? He was not the first of his time to be called it. There were two others before him that were called the Great, the Persian King Cyrus the Great and the Egyptian Pharaoh Ramses the Great. To this day his leadership skills are still considered by military experts as being the most outstanding commanders of all time. Alexander was able to motivate and inspire his force to fight any battle for him by leading his troops, talked to every single troop and received the same wounds that they did. One thing that can only be marveled at is the over whelming factor, his charisma. He was the only individual that was able to hold together an empire together. After his death the empire fell apart into competing kingdoms.Alexander III is known to have helped shaped the world the way we know it today. Persians, Egyptians, Babylonians were eastern cultures that dominated the world until Alexander came into rule. He changed the focus on elegance from the eastern to the western societies, Greece and Rome. Alexander took the gol d reserves of the Persian Kings and minted it into currency, using his resources to build new cities while continuing his conquest of other kingdoms. This enabled the Greek refining to spread through out the known world and improving trade relations and activities. Alexander established an economic system that remained active until the industrial transition in the 18th century.

Marketing MA Management and International Business Essay -- Business a

merchandise MA Management and International BusinessIntroductionCRM is a term for methodologists, technologies and e-commercecapabilities -used by companies to manage node relationships.(Foss, 20011) It is also called customer management, customer careand sometimes customer centricity or customer-centric management.(Brown, 20001)All the names and definitions of CRM have customer, as its core-it isthe management of customer relationships, which attempts torevolutionize marketing and reshape entire profession models.To survive and grow the backup must make a profit. To make a profitit has to find people who are willing to pay much for itsproducts/services than they cost. Therefore profit comes fromcustomers.All Profit comes from customersSo if no profit=no businessAnd no customers=no profitThen no customers=no businessTherefore customers ARE the businessThe idea of CRM is not new-it was the way the local shopkeeper treatedhis customer-he knew him, knew what was happening in his li fe, what hewas buying, ( mavin to one marketing?) etc. What is new though is thatnowadays the retailers try to establish dialog with tens of thousandsor even millions of customers in an attempt to understand them better,their individual postulate and maximise the lifetime value of thisrelationship. In this respect it is not revolution of marketing, butrather evolution. The old model of doing business is back into action at law but armed with technology and different schemes to reach thecustomer and retain them for life.The four types of CRM programmes, described by Stanley (2000) areaimed at enabling the company to adopt back customers, who have defectedor are planning to, (Win Back or Save), to create loyalty amongcustomers (retail Loyalty), to up-sell or cross sell services to thesecustomers (Cross Sell/Up-Sell) and to mind-set for new customers (Prospecting)Retail LoyaltyLoyalty is a feeling or attitude of devoted attachment and affectionor the act of binding oneself (intellec tually or emotionally) to acourse of action. (http//dictionary.reference.com)In everyday life loyalty implies emotional commitment to family andfriends, fidelity in marriage. It also suggests monogamy-one choiceabove all others. (Humby et.al, 20039)In this sense loyalty is something expected. But when it comes to... ...ce a Customer, Always a Customer Dublin OakTree PressFoss, B., Stone, M., (2001) Successful Customer RelationshipMarketing London Kogan PageGilbert, D., (1999) Retail Marketing Management Harlow FT/PitmanHumby, C. et al., (2003) Scoring Points London Kogan PageOliver R. (1997) Research New York McGraw HillOmar, O (1999) Retail Marketing LondonFT ManagementReichheld, R. (1996) The Quest for Loyalty Boston Harvard BusinessSchool PressDaley, J (2004) Is a toaster a fairish swap for your loyalty as ashopper? The Independent (http//proquest.umi.com)Davis, H. (2002) Marketing is all about intellectual use of dataLoyalty GuideJones, K (2002) are you exploiting the potenti al of your customerbase? Loyalty Guidehttp//www.at1.uk.com/Loyalty_Fundamentals.htmwww.bbc.co.uk/cgi-bin/search/results. asda+loyalty+schemewww.foodanddrinkeurope.com/news/news- -loyalty-cards http//www.mori.com/polls/2002/blacksun.shtml 2002)http//money.guardian.co.uk/(Datamonitor report by E.Ripley)www.mori.comhttp//news.bbc.co.uk/1/hi/business/52056.stmCross J. (2004) Lecture notes Southampton, University College