SOP Essay Example | Topics and Well Written Essays - 1000 words

SOP - Essay Example I worked in the Jeddah office for a little over a year in the sales department. There, my core job was to help the customers get the best health insurance for them and their families. After my stint with the Insurance Company, I joined Samba Financial Group, where I worked in the customer service department for two years. This job required me to provide satisfactory explanation to many questions posed by customers about all the products and services we offer. The experience I gained by working for these organizations made me realize that I love helping people, and created a strong inclination in me towards finding self-fulfillment in helping others. All my life I have been encountering injustice in the treatment of people with disabilities in my country, that’s precisely why I want to work in the public sector and run programs to raise awareness for people with special needs in order for me to contribute to society. Society has given me so much and it is just about time for me to give something back to the society. After working those five years in different jobs I found myself developing and helping others gain the most value from the products and services I sold them, and I changed my mind about what had been built in it from the Saudi society that all women are not aim to work and give. In Saudi Arabia we have to wait for marriage and live under the wings of a man and cannot be independent, which made me careless when I was in college and didn’t care about my grades. In June 2010 I shifted my base to the United States and am presently pursuing proficient level English courses at EC Boston. Since the time I have come to the US I have noticed that people with disability are independent and living as there is nothing can stop them from enjoying their life and I find this amazing, I have learned a lot from such people. They are the epitome of courage and dedication, And that is totally different from how it is in Saudi Arabia, which

Models Of Organisational Culture Management Essay

Models Of Organisational Culture Management Essay The research will present literature of various models of organisational culture. The research will concentrate on models of organisational culture by Schein, Hofstede, Denison and competing value framework models. This model will be presented to give a framework for organisational culture. The models of organisational culture are very important to the study as they explore the various perspectives of authors and how they are applied in organisational setting. The study will focus on the Denison model of organisational culture. 2.2.1 Schein (1992) discusses the levels of culture namely; artefact, espoused value, basic underlying assumption. 2.2.2 Artefacts Artefacts deal with organisational attribute that can be perceived, felt and heard as new members join the organisation, they are difficult to measure. According to Du Toit (2002), artefacts are visible, obvious expressions of culture. They are the tangible and audible demonstration of behaviour supported by organisational norms, values and assumptions. They range from aspects such as architecture, office design, language, rituals and celebrations. 2.2.3 Espoused Values This level deals with espoused goals, norms, standard, morals and principle, and it is measureable. It is the value from the foundation as to what is acceptable and what is not acceptable. They represent what is considered as right and wrong and forms an ethical code of the organisation. Norms relate to value that indicate the expectancy amongst members in the organisation. Norms offers the organisation with unwritten rules that shows the expectations in terms of actions appropriate to certain situation. Norms and values support the artefact of a culture (Du Toit, 2002). 2.2.4 Basic Underlying Assumption This level is the basis of the culture of an organisation. Basic assumptions are unconscious and are often taken for granted, but they are often how employees feel in an organisation. The basic assumptions are often taken for granted to the degree that there is little variation within culture unit. They serve as a guiding behaviour that tell people how to think, feel and perceive work, performance goals relationships and performance of co-workers. (Du Toit, 2002) Figure 1 Scheins Model of organisational Culture Source: Schein, E.H. organisational culture and leadership, Jossey-Bass, San Francisco, 1992, figure 9. 2.3 Hofstedes Model of organisational Culture Hofstedes four levels of culture are symbols, heroes, rituals, and values. This cultural model was for the relationship between organisational culture and local cultures. . 2.3.1 Symbols Symbols is the first level of this cultural model. Symbols convey a specific meaning within a culture, (Davidson, 2004). According to Denison (1990), symbols are the most obvious elements of culture, presenting the gestures, objects or words, which are acknowledged by those who belong to the same organisational culture. 2.3.2 Heroes Heroes according to Davidson (2004) are people who are recognised to have characteristics that are highly valued and most times are winners in the organisation. They function as models of behaviour within the organisation (Hofstede, 1985). 2.3.3 Rituals Rituals represent a number of activities in the culture that are extra but are considered socially vital. According to Hofstede (1985), symbols, heroes and rituals can be termed as practices, because they can be seen and observe. 2.3.4 Values According to Hofstede, the essential aspect of culture is formed by values, which are broad propensities to have a preference of certain state to others which are the deepest level of culture (Denison, 1990). Figure 2 Hofstede organisational culture model Source Adapted from Davidson (2004, p.47) 2.4 Competing Value Framework Model The competing value framework consists of two dimensions which have been encompassed into four groups. The first dimension is allied to organisational focus, from an internal emphasis on the well-being and development of individuals in the organisation and to an external emphasis on the well-being and development of the organisation itself. The second dimension distinguishes organisational preference for structure and signifies the difference between stability, control, flexibility and change. The two dimensions form the four quadrants of the model (Cameron and Quinn, 2006). 2.4.1 Clan Model The clan model in the upper left quadrant places a great importance on the flexibility and internal focus, and stresses on cohesion, moral and human resource development as standard for effectiveness. This model focuses on friendly working environment, like one big family where individuals have a lot in common and share things among themselves. Leaders are seen as mentor, and they represent a parental symbol. What keeps the organisation together is loyalty, custom and teamwork. The organisation focuses on long-run remunerations of individuals development with a sense of high unity and morale being important, whilst commitment becomes very high (Cameron Ettington, 1988). Accordingly, Cameron and Quinn (1991) argued that clannish organisations place importance on attachment, affiliation and membership support. The definition of achievement at this level is in terms of thoughtfulness to clients and concern for people, exceptional focus is on teamwork, involvement and harmony in the org anisation (Cameron Quinn, 2006). 2.4.2 Adhocracy model The Adhocracy model is located in the upper right quadrant emphasising on flexibility and external focus, and highlight on readiness, growth, resource, acquisition and external support. The organisation is measured as a vigorous, enterprising, and resourceful workplace, where employees stick their necks out to take risks for the organisation. Leaders are ambitious, productive and risk-oriented. The organisation is held together by commitment to experiment and invention. The focus is being at the foremost edge of work knowledge, products and other services. Willingness for change and meeting new challenges are significant. The organisations long- run emphasis is on fast growth and obtaining new resources. Denison and Spreitzer (1991) argued that, the resources are predicted to cultivate innovation and cutting-edge output. Behaviours come from members creativity, self-determination and adaptability (Cameron and Quinn, 2006). 2.4.3 Market model This model is located in the lower right quadrant with emphasis on control. It has internal focus, and stresses on the role of information management, communication, stability and control. The most important attention is for work to done. Leaders become motivating creators, directors, and contestants. Leaders are tough and demanding. The bond that holds the organisation together is on importance on winning. The long-run concern is on competitive movements and achieving strategic goals and targets. The style of the organisation is striving on competiveness (Cameron and Quinn, 2006). 2.4.4 Hierarchy model Hierarchy model is in the lower left quadrant. This model emphasises on control. It has external focus, and views planning, goal setting, productivity and efficiency as effective. It is branded as a formal and organized place to work. Measures and well define practice govern what people do. Leaders in the organisation are good coordinators, planners, and efficient experts. The long-run of the organisation are constancy, expectedness and efficiency. Official guidelines and policies hold the organisation together (Cameron Quinn 2006). Behaviours that affect these values consist of conformity and predictability. Denison and Spreitzer (1991) argued that these values, in turn, promote efficiency, timeliness, and smooth functioning. Figure 3 Competing Value Framework Source from Cameron and Quinn (1999) 2.5 The Denison Organisational Culture Model. Denison (1990) established four basic views of organisational culture traits namely; mission, consistency, involvement and adaptability 2.5.1Mission Denison (1990) postulates that, culture that offers a shared definition of the role and purpose of the organisation is not only positively linked with putting in their efforts in the interests of the organisation, but also helps in finding the direction and goals which makes it easier to select appropriate course of action for the organisation. A sense of mission permits an organisation to shape present behaviours by predicting a desired future state. Being able to adopt and recognise with an organisations mission contributes both short and long-term commitment to the organisation. Organisations that have low mission scores usually have top executives who concentrate on controlling their organisation, second-guess their direct report and make thorough decisions about products, people and resources. Also, organisation with low mission scores respond to competitors who have redefined the rules, goals and not very understanding to many employees and the long term drive of the organisation is not very motivating. The mission model has three divisions; 2.5.1a. Strategic Direction and Intent A clear strategy intention communicates the organisations purpose and has a clear indication on how everyone in organisation can contribute and make an impact in the organisation (Denison et al., 2006). This affirms the argument by (Baker., 2002) that strategic planning and identification are very important for maintaining organisational culture (Baker., 2002). 2.5.1b Goals and Objectives According to Denison et al (2006), a clear set goals and objective can be associated to the mission, vision and strategy and this give a clear direction to employees in an organisation. To be able to function effectively an organisation should be able to plan future course of action and also have a well-defined understanding of where they are going and the strategy to get there. 2.5.1cVision Denison et al (2006) posit that, the organisation has a shared view of preferred future and it stands for core values and apprehends the heart and minds of the members of the organisation, whiles giving guiding principle and direction. Mobley et al (2005) discovered from a study when assessing a global office furniture firm that, high score on vision may be indicative to people in the organisation having a clear idea as to the vision of the organisation. Denison and Fey (2006) argued that mission is the most significant cultural characteristics for the organisations concentrating on sales growth. 2.5.2 Consistency Denison (1990) suggests that, a reliable procedure for exchanging information is communication because it brings about an agreement on the meaning of words, actions and other symbols and further argued that organisational members will enhance their internal co-ordination and stimulate meaning and a sense of identification when they have a common perspective, shared beliefs and communal values. Organisations are effective when they are consistent and well incorporated (Safflord, 1998). To back this view, Denison, 2006; Gordon and Ditomaso,1992; Schein, 1992; argued that, behaviour is rooted in the set of core value, that leaders and followers are capable in agreeing and including various points of view and that the organisations activities are well coordinated and integrates. A consistent organisation cultivates an idea and produce organisational systems that build an essential system of authority based on consensual support. 2.5.2a Core Value Members of organisations often share a set of values which generates a sense of identity and a clear set of expectation. A research in Russia, conducted by Denison and Fey (2006) indicated that employees viewed core values to be important. The response of employees showed that the main purpose of the firm is to uphold the integrity of the current authority structure. 2.5.2b Agreement When members of organisations are able to reach agreement on critical issues, there is an agreement. This involves the fundamental level of agreement and the capacity to settle the differences as they happen (Denison et al., 2006). A study conducted on the effect of organisational practices on individual attitudes and behaviour by Fisher and Alford (2000) discovered that it is important to establish if agreement within the organisation is about the main organisational practices. Agreement will build up the impact of organisational practices of individual work behaviour. Disagreement on the other hand will weaken the connection between organisational practices and work attitude and behaviour. 2.5.2c Co-ordination and Integration Different departments of organisation are able to work together to accomplish a common goal whiles organisational boundaries do not affect getting the work done (Denison et al., 2006). The Wyandotte city council did a research to determine ways to decrease operational cost and to enhance customer service. The Denison culture survey was administered and the outcome was low consistency scores which point out that the city council should enhance integration and co-ordination in order to increase operational effectiveness, (Buno and Bowditch, 1998). Organisations that have low consistency score most of the times have customers who get unsatisfied for the reason that no one seems to be able to speak for the whole organisation. According to Rondeau and Wagner (1999), strong consistency cultures which highlight adherence to formal roles, rules and regulation and traditions, were discovered to be usually less likely to use systematic approaches when reacting to change. 2.5.3 Involvement Involvement incorporates the significance that the organisation places on building the capabilities of its professional and administrative employees. The value that the organisation has on team orientation against individual accomplishment and the feeling of ownership is created by the high level involvement. According to Denison, Jonovics Young and Cho (2006), employees are committed to their work when they feel a strong sense of ownership. They indicated that, people at all levels believe that they have some contribution into decisions that will affect their work and will make them believe that their work is directly connected to the organisational goals. The involvement view on organisational culture postulates that, the role of organisational effectiveness is the level of involvement of organisations members participation. A sense of ownership and responsibility is created by a high level of involvement and participation. This ownership produces a high level of commitment to the organisation and an increasing ability to operate under circumstances of ambiguity. The outcome is an increase in the level of employee commitment to the organisation which tends to reduce the needs for formal systems of control in organisation and leading to performance improvement (Denison, 1990). Organisation with a high level of involvement depends on informal, voluntary and implicit control system instead of formal, explicit, bureaucratic control systems. On the other hand, organisation with low involvement generally shows an organisation whose employees are detached from their work, ignorant of its importance and its link to the rest of the organisation, reluctant to accept greater responsibility and are tentative about working with people who are not from their immediate circle (Denison et al., 2006) The involvement part of the Denison model has three divisions. 2.5.3a Empowerment According to Denison et al (2006), people have the authority, initiative and aptitude to manage their own work. This produces a sense of ownership and responsibility to the organisation. Greastey, Bryman, Dairity, Prince, Soetanto and King (2005) did an investigation on how empowerment is perceived by employees in a construction firm and discovered that the strict regulations and rules under which construction workers operate, hinder their freedom to impact the work that they do. Additional discoveries suggest that the role of the employees direct supervisor has a strong impact on the diffusion of empowerment. To concur this view, findings of an investigation done by Benko (2001) perceived that if employees were not constrained by rules, regulation and limitations, they were able work more efficiently, promptly and effectively. 2.5.3b Team Orientation Denison et el (2006) postulate that, organisation depends on team effort to get work done as value is placed on working together towards a common goal for which every employee feel jointly responsible. Scott et al (2003) conducted a research on team orientation; they found out that, group association and teamwork have been linked with greater implementation of continuous quality development practice. 2.5.3c Capability Development According to Denison et al (2006), capability development of the organisation is the continuously investment in the development of employees skills to enable the organisation to stay competitive and meet on-going business demands. Managers and employees must learn how they can work well in a market economy, so an organisational culture that place importance on training and capability development of workers is very essential, (Puffer, 1992). Research point out those effective organisations empowers and engages their employees, build their organisation around teams and develop human skill at all levels (Block, 1991; Buckingham Coffman, 1999; Lawler, 1996; Spreitzer, 1995). Fey and Denison (2006) discovered that involvement is the most key dimension of organisational culture for organisation whose primary aim is employees satisfaction. To harmonise this view, research conducted examining organisational culture in a hospital setting found that strong involvement cultures were possible to increase employee participation, increase employee training and development expenditure, and increase use of self-managed work teams (Rondeau and Wagner, 1999). 2.5.4 Adaptability Denison and Mishra (1995) argue that organisation which has a strong adaptability generally experience sales and growth market share. Organisations which have low adaptability score generally have an internal focus and struggle to respond to competitors, customers and employees with new ideas. Low adaptability organisations operate on apathy and their past accomplishment may possibly create barriers for future success. Top managers in these organisations devote their time responding to results of standard operating procedures, controlling the organisation and managing short-term performance, instead of leading change or long-term thinking (Denison et al., 2006). 2.5.4a Creating Change Denison et al (2006) argued that, an organisation is able to create adaptive ways to meet changing needs. It is also able to read the business environment to react quickly to trends and predict future changes. A research conducted by Price (2003) in assessing organisational culture in a manufacturing firm, discovered that most employees showed that they were not rewarded or respected for discovering new and better ways of doing things, and they are not able to quickly adapt, change is met with opposition and the organisation is not taking the initiative. Areas that need improvement were identified in order for the organisation to adapt to the external environment. 2.5.4b Customer Focus Customer focus mirrors the extent to which the organisation is motivated by a concern to satisfy its customers. The organisation recognises and responds to their customers and predicts their future needs (Denison et al., 2006). Price (2003) when assessing the organisational culture of the manufacturing firm reached that most employees felt that they were meeting the needs and expectations of the customers. 2.5.4c. Organisational Learning The organisation obtains, interpret indicators from the environment into opportunities. The opportunities serve as a means to inspire innovation, gain knowledge and develop competences (Denison et al., 2006). Rondeau and Wagner (1999) from the study they conducted reported that strong adaptability cultures emphasis employees innovation, risk-taking, internal flexibility and entrepreneurialism. Also according to Doherty and Hardy (1996) adaptability to the environment is an essential element in ensuring innovative success. Figure 4: Denison organisational culture model Adapted from www.denisonconsulting.com 2.6 ORGANISATIONAL COMMIMENT The idea of organisational commitment has increase in the literature on industrial and organisational psychology (Cohen, 2003). The theory of organisational commitment is a concept different from other concepts such as job satisfaction, job involvement, career salience, occupational commitment, turnover intentions and work group attachment (Cohen, 1993; Mathieu Farr, 1991; Meyer et al.,1993; Morrow McElroy, 1986; Mueller et al; 1992). Apart from being a different concept, organisational commitment adds exclusively to the forecast of important outcome variables such as performance, turnover and withdrawal behaviours (Mathieu and Zajac, 1990; Meyer et al, 1993; Tett and Meyer, 1993). Research has emphasised that commitment has a great impact on the successful performance of an organisation. A highly committed employee in an organisation will identify with the goals, objectives and values of the organisation and will have a strong desire of being associated with the organisation. 2.6.1 Definition of organisational commitment. The concept of organisational commitment was defined by Mowday et al (1982, p.27) as, the relative strength of an individuals identification with and involvement in a particular organisation. OReilly and Chatman (1986, p.493), defined organisational commitment as the psychological attachment felt by the person for the organisation; it will reflect the degree to which the individual internalises or adopts characteristics or perspective of the organisation. Organisational commitment has been defined as a psychological state that binds the individuals to the organisation (Allen and Meyers, 1990, p.14). Mathieu and Zajac, (1990, p.171) also defines organisational commitment as a bond or link between the individual and the organisation. However, Steers (1977) defined organisational commitment as a comparative strength of an employees identification and participation with an organisation. According to Mowday, (1992), commitment consists of three components, it is identification with the goals and values of the organisation, a desire to belong to the organisation and willingness to display effort on organisations behalf. Researchers suggest that commitment impacts behaviour independently of other motives or attitudes and, might lead to the persistence in a course of action even in the face of conflicting motives or attitudes. Thus, commitment can lead individuals to behave in a way that, from the perspective of neutral observers, might seem in contrast to their own self-interest, e.g. a temporary employee who is productive despite having no job security (Meyer and Herscovitch, 2001, p. 301). For the purpose of this research, the definition and components given by Allen and Meyer (1990) will be used. 2.6.2 Models of organisational commitment The research will present literature of various models of organisational commitment. The research will concentrate on the Morrows model, OReilly Chatmans model, Etzionis model, and Allen and Meyer model. These models will be presented to give a framework for organisational culture. The models of organisational commitment are very important to the study as they explore the various perspectives of authors and how they are applied in organisational setting. The study will focus on the Allen and Meyers model of organisational commitment. 2.6.3 OReilly and Chatmans model of commitment The model of commitment by OReilly and Chatman according to Herscovitch and Meyer (2001), was based on the theory that commitment signifies a frame of mind towards an organisation, and that there are different ways through which attitude can be cultivated. OReilly and Chatman (1986) argued that commitment takes three different forms, established on Kelmans work on attitude and behaviour change. The three commitment forms are as follows: Compliance Commitment, which is the instrumental involvement for specific extrinsic rewards. Identification commitment, which involves attachment based on a desired for affiliation with the organisation Internalisation commitment which involves envisaged on congruence between the individual and the organisational values. 2.6.4 Morrows model of commitment Morrow (1983) gives five different forms of organisational commitment. The forms of commitment are divided into two broad categories. The first category looks at commitment that impact work attitude with no association to organisation where one is working. These are Protestant work ethic (Mirels and Garret, 1971), Career commitment (Greenhaus, 1971) and Job commitment. The second category looks at commitment that are impacted by the organisation where one is working, these are continuance and affective organisational commitment (Allen and Meyers, 1993) 2.6.4a Protestant Work ETHIC (PWE) Protestant work ethic (PWE) according to Aaron Cohen (1999), determining factor are felt to be a principally a function of personality and secondarily a function of culture (Morrow, 1983). The character connection is based on the observation that ethical authorization with stable personality and demographic traits. Power work ethical is related to work experience variables or to work outcomes (Morrow, 1983). 2.6.4b Job Commitment Job commitment according to Aaron Cohen is a function of personality or individual difference and the work situation (Morrow, 1993). Thus demographic and work experiences are expected to relate to job involvement (Blau and Boal, 1989). 2.6.4c Career Commitment Blau(1985) suggest that the principal determinants in career commitment are; individual differences and situational characteristics. Therefore, for the demography variables, the same pattern of relationship is expected for career commitment with the job involvement. 2.6.4d Affective Commitment Affective organisational commitment was discovered to be related to a wide variety of literatures. Affective commitment is related to both demographic characteristics and work experience. (Mowday, Porter and Steers, 1982; Morrow, 1993) 2.6.4e Continuance Commitment Continuance commitment, which reflects the recognition of costs associated with leaving the organisation, should be related to anything that increases perceived costs. Direct or indirect investments in the organisation, side bets, represents such costs bets, represents such cost best, and were operationalized mainly by variables like age, education and tenure (Becker, 1960). Morrow (1983) posits that career commitment is linked to continuance and affective commitment to the organisation. Also continuance commitment to the organisation relates to affective commitment, both of these commitment influence job involvement. Morrow further argued that there is a reciprocal between the different levels of commitment. 2.6.5 Etzionis model of commitment The Etzionis model of commitment has three different forms, namely Moral commitment, Calculative commitment and Alternative commitment. 2.6.5a Moral Commitment Moral commitment is classified Etinios (1961) originate from a symbolic compliance structure which can epitomise one of the two affective commitment. Moral commitment is categorised by positive affective attachment and internalisation of organisational goals and values based on an agreement structure that stresses on material or symbolic reward, shared norms and personal dedication (Etzionis 1975; Penley and Gould, 1988) cited in Hornung (2010). Moral commitment is categorised by its identification with organisational goals (Patchen, 1970). Hall (1970) argued that moral commitment can be seen as a kind of organisational identification. To concur this, Wiener (1982) argued by presenting moral commitment as a form of affective organisational attachment commitment. He aligned it with the commitment work of Porter and his colleagues (Porter, Steers, Mowday Boulian, 1974; Steers 1977). Therefore, arguments such as Hall (1970), and Porter (1974) are presently intented to operationalize af fective scopes of commitment, similar to Etzionis (1961) moral involvement. 2.6.5b Calculative commitment The calculative commitment is established on employee getting incentives to their match contributions. According to Etzioni (1996), this type of attachment to the organisation as typical agreement systems based on exchange. It is theoretically embedded in the theory of Barnard (1938) and the theory of March and Simon (1958). Calculative commitment needs not to be decreased to willingness to keep organisational members. It may be seen in a wider terms of contributory attachment. The traditional perception of calculative commitment retention of organisational members may be more closely linked to the affective form of organisational commitment. 2.6.5b Alienative commitment The alienative commitment is characterised by a negative form of attachment in light of being forced to a course of action by environmental pressure, experienced loss of control and lack of alternative (Hornung, 2010). According to Etzioni (1975), alienative commitment is emblematic of a prison which a force compliance system is prevalent. Alienative commitment can be regarded as a foundation for organisational commitment if one thinks of organisational members commitment to the organisation as a result of lack of control over the internal organisational environment and recognised absence of substitutes for organisational commitment (Etzioni, 1961) The word alienation was acquired from Karl Max who gave alienation its classic meaning, a lack of control. To the alienative committed employee, rewards and punishment may be seen accidental instead of lack of alternatives for organisational commitment (Etzioni, 1961). The worker may see the random 2.6.6 Allen and Meyers model of commitment However, Allen and Meyer (1991) also give three forms of organisational commitment has made the biggest contribution to organisational commitment literature. Their three models will be chosen because it has gone through a wide empirical evaluation to date. Allen and Meyers argued the belief that commitment binds people to an organisation, thus decrease the probability of turnover. The main alteration is in the mind-sets assumed to categorise the commitment. These reproduced the three different types of commitment: 2.6.6a Affective Commitment Affective Commitment is the employee emotional attachment and identification to the organisation. Affective commitment is also the individuals emotional connection to, acknowledgment with and partaking in the organisation, (Allen and Meyer, 1997). Employees who are affectively committed to the organisation will possibly continue working for it for the reason that they want to (Allen and Meyer, 1991). Employees who are dedicated at an emotional l

Worn Path Essay -- essays papers

Worn Path Knowing secret information can be a very enlightening thing. Knowing information that someone else does not helps make the reader feel more powerful. Such is the case when the reader knows of the mythical Phoenix and then reads â€Å"A Worn Path.† Eudora Welty’s â€Å"A Worn Path,† the story of an elderly grandmother’s journey to the doctor’s office for medication for her grandson, explores allusions to mythology, including the character Phoenix and her journey. â€Å"In an Egyptian tale the Phoenix, a large bird, retains immortality by restoring itself every five hundred years by setting fire to its nest and immolating itself by fanning fire with its wings. From the ashes a new Phoenix arises. Then it collects the ashes and flies to Heliopolis, a religious city in Egypt, and deposits the egg at the Temple of the Sun. This bird is a direct link to Old Phoenix in Eudora Welty’s story† (Donlan 5). Mythology is shown in the physical characteristics of Phoenix Jackson. There are many events throughout the story that remind the reader that Old Phoenix looks and sounds like the mythical bird. The phoenix bird in Egyptian myth is known for its scarlet and gold body† (Donlan 6). In the opening of the story Welty describes Old Phoenix’s appearance as â€Å"a golden color ran underneath, and the two knobs of her cheeks were illuminated by a yellow burning under the dark. Under the rag her hair came down on her neck† (Welty 2). Another example is when Phoenix’s cane ma...

Life Sketch for a Funeral

I was looking at pictures and talking o my mom, she said she remembers him sleeping with Christine on his chest. (Insert letter from Ryan to Christine) Dad was always very supportive of us kids. He did not like cheerleaders, and never failed to let me know that, but he always paid for me to participate because he knew it made me happy. If I happy, he was happy. Mom, Dad, and I moved to Utah in 1993 so Ryan could attend the university of Utah. One of his favorite classes was photography and Lisa remembers taking Christine to the photo lab to spend time with him. In August 1995, the family moved back to Idaho and lived In Mud Lake on the farm.I would ride with Ryan In the stacker, or â€Å"snacked† as I called It. Ryan was taking classes at the SIS extension during that time. Ryan and I-Sis were serving as Primary teachers In their ward there- a calling that Ryan loved because he got to be with kids. That was a good time for our family, and we later moved to Roxbury. On August 1 6, 1996, I got my baby brother, Nathan Grant Hill. Dad spent a lot of time with Nathan as a baby because Lisa was working full-time. Lisa remembers he was so happy to have a son. Nathan spent a lot of time with his Dad in the combine. As he grew up, Neaten loved to go fishing and camping with Ryan.He especially liked the homemade bows and arrows and walking sticks that Ryan would carve for him. Ryan and Neaten went on a week-long hunting trip. Ryan bought Nathan a new bow. They didn't get anything, but they had a good time. Even though they loved the outdoors It wasn't always smooth sailing. Neaten and dad were going down the Alpine Slide together, and hit a curve going too fast, and instead of riding the sled down the mountain, Dad was ruling Nettle's face Instead. Neaten has scars on his head from getting hit with tree branches on the head from dad collecting fire wood.Neaten came out with battle wounds, but they always have a good laugh about it later- well, at least dad laughed at Ante's expense. Neaten and Ryan shared a special connection through their love of sports and music. Ryan only missed one of Ante's football games. When Neaten chose his number, he chose the number 11 because he didn't want to be Just like his Dad, but he knew the numbers 1 and added up to 2, which was his Dad's number. When Nathan started wrestling, Ryan posted on his Backbone account, â€Å"Neaten took first in his first wrestling tournament. I love football, but I goat say wrestling Is intense. He loved to watch Neaten wrestle.Lately, Neaten liked playing a game with his Dad where he would play clips of songs and then ask Ryan who sang It, when It was made, and whether It was famous. If my dad would say the song was popular and my Neaten didn't agree he would come back with â€Å"Nobody's heard this song! † When Christine and Nathan were young, Ryan worked as a snowmobile guide in Park City. He was a great guide and met some interesting people, Including ten calculator Attorney General, Ana Kept In touch Walt many AT them. A few days before Christmas in 1996, Ryan got in a snowmobiling accident that hatred his elbow and broke his forearm and scapula.Uncle Dave can remember sitting on Ryan while they tried to reset his dislocated shoulder and thinking how strong he was even in that condition. The first thing he asked when he was coherent was whether his snowmobile was alright. We can all remember being so grateful to have him home that Christmas. In 1998, Ryan moved back to Utah. That summer and fall, he and Lisa, Christine, and Nathan spent almost every weekend camping in the High Ninths. They loved to camp together. It became a family tradition to camp in Zion's National Park over Easter and then drive into SST. George for the annual Easter egg hunt.It was around this time that Ryan got very interested in food. We can all remember the strange things he liked to eat, like oysters and Kipper Snacks. He loved Tobacco sauce and would add it to everyt hing, seriously- everything. But, he not only liked to eat food, he loved to cook it. He had become an amazing cook. He made turkey and oyster dressing for the Hill Family Thanksgiving a couple of years ago and raised the bar for all Thanksgivings to come. He regularly cooked prime rib dinner for the Erickson family on Christmas Eve. Lisa said he could spend 25 minutes kicking out a steak.He loved to cook, but he especially loved to cook for his siblings. While Aunt Stephanie and Uncle Ryan and Aunt Megan and Uncle Shawn were attending BUY, Ryan would invite them over regularly for Sunday dinner and a game of Sequence, until I decided to choke on a game piece, and dad had to stick his finger down my throat to make me throw up. We will miss his good cooking. Ryan started working for OMG in 2002. This was the start of a very successful career in sales. He quickly moved up and became the top salesperson at the company, which later changed its name to Prosper.Most recently, he was leadi ng a sales team at Property. He was good at what he did and became a leader to those he worked with. His co-workers have commented that he was a great leader, mentor, and boss. People genuinely enjoyed working with Ryan and appreciated his kindness, consideration, and generosity. Even those who had worked with him Just a short time, thought of him as a brother and best friend. Lauren Joined the family on September 4, 2003. Lisa calls Lauren their â€Å"Evolve child. † She would not go to anyone other than her Mom and Dad. Ryan did not do anything without holding Lauren.Ryan decided to take Lisa to New York for her birthday after Lauren was born, but they could not leave Lauren so they ended up taking her with them. Ryan read to Lauren every night and Lisa thinks this is why she is such a good reader. Ryan always took his time to answer her questions and never rushed to be done reading. That same year, the family made another whirlwind trip to New York for Thanksgiving. When w e decided to go we spent about an hour on the computer, and six hours later they were on a red-eye flight bound for New York City. They stayed and had Thanksgiving dinner at the Plaza.New York was one of the most memorable trips our family took. Going to see all the sights my dad had random facts to share with us. He was always like a walking encyclopedia! When we first got to New York we walked out of the taxi and the Hotel Bellman at the Plaza saw that my mom had 3 children and was pregnant with another. He asked â€Å"Is there nothing better to do in Utah? † Madeline arrived on April 1, 2005. We all knew that Muddy was Ryan's favorite, no matter now much en terra to any It when en got none Trot work, en would ask where Media was and then spend time all night with her.He told Lisa he Just felt like she needed that time with him. Not long after Media was born, Ryan and Lisa were sealed to their children for time and eternity in the Salt Lake Temple on November 19, 2005. The only way I remember this day was because it was the same day that Santa came to the mall that year. It was a beautiful day and one they had looked forward to for a long time. One of my dad's favorite quotes was, â€Å"l never said it would be easy, I only said it would be worth it. † Making it to this point wasn't easy, but without a doubt it was worth it.It marked how far our family had come. My dad worked with all his soul to get our family there, and because of that hard work we will be together forever. He always knew that was true, and made sure that his children knew that too. Soon after Media was born, Charlie followed. And when we say soon, we mean it- 9 months and 18 days! Charlie was born on January 18, 2006. Grandma Chris calls Media and Charlie the â€Å"Irish twins† because of how close they are in age. Lisa was determined to have all her babies before she turned 30 and she did.There were some scary moments prior to Charlie's birth because of some issues t it his heart, but when he arrived Ryan and Lisa were thrilled because they really wanted another boy. â€Å"Chuck,† as they call him, looks Just like his Daddy. He also has his sense of adventure. The day of the accident, Charlie was riding his neighbor's dirt bike and couldn't wait to show his Daddy how good he could ride. Ryan was a great Dad. He was extremely patient with his children. He would rather be doing something with his kids than anything else. He taught all of his kids how to ride a bike when they were very young.One of their family traditions was participating in he Freedom Festival activities over the Fourth of July in Provo. Ryan sometimes ran the K and the family always attended the Stadium of Fire with Grandma Knells family. But, their favorite thing to do together as a family was to go boating. The happiest times I can remember were out on the lake. Lisa introduced Ryan to boating because the Erickson are avid boaters. Tom recalls teaching Ryan to water ski on one ski. Ryan could ski with two, but was determined not to be outdone by Lisa who already had slalom skiing mastered. Tom spent most of one day trying to get Ryan up on one ski.He tried and tried and would not give up. Tom kept asking Ryan if he wanted to take a break and Ryan Just kept saying, â€Å"Hit it! † No one could ever say that my dad wasn't a hard worker. Needless to say, Ryan eventually got up and he was hooked. He was happy to go boating with Tom and Chris, with or without Lisa. Eventually, Ryan bought a boat for his family and it became their safe haven. They put hundreds of hours on the boat on Lake Powell, Utah Lake, Deer Creek, Carbondale, and others. They boated during the day and at night. We would go out when it was a full moon, and would hook glow sticks to our life Jackets.The only thing you could see was a little light going back and forth, and in my dad's case that light was moving pretty dang fast. Ryan spent many hours taking Christine and her fr iends on the boat. I don't remember a time when I asked him to go out on the lake with my friends and he said no. I know that we drove him nuts most of the time, but he knew that I loved it. He was always extremely patient in helping us learn to ski, something he must have learned from Tom ;). His kids have wonderful memories of their times together as a family on the boat. The last family vacation they took together was lastAugust. Again on ten spur AT ten moment, Lisa cellar to take ten Kilos to calculator. Three hours later, she and the kids were on the road. We would have left earlier, but I had to teach a cheer camp. The second I was done, we were on the road. Ryan surprised them all by catching a flight and knocking on their hotel door at 1 a. M. We were planning on leaving the day after he got there, but He moved the family to a hotel on Huntington Beach and we got an even longer vacation. The kids remember it being the nicest hotel they had ever stayed at. They had a wonderf ul trip and made lasting memories.

Riordan’s Manufacturing Strategy

The Ordain Manufacturing Company utilizes the level strategy for their manufacturing and production planning. The process begins with the raw materials that are received by the receiving team who ensure all necessary materials are accounted for and this team moves the raw materials to the factory. The receiving supervisor then compares shipping documents against scheduled incoming orders for processing. These orders are then received by the inventory clerk and this person enters the information related to the raw materials receipts into the inventory system.The level strategy is beneficial for Ordain because they are able to maintain a stable workforce at all times, working at a constant output rate. This strategy offers a schedule that keeps the finished product moving at the same rate throughout the production cycle. Ordain can continuously produce their products equal to the average demand of the goods. In addition, employees benefit from this strategy because they are guaranteed stable work hours and the costs of potentially decreased customer service levels and Increased Inventory costs, (Jacobs, F. R. & Chase, R. , 2011). Forecasting Technique and ProcessThe quantitative forecasting technique Is the most practical for Ordain Manufacturing to utilize to determine the future sales for their electric fans. Quantitative forecasting Is a statistical technique for making projections using data and prior experiences to predict those future sales based on past trends. (Observationally. Com, 2014). Radian's China plant prepares Its own forecast of electric fan sales that take place throughout the world. Their make-TCL;-order stock process forecasts Its demand for the fans based on the average sales In the previous three years and anticipate the same for upcoming years.