Acts Thematic Analysis Template - 3164 Words

Thematic Analysis Template |Copy and paste the down arrow ( ( ) into boxes to show that a unit of material is continuing. | |Copy and paste the left arrow ( ( ) into boxes to show where a unit of material ends. | |Paragraphs |Immediate Context |Major Points |Major Sections |Theme | |1:1–5 |1:1-5 |1:1-5 |1:1-2:13 |1:1–28:31 | |Introduction |Jesus prepares Disciples |The Promise of the Holy |Preparation for†¦show more content†¦-5:42 | | |The miracle of tongues |The final consummation on Earth|Peter preaches at Pentecost|The Witness in Jerusalem | | |2:22–28 |2:28 | ( |( | | |You crucified and Killed |By the hands of lawless men | | | | |2:29–36 |2:36 |( |( | | |David’s tomb |God made him both Lord and | | | | | |Christ, this Jesus whom you | | | | | |crucified | | | | |2:37–42 |2:38-39 |( |( | | |Brother’s What Shall We Do |Peter said onto them, â€Å"Repent | | | | | |and be baptized.†Show MoreRelatedAnalysis of Internal Audit Function in Poland Empirical Research Findings6214 Words   |  25 PagesB USINESS, MANAGEMENT AND EDUCATION ISSN 2029-7491 print / ISSN 2029-6169 online 2011, 9(2): 236–247 http://dx.doi.org/10.3846/bme.2011.16 ANALYSIS OF INTERNAL AUDIT FUNCTIONING IN POLAND – EMPIRICAL RESEARCH FINDINGS Edita BieliÅ„ska-Dusza Department of Strategic Analysis, Cracow University of Economics, ul. Rakowicka 16, 31-510 Krakà ³w, Poland E-mail: edytadusza@gmail.com Received 18 November 2010; accepted 15 January 2011 Abstract. The purpose of the article was to present the researchRead MoreSocial Construction Of Gender And Free Flow Play9588 Words   |  39 Pagesthen compared and contrasted to identify any differences the types of play. Data was analysed through thematic analysis for both the group interview and the drawings. The results of the interviews identified 5 key themes: 1) girl-gendered type play 2) boy gendered-type play 3) perceptions on children’s chosen play 4) gender differences in play 5) toys at home. The results from the drawings analysis gave no further result. Gender differences were found during free-flow play. The social constructionRead MoreMba Solved Assignment Papers52670 Words   |  211 Pagesterm central tendency refers to the middle value or perhaps a typical value of the data, and is measured using the mean ,median ,or mode. Each of these measures is calculated differently, and the one that is best to use depends upon the situation. Analysis of data involves understanding of the characteristics of the data. The following are the important characteristics of a statistical data: Arithmatic mean:   The sum of all measurement divided by the number of object in data sent. In the mathematicalRead More65 Successful Harvard Business School Application Essays 2nd Edition 147256 Words   |  190 PagesBUSINESS SCHOOL HARVARD SUCCESSFUL 65 APPLICATION SECOND EDITION E S S AY S APPLICATION BUSINESS SCHOOL HARVARD SUCCESSFUL 65 ECSNS A IYI O N S SE O D ED T With Analysis by the Staff of The Harbus, the Harvard Business School Newspaper ST. MARTIN’S GRIFFIN NEW YORK 65 SUCCESSFUL HARVARD BUSINESS SCHOOL APPLICATION ESSAYS, SECOND EDITION. Copyright  © 2009 byThe Harbus News Corporation. All rights reserved. Printed in the United States of AmericaRead MoreDeveloping Effective Research Proposals49428 Words   |  198 Pages4.6 Review concepts and questions Notes 5 Methods 5.1 Introduction 5.2 Quantitative data, qualitative data, or both? 5.3 Design 5.3.1 Strategy 5.3.2 Framework 5.3.3 Sample 5.3.4 Data collection (instruments, procedures, ethical issues) 5.3.5 Data analysis 5.4 The question of methodological expertise 5.5 Review concepts and questions Notes 6 Writing the Proposal 6.1 Introduction 6.2 Proposal headings 6.3 Qualitative proposals Notes 7 Tactics 7.1 Introduction 7.2 General tactical issues 7.3 DepartmentalRead MoreLibrary Management204752 Words   |  820 PagesThe LIS Education and Human Resource Utilization Policy . . . . . . . . . . . . . . . . . . . . . 213 The Organizational Framework for Staffing . . . . . . . . . 216 Job Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219 Job Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220 Job Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222 Recruitment and Hiring . . . . . . . . . . . . . . . . . . . . . . . . 224 Filling Vacant PositionsRead MorePest Analysis of Cambodia22548 Words   |  91 Pagesuniversities in Southeast Asia†. The â€Å"scoping† nature of this study does not allow the collection of such comprehensive detailed baseline data (including on current development research); however, it could serve as a basis for developing a more rigorous â€Å"template† for capturing more aspects relating to research capacity across a wider range of universities. Box 1: Objectives of Scoping Study 1. Map current development research and research capacity in these universities. 2. Identify the main areas of opportunityRead MoreCrossing the Chasm76808 Words   |  308 Pagesopportunity to do that with future books, and I have enough respect for this one to try to stand off a bit. That being said, I did make a few significant exceptions. I eliminated the vii viii Preface to the Revised Edition section on using â€Å"thematic niches† as a legitimate tactic for crossing the chasm. It turns out instead they were a placeholder for the market tactics used during a merging hypergrowth market, a challenge covered in a subsequent book, Inside the Tornado. Also I have substitutedRead MoreDeveloping Management Skills404131 Words   |  1617 PagesLine 58 Understanding and Appreciating Individual Differences Important Areas of Self-Awareness 61 Emotional Intelligence 62 Values 65 Ethical Decision Making and Values 72 Cognitive Style 74 Attitudes Toward Change 76 Core Self-Evaluation 79 SKILL ANALYSIS 84 Cases Involving Self-Awareness 84 Communist Prison Camp 84 Computerized Exam 85 Decision Dilemmas 86 SKILL PRACTICE 89 Exercises for Improving Self-Awareness Through Self-Disclosure 89 Through the Looking Glass 89 Diagnosing Managerial Characteristics

History of a merge Free Essays

In November 2004, Jim Kilts called A. G. Lafley at PG’s Cincinnati headquarters. We will write a custom essay sample on History of a merge or any similar topic only for you Order Now Kilts, who had been Chairman and CEO of Gillette for 4 years, was seeking a buyer of the global Boston-based company. Lafley, who had been Chairman and CEO of PG for over 4 years, was out of the office and had to call him back, unaware of what Kilts was about to propose. Lafley questioned Kilts on three topics. First, what was Gillette’s price? Kilts said he wanted a fair offer. Not $60 per share, but not $50. †Jim,† Lafley responded, â€Å"I can do the math. Are you thinking Gillette holdings into PG stock and options and hold them for an agreed period of time. He would also consider staying with PG for a year after official merger. Finally, Lafley asked about the description of the new culture he helped forge during his turnaround of PG. â€Å"The PG culture is more collaborative, open, and competitive than you may know it to be,† he said. Three days later, Lafley met Kilts’s personal office in Rye, New York. They spoke the entire afternoon and agreed to expand negotiations to include select senior managers. At one points , Kilts asked Lafley why he didn’t bring any bankers or lawyers. Lafley said they won’t necessary. Kilts, Gillette CFO Chuck Cramb, and vice chairman Ed DeGRaan met with Lafley and his CFO, Clayt Daley, to work out the merger teams. Culture and tone were major issues for Lafley. we were looking for a collaborative culture,â€Å" he said. â€Å"In fact, I decided that we were going to be collaborative in the negotiations. We had a friendly deal here, and there was no reason not to have the cards on the table. † Lafley called someone that both he and Kilts respected, Rajat Gupta, former managing director of McKinsey, who urged Kilts to give Lafley an open look at potential cost synergies and a peek at Gillette’s planned technological innovations. Kilts agreed. But come December 2005, they halted negotiations, realizing that they couldn’t strike an agreement before the upcoming analyst meetings and holidays. Lafley called Kilts back after Christmas. From a strategy standpoint, Lafley considered the acquisition a â€Å"no-brainer. † Both companies would obtain the scale needed to drive the global expansion of its products PG’s developing market size was five times Gillette’s $11 billion in annual sales versus $2. 2 billion. Together, the combined entity would include 21 billion dollar brands, 16 from PG and 5 from Gillette. Gillette’s brands further migrated PG’s products portfolio toward high-margin beauty, health and personal care categories. The merger would fortify retail customer relationship, especially through the combined knowledge of male consumers, from Gillette, and female buyers, from PG. And they could leverage respective business strengths, such as Gillette’s trade-up practices and PG’s go-to-market expertise, to improve growth. How to cite History of a merge, Essay examples

Service Quality Management in Hospitality - MyAssignmenthelp.com

Question: Discuss about the Service Quality Management in Hospitality. Answer: Introduction The fast developing world and the emerging trends have given rise to the multinationals all around the world. In order to cope up with the changing tastes and preferences of the people, the companies have developed a lot. The luxurious lifestyle that the people prefer has given rise to the hospitality management and the service providing sectors. The main objective of this sector is to provide service and see to the needs and preferences of the consumers in order to gain their sustenance (Ye, Wang and Law 2014). The report concentrates on analyzing the structure and the culture of the Mercure Sydney, a group of hotels situated in Sydney, determining the growth of the sector in the recent years. The facilities that the hotel accommodates for its guests and the employment option in the hotel and the major structure of their business and the type and extent of services they provide in order to suffice their client s is the point of discussion on which this report revolves. The report aims at discussing the various aspects of management of the concerned service providing company and the structure that it follows. It also emphasizes on the discussion on the strategies that the group of hotels undertake in order to retain the brand loyalty of the consumers. It makes us of the internal departments in order to make arguments on the proper managerial systems that are prevalent in the company. Mercure Sydney, the group of hotels is situated at the most convenient location in the region as the major attractions of Sydney can be located at a convenient distance from the hotels (Molina et al. 2015). Moreover, the hotel provides the clients with the utmost comfort and leisure keeping up to the expectations of the clients. It is a place both for travelers and for undertaking board meetings as the hotel provides the clients with proper accommodation. The convenient location of the hotel facilitates the growth as the major attractions of Sydney like the Darling harbor, the Capitol Theatre, Chinatown and the Sydney Entertainment Centre and the others are situated at a walking distance from the group of hotels. Moreover, the hotel is even close to the Central train Station, which helps the travelers to plan the shortest route during the check-in or the checkout or meagerly in order to plan a trip. The success story and the performance of the hotel are determined by the services that the hotel provides to its clients and customers and thereby successfully retains the brand loyalty. The brand loyalty plays a major role in upholding the performance of the hotel and helps in making a gradual progression (Taylan Dortyol, Varinli and Kitapci 2014). The hotel aims at delivering the best kind of services relating to the delivery of the quality food and beverages and by proper maintenance and monitoring actions undertaken in order to refine the services that are being delivered to the customers. The determining factors that denote the progress of the company in the particular service providing industry is set on the parameters of the extent of satisfaction that the customer derives from the services that are being provided to them by the organization (Walker 2016). The group of hotels in Sydney has an internal organizational structure, which helps ion the proper management of the functions and which facilitates the proper allocation of the works depending on the expertise of the people working in the organization. The structure makes the management more comprehensive and effective and helps the manager in managing and monitoring over the activities of the groups and the functions they perform in the hotel. Depending on the functions, the work is being allocated and departments have been formed so that the client interests are taken care of in the best possible manner that brings goodwill for the organization. The basis on which the departments are being formed in this particular service providing sector is based on the type of service the members are capable of rendering and on the expertise of the members of the groups. The departments in this company are divided into three major groups, namely- the executive management group, the functional group and the administrative group (Robinson et al., 2016). They are supposedly the internal departments of the organization who takes care of the smooth working of the organization in achieving the common goal of providing efficient service to the clients. The opportunities have to be properly utilized by the company as to raise their income along with analyzing the new opportunities of business in the competitive industry. There can be threats in the industry that has to be analyzed by them in the increasing competitive market, as this will help them in providing guidance in improving the infrastructure of the organization (Ruetzler et al. 2014). The executive management group consists of the people looking after the business and the processes undertaken by the functional group. This group includes the manager of the organization or the hotel particularly and the assistant manager (Mok, Sparks and Kadampully 2013). The manager monitors the activities and functions and looks after the grievances of the employees and the guests at the same time. The assistant manager helps and assists the manager in the proper and efficient monitoring of the processes of the functional group and the whereabouts of the hotel. The manager is responsible for the proper functioning of the hotel. It is also the prime responsibility of the manager to look after the issues that the client is facing due to mismanagement and by the services being offered by the organization. The functional group includes the front office executive or the receptionist, the house keeping department and the food and beverage departments. The departments are arranged in such a manner that the efficient management is not compromised. The quality of the service being provided to the client is an important aspect that is considered through this departmentalization. The reception department or the front office takes care of the enquiries that the guest might have in accordance to the service they are going to derive from the hotels. It is the prime responsibility of the receptionist to coordinate between the functions and responsibilities of the other departments and undertake the functions effectively. The housekeeping department looks after the guests with the services that are promised by the organization (Gummesson 2014). The house-maids, the floor attendants and the cleaners looks after the needs and requirements of the clients and tries to solve their problems accordingly. This particular department attends the room services and the other needs and requirements of the clients. The food and beverage management department takes care of the quality of the foods and beverages that are monitored (Font 2017). The careful management of the food and beverages is an important part, which helps in maintaining the brand name of the organization. Moreover, the food and beverage management team also maintains a record of the movement of the stock. The basics of the hotel industry are being covered by this sector as it helps in managing the differences in accordance to the change of tastes and preferences of the clients. The food and beverage department also helps in maintaining the standard of the hotel in order to keep up to the brand name of the organization. The administrative group takes care of the administration of the hotels, which helps in maintaining the benchmark of the standard that has been set by the owners of the hotel (Buhalis and Crotts 2013). The team focuses in achieving the common goal of the organization. It does not deals with the clients directly, as the other group does, but it tries and resolves the internal issues and factors that might be the cause of a discrepancy in the management of the organization. It undertakes activities like sales promotion or monitoring of the services that are being provided by the staffs in the hotel. It formulates plans and programs in order to undertake smooth business operations. Leadership qualities help in enhancing the management of the firms. Every business organization requires a leader to lead the business organization (Benavides-Velasco, Quintana-Garca and Marchante-Lara 2014). In order to undertake effective leadership the leader must have certain qualities, which can not only influence the employees but also make them follow the instructions of the leader willingly. The concerned company for this report being a service providing company adheres to the proper management of the organization in order to achieve the long-term goals of the organization (Brown, Arendt and Bosselman 2014). Moreover, in order to make the management system more comprehensive the leader must take steps for making the management transparent and clear. The concerned company has several branches all around the globe. Therefore, the motivators and the leaders are innumerable and the leadership styles vary extensively. The leadership style depends on certain factors that influence the type of leadership that the leader adopts for the respective organization. The communicational trends that the organization adopts and the nature of the employees determine the style that is required to be taken in order to undertake proper management (Deery and Jago 2015). The cultural diversity also is an influencing factor that determines the leadership style that the leader chooses for the organization. A leader must understand the situation and based on the situation the leader must formulate plans for the betterment of the management functions. Suppose an employee has been transferred from a branch of the hotel top another, he might face difficulty in adapting with the leadership style due to the certain change that took place. The cultural diversity and the change in the structure of the hierarchy determine the effectiveness of the leadership that has been implemented on the employees at large. The culture of the company states the kind of service they are going to provide to their clients. It determines the effectiveness and the motivation with which the company works. The culture of the company extensively makes it a point as to the betterment of the companys profile and in maintaining the brand name of the organization respectively. They are the service providers and they look after the welfare of their guests. They believe that taking care of the needs and requirements of the clients, keeping them satisfied in every possible manner is the utmost responsibility of the organization, and they have absorbed it as the culture of the organization (Dedeo?lu and Demirer 2015). The services that are being sold by the company depend on the likes and preferences of the people attending for their services. The question of need is less viable than the question for the desire of luxury. People readily spend millions of dollars in order to receive that level of comfort. Therefore, the company makes it a point to serve the customers in the best possible way. Their history reflects their culture and heritage that they retain. The growth drivers needs to be adopted by the respective hotel as this will help in discovering as well as rising the indices of stock as well. It is linked with the tourism industry that will help in helping and boosting the tourism and travel in the entire industry (Browning and Sparks 2013). The respective restaurant needs to analyze the opportunities that are required by the hotels in order to provide the investment opportunities that will help in increasing the brand name and goodwill of the restaurant as well. There are different skills that will help in making the personality of the hotel more cheerful in nature. Proper interest has to be shown by the respective hotel in order to attract more customers and this will help them in implementation of both outgoing as well as friendly deposition. The good communication along with interaction skills are necessary that has to be properly implemented by the respective restaurant as this will help them in providing cheerful and pleasan t personality to the individuals or the visitors who will be visiting their restaurant/hotel. The hotel officials need to have proper and accurate abilities of organizing the individuals and this will help them in understanding the market players in the competitive industry as well. References Benavides-Velasco, C.A., Quintana-Garca, C. and Marchante-Lara, M., 2014. Total quality management, corporate social responsibility and performance in the hotel industry.International Journal of Hospitality Management,41, pp.77-87. Brown, E.A., Arendt, S.W. and Bosselman, R.H., 2014. Hospitality management graduates perceptions of career factor importance and career factor experience.International Journal of Hospitality Management,37, pp.58-67. Browning, V., So, K.K.F. and Sparks, B., 2013. The influence of online reviews on consumers' attributions of service quality and control for service standards in hotels.Journal of Travel Tourism Marketing,30(1-2), pp.23-40. Buhalis, D. and Crotts, J., 2013.Global alliances in tourism and hospitality management. Routledge. Dedeo?lu, B.B. and Demirer, H., 2015. Differences in service quality perceptions of stakeholders in the hotel industry.International Journal of Contemporary Hospitality Management,27(1), pp.130-146. Deery, M. and Jago, L., 2015. Revisiting talent management, work-life balance and retention strategies.International Journal of Contemporary Hospitality Management,27(3), pp.453-472. Font, X., 2017. Sustainability in the hospitality industry: Principles of sustainable operations. Gummesson, E., 2014. Productivity, quality and relationship marketing in service operations: A revisit in a new service paradigm.International Journal of Contemporary Hospitality Management,26(5), pp.656-662. hotels, A., hotels, S., Sydney, M. and Sydney, M. (2017).Mercure Sydney. [online] accorhotels.com. Available at: https://www.accorhotels.com/gb/hotel-2073-mercure-sydney/index.shtml [Accessed 26 Sep. 2017]. Mok, C., Sparks, B. and Kadampully, J., 2013.Service quality management in hospitality, tourism, and leisure. Routledge. Molina-Azorn, J.F., Tar, J.J., Pereira-Moliner, J., Lpez-Gamero, M.D. and Pertusa-Ortega, E.M., 2015. The effects of quality and environmental management on competitive advantage: A mixed methods study in the hotel industry.Tourism Management,50, pp.41-54. Robinson, R.N., Robinson, R.N., Kralj, A., Kralj, A., Solnet, D.J., Solnet, D.J., Goh, E., Goh, E., Callan, V.J. and Callan, V.J., 2016. Attitudinal similarities and differences of hotel frontline occupations.International Journal of Contemporary Hospitality Management,28(5), pp.1051-1072. Ruetzler, T., Baker, W., Reynolds, D., Taylor, J. and Allen, B., 2014. Perceptions of technical skills required for successful management in the hospitality industryAn exploratory study using conjoint analysis.International Journal of Hospitality Management,39, pp.157-164. Taylan Dortyol, I., Varinli, I. and Kitapci, O., 2014. How do international tourists perceive hotel quality? An exploratory study of service quality in Antalya tourism region.International Journal of Contemporary Hospitality Management,26(3), pp.470-495. Walker, J.R., 2016.Introduction to hospitality. Pearson Higher Ed. Ye, Q., Li, H., Wang, Z. and Law, R., 2014. The influence of hotel price on perceived service quality and value in e-tourism: an empirical investigation based on online traveler reviews.Journal of Hospitality Tourism Research,38(1), pp.23-39.