Self-Assessment on Group Work

Self-Assessment on Group Work The End or The Beginning? Donald J. Peters Doug Flemming Introduction This module has served as a reminder that I should not give up on group interaction. I need to embrace the dynamics so I can be a better manager, leader and group member. We have learned about the significance of groups and that a large part of our professional life fundamentally relies on our group interaction skills. Improving group interaction skills can be very satisfying to all group members and advance the business organizational model as well. There are also some significant difficulties and hurdles intertwined with small group interaction. This makes groups a crucial focus for study, examination and action. The goal of this summary paper is to identify key concepts or topics that we have discussed, examine why we study group interaction, a self-analysis of our ability, and a discussion on how group OL313 is functioning. Topic 1 Discussion Background factors The first subject I want to discuss is background factors. By definition, background factors are attributes that existed prior to the groups formation and will probably endure after the group no longer exists. Some relevant background factors include personalities, age, health and values. Personality is one of the most important background factors in small group interaction (Tubbs, 2009). I am a member of a modification proposal working group and attend monthly meetings for my organization. In this working group, we discuss issues and the perceived failures of the modification proposal process. The normal attendees from the Tinker AFB location include both government and civilian employees who were purposely selected by the working groups senior member and government manager. There are various subject matter experts who also attend based on leaderships selected topics and questions. I was directed to attend and support this working group as I have been anointed the subject matter expert for these issues. My office has the responsibility to receive the modification proposals from the initiator and insure approval in a timely manner. Often this is not as easy as it appears. The working group chairperson is one of the high-ranking government employees in our building. Questions are asked at the meetings and the answers are not listened to. These processes are documented by the Air Force and there is very specific guidance detailed in the instructions. It is my observation that the chairperson has a need to control or influence the process to the point that it is interfering with the outcomes of the group. Due to my perceptions of the chairperson and the group in general, this meeting is basically a time killer for me. I continue to provide information as requested but I no longer have the patience to deal with the point counter point discussions which keep the process moving in a circle. There have been interactions with other group members who have noticed that there is a difference in my attitude when I attend this meeting. I would say I need to do a better job of camouflaging my attitude while attending this meeting. I dont believe I can bypass my attitude without engaging the source. Personality appears to be the most relevant background factor in this situation. It appears that the chairperson has trained themselves to look for opportunities for improvement without regard for the documented process. I was trained to follow the documented process for repeatable, sustained results. I have conceded that the documented processes may be too restrictive for our purpose, but there is also a process to seek relief from said restriction. Situationally, I have determined that this could be a personality issue, at least on my part. The Myers-Briggs Type Indicator (MBTI), a popular method of measuring personality, revealed that I demonstrated a high tendency towards introversion. Some of the ways introverts are described include, more reserved, like to be alone and more focused. I have learned, that although I dont see this as my fault, I have been a contributing factor to the problem or issue at hand. I have been a hindrance to the working groups goal of resolving the modification proposal issues. I have set a personal goal to try and resolve this conflict. I may not be able to fix a problem within a working group but I should be able to control my actions and set an example to follow. Topic 2 Discussion Circumstance and Structure I work in a windowless building but the technology used in some of our conference rooms is our window to the world of the B-2 bomber. Normally the atmosphere of the building I work in feels restricting. A dreary place where the atmosphere never changes. The conference rooms however, are very well maintained and tastefully decorated. It gives off a good vibe when you attend meetings in these conference rooms and I believe it effects the way people act and react to the information discussed in these venues. The meetings that I normally participate in take place in three large, well maintained conference rooms located throughout the building. There are normally several large rectangular tables set up in a horseshoe design and the chairs are very comfortable. The horseshoe layout allows dignitaries or the head of the meeting to sit at the head of the table. This position allows all participants to view the leader of the meeting. Due to the number of personnel, there is an overflow area established on both sides of the tables. One large advantage we utilize in our conference rooms is the ability to video teleconference (VTC) between geographically separated units. The attendees can view each locations speaker if they share the same equipment architecture. The conference rooms also have the capability to push briefing slides, normally power point, across multiple locations and that ability allows all participants to share data. I enjoy the capability to observe the VTC briefers as they provide their information to the group. It helps me remember that they are people like me, and not just another voice with a tasker or an assignment. The VTC capabilities also help to reduce travel expenses that would otherwise be accepted as the normal cost of doing business. During the last five years, I have noticed that people tend to sit in the same locations when attending meetings in these conference rooms. I also sit in the same locations depending on the meeting content and my role during the meeting. There are meetings when I am required to brief information to the group and its during those meetings when I sit at the table. That seat is as close to the VTC camera as possible so I am off camera to the group, but located near a microphone so I can be heard. Another meeting I attend puts me more in a support role and I try to sit away from the table, but close enough to the briefer to assist with questions or clarifications. These perceived seating assignments appear to be accepted as the norm by all attendees. I have needed to sit in other locations than my normal place and there have been times when the meeting chair did not think I was in attendance. The size of the group does have an impact on discussion. Smaller groups, less than ten, appear to be more relaxed and willing to facilitate the exchange of ideas or speak up when required. The larger groups, to include the offsite attendees, lose focus on the discussion topic and start sidebar conversations. Theses sidebar conversations can be very distracting and limit the exchange of ideas and reasoned answers to topics at hand. I personally think I perform better in the smaller groups and need their feedback to help my performance. The larger groups are a challenge for me as I dont always know who the players are and how they normally function. It appears or feels as if there is no cohesion or unity. The communication network that I see demonstrated during these meetings, using our wonderful VTC system, is the wheel. In this case the leader is viewed as the central person, or hub of the wheel and all communication and comments must pass through the hub or leader (Tubbs, 2009). The leader of the meeting is in control of the technology and responses are restricted to the leader of the meeting. The other offsite users appear to manage their meeting in the same fashion. I think it works very well in preventing people talking over one another while using the technology. The ability to have productive meetings is related to many different factors. From the setup of the conference room tables to your territorial seat at the meeting, these influences can contribute or impede the groups ability to operate. Some organizations have grown very adept at the use of this technology and I feel that its use provides everyone with more feedback on the items discussed. Although it appears our leade rship is using a restrictive communication network described as the wheel, it seems to work well for the groups using this technology. Why Study Group Interaction At the basic level interaction is simply communication. Small group interaction is the process by which three or more members of a group communicate, verbally and non-verbally, to influence one another (Tubbs, 2009). Why does an organization or individual need to educate themselves about interaction? The answer appears to be straight forward in that almost every business requires some form of interaction or communication. For that communication to be successful, it requires certain skills and capabilities. The continued study of communication will refine your skills and competencies which, in turn, will allow you the opportunity to become a more effective manager, leader and team member. This knowledge can save the organization time and limit expenditures. Self-Analysis The first thing that comes to mind is how much time has passed since I have been in a classroom. The experience has initiated a reassessment of my abilities as a student, learner and team member. As a student, I realize I need to improve my study skills and practice interaction daily. After retiring from the military, I intentionally sought out employment that would limit interaction. I did not want to be in leadership or management as I did not want to have that responsibility again. As I have progressed through the current company, I require those skills once more if I hope to be promoted. My ability to learn has not changed and for that I am thankful. But knowledge application has suffered. This course has shed light on some communication issues I am experiencing at work and that identification has led me to a new goal. That goal is to participate in the process through interaction and communication. Im not sure if I can reverse any of the negative interaction trends I have noticed, but I am sure I want to be a person that contributes, not a person that detracts from the group goals. Once I wrapped my head around what the professor expected and the teaching style, I enjoyed the class. I am a slow starter with new information but my interest in the subject matter increased with each week of instruction. Group OL313 Another module down and the group is that much closer to completing the objective of a college degree. I dont presume to know what the rest of the class thinks but I for one am very comfortable being part of this group. The fact the most of us have either had military experience or have worked close to the military complex seems to be the one thing we all share; other than being human I mean. I do not recall one instance where we had an issue within the group. As the oldest member of the group, I have faced technology challenges during instruction. Everyone in OL313 has helped or offered to help me sort out those issues. There have been several in our group who appear to have shown a marked improvement in communicating and interacting. It has been a pleasure to witness those changes for the better. I appreciate working with a group of this caliber and look forward to the few months we have remaining in this program. Conclusion To conclude, I have briefly discussed the background factor of personality and that it is the one of most important factors to small group interaction. Personalities exist prior to group formation and will likely remain the same after dissolution. The topic of structure was addressed with discussion centered on seating arrangements and technology. A brief self-analysis of my skills and where I think I need to go from here; as well as some thoughts on why we need to study small group interaction. And finally, I closed with analysis if how I think the OL313 group is performing. References Tubbs, S. L. (2009). A Systems Approach to Small Group Interaction. New York: McGraw-Hill.

Affirmative Action Plan Essay

Affirmative action is a plan to promote the efforts of employers, schools and other organizations to recruit and hire groups that have previously been discriminated against. It is important to note that affirmative action programs do not require employers to hire unqualified people for a job. Equal employment opportunity is used to describe policies that prohibit discrimination of any kind. Affirmative action is a program that analyses the make up of the current workforce, establishes guidelines to insure an employer is not underutilizing certain groups and identifies and removes barriers for employment. Equal employment is the legislation that provides the oversight and investigates any allegations of discrimination and unfair treatment. To effectively implement an affirmative action program is important to have management support. This is not the type of program that can be successful at the grass roots level. The first step is to designate a high level manager as the champion. This person will be responsible for setting the overall tone for the program and will ensure that his managers at all levels throughout the organization take part in the implementation process as well as ensuring that the program is being effectively managed. The next decision is what kind of plan will be implemented from the two basic strategies, good faith effort or quota. Good faith focuses on changing the hiring practices that have created these inequities. It is also aimed at removing any obstacles that might be in the way of hiring minorities, women or disabled persons. Quotas are focused on the results and getting certain groups hired by implementing restrictions. Employers are required to meet specific numbers to be successful. Good faith is the preferable strategy because it focuses on a more positive approach while still hiring the best candidate for the job. There are many steps that are needed to roll-out an affirmative action plan. The following are the steps necessary in the development and implementation: 1. It is extremely important to develop the policy statement that will guide the entire program. In many instances this policy statement is also used as a clause on contracts as well as company newsletters and advertisements. Once the policy statement is completed the specific goals and objectives of the affirmative action program need to be established and disseminated throughout the organization. The goal of the program is to remedy the past and continued discrimination in hiring based on race, ethnicity and gender. The goal also addresses creating a work place that embraces the differences. Questions that must be answered are: What is the strategy to obtain the goal and what are the timelines associated with reaching our goal? 2. All the HR processes and job qualification standards to make sure that the job qualifications are consistent with the business need. Job analyses and job descriptions must be reviewed as well to ensure that they too are structured accordingly. Another aspect that should be done to ensure that the right protected groups are being targeted is the workforce analysis. What is the breakdown and make up of the employee population. This will help in the initial efforts. It is also necessary to audit this on an ongoing basis. 3. Detailed program initiates need to be written and communicated. The program should include details on recruiting, hiring and training employees as well as the company’s position on fair employment practices. 4. Develop the training program for HR managers as well as line managers at all levels. All employees must understand their responsibilities as they relate to an effective affirmative action program. How to effectively recruit and hire based on the program. Information should also be included in the company’s code of conduct booklet. Affirmative action should also be covered in employee orientation. 5. Training is the first step in forming a better understanding within the company, however unless the corporate goals and objectives are aligned with each department, the program will be harder to enforce. It is important to tie the affirmative action objectives to an individual’s performance and  part of the review process. This will ensure adherence. 6. The communication plan is another crucial part of the program and involves many steps. Employers should get the word out that they are an equal opportunity employer. Communicating this message is great publicity. Unless it is communicated effectively no one will know. Communications must be used to promote implementation internally. Posters can be put up throughout the facility or special edition newsletters to create enthusiasm for the program. The next level of communication is to go out into the communities by placing advertisements in local papers, talks with the local officials to gain support. Perhaps by establishing an arrangement to get applicant referrals through various state agencies, college placement offices and labor organizations perspective employees can be canvassed. Develop the appropriate communication strategies to target the right candidates for openings. If women are being sought after, then perhaps placing advertisements in a journal or periodical that has a higher female readership. Provide written notification of company affirmative action policy to subcontractors, vendors and suppliers and make sure that the company is partnering with the right mix. Today it is very important to align with other organizations that are minority owned. 7. Establish a training program for incumbents and current employees to supplement their skill set. An on the job training program as well as access to higher education will provide create the environment needed to be successful and will further eliminate obstacles for minorities and women. It is important not only to provide minorities and female employees with the educational opportunity, but to actively encourage participation. 8. Establish programs such as flex hours, child care and working from home to assist working mothers and or fathers with child care issues that would have precluded them from being successful in the past. 9. Design and implement an audit and reporting system to measure the effectiveness of an affirmative action program. If an affirmative action program is found to be deficient, actions must be taken to fix the problems. It is important to monitor an organization’s success on an ongoing basis and provide the necessary coaching when necessary. Diversity goes a long way to enrich our lives. People bring varying levels of experience and knowledge based on their individual backgrounds. It is important to encourage employees and managers to view these differences in a positive light. Affirmative action should have a positive view in the workplace for it to be successful. In avoiding the use of a quota system, employers remove the negative connotation that has historically been associated with a program like this. The diverse culture in our workplace is about finding the right person for the job, not hiring based on a person’s gender or color. The plan will be successful because it will become part of the corporate culture. When management endorses a program such as this and is dedicated to its success, line managers at all levels are also determined to make it work. It is important to communicate the details of the program in a manner that is understandable as well as non-controversial to gain the maximum amount of support. Ensuring that the hiring process removes all obstacles as well as working with contractors and outsource providers that also have affirmative action plans will further the success of the program. References Go to: http://www.apa.org/pubinfo/HowAffirmActBenAmerica.pdf Go to: http://www.fca.gov/Download/AEP%20Inspection%20Report.pdf Go to: http://hr.dop.wa.gov/wfd/guidlines.pdf

Apple’s iPhone Price Cut Consumers’ Reaction

Apple Inc. (Apple) was established in Cupertino, California on April 1, 1976, engaged in producing, selling and supporting a wide range of personal computers, portable media players, mobile phones, computer software, computer hardware and hardware accessories (Apple Store). The company is always known for its strive for delivering new and improved products and find innovative means of marketing and strategies of human resource management. Since its inception, the firm has been enjoying a prominent place among the players in the computer industry with most successful marketing strategies and innovative products and services. The company is a US – based multinational corporation that focuses on design and manufacture of consumer electronics and closely related software products. The company was established in Cupertino, California on April 1, 1976, engaged in designing, developing, selling and supporting a wide range of personal computers, portable media players, mobile phones, computer software, computer hardware and hardware accessories. Till 2007, the firm opened around 200 retail stores across five countries and one online store through which hardware and software products are being sold (Retail Stores). In the year 2008, the firm was awarded the best corporate performer organized by the famous business magazine, Business Week. (Best Performer Award 2008). iPhone: A Revolutionary Invention The mobile phone technology made its beginning in the mid 20th century. In the opinion of Robert Conway (Conway), the head of, Global System for Mobile Communication (GSM) Association â€Å"Mobile phones are becoming absolutely indispensable in the developing world†. It was in Sweden the first mobile service introduced in the form of radio telephony which was two-way radio; used in taxis and police cruisers as tested by Swedish police. Then in 1946, first commercial mobile service for use in communication devices was launched by American AT&T and South-western Bell. It was only in 1970s the ‘modern’ mobile phones were developed, researched and experimented. Thereafter from 1980s, it attracted more and more consumers as a result the growth in the mobile phone industry was tremendous. In 2003 the number of mobile phone users around the world reached to 1. 52 billion. So the mobile phone technology is experiencing fast growth and making greater sophisticated one. The mobile users were also benefited from security systems and surveillances. Conway also stated that,† â€Å"The technology is a gravitational force that brings into its orbit a huge amount of innovators. † The trend in the mobile phones users in the developing nations never showed a negative trend but instead it always showed a positive trend. For estimating the target market in mobile technologies and services, it is necessary to have proper knowledge regarding consumers live style and their demand because as the consumers passes through different stages their interest levels, usage patterns, spending habits, and brand preferences for mobile and other technological products and services constantly changes. So a good e. g. to give is iPod a revolutionary model of Apple bringing bundle of digital music’s introduced by the Apple company in order to exploit maximum home computer market. With this iPod, the company created user friendly product so that the users could download music from the Internet to the player and used technological expertise to improve their product based on consumer needs. The analyst Richard Jameson, GfK NOP said,† Apple's history proves that it has the magic touch when it comes to product development and marketing†. There after Apple introduced by totally redesigning iPod a small sized that changed the rules for the entire portable music market named iPod nano. This introduction made no changes in the market for iPod and continued as Apple’s monopoly product. As the competition rose between various devices in market, the iPod nano became the most fashionable product of Apple, made a stiff move with many optional accessories including lanyard headphones. There was a price-cut in iPod nanos i. e. Its 4 GB version was priced at $149, which was $50 below the cost of current version having a similar memory and the 8 GB version was priced $199 lower than current model which resulted its success, so the Apple thought of launching iPhone by combining iPod and mobile phone in order to meet its design and user interface with consumers and proved to be number one in the market. This gadget was launched on June 29, 2007 and revolutionized the tech-savvy market. It also entered highly volatile cell phone market combining telephony, MP3, web surfing and video watching. The iPhone was the most awaited gadget by technology enthusiasts and mainstream media. It wants to reach top during holiday season of 2007 than the previous year’s 2121 million units and the way it interacted its consumers succeeded it to reach the top. Exhibit 1) describes the features of iPhone as: it has got2-megapixel camera, headset and audio jacks, an iPod dock, Wi-Fi, stereo Bluetooth and a speakerphone; weight is about 135 g little heavier than standard mobile phone but lighter than many devices having QWERTY keyboard; its thin design has a touch screen that allow users to use on-screen soft keys to dial numbers, enter web addresses and type e-mails and text messages; it makes more appealing to the less tech-savvy users because of touch screen that helps for all menu navigation an d data entry from typing messages to dialing phone numbers; it can also support digital-music player that syncs with iTunes; the Apple’s voicemail system provides visual interface that allow users to pick messages as the wants to listen; finally it has built-in rechargeable battery that allow users to talk up to eight hours and standby time up to 250 hours but browser sessions on General Packet Radio Service (GPRS), depletes its battery rapidly, however if the iPhone is used as an iPod music player by users its life would be shortened. Apple iPhone also possesses unique features that perform its most functions with single contract and able to standby long time. It also has supportive functions of like multi tasking where the user can read a web page while downloading e-mail in the background over Wi-Fi or Enhanced Data rates for GSM Evolution (EDGE). Here interface is unique with large multi-touch display and innovative new software that allows controlling everything by finger on touch screen. It also combined the features of multiple tools into one handheld device to appear as the grid of colorful icons, with the four chief functions—Phone, Mail, Safari web browser and iPod—in a separate strip along the bottom. These all sophisticated features made iPhone a much sought after device and enjoyed a top position in the market (Exhibit 2) in spite of its acute competition from the top mobile players having overlapping features. The combined features of iPod music and video player with mobile telephone, the iPhone was available through AT&T Wireless Services. But it was locked by the service provider AT&T in its two-year service agreement. The consumers in India could not use iPhones in their home town even they have purchased from US or UK, because of reloading software. The demand for iPhones rated greater than any other product of Apple. In the opinion of iSuppli, the best-selling handset among the 2, 70,000 smart phones and featured phones sold to US consumers during the beginning of month in July 2007 is iPhone. Even market analyst pointed that Apple created a strong brand and customer Market analysts pointed out that Apple had created a strong brand and customer loyalty by following a skimming price strategy and customers are ready to purchase highly priced products now and in future with equanimity. iPhone: Banking on Pricing The iphone entered the market a month with stock of 3, 00,000 and a manufacturing capacity of 1, 50,000. Their version 8 GB was available for $399 in the US through Apple's retail and online stores and AT&T retail stores but 4 GB version were sold till the supplies lasted. To make it affordable to customers, Apple launched more iPhones during holiday seasons. The launching of Apple iPod in October 2001 is a success story which was priced at$349 (as of 2007) for 160 GB lower than a MP3 player and remained popular by gaining high demand till date though there was a price rise in 2005. Later another product named ipod shuffle with 512 MB, was introduced having unique appeal with a price at $99 and $149 for 1 GB. The analyst at Jupiter Research Joe Wilcox analyzed that the lower-priced iPod is part and parcel of Apple's new mass-market strategy, and before September 2007 it wanted its one-millionth piece to be sold. Similar to the price cut of the iPod, the Apple after two months decision to cut the price of 8 GB storage iPhone from $599 to $399 on September 5, 2007 showed a good response from many quarters. In accordance to Steve Wozniak, Cofounder of Apple Computers, remarked, â€Å"Nobody expects a product to drop that much in price in such a short time† and criticized Steve Jobs (Jobs) the chief executive of Apple Inc. , for his decision to price cut of iPhone by $200 within 68 days of its launch. He also said that Jobs has received letter on the company’s website and complaints from hundreds of customers acknowledging that Apple has disappointed some of its customers through price cut of iPhone's 8-gigabyte model. According to Apple executives the plan for price cut was done long ago and hoped it would keep the iPhone's pricing in line with its new iPod Touch. But this price cut suggested that Apple which long lived in a pricing bubble insulated from other personal computer makers was not different from the brutal pressures of the cellular phone business. Van Baker, an industry analyst at Gartner Group said that. â€Å"My suspicion is that they got to 7, 50,000 really quickly, and then it started to slow down†. This price cut dropped down the share price of Apple by 5% and stood at $136. 76 on September 5, 2007. Protests against Apple went to the extent of consumers filing cases against the company. Dongmei Li (Li) a customer of Apple filed a case on September 24, 2007 in the US District Court, against the company for violating price discrimination laws claiming that it should stop selling the $499 4 GB model. Li had waited for the launch of iPhone and then found that the store only had 4 GB iPhones in stock and had subsequently purchased one. Much to her charging, Apple then slashed the price of the 8 GB iPhone and stopped selling the 4 GB model. 100s of customers like Li who paid the full price did not expect the sudden reduction and complained bitterly. Apple, however, had no financial reason to cut prices, but to gain more customers during the holiday season. By the end of September 2007, Apple had sold 1. 4 million iPhones and also launched the device in the UK, Germany, and France. In Asia and Australia iPhone was scheduled to be released during 2008 (Exhibit 3). While the company was dealing with the price cut controversy, its competitors were working on developing models that could compete with the iPhone. Apple's competitor LG was working on iPhone `killers', its new product Prada phone KE850 will attempt to offer unbeatable combinations of style, features and price. It costs ?300 ($614). Nokia with its N800 was already a tough competitor to Apple's iPhone with a niche market. The iPhone price cut caught the media attention in a big way and raised questions about the device's continued success. However, there are also some advantages to Apple's price cut (Exhibit 5). The price cut has raised the question as to whether Apple needed to stimulate demand as it is the most valued gadget in history, by reducing the price drastically soon after its release. Experts observe that Apple is switching from a price-skimming strategy to market penetration strategy. They felt that it would be able to expand market share more rapidly and competitive barriers could be strengthened through the change in strategy (IPod: Factors of Success). In spite of its popularity, the iPhone is said to suffer a few shortcomings. Apple iPhone lacks some features like user-changeable battery, voice dialing, voice recording, video recording, instant messaging, Multimedia Messaging Service (MMS), copy and paste and common Bluetooth file transfer OBject EXchange (OBEX). It is hard to use the on-screen keyboard because of its small sized surface. Further, the iPhone is available only through AT&T service provider and not through third parties. It comes with a two-year service agreement in the US. In countries like India even if iPhones are purchased customers cannot use them, as they have to reload the software to use it. Many users opine that though it boasts of a very clear and sharp screen, Apple's user interface is finger driven and the screen rapidly becomes covered in unsightly fingerprints (Ziegler). Apart from these limitations, Apple had to tackle the consequent criticism following the price cut of the iPhone Stephen Hoch, marketing professor at Wharton University, observed, â€Å"The reversal on Apple's iPhone may have been more dramatic because the company has marketed itself as consumer friendly. People have strong positive feelings about Apple. They feel they are part of the Apple family. When Jobs announced the price decrease, people felt betrayed†. According to Wharton faculty and analysts, the iPhone episode reveals the perils of pricing in a marketplace where constant innovation, fierce competition and globalization are changing the rules of the game (Smart pricing boosts revenue). John Zhang, marketing professor at Wharton University, said, â€Å"The product lifecycle is short and the market is moving quickly. You don't have a lot of time to learn from your mistakes. You have to price the product right the first time†. Jobs, while speaking to reporters, defended his move stating that his price cut was directed to attract new customers in the holiday season with more aggressive pricing. He added that it benefits both Apple and every iPhone user to get as many new customers as possible in the iPhone `tent'. Jobs observed, â€Å"†¦even though we are making the right decision to lower the price of iPhone, and even though the technology road is bumpy, we need to do a better job taking care of our early iPhone customers as we aggressively go after new ones with a lower price. Our early customers trusted us, and we must live up to that trust with our actions in moments like these. † Greg Joswiak, Apple's worldwide vice president of iPod and iPhone product marketing, also agreed with Jobs and observed that there was no better time for the price cut and he also added that it was that time of the year that was most important and an opportunity to come into the holidays with a fresh and aggressive product line (Ziegler). Work Cited Aaker, Kumar, Day George, and Kumar V. Marketing Research. 2nd Edition, John Wiley ; Sons, Inc., 2000 Apple Retail Store, â€Å"Interior Design of Apple Retail Store in the US, Apple Inc â€Å". Apple Inc. 16 June 2009 ;www.apple.com/retail ;. Apple Store, â€Å"Store information: Apple Inc â€Å". Apple Inc. 17 June 2009 ;http://store.apple.com/us ;. Apple Changes Strategies, Apple Changes Strategies for iPhone and iPode Touch Devices†, Apple Inc â€Å". Apple Inc. 16 June 2009 ;www.enbite.com/apple-changes-strategies-for-iphone-and-ipode-touch-devices/ ;. Best Performer Award 2008, â€Å"Best Performer Award 2008†. Apple Inc. 17 June 2009 ;http://search.businessweek.com/Search?i=1;page=2;resultsperpage=20;searchterm=best+corporate+performers+2008;sortby=relevance;u1=searchterm;. Hawkins, D I, Best R J, and Coney K A. Consumer Behaviour: Implications for Marketing Strategy. Homewood: Boston, 1989. IPod: Factors of Success, â€Å"Big Apple†. Apple Inc. 17 June 2009 ;www.korekalibre.wordpress.com/category/successfulpioneers ;. Mahajan, Vijay, Muller Eitan, and Bass Frank M, A New Product Diffusion Models in Marketing – Review and Directions for Research. Journal of Marketing, ; Self Service Account Program, â€Å"Self Service Account Program†. Apple Inc. 16 June 2009 ;http://www.apple.com/support/programs/ ;. Ziegler Chris, â€Å"The Apple iPhone†. Apple Inc. 17 June 2009 ;www.engadget.com/2007/01/09/the-apple-iphone ;.

Critique. This Critique Seeks To Provide Contextualisation

Critique This critique seeks to provide contextualisation for investigations into gendered representations in children’s literature, and the mechanisms that underpin their construction and reproduction. The key aim is to explore possible shifts within gender representation in children’s literature. Hamilton et al. (2006) argue that although there have been changes, over time, to gender representations, improvements have been mitigated by both the underrepresentation of female characters and a continued tendency to cast girls in â€Å"passive roles, boys in active ones† (p. 758). It is important to note that whilst underrepresentation is an important facet of study in children’s literature, it will be excluded from this discussion as to†¦show more content†¦178). Representations are construction in text, thus have a constructive effect in shaping understandings of world, identity and gender (Sunderland, 2011, p. 5). Sunderland notes, and partially support s, claims that representations constructed by discourses that stress differences could play significantly into naturalising and legitimating traditional ideas of gender. Construction is not without criticism, particularly as there are multiple definitions of what constitutes constructionism. Similarly, meanings of key concepts are open to contest by theoretical approaches (Lehtonen, 2007, 11). For example, various theoretical approaches disagree on the ‘role of the reader’ in construction as an ‘active negotiator’ or ‘passive recipient’ (Stam, 2001, p. 294). Other criticism of construction, in relation to discourse, argues that it is stronger theoretically, but lacks empirical outcomes (Stam, 2001, p.294; Sunderland, 2004, p. 172). Sunderland does observe this. Her own clear and concise investigation on discourse allows her to explore and critique various theoretical approaches to gendered discourse. Throughout the book, Sunderland makes an argument for interdisciplinary approaches to gendered discourses arguing that each theoretical approach has something to offer that may support or strengthen the othersâ₠¬â„¢ conclusions. Despite criticism, it is possible to conclude that discursive construction is useful to critique approaches to representation toShow MoreRelatedThe Sociology Of Health And Mental Illness3181 Words   |  13 Pagesbe rooted in the Fruedo-Marxist ‘methodological individualism’ of critical theory (Rogers Pilgrim, 2010: 14), or even a broader constructionist critique of medical truth, it just as easily lends itself to a more limited historicist Libertarian reading: mental illness as socio-political deviance within an encroaching state (Sumner, 1994). Within this interface must be located the panoply of ‘iconographic’ representation (Shorter, 1997: 273) within wider mass-culture: Sumner cites the example of