European influence in North America Essay Example for Free

European impact in North America Essay In early provincial America, there were thirteen states. The English began them all, however those states differed uncertainly. The two essential districts of the states were the Chesapeake and the New England Regions. In the very beginnings of these locales, there were sufficient measures of contrasts to make two altogether different American societies. The main lasting English settlement in America is Jamestown, Virginia. Jamestown started as an undertaking and afterward fizzled. Later a Virginia Company of London, which was a business entity, sorted out and sent one hundred and four settlers into Virginia in 1607. In a boats list destined for Virginia it is demonstrated that there were no families on board, just essentially single men and a handfull of single ladies. Likewise the rundown shows that the individuals on board had no history in mining, rather there were individuals sent over that were perfumists and different unnecessary skill. The New England district had a serious diverse participation, on a boats list headed for New England; there were numerous families with pertinent work capacities. Having numerous families ascribed essentially to the endurance rate being a lot more noteworthy than Chesapeake Bays. John Winthrop, a pioneer of the puritans composed God all-powerful in his generally blessed and astute fortune hath so discarded the state of humanity [that in all occasions some must be rich, some poor, and some high and prominent in influence and nobility, other mean and in subjection[yet] we should be sew together in this work as one man. These words expressed by John Winthrop show how the New England district was prosperous from the earliest starting point. The New Englanders gained capacity or was built up in their day by day religion to frame together and function as one. This solidarity was not inserted in the way of life of the Chesapeake zone. Commander John Smith composed, on the historical backdrop of Virginia the more awful [among us were the gold searchers who] with their brilliant guarantees made all men slaves with expectations of reward. There was no discussion however burrow gold, wash gold refine gold, load gold. This was the essential objective, to mine gold. One characterizes the religion in the New England locale. The New England district was fundamentally comprised of Puritans. The Puritans at first left England looking for an asylum to purge the religion. Other than the Puritans thereâ were the Pilgrims, which were gotten from the Puritans. There werent numerous distinctions at all between the Puritans and the Pilgrims. The main contrast between the Pilgrims and Puritans is that the Pilgrims were against the Anglican Church as well as they required an absolute division from the congregation. In the New England Region the Puritan government was set up until the extraordinary arousing. In the Chesapeake locale there were numerous religions from the earliest starting point. For example, Catholics, initially Protestants, settled Maryland. In result, New England was significantly progressively settled and assembled. Topography had numerous significances in pioneer life. There wasnt any mountains in Jamestown consequently the pilgrims were powerless to numerous assaults and attacks. Senator Berkeley and his committee composed on their failure to guard against the Dutch assaults in 1673. We thought it our obligation to go ahead in this our assertion, the genuine state and state of this nation when all is said in done and our specific incapacity to take part in war at the hour of this intrusion along these lines do modestly importune you most respectable committee to consider that Virginia is connected by such a large number of huge waterways as makes a bigger number of miles to shield than we do have me to safeguard them/. The Chesapeake area were by all account not the only ones to run into inconvenience because of their topography, the New England district additionally had issues protecting themselves. For example in King Phillips war. Geology is likewise a central point in any human advancements economy. The Chesapeake area essentially developed tobacco on there land. We as a whole realize that tobacco in the long run ruins the dirt, from emptying all the essential supplements out of the ground. All together for the Virginians to produce a benefit, they needed to have a sufficient measure of land. The need to reap tobacco brought about a requirement for nothing work or contracted hirelings. Obligated workers were made to pay for there section to frontier America by administration rather than cash. This wellspring of administration brought about the Chesapeake Region having limits of classes; implying that the affluent were getting wealthier and the poor were getting less fortunate. In Bacons insubordination an affluent landowner, Nathanial bacon of Virginia finallyâ got tired the privileged or that ran the legislature since he wasnt drafted. This is an apply from Bacons Manifesto We can't in our souls discover one single spot of defiance or conspiracy or that we have in any way associate at undercutting the settled government, record H. These mean shaped an administration called the tide water gentry. In the long run Bacon began a mob. The poor in result had to move out toward the western boondocks. By them moving, it made pressures with the Native Americans. The Native Americans before long revolted and assaulted the settlements. Bacon kicks the bucket, and the disobedience were put to an end. This just happened in the provinces and not England because of numerous things. One, there was more land to cultivate, two there was no tide water privileged, there was just land proprietors that were individuals from the congregation and set up in the ministry. In the Chesapeake locales economy there was more than one variable, tobacco wasnt stable. Taking everything into account, New England and Chesapeake Regions were both settled to a great extent by individuals of English starting point yet became to particular social orders. There were numerous political, prudent, strict, and social contrasts between the two districts. These distinctions brought about two exceptionally unmistakable social orders.

Architecture of the Parthenon

Design of the Parthenon The time that one lives in is progressed mechanically and monetarily, yet nothing can outperform the manifestations that the Greeks constructed. At the point when one ponders old occasions we envision graceless individuals who would never achieve such extraordinary things as we have done when in all actuality it is us that would never achieve what they did. There are numerous achievements that are related with Classical Greece, one of the significant ones is the Parthenon. The Parthenon had a key influence in helping society find that the Greeks were extraordinarily incredible with exact computations, had obscure innovation to make such structures, and that this sort of building is difficult to reproduce. The Parthenon set up for some structures to come making it a persuasive design building. For what reason was the Parthenon worked in any case? Well the appropriate response isnt as perplexing as one may might suspect. The Parthenon building filled in as a strict focus where an enormous sculpture of the goddess Athena was found. The Parthenon was the place the Greeks went to adore the goddess and give on account of what they had. The Parthenon had different purposes, for example, it being a stronghold and a visitor stop. The Parthenon turned into an image of intensity for the Greeks, alongside the feeling of intensity a feeling of patriotism expanded. The Parthenon was a lovely structure to appreciate. What this structure has indicated us is that the Greeks were route comparatively radical period. So as to make such a sanctuary, the modelers must have approaches to ascertain exact numbers and have hardware to put the segments on the structure. In addition to the fact that this typed of design require extraordinary exactness, it additionally expected of an incredible aggregate of cash. At the time the anticipated expense for a structure like this was around 1,000 silver abilities, which is around $57,600,000. This expense didnt just spread the Parthenon building, it additionally secured the cost for the Athena Parthenos. As per Cartwright, the Parthenon was made perfectly outwardly however its important piece was the monster sculpture of Athena inside it. The Athena Parthenos was a tremendous sculpture that deliberate around 11.5 meters tall and was made out of gold and other costly materials. The sculpture was worth more that the Parthenon itself. At the point when one ganders at the Parthenon one sees straight lines and segments, however actually there is basically no straight lines in the Parthenon. The straight lines that we see are just an optical dream made by the modelers that planned the Parthenon. The segments that we see on the structure appear to be straight, yet in all actuality on the off chance that one is to take a gander at the segment going from the base to the top we would have the option to see that the segment begins being thin and as it arrives at the inside it becomes more extensive, when it is gone to the top it limits once more. This equivalent guideline applies to the entirety of the segments put. This sort of accuracy would be hard for this timeframe to accomplish even with all the new innovation, envision how the Greeks more likely than not battled to manufacture something like this without having little to none of the innovation we had. By having made such a stunning bit of engineering, including some more, it was consistent for the Greeks to fell as though they were over each other progress. They were pleased with their way of life and of their recorded thoughts. These kinds of accomplishments were what caused them to accept that their accomplishments would make way for a long time into the future. As the Greeks assumed, their engineering thoughts set the phase for a considerable length of time including our occasions. The Parthenon is a surprising bit of engineering that is fundamental, on account of the expense as well as because of the way that regardless of whether individuals presently were to change one, it wouldnt have a similar effect as it would have hundreds of years back. The purpose behind this is simply the Greeks had nothing to base off of I request to make such a perfect work of art, in the interim we have their plans to make our own and access to current innovation. Old developments may appear as though nothing contrasted with what we have become throughout the years, yet as a general rule they were extraordinarily compelling in what we have become now and what will happen to us in years to come. Works Cited Cartwright, Mark. Parthenon. Antiquated History Encyclopedia, Ancient History Encyclopedia Limited, 28 Oct. 2012, http://www.ancient.eu/parthenon/ . Athena Parthenos by Pheidias. Antiquated History Encyclopedia, Ancient History Encyclopedia Limited, 25 Jan. 2015, http://www.ancient.eu/article/785/ Fehlmann, Marc. As Greek as It Gets: British Attempts to Recreate the Parthenon. Reconsidering History, vol. 11, no. 3, Sept. 2007, pp. 353-377. EBSCOhost, doi:10.1080/13642520701353256. Hadingham, Evan. Opening Mysteries of the Parthenon. Smithsonian, Smithsonian Institution, Feb. 2008, http://www.smithsonianmag.com/history/opening secrets of-the-parthenon-16621015/ Hurwit, Jeffrey M. Lovely Evil: Pandora and the Athena Parthenos. American Journal of Archeology, vol. 99, no. 2, 1995, pp. 171-186., www.jstor.org/stable/506338. Nova. The Glorious Parthenon. Nova, Corporation for Public Broadcasting, 29 Feb. 2008, http://www.pbs.org/wgbh/nova/antiquated/heavenly parthenon.html The Acropolis in Athens, Greece. Athens Greece Now, http://athensgreecenow.com/acropolis-athens-greece.php The Parthenon. Antiquated Greece, Ancient-Greece.org, http://old greece.org/engineering/parthenon.html Tomlinson, Richard A. Survey Article: The Acropolis and the Parthenon Perils and Progress? American Journal of Archeology, vol. 100, no. 3, 1996, pp. 601-604., www.jstor.org/stable/507030.

Research and Critical Thinking Essay Example For Students

Research and Critical Thinking Essay Research Critical Thinking Research and Critical Thinking Essay is such a urgent substance in the realm of each and every science and our consistently lives. While a researcher is trying the impacts of carbon monoxide on the earth, a young lady is pointing in the sky tallying what number of hues there are in a rainbow. Both of these situations include inquire about and basic reasoning yet are very extraordinary. There are no rules for the young lady yet there are numerous that the researcher needs to follow. The equivalent goes for mental research. Mental research is actually equivalent to logical research. First you should make a speculation, test, gather information, and dependent on the information you make ends with respect to whether your theory was affirmed. The distinction between mental research and some different sciences is in whats considered information and how that information is accumulated and prepared. Since brain science manages the psyche and now and then spotlights on things that are not quantifiable, inquire about has been confined to things that are recognizable and in this way can be followed. To do inquire about that effectively brings forth solid information there are sure components that must be followed as intently as could be expected under the circumstances. First your speculation must be investigated and summed up. Also, before beginning an analysis one must have a needy variable, a control variable, and a free factor. Third the information must be gathered and deciphered appropriately. On account of the analyst who examined undergrads he has totally mishandled all the components of research. He has done nearly everything incorrectly in his exploration, subsequently making his examination exceptionally un-sound and practically sham. Beginning with the initial phase in the logical technique, which is shaping a speculation, I have motivation to accept that in the wake of perusing this scientists theory he hasnt a sign how to appropriately lead it. Contrasting the multi year undergrads with the multi year understudies isn't the issue; it is the structure of the speculation. Rather than saying understudies at a multi year schools are more shrewd than understudies at multi year universities, the speculation ought to be if understudies who go to multi year schools and understudies who go to multi year schools take a similar IQ test, than the understudies who go to the multi year school will score higher than the understudies who go to the multi year school. It is significantly more expressive without being to choking. Toward the start of the theory it is smarter to be more graphic than at long last. For example if the theory were to express that the multi year understudies would score six focuses higher than the multi year understudies. Anyway the two gatherings scored eight focuses higher. Despite the fact that they scored higher it would even now refute the whole speculation. The subsequent stage is the test. The manner in which the specialist approached testing makes him a considerably greater numbskull. This is the territory that was the most inaccurate. First the scientist just tried ten understudies from every school. With the distinction in sex, race, age, training levels, thus numerous different components there ought to be an a lot bigger example speaking to every entirety. Likewise he picked the ten individuals from every school in an unexpected way. In the multi year school he utilized the initial ten volunteers. At the second school he snatched ten understudies he discovered sitting in a T.V. relax following their keep going class on a Friday. For a certain something on the off chance that he simply found these understudies how could he realize they were understudies? Because he discovered them in a T.V. relax doesn't demonstrate that they are. On the off chance that he arbitrarily simply found these ten understudies how could he realize they had come back from their last class that day. I accept he didnt so in this way it wasnt irregular. Another issue with his determination of guineas pigs is that consider the possibility that the initial ten understudies who chipped in at the multi year school were all female over the age of 25 with a 4.0 evaluating normal while the ten he picked off the love seat at the multi year school were all guys younger than 25 with a 2.0 reviewing normal. It would make the whole test unreasonable and the .

Tips For Writing a Monster Writing Paper

Tips For Writing a Monster Writing PaperAny student who's thinking about writing a Monster writing paper will be happy to know that there are many tips and resources out there to help them with the task. The most important thing to keep in mind, however, is that they'll need to work on the paper according to their own pace.As students, we're all motivated by having a say in what we write. By reading up on the topic of the paper, learning the jargon that comes with it, and learning a little bit about the history of the Monster movies themselves, you'll find yourself more inspired and informed about what you're writing. After all, the Monster is such a popular topic that we're always discussing it on message boards, blogs, and in forums... so writing about it can be very easy.One of the great resources available for writing a Monster writing paper is the professor who offers the class. You'll be able to read up on the theory behind the Monster films, especially if you're particularly i nterested in any particular one. If your professor has an opinion on the matter, you'll likely find that he or she has written a piece of literature that discusses the film in question and its central subject matter.It's also a good idea to speak with other professors in the class who have written on the subject. They may be able to provide you with a better understanding of what's being taught, as well as how your paper should be constructed. It may also be possible to use this information to make changes to your paper, or even a whole new one altogether.Of course, the more you can research for the topic of your paper, the better. This is because every single Monster film (whether it be theatrical video-on-demand, or otherwise) is different, and the themes that run through them are very diverse. Many students come into class and find that they can't easily find resources to use, let alone write about, and this can cause a bit of trouble.Another thing that you can do is try to find some resources to write about a specific subject matter. By speaking with your classmates about what movie they remember from their time in class, you'll be able to tap into the memories that they have and use them to write your paper.A great tip that comes from the class schedule itself is that it can be useful to track your time throughout the day. Most professors prefer to teach their students four class periods per week. Each of these will be about thirty minutes long, so you'll have plenty of time to devote to your writing.Writing a Monster writing paper is not as hard as you might think. Just ensure that you learn as much as you can about the material before you begin, and you'll be well on your way to completing it without too much difficulty.

Looking For Godot Essay Topics?

Looking For Godot Essay Topics?Are you looking for Godot essay topics? It is important to know what you are writing before you start. An essay needs to be composed with the writer using the common terms and styles of a normal person. There are many essay topics but choosing one may be a little bit hard.There are thousands of words that can be written in a sentence. It is essential to keep all the information that can be said. In a certain class, I will be teaching people about the topics of their essay. These people will write essays on the topic in which they have studied. All of them will write their essay using different grammar rules and skills.One way to start looking for essay topics is to read as much as you can about Godot. This can be done by looking at the code on the website. The code contains the topics that the developer plans to include in the game. They are some very good topics. And some are not so good.If you want to know what topics are good, you can read the forums and other discussion boards where people are talking about different topics. Some topics are related to Godot's game development. And these topics can be of great help.The topics may also be related to the coding, user interface, or testing topics. There are others that are not as good as those mentioned above. Some topics can be read as tutorials and some as help guides.The best way to choose a favorite topic is to ask your friends. A survey tool is also available online. You can use this tool to select a topic that you think is right for you. When you have chosen your topic, all you need to do is to write an essay and upload it.Writing an essay can be difficult because people are usually too busy to write something and there is not enough time to edit it. However, it is not so difficult when you know how to start. Once you have an idea about the topics of your essay, the rest will be easy.Finally, choosing an appropriate topic for an essay should not be done randomly. The topic s hould be chosen according to the amount of space that you will have. For example, if you do not have enough space for a long essay, you will not have a lot of topics. Instead, you will choose short ones that are related to the topics of your choice.

The SAT for International Students What You Need to Know

How do you register for the SAT? For international students, the registration process is a little different than it is for students living in the United States. But don’t worry: if you’re an international student, there is help available if you need assistance with any part of the SAT registration process. Lets take a look at this process step by step: Registering for the Test The SAT is given six times a year in countries throughout the world. While there are some requirements that are in place for all students taking the SAT, there are additional ones for international students. You can find these requirements organized by country on the College Board’s official website. Remember that international students don’t have the option of late registration. This makes it all the more important to consult the list of test registration deadlines for international students. Listed alongside the test registration deadlines are the deadlines for changes made in your registration. What If I Need Help With Registration? If you’d like some guidance while registering for the SAT, you can call on an SAT International Representative in your country. There is a list of official representatives who can help you on the College Board website. Remember that you must work with a representative who has been approved by the SAT program. When you get the assistance of a representative, you’ll be registering on paper instead of online. After the registration form is complete, your representative is responsible for mailing it in by the deadline. Customer service is given in the language you speak, so if you need to register for the SAT in Spanish, for instance, you’ll speak with a representative who knows the language. Whether you need to hear details about the SAT in Spanish, Mandarin, or another language, the process of registration for the SAT is made easier with the help of a knowledgeable representative. Testing Fees You can find the list of testing fees connected with the SAT for international students on the College Board website. There is a special list featuring non-U.S. fees, with the countries organized by region. If you have an International Representative, they can help you understand this step in the process. Preparation Tips for the SAT Once you’ve registered for the SAT, it’s time to switch your focus to test preparation. The first thing to do is take a practice SAT. Your results will reveal your strongest skills as well as the skills that need a little work. Our SAT tutoring program can then give you strategies to boost your scores on each section of the test. We can pair you with a tutor who understands the way you learn. Plus, we’ll create a customized study plan that helps to strengthen your weakest skills, building your confidence for the test. Our talented instructors can provide you with guidance on everything from learning SAT vocabulary to refreshing your algebra skills. When you study with Veritas Prep, you work with instructors who scored in the top one percent on the SAT. We believe that if you’re going to prepare for the SAT, it pays to have the best teachers! More Advice for Success on the SAT After registering for the SAT and dedicating plenty of time to preparation, make sure to take a few final precautions as your test day arrives. Be sure to start out the day with a high-protein breakfast to maintain your energy level as you tackle all of those challenging SAT questions. Be sure you have the proper identification and other paperwork you need so you can check into the testing center right away and sit for the test. Practice calming breathing techniques to relax a bit before the SAT begins. Getting in the right frame of mind is very helpful on test day. Check out our free video tutorials to get a taste of what we have to offer students who study with us for the SAT. In addition to having a staff of experienced, professional instructors, we use proven learning materials and resources in our instructional program. This combination provides you with solid preparation for every question you encounter on the SAT. We are proud to offer in-person and online courses as well as private tutoring and On Demand instruction. You can choose the option that best fits into your schedule of activities and obligations. Contact Veritas Prep today and get ready to ace the SAT! Still need to take the SAT? Check out our variety of free SAT resources to help you study successfully. And be sure to find us on Facebook, YouTube, Google+ and Twitter!

Essay Stepping in to a Compulsive Hoarders House - 811 Words

If you walked in the fifth flat on Philmore Avenue, the last thing you’d find is legroom. Stacks of boxes, books, bags and any other entity known to man can be found just in the hallway of this bizarrely looking apartment. You think it couldn’t get any worse? Just as you thought that was a clutter, squeezing in through the front room couldn’t possibly be the most awful experience of entering someone’s residence. Abruptly to your left, right and centre is perhaps more than your naked eye can absorb. Masses of boxes, piled possessions, shelves brimming with things you didn’t even know existed. It then hits you. You’re right in the middle of a hoarder’s house. You didn’t think setting foot inside a house was ever going to be this hard.†¦show more content†¦Stereotypically, many people would class hoarded items as meaningless or rubbish. Define it as garbage but to some, it’s much much more than that. Common items to hoard may include: newspapers, magazines, bags, boxes, photos, food and clothing. It is common to mistake compulsive hoarding with collecting. Researchers have studied that implications of compulsive hoarding can develop from an early age of 11 onwards. Children have a tendency to collect stamps, marbles or stickers however they don’t usually interfere with day to day activities. Until a person enters adulthood, compulsive hoarding isn’t as problematic during younger years. Recent studies indicate that hoarding problems are detected in at least 1 in 50 people aged 21-30. A person who hoards may show signs such as the following: weakness in being able to throw away belongings, oppressive anxiety when striving to discard possessions, having a vast amounts of clutter in places such as the office or in the car, finding it difficult to move freely around the home due to mounding of items, being in extreme doubt when placing things, being sceptical of others coming in contact with their property, avoid having family or friends over as a result of embarrassment, suffering from social isolation. One of the residents living on Philmore Avenue has known Ralph Gosling for the past 23years, he states, â€Å"Mr. Gosling has always been like this, it’s his life

The Immigration Policy Of The United States Essay - 922 Words

Hillary Clinton will continue the destructive immigration policy of the Obama Regime if she is elected president. The policy itself is helping to destroy the very nature of our country. America has always had a lot of immigration, legal and illegal alike, but now we are in crisis mode. Most of the immigrants from Central America, especially Mexico, do not want to immerse themselves in American culture. However, they do want a return of the South-West territory of Mexico. Under the Obama Administration and his infamous executive orders, we have more problems than ever, especially surrounding illegal immigration. Hillary Clinton will only exacerbate the problem, since her attitude towards illegal immigration is identical, maybe even more radical, than Obama’s. There are now millions of ‘illegals’ in this country since the Obama Regime took control, and that number is growing every day. The illegals are using and abusing welfare services, such as free health care, food stamps, education, and housing, which are all being paid by the US. But this is typical of how the Left operates. Never mind the thousands of illegals who commit crimes against our citizens, only for us to have to pay the legal and incarceration fees. It is madness that we, the taxpayers, are funding what is potentially the biggest problem this nation has ever faced. What are we going to do in 20-30 years, when there are 40 million Mexicans in this country who vote to return the South-West territory to Mexico?Show MoreRelatedThe United States Immigration Policy1199 Words   |  5 Pages In the United States immigration has almost always been a controversial topic to discuss. 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We will allow refugees to enterRead MoreImmigration Policy Of The United States1017 Words   |  5 Pagesto have open and honest debate of immigration policy in the United States. It is not that there is not an immigration policy. The author presented two points of view: for immigration and for restricted immigration. For a true democracy, policies are formulated, adopted, implemented and evaluated. In the evaluation phase, challenges are made as to the effectiveness of a â€Å"living† policy. All government’s action or inaction, affects the people governed, and immig ration is no exception. In fact, it directlyRead MoreImmigration Policy Of The United States1045 Words   |  5 PagesRecently the President of the United States, Barack Obama, spoke to the country about immigration policy and measures he wants to take. He announced this past Thursday he would be easing the threat of deportation for the roughly 4.4 million illegal immigrants who are parents of legal American citizens. 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When discussing the ethics of immigration, it is important to view this topic from both sides and not just one side. In doing so, a person gets a sense of the bigger picture that the U.S. is currently dealing with due to immigration. With that being said, the United States should strive for an immigration policy that can benefit everyone involved as a whole. IsRead MoreImmigration Policies Of The United States1836 Words   |  8 Pages Immigration Policies Jennifer (Stark) Rinehart University of Charleston Immigration Policies Cheers to technology and the internet, the world has over the years turned to be a small village where physical and geographical barriers that hindered people’s movement from continent to continent no longer exist. As a result, people’s movements are no longer mired geographically, but rather by man-made policies. Such policies are termed as immigration policies. They denote a country’s setRead MoreImmigration Policy Of Canada And The United States1765 Words   |  8 Pagesauthor chose immigration as the topic of this report to rationalize and review its various aspects which will serve as the grounding to expand the author’s business in immigration based countries like Canada. The report encompasses the most preferred countries for immigration, immigration policies in Australia, Canada and the United States, and the economic impact of immigration. The report does not cover refugee immigration, illegal immigration and the negative impacts of immigration. There has beenRead More Immigration Policy in the United States Essay2016 Words   |  9 Pages   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  We are now in the 21st century and like the beginning of the 20th century the United States finds itself in the throes of a period of mass immigration. More then one million immigrants enter the Unites States, both legally and illegally every single year. Many argue that this new wave of mass immigration may help sustain the success that our nation is having in regard to the way of living that many American have come accustomed to and yet others believe that although our nation was

Women and Marriage in Tamil Families Canada - 890 Words

Most Tamils in Canada are letting their daughters to take jobs which will allow them for obtaining favorable marriage alliances and better future. Almost all the children live with their parents until they get married. I have encountered some instances where my friends from different cultures make fun of this as Tamil children have no freedom and they must be entirely dependent upon their parents. I do not believe in what they say. I simply reply that Tamil families are very close and the parents want to help their kids even after they get married. Most of the times, grand parents take care of their grandchildren when their children go to work. If the children have no freedom to move out of the house, why do they buy a house near their parents’ house even after their marriage? As the author, Lila Abu-Lughod says about saving Muslim women, we cannot stay outside and say Tamil children have no freedom even in Canada. What they refer to as freedom may not be the same for others. 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The Role of Perception in Crisis Planning free essay sample

All rights of reproduction in any form reserved. John M. Penrose The Role of Perception in Crisis Planning ABSTRACT: This article reveals that a company’s perceptions of crises have a profound effect on primary crisis management activities. Although brie? y reviewing the technical aspects of crisis management, the research examines the effects that threat and opportunity constructs have on crisis planning. The article concludes with some recommendations concerning the communication of a crisis’s dual nature before, during, and after a crisis situation. John M. Penrose is professor of business communication and chair of the Information and Decision Systems Department in the College of Business Administration at San Diego State University. Much of the traditional crisis management literature stresses the fundamental importance of implementing an enterprise-wide crisis plan. In most cases, successful crisis resolutions stem from an organization’s instilled crisis plan, whereas most instances of mishandled crisis situations result from a company’s lack of such a plan. 1 Researchers tend to agree that organizations that practice proactive crisis management will lessen the damage of a crisis. Conversely, when organizations only respond to crises, the resulting damage seems to overshadow potential opportunities. 2 Why is it then, that about 40% of Fortune 1000 industrial companies still do not have an operational crisis plan? Indeed, many of these companies believe that their company’s prestige and goodwill will carry them through any unforeseen misfortune. This may be true for huge companies, such as Exxon, that also have the ? nancial resources to weather even the most disastrous crisis. But, smaller, lesser-known companies must heed the fact that 80% of companies without a comprehensive crisis plan vanish within 2 years of suffering a major disaster. 4 Thus, it seems that a crisis plan is indeed an invaluable precaution that any company must take. Summer 2000 155 Public Relations Review THE ROLE OF PERCEPTION The perception of crises may ultimately affect crisis outcomes. Furthermore, the perception of a crisis as an opportunity or a threat may also have signi? cant implications. Crises are not inherently good or bad; they are merely perceived by most as bad. Many examples reveal the severe penalties attached to the unpreparedness of an organization, such as the Union Carbide disaster or the Exxon Valdez oil spill. 5 Crises can destroy a company’s reputation in a concentrated time frame. When reviewing the results of the Union Carbide disaster or the Exxon Valdez oil spill, one may view crises exclusively as threats. But would the perceptions of the organizations have been different if senior management had perceived these threats differently, prepared accordingly, and executed differently? Opportunities exist within any crisis situation. New leaders may emerge from a crisis, and in most cases, a crisis leads to accelerated change in business processes that may prove advantageous in the long run. 6 Often companies that do survive disasters are more prepared for the next one. This thought does depend, however, on the extent of learning that the company in question absorbs from the event. Finally, companies that do handle a crisis effectively are generally perceived in a more positive way. 7 Many companies simply fail to identify these potential positive outcomes. The perception of a crisis as an opportunity should lead to an increased ability to consider various alternatives and thus a greater extent of proactive planning. Managers generally view opportunistic situations to be more controllable, thus including more members into the resolution process and thereby increasing the ? w of alternatives. 8 On the other hand, the perceiving of a crisis as a threat will cause managers to limit the amount of information they consider. Thus, perception has the potential to in? uence the extent to which an organization is willing to engage in crisis management activities. NEED FOR STUDY Much of the crisis management research today focuses on the technical aspects of dealing with crises. The majority of this literature explains the importance of implementing a crisis plan and the strategies involved in that planning. 9 Other research deals with the formation of crisis management teams and their relevance. 0 Finally, many case studies detail preventive measures taken and lessons learned. 11 Such valuable case studies are too few to provide researchers with an all-encompassing model of crisis management. The purpose of this article is to insert a new perspective into the crisis management literature. Rather than focusing on how perceptions affect the outcome of a crisis situation, what is needed is a measure of whether the perception of a crisis as an opportunity or as a threat affects an organization’s willingn ess to engage in crisis management activities that then affect the outcome of a crisis. 56 Vol. 26, No. 2 The Role of Perception in Crisis Planning AN OVERVIEW OF THE CRISIS COMPONENTS A crisis occurs when an event increases in intensity, falls under close scrutiny of the news media or government, interferes with normal business operations, devalues a positive public image, and has an adverse effect on a business’s bottom line. 12 According to Shrivastava et al. , crises are caused by an interacting set of human, organizational, and technological failures that combine with regulatory, infrastructure, and preparedness shortcomings in the organizations’ environments. 3 Pearson and Clair build on the crisis de? nition by noting that organizational crises are highly ambiguous events that necessitate a decision or judgment that will result in change for better or for worse. 14 This implies that crises have dual meanings as well as dual outcomes. Reviews of crises and crisis plans typically include four common elements: the plan, the management team, communication, and post-crisis evaluation. These four components together form the basis of crisis managemen t activities and should ? gure into any comprehensive crisis plan. Therefore, it is imperative to discuss each of these basic elements before introducing the possible effects of perception on crisis management. The Crisis Management Plan The ambiguous nature of crises makes planning for a crisis dif? cult. Further, the in? nite number of possible crisis scenarios has prevented the adoption or implementation of a universally accepted planning strategy. 15 Indeed, there are times when a plan may not be as relevant to a crisis as planners might have envisioned. The penalties, however, for complete unpreparedness can be catastrophic to any company, regardless of size or prestige. A certain amount of proactive planning is necessary to counter a potentially disastrous crisis situation. Proactive planning may include mechanisms for determining possible crises, identi? cation of affected audiences, procedures to follow during a crisis, appointment and training of a crisis management team, development of a communication plan, and policies for evaluating and revising the plan. 16 Such a comprehensive plan should include input from all levels and all functional areas of the organization. The Crisis Management Team Pearson and Clair argued that there are key aspects of planned responses that will in? ence the degree of crisis management success. Most important of these planned responses is a team response, as opposed to an individual response. 17 Researchers agree that organizations with a team-oriented approach to crisis preparation will be better able to successfully manage a crisis than will those organizations that entrust a single individual such as a chief exec utive of? cer (CEO). Mitroff concluded that most crisis management teams are composed of six to 10 senior executives that may include the CEO, chief ? nancial Summer 2000 157 Public Relations Review of? cer, top public relations or communications executive, legal counsel, and health/safety advisor. 18 All members should be empowered and respected by peers so that the recognition and preassignment of responsibilities at policy, strategy, and execution levels will not be constrained by political or hierarchical relationships within the company. Finally, the team must be trained by way of drills and simulations to teach the team how to identify potential crises and brainstorm possible solutions. Crisis Communication Alliance and coordination with stakeholders as well as the dissemination of information are two more aspects of Pearson and Clair’s planned crisis responses. 19 Effective communication during a crisis should be a company’s top priority. Thus, a communication strategy should strive to achieve the fastest delivery of the most accurate information available. This can be achieved by establishing a communication protocol, selecting and training a company spokesperson, identifying key audiences and key messages, and eciding on the most appropriate method of communication before a crisis occurs. 20 Crisis preparations should also include identifying speci? c information that must be kept con? dential, as well as the speci? cation of media access to management, employees, facilities, and the actual crisis site. 21 Evaluation and Revision of Management Plans The end of every crisis is the beginning of the preparation step for the next one. Debrie? ng the cri sis team and evaluating the crisis plan immediately after a crisis can be the most important part of crisis management. When evaluating the handling of a crisis, a company should accomplish three goals. First, the organization should evaluate team performance to recognize and correct any errors. Second, the crisis team and other related personnel should be given the opportunity to express feelings to be able deal with the stress brought on by the crisis situation. Finally, the plan itself should be evaluated and revised, if necessary. 22 Throughout this process, suf? cient resources should be made available to keep a history of the crisis along with any revisions made. THE VOID IN CRISIS MANAGEMENT STRATEGIES AND MODELS In the last 15 years or so, crisis management has emerged as a substantive focus area and a number of strategic approaches and models have appeared. By looking at the major ones, we’ll see a void in the research and thus the need for the present study. These strategies and models are summarized below starting with the oldest. 158 Vol. 26, No. 2 The Role of Perception in Crisis Planning Littlejohn’s Six-Step Crisis Model Models can help simplify complex processes and thereby provide a better understanding of the problem domain. Littlejohn’s six-step crisis model is a framework that provides a guideline of basic crisis management development. According to Littlejohn, the ? rst step for any organization is to design the crisis management organizational structure. 23 This process would then be followed by the selection of a crisis team. Once the team has been chosen, team development should occur by means of training and simulations. The next step is to design and conduct a crisis situation audit. After conducting a thorough review of potential scenarios, a contingency plan should then be drafted. The ? al step of Littlejohn’s model is to actually manage the crisis. 24 Fink’s Comprehensive Audit Fink suggested a comprehensive situation audit. Such a preparedness audit would propel an organization to determine what events could cause a crisis in each functional area. 25 Once scenarios are developed, action plans should be prepared. The plan should include the crisis situation description an d a statement of desired outcomes or a range of acceptable outcomes. Consequently, crisis team members should ask â€Å"what if† or â€Å"if then† questions to develop strategic or tactical options. Mitroff’s Portfolio Planning Approach Although no company can prepare for every fathomable crisis scenario, a company may be able to group crises according to their underlying structural similarities. Once clusters of crises are recognized, the organization should then prepare for the worst scenario in each cluster by considering the best preventive actions. Thus, preparation for one crisis scenario, in turn, provides exposure to several other similar or related scenarios. 26 Crisis/Strategic Management Integration Crisis management is just now being recognized as strategically signi? cant to organizations. Mitroff et al. rgued that crisis management perspectives should, therefore, be integrated into the strategic management process. 27 Whereas strategic management focuses on the offensive aspects of competing in the marketplace, crisis management deals more with the defensive capabilities of the company. Whereas strategic management promotes the welfare of an organization, crisis management works to protect it. Thus, according to Preble and Mitroff et al. , both perspectives require the attention and involvement of top management and should, therefore, be integrated into the strategic management perspective. Burnett’s Crisis Classi? ation Matrix Crisis situations can be classi? ed into a 16-cell matrix based on threat-level, response-options, time pressure, and degree of control. 29 The Summer 2000 159 Public Relations Review matrix can be viewed as a sort of crisis continuum. Thus, for example, a major crisis would be a situation where the time pressure is intense, the degree of control is low, the threat-level is high, and response-options are limited in number. Such a crisis would be classi? ed as a Level 4 situation, whereas a Level 3 crisis would exhibit three of the characteristics inhibiting strategic management, and so on. There are several bene? ts of the classi? cation matrix. For one, the preparation and analysis of the matrix by the crisis management team is an invaluable exercise in problem awareness. The matrix also improves decision making by revealing and prioritizing a list of all potential crisis situations that a company may need to confront at one time or another, allowing for the proper allocation of resources for each potential crisis. 30 INTANGIBLE FACTORS OF CRISIS MANAGEMENT Recent literature shows a trend from technical details of crisis management to the more intangible aspects. The current research consistently includes communication/corporate culture, public relations autonomy, and top management attitudes as signi? cant factors in predicting the outcome of a crisis situation. This article will later extend these intangibles to include the perception of crises as opportunities/threats and their impact on crisis planning. As can be seen by the previously summarized strategies and models, such an examination has been absent from the literature. Crisis researchers have changed their perspective because of the analysis of several historical case studies. It was once believed that having a solid crisis plan in place was the single, most important variable as to whether the organization would be successful in dealing with a crisis situation. A simple example will bring to light researchers’ reasoning behind devaluing this once-accepted theory. Before the onset of the now infamous disasters, Union Carbide and NASA had extensive crisis management plans in place. In hindsight, however, the organizations’ mishandling of Bhopal and the Challenger situations have been primary examples of crisis management failure. Conversely, some companies that lacked a plan during a crisis are now deemed crisis management success stories (e. g. , McDonald’s and Johnson Johnson). 31 These inconsistencies have led researchers to believe that there must be other factors to consider in determining the successful outcome of a crisis situation. In addition to the creation of crisis plans, crisis teams, and communication guidelines, other factors substantially affect the outcome of a crisis. Throughout the prevailing contemporary literature, attitudes place corporate culture as the main factor in affecting crisis outcomes. In the case of the Challenger explosion, NASA’s closed communication culture contributed to the failure of properly executing its comprehensive crisis plan. 32 A crisis management plan is, therefore, of limited use if it does not coincide with an organization’s philosophies, values, attitudes, assumptions, and norms. Thus, a policy of open communication within 160 Vol. 26, No. 2 The Role of Perception in Crisis Planning a company may be a more reliable predictor of crisis management success than the mere formulation of a crisis plan. 3 A high degree of autonomy is another important factor in predicting crisis outcomes. Corporate culture usually dictates the amount of autonomy given to crisis team members. A greater amount of autonomy allows teams to act quickly once a crisis occurs because messages are ? ltered through fewer levels of the organizational hierarchy. The quicker an organization can initiate with the media, the more likely a successful outcome will occur be cause the team has more of a chance to control the message, thereby lessening the chance of misinformation. Thus, a major communication strategy is to limit the number of ? lters a message must pass through in the organizational hierarchy. Including more employees in the decision activities during a crisis also enables the organization to draw from more available responses from varying points of view. 35 During a crisis, a company tends to use fewer sources of information and thus limits its management abilities. 36 A conscious effort must be made to include more autonomous sources in the crisis action plan. The base of the crisis management pyramid is senior management’s willingness to initiate proactive planning. 7 Senior executives’ attitudes and beliefs impress greatly on the corporate culture. 38 The corporate culture in turn affects autonomy, which then affects crisis management activities. If top management ignores or denies its vulnerability, it will naturally allocate fewer resources to crisis management. Finally, Pearson and Clair asserted that executive perceptions are the fundamental and initiating variable in determining potential outcomes from a crisis. 39 Having discovered the key role that senior executives’ perceptions play, our research takes these heories a step further. As asked earlier, does perception of a crisis as an opportunity or a threat affect an organization’s willingness to engage in crisis management activities? THE STUDY This section details the study’s design, the demographics of the respondents, and the results. Research Design Primary research was conducted to discover the opinions of respondents concerning crises as threats or opportunities. An analysis of crisis management literature as well as a series of personal interviews with crisis management practitioners resulted in an initial questionnaire. Two pilot tests of the questionnaire led to 34 randomly ordered statements in the agree-disagree rating system (Likert scale). Appendix A lists the 34 statements. The statements covered ? ve stages of crisis management constructs and activities: mitigation, planning, response, recovery, and renewal. Mitigation contained all internal and external activities that had preplanning implications. PlanSummer 2000 161 Public Relations Review ning encompassed internal procedures dealing with contingency planning, communication guidelines, and crisis plan content and scope. Response included activities that deal with timely assessment of a crisis as it occurs. Recovery was composed of post-crisis activities dealing with evaluation and documentation. Renewal was the post-crisis period when an organization experiences a change of perspective about crises and crisis management. Distribution and Demographic Results Because a mail questionnaire is able to reach a wider geographical base than would be possible with personal interviews, mail was chosen as the research medium. The surveys were sent to Fortune 500 industrial companies because these companies are large enough to support comprehensive crisis management plans and have common functional areas. Of the 500 questionnaires mailed, 115 completed questionnaires were returned (23%). Included in the survey were demographic questions related to the existence of a crisis plan (see Appendix A). Seventy-eight percent of the respondents reported having a crisis management plan in place, and of these respondents, 63% had crisis plans in place for 5 years or less. These ? ndings suggest that crisis management planning has only recently become an organizational concern. Comparing this data to that of similar surveys conducted in the mid-1980s, it is worth noting that the number of companies with a crisis plan is increasing. For example, a Fortune 500 survey by Fink in 1986 showed that only 50% of the companies that responded had a crisis plan in place. 40 Measures Three statistical procedures were applied to 34 Likert-style statements: factor analysis, factor scores, and correlations. The factor analysis procedure reduces the data and provides the basis for generating factor scores for each respondent. The factor scores are used to transform each factor into a factor variable that is then correlated with three criterion variables: the existence of a crisis plan, top management typically perceiving a crisis as a threat to the organization, and a crisis perceived as an opportunity for an organization to assess itself. A factor analysis was applied to the data to determine underlying relationships among 34 survey responses. A varimax rotation scheme was used to maximally differentiate among the factors. An examination of the rotated factor matrix shows more clearly which variables go together and thus facilitates interpretation and labeling of factors. From this analysis, ? ve factors account for 56% of the cumulated variance and include 26 of the 34 variables. The next step was to label each of the factors by using my judgment and interpretation to identify underlying constructs. The ? ve factors, labeled subjectively, appear in Table 1. To draw relationships between each respondent and a criterion variable, 162 Vol. 6, No. 2 The Role of Perception in Crisis Planning TABLE 1 Five Interpreted Factors Factor Variables Planning Number of statements 11 Description Determines the extent of agreement with statements about planning activities and the existence of a crisis management plan. Measures the extent of agreement regarding being proactive and assessing vulnerability to a crisis as well as evaluating t he effectiveness of the crisis plan. Measures the extent of agreement with statements about the willingness to integrate crisis management activities into the organization. Evaluates a respondent’s opinion regarding the involvement of crisis management in strategic planning. Measures the extent of agreement with statements regarding the importance of communicating with the media and external publics. Pre/Post crisis 6 Commitment 5 Strategic orientation 2 External communication 2 factor scores or variables were then determined. Each respondent was evaluated to high or low scores for each factor. Thus, a respondent with a high Factor 1 score (Planning), had a high propensity to engage in crisis planning activities. A respondent with a low Factor 2 score (Pre-/Post-Crisis activities), however, exhibited a low inclination toward engaging in pre- and post-crisis actions. The correlation procedure reveals the existence of a relationship between variables by indicating that two or more variables vary together either positively or negatively. To provide the best measure of the effects of perception of a crisis on an organization’s willingness to engage in crisis management activities, three relative criterion variables were established to correlate with each factor variable mentioned above. The three criterion variables included the existence of a crisis management plan, top management typically perceiving a crisis as a threat to the organization, and a crisis being an opportunity for an organization to assess itself (see Table 2). The resulting correlation coef? cients measure the degree to which the factor variables and criterion variables vary together and the direction of this relationship, either positive or negative. ANALYSIS After intercorrelating the factor variables with the criterion variables, insightful conclusions regarding the link between perceptions and crisis Summer 2000 163 Public Relations Review TABLE 2 Criterion Variables Variable 1 Variable 2 Variable 3 The existence of a crisis management plan Top management perceives a crisis as a threat Top management perceives a crisis as an opportunity management activities can be drawn (see Table 3). Indeed, there are obvious links that this study veri? es. For example, the fact that the planning factor correlates positively with a company possessing a crisis plan is not surprising. However, there were some unexpected results that show perceptions to be a signi? ant factor to consider when implementing crisis management activities. Planning Factor Variable 1 dealt with the planning aspects of crisis management, including the formation of a comprehensive crisis plan. Not surprisingly, a high degree of correlation (r 0. 4369) existed between planning and the existence of a crisis management plan (Criterion Variable 1). This makes sense because respondents with a high propensity for planning are more likely to have a crisis management plan in place. There was also a sizable correlation (r 0. 438) between planning and the perception of a crisis as a threat to the organization. Because respondents perceived crises as threats to the organization, they engaged in crisis planning activities in an attempt to lessen the damage caused by a crisis. Consequently, the perception of a crisis as a threat increased an organization’s planning activities. Finally, there was a low correlation (r 0. 0241) between the planning factor variable and the perception of a crisis as an opportunity to the organization. No worthwhile conclusions were drawn from this last correlation. Both sets of actions have serious implications for a business’s ability to manage a crisis, as well as to effectively recover from such an event. A high variable score in this category was translated into a high intention to engage in pre- and post-crisis activities. The ? ndings reveal no signi? cant relationship between these activities and the existence of a crisis plan. However, both the opportunity and threat variables achieved signi? cant correlation with this factor. A correlation of r 0. 2974 existed between pre- and post-crisis activities and the perception of a crisis as a threat. An even stronger relationship (r 0. 3622) existed between respondents with high Factor Variable 2 scores and the likelihood of perceiving a crisis as an opportunity. Thus, the ? ndings here support the perception of a crisis as both a threat and an opportunity. Commitment Commitment items gauge a respondent’s degree of agreement with statements that assess management issues, such as training and responsibility for crisis management, and whether crisis management requires a long-term commitment. Those who strongly agree that crisis management requires a longterm commitment were more likely to have a crisis plan in place. The correlation between commitment and the existence of a plan (r 0. 2013) is not surprising. Clearly, an organization dedicated to crisis management would implement a crisis plan. Perception does not appear to affect an organization’s commitment to crisis management, as revealed by low correlation scores (Threat: r 0. 0683, Opportunity: r 0. 0161). This may be attributed to a perception becoming a central issue as a crisis develops, and the decision to make an organization-wide commitment to crisis management typically precedes a period of a crisis or occurs after an organization experiences a crisis. Strategic Orientation Two of the statements in the survey loaded on Factor 4. These statements concerned respondents’ degree of agreement with the necessity to include crisis reserve funds in the budget and the importance of incorporating crisis planning into overall strategic planning. An organization’s strategic orientation, or the degree to which it is willing to incorporate crisis management into long-range planning, may have implications for that company’s ultimate success or failure in managing a crisis. With that said, however, no signi? ant correlations between strategic orientation and the three criterion variables (Plan: r 0. 0409, Threat: r 0. 0278, Opportunity: r 0. 0278) were found. Thus, no conclusions can be drawn about respondents with a high strategic orientation. It may be assumed by the lack of relationships that an organization’s willingness to engage in strategic planning and crisis budgeting is not affected by perception. External Communication Respondents with a high factor score on the external communication factor variable strongly agreed that developing a solid working relaSummer 2000 165 Public Relations Review ionship with the media before a crisis and sharing information with external publics are critical crisis management activities. There was no signi? cant correlation between external communication and the existence of a plan; however, the correlations between external communication and the other two variables (Threat: r 0. 3274, Opportunity: r 0. 3230) suggest the importance of incorporating both opinions in creating a complex communication strategy. Moreover, the perception of a crisis as both a threat and an opportunity will increase a business’s propensity to communicate with external audiences. CONCLUSIONS A company’s perception of a crisis as a threat or an opportunity does appear to in? uence a company’s willingness to engage in primary crisis management activities. Results of this study reveal that organizations are especially affected by perception in the areas of planning, pre- and post-crisis activities, and external communication. Perceptions, however, did not seem to in? uence a company’s level of commitment and strategic orientation. One of the primary inputs of comprehensive crisis management is the planning factor. Planning is at the root of all crisis management activities. Some logical deductions can be made concerning the correlation results of the planning factor. The results showed a high correlation between the existence of a crisis plan and planning. Furthermore, the perception of a crisis as a threat increased an organization’s willingness to engage in planning activities. An organization that is able to identify a set of possible crises is more likely to initiate planning activities in preparation for the worst. The magnitude of such preparations seems to be a direct link between an organization’s vulnerability to certain crisis situations and its level of perception toward each potential contingency. The more threatening a potential crisis is to a company’s core competencies, the more it should partake in primary crisis planning activities. Thus, when evaluating, in early planning stages, the multiple components of a crisis, a company should assess the threatening aspects of a situation before considering crisis opportunity components. It is important to recognize and plan for contingencies that may directly threaten the company as a whole before anything else. Nevertheless, such a perspective should not be without the acknowledgment of possible opportunity outcomes. Such a dual perspective will diminish the inclination to panic, while focusing on threats that are most menacing to the company. In the past, pre- and post-crisis actions have not been consolidated as one, integrated unit. However, the results of this study suggest that these activities do cluster together and should be considered in aggregate rather than as separate sets of activities. Proactive crisis management naturally affects the recovery measures a company must use and is a vital strategy in mitigating the negative effects of crises. Proactive planning is also critical in capitalizing on opportunities provided by a crisis before one occurs. However, the relationship between pre- and post-crisis activities places equal importance on recovery as on proactive action. An organi166 Vol. 26, No. 2 The Role of Perception in Crisis Planning zation that does not evaluate its crisis management strategy after a crisis will be little better prepared to manage the next crisis. Thus, it is not surprising that preand post-crisis activities correlate signi? cantly with both perception criteria. Again, the company that recognizes the dual nature of a crisis will have a greater propensity for proactive planning and recovery, which leads to more effective crisis management. The results of this study reveal that there is a link between external communication and the perception of a crisis as a threat and an opportunity. Although realizing the threat of a crisis, an organization will carefully select the message content and address each speci? c public affected. An organization will also bene? t if it perceives the positive outcomes of a crisis, which stem from effective crisis communication. Good external communication in a crisis can result in favorable public perception, leading to an improved corporate image. But this, of course, depends on the nature of the crisis. In some cases, effective external communication will merely maintain a company’s image. In any case, a company will not bene? t by perceiving a crisis entirely as a threat to the exclusion of even considering potential opportunities. Organizations that feel threatened tend to limit the amount of information they process and communicate. 41 This typically leads to negative public perception and the belief that the company is untrustworthy. Recognizing that crises can provide opportunities is crucial to balancing an organization’s external communication practices. Furthermore, by communicating a balanced perception of a crisis, the organization is more likely to sway public opinion and dispel false rumors about the severity and ultimate consequences of the crisis. RECOMMENDATIONS AND APPLICATIONS This study reveals the key role that perceptions play in determining the magnitude of primary crisis management activities. First, an organization must perceive contingencies that threaten the company most. Once those threats have been identi? d, the organization should take steps to de? ne these situations according to possible positive and negative outcomes. Managers must realize the profound effect that framed perceptions have on a crisis situation. As a situation is viewed in more negative terms, a natural tendency is to panic and reduce the number of information channels the company will consider. Perception can be used to rede? ne the crisis in more positive terms. Communicating the effects of a crisis in a more positive manner works to align internal thinking about the event and encourage employees to support the company’s evaluation of the situation. As noted by Ashmos’ research, company-wide participation is deterred when issues are labeled negatively as a crisis situation. 42 On the contrary, a situation framed as opportunistic will enhance internal participation, thus increasing the number of options the company is able to consider. Additionally, maintaining a balanced perspective will suggest that the crisis is more controllable than was ? rst thought. When only considering threat compoSummer 2000 167 Public Relations Review nents, the crisis manager may perceive a distorted view of the situation as the level of stress restricts the amount of information he or she processes. By considering opportunity components as well as threat components, stress is effectively reduced, thus increasing the crisis manager’s likelihood of considering and evaluating more information. This will allow the crisis manager to achieve a more accurate view of the situation. Managing crises is an exercise in managing meaning. The crisis practitioner must realize the importance of a balanced perception throughout the crisis lifecycle. Such a balanced perception, if communicated effectively to employees, will lessen fear and lead to a quicker and more effective response. The balancing of perception, however, requires a strong, conscious effort on the part of the organization. It is more natural for a company to recognize and emphasize a threat as opposed to an opportunity during a crisis. Perceiving the crisis in only a negative way, however, may serve to exacerbate a situation that was not disastrous to begin with. Conversely, an organization that communicates only the opportunities gained from the crisis may be perceived as side stepping the consequences of the event. Thus, striking that delicate balance is crucial in dealing effectively with a crisis. Both the threat and opportunity components of a crisis are major, highpriority issues that are dif? cult to resolve and involve the integration of many areas and individuals with diverse skills and knowledge. In this way, the multiple dimensions of a crisis are treated from multiple disciplinary and functional perspectives. However, to optimize crisis management effectiveness, a cross-functional approach must be combined with a multiple perception of the crisis itself. Such a dual perception seems equally as important as the implementation of a crisis plan or the development of a crisis management team. Corporate crisis plan Divisional crisis plan Crisis response training Top management commitment to crisis management Funds budgeted for a crisis Existence of crisis control center Formation of crisis portfolio Mechanisms in place to detect early warning signals Crisis management included in corporate strategic planning Annual disaster drills Continuous monitoring and revision of crisis plan Long-term commitment to crisis management Build relationship with media prior to crisis Evaluate organization’s vulnerability to crisis Internal/external situation audit Identify external resources in event of a crisis Proactive approach to crisis management Document organization’s response to crisis Contingency plans in place to ensure daily operations Evaluate effectiveness of crisis plan Debrief crisis team after crisis Document crisis as initially reported.

Leading Management Team and Effectiveness †Myassignmenthelp.Com

Question: Discuss about the Leading Management Team and Effectiveness. Answer: Introduction: Team performance management is considered as the concept of regulating the composition, direction of work group or team for increasing the efficiency of the team according to the measurement of the organizational benchmarks for groups (Hoch and Kozlowski 2014). Therefore, comparison as well as the difference between the standard performance and the actual performance of the employees helps to identify the team performance and thus it also helps in providing feedback. However, the most important three areas of team performance that should be monitored within a firm for its betterment include team work, discrimination within team and leadership (Williams 2013). These three mentioned areas are considered as having more importance because teamwork or work in-group helps the business to run its operations and regulations systematically and this also results into profitable production. Moreover, proper teamwork helps the employees as well as the company to overcome any challenges or obstacles easily (Colbert, Barrick and Bradley 2014). On the other hand, with the abolition of discriminations within the team like discrimination due to different cultures, gender, races, ages, experiences and educational qualifications, the power as well as the unity of the team can be increased. This will result into better running of the business and will also help in earning profits. Finally, proper leadership helps the employees to work accurately as this helps in providing good working environment to the staffs (Certo 2015). Thus, it motivates the team members to work more efficiently and effectively. Methods for Delivering Feedback Two methods that can be used for delivering feedback to the team members include Feedback Sandwich and Stop, Start, Continue. The later method would be effective as here employees can discuss their feelings of stopping, start doing and wish in continuing doing their job with their manager (Wang, Waldman and Zhang 2014). On the other hand, Feedback Sandwich method includes positive statement of the employees, can discuss the regions that can be improved and they can finish with more positive views (Elmuti 2013). Therefore, this provides positive feelings towards the organization and the work. Process Development for Addressing Conflicts or Issues A most common performance issue that arises within an organization is that the employers provide reward to non-performance by putting more attention and do not reward to good performance. Thus, this leads to occurrence of lack of reliability between the employers and the employees of the particular firm. As a result, to this particular situation, the performance of the employees as well as the organization was affected negatively. The reason behind this is that the unsatisfactory employees resulted into poor performance of the staffs and thus, it directly or indirectly influenced the performance of the organization (Benoliel and Somech 2014). It has been found that within the particular organization, the employers put emphasis on the performance of the employees who are non-performing and thus, for their performance appraisal, the human resource managers of the firm provide trainings. However, on the other hand, the employers of the particular firm do not reward the employees who per form well. Thus, efficient employees become inefficient and for motivating them, the employers should also reward them. Generally, the inefficient employees are provided with more attention as the employers aim to transfer or promote those employees to get out of the work group (Ou et al. 2014). Therefore, the employers should also put focus on the people who perform well and thus, the employer of the company should provide both monetary and non-monetary rewards to them. This issue regarding providing reward to the non-performance can be solved by holding inefficient employees more responsible for performing the jobs. Moreover, the employers should not clean up the masses of people for these staffs. The employers should keep the workload on these particular employees more balanced and even (Daspit et al. 2013). Additionally, the management of the organization can adopt the philosophical strategy called Do not bring me a problem without a solution for betterment of the operation of the firm. Finally, the employers should fix the problems and should not promote them or transfer them. On the other hand, for the issue regarding not rewarding the good performer, the employers should understand that the money is not the single method for rewarding the employees having good performance. Moreover, they should tune into the strategy of Whats in it for me and thus employees should continue doing things for what they get rewards. Therefore, the employers of the firm should reward the staffs having good performance and on time. The reward should be specific and the employers should be sincere about the matter (Bush and Middlewood 2013). Then, the employees will become more motivated and good performance will automatically help to be fitted into them. Role Modeling Effective Team Behavior There are several qualities that are related to role modeling and have both positive and negative effect on the team behavior. Therefore, role modeling plays an important role in any organization as positive impact influences the employees and also motivates them in their work (Rowland 2015). Thus, performance appraisal takes place that helps the firm to run profitably. The positive roles of a manager that assist in motivating employees as well as the behavior of the team include the awareness of the manager that is the leaders should open the door towards the employees for gathering their perceptions (Rushmer 2013). Moreover, the commitment made by the manager to his employees regarding development of the people helps employees to enhance their work performance. Additionally, empathy of the leaders requires tolerance of imperfection and these aids in understanding the employees better. Thus, the team behavior of the organization can be enriched. In addition to these, the foresight capacity of the manager or leader plays a vital role modeling for effective the team behavior. Listening builds strengths and thus it also work as a positive role for the employees. Lastly, the persuasion capacity of the managers of an organization also influences the behavior of the team positively and thus brings positive change to the employees as well as within the organization (Ravid et al. 2013). Identification and Communication of Unresolved Issues From a detailed study, it has been found that one of the outlets of the national retailing organization named Timat continued to attain a significant number of complain from its customers. Therefore, the aim of this report is to identify the issues and the process of resolve them in order to run the business profitably. It has been noted that the team functions well and works as per the performance plan (Goetsch and Davis 2014). Nevertheless, as per the regional manager the reasons behind this include the high rate of turnover of staffs, lack of training (formal) and poor communication of the employees. Process of maintaining open communication The open communication can be maintained within an organization through the following process. Firstly, a safe environment should be developed for team meetings, secondly, clarifications should be provided whenever an employee will unable to understand and lastly, unity within the team should be maintained. The process of open communication helps to obtain various ideas and suggestions from the employees as well as from the customers of the firm. Therefore, the management department of the firm should arrange for questionnaire survey, both online and offline for attaining the perceptions, ideas as well as suggestions of the employees regarding better running of the business (Mathis et al. 2016). This method also helps the firm to solve any issue easily. In addition to this, group discussion also plays an important role in the process of open communication. Evaluation of team performance The team performance of the particular firm can be evaluated by enhancing the team consistency and the behavior of the team. The team cohesion can be maintained by inspiring the employees by creating a common goal, keeping similarity within the group, encouraging the feedback and by considering everyones opinion. Moreover, by encouraging the personal connections, by resolving the conflicts between the employees the team consistency can be maintained. Additionally, the HR manager should keep notice on the ability of the employees and as per the requirement with the up-gradation of the work, proper training should be provided. Moreover, mentoring and coaching help the employees to enhance their present skills. For this, the manager should implement various resolution techniques, like discussion, written communication, mediation, voting and compromise. Additionally, the other techniques include listening first and then speak out, gathering of the group, employees should be impartial, broadcasting the praise and promoting teamwork also help in resolving conflicts. Achieving objectives of team There are various corrective actions that a manger can take to ensure that the team goals are achieved. However, the most effective method is comprised of planning, organizing, leading and controlling. This will help the manger to plan or set a particular set of goals for better running of the business and along with it proper organization of the plan will help to achieve it systematically. Moreover, the employees or the team members should be leaded accurately in a positive direction such that they can also be motivated for attaining the goal of the firm (Mondy and Martocchio 2016). Lastly, controlling and monitoring of the objectives will also assist to achieve the goals. Evaluation of effectiveness of proposed corrective action The evaluation of the proposed corrective actions will help to modify the goals or targets of the employees accordingly with the passage of time. Thus, probability of not achieving the goals will automatically reduce and thus it ensures the better running of the business. The internal stakeholders i.e. the employees and the external stakeholders i.e. the customers and the suppliers might face trouble with the understanding of the objectives of the firm. Thus, the stakeholders might face challenges during their investment in the company. Conclusion Therefore, it can be concluded that for betterment of the employee-employee relationship and employee-employer relationship within the organization, the manager should provide the team with support mechanisms. These should include technology support, administrative support, management training and commercial support. 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From Project Management to Team Integration: Key Issues in the Management of the Human Resource in Projects.Foundations and Trends (R) in Technology, Information and Operations Management,6(2), pp.89-160. Rowland, C.A., 2015. Re-thinking the management of team performance: No longer disingenuous or stupid. Rushmer, R.K., 2013. How do we measure the effectiveness of team building? Is it good enough? Team Management Systems?a case study.Team Performance Management: An International Journal. Wang, D., Waldman, D.A. and Zhang, Z., 2014. A meta-analysis of shared leadership and team effectiveness.Journal of Applied Psychology,99(2), p.181. Williams, C., 2013.Principles of management. South-Western/Cengage Learning.