Stillborn Babies

Still Born Babies What is stillbirth? The clinical meaning of a despite everything birth is the point at which an infant is conceived with no indications of life at or following 20 weeks or gauging more than 500g before work. Demise in the hatchling may have happened during pregnancy, which is intrauterine passing, work, or birth. Most despite everything births are intrauterine. As uncommon as stillbirth may be, it happens once in each 160 pregnancies. What causes a stillbirth? There are various known reasons for stillbirth. Some of the time more than one of these causes may add to the baby’s passing paper author reviews.Common causes include: * Birth surrenders: Such as Down condition. Others have other birth abandons coming about because of hereditary, ecological or obscure causes. * Placental issues: Placental suddenness. In this condition, the placenta strips away, halfway to totally, from the uterine divider before conveyance. It brings about overwhelming draining that ca n compromise the life of mother and child. In some cases it can make the baby pass on from absence of oxygen. * Poor fetal development: Fetuses who are developing also gradually are at expanded danger of stillbirth.About 40 percent of stillborn children have poor development. Expanded hazard by smoking or hypertension. * Infections: Infections including the mother, baby or placenta seem to cause around 10 to 25 percent of stillbirths. These incorporate genital and urinary tract contaminations that may go undiscovered until they cause genuine entanglements * Chronic wellbeing conditions in the pregnant lady: About 10 percent of stillbirths are identified with constant wellbeing conditions in the mother, for example, hypertension, diabetes, kidney ailments, and blood thickening issue. Umbilical rope mishaps: These remember a bunch for the string or strange arrangement of the line into the placenta, causing there to be a deficiency of oxygen to the hatchling. Different reasons for stil lbirth incorporate injury, (for example, auto collisions), postdate pregnancy (a pregnancy that endures longer than 42 weeks), Rh malady (a contradiction between the blood of mother and child), and absence of oxygen (asphyxia) during a troublesome conveyance. These causes are exceptional. What are a few factors that expansion a mother’s possibility of a stillbirth? Ladies 35 years of age or more established: As age expands, there are more dangers to pregnancy and all around wellbeing. * Malnutrition: Just like us, the embryo will just make due for such a long time with practically zero nourishment. * Inadequate pre-birth care: Women who are a high hazard pregnancy must be increasingly cautious with their day by day exercises. Indeed, even an ordinary pregnancy requires rest, low pressure and monitoring your environmental factors. * Smoking: Cigarette smoke contains in excess of 4,000 synthetic concoctions, including things like cyanide, lead, and at any rate 60 disease causin g compounds.When you smoke during pregnancy, that harmful blend gets into your circulation system, the fetus’ just wellspring of oxygen and supplements. * Alcohol and medication misuse: Alcohol and medications, poison the circulatory system to the embryo, it’s just wellspring of oxygen and supplements. * African-American ethnicity: It isn't known why African American ladies are about twice as likely as other American ladies to have a stillborn infant. How is fetal demise analyzed? A ultrasound can tell if the embryo has kicked the bucket by indicating the fetus’ heartbeat. It here and there can help clarify why the hatchling died.The specialist likewise can do some blood tests on the lady to help affirm why the embryo passed on. What occurs after the analysis? Subsequent to discovering that the hatchling has passed on in the belly, the mother must proceed with the introduction of her stillborn. Regardless of whether the guardians need to hold up until work easil y falls into place or if they’d like work to be actuated is their decision. Testing for the reason for the stillbirth requires consent from the two guardians. A particular specialist will play out a post-mortem examination on the infant to uncover the cause.This is for the most part done to forestall a rehashed stillbirth. What are the odds of a recurrent stillborn? The probability of a repetitive stillbirth relies on the reason for your underlying stillbirth. While rehashed stillbirths do occur, they are exceptional. Indeed, even on account of hereditary imperfections, repetitive stillbirths are impossible. Reference index 1. Babycenter. â€Å"When an infant is stillborn †BabyCenter Canada. † Pregnancy, child and little child wellbeing data at BabyCenter Canada †BabyCenter Canada. Babycenter, n. d. Web. <http://www. babycenter. an/a1014800/when-a-child is-stillborn#section1>. 2. Walk of Dimes. â€Å"Stillbirth | Baby | Loss and grief | Mar ch of Dimes. † Pregnancy, Baby, Prematurity, Birth Defects | March of Dimes. http://www. marchofdimes. com/infant/loss_stillbirth 3. â€Å"Stillbirth: Trying to Understand †American Pregnancy Association. † American Pregnancy Association †Promoting Pregnancy Wellness. National Stillbirth society, n. d. Web. 10 Apr. 2013. <http://americanpregnancy. organization/pregnancyloss/sbtryingtounderstand. html>. 4. Walk of Dimes. â€Å"StillbirthA †Loss and pain. Pregnancy, Baby, Prematurity, Birth DefectsA |A March of Dimes. Walk Of Dimes, n. d. Web. 12 Apr. 2013. <http://www. marchofdimes. com/infant/loss_stillbirth. html>. 1. â€Å"Understanding stillbirth †finding and treatment. † WebMD †Better data. Better wellbeing.. WebMD, 23 Apr. 2012. Web. 11 Apr. 2013. <http://www. webmd. com/infant/understanding-stillbirth-treatment>. 2. Epigee. organization. â€Å"Pregnancy Help and Information: Stillbirth. † Epigee P regnancy Resource. http://www. epigee. organization/pregnancy/stillbirth. html (got to April 11, 2013).

Organizations and institutions Essay Example for Free

Associations and foundations Essay Keeping up and saving the earth has been one of the key issues that have been pervasive in right now. Making roads for natural supportability has persistently been apparent among states, associations and establishments. The equivalent applies for the marine environment especially the Giant Blue-Fin fish. The constant decay of its populace has been disturbing various areas in the economy just as various ecological NGOs. Along these lines, it made various endeavors among various associations and governments to ensure the Giant Blue-Fin Tuna. By controlling the measure of Giant Blue-Fin Tuna caught every day, the number of inhabitants in such species can be spared and be kept from elimination. The Giant Blue-Fin fish is viewed as one of the most prized species in the marine realm. â€Å"Atlantic bluefin fish, Thunnus thynnus (Linnaeus, 1758), otherwise known as bluefin fish, horse mackerel, northern bluefin fish is viewed as one of the most exceptionally advanced fish species and one of the most prized fish at risk for over angling. † (MarineBio. organization, 2007, p. 1) A Giant Blue-Fin is portrayed under the class of ‘tuna’ because of their special structure. â€Å"Tuna, beginning from the Greek word significance to surge, as a rule swim at paces of 1. 5-4 kts, can keep up 8 kts for quite a while, and can seldom break 20 kts for brief periods. † (MarineBio. organization, 2007, p. 1) The Blue-Fin fish is arranged under the Scombridae family and it is viewed as the biggest specie under such order. â€Å"It is one of the biggest hard fishes and can arrive at lengths of up to 3 m, in spite of the fact that they are all the more regularly found from . 5-2 m long. Grown-up loads run from 136-680 kg, in spite of the fact that the upper weight territory is uncommon. † (MarineBio. organization, 2007, p. 1) Its appearance can be depicted to be â€Å"dark blue to dark close to the dorsal surface and brilliant close to the ventral surface. † (MarineBio. organization, 2007, p. 1) what's more, Giant Blue-Fin fish lives from 15 †30 years. Additionally, Giant Blue-Fin fishes are viewed as warm blooded fishes. â€Å"Atlantic bluefin are homeothermic (warm-blooded) and are along these lines ready to thermoregulate keeping their internal heat levels higher than the encompassing water, which is the reason they are so very much adjusted to colder waters. † Locations The Giant Blue-Fin fish are just situated in specific spots. â€Å"Bluefin are profoundly transitory and restricted quantities of people may cross the Atlantic in as meager as 60 days and are generally dispersed all through the Atlantic and can be found from Newfoundland right to the shoreline of Brazil. † (MarineBio. organization, 2007, p. 1) also, â€Å"they go in the eastern Atlantic as far north as Norway and down to northern West Africa. Bluefin labeled in the Bahamas have been caught in Norway just as off the shoreline of Brazil. Bluefin in the South Atlantic have a place with a particular southern populace, with known producing zones south of Java, Indonesia. † (MarineBio. organization, 2007, p. 1) Current Problems over the span of time as advancement ventures into the image, certain negative and unfavorable have started to exude from the procedure. The most influenced area in the improvement procedure is the earth. As people keep on growing innovatively the outcomes of such enhancements have been nature and the environment. With this, it very well may be contended that the marine environment has likewise been enduring a similar destiny. Such event doesn't extra the Giant Blue-Fin fish as its populace steadily and ceaselessly decays throughout the years. It is generally realized that the Giant Blue-blade fish fills in as a significant wellspring of food and pay among the angling business. â€Å"Once, monster bluefin moved by the millions all through the Atlantic Basin and the Mediterranean Sea, their substance so imperative to the individuals of the antiquated world that they painted the fishes similarity on cavern dividers and printed its picture on coins. † (Montaigne, 2007, p. 1) The Giant Blue-balance fish are respected by numerous individuals to be a wellspring of flavorful food especially really taking shape of sushi. â€Å"The monster, or Atlantic, bluefin has another remarkable quality, one that may end up being its demise: Its rich tummy meat, generously layered with fat, is viewed as the best sushi on the planet. † (Montaigne, 2007, p. 1) Too much chasing With the colossal interest for its meat, the Giant Blue-blade fish has been a survivor of unreasonable chasing by various anglers and establishments. â€Å"Over the previous decade, an innovative naval force, frequently guided by spotter planes, has sought after monster bluefin from one finish of the Mediterranean to the next, yearly netting a huge number of the fish, a significant number of them wrongfully. † (Montaigne, 2007, p. 1) moreover, with the use of the innovative focal points in fisheries, the decay of Giant Blue-blade fish rose exaggeratedly. â€Å"The destruction of monster bluefin is meaningful of everything amiss with worldwide fisheries today: the immeasurably expanded killing intensity of new angling innovation, the shadowy system of global organizations making colossal benefits from the exchange, careless fisheries the executives and implementation, and customers apathy to the destiny of the fish they decide to purchase. † (Montaigne, 2007, p. 1) Enforcement or Request There had been various endeavors by states just as universal associations in tending to these issues. Angling of Giant Blue-balance can never be prohibited because of the overall interest of customers for their meat. Along these lines, associations and states organized standards for nearby and worldwide anglers on how much each should angle. Be that as it may, these portions are frequently ignored or not followed. â€Å"The bunch accused of overseeing bluefin fish stocks, the International Commission for the Conservation of Atlantic Tuna (ICCAT), has recognized that the armada has been abusing portions grievously. † (Montaigne, 2007, p. 2) what's more, perceiving the consistent decay of Giant Blue-Fin fish in the sea, ICCAT has mentioned various states and organizations to lessen their portions to permit these species to populate and duplicate, nonetheless, these associations and states declined. â€Å"But in spite of solid admonitions from its own scientists, ICCATâ€with 43 part statesâ€refused to decrease amounts altogether last November, over the protests of designations from the U. S. , Canada, and a bunch of different countries. † (Montaigne, 2007, p. 2) It has been anticipated that on the off chance that this sort of angling proceeds, at that point such industry would fall and the Giant Blue-blade can get wiped out. â€Å". Researchers gauge that if angling proceeds at momentum levels, stocks will undoubtedly crumple. † (Montaigne, 2007, p. 2) What should be possible There are various systems that tree hugger and the legislature have attempted to uphold to forestall the consistent over angling of these species. In any case, little consistence can be found in the process because of the appeal presented by the Giant Blue-Fin fish particularly on the planet advertise. Hence, it is fundamental for states and gatherings to upgrade the degree of observing and usage of rules and enactment. What's more, stricter estimates must be authorized to encourage a superior future for these animals. Powerful Management Effective administration can be an answer for the long and blocking issue of over angling in the sea for Giant Blue-Fin fish. â€Å"Experts concur that, first, the universes seas must be overseen as biological systems, not just as larders from which the angling business can extricate protein voluntarily. †(Montaigne, 2007, p. 4) By making compelling and effective administration components can help upgrade the endeavors in improving the general status of Giant Blue-Fin fish. â€Å"Second, the administration boards that direct fisheries, for example, ICCAT, since quite a while ago overwhelmed by business angling interests, must impart capacity to researchers and protectionists. † (Montaigne, 2007, p. 4) Cutting Fishing Vessels The consistent decay of Giant Blue-Fin fish are because of various anglers who gets them. One potential situation that administrators and associations can do is constraining the quantity of permitted anglers and enterprises who will participate in such activities. Thusly, it can help the number of inhabitants in the Giant Blue-Fin fish to increment. â€Å"Further, governments must curtail the universes 4,000,000 angling vesselsâ€nearly twofold what is expected to angle the sea sustainablyâ€and slice the evaluated 25 billion dollars in government appropriations offered every year on the angling business. † (Montaigne, 2007, p. 4) Setting amounts and marine havens By making quantities, Giant Blue-Fin fish populace can be kept up and can give a road to an expansion in populace. â€Å"For goliath bluefin in the Mediterranean, that may mean closing down the fishery during the producing season and considerably expanding the base catch weight. † (Montaigne, 2007, p. 4) But with this circumstance accompanies powerful and effective review and requirement among the state, office and association accountable for the procedure. Additionally, by making marine havens in the territory, Giant Blue-Fin fish can endure the over the top measure of angling by anglers in a specific zone. Marine asylums look to ensure the general region where Giant Blue-Fin fish are arranged. This implies they can't be gotten. â€Å"Another vital advance, both in the Mediterranean and around the globe, would be the making of huge marine ensured regions. † (Montaigne, 2007, p. 4) Campaigning for change can likewise help during the time spent preservation and maintainability. â€Å"Also significant are battles by such gatherings as the Marine Stewardship Council, which is working with purchasers just as retail goliaths to advance exchange economically got fish. † (Montaigne,

Anatomy of a college students life

Anatomy of a college student’s life So the other day, I was totally out of food. Like, completely. I hadnt been grocery shopping for weeks, and after making a meal out of crackers one night, it was time to own up to the fact that I was going to have to order out. Thank God for credit cards and the internet. Within a few minutes I had placed an order for Hawaiian pizza and a side of cinnamon sticks at Dominos without even having to pick up the phone. But heres the really weird thing: then they started tracking my order. Now, Im used to tracking my Amazon.com shipments via UPS number, but Dominos has brought the concept to a whole new level. I just think this is kind of creepy. The bar corresponding to whats currently going on with your pizza flashes red, and turns solid once its been completed. Then the status text on the bottom updates to say something crazy like, Our delivery specialist Ryan has just placed your pizza in his Domino-mobile as of 6:08 PM. Not only that, this system is apparently patent pending. Does anyone else find this sort of weird, or is it just me? God bless America, or something. In other news, this is what I see when I log in to my MIT libraries account: Thats right. TWELVE. I currently have 12 books checked out of the libraries- plus another 2 from the Boston Public library. (Fun fact: you can get your very own BPL card by showing proof of residence in Massachusetts. All I had to do was bring a credit card statement that had been mailed to my dorm room to the library and they gave me an account. This made me really happy, because Im a super dork who loves libraries.) Where are these books? Strewn all over my floor, obviously. The point of this is thatwell, Im hosed. So Im going to stop writing this blog entry and get back to one of my two 20 page term papers. I will just leave you with this visual of things that are consuming my life right now, in MIT speak:

GoPro - 2842 Words

Executive Summary This case study will provide strategic information on the San Mateo, California company: GoPro, Inc. It will provide tools used for management decisions as well as an analysis of the information. The purpose of this paper is to provide an in-depth, formal case analysis that utilizes the entire strategic management process. Assuming I have been asked by GoPro to fully analyze the ins and outs of their firm, we will take a look at GoPro’s internal and external environment. Some analysis tools that will be utilized include: SWOT, BCG, IFE, EFE, SFAS, OSPP, SPACE, and QSPM matrices. At the end of the analysis recommendations and insight into the success of GoPro will be given. Background GoPro is a camera†¦show more content†¦Making it easier for the user to â€Å"go pro† like a professional athlete/adventurer. Company Composition GoPro’s corporate governance sets high standards for the company’s employees, officers and directors. Their composition strategy and expectations of employees include honesty, integrity, and an open environment for whistle blowing. Their strategy on ethics is one that keeps company secrets away from competition, doesn’t allow bribes, and conducts business with a morally strong attitude. On their website is a list of guidelines used to outlines its philosophies and business practices when it comes to governing the company. GoPro’s governance consists of a committee, board of directors, and upper division executives. The committee composition looks as follows: The committee preforms tasks such as auditing the company, nominations of governance, and the creation/allocation of compensation and leadership. The Board of directors, management, and analysts covering GoPro, Inc. consists of the following: GoPro’s IPO Newer to the market, GoPro went public in 2012 at $24 per share. The share price climbed to over $48 by the fourth day. On day 5, its shares had sunk by around 10%; most likely due to short selling According to Brian Solomon of Forbes, the utilization level (the share percentage available onShow MoreRelatedIpo on Gopro2624 Words   |  11 PagesGOPRO How their IPO affected them. Christian Pichardo Principles of MicroEconomics Mr. Peter Cronrath April/4/2015 TABLE OF CONTENTS Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..pg 3 GoPro†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...pg 4- 5 IPO †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..pg 6 Problem†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦............pg 7- 8 Solution†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦............pg 9 Charts†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...........pg 10-11 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦................pg 12 INTRO The stockRead MoreGopro to Watchapro1203 Words   |  5 PagesGoPro. 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Chris Conery Rachel Floyd                                        Zachary Marc Elisa Philippon Catherine Tanguay Contents A.  Ã‚  Introduction B.  Ã‚  Ã‚  Ã‚  Brand Inventory- GoPro         I.  Ã‚  Ã‚  Ã‚  Brand Elements               Name               Slogan               Logo               Point-of-View VideographyRead MoreMarketing Essay - Gopro2553 Words   |  11 PagesMaster   of   International   Business    International   Marketing    Individual   Assignment    2012       ESSAY GoPro - HD wearable camcorder Margarida   Martinho    Strand   Cohort    Introduction When GoPro, which introduced the first wearable sports cameras, launched its first product, there was nothing like this camera. This product has become a success since it was introduced in the market. What makes it so different from the others that satisfyRead MoreMarketing Strategy Of Gopro Inc.1966 Words   |  8 Pages A. Introduction GoPro Inc. is a camera and accessory company specializing in High Definition (HD) waterproof action sport cameras. GoPro Inc.’s main product line includes a range of lightweight and compact cameras, which are capable of taking both photos and videos at high resolution. For the purpose of this paper, I will be focusing on the GoPro Hero4 Black Edition Californian surfer, Nick Woodman, established GoPro Inc. in 2002. On June 26, 2014 GoPro Inc. opened itself as a publiclyRead MoreGopro Innovation Case Study1985 Words   |  8 PagesInnovation Case Study - Go Pro Nick Woodman, a Californian native and keen surfer, invented the GoPro after a surf trip to Australia in 2002. It is small and non-descript looking, deceptive really, however is a wearable camera and camcorder. Its size means it can be mounted almost anywhere with ease, whilst also having the capacity to shoot videos and stills in full HD. The GoPro was the first camera of its kind; small and virtually indestructible, and able to be mounted practically anywhere dueRead MoreThe New Gopro Hero4 Session1636 Words   |  7 PagesWhat type of innovation is GoPro? Explain your rationale. The new GoPro Hero4 Session could be categorized under a couple types of innovations, a technology breakthrough and a radical innovation. The first type of innovation would be a technology breakthrough or a diversification according to Ansoff’s growth matrix. As a technology breakthrough, the GoPro Hero4 Session is a new product developed for the camera’s primary athletic-based uses, but it is also beginning to enter the market for everydayRead MoreOverview Of Business Challenge For Gopro1407 Words   |  6 PagesOverview of Business Challenge for GoPro GoPro experienced massive growth since 2002 by establishing itself not just as a camera brand, but as an adventure sports brand, according to Adele Revella, in her book Buyer Personas: How to Gain Insight into your Customer s Expectations, Align your Marketing Strategies, and Win More Business. â€Å"They don’t just sell a video camera, they sell the memory of the wave or the ski trip down the slope,† says Ben Arnold, a consumer technology industry analyst atRead MoreTechnological Trends May Be The Most Relative Trend For Gopro s Industry1346 Words   |  6 Pagesthe most relative trend for GoPro’s industry. The main trend in technology that applies to GoPro is the growth of the Internet. Society is concentrated on broadcasting to the world the daily activities and using social media as the medium. You can record your daily adventures and share it with friends and family. YouTube is popular a platform to upload daily video vlogs of their lives. A product like G oPro is a great asset to achieve this kind of lifestyle. Other sites like Instagram, Twitter, orRead MoreMarketing Analysis : Gopro Sells Products Direct From Their Website Online And Retail Locations1440 Words   |  6 Pages7.1.4 Place. GoPro sells products direct from their website online and retail locations through GoPro authorized resellers. There are over 25,000 retail locations selling GoPro products worldwide (Bloomberg, 2015). The stores range from Walmart to a small mom and pop bicycle rental shop in the Bahamas. Consumers benefit by being able to purchase accessories everywhere, not being limited to a high end or specific store to upgrade or purchase an extra battery, adds value. The plan is to continue

Ethics of Financial Statements and Codes - 772 Words

The purpose of the financial code of ethics is to encourage honest and ethical behavior and compliance with the law, mostly it is related to the maintenance of the firms financial book and record also the preparation of its financial statement. The purpose of the code of ethic is to guide the firm in the right way, but not changing the business nature of conduct. As a finance professional of the firm, it must be promote and engage in ethical conduct, including also handling in the ethical of conflicts between personal and professional relationships in interest, and to report to secretary office any information of transaction or any material that might give rise to such a conflict. Financial professional need to carry out the responsibilities and honest, due care and carefulness, always do the best independent judgment. Besides that, it also assist in the making of accurate, fair, full, understandable and timely disclosure in document and report that the firm and its subsidiaries file. Against the financial code of ethics may also consider as violations of law, which may cause the firm and the owner to criminal or civil penalties. â€Å"The financial statements are management’s responsibility. The auditor’s responsibility is to express an opinion on the financial statements. Management is responsible for adopting sound accounting policies and for establishing and maintaining an internal control structure that will, among other things, record, process, summarize, and reportShow MoreRelatedA Study Of Gowthorpe And Amat960 Words   |  4 Pagesthe preparers of financial statements. To demonstrate the manipulative behavior of preparers of financial statement, the researchers used the accounting regulation in the USA and Spanish economy. The research demonstrated the weaknesses of U.S. standards in relation with a preparer lobby. Major corporations challenge regulators by insistent their interests. 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How Does Knowledge Management Influence Innovation and Competitiveness Free Essays

How does knowledge management influence innovation and competitiveness? The Authors Alberto Carneiro, Alberto Carneiro is Assistant Professor in the Polytechnic College at the University of Lisbon, Portugal. Abstract Is concerned with human value management, examines the relationships between organizations’ competitiveness, innovation advancements, and knowledge management and presents a set of considerations regarding how these relationships affect strategic management and the formulation of competitive strategies. By considering how knowledge development is related with personal characteristics and personal development, this study review attempts to provide useful insights on the linkages between innovation and competitiveness. We will write a custom essay sample on How Does Knowledge Management Influence Innovation and Competitiveness? or any similar topic only for you Order Now These considerations point out the importance of knowledge development and the role of knowledge management in order to assure competitiveness. This work proposes also a conceptual model, with special focus on the relationships between knowledge management, competitiveness, and innovation. The major factors are presented and directions for future research are suggested according to the proposed model. Introduction Management is increasingly aware that knowledge resources are essential to the development of their organizations. Nowadays, the knowledge and the information technology (IT) are critical success factors for strategic formulation. Critical success factors refer to those managerial and organizational constructs that need to be effectively addressed in order to further the likelihood of implementation success. Since industry attractiveness depends on those factors, strategies and their implementation should be supported by a set of informational data and a knowledge development process. Knowledge is becoming progressively more useful because management is taking into account the value of creativity, which enables the transformation of one form of knowledge to the next. The perception of the existing relationships among several systems elements leads to new interpretations and this means another knowledge level where a new perceived value is generated. This relationship indicates that the innovation highway depends on the knowledge evolution. On the other hand, all the technologies that are present in the activities of the chain value have to be articulated and assisted by an efficient knowledge level. Some of the knowledge involved in the use and improvement of technologies can be written down in detail in procedures manuals and use instructions. Others are tacitly transmitted and learned through practical knowledge. Moreover, the success of technological modifications needs to be supported by more clarified and enhanced knowledge. With but few exceptions, most firms have had difficulty in developing a viable strategic knowledge system. There are manifold reasons for this, but certainly a major one is the omnibus nature of the sources required. Knowledge may flow into the organization in a continuous but unsystematic manner, probably because the amount of information processing resources varies by level of management activity. The lack of specific system objectives inevitably led to a data bank of enormous magnitude. It is necessary to consider the structure of such a system and to implement it, in accordance with the organizational functions that use information to realize activities and to decide. Considering the need to increase managers’ concerns, this work sustains that a set of factors is dramatically useful to justify the relationship between innovation process, competitive advancements and a strategic knowledge management (KM). First, it presents a brief review of the relevant literature on the role of knowledge in the management processes. Second, and in a modelization perspective, we will discuss the relationships among these factors to suggest a better way to deal with human value, to improve KM, and to attain a higher level of competencies. Finally, this article discusses the implications of KM on innovation and competitiveness and presents suggestions for future research. Knowledge: an organizational asset What kind of knowledge should organizations develop? Organizations need to use adequate information to check the status of business activities as well as to make informed business decisions (Martin et al. , 1998). According to their tasks, managers must have the adequate information and the ability to analyze and evaluate alternatives in the light of the goal sought. This information comes from different internal and external sources and their credibility is crucial to provide an adequate knowledge (Joyce, 1993). Managers have to consider that the most valuable human attributes should be developed because they are one of the most important assets of many corporations. To do so, they need to adopt a new KM philosophy, based on search of information and innovative efforts. In this philosophy, managers should distinguish between different levels of knowledge. Initially, everybody can be aware of various facts and use data coming from those sources. This means that knowledge is reduced to a basic level, although each individual already has a professional understanding of his/her role in the organization. In the next phase, knowledge tends to specialization. The knowledge level and the fields of specialization will increasingly be taken as standards to measure the companies’ value of their assets. However, without being stimulated, it may stay in a static relation within functional areas, although tasks are performed in a qualified manner. If management is interested in knowledge development, it is necessary to consider that knowledge workers should be included in a dynamic process. This process demands the support of motivation, creativity and the ability to improve an intellectual and comprehensive vision of the relationship between the organization and its environment. Management should differentiate these levels, because the core of the decision-making process could be severely damaged if they were intended as similar. In fact, knowledge workers (strategists, engineers, technicians, researchers, etc. ) are able to offer insights in what concerns problems and/or new situations. In an upper level they can also contribute drastically to include more evident values into the company’s offering in order to generate the client’s preferences. Knowledge workers are the core intellectual competence of many firms. In fact, they dominate their expertise fields and, for example, they know how to optimise the systems software that is relevant to strategic decisions. Knowledge workers create most of the value in some industries. The benefits are immediately visible in some innovative industries, such as software, pharmaceutical, health care, financial services, communications, and consulting. That is, knowledge influences competitiveness. At this moment, it is necessary to underline a question: can knowledge be seen as a specific value for the organization or is management only using the employees’ brain capacities in a very innocent manner, because they are human resources? In the past, the returns on investment came predominantly from physical assets like physical products and equipment. Today, knowledge is the main source of another type of assets: intellectual assets. Knowledge levels can be an asset only if they are enhanced and efficiently used. Being so, managers must purposely organize, motivate and control the development of their knowledge workers. These ones are able to provide new solutions in the complex network of organization-client relationships. Owing to technologies, materials, and competitiveness, several industries find themselves in complex scenarios. Knowledge is not the solution, but, in the near future, the intellectual capital will be required to deal with this complexity, and to support innovation and creativity (Brooking, 1996). Usually and specially in the context of dynamic industries, higher knowledge levels live near a frequent dissatisfaction and the capacity of questioning what seems to be already understood. The need of search is one of the consequences. In various industries, the search activities can lead to new products and to innovative processes. Undoubtedly, the increasing complexity of research militates in favor of formal institutions like universities and government laboratories. Nevertheless, if KM is able to stimulate and support their commitment, individual innovators may have an important role in the changing process. Moreover, research activities in the business sector tend to be integrated within manufacturing firms (Mowery, 1983) and they can propose incremental innovation. Considering their missions and strategic objectives, organizations have to define what kind of knowledge will be more important to take care of. Managers should develop the ability to stimulate knowledge workers in order to obtain better effective levels in what concerns the analysis of target markets, technological innovations, and economic trends. Knowledge and information technology Data and information are used for a variety of purposes in organizations, namely for improving the possibility of increasing knowledge potential. Some information is simply data obtained from the database in its initial stage, which is mainly supported by internal documentation and tacit knowledge. Sophisticated or specific information is included in a management information system. Based on various subsystems of information, KM may use many combinations of factors in accordance with the database system and data that are provided by the users (DeSanctis and Gallupe, 1985). In general, firms’ search for information can be viewed as part of a process, through which an organization adapts to its external environment in order to survive and to become more competitive. Particularly, organizations look for information about specific activities, such as the purchase of new equipment and launching of new products, to obtain benefits of improved final decisions. Information requirements depend on the nature of each situation and on the need to formulate competitive strategies (Wetherbe, 1991). Building effective information systems is a very important challenge that managers are facing today, but it is necessary to pay attention to the need of comprehensive information systems architecture. A firm and its managers use a variety of approaches to combine, sort, and process the environmental data to produce timely and relevant information for forming, monitoring, evaluating, and modifying strategy. This variety should reach a high integration level in order to be possible to obtain a strategic information system. Knowledge professionals do have a decisive role in this integrative task. Summarizing, aggregating, comparing, or combining various sets of data collected in the environment and from competitors and customers produces other information sets, which are used, for example, to measure performance and report on the financial health of the organization. Knowledge workers are often exposed to incomplete information on new events and modifications, but they also have the option to search for additional information in order to update their knowledge levels (Ozanne et al. 1992; Burke, 1990). KM is also a question of cultural way of operating in the market. To enable this culture to prevail, IT is needed. Nowadays, IT is assuming a decisive role in KM and is one of the most important tools, which is used to decide, to fight competitors, and to catch target markets. In fact, adequate software can capture and distribute to knowledge workers all the useful information the company has stored over t ime. Taking this operation as a training process, knowledge workers can integrate several types of data and try to find new solutions for their problem tasks. This is true because they can use information about clients and competitors, technical databases, decision support systems, management models, successful solutions to competitive situations, and access to specialized sources of knowledge. Understanding, interpretation, and the use of IT may enable a possible competitive advantage to be identified and obtained. These three aspects cannot be done without specific and organized knowledge of the relationships among hardware, software, processes, and required results. In fact, some equipment replaces human command-and-control procedures, but knowledge advances have o be used to optimize this equipment utilization. Knowledge workers have adequate qualifications to communicate the information that is needed. Information sharing is a very usual practice. However, some of them avoid this communication flow, because they are not able to see the organization as a system, where the global objectives should be accepted as a common value. In some organizations, information sharing should be stimulated, because it is one of the most important tools of creativity and, moreover, intellectual assets, unlike physical assets, increase in value with use. Knowledge management: some guidelines Management has to analyze in the right time all the environmental elements because they affect the organization performance. Managers must intend to come to the best solution by selecting the alternative that best satisfies goal achievement. The main role of environmental analysis is to detect, monitor, and analyze those current and potential trends and events that will create opportunities or threats to the organization. A number of companies have developed effective means of learning about their environments and, most importantly, have implemented strategic decision systems which allow them to capitalize on opportunities and to defend themselves against threats. These analyses and systems are based on IT and KM. KM improves the conditions for strategic action by way of appreciating and treating problems and challenges by the company. Strategically, the success of most management decisions depends also on a competitive effort, which includes a deep knowledge of customers’ attitudes and an adequate analysis of the stronger competitors (Curren et al. 1992). This means that managers must learn: weaknesses, strengths and movements of their direct competitors; and how their customers perceive their products. Finally, all these findings should be integrated into a management information system. Managers should become aware that the great challenge is settled on the efforts to innovate, to exploit te chnological advances, competitors’ failures, industry opportunities, and the investment in knowledge processes and knowledge workers. In fact, knowledge and knowledge workers can be interpreted as a company’s intellectual capital, and also as a key factor to its sustainable development. According to Kao (1996), some companies are already able to carry out internal knowledge audits in order to quantify the innovative effort for competitive advantage. Most of the times, the intellectual capital is not well recognized and remains largely hidden from the view of financial analysts and executives alike. As a consequence, it is undermanaged. This means that its potential is not entirely used. Top management should focus their attention on these situations because the intellectual capitals of their companies and innovation infrastructure are one of the real sources of future competitiveness (Leonard-Barton, 1995). It is well known that managers have to face uncertainty, that is, they must make decisions under uncertain conditions, often before all the required data are in. Today, managers must be able to embed more knowledge-value in their decisions. Doing so, they will become much more prepared to come out with a new improved and even better alternative before their competitors. Knowledge workers may help in these situations. In fact, they are adequately able to deal with information and present hypotheses and proposals. Therefore, they can have an efficient role in the reduction of uncertainty. This point of view demands new directions of KM. To stimulate the development of creative skills, management should point out some directions to the most important knowledge workers: †¢to be able to define objectives of each task in a systemic network in order to share knowledge and available information with others; †¢to increase the level of individual commitment; †¢to be entirely aware of the amount of resources (equipment, software, materials, assistance) that they are going to need; and †¢to ask for answers, creativity, and innovative solutions. Management needs to show some interest in the intellectual capital, the crucial importance of creativity, the need to sustain a constant flow of innovation, and the new concept of learning organization. Competitiveness and knowledge management Knowledge and the formulation of competitive strategies The success of a strategy depends also on a co-ordinated resources management. Resources may be divided into two groups: physical resources (money, equipment, materials, facilities, and time) and conceptual resources (data, information, and knowledge). Managers have to decide how available resources will be distributed throughout their organizations. In fact, the organizational context calls for or demands certain decisions and results. Being a manner of finding a solution for a problem or formulating a strategy to achieve the objectives previously defined, every decision should be based on: an integrated set of information; the knowledge skills of human resources. In what concerns dynamic organizations, KM is a valuable strategic tool, because it can be a key resource for decision making, mainly for the formulation of alternative strategies. KM should be able to combine innovation efforts, updated IT, and knowledge development in order to achieve a set of capabilities to increase competitiveness. In fact, when this combination is adequately managed, the company can formulate competitive strategies, which integrate innovative products and new technological weapons to face its competitors. Management decision is a very complex process whose evolution integrates several stages. The first step in solving a decision problem is its formulation. In a practical perspective, defining its boundaries and critical components depends on information resources. The analysis of input data needs also a complete and updated understanding of several realities and the capability to find relationships among them. Further, the decisionmaker is able to predict the outcomes because they result from each available alternative. These stages are always based on data, which need to be organized in order to be useful; that is, every management decision must be supported by a set of information because of each situation, the context where it is occurring, and the organization objectives achievement. In a fast-changing environment, the competitive advantage of many companies is based on the decision to exploit, to develop the power of knowledge development. That is why some corporations try to provide opportunities for personal and professional development and are seeing that they should stimulate knowledge development to formulate competitive strategies. To find out and exploit opportunities, companies need to establish the main orientations of KM in order to enlarge their growing possibilities based on innovation and competitiveness. Managers know that it can be disastrous to enter or compete in an industry without being aware of changing critical success factors that define their target markets, since they play a significant role in determining the likelihood of implementation success or failure. If a firm is entirely aware of the vital importance of these factors, management decisions have to consider a complex background where the knowledge of the clients’ needs and preferences and the competitors’ strategies is decisively important. Practically, this means that a market orientation includes the concept of competitive orientation (Slater and Narver, 1994; Day, 1994, 1990). In this context, a company can decide its competitive advantage as a function of the capability to generate radical change in its processes and technologies and of the flexibility to adapt its resources to the strategic formulation. For example, if an organization decides to become a fast innovator, managers should co-ordinate the ability to formulate a competitive strategy and to build advantages against competitors. This ability depends on the capacity of speeding up creative operations to generate innovations (Page, 1993). These considerations are already known and well accepted, but we need to extract from them the logical consequences. A competitive decision should be based on a wide and quite firm support, which shall integrate the different relationships among several types of knowledge. As a consequence, a comprehensive knowledge is the vital ground where competitiveness should be built. Increasing competitiveness using knowledge benefits According to modern approaches, KM is already considered as a key factor in the organization’s performance, because it deals with different resources that can aid decision makers in many ways (Keen, 1991). Managers require complete and updated information and, according to their level of activity, they hope to rely on their knowledge workers. Nevertheless, this hope is useless if these experts are not effectively motivated to deepen continuously their levels of knowledge. Some companies know that the innovation effort and the adoption of new procedures and new technologies may increase competitiveness (Goel and Rich, 1997). This relationship seems to have the following reasons: †¢the innovators can be inventors if they are able to manage research and development function (Gilbert, 1995); †¢knowledge workers can perceive and deal with what target market accepts or expects as value; †¢knowledge development is a fruitful background where incremental innovation may be attempted; †¢if a company can use a knowledge-based competitive edge, it is able to defend itself against the aggressive movements of its competitors. The need for scientific and technical information flow within the firm is well recognised. Knowledge and information derived from data are required for competitive initiatives such as improving customer satisfaction, developing new products and markets, and providing faster response. The link between knowledge and systemic databases should be understood within the context of information resource management (McFadden and Hoffer, 1994). This means that effective decision making requires a rational selection of inter-related data and the possibility of these data being integrated into KM. This orientation can be applied in the strategic planning area, and it presents flexible capabilities. In fact, managers have the possibility of asking for more updated information, using pre-programmed models based on the integrative knowledge of previous situations, considering alternative solutions, and stimulating the construction of innovative proposals. A KM can lead managers to anticipate problems better and to experiment and innovate. Based on a good KM, managers are more able to analyse and evaluate environmental scenarios, and adequate response alternatives in the light of the global objective previously determined (Dutta and King, 1980). At this point, managers can desire to come to the best solution by selecting the alternative that best satisfies the achievement of global objectives. This means that they are deeply concerned with increasing competitiveness. A primary objective of this orientation in modern business organizations is to contribute to greater efficiency in achieving organizational objectives. To assure this contribution, researchers should reinforce their efforts to explore the relationship between the competitiveness optimisation and the KM optimisation, and also the effectiveness of a KM, which has not been entirely clarified. Innovation and knowledge management Can knowledge management support innovation? The innovative efforts include the search for, and the discovery, experimentation, and development of new technologies, new products and/or services, new production processes, and new organizational structures. The consequences of these efforts are sometimes seen as a raw material of information industry. New management philosophies are aware that information is the result of knowledge evolution and that a solid network between intellectual effort and technological innovations is enlarging. The innovative efforts are also the right consequence of the investment in knowledge and knowledge workers. If KM is positively influenced by the search of innovations, the investments in the development of new knowledge may propel companies into new business in more rewarding markets. To achieve better results, innovative efforts have to be strategically combined with a competitive orientation and its consequent movements. This combination depends vitally on the highest level of individual knowledge and on its technological basis. Many companies are taking into account that new technologies and management approaches are changing the traditional perspective of managing intellectual resources. According to some works (Harari, 1994; Nonaka, 1994; West, 1992), the organizations that are able to stimulate and to improve the knowledge of their human capital are much more prepared to face today’s rapid changes and to innovate in the domain where they decide to invest and to compete. Managers should recognise that the skills of human resources and the motivation level make possible creative suggestions, different proposals, and research activities to build up innovations. Due to the new insights of KM, a creative knowledge worker can contribute to face the problems that need new kinds of resolution, the situations that demand innovative approaches, and the relationships that can be discovered in the more and more complex markets where companies are operating. In old times, capital was the company’s most critical and scarcest resource and human attributes were used to contribute decisively to obtain the return of the company’s investment in equipment and plants. Presently, companies are trying to understand and to use a new logic of value, which is founded on its competencies, customers’ evaluation criteria, and competition. It should be underlined that the knowledge development in the fields of technological innovations, specialisation on business processes, and innovative products is the strongest source of competencies. Moreover, all competitive efforts, which come from competitors’ knowledge and innovations, dramatically affect the success of strategies (Gatignon and Robertson, 1993). Innovation should be viewed as a complex process, which involves a set of investment possibilities. In this investment perspective, knowledge has to be considered as a sort of capital. Owing to this reason, its development process is a managerial concern, because it can lead to the launching of a new product. The success of an innovative product is notoriously connected to research activities and changing orientation. On the other hand, these two elements depend on the development of knowledge levels and the innovative efforts of knowledge workers. Knowledge development How to intensify learning involvement One of the most important objectives of a competitive KM should be to increase frequently the different levels of knowledge. Increasing them implies: †¢to straiten the links among the latest advances of IT and the processes of gathering and process information; †¢to motivate knowledge development by recognising its importance in companies’ evolution; †¢to promote the acquisition of scientific culture, specially in the fields directly connected with the company’s main activities; †¢to invest in theoretical courses and practical training; †¢to intensify an effort to get updating in industry. According to the usual characteristics of all learning and experience curves, the knowledge level may grow exponentially if management is able to stimulate the conditions to learn more and to increase experience. Considering the power of these stimuli, which should be integrated into a global human resources policy, management has to define the adequate procedures to enlarge and to deepen knowledge development. Within a scenario of competitive imperatives of speed and considering the need to innovate constantly, learning will be the essential hedge against the possibility of negative consequences. Organizational learning should be seen as one of the most important responsibilities of top management. In fact, organizations may use the individuals’ learning activities and learn through them to create an organizational learning system, which provides the possibility of enhancing the capacity to generate new offering proposals (Coopey, 1995; Sinkula, 1994; Senge, 1990). Some authors consider that an organizational learning includes the ability to increase the understanding level from experience through analysis of problems, experimentation of solutions, and evaluation of results (McGill and Slocum, 1994; McGill et al. 1992). Organizations’ development needs to have the support of the positive changes in the education and training of the work force. This means that management should stimulate and organize this changing process. In general, there are two main ways that managers have to consider: 1. (1) updating efforts: scientific and technological knowledge is almost constantly changing and everybody in the organization should be conscious of the state-of-art of their fields of work; 2. 2) knowledge progresses have to be transformed in a more effective effort in order to obtain better production processes and more competitive technological advances. Learning involvement could be defined as a state of energy that a knowledge worker experiences in regard to an effort to increase his/her knowledge level (McQuarrie and Munson, 1987). A knowledge worker who is highly involved in learning is likely to expect more abilities to create and to suggest new ideas. A set of adequate information technologies should be foreseen. In fact, at any time during the learning process, errors or imprecision can occur. To avoid their negative consequences, KM should take into account the reliability of the information sources and also the data accuracy. These factors will affect positively the objectives’ achievement. Knowledge development as a strategic management instrument If management has a true strategic orientation, the knowledge development is a systematic, integrated, and planned approach to improve the effectiveness of intellectual capital of an enterprise (Edvinsson and Malone, 1998). It is designed to solve problems that adversely affect operating efficiency at all levels. Knowledge is one of the branches where development movements can occur to help managers in their decision-making process, to create new responses, and to enable a set of competitive reactions and/or pro-active proposals. In the last two decades, we have seen a knowledge explosion and a change of the labour force. In fact, knowledge workers are not directly involved in manual activities, but make up a greater proportion of the labour force than ever before. Many companies try to provide an internal environment for experiential learning in which knowledge workers become more and more involved in solving job-related problems. In a quickly changing environment, the organization’s flexibility is one of its key success factors. This flexibility should be strategically combined with knowledge workers’ adaptability and high-quality standards to obtain two types of competition tools: 1. (1) sustainable advantages against competitors; 2. (2) capability to offer to the target market new alternatives. Knowledge development is a sort of response to changes in the external environment and nternal situations. It can be adapted to solve problems that negatively affect operating efficiency, including the need to replace obsolete products by new ones. In what concerns knowledge development, the improvement of products (incremental innovation) and process innovation (radical innovation) should be integrated. The aim is to improve the horizo ntal flow of information, because this flow is a very important tool to understand the relationship between the organization, its clients and its competitors. To make better decisions, managers have the option to search for more accurate information. One of the most important sources is the knowledge development of their collaborators, because they have been adequately trained to find out what are the new advances of science and technology. Training and motivational measures can be used to leverage professional intellect, but human intellectual capabilities can not be managed as if it was the only goal. In fact, top managers must consider the critical knowledge bases, the intellectual skills, and also the accumulated experience that can be used to increase the organization performance and to support their strategic decisions. Most developments at enterprise level are not possible without changes in education and training of the human resources, namely the intellectual capital. In fact, this capital is focused on innovative effort, on the information about competitors, and on proactive strategic decisions (Prescott and Gibbons, 1993). In many important complex problems there simply are not enough empirical data to provide a basis for complete analysis. Many aspects of a decision process require personal judgement, that is, the presence of updated knowledge workers. The problem-solving capabilities of knowledge workers lie in education background, professional training, creativity, and motivation. Non-routine processes demand for more skilled workers, because innovative solutions should be found and adapted to market needs. Sometimes, an organization needs to assimilate competitors’ technologies, to imitate them, and, in a benchmarking perspective, to adapt them in order to obtain specific benefits (reduction of costs, faster capacity to satisfy their market needs). This strategic effort demands a sufficiently motivated intellectual capital. In fact, even people with exceptional talent will not be able to develop potential without the adequate motivation (Twining, 1991). Moreover, knowledge development should include an effort to integrate the intellectual power of the organization’s human resources. Skills that are integrated according to a systemic perspective are more effective than a set of disconnected and/or uncoordinated talents. The co-ordination of the various abilities and aptitudes may lead to a learning process with a holistic approach. Being so, knowledge workers can learn more, recall information more accurately and use all their resources to build up innovative solutions. Influence of KM on competitiveness and innovation The influence of KM on management decisions effectiveness should be considered to support and also provide insight into how knowledge workers can contribute to obtain better results. However, management must consider that knowledge is not a simple and unique entity. The commitment to generate new discoveries and a more demanding understanding is not enough. The organizations need to look for the knowledge that is able to add value. Value adding knowledge is very different to an information-mix. This mix can be important, but first it is necessary to find out how the markets perceive the presence of value. These considerations can be taken as a guideline for KM. There are perhaps an unlimited number of factors that can define management attitudes regarding the role of intellectual capital into organizations’ life. Some managers evaluate significantly this capital as a very important resource that should be used to obtain adequate profits. Therefore this capital should be constantly improved. As can be seen in Figure 1, a conceptual model of KM is proposed. It emphasises that innovation and competitiveness can be a function of the KM. This model takes into account numerous determinants (determinant factors) of the relationships among various fields. The top portion of the model shows the most common factors that usually define management’s attitudes and deals with the following questions: †¢How important is intellectual capital? †¢How does management evaluate knowledge development? Is training one of the important aspects to be planned? †¢Is knowledge considered as a strategic tool? †¢Are managers prepared to motivate knowledge development? †¢Are managers able to stimulate the potential capacities of their knowledge workers? KM has to deal with two domains: 1. (1) personal characteristics of each knowledge worker; 2. (2) factors that affect personal development. The most common factors t hat affect initially the personal characteristics of a knowledge worker are education level, attitudes and values, innovativeness and creativity (Eagly and Chaiken, 1993; Allen et al. 1992; Mayo and Marks, 1990; Bearden et al. , 1986; Hirschman, 1980). Innovativeness is an important factor for supporting innovative efforts and it contributes also to define the personality. However, it is not enough to desire new products or new processes. In fact, an innovation that an enterprise presents into the market may be also due to the creativity of its knowledge workers. Personal development is directly related to professional experience. Any personal experience may be an information source and a learning situation. As a result from a personal or a managerial decision, training courses may contribute to reawaken previously acquired knowledge and to facilitate the access to a higher knowledge level. The development of each knowledge worker has its own dynamics, which is related with personal objectives. The more demanding the objectives are the more the learning efforts should be intensified. Nowadays, learning processes and knowledge updating procedures depend on information technology. Moreover, it has a decisive role on knowledge development because competitive advantage can only be maintained by the use of information for innovation (Huffman et al. 1990). Nowadays, managers have to decide whether they want to obtain better results from their knowledge workers or they prefer to lose the creative power that they possess in their minds and their professional experience. Managers’ attention must be focused on personal development. To obtain an effective knowledge level, investment in knowl edge development is needed. Managers should improve their ability to motivate knowledge workers to attain higher knowledge levels, because the arousal of this set of intellectual needs may be caused by external stimuli. Motivations should be intensified, because they should impel knowledge workers to increase their knowledge levels. This movement will be decisive in terms of innovation and can contribute to a stronger competitiveness. Even when no innovation is possible, an improved knowledge of the market and competitors can lead to more competitive movements. The technical capacities of a modern information technology will help this motivational scheme. Companies have to find ways to reach knowledge workers’ involvement. A person’s level of involvement plays a role in how much effort is used to learn new subjects or to deepen knowledge. Moreover, this involvement is an adequate condition for information sharing among knowledge workers. Adding IT, creativity and knowledge leads to a particularly potent combination. Managers can obtain impressive results in what concerns the companies’ abilities to innovate if they are able to develop the stimulation of innovative proposals through motivational methods and adequate rewards. The same can be said in what concerns key success factors: managers should practice frequently the stimulation of competitive efforts, provided through utilisation of both existing and new technologies. This conceptual model intends to interpret the relationship between KM, innovation, and competitiveness. It may contribute to an integrated understanding of the knowledge development process and its influences into the domains where management efforts should be focused. Conclusions This article intends to provide insights to a better understanding of KM in what concerns the possibility of influencing innovation and competitiveness. Its considerations provide considerable support for the importance of knowledge workers as a decisive contribution to the strategic enhancement. The implications for managers have been underlined. Regarding these implications, some concluding remarks can be made: †¢define methods for measuring the degree of KM effectiveness; †¢develop effective strategies for integrating innovative efforts, professional experience, skills, interactive capacities to create value for a company’s competitiveness; †¢determine the means to capture, transfer and leverage knowledge effectively; †¢let KM enter into strategic decisions concerning the profitability of intellectual assets. The suggested model also enables us to extend some of the frameworks for understanding managers’ evaluation criteria. This extension to traditional models of management strategic decisions is a direct result of the informational complexities in modern organizations. Consequently, these considerations intend to represent an important step forward in unravelling the KM as an efficient support for innovation and competitiveness relationships. Directions for further research Deepening the analysis of managers’ interest on knowledge is critical to understand how KM can contribute to improve strategies’ formulation. Future research should examine the differences among industries, and measure accurately the relative importance of the factors that affect personal characteristics and knowledge development. Because these relations are not fully investigated, we suggest additional studies concerning the industries where knowledge workers have a more defined and important role. Future research on managers’ attitudes facing the linkages between strategic management and human value may have to examine carefully the role of a KM orientation as an effort to support adequately successful strategies. This discussion contributes to a better understanding of the consequences of a management orientation, which is able to leverage knowledge advances. It is the task of management to improve the types of knowledge that best fit innovative efforts and competitive strategies. If this management orientation is well pursued, the organizations are likely to profit from knowledge development and from their human resources creativity. Figure 1Influence of KM on innovation and competitiveness References Allen, C. T, Machleit, K. A, Kleine, S. S (1992), â€Å"A comparison of attitudes and emotions as predictors of behavior at diverse levels of behavioral experience†, Journal of Consumer Research, Vol. 18 pp. 493-504. Bearden, W. O, Calcich, S. E, Netemeyer, R. G, Teel, J. E (1986), â€Å"An exploratory investigation of consumer innovativeness and interpersonal influences†, in Lutz, R. J (Eds),Advances in Consumer Research, Association for Consumer Research, Provo, UT, Vol. 13. Brooking, A (1996), Intellectual Capital: Core Asset for the Third Millennium Enterprise, International Thomson Business Press, London, . Burke, S. 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Leonard-Barton, D. (1995), Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation, Harvard Business School Press, Boston, MA, . Martin, E. W, DeHayes, D. W, Hoffer, J. A. , Perkins, W. C (1998), Managing Information Technology: What Manage rs Need to Know, 3rd ed. , Prentice-Hall, New York, NY, . Mayo, M. A, Marks, L. J. (1990), â€Å"An empirical investigation of a general theory of marketing ethics†, Journal of the Academy of Marketing Science, Vol. 18 pp. 163-71. McFadden, F. R, Hoffer, J. A (1994), Modern Database Management, The Benjamin/Cummings Publishing Company, Inc, Menlo Park, CA. , . McGill, M. E, Slocum, J. W. Jr (1994), The Smarter Organization: How to Build a Business that Learns and Adapts to Marketplace Needs, John Wiley Sons, New York, NY. , . McGill, M. E, Slocum, J. W. Jr, Lei, D. T. (1992), â€Å"Management practices in learning organizations†, Organizational Dynamics, Vol. 21 No. 1, pp. 5-17. McQuarrie, E. F. , Munson, J. M. (1987), â€Å"The Zaichkowsky personal involvement inventory: modification and extension†, in Wallendorf, M. Anderson, P. F. (Eds),Advances in Consumer Research, Vol. 14 pp. 36-40. Mowery, D (1983), â€Å"The relationships between intrafirm and contractual forms of industrial research in American manufacturing, 1900-1940†, Explorations in Economic History, Vol. 20 No. 4, pp. 351-74. Nonaka, I. (1994), â€Å"The dynamic theory of organizational knowledge creation†, Organizati on Science, Vol. 5 No. 1, pp. 14-37. Ozanne, J. L, Brucks, M, Grewal, D (1992), â€Å"A study of information search behavior during the categorization of new products†, Journal of Consumer Research, Vol. 8 pp. 452-63. Page, A (1993), â€Å"Assessing new product development practices and performance: establishing crucial norms†, Journal of Product Innovation Management, Vol. 10 pp. 273-90. Prescott, J. E. , Gibbons, P. T (1993), â€Å"Global competitive intelligence: an overview†, in Prescott, J. E, Gibbons, P. T (Eds),Global Perspectives on Competitive Intelligence, Society of Competitive Intelligence Professionals, Alexandra, VA, . Senge, P. M (1990), â€Å"The leader’s new work†, Sloan Management Review, Vol. 32 No. 1, pp. 7-23. Sinkula, J. M (1994), â€Å"Market information processing and organizational learning†, Journal of Marketing, Vol. 58 No. 1, pp. 35-45. Slater, S. F. , Narver, J. C. (1994), â€Å"Does competitive environment moderate the market orientation-performance relationship? â€Å", Journal of Marketing, Vol. 58 pp. 46-55. Twining, J. E (1991), Strategies for Active Learning, Allyn Bacon,, Needham Heights, MA. , . West, A (1992), Innovation Strategy, Prentice-Hall, Englewood Cliff, NJ, . Wetherbe, J. C (1991), â€Å"Executive information requirements: getting it right†, MIS Quarterly, pp. 51-65. How to cite How Does Knowledge Management Influence Innovation and Competitiveness?, Essays

The Korean Family Hierarchy Essay Research Paper free essay sample

The Korean Family Hierarchy Essay, Research Paper Korean temple By: intma1 Talk about sarcasm. Buddhist monastics, those shaven-headed figures in grey robes, choose to go forth this earthly universe ( that is, everyday society ) in favour of an ascetic being based on supplication and self-denial. But now their unworldly life style is going a tourer merchandise # 8230 ; with the monks # 8217 ; blessing! Cloistered life as a tourer attractive force? It # 8217 ; s portion of a planetary fad for monasticism. From the Himalayas to the Hudson River, monastics are in. Nipponese salarymen are tossing their occupations and flying to monasteries. In Taiwan last twelvemonth, monasticism become large intelligence. Hundreds of households were shocked when their promising boies and girls opted for Buddhist cloistered life alternatively of comfy callings in concern. Meanwhile, in the United States, at least one monastery finds it necessary to turn away manque novitiates. we are non beging careers, the monastery says gently The worldwide reclamation of involvement in mo nasticism has reached out to Korean Buddhists excessively. We will write a custom essay sample on The Korean Family Hierarchy Essay Research Paper or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Peoples are interested in Buddhist monastics and how they live. Many people, whether seeking enlightenment or merely fed up with the noise and flashiness of consumer society, would wish to seek the cloistered manner of life. So why non give them a gustatory sensation of it? That is exactly what monasteries in Korea are making. They offer tourists a brief but uncovering expression inside Buddhist Monasticism. Western normally think of Buddhism as a faith of vegetarians who expect to be reincarnated after go forthing this universe at decease. Buddhists aim to rectify this oversimplified image. Buddhism has a long and complex history. It originated in India some 2,600 old ages ago and was introduced to Korea in about the 4th century A.D. Since so, Buddhism has exercised a enormous influence on Korean civilization and produced many widely admired plants of art. Pulguksa Temple are Sokkuram Grotto, built in the eight century, are two of the most celebrated illustrations of Buddhist art a nd architecture. Those two attractive forces, along with the Tripitaka Koreana ( a aggregation of woodblock texts of Buddhist Bible, made in the thirteenth century ) , were added to the UNESCO World Cultural Heritage list in 1995. Today Korean Buddhism involves more than 10,000 temples and 20,000 monastics, and is the belief system of 15 million Koreans ( about tierce of the population ) . More than 900 of those 10,000 temples are greater than 50 old ages old. Buddhism histories for more than 80 per centum of Korean cultural resources designated as national hoarded wealths. Now that foreign visitants are taking an involvement in Buddhist monasticism, Korean Buddhists are get downing to market traditional Buddhist ceremonials and ascetic patterns as cultural merchandises. Already, some temples admit tourers for a close expression at what goes on inside a monastery. The Buddhists think they can promote tourers to look beyond the touchable side of Buddhism, viz. its temples and pagodas , and experience Buddhist civilization on a more intimate degree. Alone Korean Buddhist ceremonials for tourers are planed, such as traditional dining rites of Buddhist monastics. Plans besides call for the tea ceremonial to go a tourist attractive force. Many temples are opening tea houses to pull tourers. Most of these temples sell traditional teas made by monastics themselves.Actually, this gap of Buddhist monasteries to foreigners is non a new phenomenon. For some clip, major temples have admitted Koreans and foreign visitants to a summer preparation class that lets invitees withdraw from the helter-skelter earthly universe for a piece. Though physically strenuous, and really brief ( merely four darks and five yearss ) , this experience is seen as an chance for participants to reload themselves by trying the cloistered life style. Worship before the image of Buddha, sitting in speculation, talk and tea ceremonial Sokkuram Grotto is 3 kilometer off from Pulguksa Temple by a short cut along the mountain ridge and 9 kilometers off by a paved route. Based on a balance between squares and circles, consecutive lines and curves, and planes and ball-shaped forms, the grotto is structured in a perfect harmoniousness. The 38 figures carved on the wall of the chamber are all chef-doeuvres. The Sokkuram was modeled after the rock cave temples of China, but in china these were cut into the face of natural stone drops, whereas the Sokkuram is a semisynthetic rock grotto designed as a scene for the worship of a chief statue of Buddha. The Sokkuram has a rectangular ante chamber and a round interior chamber with a vaulted ceiling formed from carefully cut blocks of rock. this domed ceiling shows non merely great proficient accomplishment but besides a solidness reflecting sophisticated cognition of the mechanics of emphasis. Yet it is its sculpture that makes the Sukkuram unique. Most conspicuously the big rock statue of the Sakyamuni Buddha in the centre of the interior chamber, the eleven-headed Goddess of Mercy and the assorted Bodhisattvas and Arhat ( adherent of Buddha ) carved in alleviation in a hemicycle on the environing wall, the two Inwang ( # 8221 ; benevolent male monarchs # 8221 ; ) on the walls of the anteroom, and the Four Deva Kings standing guard along the passageway-each of these adds its ain typical note to the symphonic music of beauty presented by the Sokkuram as an built-in whole. to be certain, in their rotundity of face and ampleness of organic structure there is grounds of influence from T # 8217 ; ang Buddhist sculpture, but the Sukkuram examples suggest a deeper sense of religious beauty. Sokkuram Grotto is one of UNESCO # 8217 ; s World Heritages. From Kyongju coach terminus, take the metropolis coach to Pulguksa. It runs every 10 proceedingss and takes 45 proceedingss. And 20 proceedingss by coach from Kyongju Station. Sokkuram was built by Prime Minister Kim Tae-song in 751 along with the Pulguksa Monastery. It was repaired by Priest Chongyol in 1703 and the rock stairway was added at this clip, and once more in 1758 by Priest Taegyom. The full grotto was dismantled for fix during the Nipponese business period ( 1913 # 8211 ; 15 ) and once more in 1962-64 to forestall the eroding of rock by dew condensation. This grotto was built with white granite in the signifier of a niche and enshrines a sitting Buddha at the centre surrounded on the wall by 39 Bodhisattvas, 10 adherents, and Devas and guardian male monarchs. It represents the Pure Land in which Buddha resides. This rock cave temple is the crystallisation of Shilla # 8217 ; s faith, scientific discipline and art, a monumental accomplishment of Buddhist civilization of the Unified Shilla period. The chief statue in Gupta-style enshrined in the grotto is seated cross-legged on an octangular base. Two slits for eyes, soft superciliums, the wisdom hidden between the eyes, the oral cavity as if to be opened for sermon, and the hanging long e ars all combine to stand for the empyreal province of enlightenment. This brilliant work is possibly the finest thing in all Korean sculpture. Map Live PictureDescription: Pulguksa Temple and nearby Sokkuram Grotto are located on the mid-slope of Mt. T # 8217 ; ohamsan ( 745 m ) which literally means # 8220 ; mountain that holds and lets out clouds. # 8221 ; The artistic creative activities of Unified Shilla were the merchandises of to the full matured techniques. Having outgrown the gaucherie of the Three Kingdoms preriod, art now revealed a extremely developed esthetic sense. Although the art of Unified Shilla employed the technique of realistic representation, the intent was non to portray objects merely as they appear in existent cubic decimeter ife but rather to seek to give expression to a concept of idealized beauty. Moreover, in the works produced at this time, an effort to create a world of unflawed harmony is evident. The special characteristic of the art of the Unified Shilla period, then, is its attempt to create a beauty of idealized harmony through the application of refined artistic craftsmanship. The art of the Unified Shilla period may be said to be represented at its finest by the Pulguksa temple in Kyongju and the nearby Sokkuram grotto. Pulguksa Temple and Sokkuram Grotto, the cradle of Buddhist culture during the Shilla Kingdom, were first constructed in 535 A.D., the 22nd year of King Pophung’s reign. The king followed his mother’s wish for the kingdom’s stability and peace by constructing the temple. Two hundred years later, during the reign of King Kyongdok (742-764), the temple was redesigned and rebuilt by the chief minister (Chungsi) Kim Tae-song. A large temple with original flo or space exceeding 2,000 kan(unit for the space enclosed by four pillars) in the combined area of its buildings, its wooden structures dating from Shilla were destroyed by fire during the late sixteenth century Japanese invasions and what we see today is a modern restoration. The beautiful â€Å"cloud bridge stairway† leading up to the entrance gate (called the Mauve Mist Gate), consisting of a lower flight known as the Bridge of White Clouds and an upper flight named the Bridge of Azure Clouds; the novel shape of the stone supports for the two front pillars of the Floating Shadow Pavilion to the right, or west, of the Mauve Mist Gate; the balanced proportions of the two pagodas, the Pagoda of Many Treasures and the Pagoda That Casts No Shadow, which form a complementary pair to the left and right of the Taeungjon (Hall of Sakyamuni, the temple proper)–all these display this same mature beauty of harmony. The stone pagoda, in particular, is widely admired as a unique e xpression of Shilla artistry –in contrast, the emphasis in China was on brick pagodas and in Japan on those of wooden construction. Of all the many remaining stone pagodas, the Pagoda That Casts No Shadow and the Pagoda of Many Treasures, together with the Lion Pagoda at the Hwaomsa temple, are regarded as the crowning glories among such monuments built in the Unified Shilla period. Sokkuram Grotto is readily accessible by paved road (9 km) or hiking paths (3 km). Within the domed rotunda is a large sculptured stone Buddha image of magnificent artistry. Representing the culmination of East Asian Buddhist art, the seated Buddha gazes toward the East Sea. Pulguksa Temple is one of UNESCO’s World Heritages. Sokkuram Grotto is 3 km away from Pulguksa Temple by a short cut along the mountain ridge and 9 km away by a paved road. Based on a balance between squares and circles, straight lines and curves, and planes and globular shapes, the grotto is structured in a perfect har mony. The 38 figures carved on the wall of the chamber are all masterpieces. The Sokkuram was modeled after the stone cave temples of china, but in china these were cut into the face of natural rock cliffs, whereas the Sokkuram is a man-made stone grotto designed as a setting for the worship of a principal statue of Buddha. The Sokkuram has a rectangular ante chamber and a circular interior chamber with a domed ceiling formed from carefully cut blocks of stone. this domed ceiling shows not only great technical skill but also a solidity reflecting sophisticated knowledge of the mechanics of stress. Yet it is its sculpture that makes the Sukkuram unique. Most prominently the large stone statue of the Sakyamuni Buddha in the center of the interior chamber, the eleven-headed Goddess of Mercy and the various Bodhisattvas and Arhat (disciple of Buddha) carved in relief in a semicircle on the surrounding wall, the two Inwang (†benevolent kings†) on the walls of the antechamber, and the Four Deva Kings standing guard along the passageway-each of these adds its own distinctive note to the symphony of beauty presented by the Sokkuram as an integral whole. to be sure, in their roundness of face and ampleness of body there is evidence of influence from T’ang Buddhist sculpture, but the Sukkuram examples suggest a deeper sense of spiritual beauty. Sokkuram Grotto is one of UNESCO’s World Heritages.____________ Prime Minister Kim Tae-song is said to have built this cave temple in the 10th year of the reign of Kyongdok-wang of Unified Shilla (751). The numerous stone Buddhist figures in the grotto represent the best sculpture of the Unified Shilla dynasty and of all Korea. The main hall beyond the small antechamber is round and the ceiling is domed. Within the rotunda sits a majestic Buddha, 3.48m high. carved in granite and facing east. Surrounding the Buddha are many figures in relief. First, two Devas, one on each side, stand guard. Next are two Bodhisattvas (the saint next in importance to Buddha), also one on each side. Further guarding the Buddha are his ten disciples. The eleven-headed Avalokitesvara a Bodhisattva (the Bodhisattva of Boundless mercy) is sculptured on the wall behind the main figure. There are ten niches around the dome. They contain seven seated Bodhisattvas and one Vimalakirti (the name of a famous lay disciple of the Buddha). Two are empty. The Eight Guardian Demons, the Two Vajradharas (the guardian gods of the temple), and the Four Guardian Kings are sculptured in relief on granite salbs lining the wall of the antechamber and the passageway to protect the Buddha and the Buddhist world. To only list this grotto as National Treasure No. 24 does not give due emphasis to its importance in Oriental culture. It is without exaggeration the most remarkable and unequaled art treasure accomplished by Far Eastern civilization. Besides, it is commonly referred to as one of the three Buddhist mysteries in the Fa r East Asia. The Sokkuram was constructed during the mid-eighth century by the famed Minister Kim Daesung who is also credited with building Pulguksa in 751. Report of the 19th Session of the Committee Following is part of the â€Å"Report of the 19th Session of the Committee† regarding Sokkuram Grotto and Pulguksa Templ. Established on the slopes of Mount T’oham in the 8th century, the Sokkuram cave contains a monumental statue of Buddha looking at the sea in the bhumisparsha mudra position. With the surrounding portrayals of gods, Bodhisattvas and disciples, realistically and delicately sculpted in haut relief and bas relief, it makes up a masterpiece of Buddhist art in the Far East. The Temple of Pulguksa, built in 752, and the cave form a body of religious architecture of exceptional significance. Established on the slopes of Mount T’oham in the 8th century, the Sokkuram cave contains a monumental statue of Buddha looking at the sea in the bhumisparsha mudra position. With the surrounding portrayals of gods, Bodhisattvas and disciples, realistically and delicately sculpted in haut relief and bas relief, it makes up a masterpiece of Buddhist art in the Far East. The Temple of Pulguksa, built in 752, and the cave form a body of religious architecture of exceptional significance. Sokkuram Grotto On the way to the Grotto Legend Versus History Questionable Identity of the Buddha Guardian Deities in the Foyer Central Buddha Image Ten Disciples in Relief Goddess of Mercy in Relief Ten Kamsils (niche) on the walls