Pizza Delivery and Domino Essay Example for Free

Pizza Delivery and Domino Essay Dominos Pizza, Inc. (NYSE: DPZ) is an international pizza delivery corporation headquartered in Ann Arbor, Michigan, United States. Founded in 1960, Dominos is the second-largest pizza chain in the United States. [1] Dominos currently has nearly 9,000 corporate and franchised stores[2] in 60 international markets[3] and all 50 U. S. states. Dominos Pizza was sold to Bain Capital in 1998 and went public in 2004. Dominos menu features pizza, pasta, oven-baked sandwiches, wings, boneless chicken, salads, breadsticks, cheesesticks, and a variety of dessert items. Management positions at Dominos Pizza distribution centers offer you the opportunity to join a world-class company with: * A competitive salary. * An excellent benefits package. * Opportunity for career growth. Our team leaders are involved in all facets of our business. The work is a combination of administrative and operational responsibilities performed throughout the distribution center. The best candidates are strong yet thoughtful leaders who have the ability to respect their team members and mentor them onto greater career development. If you care about the people who work for you and have the desire to encourage and assist in their career growth, youre the type of leader we look for. What Types of Management Positions Are Available? Our General Manager Development Program is an excellent start to acquiring skills and learning the fundamentals of business operations. In addition to several requirements, it is necessary to work successfully in a team leader position (minimum of six months) to apply for the program. The program is customized for each individual and focuses on the following areas. Food Production Preparing and mixing fresh pizza dough is the responsibility of a production team member. The production team is the secret behind the great-tasting Domino’s Pizza consumers turn to when they’re hungry. If you have the desire to create a top-quality food product every day, then our production department is for you. Commercial Delivery and Service Drivers We look for team members with a commitment to safety and excellent customer service to be part of our Delivery Service team. Delivery Service drivers will drive a truck over an established route to deliver products to Domino’s Pizza stores. When you take the wheel for Domino’s Pizza Distribution, you are the face of our company to our customers. You’re interaction with the stores is crucial to our success. Many drivers build lasting relationships with customers in the fun and supportive family environment of Domino’s Pizza. Warehouse Our warehouse team members ensure that our customers receive each and every product they order, every time they order it. As a warehouse team member, your main responsibility will be to load, unload and move materials within or near the distribution center. You’re the one who makes it happen for us every day and you are an important piece of who we are. n early 2000, Pawan Bhatia (Bhatia), the CEO of Dominos Pizza India (Dominos) was a man in a hurry. Ever since Bhatia took over as the CEO of Dominos in November 1999, he had been frantically reworking the pizza chains India strategy. Bhatia was planning to open 150 new outlets by the end of 2002 covering 23 cities,1 including Bhubaneshwar (Orissa) and Jamshedpur (Bihar). In late 1999, Indocean Chase, the private equity fund bought a 25% stake in Dominos operations in India from the Delhi-based industrial family, the Bhartias, who held Dominos franchise in India. Dominos told investment bankers at the fund that it planned to go in for an initial public offering (IPO) in the next two years. Indocean Chase advised Dominos to go beyond its 16 outlets in Delhi to exploit the potential in the pizza delivery business. Unless a well-thought-out expansion plan was put into place, the IPO was unlikely to find too many takers. As part of its expansion plans Dominos revamped its entire supply chain operations, from sourcing raw materials to shipping them for processing at a central location to delivering it to the customers. Initially, Dominos had a simple model. It had three self-contained commissaries in New Delhi, Mumbai and Bangalore which bought their own wheat, tomatoes and other ingredients, processed them, then delivered them in refrigerated trucks to each outlet. However, volumes were expected to increase when Dominos planned to open new outlets. Therefore, the existing model had to be revamped. Bhatia said, Its crucial for us to build a low-cost supply chain operation which takes costs out of the system and in turn gives us greater pricing flexibility in the marketplace. Analysts felt that Dominos had to rethink its supply chain operation because it was the biggest area of costs. Since 75% of Dominos customers ordered either from office or home, it did not have to lease large plots of land in prime locations to attract traffic. Instead, it needed an efficiently managed call centre to bring better returns. In the late 1950s, Dominick De Varti (Varti) owned a small pizza store named DomiNicks Pizza on the Eastern Michigan University campus in Ypsilanti, Michigan. In 1960, two brothers who were students of the University of Michigan – Thomas S. Monaghan (Thomas) and James S. Monaghan (James) – bought the store for US$900. In 1961, James sold his share of business to Thomas. The pizza business did well and by 1965, Thomas was able to open two more stores in the town – Pizza King and Pizza from the Prop. Within a year, Varti opened a pizza store in a neighborhood town with the same name, DomiNicks Pizza. Thomas decided to change the name of his first store, DomiNicks Pizza, and one of his employees suggested the name Dominos Pizza (Dominos). The advantage of this name Thomas felt was that it would be listed after DomiNick in the directory. Dominos philosophy rested on two principles – limited menu and delivering hot and fresh pizzas within half-an-hour. In 1967, it opened the first franchise store in Ypsilanti, and in 1968, a franchise store in Burlington, Vermont. However, the company ran into problems when its headquarters (the first store) and commissary were destroyed by fire. In the early 1970s, the company faced problems again when it was sued by Amstar, the parent company of Domino Sugar for trademark infringement. Thomas started looking for a new name and came up with Red Dominos and Pizzas Dispatch. However, there wasnt any need for it because Dominos won the lawsuit in 1980. In 1982, Dominos Pizza established Dominos Pizza International (DPI) that was made responsible for opening Dominos stores internationally. The first store was opened in Winnipeg, Canada. Within a year, DPI spread to more than 50 countries and in 1983, it inaugurated its 1000th store (Refer Exhibit II for worldwide revenues). Around the same time, new pizza chains like Pizza Hut and Little Caesar established themselves in the US. Dominos Pizza faced intense competition because it had not changed its menu of traditional hand-tossed pizza. The other pizza chains offered low-priced breadsticks, salads and other fast food apart from pizzas.. Analysts felt that Dominos took a cue from McDonalds supply chain model (Refer Box and Exhibit III for McDonalds model). However, they opined that the level of complexity in McDonalds system in India was not as high as that of Dominos. Commented Bhatia, McDonalds operations are not as spread out as ours. They are in four cities while we are in 16. Centralizing wouldnt work on such a geographical scale. Thus in early 2000, Dominos came out with its own logistics model. It began at the point Dominos purchased wheat for making the pizza dough. Dominos first decided the procurement strategy for its key raw materials: wheat, baby corn, tomatoes and spices. For instance, wheat was cheapest in Jalandhars (Punjab) wholesale markets. Dominos refrigerated trucks got the wheat back to the commissary in Delhi. Commissary processed the wheat and prepared the pizza dough. The pizza dough and other items prepared in commissaries were then sent to the retail outlets again in refrigerated trucks. The temperature inside the truck was fixed based on the distance between the retail outlets and the commissaries. This was to set the dough at a particular level when it reached the outlets. The retail outlets had to use up the processed dough within three days of delivery. If they failed to do so for some reason the entire quantity was discarded. To get to Jalandhar, the trucks had to pass Chandigarh. Chandigarh with a cosmopolitan population, was a potential market for Dominos products. Therefore, Dominos opened an outlet there. The cost of entry was low because there was no additional costs incurred on transportation of products

Tnt Is The Market Leader Marketing Essay

Tnt Is The Market Leader Marketing Essay Introduction TNT is the market leader in the provision of business-to-business (B2B) express delivery services. It delivers documents, parcels and freight securely between businesses, using road or air transport. Ken Thomas founded TNT in Australia in 1946 with a single truck. It became Thomas Nationwide Transport (TNT) in 1958 and TNT Express Services UK in 1978. Today TNT is a global company and serves customers in over 200 countries around the world, employing 10,000 people in the UK. TNT has two operating divisions in the UK. As a global company, TNT seeks to project a consistent image across the world. For example, it uses the global strapline Sure we can on all its vehicles, aircraft and communications material. Back ground TNT N.V. was an international express and mail delivery services company with headquarters in Hoofddorp, Netherlands. In the Netherlands, TNT operated the national postal service under the name TNT Post. The group also offered postal services in eight other European countries, including the UK, Germany, Italy and Belgium. TNTs mail division recorded sales of about â‚ ¬4.2 billion in 2009. The companys demerged express delivery services division, known as TNT Express, has fully owned operations in 65 countries and delivers documents, parcels and pieces of freight to over 200 countries. TNT Express recorded sales of about â‚ ¬7.2 billion in 2011. On 2 August 2010, TNT M.V. announced its intention to split up into two independent companies, an express and a mail company. TNT sold its logistics unit in 2006 to focus on network activities, mail and express delivery services. TNTs networks were concentrated in Europe and Asia, but the group also had operations in the Middle East and South America, and several road freight companies in China, India and Brazil. TNT employed 155,000 people. Over 2009, TNT reported â‚ ¬10.4 billion in revenues and an operating income of â‚ ¬648 million. TNT was officially quoted on the Euronext Amsterdam Stock Exchange unit May 2011. Its major competitors included FedEx, DHL, and national post carriers such as US Postal Service and Royal Mail. TNTs last chief executive officer was Peter Bakker. Other members of the Board of Management included Bernard Bot (Chief Financial Officer), Marie- Christine Lombard (Group Managing Director, Express) and Harry Koorstra (Group Managing Director, Mail). Mission, aims and objectives TNT is the fastest and most reliable provider of express delivery services and is the European market leader. Organizations do not become market leaders by chance. It takes vision, careful planning, outstanding quality and a committed, highly trained staff. This organization-wide planning is known as business strategy. Organizations identify the goals that they want to achieve through: a mission aims clearly stated objectives. Mission A business mission is a statement that reflects its core purpose and principle business aims. It states what the business is, what it does and where it is heading. Employees and other stakeholders who have an interest in the organizations activities need to be able to understand the mission easily. TNTs mission is to: Exceed customers expectations in the transfer of their goods and documents around the world, Deliver value to our customers by providing the most reliable and efficient solutions through delivery networks, Seek to lead the industry by instilling pride in our people, creating value for our stakeholders and sharing responsibility around the world. Aims and objectives The aims supporting this mission focus on efficiently transferring goods and documents, providing customer satisfaction and behaving responsibly. To achieve these aims the organization needs to establish objectives at a number of levels. SMART objectives are designed to ensure that everyone understands what is required and by when. They make it easy to measure performance so that the business knows if and when its aims have been achieved. Where necessary, it can change its plans to overcome any problems or obstacles. Specific exactly what is to happen Measurable by quantity or proportion Achievable capable of being achieved within available resources Relevant to the overall business or corporate objectives Time-related with a deadline attached Measurable objectives cover every aspect of TNTs operations and service. The top-level objective is to achieve profitable growth. Examples of SMART objectives across the business that contribute to this include: Answer 85% of calls from customers within ten seconds. This objective fits with the mission to provide the most reliable and efficient solutions for customers. TNTs customer focus is one of the key ways in which it aims to differentiate itself from competitors. To improve TNTs carbon efficiency by 45% by 2020 (measured against the 2007 baseline). This example of a longer-term objective reflects TNTs aim to reduce the environmental impact of its business. Building a strategy Business strategies are the means by which businesses achieve objectives. They usually take the form of long-term plans relating to the chosen markets, products and environment. A competitive strategy can be based on: having a distinctive position in the market. TNTs market position is based on differentiating itself from rivals through its speed, reliability and provision of services of the highest standard. building core strengths (known as core competencies). TNTs strengths are based on attracting and developing high-caliber staff who are able to exceed customer expectations so that customers remain loyal to the business. TNTs strategies need to take into account a number of important areas. These include: what goods and services to produce, e.g. an integrated delivery service which territories will deliver best return on investment. TNTs international operations focus on key trading areas of Europe, Asia, North America and South America. how to build a competitive advantage, e.g. by providing the most reliable, customer-focused services. Tactics Businesses deliver their strategies through a series of tactics. TNTs practical measures are set out under three main headings Operational Excellence, Customer Relationship Management and Innovation. The map describes the journey that TNT is taking towards achieving the long-term aims. For example: The map shows that Operational Excellence will be achieved through a solid foundation of fast, reliable and quality services. From there, the Customer Relationship is improved by understanding what different customers want. This builds a stronger allegiance and loyalty. Innovation is about anticipating the future needs of TNT customers. Through stronger relationships the business can develop a joint approach and shared vision. TNT segments its customers according to their requirements. For example, some customers provide the company with one off requests. Others are major accounts regularly placing large orders. TNT responds to the needs of each of these customer groups in different ways and hopes for loyalty in return. The market is highly competitive and it is more cost-effective to keep repeat business than to generate new customers. Strategic direction and strategic gaps TNT has high-quality people working within the organization in many different roles. These range from the front-line distribution of parcels and documents to accounts, sales and marketing functions. However, in places, TNT may require additional skills to bridge the gap between its existing human resources and those required to implement the strategy fully. This is referred to as a strategic gap. By developing its people, TNT ensures that it will have the capability to meet and implement quickly any necessary changes in its strategy. TNT is committed to minimizing the environmental effects of its operations and conducting its business in a sustainable way. For example, it recognized the value the business could gain from making drivers more aware of methods of driving which would improve safety and efficiency. Drivers are therefore trained in SAFED (safe and fuel- efficient driving) techniques, earning certificates of competence. Conclusion Creating and delivering an effective business strategy involves: having clear aims and objectives building a competitive advantage by developing core competences Identifying gaps and seeking to close these through development of resources. TNT demonstrates good practice in each of these areas. The company has clear business aims and objectives that are time-related. It focuses on developing competitive advantage through its strategies for customers, innovation and its people. TNT ensures that the people working for the business have adequate opportunities to grow. It meets any gaps in the ability of the workforce to deliver its strategy by training and developing its existing people. This retains their skills and offers attractive career opportunities to recruit new talent. Recommendation TNT should start a new service to pick goods from customer place that will give a competitive advantage over competitors. More sub offices should be open for the ease of customers and for better communication within company. On delivery of goods at destination confirmation message service should be started via e-mail or messaging. Questions What kinds of data can TNT use to build a phylogenetic tree? What is the growth rate of TNT in 20th century? How does TNT become world widely recognized company? What is the company position in the market?

A Comparative Analysis Of Online News Articles Media Essay

A Comparative Analysis Of Online News Articles Media Essay In European Union citizens are expected to take responsibility and actions to limit the threat of climate change as well as authorities or corporations. However, while only 36 percent of citizens in Lithuanian take personal action, 75 percent of British do. In light of framing as media effects theory media coverage can be considered as an explanation for different levels of personal contribution. Based on the latter assumption the online news content in Lithuania and the United Kingdom was investigated in terms of attribution of responsibility to citizens, authorities and industry/corporations. The findings showed that the use of the same frames varies by country and political preferences of media. However, the findings were not explicit enough to prove the one directional relationship between media content and individual level behavior, where media is perceived as having power upon individuals. Contrary, the results showed that social problems guide thematic choices of editorials an d therefore individuals have impact on media. As a result, findings raised concerns that the notion of framing as an interactive process would more relevant than the assumption of framing as linear process. Introduction Today climate change is on political, media and individual agendas all across Europe. Political and legislative efforts prove that climate change mitigation is a priority for the European Union. Furthermore, citizens are expected to take responsibility and actions to limit the threat as well. Supranational survey Eurobarometer shows, 63 percent of Europeans say they have taken personal actions to combat climate change (European Commission, 2009). However, the EU as a body of 27 Member States is more diverse than one seeing aggregate level figures could think. For instance, while only 36 percent of citizens in Lithuanian take personal action, 75 percent of British do (European Commission, 2009). The topic of climate change not only has its thematic relevance, but as well scientific. In light of framing theory media coverage can be considered as an explanation for different levels of personal contribution to climate change mitigation among Lithuanians and British. To assess the influence of media portrayals of climate change on individuals, two research questions are developed: RQ1. To what extent do media frame climate change in terms of attribution of responsibility to industry and corporations, international and national authorities, and citizens themselves? RQ2. Does the attribution of responsibility to particular actor vary by country: the United Kingdom and Lithuania? To be more specific, I expect to find that Lithuanian media attribute responsibility to citizens more seldom compare to British media. Moreover, in media coverage in Lithuania attribution of responsibility to citizens should be less visible than attribution of responsibility to authorities or industry. Contrary, in British media attribution of responsibility to citizens should more or equally visible compare to authorities and industry. The next chapter will provide theoretical framework on which the paper rests. It will be followed by the sections of method, results and discussion. Literature review Within the realm of social sciences, such as sociology, psychology, political science and political communication, studies of framing are common. In a way it explains why framing as a concept is rather scattered, as Entman once referred to it (Entman, 1993, p. 51). However, scientists of different disciplines share the perception that the function of a frame is to help people organise the complexity of the world into meaningful categories (Nickels, 2005, p. 21). Framing as theory can be conceptualized in terms of media effects (e.g. Scheufele, 1999; Scheufele, 2000). Generally, media effects are classified into cognitive, affective and behavioural. Cognitive effects refer to the assumption that how news is presented has influence on what people know or think about issues, people, and event (Glynn Jeong, 2003, p. 634). Affective effects refer to emotional reactions to media coverage. Behavioral effects can be understood as observable actions that are linked to media exposure (Perse, 2001, p. 3). What concerns the latter, a widely cited study of Kahneman and Tversky (1984) showed that how a particular issue is framed determines perceptions of problems and subsequent actions upon them (Vliegenthart et al., 2008, p. 419). In view of these considerations, the prominence of framing theory and framing effects studies in the field of communication flows naturally. In the field of political communication framing effects studies often focus on investigating the relationship between news content and individual perceptions (e.g. de Vreese, 2002). Nickels (2005) argues that partially this is determined by the assumption that the news is the principal means by which they [i.e., people] experience and learn (p. 22) about certain issues. A frame in media is an emphasis in salience of certain aspects of a topic (De Vreese, 2002, p. 27). The frame works by omitting some aspects and attaching more salience and meaning to others (Entman, 1993, p. 53). The reasoning of selecting of these aspects can be determined by political, media and social context (De Vreese Semetko, 2004, p. 93). Therefore, media frames can be defined as social and cultural indicators of the particular time (Nickels, 2005, p. 26). Frames in media can be investigated by the presence or absence of certain key-words, stock phrases, stereotyped images, sources of information, and sentences that provide thematically reinforcing clusters of facts or judgements (Entman, 1993, p. 52). In general, two main ways to analyze frames can be identified issue-specific and generic. The former is considered to be a better approach to detect newly emerging frames while the latter is based on the investigation of predefined frames in the text (Matthes Kohring, 2008). Majority of the studies of generic frames focus on the prevalence of one or several frames in media. Attribution of responsibility (e.g. Iyengar, 1987; Iyengar, 1991; Semetko Valkenburg, 2000; Valkenburg et al., 1999) fall within most commonly investigated generic frames. Valkenburg et al. (1999) defines the attribution of responsibility frame as representing an issue or problem in such a way as to attribute responsibility for causing or solving a problem to the g overnment or to an individual or to a group (p. 552). The biggest advantage of generic approach enables to detect differences or similarities between certain media (or within it), cross-nationally and over time (Nickels, 2005, p.24). However, generic frames are not suitable to explore the new issues as they are derived from theory. Iyengar (1991) measured how individuals attribute responsibility for social problems after exposure to different content. The research proved that, when television news present issues in terms of individual, people tend to attribute responsibility to individuals rather than government. Semetko and Valkenburg (2000) investigated the presence of 5 news frames theoretically derived from prior framing studies: attribution of responsibility, conflict, human interest, economic consequences, and morality. Media content was analyzed in the period surrounding the Amsterdam meetings of European heads of state in 1997 (p. 93). The study unveiled that the attribution of responsibility frame was used the most in news. Moreover it showed that attribution of responsibility was more used in serious media both press and television. Bennet and Iyengar (2008) argues that today with growing opportunities to personalize media content the way people learn about and experience the social world has changed. Therefore, media effects theories have to be reconsidered to go in line with changing social environment. Opponents claim (e.g. Holbert, Garrett Gleason, 2010), to announce a new era of minimal media effects is too early. Another criticism addressed to framing-effect studies is the commonly used experimental design, which neglects natural environment people live in and questions generalizability of the findings (Chong Druckman, 2007, p. 102). Those trying to overcome methodological drawback by comparing media content with survey results agree that it is difficult to separate out the effects of the media from other environmental or social influences (Glynn Jeong, 2003, p. 633). On the other hand, if effects are proved to be present on individual level under experimental conditions, it is logical to expect them to be present in society at large. To put it in Vliegenthart et al. (2008) words, this does not imply that all citizens are exposed to (à ¢Ã¢â€š ¬Ã‚ ¦) news, but that on the aggregate level news coverage has the potential to drive the attitudes of a substantial share of the population (p. 418). To sum up, despite changing media environment and individual habits towards media use, media still often is a primary framer and therefore has the power to set the tone and scope of the discussion about particular issue. In view of the considerations discussed in this chapter, the present empirical research was based on the assumption that frames in media influence how people think about certain problems and act upon them. To be more specific, that how media frames climate change issue in terms of frame of attribution of responsibility affects individual behavior. As in this study aggregate level public opinion surveys results will be compared with media content, I am aware that social or other influences will not be encountered. Method The main interest of the current study is to find out if media content are capable of explaining, why people in some countries are more likely to take personal actions to fight climate change than others. Therefore, two cases representing significant contrasts in citizens behavior were needed The United Kingdom and Lithuania appeared to comply with the condition (Eurobarometer, 2009). Consequently, the comparative design was chosen as it served the aim of the study best. As Hantrais (1996) defined, the aim of comparative cross-national research is to seek explanations for similarities and differences or to gain a greater awareness and a deeper understanding of social reality in different national contexts (Bryman, 2004, p.53). The design was realized in the form of quantitative content analysis of news websites articles in two countries. The content of news was analyzed in terms of the presence of attribution of responsibility frame. The operationalization of this generic frame was mainly based on measures developed by Semetko and Valkenburg (2000). However, as I was interested, to what extent responsibility is attributed to a particular actor, the frame was divided into three new frames. These are: Attribution of responsibility to international and national authorities, attribution of responsibility to industry and corporations, and attribution of responsibility to citizens themselves. Clusters of four yes-no framing questions were used to identify if generic frames are present in analyzed news articles (see Appendix 1). For framing analysis four news websites were chosen Guardian.co.uk and Thetimes.co.uk in the United Kingdom, and Lrytas.lt and Respublika.lt in Lithuania. All of them are websites of popular national newspapers: The Guardian and The Times, and Lietuvos rytas and Respublika, respectively. As the online and traditional versions of newspapers share the content, it can be estimated that information reaches young and older, online and traditional newspaper readers at national level in both countries. Furthermore, it was estimated that political leaning of newspapers can influence the findings. According to traditional division of newspapers by political affiliation, Guardian.co.uk. and Respublika.lt was chosen as leaning to left, and Thetimes.co.uk and Lrytas.lt as leaning to right. The period of investigation is from 2009 July 1 till 2009 August 1. The choice of the period was determined by the fact that the survey on Europeans attitudes towards climate change (Eurobarometer, 2009) was conducted in 2009 August-September. Therefore, the period had to be prior to survey fieldwork. Only articles with the main topic of climate change/climate change mitigation were selected for framing analysis. In total media sample consisted of 135 articles. However, media coverage varied by country meaningfully: N=26 in Lithuania and N=109 in the United Kingdom. Although chosen research design is consistent with the aim of the study, it also has several drawbacks that must be considered. Firstly, small media sample may lead to biased results as media coverage was restricted to two news websites in each country. Secondly, the study period of month does not allow measuring the presence of frames in changing political and social environment throughout longer period of time. To put it in other words, the findings show one-time situation. As a result, I am aware that generalization of research outcomes is limited. Results The results of content analysis showed that the frame of attribution of responsibility to citizens in Lithuanian media is more present than in British media (see Table 1), contrary to initial expectations. The most present frame in both countries appeared to be attribution of responsibility to international or national authorities. The Lithuanian media was more likely to use this frame and exclusively attributed responsibility to international authorities. The British media paid more attention to attribution of responsibility to industry and corporations than Lithuanian. Table 1. The presence of attribution of responsibility frame by country The findings confirmed that political affiliation plays an important role in presenting climate change issue. Left leaning websites (Respublika.lt and Guardian.co.uk) appeared to be more likely to attribute responsibility to citizens than left leaning (Lrytas.lt and Thetimes.co.uk). In Respublika.lt 63 percent and in Guardian.co.uk 28 percent of articles contained the latter frame, while only 17 percent in Thetimes.co.uk and none in Lrytas.lt did. Right leaning news sites considerably more discussed climate change issue in terms of attribution of responsibility to international and national authorities than left leaning. Table 2. The presence of attribution of responsibility frame by outlet To sum up, the media coverage does not seem to be directly related to behaviour: In Lithuania, where citizens are less likely to combat climate change personally, the frame of attribution of responsibility was more present than in British media. In this case, the personal behaviour in relation to climate change mitigation seems to be a reason for a bigger or smaller media attention rather than a cause of citizens behaviour. Discussion As is evident from the last chapter, the use of frames of attribution of responsibility in news sites varied by country. However, the variation was not consistent with initial expectations. In terms of presence of attribution of responsibility frame results were opposite than expected: In Lithuania the media attributed responsibility to citizens more than media in the United Kingdom. Therefore, the media cannot be considered as a main factor determining low citizens involvement in climate change mitigation in Lithuania and high involvement of people in the United Kingdom. In this case the direction of influence is likely to be from individuals to media. Low awareness of climate change mitigation at individual level in Lithuania encourages media editorials to address the problem. As the latter problem is not present in the United Kingdom, the frame of attribution of responsibility to individuals is less present in media. Furthermore, the results go in line with criticism of framing as a one way-communication model. As Nickels (2005) noted, the framing process (à ¢Ã¢â€š ¬Ã‚ ¦) is more likely to be an interactive process of negotiation where political, media and public actors have different measures of framing power(p. 32). From this point of view, a relationship between media and individuals should be investigated as an interactive process of negotiation about climate change. In light of such an approach the power of framing of different actors could be assessed more accurately. Both Lithuanian and British media mainly discussed how climate change is tackled at political level while the role of citizens and industry and corporations received considerably less attention. The prominence of attribution of responsibility to authorities frame should not be surprising considering policy priorities of the EU. Firstly, the European Union is said to play an important role as the international agenda setter in relationship to climate change mitigation (Schreurs Tiberghien, 2007, p. 19). Secondly, during the last twenty years the EU managed to turn the encouragement to stabilize greenhouse gas emissions into legislation. Furthermore, the comparison by political preferences of news websites shows that political affiliation strongly influences the content. Climate change mitigation in terms of citizens behavior in left leaning websites was presented more often than in right leaning. The latter news sites concentrated more on attribution of responsibility to authorities. In total, right leaning news are more balanced according to the frequency of the whole three frames use. Therefore, findings prove a tight relationship between politics and media. The main limits of the study appeared to be related to methodological concerns. A short period of investigation at one particular time does not let to assess if findings can be generalized or they represent only a particular case. Another drawback is that aggregate level data on citizens behavior in relation to climate change mitigation was compared to media content of small sample. Therefore, it would be beneficial for the aim of the study to increase media sample and investigate how changes in media correspond with changes in public opinion/behavior over time. This could be considered as a future research direction in terms of methodological improvements. Besides the information related to the aim of the study, the investigation showed that Lithuanian media uses the frame of attribution of responsibility in context of international affairs: The role of national or local authorities was not mentioned in media once. Contrary, British media paid more attention to national governments policies related to climate change. As the EU is instrumental in climate change mitigation, it would be intriguing to explore how successful is the EU in setting climate change issue on political agendas of new Member States, i.e. what role governments play in climate change mitigation. Furthermore, media sample of climate change related articles in the United Kingdom appeared to be five time bigger than in Lithuania. Consequently, it would be interesting to investigate to what extent the climate change issue is present compare to the total content media in different countries. In light of media frames the study to show that the use of the same frames varies by country and political preferences of media. However, in light of framing effects the empirically collected data was not explicit enough to shed light on connection of citizens attitudes and subsequent actions and media content. The study unfolds the need encounter cultural, economic and political differences, as well as the interactive notion of framing process participants. References Bennet, W. L., Iyengar, S. (2008). A New Era of Minimal Effects? The Changing Foundations of Political Communication. Journal of Communication, 58, 707-731. Bryman, A. (2004). Social Research Methods (2nd ed.). 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Franklin Roosevelt Essay -- essays research papers

Franklin Delano Roosevelt, (1882-1945), 32nd president of the United States. Roosevelt became president in March 1933 at the depth of the Great Depression. He was reelected for three more terms, and died in office in April 1945. He was a fascinating idealist whose confidence helped carry on the American people during the strains of economic crisis and world war even though he had an attack of poliomyelitis, which paralyzed his legs in 1921. He was one of America's most touchy leaders. Though Roosevelt labored hard to end the Depression, he had not very much success. It was not until 1939 and 1940 that success returned. Roosevelt also showed limits in his handling of foreign policy. In the 1930's he did not warn right away the danger of tyranny, and during the war he relied greatly on his charm and personality in the conduct of peacekeeping. Roosevelt's reputation is very high. In acting upon the Great Depression he did a lot to develop a good state in the United States and to make the federal government and means of social and economic reform. As president, Roosevelt passed as many bills, lobbing for as much congressional support as he could get to aid him in his attempts to help the unemployed, starving and poor people that society had forgotten. Never in the history of the United States had there ever been such a terrible, long-lasting, economic depression then the one that began just before President Roosevelt ran for his first presidential election. Thirteen million peo...

Lakota Woman Essay -- American History

Lakota Woman The book â€Å"Lakota Woman,† is an autobiography that depicts Mary Crow Dog and Indians’ Lives. Because I only had a limited knowledge on Indians, the book was full of surprising incidents. Moreover, she starts out her story by describing how her Indian friends died in miserable and unjustifiable ways. After reading first few pages, I was able to tell that Indians were mistreated in the same manners as African-Americans by whites. The only facts that make it look worse are, Indians got their land stolen and prejudice and inequality for them still exists. Just like other Indian kids on reservation, Crow Dog’s childhood was poor in everyway; didn’t have enough food, clothes, education, and parents’ love. She was kidnapped to boarding school where Indian children are imp...

Psychoanalytic Social Theory of Karen Horney

Karen Horney made innovative contributions to the domain of Psychology. Karen is best known of her theory describing effects on the individual’s personality from his or her culture in a society particularly the childhood experience. Although people can become neurotic at any stage in life, most neurosis begins in childhood experiences. Genuine love and healthy discipline is essential to build feelings of Safety and Satisfaction also the Love and Belonging that must be provided by the parents.If these needs were not given, the child develops basic hostility towards the parents and when repressed it will lead to basic anxiety wherein a child feels helplessness and isolation in a cruel world. According to Karen Basic Anxiety and Basic Hostility are combined in an endless circle, because it may start any of those two. Through that it will direct to Neurosis. Yes basic anxiety can lead to neurosis, but not necessarily. According to Karen Horney, there are normal defenses against an xiety; these are the Spontaneous Movement toward people, against people and away from people.In here, I think even how awful a child experience is they still engage to some activities that in a way they can express themselves and draw out their painful backgrounds to a delightful way. Besides we can view legendary people who brought success not just in a certain country but in the world despite from the traumatic experiences of his or her childhood. Aside from that there are also Neurotic defenses against anxiety, the Compulsive Movement toward people, against people, and away from people.For me, we can not really blame those people who had terrible experiences. It is on their way on how they are going to deal with it. Yes, encountering such is really hard to forget especially if it deals among parents. It is like, how are they going to trust other people well in fact from the very beginning their own parents neglect them. I agree to Karen Horney’s theory even though it has n o enough written documents but as we can see it is happening in the society.

Ethical Use of Tecnology in a Mordern Society Essay

As a result, there are more opportunities than ever for millions of individuals to engage with information technology in an unethical manner. This is why it is essential for the education systems and businesses to address the ethical concerns of information technology usage and to develop a practical code of ethics to prevent, or at least mitigate ,ethical dilemmas and infractions. In today’s organizations, ethical challenges relate to areas like fraud, right to privacy for consumers, social responsibility, and trade restrictions. For Information Technology (IT) specifically, these can translate to considerations on how technology is used to violate people’s privacy, how automation leads to job reductions, or how management information and its corresponding systems are used and abused for personal gain. I n the last 25 years, we have seen an overwhelming technology infusion affecting business, education, and society. Virtually all areas of our society have been transformed by the usage of technology. The change is important from an ethical perspective in terms of whose Information Technology (IT) workers are today and what their tasks are. In the 1980s, IT workers were mainly limited to technical fields, such as programming, data processing, server administration, and phone services. Today, IT workers are integrated into every department of organizations, they function globally, and they have access to a wealth of knowledge and information (Payne & Landry, 2006). With the power and skills to access such large amounts of data comes with the need for ethical employees. The computer Professionals for Social Responsibility (CSPR) web site provides us food for thought when they state â€Å"Technology is driving the future, the steering is up to us†¦. nd we need every hand at the wheel† (Computer Professionals For Social Responsibility, 2007). So how do we prepare for taking the wheel as an individual working with Information Technology (IT) or Information Systems (IS)? A broader view of social responsibility is coming into focus; it is one that incorporates some real Information Technology (IT) flash points. Issues that have long been concerns of corporate technology managers, including security, privacy, and intellectual property, are increasingly understood as matters of ethics and good citizenship. This perspective is far from universal. The research of CIO (Chief Information Officer), a leading information technology trade journal, shows that while IT managers are very aware of â€Å"the larger effect of technology on people’s lives,† nearly half those surveyed say IT pros are â€Å"not very concerned† about it (Cones, 2008). This more global understanding of technology’s powerful role in society is not new. Computer Professionals for Social Responsibility, an organization which deals with related issues, was founded in 1983. Much has been written on technology’s impact on the way we live and work, including musings on the moral aspects of a wired society. But the sense that these issues encompass the day-to-day operations of corporate IT appears to be gaining popularity. According to Donald Amoroso, chair of the computer science and information systems department at Kennesaw State University in Georgia, it is a piece of the maturing of information technology. As the job becomes less about the technology itself and more about the information Age, the definition of responsible corporate citizenship changes too. Social responsibility has to do with being a good person in different parts of the community,† Amoroso says. It determines how you will function and do your job in a societal sense, not just as part of the community you do philanthropy with† (Cone, 2008). At the 2007 conference of the Information