One-Upmanship essays

One-Upmanship essays In a society of one-upmanship it falls on us to create an environment which is conducive to harmonious and peaceful coexistence....a Herculean task, not a mean feat to be accomplished effortlessly. In a society where one needs to get noticed amongst a sea of people to be given some credibility for ones merits, one-upmanship is a constant phenomenon governing ones life. Be it the daily mundane cores, to achieve ones own personal end or any lifetime achievement in a larger perspective that of the country, the world or humanity. That then instills in every human being a sense of competition and where there is competition there follows at heels the spirit of ruthlessness, and needless to add in a ruthless atmosphere, there is no place for mutual sympathy or any compassion for the other and the atmosphere is far from harmonious one. Competition is the spirit of one-upmanship and it certainly is not a healthy trend, as many tend to put it, of stretching oneself to reach ones own maximum po tential. On the contrary it simply inculcates the negative feelings of always wanting to outdo the other and in that process end up humiliating the other person, which again, is a total negation of harmony. I guess we can debate for hours whether competition is a natural principle, or whether it is something that is a result of our surroundings and our conditioning. The world is in a bad shape. There are too many obsolete and incomplete paradigms and competition is one of them. We are told that competition is good for us. It is a powerful, deeply entrenched and old-fashioned principle. It is not a paradigm of mutual benefit, but rather of winning and losing. It is incomplete. Take a soccer match, for example. Can both teams win? Dig deep into your imaginations. If the principle were to be "stretch" rather than "competition", both teams could win. The game could always be a draw and each team would try to do better next time. They w...

Types of Writing Classes

Types of Writing Classes There is no better way to become a better writer than to sign up for and take some basic writing classes.   These classes can be found all over the place, at local park districts or community colleges, to online clubs, or a local group that meets weekly at a cafe to discuss their work. I strongly believe that anyone who has any serious desires towards becoming a writer, or simply to improve their style and tone should be signed up for these classes and meeting with other writers.   They will critique your work and help you learn how to more effectively communicate your ideas in writing, which, of course, will help you grow as a writer and as a person. In my experience, the best classes are offered through colleges, though they are typically much more expensive there than anywhere else.   Try to find a community college where you can take some classes at a significant discount rather than a major state university or a private school.   In general, the classes will be significantly less money, and there will be fewer people in class, so you get more of a one-on-one with the teacher. Another option is to start, or to find a local group to meet with and discuss your writing with.   This is difficult for many people who aren’t sure where to look.   Indeed, these little clubs are a little hard to find, and many do not actively look for new members, so it is difficult to get into even if you can find one. The other option, which is often the best option for most people, is to enroll in an online writing class.   These classes are offered all over the place, often through colleges (again, expensive), but they do not require you to meet regularly or discuss in person, since everything is done through an online forum. Other times, there are types of writing classes which focus on giving you exercises and practice activities to engage your mind in writing on things that you normally wouldn’t consider writing about.   I personally think that these are more helpful to you than writing critique groups because they take you out of your element and force you to try something totally new.   This can help people who write only in one style by helping them realize new techniques that they can take from the new discipline and apply to their own. No matter what kind of class you decide on, make sure you take the time to go out and sign up for one right away.

Business management Essay Example | Topics and Well Written Essays - 2000 words - 3

Business management - Essay Example ives and the resources available (human, physical, financial etc.), each company prioritizes some competitive criteria, according to market tendencies and concentrates its efforts to get a competitive position relating to concurrence’. Ryanair is a firm that operates for many years in the airline industry. The main characteristic of the firm’s strategic choices is that they are all directed towards the provision of low cost services to the customers. This strategy has helped the firm to survive in its market and expand its activities in many countries (apart from Britain). The potential differentiation of the firm’s strategic choices is examined in this paper trying to identify the reasons that led the firm to remain stable in its strategies since its establishment. The strategic direction of a firm that operates within the modern market is an issue that can be criticized and evaluated primarily by the firm’s owners/ stakeholders. At a first level the firm’s managers have a series of strategic options available (like Porter’s five forces model and SWOT analysis that will be analyzed in the following sections) that can help them to decide on the appropriateness of their strategic choices. However, the use of the above mentioned strategic tools requires the competency of the managers to understand all the aspects and the role of these tools – in order for the firm to be actually benefited. The accurate and the extensive industry analysis is also mentioned by many researchers as an appropriate tool offering to the firms’ managers the appropriate support towards the development of the corporate initiatives and the increase of effectiveness of the corporate plans. In this context, it is noticed by Pritsker (1997, 3 2) that ‘industry analysis typically focuses on a companys external dimensions such as its markets, customers, and competitors’. In the case of Ryanair the strategic tools chosen by the firm’s managers should be appropriately customized

Addition to prescription drugs among elderly Annotated Bibliography

Addition to prescription drugs among elderly - Annotated Bibliography Example Administration on Aging. Retrieved from http://www.aoa.gov/AoARoot/AoA_Programs/HPW/Behavioral/docs2/Issue%20Brief%205%20Prescription%20Med%20Misuse%20Abuse.pdf The Administration on Aging (AOA) (2012) described the problem of prescription medication misuse and abuse among older adults, which is already a public health problem. Misuse and abuse of prescription drugs refer to non-medical use of prescription drugs. The brief argued that the elderly is prone to misuse and abuse of drugs that can have negative interaction effects. If some of the elderly are already abusing and misusing prescription drugs, the risks of abusing other drugs may be present and result to greater health problems. Costello, R.B., Leser, M., & Coates, P.M. (2009). Dietary supplements: Current knowledge and future frontiers. In C.W. Bales, & Ritchie C.S. (Eds.), Handbook of clinical nutrition and aging (2nd ed.) (pp.553-634). New York: Humana Press. Costello, Leser, and Coates (2009) noted that, though some kinds of herbal medicine have been found to be effective, its lack of regulation makes it hard to study how it works and what its toxicity levels are. They asserted that very few of current herbal medicines are tested for efficacy and toxicity levels. They explained that interaction risks between herbal supplements and prescription drugs of the elderly are high because the elderly tend to take in more medicine than younger adults. These researchers also talked about the dietary needs of the elderly that must be balanced with prescription drug effects. Djuv, A., Nilsen, O.G., & Steinsbekk, A. (2013). The co-use of conventional drugs and herbs among patients in Norwegian general practice: A cross-sectional study. BMC Complementary and Alternative Medicine, 13, 295. Retrieved from http://www.biomedcentral.com/1472-6882/13/295 Djuv, Nilsen, and Steinsbekk (2013) conducted a cross-sectional study to understand the co-use of

Harrahs Entertainment, Inc. Case Study Essay Example for Free

Harrahs Entertainment, Inc. Case Study Essay

Coming of Age in Mississippi Essay -- essays research papers

The first main event that I believe led to Anne Moody becoming an activist for Civil Rights was when she was younger, her cousin George Lee was babysitting and he burned down the house in a fit of rage and when Daddy gets home he blames it on Essie Mae (Anne Moody). This foreshadows all of life’s injustices that will be thrown her way. The next time was when she made friends with white neighbors and they decided to go to the movies, Anne couldn’t sit with her friends, she had to sit in the balcony with all of the other blacks. She did not understand why it was this way. Another event was when she was in high school, she changes her name to Anne Moody, and a white boy, whose name was Emmitt Till who was visiting from Chicago, whistled at a white girl, and then a group of white men murdered him. This bothered Ann, and she didn’t work or sleep for days. When Samuel O’Quinn, a black empowerment activist and NAACP member tried to organize a meeting, the Princi ple Willis, who is an Uncle Tom, tattled on him. Samuel was shot by a mob of white men. The first experience of a civil rights movement was when she was attending Natchez College in Mississippi. The lunch lady served food with maggots in it. The cook, Miss Harris, knew that the food was spoiled but didn’t care. Anne organized a protest and it was successful. This was a hint of what was yet to come from Anne.   Ã‚  Ã‚  Ã‚  Ã‚  Blacks in the south didn’t know what it was like to be equal to whites. They’ve been to... Coming of Age in Mississippi Essay -- essays research papers The first main event that I believe led to Anne Moody becoming an activist for Civil Rights was when she was younger, her cousin George Lee was babysitting and he burned down the house in a fit of rage and when Daddy gets home he blames it on Essie Mae (Anne Moody). This foreshadows all of life’s injustices that will be thrown her way. The next time was when she made friends with white neighbors and they decided to go to the movies, Anne couldn’t sit with her friends, she had to sit in the balcony with all of the other blacks. She did not understand why it was this way. Another event was when she was in high school, she changes her name to Anne Moody, and a white boy, whose name was Emmitt Till who was visiting from Chicago, whistled at a white girl, and then a group of white men murdered him. This bothered Ann, and she didn’t work or sleep for days. When Samuel O’Quinn, a black empowerment activist and NAACP member tried to organize a meeting, the Princi ple Willis, who is an Uncle Tom, tattled on him. Samuel was shot by a mob of white men. The first experience of a civil rights movement was when she was attending Natchez College in Mississippi. The lunch lady served food with maggots in it. The cook, Miss Harris, knew that the food was spoiled but didn’t care. Anne organized a protest and it was successful. This was a hint of what was yet to come from Anne.   Ã‚  Ã‚  Ã‚  Ã‚  Blacks in the south didn’t know what it was like to be equal to whites. They’ve been to...

CIPD Assignment Submission Declaration Essay

Candidate declaration: I confirm that the work/evidence presented for assessment is my own unaided work. I have read the assessment regulations and understand that if I am found to have ‘copied’ from published work without acknowledgement, or from other candidate’s work, this may be regarded as plagiarism which is an offence against the assessment regulations and leads to failure in the relevant unit  and formal disciplinary action. I confirm that 75% of this submission comprises my own written work, in my own words. I declare that the word count limit includes all aspects of my written submission. I agree that title/contents page, references/bibliography are the only part of the submission that do not form part of the word-count’ I also agree that if my assessment is +/ – 10% of the word count the assessment will returned with the appropriate advice to reduce/ increase the word count, which may delay assessment feedback following the submission. I agree to this work being subjected to scrutiny by textual analysis software if required. I understand that my work may be used for future academic/quality assurance purposes in accordance with the provisions of the Data Protection Act 1998. I understand that the work/evidence submitted for assessment may not be returned to me and that I have retained a copy for my records. I understand that until such time as the assessment grade has been ratified through internal and external quality assurance processes it is not final. Name: (typed) Lucianne Powell Date: 1/12/14 1. Explain at least 2 purposes of performance management and its relationship to business objectives One purpose of performance management is to enhance and maintain a high level of individual and employee performance so an organisation can perform at its best. It is essential that employees are  appropriately managed so they can work to their full potential and understand what is expected of them. Another purpose of performance management is to motivate and engage employees. Employees’ should feel involved with this process by contributing to the organisations future direction and path. The more involved employees are means the more motivated employees will be to want to develop themselves within their roles. The benefit of motivating and engaging staff is that this will increase commitment to the organisation and decrease retention. In conclusion to these two purposes, if all employees are kept motivated and encouraged to work to their best abilities, it will result in individuals meeting their targets and sharing aims that are aligned to the overall business objectives. 2. Identify three components of performance management systems 1) Performance appraisal – The purpose of the appraisal is to review performance over a fixed period of time and discuss future development. This should be a two way discussion and should not involve any surprises to the employee. 2) Delivering feedback – Feedback is a vital part of a performance management system. It is important that an employee is given appropriate feedback that is open and transparent as this will identify part of the employees’ future development and training needs. Positive feedback should also be told to the employee as a way of recognising their good performance and keeping the employee motivated. 3) Managing under performance – Employees that are under performing need to be managed in an effective way so they can clearly understand what they need to improve on in a certain period of time. This can be done by setting clear objectives and communicating a deadline that the objectives need to be met at. These objectives should both be mutually agreed by both parties. 3. Explain the relationship between motivation and performance management, referring to at least two motivational theories. Motivation and performance management are very closely linked within an organisation. Motivation is established by the setting of incentives. We are all motivated from believing that if we take on certain behaviours, a reward will follow after. The more motivated and incentivised an individual is, the more likely they are to take a discretionary effect in their work by going above and beyond what is already expected of them. These extra efforts would certainly have a  positive impact on the revenue, retention and status of an organisation. One theorist that supports this belief is Vroom. Vroom’s expectancy theory assumes that an individual will decide to behave or act in a certain way as it will lead them to a desired outcome of what they are wanting. According to Vroom, an individual’s level of motivation depends on the three following beliefs: Expectancy is the perception on if we put more of an effort in our work; it will lead to increased performance. An employee must be confident that their efforts will result in better productivity and they have the ability to perform their work tasks well. Instrumentality is the belief that our actions will lead to a desired outcome. An employee must be confident that such increased performance with result in them achieving the desired reward or outcome. Valence is how much the individual values the expected outcome. For example, if someone is mainly motivated by money, they may not value the benefits of additional time off. Each individual will have different motivations at different points in time. A successful organisation needs to take into consideration the different motivational factors for each of its employees so that they can develop, increase and maintain motivation. Whilst remuneration and promotion are very obvious motivations, we also know that employees are motivated by other intangible factors such as having a feeling of belonging and personal growth. Abraham Maslow discovered a great way of structuring the motivation at different points in time. Maslow believed that individuals are motivated by their needs and when one need is fulfilled, an individual will strive to fulfil the next one. Maslow created a ‘hierarchy of needs’ pyramid. Maslow believed that if the deficiency needs aren’t fulfilled, individuals will not be able to move up to the more complex growth needs and therefore this will have an effect on their development. Maslow’s theory can be applied in the workplace but it is the manager’s responsibility to effectively identify each of its employees needs and know when they have fulfilled each one. For example, safety needs could mean a safe working condition to reduce stress and anxiety for an emplo yee. 4. Identify two purposes of reward within a performance management system. One purpose of reward within a performance management system is to attract and retain good employers. Low turnover and employee retention bring  benefits to an employer as it spends less time hiring and training new workers. Competiveness between organisations in the job market is always increasing so any organisation that develops a reputation as ‘cheap’ is unlikely to be desirable as potential employees will assume it does not reward effort fairly. Another purpose of reward within a performance management system is to motivate employees to be flexible and perform to the fullest extent of their capabilities. Although motivation has to come from within, reward can be used to encourage employees to go above and beyond in their roles. Reward can only motivate employees if the reward is attractive to the employee and the employee knows that the level of performance is achievable to them. 5. Describe at least 3 components of a reward system, 1 of which should be non-financial. A reward system is built up of the financial and non-financial components that are provided to employees in exchange for their time, talents, and efforts. Financial rewards are all rewards that have a monetary value and will add up to the total remuneration of an employee. Non-financial rewards are those which focus on the physiological needs employees have such as appreciation, influence and personal growth. Three key components of a reward system are; Recognition is awarding the employees who go above and beyond in their roles and behave in a way that is in line with the organisations business strategy. This will increase employee satisfaction by making employees feel more appreciated and invested in. Some examples of these rewards in the workplace are employee of the year awards, appreciation luncheons, long service awards and recognition programmes. Benefits – A benefits package is provided in addition to an employee’s total remuneration and form part of the total rewards package. These additional elements can include a pension, sick pay, private healthcare, life assurance, childcare vouchers and annual leave. An organisation should carefully consider and maintain what benefits it is going to have as each employee will have difference needs and circumstances. Developmental opportunities – A manager should acknowledge its employees’ developmental areas and should therefore offer the employee ways of ma stering that area. Some examples of learning opportunities within  workplaces are coaching, mentoring, on the job training and attending courses or seminars. 6. Explain the factors that should be considered with managing good and poor performance. Managing performance should be a continuous process that aims to improve an individual/organisational performance. It is a way of measuring what an employee contributes to the goals of their teams and the business as a whole. When managing performance we must consider the following factors; Employees must be able to understand their objectives and know what they need to do in order to meet them. Objectives are usually agreed at the start of a year so the individual can start the year knowing what they need to achieve and can then be reviewed at the end of the year. Agreeing the objectives should be a two way discussion between the line manager and employee. An effective objective should be achievable but challenging, it should be relevant to the department and business, should be easily measurable and it should have a timeframe of when it needs to be achieved. It is important that an employee re ceives regular feedback when it comes to managing performance. Feedback needs to be given to employees so they can understand how they are progressing and what they need to improve on. Feedback shouldn’t have any mix messages. If improvements need to be made to an employees’ performance, the constructive feedback should be given in a timely and effective manner so the employee can soon think of solutions. It is important to focus on the resources that the employee uses within their role as this could be having an effect on their performance. A manager should listen and address any issues that an employee may have but the manager needs to be sure that these issues are genuine as employees’ can often blame external sources before admitting their own fault. When managing poor performance, a manager should identify what is causing the employee to underperform; they should do this by addressing the underperformance with the employee in one to one meetings. Managers need to be trained in handling difficult conversations and need to feel confident in handling any sensitive conversations. It is important that a manager provides the relevant support as it will help the underperforming employee understand the opportunities for improving their performance and taking the necessary action. Organisations often manage poor performance formally through a performance improvement plan (PIP). The PIP should be closely monitored and should set out the following; The performance problem The timescale for achieving this improvement A review date Specify possible consequences if performance standards are not met Any training that the employer will provide to assist the employee. 7. Describe at least 2 items of data, including 1 external to the organisation. There are many integral documents to a performance review. Documentation helps to structure a performance review and give clear guidelines of what needs to be covered during the meeting. An item of data that can be used internally is a self-appraisal. A self-appraisal forms part of an employees’ performance review. The self-appraisal influences an individual to reflect on their performance and as a result they are more aware of their behaviour and actions which have had a consequence on their performance. The self-appraisal should give examples of what the employee believe they have done well in the past year and what they think they can improve on in the future. A manager and employee will use the self-appraisal to form the basis of discussion during the meeting. A job description can be used as a way of measuring performance as the description provides a useful guide as to what is expected of an employee. The job description can cover the core competencies that the employee is required to be fulfilling. Visualising these competencies will help a line manager to determine how an employee is performing and what their developmental needs are. An external form of data that can be used is gathering external feedback. This is a process when an employee will ask its customers for feedback usually through use of a questionnaire. This can help determine whether an employee is meeting their objectives. The benefit of gathering external feedback is that it takes into consideration other people’s views and therefore is viewed to be more objective and valid. The disadvantage of external feedback is it can be very costly and has over-reliance on technology. 8. Explain the frequency, purpose and process of performance review. Performance reviews usu ally take place twice a year in the form of a mid-year review and then an annual review which would take place at the end of a financial year. The purpose of a performance review is to provide employees’ with feedback on their performance The review should take place in a private and comfortable room away from any disruptions. The line manager should start the meeting off by explaining its purpose and what they will be discussing. The line manager would usually open up discussion by asking how the employee has felt the past 6 months or year has gone for them and discuss if the employee has effectively met their objectives. If an employee has completed a self-appraisal before the meeting, this can also form the basis for a discussion. It’s important to talk about any developmental areas for the employee and suggest ways on how this could be tackled. Managers should discuss any feedback that had been gathered on the employee and it’s important to discuss any developmental areas for the employee with suggestive ways on how this can be tackled. If there had been regular catch ups, the employee should have an idea of how the year has gone and therefore, nothing should come as a big surprise. Managers should encourage employees’ to suggest their own objectives for the coming year and any plans that are agreed should be noted on the appraisal form. An organisation with performance related pay would have a rating scale which shows the level of performance an employee has reached. The employee should be told of their decided rating in their review with what their salary increase and bonus payment will be. CHRP/CLDP ASSESSMENT Supporting Good Practice in Performance and Reward Management (3PRM) Ref No F306A – Version 2 June 2012 Student name: CRITERIA MET/ NOT YET MET COMMENTS LO1: Be able to explain the link between organisational success, performance management and motivation (Activity 1) 1 Describe the purpose of performance management and its relationship to business objectives. 2 Explain the components of performance management systems 3 Explain the relationship between motivation and performance management LO2: Be able to explain the relationship between performance management and reward (Activity 1) 1 Explain the purpose of reward within a performance management system 2.2 Identify and explain the components of an effective total reward system LO3: Be able to contribute to effective performance and reward management in the workplace (Activity 1) 3.1 Identify and explain the factors that need to be considered when managing performance. 3.2 Describe the data required by individuals involved in performance and reward management processes. LO4: Be able to conduct and reflect upon a performance review (Activities 1 & 2) 4.1 Explain the frequency, purpose and process of performance review. 4.2 Conduct a performance review meeting. 4.3 Reflect on the outcomes of the performance review ASSESSMENT OUTCOME Students should please note that the above Assessment Outcome for this Unit is provisional and is subject to Internal Acacia Learning verification (IV) and external CIPD Verification (EV). Tutor’s signature Date BOTOX UK LTD PERFORMANCE REVIEW FORM Date of Review: 11 November 2014 Period Covered: 1 May 2014 – 1 November 2014 Name of Manager: Lucianne Powell Name of employee: Becki Thomas Job Role of Employee: Sales Consultant 1. Summary of discussion on performance over the last six months Becki and I discussed the areas of her job that she has performed well in the last 6 months and the areas of her job that she would like to develop and improve on. Becki has mainly felt that the last 6 months could have been better for her in regards to her sales targets but we have discussed the ways in which this can be overcome and Becki is very motivated in doing anything she can to increase her sales so I have every faith in her that she will. 2. The quality of the work provided, recording areas that have gone well and those where improvement is required Becki has shown herself to be a great team player which is one of the main attributes to becoming successful here at Botox. Becki always actively contributes to and supports her team and the team find Becki great to work with. Customers have given very positive feedback on Becki to say that they have all found her very pleasant on the phone and can fully trust that she will complete a task that she is given which is brilliant. Becki’s sales targets have dipped in the last 6 months and this has been very concerning for the Management team. As time goes on, Becki will need to continue to build up relationships with different clients and this will increase her sales. 3. Record performance against targets set and in those cases where they have not been met, record the reasons given and your views on these Objective 1) Increase number of sales by 50% over the next 6 months. Becki has not met this objective but we have discussed the reasons why she has not met this. Becki has been going through a difficult time at home the last few months and this has been affecting her work. I have agreed that this can be an on-going objective for Becki and we will have regular catch ups to discuss if Becki’s sales targets are increasing. Objective 2) Build up client relationships by attending more networking opportunities. Becki has met this objective by successfully attending the networking events and I have witnessed her actively socialising to potential clients. This is an excellent opportunity for Becki to gain more sales in the coming future. 4. Outline agreed actions to overcome any shortfall against targets including such factors as training and development needs, equipment needs or medical support Actions by line manager: Actions by employee: To arrange a temporary change to Becki’s hours of work and regularly meet with Becki to discuss if the working arrangement is working and agree on a date for the Becki to go back to her full time hours. Once Becki’s hours are temporarily changed, she will need to make it to work on time every day and start to increase her sales. To arrange for Becki to go on a sales course and request her feedback on the course. To attend the sales course. This should hopefully get Becki back into the swing of selling. 5. Indicate whether a performance related bonus should be made at current rates. (In circumstances where the full target has not been met a case must be made before any partial bonus payment can be paid, with reasons provided for that recommendation) I have taken into consideration that Becki has been through a difficult time recently at home and I know that when focussed Becki is fully capable of reaching the desired sales targets so I have agreed to award Becki with a bonus of  £500. I hope that once her childcare is in place, she can then become more focussed on increasing her sales. Signed: Employee: Becki Thomas Date: 11 November 2014 Line Manager: Lucianne Powell Date: 11 November 2014 OBSERVATION RECORD – 3PRM Candidate’s name: Lucianne Powell Observation Assessment: PASS Unit 3PRM – Learning Outcome No 4: Be able to conduct and reflect upon a performance review. Skills required Assessor feedback – to be completed by the assessor with notes to support the decision Identify purpose Informative account given to Becki at the start of the meeting re its purpose and what you planned to cover during the course of the discussion Plan meeting: 6. aims and objectives 7. questions 8. roles/resources 9. structure. Your supporting notes demonstrated that you had spent some time preparing for the meeting and it followed a logical path. Key elements of a review meeting were addressed e.g. reviewing performance, setting objectives and bonus payment considerations, Prepare suitable environment. Used the table and sat side by side to each other/the table. Both parties appeared comfortable with this arrangement Open meeting appropriately: introductions aims and objectives. A little bit ‘programmed /scripted’ at first with an over-reliance on your  notes, but once you settled into the role and nerves were dispelled your discussion became much more natural. You let Becki know the format of the meeting and that notes would be taken and that she would be able to see them – good. Establish rapport and put candidate at ease. Your personable style and empathetic manner helped to establish a rapport and relax the interviewee. Plenty of ‘positive strokes’ telling her how much she was valued as an employee and giving her the positive feedback received from her colleagues /customers all helped to make for congenial discussion and for her to feel supported – good Use appropriate questioning techniques: open questions clarifying. Open questions were used to encourage Becki to talk and reflect – I particularly liked your question asking for her thoughts on where she had performed well – this helped to ensure the discussion did not just focus on her immediate personal problems – well done! Control meeting without dominating. You adopted the ‘manager’ role by setting the scene, keeping the meeting focused and controlling its structure but this was all done in a collaborative and non-threatening manner. Communicate (listening and speaking) effectively with candidate, using appropriate body language. Good listening skills evidenced, lots of head nodding, eye contact made to encourage Becki to talk and to show you were interested; your body posture was open and non-threatening. You gave lots of motivational and supportive comments which certainly helped to show Becki that she was appreciated and supported. Very helpful and willing to meet her needs although in the real world, a line manager may not be so accommodating! Invite, and deal with, candidate questions. Invited Becki to ask questions and self-reflect – responded to these thoughtfully and constructively Identify any development needs and actions. Learning and development needs were touched upon but not explored fully – a more detailed discussion would need to take place regarding the ‘sales course’ and her longer term career ambitions once she was ‘back on track’. Advise asking the reviewee if they had any objectives to bring to the table before outlining yours! Conclusion and summary A clear account given of actions going forward and kindly informed that she would get  £500 bonus even though sales had dipped – nice touch! Conduct meeting within legal and ethical requirements. Legal and ethical considerations were duly adhered to. Advise to take notes during the meeting – doubt you would not remember all the key points without them!

Mercedes Benz Essay

Mercedes-Benz (German pronunciation: [mÉ›Ê Ã‹Ë†tÍ ¡seË dÉ™s ˈbÉ›ntÍ ¡s]) is a multinational division of the German manufacturer Daimler AG, and the brand is used for luxury automobiles, buses, coaches, and trucks. Mercedes-Benz is headquartered in Stuttgart, Baden-Wà ¼rttemberg, Germany. The name first appeared in 1926 under Daimler-Benz but traces its origins to Daimler-Motoren-Gesellschaft’s 1901 Mercedes and to Karl Benz’s 1886 Benz Patent Motorwagen, which is widely regarded as the first automobile. Mercedes-Benz’s slogan is â€Å"Das Beste oder nichts† (English: â€Å"The best or nothing†). Mercedes-Benz is part of the â€Å"German Big 3† luxury automakers, along with Audi and BMW, which are the three best selling luxury automakers in the world.[1][2] Contents [hide] Karl Benz made the 1886 Benz Patent Motorwagen, which is widely regarded as the first automobile, in Mannheim, Germany Mercedes-Benz traces its origins to Karl Benz’s creation of the first petrol-powered car, the Benz Patent Motorwagen, patented in January 1886[3] and Gottlieb Daimler and engineer Wilhelm Maybach’s conversion of a stagecoach by the addition of a petrol engine later that year. The Mercedes automobile was first marketed in 1901 by Daimler-Motoren-Gesellschaft. The first Mercedes-Benz brand name vehicles were produced in 1926, following the merger of Karl Benz’s and Gottlieb Daimler’s companies into the Daimler-Benz company.[3] Throughout the 1930s, Mercedes-Benz produced the 770 model, a car that was popular during Germany’s Nazi period. Adolf Hitler was known to have driven multiple of these cars during his time in power, with bulletproof windshields. Most of the surviving models have been sold at auctions to private buyers. One of them is currently on display at the War Museum in Ottawa, Ontario. Mercedes-Benz has introduced many technological and safety innovations that later became common in other vehicles.[4] Mercedes-Benz is one of the best known and established automotive brands in the world, and is also the world’s oldest automotive brand still in existence today. For information relating to the famous three-pointed star, see under the title Daimler-Motoren-Gesellschaft including the merger into Daimler-Benz. Subsidiaries and alliances[edit source | editbeta] As part of the Daimler AG company, the Mercedes-Benz Cars division includes Mercedes-Benz and Smart car production.[5] Mercedes-AMG[edit source | editbeta] Mercedes-AMG became a majority owned division of Mercedes-Benz in 1998.[6] The company was integrated into DaimlerChrysler in 1999,[7] and became Mercedes-Benz AMG beginning on 1 January 1999.[8] Mercedes-Benz McLaren[edit source | editbeta] Between 2003 and 2009, Mercedes-Benz produced a limited-production sports car with McLaren Cars. The resulting Mercedes-Benz SLR McLaren was an extension of the collaboration by which Mercedes engines are used by the Team McLaren-Mercedes Formula One racing team, which was then part owned by Mercedes. McLaren ceased production of the SLR in 2009 and went on to develop its own car, the McLaren MP4-12C, launched in 2011. Maybach[edit source | editbeta] Daimler’s ultra-luxury brand Maybach was under Mercedes-Benz cars division until 2013, when the production stopped due to poor sales volumes. Production[edit source | editbeta] Factories[edit source | editbeta] Besides its native Germany, Mercedes-Benz vehicles are also manufactured or assembled in: Argentina – manufactures buses, trucks and the Sprinter van. This is the first Mercedes-Benz factory outside of Germany. Built in 1951.[9] Austria (G-Class)[10] Bosnia and Herzegovina Brazil[11] – manufactures trucks and buses. Established in 1956. The A-Class (W168) was produced from 1999 to 2005 and the C-Class was produced until 2010 as well. Canada China Egypt via Egyptian German Automotive Company Hungary[12] India (Pune)[13] India, Chennai (Daimler India Commercial Vehicle ) – Trucks & Engine Manufacturing unit India, Bangalore (R&D) Indonesia[14] Iran (not since 2010[15]) Malaysia[16] Mexico – (Mercedes-Benz Mexico fully manufactures some Mercedes and Daimler vehicles completely from locally built parts (C-Class, E-Class, M-Class, International trucks, Axor, Atego, and Mercedes Buses), manufactures other models in complete knock down kits (CL-Class, CLK-Class, SL-Class, SLK-Class) and manufactures a select number of models in semi knockdown kits which use both imported components and locally sourced Mexican components (S-Class, CLS-Class, R-Class, GL-Class, Sprinter). Nigeria[17] – assembly of buses, trucks, utility motors and the Sprinter van Philippines Russia – joint venture Mercedes-Benz Car Trucks Vostok in Naberezhnye Chelny (jointly Kamaz) .Available in trucks Actros, Axor, multi-purpose auto four wheel drive medium trucks Unimog. Spain – factory at Vitoria-Gasteiz, Mercedes-Benz Vito, Viano and V-Class have been built there. South Africa[18] South Korea – Mercedes-Benz Musso and MB100 models manufactured by SsangYong Motor Company. Thailand – assembly of C, E and S class vehicles by the Thonburi Group[19] Turkey (Mercedes-Benz Tà ¼rk A.Åž.)[20] United Kingdom – the SLR sports car was built at the McLaren Technology Centre in Woking. Brackley, Northamptonshire, is home to the Mercedes Grand Prix factory, and Brixworth, Northamptonshire is the location of Mercedes-Benz HighPerformanceEngines United States – the Mercedes-Benz M-Class Sport Utility, the R-Class Sport Tourer, and the full-sized GL-Class Luxury Sport Utility Vehicle are all built at the Mercedes-Benz U.S. International production facility near Tuscaloosa, Alabama.[21] Trucks (6,000 per year in the late seventies) were once assembled in Hampton, VA.[22] Vietnam – assembly of passenger cars and commercial vehicles. Established in 1995.[23] Jordan : buses company factory Elba House, Amman . Quality rankings[edit source | editbeta] Since its inception, Mercedes-Benz had maintained a reputation for its quality and durability. Objective measures looking at passenger vehicles, such as J. D. Power surveys, demonstrated a downturn in reputation in these criteria in the late 1990s and early 2000s. By mid-2005, Mercedes temporarily returned to the industry average for initial quality, a measure of problems after the first 90 days of ownership, according to J. D. Power.[24] In J. D. Power’s Initial Quality Study for the first quarter of 2007, Mercedes showed dramatic improvement by climbing from 25th to 5th place and earning several awards for its models.[25] For 2008, Mercedes-Benz’s initial quality rating improved by yet another mark, to fourth place.[26] On top of this accolade, it also received the Platinum Plant Quality Award for its Mercedes’ Sindelfingen, Germany assembly plant.[26] J. D. Power’s 2011 US Initial Quality and Vehicle Dependability Studies both ranked Mercedes-Benz vehicles above average in build quality and reliability.[27][28] In the 2011 UK J. D. Power Survey, Mercedes cars rated above average.[29] Models[edit source | editbeta] Mercedes-Benz A-Class (compact) Mercedes-Benz C-Class (D-segment) Mercedes-Benz CLS-Class (4-door coupà ©) Mercedes-Benz E-Class (Executive car) Mercedes-Benz S-Class (luxury sedan) Mercedes-Benz SL-Class (sportscar) Mercedes-Benz SLS AMG Black Series (supercar) Mercedes-Benz M-Class (luxury SUV) Current model range[edit source | editbeta] Mercedes-Benz carries a full range of passenger, light commercial and heavy commercial equipment. Vehicles are manufactured in multiple countries worldwide. The Smart marque of city cars and Maybach luxury cars are also produced by Daimler AG. Models: A-Class – Hatchback B-Class – Multi Purpose Vehicle (MPV) C-Class – Saloon, Estate & Coupà © CL-Class – Luxury Coupà © CLA-Class – 4 Door Coupà © CLS-Class – 4 Door Coupà © E-Class – Saloon, Estate, Coupà © and Cabriolet G-Class – Sports Utility Vehicle (SUV) GL-Class – Sports Utility Vehicle (SUV) GLA-Class – Sports Utility Vehicle (SUV) GLK-Class – Sports Utility Vehicle (SUV) M-Class – Sports Utility Vehicle (SUV) R-Class – Multi Purpose Vehicle (MPV) S-Class – Luxury Sedan SL-Class – Roadster SLK-Class – Roadster SLS AMG – Coupà © and Roadster Viano – Multi Purpose Vehicle (MPV) Citan – Mini MPV Trucks[edit source | editbeta] See also: List of Mercedes-Benz trucks Mercedes-Benz Zetros used for snowplowing Unimog, a famous allround vehicle by Mercedes-Benz Mercedes-Benz Trucks is now part of the Daimler Trucks division, and includes companies that were part of the DaimlerChrysler merger. Gottlieb Daimler sold the world’s first truck in 1886.[30] Buses[edit source | editbeta] Main article: Mercedes-Benz buses Mercedes-Benz produces a wide range of buses and coaches, mainly for Europe and Asia. The first model was produced by Karl Benz in 1895. Limousines[edit source | editbeta] The Mercedes-Benz 600 or 600S Pullman Guard limousines offer a â€Å"bulletproof† option and have been used by diplomats worldwide.[31] Vans[edit source | editbeta] Mercedes-Benz Sprinter used as a police bus Mercedes-Benz Viano Mercedes-Benz produces a range of vans including the Mercedes-Benz Vito, Mercedes-Benz Sprinter and Mercedes-Benz Vario. In 2012 it announced the Mercedes-Benz Citan, a version of the Renault Kangoo. The first factory to be built outside Germany after WWII was in Argentina. It originally built trucks, many of which were modified independently to buses, popularly named Colectivo. Today, it builds buses, trucks and the Sprinter van.[citation needed] Significant models produced[edit source | editbeta] 1928: SSK racing car 1930: 770 â€Å"Großer Mercedes† state and ceremonial car 1934: 500 K 1936: 260 D World’s first diesel production car 1936: 170 1938: W195 Speed Record-breaker 1951: Mercedes-Benz 300, knownly as â€Å"Adenauer Mercedes† 1953: â€Å"Ponton† models 1954: 300SL â€Å"Gullwing† 1959: â€Å"Fintail† models 1960: 220SE Cabriolet[disambiguation needed] 1963: 600 â€Å"Grand Mercedes† 1963: 230SL â€Å"Pagoda† 1965: Mercedes-Benz S-Class 1966: 300SEL 6.3 1968: W114 â€Å"new generation† compact cars 1969: C111 experimental vehicle 1972: Mercedes-Benz W107 350SL 1974: 450SEL 6.9 1975: Mercedes-Benz W123 Wagon – Mercedes’ first station wagon 1978: 300SD – Mercedes’ first turbo diesel 1979: 500SEL and G-Class 1983: 190E 2.3–16 1990: 500E 1991: 600SEL 1995: First ‘Joint Mercedes-Benz & AMG’ (C43 AMG) 1995: Mercedes-Benz SL73 AMG, 7.3 V12 (biggest engine ever put in a Mercedes-Benz) 1996: Mercedes-Benz SLK 1997: Mercedes-Benz A-Class and M-Class 2004: Mercedes-Benz SLR McLaren and CLS-Class 2007: E320, GL320 Bluetec, ML320 Bluetec, R320 Bluetec 2010: Mercedes-Benz SLS AMG Car nomenclature[edit source | editbeta] Until 1994, Mercedes-Benz used an alphanumeric system for categorising their vehicles, consisting of a number sequence approximately equal to the engine’s displacement in liters multiplied by 100, followed by an arrangement of alphabetical suffixes indicating body style and engine type. â€Å"C† indicates a coupe or cabriolet body style. â€Å"D† indicates the vehicle is equipped with a diesel engine.†E† (for â€Å"Einspritzung†) indicates the vehicle’s engine is equipped with petrol fuel injection. In most cases (the 600 limousine being the exception), if neither â€Å"E† or â€Å"D† is present, the vehicle has a petrol engine with a carburettor. â€Å"G† indicates the Gelà ¤ndewagen off-road vehicle. â€Å"K† was used in the 1930s, indicating a supercharger (â€Å"Kompressor†) equipped engine. One exception is the SSK, where K indicates â€Å"Kurz† (short-wheelbase). â€Å"L† indicates â€Å"Leicht† (lightweight) for sporting models, and â€Å"Lang† (long-wheelbase) for sedan models. â€Å"R† indicates â€Å"Rennen† (racing), used for racing cars (for example, the 300SLR). â€Å"S† Sonderklasse â€Å"Special class† for flagship models. â€Å"T† indicates â€Å"Touring† and an estate (or station wagon) body style. Some models in the 1950s also had lower-case letters (b, c, and d) to indicate specific trim levels. For other models, the numeric part of the designation does not match the engine displacement. This was done to show the model’s position in the model range independent of displacement or in the price matrix. For these vehicles, the actual displacement in liters is suffixed to the model designation. An exception was the 190-class with the numeric designation of â€Å"190† as to denote its entry level in the model along with the displacement label on the right side of the boot (190E 2.3 for 2.3-litre 4-cylinder petrol motor, 190D 2.5 for 2.5-litre 5-cylinder diesel motor, and so forth). Some older models (such as the SS and SSK) did not have a number as part of the designation at all. For the 1994 model year, Mercedes-Benz revised the naming system. Models were divided into â€Å"classes† denoted by an arrangement of up to three letters (see â€Å"Current model range† above), followed by a three-digit (or two-digit for AMG models, with the number approximately equal to the displacement in litres multiplied by 10) number related to the engine displacement as before. Variants of the same model such as an estate version or a vehicle with a diesel engine are no longer given a separate letter. The SLR and SLS supercars do not carry a numerical designation. Today, many numerical designations no longer reflects the engine’s actual displacement but more of the relative performance and marketing position. Despite its engine displacement in two litres, the motor in A45 AMG produces more than 375 horsepowers so the designation is higher as to indicate the higher performance. Another example is the E250 CGI having greater performance than the E200 CGI due to the different engine tuning even though both have 1.8-litre engines. From the marketing perspectives, E200 seems more â€Å"upscale† than E180. Recent AMG models use the â€Å"63† designation (in honor of the 1960s 6.3-litre M100 engine) despite being equipped with either a 6.2-litre (M156) or 5.5-litre (M157) engine. Some models carry further designations indicating special features: â€Å"4MATIC† indicates the vehicle is equipped with all-wheel-drive. â€Å"BlueTEC† indicates a diesel engine with selective catalytic reduction exhaust aftertreatment. â€Å"BlueEFFICIENCY† indicates special fuel economy features (direct injection, start-stop system, aerodynamic modifications, etc.) â€Å"CGI† (Charged Gasoline Injection) indicates direct gasoline injection. â€Å"CDI† (Common-rail Direct Injection) indicates a common-rail diesel engine. â€Å"Hybridâ⠂¬  indicates a gasoline- or diesel-electric hybrid. â€Å"NGT† indicates a natural gas-fueled engine. â€Å"Kompressor† indicates a supercharged engine. â€Å"Turbo† indicates a turbocharged engine, only used on A-, B-,E- and GLK-Class models. All model designation badges can be deleted upon the c

Gaelic football Essays

Gaelic football Essays Gaelic football Essay Gaelic football Essay Present sporting Activity: At present I take part in various sporting activities. Some for recreational purposes such as my local leisure centres volleyball team, and others for competitive purposes such as camogie and Gaelic football.  I also play Gaelic football for my school and also for my parish team. I also play camogie for my school team. I have been playing camogie and football for about nine or ten years now. My main position on a football team is centre halfback; this position requires a lot of cardiovascular fitness, muscular endurance. Planning the programme.  Purpose of my PEP.  It is my intention through this Personal Exercise Programme to improve my cardiovascular fitness as well as my muscular endurance. As a Gaelic football player I understand just how important these two components are in relation to the game of Gaelic football. They are vital to promote good performance throughout a match. By improving these components I hope to improve my own performance throughout a match. Improving my cardio-vascular fitness will help me to be more involved in the game, it will enable me to keep working at a steady rate throughout the match and better take on the role as an attacking back. As we know players generally tend to become tired whilst playing a match, this tends to result in making more mistakes resulting in more mistakes being made. Gaelic football requires a number of fitness components some of which are concerned specifically with my leg muscles, I hope to maintain the quality of soloing the ball throughout a sixty-minute match. : Gaelic football requires a number of fitness components.  Before selecting which fitness components I wanted to focus on in my PEP it was first necessary to:  A) Examine all fitness components, which play a part in Gaelic Football.  B) Examine my own personal fitness levels.  In fulfilling part A it will be possible to highlight which fitness components are arguably more important than others for the footballer.  In fulfilling part B it will be possible to see, which components most require work and to establish a suitable degree of overload for my first session. Fitness components  Below I will explain the different fitness components, which are required in my sport of Gaelic. In analysing the sports fitness components it is possible to see which components are arguably more important for this sport than others are important in relation to Gaelic football it will prove more beneficial for me if I focus on the most important aspects of my fitness for my chosen sport. According to Wesson Et Al Cardiovascular fitness  This is the ability to provide and sustain energy aerobically. It is dependent upon the ability of the cardiovascular system to transport and utilise oxygen during sustained exercise. Increasing cardiovascular fitness means increasing the capability of the heart and the rest of the cardiovascular system in their most important task, to supply oxygen and energy to your body.  Having good cardiovascular fitness has many health benefits. For example, it decreases your risk of cardiovascular diseases, stroke, high blood pressure, diabetes and other diseases. Cardiovascular fitness is best improved by activities, which employ large muscle groups working dynamically. Such activities include walking, jogging, running, swimming, skating, cycling, stair climbing and cross-country skiing. Muscular Endurance  This is the ability of a muscle or group of muscles to sustain repeated contractions against a resistance for sixty minutes. As we know a game of Gaelic football lasts about one hour. Muscular endurance is required in order to be able to withstand the pace throughout the whole game. Muscular endurance is also required for soloing, kicking and hand passing. If muscular endurance is under-developed, technique and accuracy will deteriorate. Muscular Strength  This is the maximum force that can be developed in a muscle or group of muscles during a single maximum contraction. Muscular strength is used in a football match to give distance to a kick. A high level of muscular strength can leave the legs feeling stronger and can delay effects of fatigue so that a better performance can be seen. Muscular strength is also needed when tackling opponents or indeed when being tackled. Muscular Power  Generating the maximum force (strength) in relation to time (speed). Within Gaelic football muscular power is important, as it is needed for such skills as high fielding.  Flexibility  This is the range of movement possible at a joint, it is determined by the elasticity of ligaments and tendons. Usually the type of joint determines the degree of movement as joints are used either for stability or mobility. Flexibility is required in the game of Gaelic football in order to the pick the ball of the ground. Flexibility in the ankle joint is also required while soloing. This is the ability to put body parts into motion quickly or to the maximum rate that a person can move over a specific distance. Speed generally tends to be determined by the physiological make-up of the muscles. In Gaelic football speed is required in order to overcome the opponent and meet the ball before ones marker.

Nitrogen (N2)â€Its Discovery, Danger and Uses

Nitrogen (N2)- Its Discovery, Danger and Uses Nitrogen is the primary gas in the atmosphere. It makes up 78.084 percent by volume in dry air, and that makes it the most common gas in the atmosphere. Its atomic symbol is N and its atomic number is 7.   The Discovery of Nitrogen   Daniel Rutherford discovered nitrogen in 1772. He was a Scottish chemist and a physician with a passion for understanding gases, and he owed his discovery to a mouse. When Rutherford placed the mouse in a sealed, enclosed space, the mouse naturally died when its air ran low. He then attempted to burn a candle in the space. The flame didnt fare well either. He tried phosphorous next with much the same result.   He then forced the remaining air through a solution that absorbed the carbon dioxide that remained in it. Now he had air that was devoid of both oxygen and carbon dioxide. What remained was nitrogen, which Rutherford initially called noxious or phlogisticated air. He determined that this remaining gas was expelled by the mouse before it died.   Nitrogen in Nature   Nitrogen is a part of all plant and animal proteins. The nitrogen cycle is a pathway in nature that transforms nitrogen into usable forms. Although much of the fixation of nitrogen occurs biologically, such as with Rutherfords mouse, nitrogen can be fixed by lightning as well. Its colorless, odorless and tasteless.   Everyday Uses for Nitrogen You may regularly consume traces of nitrogen because its often used to preserve foods, particularly those that are prepacked for sale or sold in bulk. It delays oxidative damage- rotting and spoiling- by itself or  when combined with carbon dioxide. Its also used to maintain pressure in beer kegs.   Nitrogen powers paintball guns. It has a place in making dyes and explosives.   In the health care field, its widely used in pharmacology and is commonly found in antibiotics. Its used in X-ray machines and as an anesthetic in the form of nitrous oxide. Nitrogen is used to preserve blood, sperm and egg samples.   Nitrogen as a Greenhouse Gas Compounds of nitrogen, and particularly nitrogen oxides NOx, are considered greenhouse gases. Nitrogen is used as a fertilizer in soils, as an ingredient in industrial processes, and is released during the burning of fossil fuels.   Nitrogens Role in Pollution   Sharp rises in the number of nitrogen compounds measured in the air began surfacing during the Industrial Revolution. Nitrogen compounds are a primary component in the formation of ground-level ozone. In addition to causing respiratory problems, nitrogen compounds in the atmosphere contribute to the formation of acid rain. Nutrient pollution, a major environmental problem in the 21st century, results from excess nitrogen and phosphorous accumulated in water and air. Together, they promote underwater plant growth and algae growth, and they can destroy water habitats and upset ecosystems when theyre allowed to proliferate unchecked. When these nitrates find their way into drinking water- and this sometimes occurs- it presents health dangers, particularly for infants and the elderly.

A Comparison of Some Methods of Cluster Analysis with SPSS Dissertation

A Comparison of Some Methods of Cluster Analysis with SPSS - Dissertation Example duction to Classification and Clustering Statistical analysis is the process by which those conducting research and analysing data, can determine who or what within a dataset, fit certain patterns and trends. There is always a dependent or prominent variable which is affected by independent variables under different analytical circumstances and then there is clustering a group of people, for example, who may have similar buying propensities or who respond the same way to a certain dosage in a medical treatment (Norusis 361). As Burns and Burns describe it, cluster analysis classifies ‘a mountain of information into manageable meaningful piles’ (552). Clustering into groups helps in identifying and classifying particular categories into a membership, from which a classification rule is determined. In a simple description of cluster analysis, it is a generic name for mathematical operations which determine what classified objects fit closely in a group (Romesburg 2). Analy sis conducted on a batch of rocks as the main group, will show through analysis that some are classified as simple round pebbles, others are quartz, rough diamonds (hopefully) or fool’s gold (typical luck). Characteristics of the rocks then reclassify into smaller clustered groups, depending on the goal of the research (2). Linkage between the variables, the cases and the clusters are a main proponent of cluster analysis (Burns and Burns 1). Classification analysis is used more often in regular research analysis than people realize and there are several ways of approaching classifications, as reviewed in the next section. Information and marketing research has found ways to conduct all types of cluster sampling, for example, in order to learn more about what is happening in their market with consumers, their purchasing habits, and where these are occurring. One popular form of research is through area sampling, where clusters are done by geographic designations such as north, northwest, south, southwest, and so on, or by metropolitan statistical areas (MSAs), such as cities, streets, and regional divisions (Hair, Bush, and Ortinau 352). Whatever the sampling is, cluster sample provides that sampling clustered units are divided into exclusive groupings where each cluster is considered a representative of mutually similar components (Zikmund 708). A more common term used in the marketing research field is segmentation when referring to a population group of customers and this can also be cluster sampled by customers in different cities to find out which cities are alike in consumer purchasing (Churchill and Iacobucci 820). In psychology, clustering is a process of putting together groups of people, based on their responses to variables, rather than grouping those variables, such as found in factor analysis (Field 1). From that point, Euclidean distance determines the geometric distance between two objects, also known as cases. In the cases where there are some negative and some positive differences, the distances are squared, therefore providing a positive distance. This is because a negative distance, squared, becomes a positive. A positive distance, squared, remains a positive distance. At the end of squaring all the distances, then they are all summed up and then the square