Structure Organization And Function Of The Human Body Biology Essay

Biology » Structure Organization And Function Of The Human Body Biology Essay

Cell are the structural and functional units of all living organisms. Some organisms, such as bacteria, are unicellular, consisting of a single cell. Other organisms, such as humans, are multicellular, or have many cells—an estimated 100,000,000,000,000 cells! Each cell is an amazing world unto itself: it can take in nutrients, convert these nutrients into energy, carry out specialized functions, and reproduce as necessary. Even more amazing is that each cell stores its own set of instructions for carrying out each of these activities.

Prokaryotic Cells - organisms that are lack of nuclear membrane, the membrane that surrounds the nucleus of a cell. Bacteria are the best known and most studied form of prokaryotic organisms, although the recent discovery of a second group of prokaryotes, called archaea, has provided evidence of a third cellular domain of life and new insights into the origin of life itself.

- prokaryotes are unicellular organisms that do not develop or differentiate into multicellular forms.

- are capable of inhabiting almost every place on the earth, from the deep ocean, to the edges of hot springs, to just about every surface of our bodies.

Prokaryotes are distinguished from eukaryotes on the basis of nuclear organization, specifically their lack of a nuclear membrane. Prokaryotes also lack any of the intracellular organelles and structures that are characteristic of eukaryotic cells. Most of the functions of organelles, such as mitochondria, chloroplasts, and the Golgi apparatus, are taken over by the prokaryotic plasma membrane. Prokaryotic cells have three architectural regions: appendages called flagella and pili—proteins attached to the cell surface; a cell envelope consisting of a capsule, a cell wall, and a plasma membrane; and a cytoplasmic region that contains the cell genome (DNA) and ribosomes and various sorts of inclusions.

Eukaryotes include fungi, animals, and plants as well as some unicellular organisms. Eukaryotic cells are about 10 times the size of a prokaryote and can be as much as 1000 times greater in volume. The major and extremely significant difference between prokaryotes and eukaryotes is that eukaryotic cells contain membrane-bound compartments in which specific metabolic activities take place. Most important among these is the presence of a nucleus, a membrane-delineated compartment that houses the eukaryotic cell’s DNA. It is this nucleus that gives the eukaryote—literally, true nucleus—its name.

The outer lining of a eukaryotic cell is called the plasma membrane. This membrane serves to separate and protect a cell from its surrounding environment and is made mostly from a double layer of proteins and lipids, fat-like molecules. Embedded within this membrane are a variety of other molecules that act as channels and pumps, moving different molecules into and out of the cell. A form of plasma membrane is also found in prokaryotes, but in this organism it is usually referred to as the cell membrane.

The cytoskeleton is an important, complex, and dynamic cell component. It acts to organize and maintain the cell's shape; anchors organelles in place; helps during endocytosis, the uptake of external materials by a cell; and moves parts of the cell in processes of growth and motility. There are a great number of proteins associated with the cytoskeleton, each controlling a cell’s structure by directing, bundling, and aligning filaments.

Inside the cell there is a large fluid-filled space called the cytoplasm, sometimes called the cytosol. In prokaryotes, this space is relatively free of compartments. In eukaryotes, the cytosol is the "soup" within which all of the cell's organelles reside. It is also the home of the cytoskeleton. The cytosol contains dissolved nutrients, helps break down waste products, and moves material around the cell through a process called cytoplasmic streaming. The nucleus often flows with the cytoplasm changing its shape as it moves. The cytoplasm also contains many salts and is an excellent conductor of electricity, creating the perfect environment for the mechanics of the cell. The function of the cytoplasm, and the organelles which reside in it, are critical for a cell's survival.

Two different kinds of genetic material exist: deoxyribonucleic acid (DNA) and ribonucleic acid (RNA). Most organisms are made of DNA, but a few viruses have RNA as their genetic material. The biological information contained in an organism is encoded in its DNA or RNA sequence.

Prokaryotic genetic material is organized in a simple circular structure that rests in the cytoplasm. Eukaryotic genetic material is more complex and is divided into discrete units called genes. Human genetic material is made up of two distinct components: the nuclear genome and the mitochondrial genome. The nuclear genome is divided into 24 linear DNA molecules, each contained in a different chromosome. The mitochondrial genome is a circular DNA molecule separate from the nuclear DNA. Although the mitochondrial genome is very small, it codes for some very important proteins.

The human body contains many different organs, such as the heart, lung, and kidney, with each organ performing a different function. Cells also have a set of "little organs", called organelles, that are adapted and/or specialized for carrying out one or more vital functions. Organelles are found only in eukaryotes and are always surrounded by a protective membrane. It is important to know some basic facts about the following organelles.

The nucleus is the most conspicuous organelle found in a eukaryotic cell. It houses the cell's chromosomes and is the place where almost all DNA replication and RNA synthesis occur. The nucleus is spheroid in shape and separated from the cytoplasm by a membrane called the nuclear envelope. The nuclear envelope isolates and protects a cell's DNA from various molecules that could accidentally damage its structure or interfere with its processing. During processing, DNA is transcribed, or synthesized, into a special RNA, called mRNA. This mRNA is then transported out of the nucleus, where it is translated into a specific protein molecule. In prokaryotes, DNA processing takes place in the cytoplasm.

Ribosomes are found in both prokaryotes and eukaryotes. The ribosome is a large complex composed of many molecules, including RNAs and proteins, and is responsible for processing the genetic instructions carried by an mRNA. The process of converting an mRNA's genetic code into the exact sequence of amino acids that make up a protein is called translation. Protein synthesis is extremely important to all cells, and therefore a large number of ribosomes—sometimes hundreds or even thousands—can be found throughout a cell.

Ribosomes float freely in the cytoplasm or sometimes bind to another organelle called the endoplasmic reticulum. Ribosomes are composed of one large and one small subunit, each having a different function during protein synthesis.

2. Describe and distinguish between the cell and tissue organizations and systems.

Tissues are the collection of similar cells that group together to perform a specialized function. The four primary tissue types in the human body: epithelial tissue, connective tissue, muscle tissue and nerve tissue.

Epithelial Tissue - The cells are pack tightly together and form continuous sheets that serve as linings in different parts of the body.  It serves as membranes lining organs and helping to keep the body's organs separate, in place and protected.  Some examples of epithelial tissue are the outer layer of the skin, the inside of the mouth and stomach, and the tissue surrounding the body's organs.

Connective Tissue - There are many types of connective tissue in the body.  It adds support and structure to the body.  Most types of connective tissue contain fibrous strands of the protein collagen that add strength to connective tissue.  Some examples of connective tissue include the inner layers of skin, tendons, ligaments, cartilage, bone and fat tissue.  In addition to these more recognizable forms of connective tissue, blood is also considered a form of connective tissue.

Muscle Tissue - Muscle tissue is a specialized tissue that can contract.  Muscle tissue contains the specialized proteins actin and myosin that slide past one another and allow movement.  Examples of muscle tissue are contained in the muscles throughout your body.

Nerve Tissue - Nerve tissue contains two types of cells: neurons and glial cells.  Nerve tissue has the ability to generate and conduct electrical signals in the body.  These electrical messages are managed by nerve tissue in the brain and transmitted down the spinal cord to the body.

This is Preview only. If you need the solution of this assignment, please send us email with the complete assignment title: ProfessorKamranA@gmail.com

Human resource

Introduction

The paper will introduce the reader to the debate on human resources will be the most important asset of an organization. Human resources this refers to the different people who represent the employees of an organization. The paper has been structured in two broad sections, which highlight the importance of human resources as an asset. The first part discusses the different role that human resources can contribute to and for an organization. Section two explains on how human resources can be used to gain and maintain competitive advantage over its competitors.

Adding value to your organization

According to Mayo (2001), he mentioned that people are a unique form of assets who own personal capital that can draw on to pull out of the Organization and at the same time adding value to them. People in the work force better known as employees can add value through exposure in the work environment. For example, employees have the opportunity to Exchange and share ideas and knowledge while working in a team. Throughout his career are exposed employees for new experience where they can obtain new form of knowledge. As a result, they can apply it had better improve business processes in an organization.

Employees can look at ways to create innovative ideas and improve the existing products and services. Take a look at the build a Bear Workshop, founder has brought innovation by creating the unique experience of Teddy bear creation for customers. Employees are thus able to add value that benefits the Organization in the long term.

Senior management in the Organization

In any organization is in charge of human resources which constitute the highest level of management goals and objectives. After that, they come up with strategies to make full use of resources from within the company. With the goals and objectives in place, top management has set a direction for the ...

This is Preview only. If you need the solution of this assignment, please send us email with the complete assignment title: ProfessorKamranA@gmail.com

Management Structure And Human Resources Marketing Essay

NYTimes.com’s 3D Video news section is a new way to report information that needs to go beyond print, photography, and interactive flash graphics. Using 3D technology, the 3D Video news section will be a tab on the NYTimes.com website that will enable users to play 3D video of events like important speeches, natural catastrophes, and milestone events.

Formed as a venture by the New York Times Company, the 3D video section will be integrated into the existing managerial structure of NYTimes.com, and will be an integral part of the newsroom.

With the blockbuster success of 3D movies such as Avatar, and with 3D technology becoming increasingly ubiquitous, all that was needed to make 3D news a reality is fast Internet speeds. Ultrabroadband, which operates at 200 times current Internet speeds at about 1 gigabyte per second, is expected to hit the market by 2012 – giving customers unparalleled fast access to the Internet. To exploit this technology, news needs to move and adapt, and considering the dire state of traditional news media today – 3D news could be the answer.

This plan will equip the New York Times newsroom with 3D cameras and editing software, and train reporters in their usage. It will enable reporters to take their stories to the next level, and add a new dimension to digital news, which has now become the preferred way most consumers get their news.

3D video news will be the best generator of revenue for the New York Times to date, which has been suffering from lowered subscription costs leading to lower advertising rates. 3D video news will increase viewership, target advertising, and command larger than ever CPMs, making NYTimes.com the preferred way everybody gets their news. NYTimes.com will have the first mover advantage over all competitors, and can roll out content as soon as ultrabroadband hits the small business and consumer market.

It will also solve problems of unfaithful readership, by becoming the first news organization to provide news beyond print and photography. It will utilize existing journalistic skills to tell a story, but through an entirely new technology. Under the New York Times brand name, which is trusted and reputable, 3D video will keep customers faithful, and attract new ones.

The Company

The New York Times is a daily newspaper that began publishing in 1851. It is circulated nationwide through all 50 states, including the District of Columbia. It is also circulated worldwide  .

The Times has a website, NYTimes.com, that commands a large market. In 2009, NYTimes.com was attracting 17.9 million unique users per month. Content is also distributed through social media (Twitter, Facebook) and mobile applications available for most smart phones.

For NYTimes.com, the primary revenue source is advertising. Earlier this year, the company also announced that starting 2011, NYTimes.com would no longer be free to use. Using micropayments, where users pay for content piece by piece. The more somebody uses the site, the more he or she will be paying. According to Arthur O. Sulzberger Jr., the publisher of the New York Times, the company is relying on reader loyalty to ensure future success. However, no further details about how exactly the company will be implementing micropayments were offered. A few articles will be free to use, he said, till users hit a pay wall and have to begin shelling out money.

NYTimes.com’s primary competitors are other news sites like Yahoo! News and CNN.com. Internationally, its sister website, global.nytimes.com, which combines content from the New York Times and the International Herald Tribune, has to compete against news websites like Reuters and the BBC.

Digital News: A Summary

The Internet has had enormous impact on traditional news companies. In 2008, it surpassed all media except television as the preferred way that consumers get their news, according to the Pew Research Center  . The jump towards online news was enormous. In 2007, only 24 percent of Americans said they were getting news primarily from the Internet. In 2008, this number rose dramatically to 40 percent. 2008 was by and large considered the milestone, and just the beginning, of the dramatic shift towards digital news consumption. Delivery of news through digital methods had become the norm by 2009. According to the Project for Excellence in Journalism  , six out of 10 Americans were getting their news online by then.

What is interesting about the digital shift is that social media or blogs are not ready to take audiences away from traditional news organizations. Though more people are consuming news online, they are doing so using online versions of newspapers. The Project for Excellence in Journalism says that this trend could change, especially with the younger generation. In a survey by Nielsen, the younger demographics were likely to point to news aggregators like Google as being the primary way they get their news. They are more like to be “grazers” – get the headline, the author, and the first few sentences of the story, and then leave it at that. The challenge for traditional news organizations is to get users to the website, instead of letting them leave before stepping foot inside  .

Audience Behavior

How people perceive news, especially online, has changed dramatically. They are no longer passive consumers. Indeed, the news that is most read online is usually one that triggers some sort of participation. This has come about mostly due to social media sites like Facebook and Twitter that allow audience participation, and the increased portability of news due to users who get their news via cellphone or portable computers.

The problem for traditional news sites is that audiences are “grazers.” Though half of all audience traffic for news is tied to legacy news organizations like the New York Times and CNN, nobody is spending much time at those websites. According to Nielsen  , the average news user spends only 3 minutes and 4 seconds on a news website per session. But visitors to the New York Times website spends at least a minute longer there than on news aggregator sites like Google. The challenge is to keep people’s attention, and this business plan will do that.

Figure 1: Top 20 sites by sector (Source: PEJ’s State of the Media 2010)

According to Nielsen, NYTimes.com was the fifth most visited site in 2009, commanding 18.5 million unique visitors.

Economics

Advertising, as always, remains the problem in the digital shift. Though some companies experimented with pay walls, there were increased signs that consumers are not ready to pay for news.

However, the one place where news companies are trying to increase advertising is videos.

Figure 2: Online Ad Spending by format in 2009 (Source: eMarketer, “U.S. Ad Spending Turns a Corner”, December 11, 2009)

As shown in the figure above, the only category that grew other than search was video advertising, which reached $1.02 billion in 2009, up 40.2% from $732 million in 2008. Because advertising has shown that it alone will not be a sufficient source of revenue, news organizations are increasingly looking at alternative revenue streams. The most obvious one is charging users for content, either through a pay wall (made successful by the Wall Street Journal) or micropayments. As discussed above, The New York Times announced earlier this year that it will be charging users to read it online using micropayments.

How can traditional news companies make the shift to digital but still keep high revenue?

Opportunities

How to solve the “grazing” problem.

According to the PEJ report, consumers look at many different sites to get their news  . Establishing a brand and ensuring users remain loyal to that brand is one of the best ways a news site can ensure success. Users are discriminating to some degree: if NYTimes.com is able to gain loyalty for a specific “type” of news, and be the best at it, they can guarantee that people will return. Therefore, our proposal of using UBB to incorporate 3D videos of events will make NYTimes.com “the place to go” for a specific kind of news.

Ensuring interactivity is key to success.

News sites can no longer afford to keep information flowing uni-directionally. News is a social currency to most people. NYTimes.com needs to retain interactivity in order to keep customers. In our 3D video scheme, we would also have a real-time chat box in which users can submit comments, feedback, and carry on conversations about the content they are watching. At the same time, if they also have video footage or photos of the event in question, they can submit these. Their footage will also be available to those watch the content on NYTimes.

People don’t want to pay. What can we do?

Most of the research by PEJ indicates that there are a few situations in which people are willing to pay. As the Wall Street Journal model shows, people pay for news that is difficult to get through other means, like finance news. People will also pay for high quality, high value content, which is why iTunes is successful. Our 3D video plan will be high quality, and 3D – difficult to get through other means.

Advertising

Video advertising has shown enormous gains in the past year. Our plan utilizes video, which commands a higher CPM than other forms of advertising methods like banners or pop-ups.

Competitors/Threats

Currently, no news organization utilizes 3D news delivery. Because of the relative newness of the technology, our plan estimates that there will not be any competition from other news organizations. Of course, as 3D technology gains a foothold, other news organizations will seek to do what our plan does: to integrate the technology in the delivery of the news online.

Our biggest competitor in 3D video news will most likely be the Wall Street Journal, which also competes with the New York Times for consumers. However, at this time, WSJ.com has indicated no desire to go 3D.

The only other news organization which is experimenting with 3D technology is Sky News, based in the UK. Sky News debuted its “Second Life Newsroom”, which enables customers to “visit” the Sky News newsroom through Second Life – they can be presenters, create and anchor their own shows, and so on. Sky has also indicated that they are considering the possibility of presenting news and events through 3D. 7,000 people did the Hajj pilgrimage and “went” to Mecca via Second Life in 2007.

However, Sky News is not doing what our plan does: utilize the resources of the New York Times to give our reporters 3D capabilities through training and technology to bring consumers event coverage in 3D. Therefore, we do not see any competition in the short term. We will have the first mover’s advantage – and therefore build customer loyalty before other news organizations. We will also have the technological advantage – make our mistakes and learn from them – before everyone else.

Competitive Advantage

Not only are we moving first, we are also able to use the enormous clout of the New York Times Company to leverage our position. We can exploit the expertise of the current New York Times staff – both editorial and technological – and therefore gain a considerable advantage.

We can also enter into partnerships with pioneers in the 3D technology field, like Sony Corp., which produces 3D capable cameras (stereoscopic cameras). According to Sony’s Chief Technology Officer, Gary Podorowsky, Sony 3D cameras are the best in the market. If we combine the resources of the New York Times and Sony, we could benefit from huge economies of scale, putting us at an advantage over small companies that may try to produce 3D video.

Because 3D content is expensive to produce, we have a massive advantage over competitors because we are working with the New York Times. Financing will be easier, partnerships will be simpler, and we can benefit from the clout the organization has. Furthermore, we will be producing all content in-house – giving us full control over what we choose to produce and when.

One of the major weaknesses that ESPN has with reference to their plan of broadcasting the Soccer World Cup in 3D is that there are only 85 live sporting events over the entire time period. There will be plenty of “black space” on the channel when no games are being played. We do not have that problem – we produce as and when it is necessary to produce content, and we will only produce necessary content that consumers want.

Weaknesses

The biggest weakness of our product is the 3D glasses, which would have to be worn to watch the 3D videos on the website. However, we believe that with 3D technology becoming a little bit more mainstream, people will be willing to wear those glasses.

If you already will own a 3D television set, will be watching the 2010 soccer World Cup in 3D on ESPN  , or be watching the new 3D network that Sony and Discovery are planning to launch together, 3D glasses will be as much a fixture in the home as anything else.

The other problem is the massive reorganization of reporting and journalism that will be needed to make this plan a reality. The costs of retraining and equipment will be discussed more below, but at the outset, incorporating 3D video into NYTimes.com will need reporters to rethink the way they shoot and produce video.

Our plan operates under the umbrella of the New York Times, and specifically under NYTimes.com. The existing management structure of NYTimes.com will be kept the same, with an extra arm added to oversee the 3D video section on the website.

The extra arm will be divided between “editorial” and “technology” teams. The editorial team, comprised of 8-10 journalists with extensive digital media skills, will be responsible for organizing the video components. This includes deciding which events to cover, how best to create the video, and also working with NYTimes.com’s other reporters to create hybrid projects.

For example, if the New York City Marathon is being covered, there will be of course a print piece accompanying the video, along with photographs, and perhaps an interactive graphic showing the race route. Therefore, the Editorial team will be working closely with the NYTimes editors and reporters to create the project.

The technology team is focused more on training and the technical aspects of the video production. Comprised of 13-15 people, the team will be responsible for teaching camera work to both the video reporters and the regular reporters, producing the video, and will be working very closely with the editorial team.

Because this is a very creative enterprise, both teams would be acting mostly independently, but supervised by a manager who will co-ordinate between both teams and determine overall strategy. That manager will also be the main liaison to the web editor of NYTimes.com, as well as the managing editor for the New York Times.

Apart from this staff of about 26 people, resources for sales, marketing, distribution, and so on will be shared with the NYTimes.com’s existing pool of people.

Content Production

Content production in 3D technology is of course the biggest obstacle in this business plan. It is difficult to shoot in 3D, and requires expensive equipment and extensive training.

There is also not a lot of content out there. Since our plan relies exclusively on in-house content, production needs to be fast, and plentiful. Therefore, retraining in 3D technology and editorial decisions need to be fast – so content will be plentiful on the website. The entire point of digital news is that people constantly want to see fresh new content, and there is a grave danger that stale content will be left up for weeks without new videos coming in.

Eye Fatigue Problems

The issue of eye fatigue is definitely going to be a factor. Though this is not relevant to people who watch 3D movies, makers of 3D television sets are now grappling with the headaches, eye fatigue, and other health problems the technology brings up. Though this may not affect us as much – because we aim to have short, 5-10 minute videos, not 24-hours-a-day broadcasts – this is a technical issue that will be still factored in when creating the videos and deciding how long they will be.

The glasses

Many have questioned 3D technology because people will not want to wear 3D glasses all the time. This is another factor that will be considered when dealing with 3D videos on NYTimes.com. Though this is again more of an obstacle for longer, full-length broadcasts of 3D content, our plan needs to figure out how to get the glasses to subscribers.

Starting 2011, the New York Times website will no longer be free to use. Therefore, when consumers subscribe, a box of 3D glasses will be sent to them. Glasses are cheap to produce, and distribution costs will be negligible. As long as every household has a few pairs, the technical issues behind how people will access the videos will be solved.

Technology

Reporters will be equipped with a Sony 3D camera. Sony announced earlier this year it was building a range of consumer-friendly and easy-to-use cameras to film in 3D  . Though exact retail costs were not disclosed by Sony, a look at other similar technology by Panasonic indicates a possible price point of $21,000 per camera  . At the beginning, we can invest in 5 cameras, and as more reporters are comfortable with using the technology, buy more.

1

5

$105,000

2

8

$168,000

3

12

$252,000

Editing software can be bought at a one-time cost of about $50,000.

Training

Training in shooting 3D will require experts to be brought in to teach shooting and camera work. We estimate a one-time cost of $25,000 for this. Once the editorial and tech staff know how to use this, they can train other reporters.

Sources

At the outset, the financing will be done through the New York Times Company, which will pay all the costs associated with buying equipment and retraining.

After this, the 3D video arm will be largely independent, and use advertising to pay the rest of the costs. Online video advertising is clearly a better money spinner than traditional advertising. Video advertising commands a more profitable CPM than banner ads or other forms of online advertising. At the beginning of the video, an advertisement will be played. Throughout the video, advertisers will be able to put logos in the corner, with an option of interjecting advertisements in the middle of the video, depending on the length of the broadcast.

Recently, DoubleClick compared the effectiveness of video advertisements versus static advertisements. The study found that video ads received click-through-ratios between 4 and 7 times that of static banner ads  . With video ads, it is also easier to measure interaction rates with users, which means advertising can be targeted better.

The above figure shows the results of a survey by eMarketer and the Interactive Advertising Bureau that looked at CPMs commanded by different types of advertising. It showed a much higher CPM in video ads than any other ad format. The average CPM was $43. The CPM commanded by video ads range from $40 to $50. This is a huge lead over banner ads which are sold by publishers, which command only a $10 to $20 CPM.

The success of advertising on Hulu, which has advertisements at the beginning of clips, as well as between, is a good testament to how profitable this plan will be. Hulu sells ads at a slightly lower CPM, around $25 per 1,000 views. However, because Hulu’s content is not original, this is to be expected. Our plan has original content, which can certainly command a higher CPM.

It is also important to note the domino effect this will have on CPMs in other areas of NYTimes.com. The more people that view videos are also likely to stick around and look at other sections of the website, which means a higher traffic overall and more revenue overall. According to the New York Times’s most recent earnings report, digital advertising revenues grew 18 percent in the first quarter of the year, a positive sign that this is the right time to expand on the digital front.

The majority of the consumer base for NYTimes.com’s 3D video news sections will come largely from the people who use the web to get their news.

Online news users tend to be younger than print news readers, with 29 percent of them under 30 years old. 50 percent of them are employed full time. This data, gathered from an online news survey by PEJ and the Internet and American Life Project, is presented below.

According to Quantcast, NYTimes.com is evenly read by males and females, with a large proportion having a post-graduate degree. This means that our product is targeted towards the “young” and technologically savvier populations. They are also the ones more likely to be ready to experiment with the new technology, and more ads can be targeted to them as they have more disposable income.

Where to advertise?

This service needs to go viral. Word-of-mouth advertising has been shown to create “buzz” around a product. Therefore, advertisements on sites like Mashable, Facebook, and Twitter would be the best way to get the word out. YouTube is another good way to go viral. Videos with a fun, edgy feel about this new service will be put on YouTube and more likely to be viewed by the target demographic.

Of course, in house advertising would be a good way to get existing readers to try this out for themselves. Ads in the print edition of the newspaper and on the website would make this very effective. To target further, ads in the sections of the newspapers read by young adult would be most effective.

For the following projections, we are assuming an initial viewership of 20 percent of the current number of readers of NYTimes.com. For month 1, 3.5 million users will watch the video. There will be one video per month in months 1-5, and four videos per month for months 6-12. Every month, we are estimating viewership to rise slightly, by 100,000 per month. The CPM commanded is $43. There are two ads per video.

1

3.5

$0.30

2

3.6

$0.31

3

3.7

$0.32

4

3.8

$0.33

5

3.9

$0.34

6

4

$1.38

7

4.1

$1.41

8

4.2

$1.44

9

4.3

$1.48

10

4.4

$1.51

11

4.5

$1.55

12

4.6

$1.58

Costs in the first month are under $200,000. The service will be profitable right from its inception.

There is no doubt that news organizations need resuscitation. Small breakthroughs have been made possible by digital news. However, the problem is that companies like the New York Times do not offer anything vastly new on their website, save a few graphics and interactive designs.

This business plan solves that, making people want to pay (through micropayments) for a niche product that cannot be found anywhere else. The product is unique, but relatively easy to implement. It requires minimal investment in technology and retraining, but because it operates under the trusted and reputable brand name of the New York Times, has an existing consumer base that ensures its profitability.

It commands high CPMs from advertisers, and will both keep existing customers but also “steal” them away from competitors because we have something they do not: coverage of events and stories in an unprecedented way that transports you right to the scene. Whether it is a historic speech or a devastating earthquake, readers of the New York Times can be there and experience it themselves, knowing all the while that they can trust that they are looking at content that is produced with the highest journalistic standards in mind.

This is Preview only. If you need the solution of this assignment, please send us email with the complete assignment title: ProfessorKamranA@gmail.com

Influence Human Being That Affecting The Shoppers Behaviour Marketing Essay

Marketing » Influence Human Being That Affecting The Shoppers Behaviour Marketing Essay

Hence, the expanding application of scent as a component of store atmosphere that led to increase the awareness in consumer marketing. To adopt scent marketing strategy into service process to increase shopper’s cognitive and behavioural responses by retail settings. Since retail atmospherics mediate the duration and frequency of the shopping trip, which has direct affection to spending, average sales transactions, even a lift of the sales significantly (PEOPO, 2008).

Therefore, to investigate the trend which use of scent as atmospheric cue as marketing strategy by retail stores in Hong Kong, researches will be conducted in relation to Hong Kong market because the market is still in infancy stage but high potential to grow (BRANDCFE, 2007).

By concluding the observation that scent marketing has been well established and widely use to improve service experience. "Our body needs us to breathe, so that scent marking prevails hard selling", which is reveal the effectiveness of scent marketing is fruitful because people may ignore the message that the posters conveys or they may neglect the salesmen’s persuading words (BOSS, 2010). As scent will be directly channeled to Limbic System. That can process the human's emotion and memorizing the effectiveness of the sub-conscience and consuming behavior which is passively affected by scent (NEWSTATE, 2010).

The purposes for this study are to provide information of human behaviour toward scent marketing in retail industry of Hong Kong. This study provides timely and meaningful to this industry. On the other hand, the aspect of this research towards retail industry as academic research which is to furnish a clearer picture how scent marketing can carry out in Hong Kong.

After determine the purpose of this study, the summarized research aim is as follow: “To study Consumer Perception as Mediators of the Ambient Scent on Purchasing Behavior in Retail Store (Duty-Free). The factors affecting the intention to actual purchase are effect of scent, perceptions of merchandise quality and global environment, as well as the amount of spending in a retail store with the mediating role of evaluating the shoppers’ purchasing behaviour and attitudes toward the moderating role of gender which applies to retail store.

As previously stated, this study is to examine the effect of ambient scent on consumer perceptions and purchasing behaviour in Hong Kong retail store. In order to undertake this research, Theoretical framework is necessary for analyzing the influences. The following section will explore the various theories and the available of literature findings which is relevant fields of interest that service environment, scent as environmental cues, effects on perceptions and behaviour, as well as those have potentially apropos of moderating variables of gender.

Ambient Scent and Marketing

Atmospherics are subset of widespread research streams on physical environment in service industry (Baker, 1989; Bitner, 1986; Booms and Bitner, 1982). Based on some extensive literature review that indicated the retail environment is undoubtedly influence shoppers’ behaviour (Turley and Milliman, 2000) and increase sales (Stanley and Sewall, 1976). In addition, retail atmosphere can mediate merchandise evaluation (Wheatly and Chiu, 1977; Rappoport, 1982; Bitner, 1986) and customer satisfaction (Bitner, 1990). Moreover, customer attitudes toward retail store environment as well as products (Darden and Erdem, 1983).

Atmospherics and Service Environment

The atmospherics concept defined the effort to create desirable environment of buying process is needed to induce consumer emotional responses and increase the probability of purchase ultimately. Hence, atmosphere form an undeniable competitive advantage (Kotler, 1973; Mehrabian and Russell, 1974; Baker, 1986; Bitner, 1992; Baker, Grewal and Parasuraman, 1994).

The Theoretical Models of Consumer Response to Atmosphere is based on the framework of Stimulus-Organism-Response (SOR) paradigm (Donovan and Rossiter, 1982; Spangenberg, Crowly and Henderson, 1996) as follow:

The pleasure-arousal-dominance (PAD) Model (1974)

Mehrabian and Russell proffered theoretical model in which emotional states are elicited by environment stimuli and act as mediators to acquired affective responses rather than approach-avoidance behaviour. Environmental cues coming out from the physical circumfluent can excite voluntary or involuntary emotional reactions.

Servicescape Model (1992)

As clientele and employees both perceived the objective environmental cues, Bitner designed the integrated framework about the effect of physical surrounding on consumers and service personnel interactions. In turn, the approach or avoidance reactions can be qualified toward surroundings (Mehrabian and Russell, 1974).

Perceptions toward environmental cues led to certain emotions, beliefs and physiological sensations that influence behaviors (Bitner, 1992). Service setting is notion of non-verbal communication that affected shoppers’ beliefs of organization, employees and merchandise by cognitive responses. Therefore, that can affect the shoppers with unrelated beliefs and emotions toward service setting (Bitner, 1992).

Model of Influence of Ambient Scent on Consumer Responses (1995)

Gulas and Bloch based illustration the effects of ambient scent toward emotions and behaviours. The ambient scent is objectively assumed that is dependent on different individuals and the seal acuity of individuals under the physical environment (Gulas and Bloch, 1995).

Scent awareness and emotions as potential moderators that comprise other atmospheric factors and congruity of scent can evaluate the products offering and assessments of the overall service setting (Gulas and Bloch, 1995).

Then, environmental psychology models are beneficial in determining the pertinent methods and measures required to examine and analyze the impact of atmospheric cues on consumer responses to retail setting (Spangenberg, Crowley and Henderson, 1996).

The following conceptual foundations proposed the current study is based and from which the research hypotheses were drawn. It presents comprehended and potential influences of the ambient scent as atmospheric cue on various consumer responses, which previously outlined in prior sections. Detailed methodology of information which to be collected for the research will be provided next section.

Conceptual Background and Model

The present research such as Stimulus-Organism-Response (SOR) paradigm (1974), as well as Bitner’s Servicescape conceptualization (1992) takes the foundation in environmental psychology. The proposed model is in addition consistent with Gulas and Bloch’s Model of Olfaction Effects (1995). Also, it is affiliated with Lazarus’s “cognition-emotion” theory (1991), which sustained the preeminence of cognitions with the effects of ambient stimuli on evaluation toward the retail setting and affective responses.

This study designed differs from those atmospheric studies as that will not assumed shoppers’ emotions will play a role in hypothesized relationships. It examines the paths of link from environmental cue to consumer perceptions and purchasing behaviour. The approach is in concurrence with the Elaboration Likelihood Model, which provided support the belief of attitudes can be differentiated from affect (Cacioppo and Petty, 1989). The conceptualization evidence has revealed that affective responses are not developed by ambient scent all the time (Yalch and Spangenberg, 1993; Spangenberg, Clowley and Henderson, 1996; Bone and Ellen, 1999).

Consequently, the proposed flow (Figure. 1) limited the research to study the effects of environmental stimuli, ambient scent. It not only assesses the impact of internal evaluations, perceptions of merchandise quality and global environment, but also assess on an approach-related measure, purchasing behaviour. Hence, the model predict that perceptions will have mediating affect to the spending related to the retail service setting and the gender will moderate the relationship among the ambient cue and consumers; evaluation and behavior reactions.

Fig.1 The proposed flow for hypotheses testing

Accordingly, based on conceptual model of the above, research objectives are as follows:

Provide comprehensive understanding of ambient scent as an environmental cue impact on shoppers’ perceptions regarding retail store in Hong Kong.

Justify the factors leading to the phenomenon in order to design the desire service environment of retail store to shoppers that affects the purchasing behaviour of actual expenditure.

Determine the assessment of whether male or female (gender) that affected by retail store atmospherics.

Evaluate the scent marketing strategy as differentiating tools for retail store can be improved.

Research Hypotheses

The existence and valid studies between retail settings, shoppers’ perceptions and intended behavioural responses and reactions have been established by numerous researchers (Bitner, 1990; Baker, Levy and Grewal, 1992). Hence, the research hypotheses on the impact of ambient scent are primarily in the following, which based on the literature related to the main stream, individual shopper interactive influenced by environmental stimuli on empirical evidence.

The conclusive findings about the influence of atmospheric stimuli on merchandise evaluations in the relevant studies (Gardner and Siomkos, 1986). The following hypotheses are derived through cognitive approach and processing to atmospheric cue (Shostack, 1977; Lazarus, 1991). That is concordance with the study that discovered the existence of pleasant ambient scent positively affect shoppers’ perceptions toward product quality and the retail setting (Spangenberg, Crowley and Henderson, 1996). Also, the assessment of global environment and retail density could be affected by similar fragrance that influences shoppers’ cognitive responses (Michon, Chebat and Turley, 2005). Moreover, many journal founded that merchandise and retail setting are inference concern with environmental cues (Gardner and Siomkos, 1986). Since atmosphere contains multidimensional concept, which assumed that impact of associated environmental factors will be greater than the sum of its parts (Gulas and Bloch, 1995). It is therefore hypothesized that:

The direct and positive relationship among the existence of pleasant ambient scents and intentions of purchase, with consumer spending of transaction have established in studies (Hirsch and Gay, 1991; Hirsch, 1995; Spangenberg, Crowley and Henderson, 1996). Nonetheless, presence of scent demonstrated may certainly affect shoppers’ shopping time and frequency, even chances of return to store to acquire the products (Bone and Ellen, 1999). Thus, it is hypothesized that:

As mentioned before, theory of “cognition-emotion” supported that emotional responses can be engendered without cognition occur (Lazarus, 1991), which presented as a base for subsequent behaviours (Cacioppo and Petty, 1989). The premise about emotions do not perform as mediators relationship among environmental stimuli, consumer appraisals and behavioral responses that supported by the empirical evidence (Chebat and Michon, 2003).

Various researches have observed that the comprehensive perceptions of physical retail environment and of product quality are affect the consumer behaviour, thus, revealed the shoppers’ evaluations is independently affect both approach-avoidance behaviors as well as the actual spending (Zeithaml, 1988; Baker, Levy and Grewal, 1992; Donovan et ai.,1994). The influence of shoppers’ perceptions on behaviour still has rooms to research, as to find out the importance of perceptions in service environment. In consequence, it is supposed that:

The findings showed that there is possible to hypothesize the perceptions may follow a path than inferences on merchandise quality (Baker, Grewal and Parasuraman, 1994). Therefore, the assessment of product quality served as antecedents toward the evaluations of service setting and performing as mediator of the relationship among environmental stimuli with shoppers’ perceptions of retail environment. Hence, it is hypothesized that:

To review the olfaction research found that women tend to enjoy shopping in a scented atmosphere (Robert and Kerry, 2007). In addition, female perceive superior emotional responses with affective and evaluative reactions than the counterpart of male (Bone and Ellen, 1999). The appearance of variance is the possible result of hormonal factors, together with women’s higher sense in acuity and verbal skills. That sensitivity have enhanced by olfactory cues and thus familiarity with smells (Levine and McBurney, 1986; Richardson and Zucco, 1989; Ellen and Bone, 1998; Bone and Ellen, 1999). Hence, it is assumed that:

To analysis the effects of scent on consumer perceptions and purchasing behaviour towards retail environment, both primary data and secondary data should be collected.

To start with secondary data, the data collected for purpose other than the problem at hand (Malhotra & Birks 2007). It includes internal and external data (Malhotra & Birks 2007). Internal data is information generated in –analysis of earlier studies such as customer files, like past customer transactions (Schiffman & Kanuk 2007). Company report like The Body Shop, Starbucks and Mrs. Fields will collected as internal data. This gives the examples and past information of the new trend of scent marketing.

Apart from internal data, external data is collected by an outside organization. Federal government is the main source which publishes information collected by scores of government agencies about the economy, business and virtually all demographics of the population (Schiffman & Kanuk 2007). For this dissertation, text book is used to learn about theory development and establish research approaches, as well as methods of data collection. Besides, academic journals and articles. will also collected as external data to provide up-to-date and rigorous reports on research of the study, which gives different ideas that to be summarized with respect to the study. Moreover, the industrial reports and news of retail operation and scent marketing strategy are collected to establish the background of this research and provide useful figure and picture to describe the trend of rising attention with emotional bonding towards retail environment. Nevertheless, the census data from Hong Kong Government and experimental research company to provide accurate figure toward the retail industry.

To mention about primary data, it is originated by the researcher specifically to address the research problem (Malhotra & Birks 2007). Primary data is original and unique element of this research. It can be divided into qualitative and quantitative information.

For this dissertation, focus group is used to collect qualitative information. This provides views of consumer behaviour on ambient scent. The increased understanding provided is a key to reduce negative aspects of consumer behaviour and scent marketing which so-called ‘dark side’. Research focused on understanding consumer experiences is called interpretivism (schiffman & Kanuk 2007). However, if there is any idea uncovered, quantitative studies should be tested. Therefore, quantitative information is collected. For this study, observation research is used to determine the research sample and face-to-face questionnaire survey with representative sample from the wider population are conducted in order to measure the behaviour, emotions and purchasing decision in terms of actual spending of potential consumers in Hong Kong. Result are used for making strategic marketing decision whether to implement scent marketing in Hong Kong retail industry ( Schiffman & Kanuk 2007).

Based on the information to be collected, the research designed for the study is as the follow:

First of all, secondary data is collected from online databases, which are ABI/INFORM of City University. Moreover, text books like “Marketing”, “Service Marketing”, “Scents” and “Consumer Behavior” are used to provide basic information to study. Besides, some of the academic journals and articles are searched through we'd searching engines such as Google, etc. Finally, Hong Kong Government website provides the census data and industrial reports.

To achieve triangulation between quantitative and qualitative information, the overall research design will be as follows:

The quantitative research is conducted to quantify data and apply forms of statistical analysis (Malhotra N. & Birks D. 2007). It is descriptive in nature and used to understand the effects of various promotional inputs on the consumer, thus enabling marketers to “predict” consumer behaviour (Schiffman & Kanuk 2007). For this study, observation and face-to-face questionnaire survey will be used.

Observational research is the recording and counting of behavioural patterns of people to obtain information about the phenomenon of interest (Malhotra N. & Birks D. 2007). And also, it is an important method of consumer research because marketers recognize that the best way to gain an in-depth understanding of the relationship among people towards products and environment is by watching through the process of customers get into the store and whether purchase the merchandise or not (Schiffman & Kanuk 2007). Therefore, it is the first step of conducting marketing research as the researcher observe and record the numbers of customer who have intention to visit the shop and make actual purchase. This is used to determine the appropriate time of the face-to-face questionnaire survey to be conducted. The structure observation will be conducted as the researcher clearly defines the behaviours to be observed and the techniques by which that will be measured.

Conducting survey in familiar and non-artificial surroundings, people tend to act more naturally that allows researchers to obtain data on subjects’ actual emotions, perceptions and behaviour. Thus, this study will take place at Nuance-Watson, the leading retail operator in Hong Kong, provides wide range of products including watches and jewellery, fashion and accessories, perfumes and cosmetics, electronic equipment and clothes, etc. The result and findings are consequently more representative to the situation. Additional consideration was given into selection process to ensure that the retail store would be a neutral environment. Hence, the potential for observer bias can be reduced and the reliability of the data can also be enhanced.

Then, before doing face-to-face questionnaire survey, sampling techniques should be carried out. For the quantitative research, large and probability samples which each element of the population has a fixed probabilistic chance of being selected for the sample is used (Malhotra N. & Birks D. 2007). The data collection instruments are valid and reliable, thus the results can be viewed as representative of the universe (Schiffman & Kanuk 2007). There are four probability sampling methods that are simple random, systematic, stratified and cluster sampling (Malhotra & Birks 2007). The cluster sampling technique is adopted this time. It is because the sample size is clustered into 3 groups by geographically, New Territories, Kowloon and Hong Kong Island that with different purchasing behaviour while under a "scented" retail store.

In the study, target group was retail consumers aged 15 or above who regularly purchased in retail store in Hong Kong. The reason for this selection was that during this type of consumers are in their working period that the teenagers may get the part-time jobs and adult normally have earning their own income. Therefore they have sufficient purchasing power to buy product. The sample size of this survey is set at 100, as the resource limitation. The manpower and time give the restriction to carry out larger sample size for the research. However, it is believed to be good enough for studying the potential consumers and for suggesting the recommendations.

After setting the sample size, the face-to-face questionnaire survey of quantitative research will be conducted. Respondents are intercepted while they shopping in the retail store (Malhotra & Birks. 2007). They may be questioned there and asked about their consumption experiences. Therefore, questions with predefined possible responses and open-ended questions that has to be code numerically. Most questionnaires include attitude scales and, the questions are not disguised (Schiffman & Kanuk 2007).

Once the questionnaire was finished off, face and content validity, pilot testing of 30 respondents will be conducted to improve questionnaire by identifying and eliminating potential problems (Malhotra N. & Birks D. 2007). All aspects of the questionnaire should be tested, including question content and instructions, wording, sequence, form and layout, question difficulty. More importantly, it ensures all answer options are provided. The respondents should be similar to those who will be targeted in the actual survey in terms of background characteristics, familiarity with topic, and attitudes and behaviours of interest.

Due to triangulation, besides the quantitative research that qualitative research is needed. It is an unstructured, primarily exploratory design based on small samples and intended to provide insight and understanding (Malhotra & Birks. 2007). However, the findings tend to be somewhat subjective since it is administrated by highly trained interviewer-analysts who also analyze the findings (Schiffman & Kanuk 2007).

For this study, focus group will be carried out which is a discussion conducted by a trained moderator among a small group of participants in an unstructured and natural manner (Malhotra & Birks. 2007). It is generally made up of 8-10 members. Due to group of fewer than 8 are unlikely to generate the momentum and group dynamics necessary for a successful session. Likewise, group of more than 10 may be too crowded and may not be conducive to a cohesive and discussion (Malhotra & Birks. 2007).

Method to organize focus group

The group discussion “focused” on the subject of research interest to gain insights by creating a forum where participants feel sufficiently relaxed to reflect and portray their feelings and behavior, at their pace and using their language and logic (Malhotra & Birks. 2007). However, since sample sizes are necessarily small, findings cannot be generalized to larger populations (Schiffman & Kanuk 2007). Hence, quantitative research is needed. The type of questions should be open-ended, unstructured questions and further probing by the interviewer.

Moreover, the sample size should be small with non-probability sampling methods as the findings are generally not representative of the universe under study (Schiffman & Kanuk 2007). The non-probability sampling techniques are convenience, judgmental, quota and snowball sampling. However, convenience sampling is applied as only the shoppers who have intention to walk around or consumed in the retail store are selected.

This is Preview only. If you need the solution of this assignment, please send us email with the complete assignment title: ProfessorKamranA@gmail.com

The Human Genome Project

The Human Genome Project

The idea of the human genome project was to find out what every single human gene did. Human DNA is made up of 3 million base pairs which makes 30 000 genes and therefore forms 23 chromosomes.

The advantages is that it could help predict and prevent diseases as doctors would know that someone has a certain gene that would increase their chances of catching the disease. They could give the person regular checks to diagnose and treat it early as well as advising them on the best lifestyle and diet to avoid the disease. Knowing what causes a disease makes it easier for medicines to target it and make medicines designed for that particular gene. Some disease such as Alzheimer’s is hard to test for but if you know the genetic cause , accurate and reliable testing would become a lot easier because it is a lot easier treating someone if you know what disease they have.

On the contrary the disadvantages that MIGHT HAPPEN is it will cause a lot of stress as someone will know from an early age that they are vulnerable to a disease. They may never get it but they will panic every time they are ill or get a headache. Also people with genetic problems may find it harder to have relationships and are under pressure not to have children because they might catch the life- threatening disease. Life insurance may be impossible to get or very expensive if you have a chance of catching a genetic disease. You may be discriminated by employers and insurers and work will be harder to obtain. Finally “designer babies” will be created as doctors will be able to control exactly what genes are passed on to a baby. People may not want their offspring to catch diseases, wear glasses or have other traits and characteristics which they may dislike. Everyone will have to make their babies more perfect or they won’t fit in with the disease- immune, perfect babies.

This is Preview only. If you need the solution of this assignment, please send us email with the complete assignment title: ProfessorKamranA@gmail.com

Human Resource Development

ANALYSIS OF THE IMPACT OF HUMAN RESOURCE DEVELOPMENT ON ORGANIZATIONAL GROWTH.

1.0 Introduction

1.1 Background to the Study

A rapidly changing economic environment, characterized by such phenomena as the globalization and deregulation of markets, changing customer and investor demands, and ever-increasing product-market competition, has become the norm for most organizations. To compete, they must continually improve their performance by reducing costs, innovating products and processes, and improving quality, productivity, and speed to market.
Beyond the start-up and survival phases of an organization’s life lies the potential for its growth. Yet not all organizations move along the growth and expansion path. One factor explaining the presence or absence of growth is the entrepreneur. Studies have linked psychological characteristics of the organization to growth (Sexton and Bowman- Upton, 1986; Davisson, 1991; Cooper and Gascon, 1992). Others have examined the motivation of entrepreneurs towards growth but have not explained the extent to which motivational factors determine organizational growth (Liao, Welsch and Pistrui, 1999).
The intolerable gap between the rich and the poor countries has in these five decades hit the conscience of mankind and has informed the search for the role investment in human resources has helped in bridging this yawning gap overtime. This has informed the current emphasis on the transformation of the most economies to be anchored on the development, planning and utilization of its human resources, though this attempt had also been glaring with earlier efforts in development through the accumulation of material capital which has waned and has been replaced with a new dimension of human capital (Meier, 1978), Meier and Rauch, 2000, Meier and Stiglitz, 2001).
The ongoing emphasis hinges on the fact that: improvement on the quality of life of the people who constitute the main agents of production is the central focus of development...

This is Preview only. If you need the solution of this assignment, please send us email with the complete assignment title: ProfessorKamranA@gmail.com

International Human Resource Management

The Internationai Journal of Human Resource Management 6:1 February 1995

How culture-sensitive is HRM? A comparative analysis of practice in Chinese and UK companies

Mark Easterby-Smithy Danusia Malina and Lu Yuan
Abstract
There has been some concern about the extent to which models and practices of HRM are capable of being transferred from one country to another. This emerged in the late 1970s as concern that Japanese ideas might be adopted uncritically by US companies, and during the 1980s as concem that these ideas, after recycling within the US, might not be totally appropriate for consumption in other parts of the world. Further urgency is added to the question by the pressures on many organizations to develop their businesses internationally, or globally - since this increasingly means they have to consider and establish HRM policies which can span different national systems and cultures. This paper considers the problem through a direct comparison of practices in matched Chinese and UK companies in order to establish where variations occur both within and between countries. It is evident that there are considerable variations in the form of HRM in different settings, but also some surprising similarities. Thus, for example, there are more similarities in manpower planning systems between Chinese companies and some of the UK. companies than there are between all the UK companies. In this case it can be concluded that these elements are not greatly affected by national (and assumed cultural) differences. On the other hand, there is a sharp difference between the UK and Chinese companies with regard to pay and reward systems, but much consistency within each country. This suggests that there may be deep-seated differences between the two countries with regard to attitudes towards rewards which will limit the transferability of HRM ideas in this area.

Keywords
HRM, China, culture, careers, appraisal, manpower planning

0958-5192

© Routledge 1995...

This is Preview only. If you need the solution of this assignment, please send us email with the complete assignment title: ProfessorKamranA@gmail.com