Critical Essay on Shakespeares Tragedy of Cymbeline

Influence of Folk Fairy Tales on â€Å"Cymbeline† by Shakespeare Folk tales and legends have always been an inexhaustible source of inspiration for many authors, creating their masterpieces in various times. William Shakespeare was not an exception. In a lot of his works a careful reader will notice references to folk legends. And his tragedy named Cymbeline is one of them. The play is not very familiar to a modern reader, but it doesn’t make it less valuable from the literary point of view or less interesting in terms of the intrigue. The plot of the story is based upon an ancient legend about Celtic British King Cunobelinus. Although it is classified as a tragedy, modern critics more often tend to refer the piece to the romantic style, and it can be easily understood why. Shakespeare highly appreciated the humanity and nobility of the human spirit, but believed that they could reign only in the fairy-tale situations. In Cymbeline this element is more than noticeable. The piece includes a lot of themes from popular folk fairy-tales, familiar to different nations. For instance, tricks and intrigues of the mean step-mother (the Queen), who is ready to perish her stepdaughter (Imogen, the daughter to the King of Britannia by a former Queen) and her own husband – Cymbeline, to have her stupid and shallow son Cloten at the head of the kingdom. Imogen’s escape has some reminiscences of the fairy-tale about the Snow White (a cave in the woods, gnomes). But here instead of gnomes we have noble Belarius, former courtier, outcast by Cymbeline, and the two sons of the King – legal inheritors of the kingdom, young and good-looking. Belarius declaims against feudal prejudices, because of which Imogen had nearly died and the author supports him. These are only a few folk motives this magic masterpiece contains.

Online Public Schools for Pennsylvania Students

Students residing in Pennsylvania can  take online public school courses for free. Schools included in this article met the following qualifications: they have classes available completely online, they offer services to state residents, and they are government-funded. Presented here is a list of some no-cost online schools serving elementary and high school students in Pennsylvania as of May 2017.   21st Century Cyber Charter School Pennsylvania students in grades 6 to 12 can attend 21CCCS, which provides a rigorous and personalized curriculum, highly qualified instructional staff and a supportive educational community. Using PSSA scores, Keystone Exam scores, PSAT participation, SAT scores and other academic performance measures, 21CCCS regularly outperforms other Pennsylvania cyber schools. 21CCCS holds the highest score of any cyber charter  on the College Ready Benchmark, which includes the SAT and ACT scores of 12th-grade students. 21CCCS has also been ranked in the top 5 to 10 percent of high schools in Pennsylvania for SAT scores. The school provides students with a flexible, individualized learning environment. Asynchronous learning offers students 24/7 course access and a 56-hour-per-week window where they can work one on one with PA certified, highly qualified teachers. Agora Cyber Charter School Agora Cyber Charter School’s mission and commitment are to provide an â€Å"innovative, intense academic program that inspires and educates students to achieve the highest levels of academic knowledge and skills and develop proficiency in the design and use of new computer technologies and scientific research.† The school partners with families and the community to ensure that every student’s Individualized Learning Plan is not only met but exceeded. Agora Cyber Charter School’s nine core values, which shape and define the school’s climate and culture, are empowerment, innovation, respect, compassion, integrity, personalization, teamwork, courage, and responsibility. Reach Cyber Charter School Reach Cyber Charter School courses are offered throughout the year—during the fall, spring and summer sessions. As a result, this online high school provides Pennsylvania school students with three flexible graduation pacing options. In the Standard Pace option, students take a full course load in fall and spring. For the Year-Round Pace options, students take fewer classes than usual in fall and spring, but they also attend school in summer. Accelerated Pace students attend full-time year round, leading to early graduation. The school uses a secure education management system on which parents and students can locate necessary documents, communicate with teachers, find daily lessons and more. SusQ-Cyber Charter School SusQ-Cyber Charter School uses a blended curriculum, with content from a variety of providers. In synchronous online classrooms, students participate along with other students and the teacher in real time. As a fully staffed public high school, SusQ-Cyber has a Guidance Department, Student Health Services, and a Special Education Department. The school’s technical support staff, among other tasks, keeps up with all the gear that students receive: an Apple computer, as well as an iPad for 11th- and 12th-grade students, any necessary software; a personal internet hot spot; a printer and ink; and calculators.

diversity as strategy - 7058 Words

www.hbr.org IBM expanded minority markets dramatically by promoting diversity in its own workforce. The result: a virtuous circle of growth and progress. Diversity as Strategy by David A. Thomas Reprint R0409G IBM expanded minority markets dramatically by promoting diversity in its own workforce. The result: a virtuous circle of growth and progress. Diversity as Strategy COPYRIGHT  © 2004 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by David A. Thomas When most of us think of Lou Gerstner and the turnaround of IBM, we see a great business story. A less-told but integral part of that success is a people story—one that has dramatically altered the composition of an already diverse†¦show more content†¦Over the past two years, I have interviewed more than 50 IBM employees—ranging from midlevel managers all the way up to Gerstner and Palmisano—about the task force effort and spent a great deal of time with Ted Childs, IBM’s vice president of Global Workforce Diversity and Gerstner’s primary partner in guiding this change process. What they described was a signiï ¬ cant philosophical shift—from a long tradition of minimizing differences to amplifying them and to seizing on the business opportunities they present. Constructive Disruption David A. Thomas (dthomas@hbs.edu) is a professor of organizational behavior and human resource management at Harvard Business School in Boston. Gerstner knew he needed to signal that diversity was a strategic goal, and he knew that establishing task forces would make a powerful impression on employees. Early in his tenure, Gerstner had convened various task forces to resolve a range of strategic choices and issues. He used the same structure to reï ¬ ne and achieve IBM’s diversity-related objectives. Gerstner and Childs wanted people to un- harvard business review †¢ september 2004 derstand that this was truly something new. IBM had a long practice of being blind to differences and gathering demographic information only to ensure that hiring and promotion decisions didn’t favor any particular group. So this new approach of calling attention to differences, with the hope of learning fromShow MoreRelatedDiversity Management Strategies913 Words   |  4 PagesDiversity management strategies IBM diversity management within the work place As explained by John (2011) IBM is the one of the biggest multinational company they are hires more than 400,000 employees over 200 countries. They recruit scientists, sales professionals, consultants and engineers. Even in the department level there are various background peoples working together for achieve common goal. So the managing several background employees are very important to increase productivity and teamRead MoreSamsung Diversity Strategy9181 Words   |  37 PagesLong Range Planning 40 (2007) 488e504 http://www.elsevier.com/locate/lrp Understanding Samsung’s Diversiï ¬ cation Strategy: The Case of Samsung Motors Inc. Woonghee Lee and Nam S. Lee In 1995, the Korean chaebol Samsung diversified into automobile manufacturing with the establishment of Samsung Motors Inc (SMI). The timing of this venture turned out to be rather unfortunate, as SMI’s first car rolled off the Pusan production line in the middle of the Asian economic crisis. In serious financialRead MoreDiversity Management As A Business Strategy2968 Words   |  12 Pages Research Paper Assignment Diversity Management as a Business Strategy: A Literature Review Emmanuel Emenike Williams Course Name Number: GBUS 817 Instructor: Dr. Adrian Pitariu Date: December 11, 2014 Introduction The face of business has been changing very rapidly from national to global environment over the years through technological advancements (McFarlin Sweeney, 2013, p. 4). Emerging markets in developing countries continue to provide tremendous business opportunities for bigRead MoreDiversity, Diversity And Culture Is The Most Important Strategy That Needs Be Address?1179 Words   |  5 PagesIn international business the topics of diversity and culture is one the most important strategy that needs be address. Making the decision to outsource for profit gain will not necessarily happen if preparation of cultural change is not in place first. What is values and a norms in a company’s country may be offensive to other social groups of people. For example, in Germany lack of attention to diversity and culture had a serious impacts on Walmart’s position. It build frustrations to both theRead MoreStrategies For Managing Diversity At New Jersey1905 Words   |  8 Pagestoday are forced to make a decision on how to manage cultural diversity. To this end, they face three choices: ignore it, minimize it, or leverage it (p. 99). Each decision leads to different strategies for managing diversity that produces different results. This essay presents a specific case involving a workplace cultural conflict, and argues that leveraging cultural diversity through a synergistic approach is the superior strategy. A six-member team based in New Jersey was assembled to developRead MoreCultural Diversity And International Marketing Strategies Essay2023 Words   |  9 Pages The world is made of nations and people who share different values, customs, languages and geographic territories. These diversities, also known as culture, have proven to be the norm that binds or separates them. Carlson and Blodgett (1997) explain culture as different ways, sets of manners and customs that are unique to a society or a group of people. Cultural issues encompass the elements of norms, traditions, materialistic and spiritual of a group of people (Czinkota RonkainenRead MoreUsing Diversity as a Strategy: Allstate Insurance Company1214 Words   |  5 Pagesstruggle more and more with the subject of diversity in the workforce. The latest strategy is to leverage diversity as a competitive business strategy. This paper will evaluate Allstate Insurance Company’s goal setting process and how they have used diversity as a strategy leveraging differences in order to create a competitive advantage in today’s diversified market. It will also discuss Allstate’s competitive advantage with the development of the Diversity Index and recommend what types of high-performanceRead MoreDiversity And Inclusion Are Critical Strategies For Any Organization1320 Words   |  6 PagesDiversity and inclusion are critical strategies for any organization that wants to be successful in business. Organizations cannot expect for diversity and inclusion to appear and work smoothly within the workplace automatically. Diversity and inclusion is a journey that companies must take to reap the rewards of being a truly global business. There are eight steps that organizations can apply to their workplace that will make diversity and inclusion a smooth and fun journey. Organizations can startRead MoreRacial Diversity: A Strategy Toward Success Essay1090 Words   |  5 PagesRacial di versity is the idea of having people of different backgrounds working together for one common foundation. While some may believe that racial diversity is a way to discriminate people but I think that racial diversity helps us in many ways, some are observable and some are imperceptible. I think that racial diversity is a good strategy, it also is a great way to learn about people of diverse cultures and how their principles can operate within one another. The most commonly ignored or unnoticedRead MoreThe Diversity Strategies Of The U.s. Department Of Veterans Affairs3695 Words   |  15 Pagesthe diversity strategies of the U.S. Department of Veterans Affairs (VA) with the objective of supporting its efficacy. Accordingly, this paper organizes this exploration into three correlating sections, the first of which introduces an overview of the Office of Diversity and Inclusion (ODI) within the VA. In addition, this area summarizes the ODI installation of the VA diversity plan. Th is leads to the second exploration section, which outlines specific focus areas of the VA diversity plan

Premises Ensure A Higher Level Of Security â€Myassignmenthelp.Com

Question: Discuss About The Premises Ensure A Higher Level Of Security? Answer: Introducation Our resident branch obtained a contract to install the CCTV in an upcoming building in the heart of New Orleans. The contract was an ongoing concern and the property managers of the building expected a good job. The CCTV system is required to operate over Internet Protocol (IP) as stipulated in the requirements document. As a result, the CCTV system installation team works with the IT specialist in the organization to ensure the provision of a VLAN or IPs for the CCTV system. The IP signaling technology management has brought about the benefits of the remote CCTV monitoring. These merits are realized as cost effective and efficient alternative to conventional technology. Cctv Installation Workplan Client: Upcoming residential apartments. Month scheduled: May 2017 The CCTV installation project required installation of the CCTV equipment on three floors of the building and the basement. The CCTV system was planned to consist of cameras, cables, a digital video recorder (DVR), and a monitor. The monitor is used to show the controller what is happening business ground. In this particular project we used the following equipment to come up with a whole implementation, Remote wireless connectivity. 4 Dynamy Cameras (weather resistant for outdoor implementations, vandal resistant, good colour picture, night time picture, and the angle of view should meet the best coverage). It should also provide for good facial recognition. 8 (2 x 4) channels of DVRs with a capacity of 80GB minimum storage. DVR cabinet with huge memory space is installed in the buildings server rack space available. CCTV monitor Drill machines, screws and nuts. Some are availed when the cameras are purchased. Personal protective equipment for work purposes Warning signs, dummy cameras, and power supply units. Key Factors To Consider When Installing The Cctv System Areas requiring coverage, level of detail and resolution (Boyd, 2011) Distance from the camera to the target area Environmental conditions Vandalism risks Planned system life, durability, and upgradability. Workplan The design is studied by the technical team. A site survey is conducted to determine at which point the CCTV equipment especially the cameras and the DVR are to be placed. The IT team that collaborates with the technical installation team installs the DVR cabinet in the server room. The cables are run either within or on the walls to the marked points. These marked points show where the equipment will be installed. The CCTV cameras are all connected using coaxial cables which are all redirected to the server to connect to the CCTV monitoring system. The CCTV cameras are installed on the marked points and connected to the pre-existing cables. The cameras are set in a manner to cover a given area as proposed in the requirements. From the server room, a common cable is run out to the control room to connect the DVR, NVR systems to the control unit monitors. From the control room, the system is allocated IP addresses by the technical team. The system is tested for any errors that may occur. The errors that are noted are corrected to ensure that the system is fully operational. The technical team at the client end is trained on how to operate the system. The team is provided with the support contacts as well as a user and technical guiding manual to troubleshoot minor issues that may occur during operation. In a nutshell, the installation process involves more than just fixing the equipment in the building. A lot of research is carried during the site survey to determine the condition of the installation site. The project is taken up from the beginning to the end and the team provides maintenance when needed by the client(Anon., 2005) References Anon., 2005. NDRM (Network Design Reference). 6th ed. s.l.:s.n. Boyd, P., 2011. Closed Circuit Television: finance Considerations for System Implementation, s.l.: s.n. Donelan, E. J., n.d. Experience and Persepctive of Security Installation operations, New Orleans: RCDD/NTS,TLT Telecom Infrastructure Corp.

Spread Of Islam Essays - Monotheistic Religions, Conversion To Islam

Spread Of Islam Islam is known as one of the fastest-expanding religions in history. Only contained in Arabia in 632, its conquests led to its expansion to Persia and Egypt by 656, and to Africa, Spain, and other parts of Persia by 750. Many methods were used in order to spread to such an extensive empire. Muslims were very reasonable people. They were tolerant, and offered many alternatives to the other religions of conquered lands. Mohammed once stated that another religion can either believe in Islam, or pay to keep his own religion. He would give the religions protection in exchange for obedience. Mohammed, however, threatens the lives of children or elders related to those who did not obey (Document1). This was one of his most powerful methods of obtaining new lands. Another method used by Mohammed was that he offered many reasons to other religions as to why they should convert to Islam. First and foremost, he offered them direction and guidance to heaven, which, alongside Muslims, was an eagerly anticipated place by Christians and Jews (Document 2). The writer of History of Arabs (Document 3) describes the Muslim people as those who consider each other equals under Allah, and who worship him to the fullest. They would rather be in heaven with him than a child under him on earth. The expansion of Islam was also obviously obtained by means of conquering lands around Arabia. The impression of surrounding lands on the Muslim army is that they were strong, determined, relentless fighters who conquered any land they pleased. They had countless weapons and a drive that could cut through thick steel (Document 4). Despite these characteristics, however, they would only fight upon attack, in self defense (Document 6). The expansion of Islam was viewed by many as the most reasonable expansion of any religion. It was believed that the Christians were below the Muslims in that they fought whenever possible, and persecuted all other religions. Despite the belief of spiritual drive for conquest, some believe the expansion of Islam was due to the deep desire for a more modern life (Document 7); they were driven to settle in the fertile crescent in order to obtain these modern luxuries, rather than make spiritual achievements more primitive areas. There were many ways by which the Muslims conquered surrounding lands. Alternatives, benefits, and warfare were simply three such means of achieving such power and conquest. Religion

How Contract Management can Enhance Long Term Supplier Relationships, and in the Long Run May Contribute to Competitive Advantage for Organizations The WritePass Journal

How Contract Management can Enhance Long Term Supplier Relationships, and in the Long Run May Contribute to Competitive Advantage for Organizations Introduction How Contract Management can Enhance Long Term Supplier Relationships, and in the Long Run May Contribute to Competitive Advantage for Organizations , Van der Meer, 2008, Van Milligen, 2012). Another factor that is critical to the success of supplier relationships is sharing all resources in order to solve problems. 1.3Challenges in Supplier Management Although the literature has highlighted supplier relationship as a favorable act, however it is critical to the success of a business to keep in mind all the challenges they are faced with. A number of challenges that company can be faced with are as follows: 1.3.1 Overreliance on Suppliers In the last few decades companies have shifted more from in-house development to something called outsourcing (Steenbeek et al., 2012, Van der Meer, 2008, Van Milligen, 2012). This increased trend of outsourcing is based on capitalizing other supplier’s resources for making their end product (Steenbeek et al., 2012, Van der Meer, 2008, Van Milligen, 2012). In doing so, the risk that prevails is sheer reliance on vendors have lead to the problems of supply risks. However, most of the companies have no mechanisms of managing these supply risks. 1.3.2 Mismanagement of contracts Companies in order to outsource their tasks to another firm are not sure about what is required by the business. This leads to just signing the contract without any clarity on the roles executives have and responsibilities for both the supplier and the business. In such a chaotic situation, where roles are blurred, leads to a poor supplier relationship management and most of the efforts are duplicated. These duplicating efforts all lead to wastage of money and effort. 1.3.3 Supplier not to be Held Accountable for Performance One of the common problems is that most of the people from the business do not have any knowhow on what the role of supplier is and what is the responsibility of business. In situation where there is no clarity on the actions business can take when anything goes wrong, leaves the business is a challenging situation (Binder and Clegg, 2010, Foerstl et al., 2010, Le Nguyen Doan and Nguyen Phu, 2011). 1.3.4 Suppliers are not Partners Many of the firms while signing a contract with suppliers do not consider supplier as an outside and allow them access to everything. It is important to keep in mind that suppliers can never be strategic partners and the companies need to keep an eye on the cost baseline (Yung et al., 2009, Zhang and Jiang, 2011). 1.3.5 Confusing aims and objectives Many firms are unaware of what is required by the business to be rectified. This confusion aggravates when another party of suppliers get in involved. Literature stresses that suppliers give an objective view on the problem but many a times businesses themselves do not know what is required and hence for the suppliers to first understand the problem and then devising solution gets difficult (Oruezabala and Rico, 2012). 1.3.6 Too Many Vendors In most cases empirical evidence suggests that due to outsourcing too many activities of the business, the companies are not just over relying on the vendors but it’s also leading to a number of complacency issues. Critics have argued that because company has so many suppliers, it gets too tedious and challenging in order to deal with them on daily basis. Therefore, companies indulged in too many suppliers experienced that almost all employees were involved in dealing with suppliers, which resulted in wasted efforts and redundant work (Le Nguyen Doan and Nguyen Phu, 2011, Lu, 2010). 1.4 Rationale of Topic Extant literature available on this topic focuses more on single product development projects and therefore fails to answer the inter-organizational supplier relationships. This project will attempt to address all the relevant issues that hamper supplier relationship management and the key factors that facilitate long-term relationship of trust and risk sharing, from a perspective of inter-organizational supplier relationship. The rationale for choosing this topic that there is a gap in literature from inter-organizational perspective within the UK. 2 Methodology This research proposes to highlight the topic of contract management and examine the related issues and challenges that are associated to contract management. Additionally, the researcher will explore any benefits the stem as a result of supplier relationship and the role trust plays in allowing firms to gain competitive advantage against rivals. With a hope to examine the way relationship management leads to critical success of the company, the researcher has proposed to explore a UK based super market company. The rationale for choosing a supermarket is significant because the structure of super market is such that many intermediaries are involved and the chance of exploring risks, challenges and benefits of supplier relations, leading to competitive advantage is easier. The researcher proposes to maintain contact with the senior manager of the super market. This is important because senior manager has all information on the supplier relation. Another gatekeeper for this research will be at least one or two suppliers for the super market. 2.1 Research Aims and Objectives This research aims at: To explore the field of contract management from UK environment perspective To examine the way inter-organizational relationship among suppliers and businesses can be maintained. To add to the pool of literature on the topic of contract management 2.2 Research Questions Can supplier relation management lead to business success? What is the role of trust in supplier relationship management? What are the benefits of supplier relation management? What are the challenges that are erected by relying on external suppliers? 2.3 Research Techniques This research proposes the use of mixed methods approach (Creswell, 2006), as a method to explore any benefits and challenges that are involved in the supplier relation in contract management. Mixed methods have been used by many past social science researchers, in order to understand their problem at hand (John, 2008). Questionnaires will be used as instruments to gain knowledge on the topic of relationship management, additionally as part of the qualitative strand this research has proposes the use of in-depth interviews (Sharlene, 2010). In-depth interviews will be carried out in order to know the in-depth knowledge on the issues that the company faces with as a result of supplier relationship. In depth interviews will also allow the researcher to gain information on the benefits that the company and supplier are cherishing in the shape of long term trust. This technique of using mixed methods approach is that results will be triangulated by comparing results of questionnaires and that of interviews. 2.4 Target Audience The researcher will maintain a contact with the senior managers and actual suppliers of the super market company. This research proposes to distribute at least a total of 100 questionnaires. These questionnaires will be distributed among their suppliers of the super market. 50 questionnaires will be distributed among one supplier and another 50 among the second supplier of the super market company. Additionally, a total of 15 in-depth interviews will be carried out among the senior manager of the super market and the mangers of the suppliers. 5 interviews will be carried out with the senior manager of the super market itself and the other 10 from the senior managers of the suppliers (5 interviews with each supplier). The basis that the gatekeepers are chosen will be the random sampling technique. In case if the super market has many suppliers, any two suppliers will be chosen randomly. The identity of the super market company that the researcher has chosen cannot be revealed due to privacy issues. References ATUAHENE-GIMA, K. 1995. Involving Organisational Buyers in New Product Development. Industrial Marketing Management, 24, 215-226. BARATA, J. CAMARINHA-MATOS, L. M. 2002. Contract management in agile manufacturing systems. In: CAMARINHAMATOS, L. M. (ed.) Collaborative Business Ecosystems and Virtual Enterprises. BINDER, M. CLEGG, B. 2010. A CONCEPTUAL FRAMEWORK FOR SUSTAINABLE SUPPLIER MANAGEMENT. BONACCORSI, A. L. ANDREA 1994. Strategic Partnerships in New Product Development: an Italian Case Study. Journal of Product Innovation Management, 11, 134-145. BRUCE, M., LEVERICK, F., LITTLER, D. WILSON, D. 1995. Success Factors for Collaborative Product Development: A Study of Suppliers of Information and Communication Technology. RD Management, 25, 33-44. CAREY, K. DOR, A. 2008. Expense preference behavior and management outsourcing: a comparison of adopters and non-adopters of contract management in US hospitals. Journal of Productivity Analysis, 29, 61-75. CLARK, K. B. 1989. Project Scope and Project Performance: The Effects of Parts Strategy and Supplier Involvement on Product Development. Management Science, 35, 1247-1263. CRESWELL, J. 2006. Designing and Conducting Mixed Methods Research, London, Sage Publications. DU, C. LIN, J. 2008. Contract Management in the Implementation Process of Municipal Infrastructure Engineering Project-A case study of Beijing City. DYER, J. H. OUCHI, W. G. 1993. Japanese-Style Partnerships: Giving Companies a Competitive Edge. Sloan Management Review, 35, 51-63. FOERSTL, K., REUTER, C., HARTMANN, E. BLOME, C. 2010. Managing supplier sustainability risks in a dynamically changing environment-Sustainable supplier management in the chemical industry. Journal of Purchasing and Supply Management, 16, 118-130. HANDFIELD, R. B., RAGATZ, G. L., PETERSEN, K. J. MONCZKA, R. M. 1999. Involving Suppliers in New Product Development. California Management Review 42, 42(1):59-82. JOHN, W. 2008. Research Design: Qualitative, Quantitative, and Mixed Methods Approaches, London, Sage Publications. KWOK, T., NGUYEN, T., LAM, L. CHIEU, T. 2007. A Web-based and email driven electronic contract management system. LANG, K. WILLIAMS, B. 2003. Recovering real money with a contract management system. Healthcare financial management : journal of the Healthcare Financial Management Association, 57, 42-4. LE NGUYEN DOAN, K. NGUYEN PHU, S. 2011. Relationship Quality in Fish Value Chains: Buyer-Supplier Management in the Pangasius Industry, Vietnam. In: STEWART, M. A. COCLANIS, P. A. (eds.) Environmental Change and Agricultural Sustainability in the Mekong Delta. LIU, R. CONG, X. 2010. Evaluation of Construction Contract Management Performance. LU, G. 2010. Assessing the Collateral Benefits of Security and Risk Management Focused Supplier Management. In: ZHAO, X., ZHU, G. FLYNN, B. B. (eds.) Proceedings of the Fourth International Conference on Operations and Supply Chain Management. ORUEZABALA, G. RICO, J.-C. 2012. The impact of sustainable public procurement on supplier management The case of French public hospitals. Industrial Marketing Management, 41, 573-580. RENDON, R. G. 2008. CONTRACT MANAGEMENT. SCOTT, M. 2007. Contract management. Boosting contracts to minority-owned firms. Hospitals health networks / AHA, 81, 18-18. SHARLENE, N. H. B. 2010. Mixed Methods Research, London, Guilford Press. SOBRERO, M. R. ERIC, B. 2001. The Trade-Off between Efficiency and Learning in Interorganizational Relationships for Product Development. Management Science, 47, 493-511. STEENBEEK, W., VAN DE WIJNGAERT, L., VAN DEN BRAND, M., BRINKKEMPER, S. HARMSEN, F. 2012. A Decision Procedure for the Where and How to Outsource. SUN, L., HE, R. COMM, E. B. M. O. 2011. Discussion of the Investment Control and Risk Avoidance on Contract Management. VAN DER MEER, R. 2008. Global Outsourcing strategies: An international reference on effective outsourcing relationships (hardcover). Journal of the Operational Research Society, 59, 872-872. VAN MILLIGEN, M. C. 2012. Organized Outsourcing. Public Administration Review, 72, 817-818. XU, X., CHEN, X., CAO, J. LI, F. 2009. General contract management information system for China Chongqin Yuchu Hydropower Station Hinge engineering based on the platform of P3EXPEXPVS. YUNG, I.-S., LEE, H.-W. LAI, M.-H. 2009. Competitive advantages created by a cluster collaboration network for supplier management in notebook PC production. Total Quality Management Business Excellence, 20, 763-775. ZHANG, X. JIANG, F. 2011. Innovation in Supplier Management of Chinese Sporting Goods Company ANTA.

To what Extent was Imperial Germany the Main Reason for the Outbreak Literature review

To what Extent was Imperial Germany the Main Reason for the Outbreak of WWI - Literature review Example Austria-Hungary announced war on Russia as France and Great Britain declared war on Austria-Hungary six days later. Historians and academicians understand the origins of the First World War, or â€Å"the Great War† as it is known, as complex, intense and intricate. This write-up presents a literature review on the causes of World War 1 and particularly Imperial Germany’s role in it. The scale of the war was vast as European powers increased their military spending by more than 300% during the war. Overall, thirty-two nations participated in the war, twenty-eight of which were Allied and Associated Powers, whose principal belligerents were the British Empire, France, Italy, Russia, Serbia, and the United States of America. The Central Powers opposing them were Austria-Hungary, Bulgaria, Germany, and the Ottoman Empire. 2. Causes of World War I One of the initial writings concerning the causes of war, the summarized revisionist history, â€Å"Origins of World War I†, by Sidney Bradshaw Fay discusses the Immediate and Underlying Causes of the war (Fay, 1966). Fay suggests five key reasons behind World War 1: the system of secret alliances, militarism, nationalism, economic imperialism and the newspaper press. Other academicians (Weikart, 1993) have also added social Darwinism to one of the underlying causes of War. Scholars, however, give different weightages to different causes, based on the importance they place on each of the above factors. Author S.R. Williamson takes on a pragmatist perspective by emphasizing that, in the period immediately leading up to World War I, there was a â€Å"militarization of attitudes† all across Europe (Samuel R. Williamson, 1988). â€Å"Militarism† and â€Å"imperialism† were key motivating forces in majority of the European countries to attack each other. Williamson, in his study, however singles out Austria-Hungry as the distruptive force amongst all other nations. The Austria-Hungry Em pire was on a verge of disintegration and hence was preparing a realiatory attack on Serbia for the assasination of the archduke. Historian N. Ferguson, in his book, The Pity of War, elaborates further on the â€Å"Imperialistic virtues† of Europe, and that all European powers were preparing for the war within the confines of their empires. A naval arms race was gaining momentum between Germany and Britain and both countries wanted to demonstrate their strength as world’s greatest imperial powers (Ferguson, 1999). Each European country was also facing fears and threats to their existence and to their expansion plans. The Austrians dreaded the collapse of their multi-racial Empire if they did not challenge the danger of Serb nationalism and Panslavism. The Germans feared the fall of their closest and only reliable ally, Austria that in turn would have weakened their stance in Europe. The Russians were threatened of a humilating defeat to Austria and their failure to pro tect Slavs. The French felt the threat of their German neighbours as Germany increased its might in population, economy and military strength. France's primary defence against the threat of German invasion was its alliance with Russia. This it was essential to protect. The British were vulnerable as well, as their global empire was exposed to hostile forces of Germany and Austria-Hungary with modern navy and war