Poverty Essay Example | Topics and Well Written Essays - 750 words - 12

Poverty - Essay Example In accordance to her point of view that social classes in society plays an important role in understanding the meaning of â€Å"poverty† from her experiences. She wants her readers to feel what exactly it feels like to live in poverty with no financial support and assistance from the world outside. At various places in her essay, she questions her readers that how it feels to be clean and to live a life of luxuries while she stands among those deprived souls who are suffering hard to meet their basic needs. Parker feels that the social class particularly, the fortunate ones have failed in responding appropriately towards poverty stricken people in general. However, small proportion among the similar class does act responsibly but it is very difficult for the unfortunate ones to find them in timely manner. Parker considers herself as the victim of abject poverty who was introduced to become the part of this ‘poverty-stricken cycle† by her peers at school and her mot her. She feared that due to inequality and discrimination between the social classes would continue to flourish like that eventually, leading her children to follow the similar destiny. She indirectly blames the privileged ones for being responsible of her condition. A clear tone of anger and anguish can be felt in the writing. This essay explores the hardships and struggle of Parker. She was just another person in any society with no education, no job experience and no grounds to stand firm. She left her school because children made fun of her â€Å"dirty stinky clothes†. As a result, she declared herself as a victim of social class from a very young age. She considers asking help from the privileged ones and the authorities as a process which takes her to the journey of humiliation and a point where she feels herself losing her pride and dignity. This explains the derogatory behavior of the privileged class towards a non-privileged

Property and Mortgages Essay Example | Topics and Well Written Essays - 1000 words

Property and Mortgages - Essay Example The general rule is that the interest reverts to the borrower upon completion of refinancing the mortgage. The history of mortgages dates back to the seventeenth century. Throughout this period, doctrines of equity have been applied to protect mortgagors from mortgagees’ exploitations. Statutory regulations have however recently been formulated to ensure mortgagors’ protection. The courts have similarly joined the efforts. The scope of mortgages covers any venture in which land is used, and is offered on any interest on land as well as other properties other than land. This paper seeks to investigate the statement that ‘mortgages are a suppression of truth and a suggestion of falsehood,’ mortgage destroys our economy. The paper will explore the legal aspects of mortgages with the aim of supporting the statement. Difference between legal and equitable mortgages The major difference between equitable and legal mortgage is the level of formality that is involv ed on the process of creating the mortgage. A legal mortgage requires strict formalities that include a written contract. All terms of the mortgage agreement are stipulated and the document signed. Equitable mortgages on the other hand involve deposition of title to the subject estate without making formal commitments. Legal mortgages are executable within the strict interpretation of the law of property act (1925) and must be under deed. This means that the mortgage binds any interest in the land, both original and transferred. An equitable mortgage is however informal and do not bind a purchaser in good faith who takes the property for value without the knowledge of existence of the mortgage (Slorash and Ellis, 2007, 121). Another difference between a legal mortgage and an equitable mortgage is the transferability of interest in the subject land. While property in the piece of land is transferred to the mortgagee under a legal mortgage, only possession passes in an equitable mortg age and the mortgagee has to seek judicial intervention for transfer of property in the land in case of a defaulted refinancing (Sharma, 2010, 212). Rights of the mortgagee The mortgage agreement creates a number of rights to the mortgagee. The first right that a mortgagee acquires is the right over â€Å"the promise to pay† (Williams, 2011, 90). This right is enforceable against the mortgagee or any subsequent owner of the land subject to the law of property act (2007) and the interpretation of the case of Nefson Diocesan trust board v Hamilton [1926] NZLR 342. The mortgagee also has a right to foreclosure and to gain possession of the land if the mortgagor defaults in payments after a notice after a notice (Williams, 2011, 92). There is also the right to put the piece of land under receivership or even to sell the property as was held in the case of Alliance &Leicester plc v Slayford [2000] EGCS 113. The same case provides legal ground for suit against the mortgagor’ s covenant (Pawlowski and Brown, 2002, 177). Rights of the mortgagor The mortgagor’s rights include the right to redeem the mortgage subject to the terms of the mortgage agreement as was illustrated in the case of Jones v Morgan (2001) (Dixon, 2011, 380). The redemption right can be enforced equitably or legally. Further, the mortgagor is entitled to right of possession, inspection of property and accession rights (Mau, 2010, p. 86- 88). Safeguards for borrowers Mortgagors are bound by the lending terms of their agreements that are enforceable under statutory laws. The doctrines of equity supplements statutory regulations to protect borrowers from exploitation. Mortgagor’s right of redemption is for instance absolute irrespective of the delayed

Customer relationship management Essay Example for Free

Customer relationship management Essay Abstract Purpose – This paper aims to provide insights into the development and management of a customer community, informing product innovation and engaging customers in co-creation of a consumption experience. Design/methodology/approach – A review of the state of current knowledge about co-production, co-creation and customer communities is followed by discussion of the case study methodology. The case history of a leading player in the UK and international â€Å"sportkiting† market focuses on product innovation and customer-community development. Discussion re? ects in more detail on the lessons from the case for application of the principles in practice. Findings – The case company’s innovative product development strategy provides the catalyst for co-creation of a customer experience. Its marketing actions extend beyond product development and innovation to actively co-creating experiences with customers, fostering a sense of community among users, facilitating communication within that community, acting on the feedback, and continuously developing and maintaining the community relationship. Research limitations/implications – The company’s marketing strategy can be summed up as â€Å"customer community leadership†. This paradigm proposes a new role for businesses in sectors where there is a potential to develop and engage communities. It provides a context for the effective facilitation of customer knowledge management, within which marketing intelligence plays a signi? cant role. The ? ndings offer scope for further research into the nature of this phenomenon and its relevance to co-creation in other industry sectors, and into numerous aspects of the processes and impacts associated with customer communities. Originality/value – The case contributes to the literature of co-creation, demonstrating how it has been achieved through a marketing strategy and marketing mix in a particular customer community. Keywords Customer relations, Innovation, Relationship marketing, Leadership Paper type Case study Marketing Intelligence Planning Vol. 25 No. 2, 2007 pp. 136-146 q Emerald Group Publishing Limited 0263-4503 DOI 10. 1108/02634500710737924 Introduction. The increased complexity, globalization and knowledge-intensity of marketplaces require all businesses to make better use of their technological, organizational and marketing competences in order to survive. Contemporary organizations in highly competitive and highly innovative markets must be able to build market share quickly, by delivering fast, high quality, innovative solutions. The changing organisational environment has driven interest in organisational learning and knowledge management (Drucker, 1993; Prusak, 1997). Many studies have con? rmed customer knowledge as one of the most important knowledge bases for an organisation (Bennett and Gabriel, 1999; Chase, 1997), and there is a considerable interest in the potential of â€Å"co-production† and â€Å"co-creation† either individually or in community contexts, to enhance innovation and business performance (Gibbert et al. , 2002). Focus on the engagement of customers in organizational learning, innovation and knowledge processes heralds the dawn of a new paradigm of marketing intelligence in  which data and information are not simply gathered into databases and distilled to inform management decision making, but rather marketing intelligence is embedded in dynamic co-creation processes that involve customers as partners rather than subjects. Through a case study analysis and critique of a leading manufacturer of kiteboarding equipment, this paper seeks to provide insights into the engagement and management of a customer community, to inform product innovation and to engage customers in co-creation of a sporting experience. The case contributes to the literature of co-creation and speci?cally to the way in which communities can be enlisted in the co-creation of experiences. It begins with a literature review, outlining the state of current knowledge on co-production and co-creation and on customer communities, followed by a description of the case study methodology. A pro? le of the company, with particular reference to its product development and community development follows leads to re? ection in detail on the contribution from this case. Finally, conclusions and recommendations provide a summary of the issues. The concept of â€Å"customer community leadership† is proposed, and agendas for further research identi? ed. Literature review This section draws together current knowledge on two key themes: co-creation, or co-production, and customer communities. Research on both of these themes ? ts broadly within the paradigm or philosophy of relationship marketing. As the main plank of a marketing strategy, relationship marketing aims to build long term, mutually satisfying relations with customers, suppliers and distributors with the key objective of earning and retaining their long-term preference, loyalty and business (Foss and Stone, 2001; Peck et al., 1999; Buttle, 1996; Massey et al. , 2001). In discussing the absence of a consensus on the term relationship marketing, and on the appropriateness of the term, other authors have suggested that a focus on interactions and networks of interactions between businesses and their customers might be more meaningful (Healy et al. , 2001; Zoliewski, 2004). The concepts of co-production and customer communities both focus on interactions. Communities, in particular, involve networks of interactions. The theme of interaction between customers and organizations in product and service innovation is developed in the literature on co-production. Prahalad and Ramaswamy (2000) suggest that companies have to recognise that the customer is becoming a partner in creating value, and need to learn how to harness customer competences. One aspect of this will be the engagement of customers in co-creating personal experiences. The body of work on co-creation and co-production has grown in recent years. Kristensson et al. (2004) have examined the bene? Ts of involving users in suggesting new product ideas, ? nding that ordinary users created signi? cantly more original and valuable ideas than professional developers, whilst professional developers and advanced users created more easily reliable ideas. At a more modest level of customer engagement, Salomo et al. (2003) found that customer orientation in innovation projects (not necessarily, in this case, customer engagement) had a positive in? uence on NPD success and that the impact increased with the degree of product innovativeness. Similarly, Hsieh and Chen (2005) showed that new product development performance can be enhanced by interacting with users, and capitalising on user-knowledge management competences. Matthing et al. (2004) suggest that the Customer community and co-creation 137 MIP 25,2 138 value of customer involvement in new service development resides in the opportunity to facilitate proactive learning about the customer, and to understand and anticipate latent customer needs. Lilien et al. (2002) suggest that user contribution to the idea generation process is optimised through the careful selection of â€Å"lead users† to participate in the process. Dahlsten (2004) discusses customer involvement in the case of a product development project at Volvo Cars, which allowed the project management team to acquire an understanding of the customer through â€Å"customer presence†. A study comparing the sources of product and process innovation in large and small technology-based ? rms found that product developers in SMEs valued customers, co-workers, marketing and journals more highly, whilst suppliers were particularly valued by large ? rms (Bommer and Jalajas, 2004). Co-creation might be viewed as an aspect of customer-knowledge competence, the processes that generate knowledge about speci? c customers (Campbell, 2003). Gibbert et al. (2002, p. 460) describe customer knowledge management as a process in which organisations seek to â€Å"know what their customers know† and de? ne it as: . . . the strategic process by which cutting-edge companies emancipate their customers from passive recipients of products and services, to empowerment as knowledge partners. CKM is about gaining, sharing, and expanding the knowledge residing in customers, to both customer and corporate bene? It is thus concerned with an understanding of how to elicit and leverage knowledge from customers. Their emphasis on interacting with customers and co-production, extending to co-learning, lifts the focus from collecting data and information in order to learn about customers to learn with customers. They discuss ? ve different styles of customer knowledge management, including â€Å"prosumerism† where the customer acts as co-producer, and â€Å"communities of creation† in which groups of people work together, have shared interests, and want to jointly create and share knowledge. The focus of co-production research is often on product innovation and new product development, with some contributions relating to service development (Matthing et al. , 2004). However, Prahalad and Ramaswamy (2003), suggest a future in which the locus of innovation and co-production will shift from products and services to â€Å"experience environments†. This suggestion aligns with other proposals that the â€Å"experience marketing† era is on the horizon, and that it is becoming increasingly important for businesses to respond to the needs of the experience consumer (Li and Wei, 2004). Co-creation may take place in the context of customer communities. There is a considerable literature on customer clubs (Butscher, 2002; Gustafsson et al. , 2004; Stauss et al. , 2001) and loyalty schemes (Bolton et al. , 2000; Mauri, 2003; Passingham, 1998; Worthington, 2000). Only a small sub-group of such clubs and schemes can properly be described as customer communities, however, which should at the very least exhibit C2C interaction. To convincingly justify the use of â€Å"community† they should furthermore share a culture with norms, values and identity, and mutual interests and objectives. Fan clubs, interest clubs, and software user groups may constitute customer communities. Butscher (2002) identi? es the Kawasaki Riders Club, The Volkswagen Club, and Swatch The Club as examples which might be described as customer communities. On the other hand, loyalty schemes such as Tesco Clubcard, American Express, Airmiles, and Marriot Rewards are focussed on the B2C dimension of relationship marketing, and do little to cultivate or in? uence C2C interactions. Therefore, whilst they may be able to identify a relatively stable group of users, they have not created a community. One context in which there has been more discussion of customer communities is the virtual environment (Armstrong and Hagel, 1996). Some loyalty schemes use this channel to support C2C interaction. Virtual customer communities enable organizations to establish distributed innovation models that involve varied customer roles in new product development (Nambisan, 2002; Pitta and Fowler, 2005). Nambisan (2002) suggests that the design of virtual customer environments needs to consider interaction patterns, knowledge creation, customer motivation, and integration of the virtual customer community with the new product development team. Dholakia et al. (2004) explore the impact of group norms and social identity on participation in consumer communities. The wider literature on virtual communities and their role in learning and knowledge creation is also substantial, and may have perspectives to offer on the role of virtual communities in innovation (Hall and Graham, 2004; Davenport and Hall, 2002; Wenger, 2000). In conclusion, the themes of co-creation and customer communities have been identi? ed as important in the literature, but there remains a scope for considerable further work, speci?  cally relating to: . co-creation of experiences; Customer communities that exist in both physical and virtual space; and . the mechanisms and processes through which organizations can engage customer communities, as opposed to individual members of those communities, in co-creation. Methodology Case studies are a valuable way of looking at the world around us, and asking how or why questions (Yin, 1994). The case study design adopted in this paper may be described as a holistic single case design. Typically, single case designs are appropriate when the exercise has something special to reveal that might act as a point of departure for challenging received wisdom, prior theoretical perspectives and untested assumptions. A specialist in sporting kite technology was chosen as the basis for the case analysis in this paper for four reasons in particular, as follows: (1) The stated mission of Flexifoil International is to: â€Å"provide our customers with the ultimate Kitesports experience† (www.? exifoil. com/company). (2) Flexifoil has been consistently committed to product innovation. (3) Flexifoil works with customers and proactively builds customer communities to support customer engagement in co-creation of the kiting experience. (4) The active and extensive participation of one of the authors in the kiting community formed the basis for an in-depth understanding of the community building and co-creation processes observed. Company pro? le: Flexifoil International Through product innovation, the company seeks to design and develop the highest performance products, with new designs and products that support new kite-based Customer community and co-creation 139 MIP. 25,2 sporting experiences and events. Flexifoil build both their own customer community and the kite boarding community in general through customer service, distribution networks, sponsorship and promotion of the sports for which their products are used. They provide opportunities for the kite sporting community to interact, online and in other ways. Their community is thus built through B2B, C2B and C2C relationships and channels. 140 Product development Until the early 1970s, a kite had for hundreds of years been a piece of fabric controlled with one or two lines, designed to be hand-?own in windy conditions. What is now Flexifoil International started when two English university students effectively â€Å"invented† the two-line power kite by producing the ? rst to be sold commercially. Two larger kites with the evocative names â€Å"Pro Team 8† and â€Å"Super 10† established Flexifoil’s market position, and enabled the company to enter upon a period of innovation and experimentation that explored a range of different potential applications for power kites. Some of their innovations were successful, others less so, such as three-wheeled buggies designed to be pulled by a power kite or traction kite. The successful developments in materials and design technology by Flexifoil and its followers allowed this basic product to support today such diverse activities as kite boarding (water-based), snow kiting, kite land boarding, buggying, recreational power kiting, and sportkiting (â€Å"traditional† kiting). The company’s own product range now comprises: power kites, recreational kites, traction kites, and water re-launchable kites; buggies and boards; lines and control gear; and miscellaneous accessories such as clothing. Following the launch of a web site, with associated forums in which enthusiasts could meet and exchange ideas, Flexifoil’s sales increased by around 25 per cent each year between 1999 and 2004. Innovation continued, with the development of water-based kiting or kitesur? ng, and later kites for land boarding and snow kiting. Over the last thirty years, the company had thus effectively created a market, and maintained leadership in its particular niche, by means not only of product innovation but also engagement with and cultivation of a power-boarding community. Community development Distribution. The community development process begins with the company’s distribution network of authorised retail outlets. Initially, those were mainly windsur? ng and sur? ng shops, but more recently specialised kiting shops have entered the market. Signi? cantly for Flexifoil, some of those have developed into â€Å"kitesports centres† where customers can â€Å"? y before they buy†. At three Premier Kite Sports Centres, the most comprehensive Flexifoil range is available for trial in an environment characterised by knowledgeable staff and extensive facilities in a good location; activity training is also on offer. A smaller range of Flexifoil kites is sold through high street shops. The company also moves the product to market through training schools, academies and university kite clubs, to whom equipment is available at discounted rates or even free of charge if the outlet becomes an of? cial Flexifoil training centre. In addition to these bricks-and-mortar outlets, the company transacts a signi? cant proportion of its retail sales through internet distributors. It also sells spare parts,  branded clothing and a selection of promotional merchandise via Flexifoildirect. com, but restricts distribution of core products to distributors who can offer a full after-sales service. The objective of the company’s distribution strategy is to build, support and maintain an effective customer community. Promotion and marketing communication. The main platform of Flexifoil’s promotional programme is to communicate their commitment to after-sales support, and their ambition to maintain good relationships with both customers and dealer outlets. This strategy, in turn, generates positive word-of-mouth communication, and often act as a channel for customer feedback that can inform future product innovation and development. In pursuit of that objective, Flexifoil make extensive use of specialised advertising media, including every kite magazine in circulation, often running double-page spreads. A branded display stand for Flexifoil product catalogues is distributed to every dealer. To keep the brand at the centre of the kitesporting world, the company sponsors a team of kite boarders who compete around the world. The promotional mix thus embraces advertising, publicity, sales promotion and point-of-sale. Flexifoil furthermore use their web site and its forums proactively to develop the UK kiting community, especially pre-launch. Previews of new kites provoke discussion in the forums, and a level of interest that builds up over months of anticipation and typically generates high sales volumes immediately on the release of the product. This online communication channel brings customers together to exchange experiences, and sell equipment to each other. The company lays claim to the largest online kiting community, of nearly 7,000 members. The variety of forums available to its members specialise in the full range of sportkiting activities. The clear aim of the marketing communications strategy is, like the distribution strategy, to create a community of interest rather than one based simply on transaction. Discussion This discussion will draw out two themes from the case study analysis: co-creation, and customer communities. The study contributes a perspective on the co-creation of experiences, which  is a central element in the emerging paradigm of experience marketing. By continuing engagement with their customer community, the subject company has been able not only to gather feedback on the experiences associated with the use of its products, but also to add to them by offering opportunities, in both the real and virtual environments for customer to enjoy interactions with others who share their interests. It monitors and enhances the experience through the same channels. Whilst product innovation is stepwise, the dialogue and interaction with customers on which that innovation is based is continuous. This is not â€Å"co-production† in the sense that the term is used in new product development contexts, but rather in the service context, where the term refers to the fact that customers have a hand in the development of their own service experience. Nevertheless, experience â€Å"co-creation† in this case, embeds product innovation. The impact of this approach to co-creation is dif? cult to disentangle from the impact of other business and marketing actions. The signi? cant increase in sales in the years since the launch of the web site could be taken as one indicator, but it  Customer community and co-creation 141 MIP 25,2 142 is important to acknowledge the spiral nature of the community creation process. This increase in sales will have expanded the community, and probably also have intensi? ed customers’ engagement with the experiences that community members co-create with the company. The case also contributes some insights on the nature of customer communities. Though the company does ask customers to register their product and thereby collects personal contact details, it does not operate a customer community, club or loyalty scheme. Rather, the innovative and interesting products act as a catalyst for community creation through the medium of the â€Å"experiences† they deliver. The customer community comprises those who have participated in those experiences, enjoyed them, and wish to develop the interaction. Customers work in partnership with the company to build excitement and develop skill, and by sharing the experiences with others, add to the totality of the customer community. The company has taken a number of actions to facilitate this process, including working with distributors, sponsorship, engagement in events, training courses, and an interactive web site. Speci? cally, their approach to communication with their customers is sophisticated. The common view of marketing communications as a one-way transmission is replaced by a marketing communications strategy designed to build and reinforce the company’s position as a leader of a community. Traditional channels such as advertising, sponsorship, and even brand building are only elements in a complex web or network of marketing communications activities, involving C2C and B2B as well as B2C relationships. The company communicates directly with its customers, but also provides contexts which encourage them to â€Å"talk† among themselves. In addition, the marketing communications effort is â€Å"pushed† through distributors, not just in terms of the traditional advertising and branding, but also through the selection of distributors that can offer appropriate support and advice. These actors in the system have a role in welcoming new members into the community. They are supported in doing so by the existing on-line community, and various company-sponsored events at which members are encouraged to gather. The customer community has built gradually as the business has grown. As new products have been added to the product range to support new sports, new sub-communities have formed around them. The process of community development goes hand in hand with product development. Conclusions and recommendations The entrepreneurs behind Flexifoil International have simultaneously created a sport, and an associated sporting community. The company is clear that its mission as not simply to develop and distribute the best products but rather to deliver the most exciting kiting experience. This case study has demonstrates that the entire marketing mix is focussed not on transactions, or even relationship building, but rather on community creation. That community includes both consumers and dealers. Product innovation, distribution and promotion are tightly coupled with community creation. Community building is not just about increasing membership, or even about the engagement of members with the community, but focuses on the creation of a level of mutuality in which there is ongoing dialogue between community members and the company. Flexifoil has neither annexed an existing community, nor do they â€Å"own† one, although they do manage a virtual space through which the community can interact. Rather, their product innovation and the experiences that their product range provides have the potential to act as the catalyst for the community, whilst sponsorship, engagement in events, and the virtual space all facilitate the enhancement of the experience for community members. Other companies compete with Flexifoil for leadership of the power kiting community, both rival manufacturers and others keen to enhance the sportkiting experience. Many of these have web sites through which they seek to capture an online community. For example, one casts itself as â€Å"the kite ? yer’s portal to the internet† offering links to kite manufacturers and kite stores in the USA and Canada, to other power kiting web sites, to other kite ? yer sites, kite teams and clubs, and to magazines and newsgroups. Another claims to be â€Å"the online community that brings ? yers together† and a third promotes itself as â€Å"the internet magazine for kiters†. All offer different services and bene? ts to their customers, but for some, their engagement with the sport kiting community will be restricted to virtual space. Though Flexifoil has a strong brand presence as a manufacturer, it needs to encourage members to participate with it in â€Å"co-creation† if it is to deliver on its mission of providing customers with the ultimate kite sports experience. The approach to marketing strategy described in this case study can aptly be described as customer community leadership. By leading the sport kiting community, but not owning it, Flexifoil has created a community that will buy their products, co-create kiting experiences, provide insights that can inform innovation in the product, the experience and the community innovation, look forward to the next product release, and mutually enhance community members’ experiences of the company’s products and services. Embedded in this approach to community leadership are a number of more traditional marketing actions, such as new product development, advertising, and commitment to after-sales support. The distribution channels are designed to offer the support and training that is likely to enhance sport kiting experiences, but also to build relationships with dealers, and to bring sports kiters together. This is supplemented by opportunities for interaction in virtual space. Community development is achieved through a network of relationship-building actions, at the heart of which are enjoyable and shareable sports kiting experiences. Through community leadership, the company has created a context in which customers are thus from being passive recipients of products and services, and empowered as knowledge partners (Gibbert et al., 2002). In other words, it has thereby created a context that facilitates the processes of customer knowledge management. This is an approach to marketing intelligence and decision making embedded in dynamic co-creation processes that involve customers as partners. It is worth noting that the term â€Å"customer community leadership† can have two different meanings in practice. First, it may mean leadership of a community, in the sense of making it work, setting its direction, and participating in the shaping of experiences of community members. In this context, the focus is on factors such as member engagement, culture, norms, identity and community viability, in terms of the value delivered to all parties. Second, it can describe an avenue to market leadership, in which the business performance of an organisation over the longer term is de? ned and determined by the extent to which its leadership of a community of potential customers, or its power and capacity to lead, is greater than that of its competitors. Customer community and co-creation 143 MIP 25,2 144 In taking the development of the concept of customer community leadership forward, it will be important to explore the different styles and approaches that are and can be adopted by different ? rms and organizations. Given that another essential of successful leadership is followers, an important phenomenon for further study is the nature of â€Å"followership† in this context. This case study has focussed on the actions and strategies adopted by one business to build and bene? t from a customer community and to engage customers in the co-creation of an experience. In addition, it has demonstrated how both online and real-world communities can be enlisted to contribute to building the experience. There is a scope for considerable further study of the processes associated with the co-creation of the experience, and the details of how communities operate. Such research needs both to cover a wider range of organizations and business sectors, and to examine in more detail aspects of communities, co-creation and customer knowledge management. Some potential areas of investigation are: . Perceptions and views of different stakeholders as to the impact of the community and the contributions of different parties in the co-creation of the experience. . The pro? le of such customer communities in terms of loyalty, retention and customer lifetime value, including comparisons between online and real-world communities. . Community processes, including models of key processes of in? uence, knowledge and learning, identi? cation and role of â€Å"node† members, and the role of celebrity voices and endorsement. . The marketing actions that contribute to the cultivation of effective co-creation communities. References Armstrong, A. G. and Hagel, J. (1996), â€Å"The real value of online communities†, Harvard Business Review, Vol. 74, pp. 134-40. Bennett, R. and Gabriel, H. I. (1999), â€Å"Organisational factors and knowledge management within large marketing departments: an empirical study†, Journal of Knowledge Management, Vol. 3 No. 3, pp. 212-25. Bolton, R. N. , Kannan, P. K. and Bramlett, M. D. (2000), â€Å"Implications of loyalty program membership and services experience for customer retention and value†, Journal of the Academy of Marketing Science, Vol. 28 No. 1, pp. 95-108. Bommer, M. and Jalajas, D. S. (2004), â€Å"Innovation sources of large and small technology-based ? rms†, IEEE Transactions of Engineering Management, Vol. 51 No. 1, pp. 13-18. Butscher, S. A. (2002), Customer Loyalty Programmes and Clubs, 2nd ed. , Gower, Aldershot. Buttle, F. (1996), Relationship Marketing: Theory and Practice, Paul Chapman, London. Campbell, A. J. (2003), â€Å"Creating customer knowledge competence: managing customer relationship management programs strategically†, Industrial Marketing Management, Vol. 32 No. 5, pp. 375-83. Chase, R. L. (1997), â€Å"The knowledge-based organization: an international survey†, Journal of Knowledge Management, Vol. 1 No. 1, pp. 38-49. Dahlsten, F. (2004), â€Å"Hollywood wives revisited: a study of customer involvement in the XC90 project at Volvo Cars†, European Journal of Management, Vol. 7 No. 2, pp. 141-9. Davenport, E. and Hall, H. (2002), â€Å"Organizational knowledge and communities of practice†, Annual Review of Information Science and Technology, Vol. 36, pp. 171-227. Dholakia, U. M. , Bagozzi, R. P. and Pearo, L. K. (2004), â€Å"A social in? uence model of consumer participation in network- and small-group-based virtual communities†, International Journal of Research in Marketing, Vol. 21, pp.241-63. Drucker, P. F. (1993), Post-capitalist Society, Butterworth-Heinemann, Oxford. Foss, B. and Stone, M. (2001), Successful Customer Relationship Marketing, Kogan Page, London. Gibbert, M. , Leibold, M. and Probst, G. (2002), â€Å"Five styles of customer knowledge management, and how smart companies use them to create value†, European Management Journal, Vol. 20 No. 5, pp. 459-69. Gustafsson, A. , Roos, I. and Edvardsson, B. (2004), â€Å"Customer clubs in a relationship perspective: a telecom case†, Managing Service Quality, Vol. 14 Nos 2/3, pp. 157-68. Hall, H. and Graham, D.(2004), â€Å"Creation and recreation: motivating collaboration to generate knowledge capital in online communities†, International Journal of Information Management, Vol. 24, pp. 235-46. Healy, M. , Hastings, K. , Brown, L. and Gardiner, M. (2001), â€Å"The old, the new and the complicated – a trilogy of marketing relationships†, European Journal of Marketing, Vol. 35 Nos 1/2, pp. 182-93. Hsieh, L. F. and Chen, S. K. (2005), â€Å"Incorporating voice of the consumer: does it really work? †, Industrial Management Data Systems, Vol. 105 Nos 5/6, pp. 769-85. Kristensson, P. , Gustafsson, A. and Archer, T. (2004), â€Å"Harnessing the creative.

Tourism in Sri Lanka Essay

Tourism in Sri Lanka Essay Sri Lanka is one of the most sorts for tourist destinations in the world. It is advantageously situated between West Asia and South East Asia has been a significant stop on the silk route. To express the richness, beauty and the intensity of affection: the visitors addressed the country as Serendib, Ceylon, Teardrop of India, Resplendent Isle, Island of Dharma, and Pearl of the Orient.(Lanka Facts, 2012). Today, visitors are welcomed to Sri Lanka to experience the nations glittering tapestry of culture, and the rich abundance of nature, so handsomely bestowed, and to give credence to the old adage that good things come in small packages. Its landscape orientation especially the Warm Sun kissed Beaches creates mix of opportunities which lead to the final holiday destination. The diversity of temperatures, vegetation and scenery grab a large sense towards Srilanka. It is a most demanding country for lovers of nature and wild life because tourism offers safaris, Treks, Nature walks and Camping that could be a marvelous experience for them. The entire island is swarming with birds and animals. And the animals like elephants and leopards are not scarce. Though foods are not much expensive: they are tasty and the people of the country are very friendly and helpful.This colourful collection act as an indicator of its richness. All requirements are equipped in the country and it is to be one of the best tourist destinations with absolute peace, political stability and the climatic changes can be seen through beautiful waterfalls, rivers, sceneries, tea estates and many other attractive places. Sri Lanka is owned for a rich heritage and it has a recorded history of more than 2500 years and archaeological sites over 250,000.There are 8 world heritage sites within the country that was approved by the UNESCO and they are the hill capital kandy, the sacred city of Anuradapura, The Dutch fort of Galle, The ancient city of Polonnaruwa, The rock fortress of Sigiriya, The golden rock temple of Dambulla, the beautiful Horton plains and the Singharaja rain forest (Sri Lanka Tourism Development Authority, 2011). So, without a doubt a land like Sri lanka cannot be found because it has something to offer for everyone. The increase of tourism occurred in 2011 and is expected to climb further in the coming years. Colombo the capital city, the Cultural Triangle (Dambulla, Polonnaruwa and Anuradhapura), the cities like Kandy and Galle, and most of the southern beach towns which are equipped with good tourist facilities, the roads connecting many of those destinations are improving. The pro of Sri Lanka as a tourism destination is threefold. Firstly, it is a real tourism destination. Secondly, a tourist can travel the whole compact island within few days because it consists only 65,610 square km.Thirdly, it has unparalleled diversity of tourism product. For the ease of communicating the diversity of Sri Lanka in 2010, 8 different products namely; heritage, beaches, wildlife, mind and body wellness, scenic beauty festivals, Essence and sports and adventure are started to position around the country by the tourism authorities. (Sri Lanka Tourism Development Authority, 2011). Art and culture, spices, tea, gems, handy crafts and its people are the unique features of Srilanka which are also known as the essence of the country. From the ancient time the travellers and the traders have attracted to Sri Lanka and it is a languorous tropical island of deep spirituality and serenity. Sri Lanka grabbed the Western imagination as the Tahiti of the East. 5.2.1 Institutional structure of tourism industry in Sri Lanka Tourism industry is under the Ministry of Tourism. Four sections of it are; Sri Lanka Tourism Development Authority (formed in 2005 by replacing Sri Lanka Tourist Board which was established in 1966), Sri Lanka Tourism Promotion Bureau, Sri Lanka Institute of Hotel Management and Sri Lanka Convention Bureau. While Sri Lanka Tourism Development Authority is responsible for all the tourism development activities, the responsibility of all the marketing and promotional work goes to the Tourism promotion Bureau. 5. 2.1 History of tourism industry in Sri Lanka Marco Polo mentioned the Sri Lanka as the finest isle in the whole world as a well-known explorer of the 12th century. For European Travellers it had been a immense tourism destination. (Lanka Facts, 2012). However, the year 1966 was a landmark for international tourism in Sri Lanka, with the enactment of the Ceylon Tourist Board Act No. 10 of 1966. The Act provided permission for the establishment of a public authority known as the Ceylon Tourist Board for encouragement, promotion and development of tourist travel to Sri Lanka (Deheragoda 1980). According to this Act, the Board objectives are numerous: establishment of an institute to control the tourist industry, to encourage people to provide an efficient, attractive and adequate service, the encouraging, promotion and development of the travel trade (Deheragoda 1980; Zoysa 1978). After the establishment of the Ceylon Tourist Board, the Sri Lankan tourist industry has systematically developed drawing much foreign exchange into the country (Handaragama, 2010). From 1966 onwards, the tourist industry gradually inherited results of many mentioned implemented programs for the development of the industry. In 1977 the tourist industry had full attention and support of the government with the introduction of open economic policies and liberalization of the economy, because it was quite a suitable field for the operationalisation of the open economic policies. The tourist industry is gradually developing and reached a milestone in 1983 with ethnic problem with its manifestations particularly in the forms of conflicts in the North and East and bomb explosions in Colombo, threatening the safety of the tourists (Bandara, 2003). According to ADB (1998), until the early 1980s 76 percent of tourism accommodation in the country is owned and forced by the Hotel Corporation (a semi-privatized formerly state owned body).During this era (between mid-1960s and early 1980s) as a result of the state investments, the tourism accommodation facilities expanded. However, with the introduction of liberalized economic policies in 1977, significant amounts of national and international investments were made to construct the accommodation of tourism, mainly in Colombo and the Southwest coast which ultimately lead to control the large part of the inbound tourist market by the private sector. (Sri Lanka, Tourist Boar d, 2003). Growth of the tourism industry got stagnated because of the 30 year long internal conflict and terrorism which caused a negative impact on tourism. With the end of the conflict in 2009, created a lot of opportunities through tourism industry. (Agency for Technical Cooperation and Development, 2011). Sri Lanka had an expansion of 46% in tourism arrivals in 2010 just after the end of the war. The tourism arrivals got doubled from 2009 to 2011 with the number of arrivals attaining 855,975 as at end 2011(Figure 5.2). In 2012, Sri Lanka was named as the best valued destination for holidays by the post office worldwide holiday costs barometer. 5.2.2 Present situation of Sri Lankan tourism United Nations World Tourism Organization (UNWTO) lists Sri Lanka with a 50 percent growth in tourist arrivals among 77 countries that have reported international arrivals data. So that, the year 2011 has been a significant year for tourism industry as the arrival target was over 750,000. Sri Lanka recorded 856,000 tourist arrivals with a 30 percent annual growth at the end of 2011and also expects 30 percent growth as well in this year because the country has performed well compared to the world tourism industry. The sector envisaged 30 percent growth for 2011 with revenue of US $ 839 million (Ref). The hotel occupancy rate has increased up to 77 percent and it has created employment for about 125,000 persons. Compared to other industries it has the fastest growth prospects. Though Sri Lanka is predominantly a beach destination, it could offer culture, nature, agro, community, religious and spiritual attractions by now. Thirty year ethnic conflict of the country has been negatively affected for the growth and the development of the tourism industry (Ganegodage and Rambaldi, 2012). Sri Lankan government is now organizing several events and is in the process of developing the industry in order to make Sri Lanka a top tourism destination in the world. The Sri Lanka Tourism Development Authority will do their best to develop unique, quality and diverse tourism products and services that would globally make Sri Lanka as a unique destination. Identifying and developing tourist specific unique products and services, formulating and implementing Tourism Development Guidelines, facilitating and implementing the legal and administrative process for new product and service development are some activities done by the authority. (Sri Lanka Tourism Development Authority, 2011). Main markets of tourism in Sri Lanka Table 5.2 and Figure 5.4 shows a detailed account of the source of foreign visitors to the top 10 source nations the top ten source markets for tourism to Sri Lanka within the years 2010 and 2011. Sri Lanka relies greatly on Western European markets, especially the United Kingdom and Germany who rotate between second and third place as key source nations. However, India became the largest single source of arrivals in Sri Lanka. During this period, France, Maldives, Australia, Canada USA, the Netherlands and Russia also have become strong source markets. (Sri Lanka Tourism Development Authority, 2011). When tourist arrivals are analyzed by regions, in 2010 and 2011, most of the tourists are from Asia and the Western Europe. Next highest number is coming from Middle East followed by Eastern Europe and North America (Figure 5.4). Thus, these are the important markets of tourism of the country. Main tourist attractions of Sri Lanka Sri Lanka has a large number of tourist attractions for different types of visitors. Bentota, Beruwala, Hikkaduwa, Galle, Negombo and Trincomalee are the dominant beaches in Sri Lanka and they are famous for relaxing, sun bathing and surfing. The living heritage of Sri Lanka of 2500 years was discovered by the culture heritage. It was founded in the 5th century BC, when the Buddhism was first introduced to the island. Anuradhapura can be recognized as the capital city of Buddhism. The oldest living tree in documented history is the sacred Bo tree, grown from a sapling of the tree under which the Buddha attained enlightment.(Lanka Facts, 2012). Sigiriya the 8th Wonder of the World. Veddhas also known as aborigines of Sri Lanka.They are the Sri Lankas indigenous people.Wildlife is a vital assert. Animals such as Elephants, Leopards, Black Bears and many more can meet face to face with Jungle wildlife sanctuaries. Nature Witness the unmatched bio-diversity of Sri Lanka is waterfalls, misty hills, breezy mountains and Sinharaja Rain Forest. Sinharaja is a world heritage named by United Nations. The World Tourism Organization describes that Sri Lanka has the advantage of having 49 sites classified as unique attractions, 91 as rare attractions, and 7 world heritage sites, and 6 of the 300 ancient monuments in the world. (Asia-planet.net, 2012). Purposes of visiting the country by tourists The main purpose of visiting the country by tourists is to have pleasure. During vacations, most of the tourists come to the country to engage in various entertaining activities such as visiting beaches for swimming surfing, boating, fishing, jungle tracking for rock climbing, hiking, wild life seeing , bird watching, and so on. Therefore, it is very important to provide facilities for these activities at the best level. However, tourist coming for business, visiting friends and relations, religious and cultural activities are comparatively lower (Table 5.2). 5.2.3 Future development of the sector There are 2 stages of the future tourism development in Sri Lanka. First stage is to be reached in 2016 and the second is in 2020. The main goal of the first stage is to attract 2.5 Million high spending foreign tourists by the year 2016 (Figure 5.5) and the main target of the second stage is to get 4 million tourists to the country (Figure 5.6). Tourism targets during 2010-2016 The five year master plan prepared by the Department of National Planning for the period of 2011 2016 tackle a range of issues related to Sri Lanka Tourism Strategy including environmental, economic, social, cultural, institutional and promotional aspects together with their mutual relations with the National Development agenda, in order to create a favourable environment to achieve expected tourist proceeds by 2016 (Department of National Planning, 2010). The key objectives to be achieved by the 5 year strategy are  ®Increase tourist arrivals from 650,000 in 2010 to 2.5 Million by 2016.  ®Attract USD 3,000 Million with 5 years of time as Foreign Direct Investment (FDI) to the country.  ® Tourism related employment increase by125, 000 in 2010 to 500,000 by 2016 and island widely expand tourism based industry and service.  ® Integrate tourism to the real economy by distributing the economic benefits of tourism to a larger cross section of the society.  ® Increase Foreign exchange earnings from USD 500 Million in 2010 to USD 2.75 Billion by 2016.  ®Contribute towards getting better global trade and economic linkages of Sri Lanka.  ® Position Sri Lanka as the worlds most precious island for tourism. (Department of National Planning, 2010) Tourism targets during 2010-2020 The vision of the government is to change the Sri Lankan tourism sector, by 2020, to be the biggest foreign exchange earner in the economy and to position Sri Lanka as the worlds most treasured and Greenest isle and draw high spending tourists while protecting the cultural values, natural habitats and environment of the country. Tourism development in the country: provincial level Provinces are the first level administrative division in Sri Lanka. In 1833, they were firstly established by British rulers of Ceylon. Then in the next century most of the administrative functions were transferred to the second level administrative division which is known as districts. Because of increasing demand for decentralization, in 1987 this change was done. In 1978 Provincial councils were established by the Constitution of Sri Lanka (Mongabay.com, 2012). Presently the nine provinces are named as Central, North Central Eastern, North Western, Northern, Sabaragamuwa, Uva and Western Southern (Figure 5). Ministry of tourism develop and manage tourism activities in each and every province because of the decentralization of the power. In line with the tourism development of the national government, provincial councils have development tourism master plans and implemented them during 2010-2016. Most of the tourism development programs of these provinces are mainly focused on rural tourism and niche markets such as nature tourism, ecotourism, culture tourism, agritourism in a sustainable way. Main aim of these tourism development programs is community empowerment and rural development. Motivation of local tourists Government expects to increase demand from domestic tourists, while planning to make additional foreign income to the country by providing facilities for foreign tourists to make additional foreign income to the country. Countrys total population is 21,283,913 (2011 estimated) and 0.934% is its growth rate is (2011 estimated). 14%from the total population is owned by the urban population (2010) and the annual urbanization changing rate is 1.1% (2010-15 estimated). Furthermore, age structure of the country is 0-14 years: 24.9%, 15-64 years: 67.2% and 65 years and over: 7.9% (2011 estimated) (Sri Lanka Demographics Profile, 2012. A positive background will be created in many ways in future because quantitatively and qualitatively local demand for tourism is rising. By using the print and electronic media government is trying to promote the less attractive places and grab the awareness which will help to fulfil the purpose of establishing a good culture among Sri Lankan travellers. (Dep artment of National Planning, 2012). When focusing the evolution of tourism industry in the country, there had been a flourishing period in the past. But, due to some bad experiences such as few youth unrest situations and revolutions, 1989-1992 a huge tsunami in 2004 and severe ethnic way during 2008-2009: the performance had gone down in the near past. However, recently, it is booming and the national government and the provincial councils have implemented lots of plans to get the optimum benefits of tourism in future.

Dame Lyonet and Dame Lyonesse :: Morte Darthur Lyonet Lyonesse Essays

Dame Lyonet and Dame Lyonesse Dame Lyonet was first mentioned in the book, Le Morte Darthur, which has many tales about the Arthurian time. Dame Lyonet was mentioned in the tale of Sir Gareth of Orkney. In this tale Lyonet was sent to find a noble knight to rescue her sister from the Red Knight of the Red Launds.When she came to King Arthur’s court to ask of such a knight to aid her, a man to the name of Sir Beaumains asked to be the one to rescue the sister of Lyonet. At this point of the tale Sir Beaumains was considered to be not as noble as Lyonet had wanted. Beaumains wouldn’t leave her on her journey back to her sister. Lyonet kept referring to Beaumains as a kitchen knave from King Arthur’s court and would give him no respect as a knight. Throughout the journey Beaumains would not reveal his true identity and Lyonet kept wishing him gone. She would tell all of the knights that they came across in their journey what kind of man he was and taunt them to get them to fight. Every time Beaumains would win. Finally Beumains overcame the Red knight of the Red Launds and saved Lyonet’s sister, Dame Lyonesse. Once Lyonesse was freed she fell madly in love w ith Beaumains and wanted to be with him. Everytime Lyonesse would sneak into the room to â€Å"be with† Beaumains Lyonet would send a knight into the room and to do great harm to Beaumains so that they could not do the things they were trying to do. Lyonet never trusted Beaumains to be a truly noble knight until his name was revealed and his lineage was known. This tale reveals much about who Lyonet was and what she did. Lyonet was a strong-willed woman who went through great deal to save her sister from not only the Red Knight but also from doing things with Beaumains before they were married. She wasn’t very trusting with people she came across and did not believe them to be what they said. Although Beaumains tried in many ways to prove himself it took many trials to prove he was a noble knight to Lyonet. She had strong feelings about what she wanted from men, herself and for her sister. She settled for nothing but the best. Lyonet was know as the woman who called Sir Gareth the kitchen knave while he was doing her great honor by following her to save her sister.

Graduation Speech -- Graduation Speech, Commencement Address

Well, this is it. Our last night. The last page of the scrapbook we call high school. Our scrapbooks are filled with memories from the first day we walked into these halls ... to this very night. Pictures crammed in, ticket stubs nestled between them, adorned by dried corsages and newspaper clippings, yellowed with every fond recollection. The smiling pictures are the friends we?ve made in high school. Friends are what make life special. Every person we encounter has a definite effect on our lives. If one face in our scrapbook were missing, a part of our lives would disappear also. Remember the football game where you finally got the fight song right? That?s your ticket stub. Maybe it was the musical that you rehearsed months for. Or cheering at the state basketball tournament. Or ... Graduation Speech -- Graduation Speech, Commencement Address Well, this is it. Our last night. The last page of the scrapbook we call high school. Our scrapbooks are filled with memories from the first day we walked into these halls ... to this very night. Pictures crammed in, ticket stubs nestled between them, adorned by dried corsages and newspaper clippings, yellowed with every fond recollection. The smiling pictures are the friends we?ve made in high school. Friends are what make life special. Every person we encounter has a definite effect on our lives. If one face in our scrapbook were missing, a part of our lives would disappear also. Remember the football game where you finally got the fight song right? That?s your ticket stub. Maybe it was the musical that you rehearsed months for. Or cheering at the state basketball tournament. Or ...

Impact of Hrd Mechanism on Emotional Intelligence

Firstly, we cannot express sufficient appreciation to our advisor Mrs. Koran Taker. We are fortunate to have such a passionate and exemplary advisor. Her patience and support enabled us to overcome the challenges encountered by us during our entire journey as an MBA student. She has read our dissertation literally word by word and provided insightful and invaluable feedback that we would not have been able to receive from anyone else. We have truly learned from her how to live as a scholar, a teacher, and a Mentor. We also thank our H. O. D. Ms.Supreme Sinai, for building our inundation as a researcher and teaching us how to write a dissertation. We owe a debt of gratitude to all of the Lovely Professional University colleagues in the program. We also want to thank members of LEAP for their prayers and support. They treated us like their own family. Our love and appreciation go to our family for their endless support. Special thanks to our parent's, who have provided all of the wonde rful opportunities in our life. Executive Summary Emotional intelligence is gaining prevalence in all the walks of personal and professional lives of individual as well as the organizations.With the increasing individual adapt better and manage a meaningful work life with enhanced values and ethical standards. It is desirous on the part of the organizations to tap this potential and lead the company towards an ethical work environment leading to effective performance and heightened satisfaction. With this forethought in mind, the current paper sets out to examine the relationship between the dimensions of emotional intelligence and HARD climate at workplace in Indian Banking sectors.The results suggest that emotional intelligence and its dimensions are significantly related to HARD climate at workplace and variables of emotional intelligence namely, elf awareness, interpersonal connectivity and emotional regulation have a predictive relationship with HARD Climate at workplace. In th is study, it was investigated whether there is any impact of HARD Climate on emotional intelligence (II). A survey questionnaire was administered to 1 50 employees from different Banks in Calendar.In this context, HARD is playing an important role in the organizations. HER meaner employees in organization, who work to increase the profit for organization. Development, it is acquisition of capabilities that are needed to do the present Job, or the future expected Job. HARD is the process of helping people to acquire competencies. Climate, this is an overall feeling that is conveyed by the physical layout, the way employees interact and the way members of the organization conduct themselves with outsiders.Organizational climate is a set of characteristics of an organization. To survive it is very essential for an organization to adapt itself to the changes in the environment and also continuously prepare their employees to meet the challenges; this will have a positive impact on the o rganization. The HARD climate is changing due to some factors which are influencing change in the business scenario which are globalization, merger and acquisitions, technology, outsourcing. The HARD climate plays a crucial role in determining organizational performance.The objective of incorporating HARD mechanism is to develop the individual as a person to continuously recognize, develop and use their potential. This will develop the individual in relation to their Job and their future expected role. The overall impact would be the development of the organization as a whole to promote capabilities of the employees. This would create a climate conducive to accomplish organizational effectiveness. The success of an organization largely depends on the favorable HARD climate.Existence of a favorable HARD climate will give space to a supportive atmosphere which allows the employees to improve their skills. A proper functioning HARD climate is like an investment on employees which will lead to higher returns in terms of increased performance. The employee giving higher performances will definitely be content with his Job and personal development and will step to the other level of emotionally stable. HARD mechanisms are required for the growth of a company and the idea is that the entire process should be transparent and known to all the employees.The real concern is to find out the area which needs which needs improvement. There are many HARD mechanisms available to develop the competencies and skills of employees and improve the overall organizational climate. The HARD mechanisms are like performance appraisal, potential appraisal, feedback [5] resource planning, recruitment, selection and placement. Besides this, trend in the organizations is changing these days. To attain personal and organizational success the factors required go beyond the intellect, such as maturity, empathy, communication, stability.To understand and manage emotions is very much important when working in an organization. We are all aware of IQ or intelligence quotient. But we are not much familiar with emotional intelligence. Emotional intelligence was popularized by Daniel Coleman in his book, Emotional Intelligence. The concept of emotional intelligence is a broad term that encompasses a wide range of individual inherent skills and capabilities, usually called soft skills or inter and intra-personal skills, which fall outside the category of that are outside the conventional skills and knowledge.Emotional intelligence is more like being fully acquaint of our own emotions and behavior pattern and their dynamic relationship with traditional intelligence. The emotionally intelligent person will be able to handle pressures and adapt to the continuous work related changes. Both emotional intelligence and cognitive intelligence are like two sides of the coin which are really essential for the human mind. It is said that if one is lacking the other part has to be compensa ted to accustom and survival. Since 1990, Peter Salvoes and John D.Mayer have been the leading researchers on emotional intelligence. In their influential article â€Å"Emotional Intelligence,† they defined emotional intelligence as, â€Å"the subset of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to criminate among them and to use this information to guide one's thinking and actions† (1990). As they defined emotional intelligence, they also proposed four branches of emotional intelligence which are perceiving emotions, reasoning with emotions, understanding emotions and managing emotions.The idea is to see that if good HARD climate helps in retaining the employees and increase their level of motivation to perform better and stay in the organization. The purpose of the study is to study about what are the implications of HARD mechanism in developing emotional intelligence among the employees. Significance of the Study This study is one of the first known attempts to uncover the relationships among El and HARD climate in empirical research. Because it is currently difficult to find an empirical study that integrates these concepts, this study can provide foundational knowledge for further research on the topic.The results of this study will also have implications for practitioners in the field of human resource development. Though applications of El are already actively used in training and development programs after the concept was popularized by Coleman (1995), the problem is that there is not efficient scientific evidence for the effect of El in the workplace (Matthews et al. , 2002). Though there are a few studies that have found significant relationships considered neither the contextual factors of the work settings nor the effect of emotional intelligence experienced by workers.Thus, it is still not certain in which circumstances El and HARD climate have an effect on work outcomes. Thi s study will identify the contextual factors that interact with the employee's El to bring about consequences in the workplace. Therefore, human resource development restrictions may be able to apply the findings of this study in exploring the possibilities of designing and implementing El development programs. There is still a lack of research on the construct in the field of human resource development . F significant relationships among employees' El are found in this study, practitioners may apply this finding to explore the possibility of reducing employees El . Limitations of the Study 0 Because this study will be conducted in specific work settings, the findings may not be applicable to a Job environment with different characteristics. 0 Also, the results of his study may not be generalized to employees in organizations that have a different culture because emotion display rules are a function of societal norms, occupational norms, and organizational norms. In addition, cautio n is needed when interpreting the results of this study. Even if an individual's El is found to have positive effects, this does not necessarily imply that people with high El should be selected when organizations hire employees. Nor will this [7] research provide any evidence about whether El development programs are possible or effective. 0 Finally, there is much controversy over whether emotions can be assured empirically. Thus, the limitations of the instruments used in this study may have an effect on the usefulness of the results in a workplace setting.Objectives:o To study the implication of HARD mechanism on emotional intelligence. Hypothesis:Ho -There is no significant relation between HARD mechanism and emotional intelligence. Hal- There is a significant relation between HARD mechanism and emotional intelligence. Definitions of Key Terms Key terms in this study are defined as follows. Emotional intelligence (E') :-is the ability to identify, assess, and control the emotion s of oneself, of others, and of groups. It can be divided into ability El and trait El.Ability El is usually measured using maximum performance tests and has stronger relationships with traditional intelligence, whereas trait El is usually measured using self-report questionnaires and has stronger relationships with personality. Emotional awareness:-emotional awareness is the first step needed towards getting an emotion in order to be able to get rid of it. For example you might be feeling happy while being with your friends then suddenly and out of no where your mood swings.This didn't happen out of nothing as it seemed but you Just didn't notice the trigger hat resulted in the mood swing because you didn't develop proper emotional awareness Self-assessment: -Self assessment is the process of looking at oneself in order to assess aspects that are important to one's identity. It is one of the motives that drive self-evaluation, along with self-verification and self-enhancement. Self -confidence:-self confidence relates to self-assuredness in one's personal judgment, ability, power, etc.Self-control:-Self control is the ability to control one's emotions, behavior, and desires in order to obtain some reward, or avoid some punishment. Presumably, some smaller) reward or punishment is operating in the short term which precludes, or reduces, the later reward or punishment. Empathy:-Empathy is the capacity to recognize emotions that are being experienced by another sentient or fictional being. Performance Appraisal:-let is a method by which the Job performance of an employee is evaluated.Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations. Feedback:- Information about reactions to a product, a person's performance of a task, etc. , used as a basis for improvement. Social competence:-Social competence is a complex, multidimensional concept consisting of social, emotional (e. G. , affect re gulation), cognitive (e. G. , fund of information, skills for processing/acquisition, perspective taking), and behavioral (e. . , conversation skills, proboscis behavior) skills, as well as motivational and expectancy sets (e. G. , moral development, ceaselessly) needed for successful social adaptation. Social competence also reflects having an ability to take another's perspective concerning a situation, learn from past experiences, and apply that learning to the changes in social interactions. Personnel competence:- The set of individual personality traits which enable individuals to manage themselves independently and capably.Emotional Intelligence: Conceptual framework Concepts of intelligence have evolved over the last 100 years. In the first half of the 20th century, there was a common belief that the adequate measure of IQ test. But looking into the findings of current researches, it is said that the IQ scores as the measure of intelligence need to be interpreted with caution . Academics as well as the practitioners have conveyed that the intelligence of human beings and its implications for the organization should be considered from the cognitive and emotional perspectives.They say that as compared to cognitive intelligence, it is the emotional intelligence that has greater relevance to organizational successes. In 1900 Alfred Binge begins administering tests to French school children for intelligence and first large scale administration of IQ test was held to US army. The notion of El can be traced to Thorniness (1920) concept of social intelligence, Heckler's (1940) proposition conceptualization of of non-intellective abilities as well as Gardener's (1983) personal intelligence. However, the term of 'emotional intelligence' (E') owes its origin to Salvoes and Mayer (1990).They originally defined emotional intelligence as the ability of an individual to monitor one's own and others emotions, to discriminate among the positive and negative effects of em otion and to use emotional information to guide one's thinking and actions. Then emotional intelligence has been popularized by Coleman (1997), the concept is derived from social intelligence Monsoons and Indris, 1999). Unlike abstract intelligence, which refers to the ability to understand and manipulate symbols, or concrete intelligence, social intelligence refers to the ability to understand and relate to people.According to the Coleman†s emotional intelligence model he identifies four emotional intelligence domains and 19 associated competencies. These four domains are self awareness, self management, social competence and social management El is also can define as an individual's ability to accurately perceive reality so as to understand and regulate their own emotional responses as well as adapt and respond to others (Mayer and Salvoes, 1997; Paltrier, 2002). This emerges as four interrelated social skills, grouped around knowledge, perception, regulation and mineral int elligence (Mayer and Salvoes, 1997).Leaving aside general intelligence, the other components relate to the individual's ability to manage their emotional response (Coleman, 1998; Mayer and Salvoes, 1997). [10] Emotional perception allows individuals to respond congruently, as they recognize their own and others† emotional responses. Emotional regulation meaner individuals self-monitor the intensity and direction of their own and others â€Å"emotional responses, as Paltrier (2002) highlights, allowing them to moderate negative emotional reactions and remain positive.Regulation, the third component, allows individuals to utilize their emotional knowledge to promote creativity and flexibility, framework be personalized in the following ways. First, individuals who understand their own emotions can more accurately identify their responses and so change if need be. Second, the intellectual use of emotions meaner individuals† cognitive decisions are more acute, so they are b etter able to assimilate information, make Judgments or be creative and solve problems.This suggests emotionally intelligent people are more self-aware regarding their strengths and limitations, and because of this they are claimed to be more confident, optimistic, legible, innovative and comfortable with new ideas (Black, 1999; Coleman,1998; Mayer and Salvoes, 1997). Clearly,employees offer advantages to contemporary organizations wanting to gain competitive advantage through adaptability, rapid response and change innovation. At this point, we must acknowledge that studies of emotional intelligence are in their infancy, with some questioning the veracity of the concept (Hunt, 2001) and its measures (Becker, 2003).Relationship of Emotional Intelligence with other organizational factors Factual Ihram. Et. Al. (2002) investigated the relationships of the five dimensions of emotional intelligence: self-awareness, self-regulation, motivation, Emma-thy, and social skills of supervisors to subordinates' strategies of handling conflict: problem solving and bargaining. Data (N = 1 ,395) for this study were collected with questionnaires from MBA students in seven countries (U. S. , Greece, China, Bangladesh, Hong Kong and Macaw, South Africa, and Portugal).The results in the U. S. Suggested that self- awareness is positively associated with agglutination, empathy, and social skills; self regulation is positively associated with empathy and social skills; empathy and social kills are positively associated with motivation; which in turn, is positively associated with problem solving strategy and negatively associated with bargaining strategy. Differences among countries in these relationships were noted and implications for organizations discussed. [1 1] Brewer,et. L(2012) examined different models of emotional intelligence with respect to capability, competency, and traits. It offered a comparison of emotional intelligence with other leadership styles and the associate d skill sets which can be both learned and taught. It discussed the implications of emotional intelligence as to organizational culture wherein examined are the applicability of business models with other theories of emotional intelligence. Detailed are information on the ability and mental model of emotional intelligence which can be achieved at four levels from infancy to adulthood.Gulling trip also carried out study on emotional intelligence on the different model of emotional intelligent with respect to capability, competency,trait. Laura. Et. Al. (2011) examined the effects of emotional intelligence on getting along and getting ahead leadership behaviors at work. The results found room an analysis of a dataset derived from a 3600 leadership behavior survey effect on collaborative behaviors at work, and collaborative behaviors directly affect the inspirational side of leadership performance.Floret Elizabeth also visualized the study and examined the effects of emotional intellig ence on getting ahead leadership behavior at work. Gardenia. Et. Al(2012) conducted a study to investigate the relationship between emotional intelligence and agility of the workforce in order to determine how indicators of emotional intelligence facilitate the agility at the individual level. Statistical Population of this study included managers, supervisors and staffs of food companies and the simple random sampling method was used. The survey results have showed that emotional intelligence factors have an impact on workforce agility.The results also have revealed that factors which are related to interpersonal competence (Self-awareness, self-control and self-motivation) have more effects on the agility than factors which are related to social competence (empathy and relation management) and have a greater role in workforce agility changes. Toadied Massey. Et. Al (2010) assessed a study to investigate the relationship twine emotional intelligence and variety of organizational po wers among them is one of the research goals. Pearson correlation and a questionnaire were the tools used to collect data.The results shown that there is a directionally positive relationship between emotional intelligence and the tendency to admittance of expert and referent power. Moreover, there is a reverse relationship between emotional intelligence and the tendency to admittance of coercive power, legitimate power and reward power. Should Stayed. Et. Al (2010) demonstrated a study to measure the effect of emotional intelligence and [12] ender on Job satisfaction in three different governmental organizations in Egypt (Information and Decision Support Center (ODDS), Ministry of Communications and Information Technology (MIMIC) and (N.B.).A survey method was used to gather 48 questionnaires from employees who have worked in the three organizations. It employed a linear regression with emotional intelligence and gender as the independent variable. The results lead that employees w ho are of high emotional intelligence are more satisfied with their work more than the employees who are of low emotional intelligence. The outcomes of testing the research hypotheses showed here major findings: First, gender has insignificantly influenced with Job satisfaction, second, emotional Intelligence significantly influences with Job satisfaction.Third, emotional intelligence and gender interact to influence with Job satisfaction. Emotional Intelligence at the Workplace: The benefits of applying El in the workplace may include higher tolerance for stress, better people management skills and more effective performance as part of a team (Killeen, 1996). Researches have also showed the linkages between Job satisfaction and El. Higher levels of El predicted higher levels of Job satisfaction and stronger inspections with co-workers and supervisors (Abraham, 1999).Fisher (2000) linked emotions and moods with Job satisfaction. Recently, Cote and Morgan (2002) found that amplificat ion of positive emotions increased Job satisfaction while suppression of unpleasant emotions decreased Job satisfaction. The El construct has important (Cooper and Safe, 1997) . In the organization domain, several studies examine the relevance and prevalence of emotional intelligence in the context of the corporate sector.Sings (2003) compared Japanese and Indian managers and concluded that Japanese managers were high on thinking, while Indian managers were high on leaning. Further it has been argued that since Indians, by and large have high affiliation need, this needs to be tapped effectively through the appropriate use of the concept of El that yields enhancement in productivity. This shows that the need of El is not uniform across occupations. The relationship of El was studied with leadership effectiveness, success and Job satisfaction among Indian army officers by Survivalist (2003).It was found that emotionally more intelligent army officers adopted a transformational style of leadership to motivate their subordinates to perform beyond expectations. They also perceived them to be more successful in their careers. Highs (2004) have studied the relationship between [13] emotional intelligence and performance in UK call centers. To explore the relationship between the El of call center agents and ratings of their performance, a sample of 289 agents from three organizations was studied.Results included a strong relationship between overall El and individual performance as well as between several El elements from the model and performance concluding that individuals having good emotional intelligence were better on their work performance. Another study examining the relationship of emotional intelligence and job satisfaction among 291 Indian army officers using a structured interview schedule was reported by Survivalist (2004). The result showed that the overall regression equation between the dimensions of El as predictors and Job satisfaction as criterion variable was not significant.This result suggested that El does not contribute towards satisfaction with the Job. Whereas, other researches have showed the linkages between Job satisfaction and El. Higher levels of El predicted higher levels of Job satisfaction and stronger connections with co-workers and supervisors Abraham,1999; Kahn, 1990). Vender Zee and Wave (2004) examined the usefulness of trait emotional intelligence among a sample of 1,186 top managers who filled out questionnaires for emotional intelligence and were evaluated by a consultant on their competencies.Three higher order factors were found to underlie the Bar-on emotional quotient Inventory (Bar-On,1997): Sense of accomplishment, empathy and playfulness. On the whole, top managers scored higher on the El dimensions compared with a general population sample. High El scores were particularly found among managers from enterprising occupational environments hat is environments dominated by activities that entail pe rsuading the leading others to attain organizational goals or economic gain.Another review was reported by Giddier, Matthews and Roberts (2004) for conceptualizations and empirical evidence in support of emotional intelligence and its claimed role in the occupational environment. Consideration is given to the purported status of El in occupational and career assessment (with particular emphasis on personal selection and placement), Job performance, and satisfaction. Overall this review demonstrates that recent