Heritage tourism definition

Introduction Heritage tourism is the aspect of experiencing destinations and activities that represent a group of people’s culture, history, and the present (Paolo, 2002). Megalithic temple of Gigantija Gozo Malta is an example of a heritage site. Primary data was obtained through interviews and interactive discussions with the head curator of Megalithic temples of Gigantija in Gozo and Malta, Mr. Kenneth Gambin. Further discussion was also held with another official, Mr. James Aquilina.Advertising We will write a custom report sample on Heritage tourism definition specifically for you for only $16.05 $11/page Learn More Data was also obtained from secondary sources that included websites, books, and literature from the libraries and other academic publications (Heritage Malta, 2008). This report identifies the resources and visitor attractions that are present in this site. The report analyses the management of the sites and explores various ways in which sites can be improved to attract more visitors. Megalithic temple of Gigantija Gozo Megalithic temple of Heritage Malta The temples are regarded as the oldest structures standing freely and have been innovated as the culture of the residents evolves. These monuments have been in existence for approximately 7,000 years and form a wealth of artefacts that reflect the island’s history. These natural resources are as a result of man’s discovery and innovation, which have been articulated in the modern art for continuity. They consist of museums, temples and underground chambers that are very fascinating to the visitors. They portray the creativity and rich culture of the people who inhabited the place before Phoenicians arrived (Heritage Malta, 2008). Megalithic temple of Gigantija Gozo This tourist destination consists of two megathilic complex of temples that have a massive wall separating them. The monument has been preserved over the years by a series of rest oration works in the 20th century. The name Gigantija originates from the belief that the walls were built by giants who existed in the 16th century. Some of the striking features of this temple are the remains of bones from animals. This suggests that there were rituals that were carried out in the temples. They make visitors explore and learn historical and cultural aspects of the people who inhabited this destination. Excavations on the surface suggest that liquid offerings were also performed in these temples. Soft limestone was used for the altars and doors and in other decorative slabs. This facilitates creativity in the way the architectural styles are used to bring out beauty and elegance (Heritage Malta, 2008). Core resources and products in Megalithic temple of Gigantija Gozo and Heritage Malta The temples are the greatest form of attraction. Visitors want to see the architecture used in the construction of temples and appreciate the beauty depicted by this creativity. The decorations used and some of the remains form a good source of archaeological materials that are preserved to serve the needs of tourists. Paintings and sculptures, most of which have been prepared in the studio, are a common source of attraction.Advertising Looking for report on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More They are painted on stones, wood and canvas or even on copper plates. They make a bulk of the attractions. Most people from different cultures across the world communicated their emotions through the use of paintings. The temples have immovable objects that form the bulk of artefacts. They include ceramics, glass objects and even moulded metals and carved stone. Textiles are also represented in these temples including veils, flags and costumes. The way of dressing represents a community’s way of life and culture. It is a form of identification, and this has often been used as a symbol for most communities. Architecture is preserved through the establishment of a conservation studio for reference by future generations (Edgell, 2006; Heritage Malta 2008). Products Tangible products in this tourist destination include temples, their compositions and the archaeological objects. The staffs in this site also offer guided tours in which visitors are provided with a lot of information about the destination. They also offer photography filming and visitors are offered these films at a cost for every image. Visitors also have a chance to rent sites for their functions and events. This promotes awareness and generates funds for the preservation of the site. Augmented products are also available in this tourist site. They include services such as group visits that are normally organized by agents. Gift shops in which visitors can purchase souvenirs paintings and other products are also available. Visitors are also offered transport services that enable them to move within the te mples and various sites (Jones, 1999; Heritage Malta, 2008). Events are also organized to ensure that the visitors experience adventure with memorable moments. These include open days for people who love art and design to explore and learn more about this subject. Artists also visit the museums and get inspiration from the paintings and other well known artists who paint during these events. Frequent visitors are provided with membership schemes where they can attend these events at a discounted rate. They get an opportunity to experience the heritage trail evening tour and cultural tour facilitated by MCCA. These events are used to make every visit a new experience. They ensure that visitors keep coming back to enjoy the experience. They also provide a variety in the products and services offered every year. This makes individuals anticipate visits to the temples. These tourist destinations provide interactive sessions with visitors and give them an opportunity to explore and learn more about art and design. Education is provided through libraries in which teachers avail downloadable learning resources used in the sites’ museums.Advertising We will write a custom report sample on Heritage tourism definition specifically for you for only $16.05 $11/page Learn More Higher education is also promoted to willing students. This includes masonry heritage skills that offer learners skills on building and construction. Other short term courses that nurture professionalism in individuals are offered to ensure that learners upgrade their skills and use them to maintain and preserve cultural heritage resources (Gentile, Spiller Noci, 2007; Timothy Nyaupane, 2009). Stakeholders One of the major stakeholders to this tourist destination is the Heritage Malta that is greatly involved in managing the museums and sites. They also provide up to date collections and facilitate the events and activities run in the tourist site. This is meant to provide the best experience for visitors. Conservation and continuation for this site is maintained to ensure that the future generation will enjoy this tourism experience too (Edgell, 2006). The Malta tourism authority is also another stakeholder who holds regular meetings with Heritage Malta to plan on how to improve and promote this tourist destination. They organize for ways in which the culture can be maintained while issuing exciting packages to attract many visitors. Those who have direct contact with visitors include the tour operators, MICE section, and language schools. They work according to the stipulated parliamentary law to come up with ticketing prices. Other packages offered are decided by stakeholders who work with the marketing and advertising sections (Leighton, 2006; Heritage Malta, 2008). Visitors make up the most significant group of stakeholders. This destination attracts both the local and foreign markets that come to learn the culture of the Ggantija. Th ey are attracted by packages, events offered, and the tourism experience that they get. Students also love this destination because it offers them a wide range of reading resources and skills. The libraries and the museums offer a good learning experience in Ggantija. The minority groups and disabled representatives form part of the stakeholders. They are great beneficiaries to this tourism site. The surrounding environment to the temples consists of the local councils and neighbours. The research studies are done through the neighbouring communities. Matters such as drainage or electricity are addressed through the local councils. Therefore, they form a fundamental part of the stakeholders who promote the continuity of Ggantija. When open days and other annual events are organized, there is support from these communities. This helps in building good relationships that promote heritage tourism. The local council, Xaghra, supports the annual events organized by Ggantija (Garrod Fyal l, 2000; Sethi, 1999; Heritage Malta, 2008; Fyall, Garrod, Leask Wanhill, 2008).Advertising Looking for report on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More The media channels are critical in publishing reports on the organization and in the promotion of awareness among the public. Media also comprises of the websites, the information kiosks and panels in the museums, info guides, and interactive Ds available in the sites. Social media have also been utilized to ensure that this destination attracts a wider range of markets. Other people apart from employees working there include the outsourced cleaning contractors, the security companies, and the maintenance contractors. They form part of the Ggantija community. The community also includes experts who are centralized from heritage Malta or outsourced as dictated by the needs. The European Union funds are also part of the stake holders to Heritage Malta and Ggantija. Other bodies like advisory boards are also recognized as stakeholders. Some organizations that are interested in partnership to promote the tourist destinations as they promote their products are also valuable stakeholders to the Ggantija and Heritage Malta. For instance, â€Å"I love food† is interested in combining the Maltese cuisine with the story of culture and history as a way of promoting their products and the tourist destination (McKercher Cros, 2002). Key Management issues at Ggantija Cultural heritage has become very significant in Maltese in terms of culture preservation, society and the economy. Generating revenue is one of the management functions that aim at ensuring the continuity of these tourist destinations. Revenue is generated from admission fees and donations. Other sources also include the money raised through partnerships like â€Å"I Love Food† organization that pays a fee to operate its business in the tourist areas. Open days organized to promote historical and cultural aspects of the people in Ggantija also serve as a major source of revenue (Fyall, Garrod, Leask, 2002; Heritage Malta, 2008; Hall McArthur, 1996). Revenue Ggantija obtains most of its revenue from visitor admissions fees. In the period between 2004 and 2011, the public, cultural heritage sector had a progressive rise in the revenue generated. In the period between 2004 and 2011, out of the total revenue generated, about 2.8 million Euros were allocated for the purpose of upgrading the tourist sites. Heritage Malta Admission Fees (2004-2011) 2004 2005 2006 2007 2008 2009 2010 2011 Euro Euro Euro Euro Euro Euro Euro Euro 2,117,980 2,867,016 3,191,663 3655,118 3867,184 3,928,250 4,920,565 4,427,945 Source: Heritage Malta sources Expenses are shared between all the sites of heritage Malta. Such expenses include marketing expenses, the amount spent on publicity and media, the experts invited to facilitate open days and annual days and the maintenance costs. The tourist sites often require upgrading and maintenance to ensure that they remain attractive to the visitors. This is a strategy for raising revenue and promoting the continuity of the sites for the future generation (Heritage Malta, 2008). Conservation of Sites The tourist sites have been receiving popularity, and the number of visitors has increased tremendously. However, the more the number of visitors, the higher the likelihood of destroying the heritage value of the sites (Cochrane Tapper, 2006; Leask Yeoman, 1999). The paintings and sculptures are conserved in the studio rooms, and attention is given to the past restoration techniques to ensure that the original state of the sculptures is maintained. Treatments are carried out through relining of the paintings, consolidating the pictorial layers, removing the worn out layers and retouching them. The treatments are done by the modern conservation standards that are more superior and long lasting than the traditional ones. A lot of emphasis has been put on preventive conservation to ensure that chances of deterioration are minimised. This is done through extensive studies on the artefacts and materials used on the archaeological sites to establish how they can be conserved. Proper use and storage of artefacts and other collections is encouraged to give them long life. Attention is also given to the textiles, books, paper and the buildings to ensure that they are preserved for the future (Heritage Malta, 2008). Security Issues Ggantija is experiencing a challenge when it comes to the issue of security. Controlling the big multitude of visitors has proved to be very difficult and often visitors go beyond the barriers that can be a threat to their safety. The schools premises are not secure either. This is because they can be easily accessed by people mostly the youths and students. This can result into thefts or even destruction of property if not well monitored. Walls are vandalized during visits, and tracking this vice is quite difficult because there are no cameras available. The only means of monitoring activities in the tourist areas is by physical checks done by the security people. This is quite a cha llenge because they cannot be present in all areas at once (Drummond Yeoman, 2001; Heritage Malta, 2008). Health and Safety The movement of the people in the tourist areas is not fully guided, and there is a risk of falling and hurting their bodies. There is no bank in Malta that is willing to insure the archaeological site thus the health and safety of visitors is not guaranteed. This situation can be resolved through a study instigated to establish the number of visitors who can be accommodated in each temple at a time. This will ensure that visitors’ safety is improved, and they can be controlled while in the temples. This will promote safety and minimise the chances of destruction and misuse of the available facilities (Heritage Malta 2008; Drummond, et al, 2000). Effectiveness of Management Tools To ensure that the management of heritage tourism sites is effective, a number of factors have been emphasized in Ggantija. First, customer focus has been used to gain a compet itive advantage. The product, people, pricing and marketing have been utilized through the use of multi media technology. People interested in visiting the site can find out information from the website and other social sites like Facebook. This gives the site popularity and increases the chances of increasing the number of visitors (Poria, Butler Airey, 2004). Offering guided tours has also been a good strategy of engaging the visitors and promoting their learning and enjoyment experience in the tourist destination. This increases the chances of future visits or even attracting many people who would love to get a similar experience. There is plenty of information through the libraries and information boards. This promotes a self guided learning in which visitors can choose their subject of interest and explore further. Brochures were initially used on the information stands. However, this has been changed; today, they are only available on the website. This has ensured waste is li mited, and visitors can access the brochures at their convenience. The films that are produced at the site are sold to the visitors. This is a good way of promoting publicity. When visitors leave the site, they are likely to influence their friends and relatives to visit the site. This is a good strategy for marketing products and service offered (Poria, Butler Airey, 2003; Whitfield, 2009). Megalithic temples of Gigantija Gozo and Heritage Malta have gained a lot of publicity through their publications including the Heritage Malta magazine. The news letters published inform readers and visitors on the activities that are in progress and offer them the new developments that would attract them. It has also established exhibition spaces that give artists an opportunity to promote public awareness, educate the public, and allow visitors to explore the culture and heritage depicted. In addition, participating in European Union programs promotes heritage culture and conservation. This i s a good strategy that ensures public recognition through participating in activities. These strategies promote good international relations, and this serves to attract visitors who in turn increase the revenue generated (Schwer, Gazel Daneshvary, 2000; Sigala Leslie, 2012). The Malta heritage site management has established a good relationship with the stakeholders, and this has attracted organizations and individuals to make donations. This promotes the continuity of the site because such donations are used to upgrade and maintain the collections and the buildings. Transfers and gifts from other entities have increased the organization’s collection, and this has resulted in a wide variety of attractions for visitors. The staffs at Ggantija offer quality services through the friendly guided walks. This gives visitors a sense of appreciation, and they have the will to visit the site once more. Education offered to professionals and youths is a good strategy of maintaining g ood relationships with the communities and improving the quality of their lives. It is a good way to give back to the society. This is especially because the organisation derives its resources from the surrounding community’s culture and heritage. Partnering with other organisations also promotes good relations (McCain Nina 2003; Whitfield, 2009). Recommendation for Management Improvement The management can coordinate the various activities in the sites to increase visitor numbers. It is recommended that an all inclusive source of information be availed (Buckley, 2004). The brochure can include information on the restaurants, the bookshops and libraries, and updates on the present heritage trails. This offers visitors more than they expect and attracts them to explore the wide variety of services and products offered. The trends experienced over the recent past suggest that visitors want to experience more than they anticipate. The temples have been there since the 1890s, an d previous visitors may not be willing to return to experience the same products and services (Smith, 2003). To ensure that visitors anticipate new experiences, features and collections can be modified to mimic the currents forms of visitor attraction. For instance, the state of the art site can be transformed into an archaeological park. This way, the originality of its collections remains while the product becomes new. This is a good strategy to stay ahead of the competitors in the competitive tourism environment (Austin, 2002; Boniface, 2003; Leask Fyall, 2006b). A visitor orientation centre is also another strategy that can be introduced to make the visitors experience memorable. They can be aided through the introduction of touchscreens spread across the whole site through gazebos, and audio visuals. This way, visitors can easily get information from these tools without having to enquire from the staff. The available education system only focuses on the youths and professional s who want to advance their skills (Timothy Boyd, 2003). Children have been overlooked, and they could be targeted to expand the revenue base through admissions and education programs. Integrating children ensures that the available resources are well utilised maximally. Security measures can be improved by ensuring that cameras are installed around the sites to monitor the activities in the tourist areas (Leask, 2010; Shackley, 1998). The environment in which these heritage sites are built provides a chance for communities to offer their cultural and historical resources (Andereck Vogt, 2000; Leask Fyall, 2006a). To ensure that these communities cooperate to promote heritage tourism, it is advisable to reduce negative social impacts. This comes as a result of foreign influence and increased populations of visitors. To ensure that this does not affect the communities, the site can introduce a code of conduct that matches the community’s way of living. This reduces the soci al impact and promotes the cultural experience (Alonso, O’neill Kim, 2010; Timothy, 2011; Timothy, 2009). Meeting and exceeding visitor expectations has been turned into a competitive advantage. Innovation and customer focus are two principle aspects to maintaining good visitor relationships and positive feedback (Hannam Knox, 2009; Ritchie Crouch, 2003). Conclusion Heritage tourism is based on the historical, cultural and natural resources that a tourist site possesses. The Megalithic temples are rich in history and culture of the past communities that developed these temples. It provides visitors with an opportunity to experience heritage tourism. The management has employed tools and strategies that have seen the site increase its revenue generation capability and upgrade to meet the current needs of the visitors. However, continued innovation to make the products and services diverse and different from the ordinary is necessary. Modifying the available collections to f it the current needs of visitors will attract visitors and promote the continuation of the site to meet the needs of the future generation. Focusing on visitor needs improves the chances of attaining a place in the inscription as a World Heritage Site. Reference list Alonso, A, O’neill, M Kim, K 2010, ‘In Search Of Authenticity’, Journal Of Heritage Tourism, vol. 5, no. 1, pp. 61-72. Andereck, K Vogt, C 2000, ‘The Relationship between Residents’ Attitudes toward Tourism and Tourism Development Options’, Journal of Travel Research, vol. 39, no. 1, pp. 27-36. Austin, N 2002, ‘Managing Heritage Attractions – Marketing Challenges at sensitive historical sites International’, Journal of Tourism Research, vol. 4, no. 6, pp. 447- 457. Boniface, P 2003, Heritage and Tourism: In the Global Village, Taylor Francis, New York. Buckley, R 2004, ‘The Effects of World Heritage Listing on Tourism to Australian National Parksâ€⠄¢, Journal of Sustainable Tourism, vol. 12, no. 1, pp. 70-84. Cochrane, J Tapper, R 2006, Tourism’s contribution to World Heritage Site management, in A Leask and A Fyall (Eds.) Managing World Heritage Sites, Elsevier, Oxford, pp. 97-109. Drummond, S, et al. 2000, Quality Issues in Heritage Visitor Attractions, Butterworth Heinemann, Oxford, UK. Drummond, S Yeoman, I 2001, Quality issues in heritage visitor attractions, Butterworth-Heinemann, Oxford, UK. Edgell, DL 2006, Managing Sustainable Tourism: A legacy for the Future, The Haworth Press, Inc., New York. Fyall, A, Garrod, B Leask, A 2002, ‘Scottish Visitor Attractions: Managing Visitor Impacts’, Tourism Management, vol. 23, no. 3, pp. 265-279. Fyall, A, Garrod, B Leask, A Wanhill, S 2008, Managing Visitor Attractions: New Directions, Butterworth Heinemann, Oxford, UK. Garrod, B Fyall, A 2000, ‘Managing Heritage Tourism’, Annals of Tourism Research, vol. 27, no. 3, pp. 682-708. Gentile, C, Spiller, N Noci, G 2007, ‘How to Sustain the Customer Experience: An Overview of Experience Components that Co-create Value With the Customer’, European Management Journal, vol. 25, no. 5, pp. 395-410. Hall, CM McArthur, S 1996, Heritage Management in Australia New Zealand, Oxford University Press, Oxford, UK. Hannam, K Knox, D 2009, Understanding tourisms: a critical introduction, Sage, London. Heritage Malta, 2008, Heritage Malta website, viewed on http://www.heritagemalta.org/home.html Jones, MA 1999, ‘Entertaining Shopping Experiences: An Exploratory Investigation’, Journal of Retailing and Consumer Services, vol. 6, no. 3, pp. 129-139. Leask, A 2010, ‘Progress in Visitor Attraction Research – Towards Effective Management’, Tourism Management, vol. 31, no 2, pp. 155-166. Leask, A Fyall, A 2006a, Managing World Heritage Sites, Elsevier Ltd, Burlington. Leask, A Fyall, A 2006b, ‘Researching the Management of Visitor Attract ions: International Comparative Study Issues’, Tourism Recreation Research, vol. 31, no. 2 pp. 23-32. Leask, A Yeoman, L 1999, Heritage Visitor Attractions – An Operations Management Perspective, Continuum, London. Leighton, D 2006, ‘Step back in time and live the legend: experiential marketing and the heritage sector’, International Journal of Non-profit and Voluntary Sector Marketing, vol. 12, no.2, pp.117-125. McCain, G Nina, J 2003, ‘Legacy tourism: the search for personal meaning in heritage travel’, Tourism Management, vol. 24, no. 6, pp. 713-717. McKercher, B Cros, H 2002, Cultural Tourism: The Partnership between Tourism and Cultural Heritage Management, The Haworth Press, Inc., New York. Paolo, RA 2002, ‘The vicious circle of tourism development in heritage cities’, Annals of Tourism Research, vol. 29, no. 1, pp. 165-182. Poria, Y Butler R Airey D 2003, ‘The Core of Heritage Tourism’, Annals of Tourism Re search, vol. 30, no. 1, pp. 238–254. Poria, Y, Butler, R Airey, D 2004, ‘Links between Tourists, Heritage, and Reasons for Visiting Heritage Sites’, Journal of Travel Research, vol. 43, pp.19-28. Ritchie, JRB Crouch, GI 2003, The competitive destination: a sustainable tourism perspective, CABI Pub., Oxon. Schwer, K Gazel, R Daneshvary, R 2000, ‘Air-tour impacts: The Grand Canyon case’, Annals of Tourism Research, vol. 27, no.3, pp. 611-623. Sethi, P 1999, Heritage tourism, Anmol Publications, New Delhi. Sigala, M Leslie, D 2012, International Cultural Tourism, Routledge, New York. Shackley, M 1998, Visitor Management – Case Studies from World Heritage Sites, Butterworth Heinemann, Oxford, UK. Smith, M 2003, Issues in Cultural Tourism Studies, Routledge, London. Timothy, DJ 2009, Cultural Heritage and Tourism in the Developing World, Routledge, New York, N.Y. Timothy, DJ 2011, Cultural heritage and tourism: an introduction, Channel View, Br istol, UK. Timothy, DJ Boyd, SW 2002, Heritage tourism, Pearson Education, Harlow, England. Timothy, D Boyd, S 2003, Heritage Tourism, Pearson Education Ltd, Harlow, England. Timothy, D Nyaupane, G 2009, Cultural Heritage and Tourism in the Developing World: a Regional perspective, Routledge, Abingdon. Whitfield, J 2009, ‘Why and How UK Visitor Attractions Diversify their Products to Offer Conference and Event Facilities’, Journal of Convention Event Tourism, vol. 10, no. 1, pp. 72 – 88. This report on Heritage tourism definition was written and submitted by user Keith V. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Haiti1 essays

Haiti1 essays Want to send this story to another AOL member? Click on the heart at the top of this window. PORT-AU-PRINCE, Haiti (AP) - Haitian authorities released an opposition candidate and four associates Saturday, nearly three weeks after they were arrested following regional elections, an opposition leader said. Authorities dropped charges of incitement to violence against candidate Jean Limongy and the four others, said Evans Paul of Limongy's Space for Concord five-party coalition. Limongy, a candidate for a lower house seat, and the others were arrested May 23, two days after local and legislative elections. More than 2 million Haitian voters, about 60 percent of the electorate, cast their ballots in the violence-free elections. The Lavalas Family party of former President Jean-Bertrand Aristide gained control of the upper house and was leading in most lower-house races as vote counting continued this week. Since the vote, police have arrested at least 37 opposition candidates and activists. Sixteen have been released. Space for Concord militant Laurore Noel, who was arrested with Limongy, remained in prison in Petit-Goave jail, about 35 miles southwest of the capital, Paul said. On Wednesday, three candidates projected as the winners for seats on the Port-au-Prince city council under Aristide's Lavalas Family banner were arrested on charges of having false police identification cards. Elections for legislative seats in Haiti's troubled Grand'-Anse district, where the vote was delayed due to technical difficulties, are set for Sunday, officials said. Haiti has been without a Parliament since President Rene Preval dismissed legislators in 1999 to resolve a power struggle. Copyright 2000 The Associated Press. The information contained in the AP news report may not be published, broadcast, r ...

Community Health Project Coursework Example | Topics and Well Written Essays - 2000 words

Community Health Project - Coursework Example With this concern, the community of Minneapolis MN can be determined as one of the largest cities in the United States with more than 387,000 citizens situated in the banks of the Mississippi river. The demographic description of Minneapolis signifies its increasing population which has been considered as one of the most populated areas among the 906 cities in the state of Minnesota. The average household income of Minneapolis can be estimated as USD 46,075 in the year of 2010. In the similar context, the median age has been estimated as 31.4 years old young people involving white, black and Hispanics within Minneapolis ethnic/racial groups (Cubit Planning, Inc., 2012). Windshield Survey The windshield survey of any community involves the collection of subjective data in a personal observation about any population or community. With this regards, the surveyors implement his/her good judgments in data collection process. In the context of conducting windshield survey for Minneapolis c ommunity, the assessment will be comprised with the comprehensive study of significant informational areas where the population or community resides. ... ding to systematic plans The general condition of the housing in the community were mostly traditional and hence require regular maintenance Open Space The space location within the community can be considered in a proper way of using open space among each building The open spaces are constructed noticeably in safe and attractive forms in Minneapolis community Common Areas The common areas for hangout in Minneapolis are the banks of Mississippi and Stone Arch Bridge The families, schools and college students spend their weekends in various attractive hangout areas within the community as well Transportation The transportation facility in Minneapolis consists of bus services, personal vehicles along with car rental facilities Moreover, the inhabitants use their motorbikes and bicycles as an efficient source of transportation Social Service Centers The community is surrounded with more than 25 healthcare institutions, both government and private as well Various healthcare facilities to cure different health issues are rendered to the locales A sufficient number of recreation centers along with special treatment centers and medical institutions are also present within the community Stores The resident shops in Minneapolis are mostly situated in the major streets of the community The shoppers of the community use personal as well as commercial vehicles during shopping The shops mostly serve with fresh food items including, groceries, fruits along with other necessities Street Scene The street environment of the community is significantly efficient due to a proper arrangement of shops and other business complexes There are no stray dogs and cats or â€Å"watchdogs† found on the street of Minneapolis community Condition of the Area The community can be considered as well-kept

Power of the Papacy Between Sixth and Eleventh Century Popes Research Paper

Power of the Papacy Between Sixth and Eleventh Century Popes - Research Paper Example The land was devastated by famine,inundations, and pestilence. This, combined with the invasion of the Lombards. Additionally, the position of the Church threatened by the claims of Constantinople for imperial power of the church.   Much is owed to Gregory, to whomstrength and firmness of character were complimented by charity and gentleness. It is through this exhibition of power, authority of the papacy that many of the evils were conquered.   Of particular significance were the Pope’s relations to the Lombards. The Pope used his position as Pope, in 592–3, to reach what amounted to a separate peace with them. Through such an unprecedented step he defined the authority of the papacy.    It was throughout this period characterized by unrest, treachery of the Byzantine authorities and aggravated by the weakness that the Pope followed a  course of independent action. Gregory the great appointed governors to the Italian cities. He further provided war materials. T his is what that established the temporal power of the papacy.   In his administration the church established vast estates. This is where the Pope spent great sums on charity work. The Pope Gregory exhibited conspicuous ability. Although his relations with the East were strained, he upheld the supremacy of the Roman church. He refused to recognize the title of ‘Oecumenical Patriarch’ that had earlier been adopted by the Patriarch of Constantinople.   Pope Gregory’s greatest achievement when head of the pontificate was the conversion of England. He selected St. Augustine, later of Canterbury, delegating to him about 40 missionaries from the Pope’s own monastery. He also intervened with great effect in strengthening the Church in Spain, Gaul, and Northern Italy.it was during the time of Gregory the Great and all through to the Popes of the 11th century that the papacy really established itself as a center of power in Rome. It is this power that has been important to the activities of the papacy up to today. Scanty evidence pieces that date back to the 11thcentury AD point to the church in Rome already attaining some form of prominence in matters doctrinal. This was among the few churches that could lay claim to the apostolic foundation. By the 3rd century, roman bishops began presenting themselves as successors of the primacy that was enjoyed by Saint Peter. They wanted to wield the universal church’s primacy of authority in all matters doctrinal. After the roman emperor granted a toleration to Christianity in the 4th and 5th century, (the Edict of Milan, 313) Christianity rose to a status of an official religion. A series of Popes, chief among them Leo l (r 440 – 61) then translated this to be a claim to the primacy of jurisdiction over the church. This claim was, however, matched by a rival. The church at Constantinople claimed jurisdictional primacy in the East that was equal to that of Rome in the west. It was the Byzantine emperor of Constantinople, for at least another century who could claim to be the functioning supreme leader of Christians in temporal and spiritual matters (Miller 89). It was during the 11thto the 16thcentury that the papacy was to rise to a position of unique prominence within the community of Christians. This position, despite vicissitudes, it has managed to retain. Pope John Paul II’s effect on our times is something conceded by critics and admirers alike. The

Theme

Eddie Truong Prof. Gray English 28 11 March 2013 Finding The Theme Many stories around the world have a wide variety of theme and issues that are not easily identified. Throughout stories, authors like to describe the characterization of character rather than the plot. The reason authors don’t describe the plot of the story is because through the characterization of the characters, readers are able to distinguish the different issues the author has planted in the story. Alice Walker’s â€Å"Everyday Use† is a short story that explores the way some people tend to view their family heritage and culture.Even though the title of the story does not give a sense of genre, it is actually a drama story because it has conflicts between different people. This story begins when Mama and Maggie are waiting at their front yard for the arrival of their daughter/sister. When Dee, the sister arrives, she informs her family that she has thrown away her name for another name. When they all get into the house, Dee asks her mom for valuables that were left behind by their past relatives. At first Mama agrees to give it to her, but refuses later because Mama felt that Dee would not carry the important heritage of the family tradition.Dee, who is outraged at this point, runs out of the house and left saying that they do not understand the real importance of their culture essay writer dubai. In the story, â€Å"Everyday Use† uses direct and indirect characterization through Mama, Maggie, and Dee to elucidate the theme of personal belief some people have for their family heritage. One way the theme becomes clearer to the readers is through the indirect characterization of Mama. Indirect characterization is shown throughout the story to show the traits of the characters by what they say and what they do. The readers are able to have a sense of who the character is by indirect characterization.For example, â€Å"A yard like this is more comfortable then most people know. It is not just a yard. It is like an extended living room† (108). Through this quote the readers are able to realize that Mama is proud of what she has and the yard was not just a property to her, it is her culture. Another example given is when Mama â€Å"snatched the quilts out of miss Wangero’s hand and dumped them into Maggie’s lap† (115), and then at the end mama and Maggie sits outside enjoying their sister leave. This shows the readers that Mama believe that Maggie is more qualified to carry on the heritage and their belief of heritage is better than their sister.Another character that is characterized directly and indirectly to help clarify the theme is Maggie. Unlike indirect characterization, direct characterization is when the traits are actually given to us by the narrator rather than their actions and words. The way the author directly and indirectly characterize Maggie helps the reader see the belief she has in her family cultur e. For instance, When Maggie lets her sister have the quilt because she â€Å"can ‘member Grandma Dee without the quilts† (115) since she was taught how to make the quilt by their grandmother.Maggie does this because she had acquired the skill of quilting from her grandmother. This quote shows that Maggie is open minded and wanted to learn her family’s culture. The readers can have a sense that Maggie feels that the culture of making quilt is better than needing an item to actually remind you of your culture. Another example is when Maggie says that the dasher was whittled by â€Å"Aunt Dee’s first husband†(113) and that his name was â€Å"Henry, but they called him Stash†(113). Maggie says this quietly and outspoken because her sister Dee didn’t remember who in their family made that significant piece.The reader are shown that Maggie actually know more about their family valuables and their heritage than Dee. Maggie values the importa nce of the people who created this piece, while Dee just valued the material. The last character that helps elucidate the theme through indirect characterization is Dee. The indirect characterization of Dee helps show the reader the views of heritage she has compared to her mother and sister. A given example is when Dee comes back home and tell her family that she has thrown away her name, which has been in their family for years and chosen the name: â€Å"Wangero Leewanika Kemanjo† (112).This shows the readers that Dee has thrown her family’s name that has been passed down their culture because she wanted to be even closer to the roots of their African Americans culture. Another example that is given is when Dee yells at her mother that Maggie shouldn’t wear the quilts because she doesn’t â€Å"appreciate the quilts† that their ancestors has made. Dee believes that â€Å"they’re priceless†(114) and that they should be hung up. Even t hough the readers will find that Dee is being disrespectful to her mother, the readers are able to recognize that the quilt was made with materials from African American culture.Indirect and direct characterization is a key way to help readers wrestle their way through the different issues expressed by the author. The descriptions of the character’s traits and their words to their actions are important in every story. Many stories would be difficult to figure out the issues or theme without these key points. It could leave readers confused and mislead into many different directions. Through indirect and direct characterization, the readers are able to find the ideas given by the author.

Hangover Movie Review

I haven't laughed this hard at a movie in a long time. When I saw this movie in theater for the first time I came out with my face hurting I was laughing so much. Everything about this movie just clicked. Perfect cast with great chemistry, great direction, great music, and most importantly a fun script with hilarious dialogue and characters. The movie starts where its two days before Doug’s wedding, himself and his three friends drive to Las Vegas for a crazy bachelor party they'll never forget. But, in fact, when the three groomsmen wake up the next morning, they can't remember a thing. For some reason, they find a tiger in the bathroom, and a six-month-old baby in the closet of their suite at Caesars Palace. The one thing they can't find is Doug, the groom. With no clue as to what happened that night and little time to spare, the three of them must retrace their steps and all their bad decisions in order to figure out where things went wrong and hopefully get Doug back to L. A. in time to walk down the aisle. The four main actors in this movie are; Bradley Cooper as Phil Wenneck, the groom's best friend, a school teacher who is bored with married life. Ed Helms as Dr. Stuart â€Å"Stu† Price, a dentist stuck in a bad relationship, friend of the groom. Zach Galifianakis as Alan Garner, the socially awkward, soon to be brother-in-law of the groom, and Justin Bartha as Doug Billings, the soon-to-be groom. I personally think that they all did a great job acting out their characters personality and made everything work quite smooth. The movie followed a regular predictable story line, it was very easy for me to predict what was going to happen next. It was very easy to watch the lighting was perfect, and the director, Todd Phillips did a great job with all the shots. The movies music was composed by Christopher Beck. The movie had a few featured artists in this film, such as Kanye West, The Donnas, Usher, T. I. , Mickey Avalon and The Dan Band. For the closing credits the song â€Å"Right Round† by Flo Rida was played. The Hangover might not appeal to those seeking a more disciplined, focused comedy, but the film represents the best of what comedy can provide — pure, unadulterated, slaphappy entertainment. And there's nothing wrong with that.

Matrix impact and implementation plan - Free Essay Example

Sample details Pages: 10 Words: 2855 Downloads: 8 Date added: 2017/06/26 Category Management Essay Type Essay any type Did you like this example? Instructions Begin by copying and pasting the solutions you generated for Enerstasis Task 4 Exercise into the first column of the Impact Matrix. Add as many rows to the matrix as needed to include all of your solutions. You may find that some solutions overlap; combine or modify them as needed and describe the changes you made in your Footnotes/Explanation. If you eliminate any solutions, cross them out using the strike-through function (on the menu bar, select Format and then Fonts to find this feature). Don’t waste time! Our writers will create an original "Matrix impact and implementation plan" essay for you Create order Do not completely delete any of these solutions. Just make sure to explain your reason for striking through/crossing them out in the footnotes. Continue by copying and pasting the causes you came up with into the first row of the matrix (so that each one will head its own column). Add as many columns to the matrix as needed to include all your causes. Complete the matrix by putting an X in each box where implementing the solution would substantially affect the cause. Some solutions will only affect one cause, whereas others will have far-reaching effects. Cross out specific solutions if they are impractical, if they would cause more problems than they would solve, if you combine them with others, or if they are unnecessary (e.g., all the effects they would have are already addressed by other solutions). In the last column of the matrix, number the solutions in the order of the extent of their impact. This should be determined by the number of causes they would resolve and th eir likely negative consequences. After completing the matrix, document any notes or explanations for the ordering in Footnotes/Explanations. To complete part 2, develop your plan to implement solutions. Consider the impact of the solutions, and then, think about the difficulty of implementing the solutions and any interdependencies among solutions (i.e., do some steps need to come before others?). Order the solutions from first to last, based on these factors. You can implement more than one solution at the same time, but not more than three. Describe your implementation plan in paragraph form in part 2 of this template. This should include your suggested steps, their order, and any concerns or points to consider for implementation. Part 1: Impact Matrix Note: If you cross out solutions or causes because they have been adequately addressed by another solution, or because they are impractical or would do more harm than good, cross out the text (use the strike-through function) or change the font color. Add a footnote (bottom of matrix) indicating why you have eliminated them. Cause 1 Cause 2 Cause 3 Cause 4 Cause 5 Cause 6 Cause 7 Cause 8 Cause 9 Cause 10 Cause 11 Degree of Impact List your causes across this row The production line is not set up to handle custom orders Li doesnt order parts on a timely basis Policy (no custom orders) is not enforced Incentives in Sales Department are flawed Combined with # 11 Poor Customer service HR-Leadership Development Siloed departments and poor interdepartmental communication HR policy on Promotion Combined with cause 11 HR policy on Orientating HR policy Recruitment/Selection HR policy Management skills/and incentives List your solutions down this numbered column 1 Assess equipment functionality for tracking units completed x x 3 2 Modify equipment for maximum productivity x 3 Review the last 30 customized orders to see if there is a pattern x x x 2 Develop a menu of standardized customization elements x x x 2 5 Process them in runs of 1000 on a weekly basis to generate surplus parts x x 5 6 Develop an improved calendar to determine when units will be completed to provide better feedback to sales department x x x x 3 7 Prior to beginning production identify, type, quantity of parts needed for that shifts production using an inventory system x x 2 8 Budget in inventory time as part of a check -out list for end of day work so that additional parts can be ordered x x 2 9 Develop a daily dashboard so that staff can assess their progress at completing units x x x x X x 4 10 Incentivize production workers when units are completed timely X X X x X x 2 11 Establish a post-production meeting between engineering and production to discuss defects and to provide feedback to engineering using minutes as a measure and implementation of changes in the menus of customization x x x 4 12 Develop the role of a supply leader whose responsibility is to order supplies and complete inventory tracking x x x x x 5 13 No customization policy Throw that policy out Its stupid and not customer friendly x x x 4 14 Set up focus groups with the oldest (most frequently renewed contract) and biggest (generates largest volume of work) Find out what they want and what is the menu of customized items x X x 3 15 Develop an interview process with those customers who have chosen not to renew their contracts and have gone to competitors and find out if customization was involved x 1 16 Incorporate the above information from (15) into the customer service focus group x x 1 17 Provide feedback to staff on results of focus study x x 2 18 Change incentive program in sales department to include contract renewal, retention statistics, timely delivery, customer satisfaction, x x 2 19. Develop a customer service rating which allowed customers evaluate customers on a 1 -5 scale and provide incentives on all 5 customer service experience x 3 20.Interview a sampling of current customers using new tool x 2 21 Interview a sampling of customers who have chosen to not renew their contract to find out why and what the competition offered and if customization was an influence x x 22 Develop an incentive for production line staff for every unit completed shipped and received in a timely manner to share in division wide incentive x x x 2 23 After collating interviews; provide feedback to department x x 24 Develop a training program for sales staff to meet customer needs re customization options x x x x 3 25 Develop a values -based evaluation program to adequately reflect the values of Enterstasis wants to provide to its customers and to employees, stockholders, others X x 3 26 Management training class on change management, x x 1 27 Executive training re diversity t raining, motivational leadership, change management x x 3 28. As part of the HR program -invest in manager training, selection and support 29. These values can drive everyday manager interactions These values need to be en-cultured into staff x 2 30 Managers need to help employees align their activities with the companys values by using the values to anchor and give meaning to work tasks X x x 2 31In HR education cited above include cultural diversity x x x x x 2 32In HR education include conflict resolution and a policy perhaps on what to do x X x x 1 33 HR education how to inspire excellence x 3 34 Set direction and guidelines for the Division x X x x 3 35 Develop goals for department that also reflect values x X x 4 36 Have routine staff meetings and communicate these goals x X x 1 37 Involve staff in developing goals for division x X x 4 38 Ron Turner needs to go to Malaysia and see things for himself. His background is manufacturing so he should give his perspective to Reuben King x 3 39 Henry Ron need to develop an improved relationship with Reuben King to understand the personnel issues in Malaysia x 3 40 As part of the reworking the customer service program, and perhaps prod/eng processes as well develop criteria for prioritizing orders x x X x 3 41 Quality Control is key when it comes to ensuring customizations, and customers are being taken care of properly x x X x 1 42 HR Evaluate and develop policy to regarding hiring friends for administrative level X X x X x x 2 43 Cultural diversity training for all management positions should be required will help break up the cultural conflicts ensuing the organization x x x x x x 2 44Departments need to be re-organized to all cross functional teams like engin eering/production and put in tune with the overall goals of the organization in order to work in an efficient manner x x 2 45 Promotions should be based on qualifiers of meeting and exceeding job expectations without requiring supervisor approval x x x x 4 46 Meet with a representative of the Malaysian government -discuss your dilemma and ask for suggestions on how to recruit highly qualified Malaysian x 1 47 Aggressively market at arenas where skilled Malaysians may be i.e. university. x x 1 48 Depending on skill sets of qualified Malaysian candidates offer internships in areas of study x x x 4 49 Offer scholarships or loan forgiveness to attract Malaysian candidates x x 1 50 Do a HR training on how the personality profiles each employee interact w/ one another x x x 1 51 Have a Malaysian national at Chicago office x x 2 52 Potlucks, parties featuring Malaysian food to be served in Chicago 53 American food and traditions served in Malaysia Develop social activities that embrace cultural differences between USA Malaysia x 1 54 Offer alternate work week in Malaysia to allow devout Muslims to attend mosque on Friday or allow prayers x 1 55 Communicate in Chicago that the work week is different so that there is a different level of expectation in terms of business communication x x 1 56 Address cultural diversity in code of Conduct and have zero tolerance for prejudice x x 1 57 HR training on customer service x x x x x 1 Footnotes/Explanation: We have color-coded our interventions into 4 major groups yellow for customers, violet for operations, gold for employees and green for governmental compliance. Our vision is that Mr. Lefler would actually develop team around the colors to carry out these plans. #s 1-6 are all solutions derived from cause 1 #s 3-4 solutions are both due to the c auses of 1, 3, and 7. #s 7-11 are solutions originally derived from cause 2, which has also been affected by a few other causes according to the matrix above. #s 13-17 are solutions which have originated from cause 3, but can also highly affect cause 5 with being able to control the issue of poor customer service. #s 18-22 are solutions which have stemmed from cause 4 on the, but have also been affected by cause 5. #s 23-24 are solutions used to solve the issues with cause 5, however after further review these two solutions could also help with cause 6 and 11. #s 25-41 are all solutions for cause 6; however 26 and 27 are detachments for solution 28-39 which are all people causes affecting Enerstasis. In order to better break down the issues the solutions need to be able to pinpoint exact causes hence the various detachments. #s 32, 34-37 are solutions for causes 6, 7, and 11. #s 42-44 is the solutions for cause 7 Cause 8 and cause 4 can be enveloped with caus e 11 thus creating an umbrella effect on the HR section in order to ensure all polices are being acknowledged by the HR management with the best interest of the organization in mind when setting division goals. #s 45 and 49 are solutions which tie into cause 9, while 46-48, and 50-57 all tie into cause 10 and 11. It is cause 11 which has developed the most solutions to changing the current culture at Enerstasis. Once the people/leadership is changed within the organization with the solutions listed above then the rest will follow. The management issues tend to affect everything issue addressed above, and without good leadership being the foundation of this organization everything else will come crashing down. Part 2: Implementation Plan To begin changing the culture, one must fist assess how ready the culture is ready to change. Resistance to change can be overcome when leaders are able to communicate why the change is necessary. Leaders need to clearly communicate h ow the changes will benefit the employees and the company. Leaders need to also communicate the goals and the direction of the department. An essential element of change management is overcoming resistance to the change. During this pre-implementation phase leadership needs to develop the informal networks and help convert them to support the initiatives Administration has envisioned. This informal leadership is essential to the effectiveness of the culture change. In Competing by Design, Nadler discusses the influence of Power: Problem : Power that the best practices involve managing political dynamics which entails getting support of the key power groups which is the informal organizations. Developing strong relations within the informal organizations which will build in stability. This is crucial as the most difficult element is to maintain stability in the midst of great change. It was unclear from the materials provided whether or not there is a Human Resource Director or a functional HR department This role is mission critical as many of the interventions stem out of training and changes in HR policy. This is another critical step that needs to be accomplished prior to beginning the implementation plan. Another individual that is essential prior to implementation is the appointment of a project co-coordinator. This person would report directly to Henry during this project implementation. We recommend that this person be someone from within the organization presently to assist with the informal organization. Being an insider will help overcome some of the inertia found as a result of any change management. Executive training needs to occur first in order to help lead the charge. Executives need to have the tools to bring about the necessary culture change Developing core values in conjunction with staff is going to be necessary to sustain long-term change. Once leadership has the tools they need to create change, the first changes need to be intentional so as to demonstrate concern for staff during tumultuous times. Staff needs to be convinced that these changes are to their benefit, so changes that have little cost such as changing work hours in Malaysia to allow people to go to Mosque, or shifting work week are the types of changes that put employees quality of life first. Also changing the HR promotion policy is another easy win. Increasing staff engagement is going to be essential in order to develop loyalty while change begins The executive team needs to have quick wins such as number 3 above and then develop the infrastructure for long-term sustained change. Once staff is engaged, begin to look at customer engagement, and identify what are the easy wins for customers and that may begin with customer survey. It has been said that administration can only focus on 3 things simultaneously James Pappas So the focus I would use would be employee engagement, customer engagement, and production improvement To identify which element s are related to employee engagement, customer engagement and production improvement we color coded the elements. Production improvement is a violet, Customer engagement is yellow and employee engagement is orange. Governmental compliance and is pervasive through all interventions and we highlighted it green to identify the elements effected by external culture. We recommend developing 3 teams with an oversight or steering committee. The oversight or steering committee is responsible for primary meeting all governmental constraints and to ensure that the teams are moving forward. Additionally, these teams need to appoint a team leader, who will own this process for the long haul No just for the implementation phase but to ensure that these tasks do not break down after the consultant leaves the project. Each team must have representative from both the Malaysia and Chicago office Each team needs to complete their own assessment and identify what they will need in terms of people, supplies and resources (space, time) In particular each team needs to identify what are the pitfalls or unintended consequences to the change. Once these teams have been established, review all of the metrics described in Task 2 and make sure everyone understands metrics and definitions Once there is agreement around the metrics, developing the dashboard or how these metrics will be displayed is essential to keeping all of the groups honest and focused. All teams need to follow the pattern of PDCA which is plan, do, check, and act. Doing small tests of change gives the team the ability to test out the ideas and modify them as necessary All teams should have timelines and report to steering committee monthly till all implementation items are completed The timeline of a year is reasonable for completion of the entire project with reports to the steering committee occurring monthly for the 1st Quarter and then quarterly and then an annual review. The project co-coordinator besides making sure that each team is functioning well and completing tasks must also help develop the transition plan from project to something that is absorbed into the culture. The danger is that if these changes are seen as a phase they will not have the staying power that is required and the company will quickly within 5 years be back to the present situation. Sources: Gallup Great Manager training Class Posts Dr. James Pappas, VP of Quality Patient Safety Reliability at Loma Linda University Medical Center Organizational Assessment Perspectives on the measurement of Organizational Behavior and the Quality of Work Life by Edward Lawler III, David Nadler, Cortland Cammann, John Wiley Sons, NY p495 -605 The Turnaround Managers Handbook, by Richard S. Sloma, The Free Press- Division of Macmillian, p42 203 Competing by Design., by Nadler, David A. and Michael L. New York: Oxford, 1997. Print. P 183, 186, 187, 195, 201