Ethical Issue Presentation in the Elderly Do Not Resuscitate/Do Not Intubate Essay

The persistent use of the DNR/DNI order proves to be very perplexing to health care staffs. Even though ethics committees could help in explanation, and the use of developed orders could further identify the patients’ wishes, patient as well as family education is still crucial to determine what the patient actually desires. As technology progresses, nurses would carry on to be showered with ethical concerns regarding the DNR/DNI orders. This paper aims to tackle how nurses could be practical in getting answers to the difficult question and find out how to deal with the issues concerning the DNR/DNI orders (Belcastro). What exactly is DNR/DNI? Nurses often get a chance to face such an order. To begin the paper a detailed explanation of what DNR/DNI is needed. Do Not Resuscitate/Do Not Intubate is a written order which came from a doctor. Do Not Resuscitate orders entail that if a patient experiences a cardiac arrest, he should not be given a CPR or electric shock treatment. Do Not Intubate on the other hand is an order which states that no breathing tube should be placed on the patient when he experiences a breathing difficulty or respiratory seizure. Although DNR and DNI orders often go hand in hand, the presence of one does not necessarily entail the presence of the other, meaning to say that they could be given separately (a doctor could give DNR order and not give DNI order in the process). The presence of DNR/DNI order does not necessitate that the hospital staff would stop all treatments for the patient. Medical as well as nursing care would still be given up to the point when the patient experiences a cardiac or respiratory seizure (Belcastro). The nurses and the doctors always discuss the possibility of ordering a DNR or DNI to the patient’s relatives. Although it is hard to accept, one should try to get used to the idea or at least be open to the possibility that your loved one is in a situation which could not be reverse and that to continue the patient’s treatment would only produce further discomfort for the patient which would only delay the dying process. It is understandable that people shrink from the possibility of death however, whether humans want it or not, death is the ultimate conclusion of every human life. Prior to the discussion of the DNR/DNI order the patient’s relatives ought to cautiously consider everything the physician and the nurses would tell you. The ultimate decision to issue a DNR/DNI order would be decided by the patient’s relatives. The decision regarding the issuance of DNR/DNI order is reversible depending to what necessity requires. Before deciding whether the DNR/DNI order would be issue, the patient’s relatives usually ask nurses if there is a possible chance the patient would recover. Nurses, having faced the situation a number of times would be liable to give you honest opinion. In deciding DNR/DNI the quality of life over the quantity of it should be considered. One should take into consideration the pleasantness available for the patient should he chance a survival. Would his survival be solely dependent on the machine sticking on every part of his body, would he be forever mentally incapacitated? These are only some of the questions a relative should take into consideration especially since the abovementioned scenario is liable to produce only pain and discomfort for patient and relative alike. One should weigh if living would really be best for the patient or if dying a quiet and painless death is much preferable. Financial burden should also be taken into consideration. One should analyze if the patient would really be happy for the financial burden forced upon his family when the overall result of the treatment is not really good (Eckberg). One should also accept the fact that unless one has a power of attorney, the patient is still the one to choose if he would like to have a DNR/DNI order (unless of course if problem such as the patient being mentally incapacitated arises). Numerous standards direct the decision-making process of the DNR/DNI orders. Beneficence and autonomy often comes into consideration. Beneficence is the tenet that orders one to do right to other people and stop from doing harm. Autonomy, on the other hand could supersede beneficence when a choice is needed to supply or remove life support. Under situations in which it could be rationalized to try CPR on the patient under cardiac or respiratory arrest, and the patient made a choice concerning life-sustaining procedures, autonomy must reign. The basic notion of futility is also categorized as the directing belief behind the DNR/DNI order. A treatment could be categorized as futile if it could not benefit the patient or if it could not end a reliance on intensive medical care. If the physician make use of the principle of futility to decide if a DNR/DNI order is to be retained, the physician should ascertain that he have thoroughly consulted the patient or the patient’s relatives. (Belcastro; Eckberg) Freedom on the other hand includes the belief of human life and dignity, and in a way it also takes into consideration the principle of autonomy. Freedom gives consent to the patient to make his own decision based on his personal beliefs. This freedom ought to be given to the adept patient and his decision must be upheld even if it is contrary to the wishes of his relatives. Ethic committees also play a role in DNR/DNI orders. Ethic committees are available for discussion about life support necessities. They deal with discussion and education, advanced procedures and principles. Through these committees, concerns taking place in the society are brought about for debate. Case studies are made accessible to determine whether a certain state of affairs was managed in the most efficient way. If a problem arises the said committee is ready to make rational and well-supported plans which avoid the existence of rushed decision (Eckberg). To conclude, DNR/DNI orders does not necessarily entail that one would allow murder of the patient. Rather, considerations which are mostly centered on the patient’s welfare were taken into account before issuing such an order. In cases of difficulty the ethical committees could help in solving the problem. Factors such as beneficence, autonomy, futility, and freedom must be taken into consideration before issuing the DNR/DNI order.

Raw- Power

It could be from being born into families with royalty or wealth, or having the ability to influence or control the behavior of a person. Power is a fundamental theme throughout the novel â€Å"Raw† as It Is outlined in the novel by quoting â€Å"Concentration camps† and â€Å"Gun-toting guards†. Through this, It Is evident that Brett equates power with these Images but by the end of the novel, he learns that power is not merely vested Institutions but may come from within.The theme of power is first introduced In the story when the author uses symbolism. From the quote â€Å"the red and blue lights of a police car†, we witness the tension between the individual and the powerful authorities. The theme of power Is also highlighted In the novel when the police do not call young offenders Like Brett by their own name. â€Å"This one†, â€Å"Pigs†, â€Å"No hoppers†, â€Å"The prisoner† are Indeed language used by both authorities a nd offenders, Indicates much about attitude and deserve close attention.The police are spoken In derogative terms and the police also do the same. Names do matter but in the novel, we see that the individuals are reduced to types. By not using names, the individual is more demoralized and a more powerful stance may be achieved. Although it seems like all power comes from the authority, Tyson and the others also offer another source of power. This can be seen when Brett quotes â€Å"l don't think this is working†. Through this, it is evident that Tyson provides illegitimate power in that they are powerful through sheer force and aggression.Their presence seems to suggest to Brett that reform institutions so not work. Monk also tries to offer a more realistic image of the institution. â€Å"Even in here he couldn't escape†, demonstrates that the drug dealing continues. While there may be flaws in the system, individuals such as Sam are genuine in their efforts to provide a second chance for offenders who have previously been in trouble with society. Monk also offers a real setting which does fail for some individuals such as Tyson. This makes Beret's possible bright future all the more a victory.

Causes of over Eating

Early Tuesday morning this young lady was walking home. The young lady all of a sudden she fell out on the ground. She was rushed to the hospital. The doctor told her that she was eating too much junk food and not enough health foods. The food she was eating wasn’t giving her enough energy. This is just to show how over eating unhealthy foods can affect you over all health. Over eating unhealthy foods cause serious health problems such as, heart problems, diabetes, and high blood pleasure. First, over eating can be so dangerous towards a person’s health. Heart problems are the worst sickness a person can have; in fact it’s one of the leading causes of death due to unhealthy eating. Whereas to avoid having heart problems by eating health and exercising. Greasy food causes fluid to crowd around the heart other body organs. It’s important to take care of the body so that there wouldn’t be health problems like this. Because who wants to have heart problems they get old in age no one does. Heart conditions are major issues. Second, diabetes comes from eating a lot of sugar, not burning calories, and fried foods. People with diabetes have to watch what they eat at all times. A person might look health on the outside but is unhealthy on the inside. Diabetes is a huge responsibility to withhold. A person with diabetes have to give there self a shot at least twice a day in the stomach, that’s very painful to go through. It’s obvious that people who find out that they have diabetes can’t leave a normal life anymore. Third, high blood pressure is one of the major causes of over eating. People seem to eat their pain away and its causes them to have all kinds of health problems. Dealing with high blood pressure and eating unhealthy food can really make a person have a nervous breakdown. In addition, high blood pressure it causes stress makes a person want to just eat more and more. The stress of this over eating make a person blood pressure goes up so high that it causes them to be hospitalized. Over eating isn’t good for a person with high blood pressure. Most seem to beat themselves down or just eat their hearts out because of their health problems. When people over eat the foods that they know is bad for them, in contrast its makes them have health issues. Heart problem are no good for those who have over eating addictions. Diabetes can get worse if a person continue to over eat unhealthy food. High blood pressure is very hard to deal with knowing that self is the cause of this bad health condition. Overall the cause of over eating has its down falls on a person’s way of living there life on a day to day bases.

Research Articles Essay Example | Topics and Well Written Essays - 1000 words

Research Articles - Essay Example Qualitative evaluation based on ethnographic method at two suburban high schools. The setting for the study is two suburban school (Gance-Cleveland 2004 p.380). Children are persuaded to share the details of the problems in the family in a trusting and supportive environment and by creating a less stigmatizing and more positive environment for the participants. The research was approved by IRB (Institutional review board) and prior permission was obtained from cofacilitators, administrators and students for each interview. The anonymity of the participant was safeguarded in theoretical sampling in focus groups through by using code numbers in the data (Gance-Cleveland 2004 p.382). Patients were reviewed from an academic health center. Inclusion criteria are used with a face to face interview prior to the hospitalization and the measurement of pain through various methods preoperatively and post operatively (Ridge & Goodson 2000 p.71). The sample size constituted various numbers of participants for each study. The size of the sample seems to be adequate considering the age and probability of the hip replacement surgery. The study was conducted in an academic health centre ((Ridge & Goodson 2000 p.72). Five data collection instruments were used. They are Functional Status Index, Arthritis Impact Measurement Scale, Health Assessment Questionnaire, Sickness Impact Profile and Index of Well Being. The data was collected once before the surgery and twice after the surgery (Ridge & Goodson 2000 p.72) The ethical rights of the patients was safeguarded during the research since it is evident that patients were not forced to participate and even participants who dropped during the course of the research were not included in the final analysis ((Ridge & Goodson 2000 p.74). The research was conducted in a written format through the selection of statements in outcome measurement instrument that reduces the changes of bias in the data. The sampling

Brain based learning Essay Example | Topics and Well Written Essays - 750 words

Brain based learning - Essay Example As such, various researches have been conducted over the years in relation to this method of teaching. One of them dealt with finding the correlation between the use of the brain-based learning and the learning process and the the effect on the students confidence (Politano & Paquin, 2000). As earlier mentioned, the topic of brain-based learning has seen various researches and one of the areas has touched on the students’ learning process. As such, the research on the teaching method has focussed on how the brain functions in enabling the students to learn new concepts and skills over a given period and exposure. For example, the concept of neuroplasticity, an area researched under the brain-based learning, shows that there exist neural connections in a brain that are capable of remapping and reorganizing themselves the moment a person is exposed to new things to learn or new experiences. It has also been found that the learning process of a person is dependent on the brain’s capacity to handle various activities at a go. Additionally, research on the brain-based learning explains that the same type of information is likely to be stored in various parts of the brain. As such, the brain-based learning depends on the emotional state of the learner during th e learning process, which can be facilitated by factors such as diet, stress and exercise among other conditions. For this, it is evident that the use of brain-based learning technique highly enhances the learning process of the students (Politano & Paquin, 2000, p. 123). In regard to the confidence, brain-based learning has been found to be efficient in reducing anxiety in learners who are struggling with activities such as reading, pronunciation or any other learning-related activities. As such, tutors can use this technique to seek the right opportunities that can be used to emphasize the ability of the learner towards the achievement of the brain that they would want. Brain-based learning may also

Aircraft Electrical Power Generation and Distribution Coursework

Aircraft Electrical Power Generation and Distribution - Coursework Example This magnetism in turn induces voltage into an armature which then carries electrical power to generator control unit (GCU). This power is rectified and conducted to exciter field winding. This then induces voltage into exciter output winding field. This output is rectified to DC and flows through the output field winding and it’s induced into the main output coils. A voltage regulator is incorporated to control the voltage generated by the system depending on the load and the engine speed. It consists of a Generator Control Unit that ensures that all the 3 phases produce equal voltages or the difference is within limits. It also has provision to ensure that the frequency is maintained within the desired limits. Over voltage (OV) - When the voltage at the point of reference (POR). Is above 125V, there is a faculty voltage regulator, and the generator control relay (GCR) is de-energized. Q2. Explain with an aid of a diagram how an integrated drive generator (IDE) works. The IDE has 2 main parts. i. A drive. ii. A brushless AC generator. The drive part makes sure that the generator operates at a fixed rpm, regardless of the engine rpm and generator load. The IDG input shaft drives the generator through a reduction gearing and a differential gear. When the generator operates at 12000 rpm the generator frequency is 400 Hz. When the input shaft increases or decreases the frequency of the generator increases or decreases too. This deviation from 400 Hz is detected in the GCU which supplies an electrical signal to a servo valve in the IDG drive part. This servo valve in turn controls through a control cylinder a hydraulic unit which starts to operate in an anti/clockwise direction. Since the hydraulic unit is connected to another input of the differential gear, the generator rpm increase or decrease is less than the rpm fluctuation on the input shaft. As a result, the generator frequency stays approximately constant. The hydraulic unit operates on 240 up to 280 psi. This charge pressure is made by a charge pump and charge relief valve; the charge oil is also used to cool the generator. The oil flow is between 34 and 53 liters. Drain oil from the generator and sump is supplied through a scavenge filter to an external oil cooler by three pumps , which are driven by the accessory drive gear on the differential gear These pumps are generator scavenge pump, sump scavenge and inversion scavenge pump. The accessory drive gear also drives the de-aerator and charge pump. The return oil from the cooler passes the de-aerator and it goes back to the charge pump. Q3. Explain how a transformer rectifier (TRU) works. The TRU as the name suggests is both a transformer and a rectifier. The transformer steps down 12000 V to 28 V while the rectifier converts the 400Hz AC power to DC. The 3 phase AC is routed to the primary side of the transformer and is in connected in star order. Two secondary sides are at the transformer. SEC 1 is in star order while SEC 2 is in delta order. The output of the secondary side is rectified by full wave rectifier circuits. The purpose of the two different secondary sides with separate rectification is to have less ripple of the rectified 28V DC power output. If the temperature of the rectifiers is over a certain limit, overheat switches providing signals to the monitor circuit in the TRU causes the TRU

Organizational culture is fundamentally about symbolic meaning and as Essay - 5

Organizational culture is fundamentally about symbolic meaning and as such cannot be managed. Discuss - Essay Example Symbolism in the organisation refers to the wide variety of meaning and expression functions in the organisation. Organisational culture is a network of shared experiences and accepted reality through which tangible expressions are depicted in the symbols of the organisation. Symbolic organisational culture is displayed in the language, mode of dressing, rituals and routines that define the interactions among the stakeholders of the organisation (Brown 1998). Artifacts like pictures on the walls of the building, the smell and emotional overall feel of the organisation are used by the outsiders to gauge whether the company is bureaucratic or informal. For instance, a bouquet of flowers on the reception may be a symbol of stakeholders’ appreciation. The bouquet of flowers may have other associated elements such as the arrangement and texture that will indicate the historic experience of the stakeholders. According to prospective symbolization, artifacts in the organisation are n ot imitations but objects that portray the reality of organisational culture. According to Schein, the first level of organisational culture includes the artifacts that symbolize how employees interact in the organisation and guide the behaviour of employees (Schein 2009). ... The last level of the organisational culture is the assumptions that reflect the shared traditions and beliefs within the organisational culture (Schein 2009). Stories and myths also define the symbolic nature of organisational culture. Stories are used to highlight the past struggles and successes of the organisation. Stories and myths may either be written or oral and are used to orient the new employees to the organisation. Ordinary tells such as weekly sales levels or historic legends like the founders of the organisation help employees understand the strategic mission of the organisation. Effective stories will affirm the strategic and core values of organisation to employees. For instance, stories can be geared at enhancing creativity, professionalism, integrity and hard work thus facilitating the commitment to organisational objectives. The organisation can manage this symbolic element through having written core values that are displayed in walls and company websites. In addi tion, the beliefs are aimed at enhancing the job motivation and increased productivity, thus beliefs can be managed through expression of humor in the workplace (Daft 2010). Organisational routine actions and rituals such as ceremonies like the end of year parties, team retreats and company meetings add a symbolic value to the organisation. The leaders in the organisation should ensure regular performance reports, open performance discussions and board meetings in order to facilitate the evaluation of the past performance of the organisation (Nel 2009). Material objects such as corporate logos, company product designs and status symbols inspire or demoralize the employees. Symbols in the organisation justify

Is pluralism of philosophical assumptions in managment research a Essay

Is pluralism of philosophical assumptions in managment research a cause for concern or celebration Explain your answer and disc - Essay Example This report is a discussion about management research, about its techniques and practices mostly adapted by managerial researchers. The objective here is to find the relationship between pluralism and management research, which is one philosophical approach adapted in most of the managerial researches. The aim is to test the argument that whether â€Å"pluralism is a cause of concern or celebration in the practice of management research, as one effectively adapted approach in the practice†. What is Management Research? Management research can be defined as a practice, which managers adapt to acquire knowledge and information. This practice is to meet the requirements set by managers, which are mostly of acquiring knowledge that is most needed in a particular organization (Brooks, 2002). It can be intellectual knowledge, knowledge related to managers’ skills, or knowledge to grow organization’s equity, which managers generally acquire by means of management resear ch. Moreover, managers conduct management research to understand the internal functions, operations, and structure of a particular organization. ... Philosophical Assumptions of Pluralism in Management Research According to the contemporary literature, pluralism is a philosophical school of thought that is composed of four different elements - diversity, understanding, commitment and dialogue. These elements are basically philosophical assumptions of pluralism, which describes pluralism as a state of multiplicity (Werner, 2002). Multiplicity of thoughts, of ideas, rationales, and decisions all come in the pluralist school of thought. Generally when managers adapt pluralism in management research, they are inevitably engaged with diversity and multiplicity (Werner, 2002). Accepting diversity as a culture in pluralism, managers have to be tolerant and have to show patience to go across the lines to build understanding in their relationships. Understanding and commitment are two essential features of pluralism, and are most challenging to managers as they test the leadership, the gratitude and personality qualities of managers durin g management research (Johnson & Duberley, 2000). Pluralism motivates managers on collective decision-making and for which managers have to bring a cross-integral dialogue with their peers to bring collective decisions. Collective opinions and views are of major importance in pluralism (Pettigrew, 2001). Encounter of commitments have to be shown by managers on their decisions, as strong commitment is one rule and a promise in pluralism. Actually, it is test of collective wisdom which pluralism sets out for all managers involved in a management research activity (Sheffield, 2009). At the initial level, all managers find pluralism a difficult approach to adopt in management research, but when fruits of

CIS 21 U2 Review Essay Example | Topics and Well Written Essays - 250 words

CIS 21 U2 Review - Essay Example NAT is a short form of Network Address Translation. As the name suggests, it translate IP address. It tightens network security as it unmasks all the incoming and outgoing addresses. It ensures a standard address is used in communication worldwide. PBX, it stands for Private Branch Exchange. It allows for private telephone networking in an organization. Usually, it uses open interfaces thus making it more flexible than other systems. Its flexibility invites telephones, emails, and fax, web and computer actions to function together. 3. Your organization is in the testing phase of a new accounting application and he needs to verify functionality on various operating systems before deploying it to the customers, but is dealing with hardware availability issues. What network design component would suggest in this scenario? Organization’s data is the core of its business. Personal information, employee credentials, and sensitive files are kept on a company’s network. Therefore, the security backup system should be deployed. The system helps businesses to run smoothly even in case of hardware fail. 2. What data encryption method should you implement when you need to send data for the company’s annual earnings report as an attachment in an email from your mobile device to the board of directors of your organization? Business partners may choose to leave the company. Several employees, however, may get scrutinized from their job. Also, it invites significant financial losses. Unfortunately, it drives organizations into the enormous risk that hinders successful continuity of a

International business and International Trade Coursework

International business and International Trade - Coursework Example The competition is increased globally since companies look for the best suppliers offering high quality at low prices, search for international human talents and acquire the best possible know-how in order to satisfy better their customers' needs. As a result of the above mentioned the cooperation of countries is expanded. The countries understood that may gain reciprocal advantages, they can react to problems better when they work together with other countries rather than trying to solve the problems alone. Lastly, the countries with globalization main deal with issues e.g. environmental issues that are not in their territory. 2. After summarizing the positive and negative aspects of offshoring, state whether you support or are against offshoring and why. Include any experiences you or someone you know has had in which offshoring is affected. "improvements in technology will have as a result the need for fewer employees to accomplish the same task/work, particularly for the less ski lled jobs that are easiest to offshore". (Hackos, 2004). The technology improvements will help companies to reduce their costs and thus reduce prices or invest the saved money in Research and Development. As a result, companies will grow and therefore will raise their employment rate and at the same time, they will increase highly paid positions in their countries. Another positive aspect of offshoring is that the poverty level in poor countries has been decreased. This allowed them to decrease their unemployment rate and consequently, people have more income to dispose of thus imports from rich countries have been increased i.e. the decrease of the poverty level in poor countries is beneficial both for the poor and the rich countries. The negative aspects are the following: the product prices are not reduced although the production costs are diminished. Jobs are replaced and working conditions are deteriorated. Jobs in poor countries are low paid. When a country asks for more then the Multinational Companies move to somewhere else, somewhere cheaper. Countries that have benefited from offshoring are China and India whereas the rest of the other underdeveloped countries remain in poverty. According to Joseph Stiglitz, during the last yeast of the last century, the number of people living in poverty conditions has increased by 100 million.(Daniels, Radebaugh & Sullivan, 2007) A personal experience that I have is a person I know in Greece. He had been working for the local cotton industry which was blooming in the country fifteen years ago producing excellent cotton.  

Summary of the Seven Habits of Highly Effective People Essay Example for Free

Summary of the Seven Habits of Highly Effective People Essay lIn â€Å"The Seven Habits of Highly Effective People,† Stephen Covey helps people become more effective when dealing with the significant challenges of life. In details, Stephen Covey provides guidelines for managing time and balancing studies, social life, job, and other priorities. The first three habits are focused on personal victories. They teach how to develop self-mastery and dependence. Those three habits are: Be Proactive, Begin with the End in Mind, and Put First Things First. Habits four, five, and six address interdependence, the success in working with others. Habit four: Think Win-Win, habit five: Seek First to Understand, Then to Be Understood, and habit six: Synergize. The seventh habit: Sharpen the Saw, talks about building one’s personal production capability through self-renewal and continual improvement. After reading this book, I was encouraged to think about what I can do to develop myself and become the best of me. Therefore, I have decided to take the following steps to improve myself: improve my communication and teamwork skills; keep myself focused on what matters the most; be being proactive; and take the time to renew myself and nurture my body, mind, heart, and spirit. My first recommendation to myself is to improve my communication and teamwork skills. Habit four: Think Win-Win and habit six: Synergize, made me realize the importance of teamwork. Habit four taught me that teamwork and long-term relationships require cooperation by seeking mutual benefit. For every problem, there exists a solution that allows everyone to succeed. According to the book, most people learn to base their self-esteem on comparisons and competition with others. They regard their success as the failure of someone else. If they win, others lose. Other people are the opposite. They think if they lose, others win. They accept loss just to make other people happy. People with such mentalities, find it hard to share the recognition and power of others. They cannot be happy for the successes of others even those closest to them. However, a person with win-win mentality is respectful and assertive at the same time. â€Å"It’s not you or me. It’s both of us. It’s not a matter of who gets the biggest piece of the pie. There’s more than enough for everyone. It’s an all-you-can-eat buffet. The other habit that encouraged me to improve my communication and teamwork skills is habit six. It showed me how people produce more together than the sum of what they could produce separately. This habit mainly says teamwork and trust should be built by creatively cooperating with other people and identifying the contributions of them which is synergizing. There are several examples of the synergetic situations . Stephen Covey gives a couple of them. One example is about two politicians being able to get 1 million votes each, but when working together they are able to get 2. 5 million votes. This example represents the classic 1+1 = 2. 5 equation. Another example is about two people who are too short to pick apples from a tree. But when working as a team with one on the shoulders of the other, they can pick many apples. Stephen Covey also illustrates how to create a synergetic model. To produce a synergetic climate one needs to assess three specific habits: have a win-win attitude (habit 4), seek to understand before to be understood (habit 5), and believe you can achieve more together than alone (habit 6). Moreover, valuing the differences is the essence of synergy. To synergize, one needs to acknowledge and appreciate the differences between people. To believe that those differences are not annoying, but they are precious and there is much to gain from accepting them. After realizing how important teamwork is, habit 5 teaches how to develop a powerful communication skill: listening. Habit 5: Seek to Understand, Then to Be Understood, helped me to understand the concept of listening. Seeking first to understand requires getting inside the talking person’s frame and see the situation the way she/he sees it. You need to understand his/her point of view but not necessarily agree with them. When listening to other people, you should not be thinking about what you are going to say next when the other person stops talking. Instead, you should really listen to what they are saying without interrupting them. You need to try to understand them which will build a bridge between your paradigms and the paradigms of them. This way you will more likely have a stronger influence. My second recommendation to myself is to stay focused on what matters the most to me. This recommendation came in to my mind after reading the second habit: Begin With the End in Mind. This habit taught me how to live with a purpose. It is based on the principle that things need to be created mentally before they are physically created. For example, a plane is first created in someone’s mind before it is actually built. Effective people determine their own futures. First, they mentally plan it according to their values and principles. Second, they physically create it through their positive actions and behaviors. During my college life, I have always had busy weeks in which I had to deal with lots of exams, home woks, quizzes, and projects. In such weeks, I tend to spend all my time only doing my school responsibilities. However, as Stephen Covey says in the second habit, â€Å"most people on their death beds don’t wish they had spent more time at the office! † By the end of each semester, I see myself getting good grades but still not satisfied because deep in my heart school is not my only priority. In order to stay focused on what matters most, I will first determine what matters most to me. In his book, Stephen Covey lists various questions that I will explore when I try to discover myself. After I find out my sense of purpose and meaning in life, I will begin to write my personal mission statement. It will act as a leading constitution by which I will evaluate my daily decisions. Moreover, when trying to keep my focus on the task at hand, I will use Stephen Covey’s life-management quadrants. In the third habit: Put First Things First, he uses a chart with four quadrants that are the result of two axes: urgent and important. Urgent activities call for immediate attention. Important activities are valuable and add to the personal mission, values, and high priority goals. To put first things first is to organize and manage time and events according to the values and vision the person defined in his/her personal mission statement. I always get caught up in day to day crisis, which represent the urgent and important things, and I get distracted from what it is important to me. What I need to do is to spend more time in the important but not urgent quadarant. I will also use a planner to schedule my tasks and activities each week. I will always re-valuate my plans based on my personal mission statement. Those two habits also reminded me that I need to start planning my career path. I will go to my advisor to discuss my career opportunities. I will also take an aptitude test to help me evaluate my talents, abilities, and interests so I can use that information when choosing my career path. I will also write down a list of the most important skills I need to be successful in college and work to improve each one of them. Another thing I want to develop in myself is to increase my proactivity. A lot of times it happened that I receive a grade that I think is unfair and I get upset, which gets me nowhere. Habit one: Be Proactive taught me that whenever I get a grade that I think I do not deserve, I should make an appointment with my professor to discuss it and see what I can learn. To be proactive is to have a choice and control over the situations. A company can be proactive rather than to be under the mercy of the industry. For example, if an industry is facing a downturn, a company can be proactive by developing a plan to cut down the costs and use the industry downturn to its benefit by increasing the market share. Proactive people do not blame other people or circumstances for their own mistakes. They understand whatever they do is what they have chosen to do. They accept responsibility for their choices. When facing a stimulus, they stop and allow themselves to choose a response based on their personal values. In contrast, reactive people do not choose how to respond to stimuli; instead they react immediately without thinking and based on their feelings at that moment. â€Å"There is a gap between stimulus and response, and the key to both our growth and happiness is how we use that space. In the book, Stephen Covey advises his readers to divide events and circumstances into two categories: circumstances they can influence through choices and circumstances they cannot influence at all. Proactive people focus their effort on the things they can control which Stephen Covey calls the Circle of Influence. They do not worry about the things they do not have influence on which he calls the Circle of Concern. By doing so, they increase their control on more and more of those things that are in their Circle of Concern. Reactive people focus on their Circle of Concern. They blame other people or circumstances which both are beyond their influence, for their failures. To be more proactive, I plan to do the following things. I will write down a list of the things in my Circle of Concern that I am always worrying about then I will work on letting go of them one by one. I will pay more attention to my behavior and language and identify the reactive ones. For example, whenever I say â€Å"I can’t do it† I will change that to â€Å"I will try. † Also, from now on I will not let other people’s bad mood rub off on me and ruin my day. This is my choice† will be the attitude I will always adopt. My last recommendation to myself is to take care of my body, mind, heart, and soul. The seventh habit says to be effective one should balance between the production and the production capacity. I will not be able to effectively do the previous recommendations without renewing myself and nurturing my body, mind, heart, and soul. Steph en Covey clarifies this point with the example of the goose and the golden eggs. A poor farmer had a goose. The goose suddenly started to lay a solid golden egg every day and the farmer soon became very rich. The farmer also became very greedy and began to think the goose must have all the golden eggs within it. In order to get all the golden eggs immediately, he killed the goose. As soon as he did that, he discovered there were not golden eggs within it. The moral of the story is that the need of the balance between production and production capability is critical. If one tries to increase the immediate output without considering the production capacity, this capability will be lost. The need for balance between production and production capability applies in physical, financial, and human asset. For example, a person in charge in a factory can increase the output of a machine by stopping the scheduled maintenance and using that time operating the machine and maximizing the production. However, in the future, more maintenance will need to be performed on the machine and the future production will be greatly minimized. That person may be blamed for causing such a mess. The production and production capability applies to customer loyalty as well. A restaurant may have a good reputation for serving great food. If the owner decides to cut down the costs and lower the quality of the served food, the profits will rise immediately. However, as soon as the customers sense the change in the food quality, their trust will be lost. The profits will definitely decline. The need for this kind of balance also applies to the physical, mental, emotional, and spiritual assets. One should take the time for self-renewal; to preserve and enhance the four human assets. Renewal increases the person’s capacity to undertake the challenges of daily living. It creates growth and change in that person’s life. Without this renewal, the body becomes feeble, the mind mechanical, the emotions dead, and the spirit insensitive. Therefore, I plan on doing the following activities. To preserve my body, I will start an exercise program and I will choose something I really enjoy like badminton. I will also make sure to get at least seven hours of sleep every day. Lastly, I will continue to eat my balanced diet. To nurture my mind, I will start to read more books and solve at least one puzzle every day. To take care of my heart, I will try to build new friendships and have meaningful connections with others.

Management Philosophy Essay Example for Free

Management Philosophy Essay Diversity trainer through the National Multi-Cultural Institute (NMCI) which is based out of Washington DC. Bahaudin worked as a manager, an Internal Consultant, Trainer, and Teacher at the Education and Training Development Department of Human Resources with Publix Super Markets Inc. for sixteen years. Bahaudin has been a visitor or speaker on conferences in the United States of America, Vietnam, Malaysia, Afghanistan, Pakistan, India, Brazil, Jamaica, Bahamas, St. Lucia, Thailand, Myanmar (Burma), Grenada, and several other Caribbean countries. Bahaudin was born in Khoshie of Logar and raised in Kabul of Afghanistan. Bahaudin finished his high school degree and higher education in the United States. Management Philosophy: Some of Bahaudin’s favorite management concepts, which he has used in practice, happen to be Self-fulfilling Prophecy, Theory Y View of Motivation, Management by Objective and Management by Walking Around. Managers are likely to get exactly what they expect from themselves and their employees. Bahaudin believes that most people want to do a good job, especially when they are given the right tools, educational developments and performance opportunities. He prefers leading people and managing systems. Bahaudin likes to clarify his overall objectives, set realistic goals and then work to achieve them in a realistic timeframe. According to Bahaudin, the journey of working toward the achievement of one’s goals itself can certainly be one way to happiness. As they say, happiness is the way. Bahaudin truly believes that happiness is a journey, and not a destination. Happiness is the progressive realization of worthwhile and predetermined goals. So, set your goals and, as someone said, then â€Å"work like you dont need money; study like you are a noble prize winner; love like youve never been hurt; and dance like no ones watching. Have a positive attitude and, when possible, make a difference in at least one person’s life. Remember, if you can perceive and believe a better state of being, then you are very likely to achieve it as well. Overall, learn as much as you can; stretch yourself as far as possible, but not beyond; never settle for less than your capabilities; aim for total integrity; and be the best that you can be! As an effective manager and leader, may you have the hindsight to know where you have been; the foresight to know where you are going; and the insight to know when you are about to go too far.

Examples Of National Cinema

Examples Of National Cinema Q: With reference to one or two films ,discuss the ways in which films can operate as examples of national cinema. Draw on relevant academic reading in order to illustrate your answer and develop your argument. National cinema is an important term in studying film. In this essay, we will discover the concept of national cinema through British cinema as an example. In the second part, we will illustrate Stephen Daldrys Billy Elliot(2000) to discuss the ways in the film can operate of nation cinema. National Cinema can be define as film which being produce with the national identity of the country following the aspect from culture, background and political of the particular country. (Hjort, 2000) Our focus will narrow down on the British cinema, which experience the threat from Hollywood towards their local market their intention to break down the Hollywood domination on the local market as well as the media culture pollution brought by the US film after the WWI. The three main issues which need to be overcome by the British Cinema are the production, consumption and representation of their films towards the national audiences (market). (Newland, 2010.) There are many successful film being produce by the national film maker which had receive critical reception internationally examples such as production from Harry Saltzman and Albert R. Broccoli. They combined sex with exotic locations, casual violence and self-referential humor in the phenomenally successful James Bond series with Sean Connery in the leading role. The first film Dr. No was a sleeper hit in the UK in 1962, and the second, From Russia with Love (1963), a hit worldwide. By the time of the third film, Goldfinger(1964), the series had become a global phenomenon, reaching its commercial peak with Thunderball the following year. The revolution of national film which being brought forward by implementing a more liberated attitude to sex, capitalizing on the swinging London image propagated by Time magazine had broke the taboos around the portrayal of sex and nudity on screen. The standard of film quality and blockbuster production of film had been benchmark by the Hollywood film and the genre of the type of movie produce with the element being put into the film. These were not the norm or the culture accepted by the film producer in the British. The more daring approach in including more gore and explicit scene had more appeal to the audiences and the horror movie from the America s The Texas Chain Saw Massacre (1974) had make Hammers vampire films seem increasingly tame and outdated, despite attempts to spice up the formula with added nudity and gore. (Martian, 2004) Although some attempts were made to broaden the range of British horror films, such as the comic adaption from Captain Kronos, Vampire Hunter or the cult favorite The Wicker Man, these films had made little impact at the box office. However there are many Hollywood films with a British dimension (based on British people, stories or events) have had enormous worldwide commercial success. Six of the top seven highest-grossing films worldwide of all time have some British historical, cultural or creative dimensions: Titanic, The Lord of the Rings, Pirates of the Caribbean and the Harry Potter movies. The second culturally American film on the list, Star Wars at number 9, was filmed principally in the UK. (Imdb, 2010.) Adding four more Harry Potter and Lord of the Rings films, plus three about a Scottish ogre in British fairy tale setting (Shrek), and about two-thirds of the top twenty most commercial films, with combined cinema revenues of about $13 billion, had a substantial British dimension. (ibid.) British influence can also be seen with the English Cycle of Disney animated films, which include Alice in Wonderland, Peter Pan, The Jungle Book, Robin Hood, Dalmatians, The, The Rescuers and The Many Adventures of Winnie the Pooh. (Simth, 2003) The British cinema market is too small for the British film industry to successfully produce Hollywood-style blockbusters over a sustained period. As such, the industry has not been able to produce commercial success internationally in comparison. The British film industry consequently has a complex and divided attitude to Hollywood. On the one hand Hollywood provides work to British directors, actors, writers, production staff and studios, enables British history and stories to be made as films, and opens up the US and world markets to a limited participation by some in the British film industry. On the other hand, the loss of control and profits, and the market requirements of the US distributors, are often seen to endanger and distort British film culture. The success from these film had clearly reflect that there is something missing in the British film because with the same resources by the Hollywood there are able to produce blockbuster which create great impact on the national and international reception. Put more emphasis on British cinema production, British support their film industry although Hollywood has a great impact on British cinema. The UK Film Council was created in 2000 aims to develop and promote the widest possible enjoyment and understanding of cinema throughout the nations and regions of the UK. (UK Film Council, 2006). British film Institute, BBC, FilmFour etc. also is a major organization to support and fund British film. However, British film can be funds by Hollywood companies such as The Full Monty funds by Fox Searchlight due to British film have co-production and distribution deal with Hollywood studio. British government offers film tax relief of UK filming. Unfortunately, in recently, a Republican wants to reduce the tax break from 25 percents of the film production to 15 percent.(Cooper, 2010) Murphy, R. in The British cinema book concluded the cause in Britsih cinema finance support by different country: à ¢Ã¢â€š ¬Ã‚ ¦while British cinema may depend upon international finance and audiences for its viability, this may actually strengthen its ability to probe national question, that while cinema has apparently lost its national audience in the cinemas, it may have gained a more fully national audience via television, and that while British cinema may no longer assert the myths of nation with its earlier confidence, it may nonetheless be a cinema which is more fully representative of national complexities than ever before. (Murphy, 2004) In conclude, British cinema is an example to illustrate the national cinema in this essay, of course, there are different cinema can contribute national cinema such as French cinema and Italian cinema. The relationship between national cinema and Hollywood is a worthy discussion topic. The term of national cinema is continent developing by the social and economic change. Billy Elliot (2000) is an example to analysis how a film to operate a concept of national cinema. Billy Elliot is a mixed genres film, it is a social drama with a strong vein of comedy. (Mahon, 2004). In terms of national cinema, Billy Elliot is a British film full of logical. It low budget film supported by BBC Films and National Lottery funds, has a British cast, is directed by British director (Stephen Daldry), editor (John Wilson), cinematographer (Brian Tufano), screenwriter (Lee Hall) and choreographer (Peter Darling). Even the music, by T Rex, the Jam and the Clash is unashamedly British. (Lister, 2000) Obvious, the film was filmed in Great Britain. Story background set in 1984, Durham. Eleven years old main character Billy struggle to be a ballet dancer whiles his family not supporting him. His father and brother are miners whom involved the historic miners strike. Billy continued learn ballet with his private teacher. Billy becomes a famous ballet dance after he overcomes th e problem of financial and family. Billy Elliot is an inspiring and heat-warming film with political, social, and gender issue being raised in the film. In the political part, Billy and his family is a member of Nation Union of Mineworks who involved the miners strike during 1984-1985 in northern England. Although screen writer Lee Hall said they à ¢Ã¢â€š ¬Ã‚ ¦didnt get the broader political context of the miners strike in -frustrating.(Teeman, 2008.) The film distributes the identity and also chronicles the British industry history and strikes and makes the film realistic. It included several scenes depict the conflict and violence between the police and the miners such as crossing the picket and the catchword -scabs. Alan Sinfield concluded those scenes in Boys, Class and Gender: Police with batons and riot shields are seen charging through alleys and houses, overthrowing any sense that private life is immune from the gross activity of the state. (Sinfield, 2006) During that two year was a bitter year for miners and the middle-class, for example, the Elliots family not having coal for heat in the winter. Billys father Jackie gave up on the strike in order to finance Billy to London to further his ballet studies. The cinematography and the scene being capture had provide the audience to visualise one of the most difficult times by the people through poverty and hardship due to the economic and political unrest. For the social part, Class, the films presents the working-class plight in England by Tory government of 1980s.(Kaplan, 2004) Again, the strike had reflect the right of working class to pursuit their welfare. Billys father has not been to London in his entire life. Billy and his father amaze the gorgeous architecture when they go to the Royal Ballet School. Billy Elliot also represents the acceptance and openness in England. In that time is generally accepted that ballet is not for lower class, is for girl and boy do ballet is means he is homosexual. Billy Father Jackie said For girls, not for lads, Billy. after he found out Billy attend the ballet class. In majority people they gendering of ballet as feminine, for boy, they do boxing, football and wrestling. Billy also repeatedly explained that he is not homosexual even he do ballet. Gender, Billy Elliot did not put emphasis on female even the female ballet teacher plays a major impact on Billy. Billy is in close relationship with his father, brother, and his cross-dressing friend Michael. His father, brother and miners against the police in heavy industrial which represent male plat the role of maintain the family and economic pillar. His friend Michael as a homosexual, Billy accepts him and treats him as best friend. In the end of the story, Michael attends to Billys ballet show, he make up and transvestite with a black man who perhaps his boyfriend. Cora Kaplan described the idea of gender issue in The Death of the working-class hero: Billy Elliot, which has a strongly marked gay subtext: to support its homo-social and gently homoerotic narrative, femininity as a negative or abject trope must be cordoned off from the films redefinition of masculinities, both heroic and ordinary. (Kaplan, 2004) Billy Elliot represents the social, political, gender and class issue in British in 1980s. Of course, there are many factors lead to this film success and more British. Scenes setting, national miners strike is a remarkable history in British. Filming in fictional country town Everington, where is a in the real in Durham, northern England. It is one of the largest mining communities to the strike. (Mahon, 2004.) The dispute sequences between police, `scabs and strikes also make the film realism. Beside strike, the landscape in countryside and scenes of Billys house is small, simple kitchen, and crude bathroom depicts the poverty and the life standard of working-class. In the last few scene at Royal Ballet School, London, shows a city, transportation and the grand design in Britain capital in comparison with countryside. In addition, Billy Elliot simple customs also represent the poor mining community hardship in 1980s. For example, in the whole film Billy only wears one short, single t, jeans, jacket and school uniform as his clothing. Billys family even cannot dress warmly and get heat in the winter. Mr. Wilkinson is ballet teacher, middle class, her casual style, messy hair and cigarettes enriched her character. The dialogue delivered in thick lower class British accents and slang. Music is an important part in the film, Billy Elliot is a story about ballet. It surprise that the music is not just included classic music like Swan Lake but also involved rock music and tap dance. The film uses 70s British rock band T-Rex Cosmic dancer and I love to boogie. Its lyrics and style highlight Billy passion in dancing. Town called malice by Jam selected in Billy main dance sequence to shows Billy angry and ambition. The touching, funny, and real history background story with good performance lead to Billy Elliots success in British and international. In Britain, it nominated six and won Best British film, best actor (Jamie Bell) and best supporting actress (Julie Walters) in British Academy of Film and Television (BAFTA) reward. It also nominated three Oscar. This huge success led to the stage, Billy Elliot the Musical opening on 31 March 2005 until present in London. The music is play by famous British songwriter Elton John. The musical continue the success of film while the musical won 10 Tony Awards and production in New York, and Australia. The `British elements in the film which we described above, it seems Billy Elliot is a British full of reasons. Broadcaster Caroline Westbrook reviewed Billy Elliot: Those who have lost faith in the British film industry prepare to have it restored.(Westbrook, 2000) However, some people and academic hold a different opinion, in fact, Billy Elliot was distributed by the largest Hollywood distributor in Europe, UIP. Xan Brooks in The Guardian claims that: Like it or not, Hollywood has shaped homegrown cinema. Billy Elliot, then, is a basic British story told an American Vernacularà ¢Ã¢â€š ¬Ã‚ ¦Of course Luddites may argue that Billy Elliot is therefore not purely British. Except that Britain itself is not purely British any more (at least not in the high Tory sense of the film). (Brooks, 2000) Despite some argument of the `Britsih film Billy Elliot, there is no doubt that the film represents the English national identity in terms of political, social and gender issue. It reflects the British culture in 1980s. Billy Elliot is a suitable example to operate how a film does as a national cinema which we discussed in this essay.

Role of Maslows Hierarchy of Needs in Managing and Motivating Employee

Role of Maslow's Hierarchy of Needs in Managing and Motivating Employees The following paper deals with the American psychologist Abraham Maslow, born in New York, who stated that every human being has 5 differently categorised needs that need to be fulfilled in order to provide healthy and happy living. In daily work managers need to respect and follow these needs so that employees will work most efficiently and effectively. Following these needs and trying to execute them is the best instruction for managers to motivate and provide successful working conditions. This paper will introduce you to the hierarchy of needs and will illustrate, by applying examples from day to day business how this concept can be best implemented. The author of this paper claims that managers can help their employees to be more motivated, if they look and work with Maslow's stages. The chief reason for writing this paper is to make clear how easily solutions can be found when it comes to giving incentives at work. First of all there will be a short overview of what motivation actually is, second Abraham Maslow will be presented in a few words and the author will go into details concerning the hierarchy of needs. There are the physiological needs, second there are the safety needs, third the love needs, forth the esteem needs and finally self-actualization. As a conclusion, the author will point out that the thesis, due to the supportive examples, can be claimed to be true. 3  Ã‚  Ã‚  Ã‚  Ã‚  Motivation "Motivation is the process of satisfying internal needs through actions and behaviours" When somebody is born it doesn?t mean he or she has motivation skills or the o their way round, it is something that can be improved or developed. "Motivation affects individuals differently, so managers must understand the process, theories, and fundamental components of motivation in order to motivate effectively." If somebody wants to understand motivation, furthermore it is also important to identify differences between people and be careful not to think that everybody has the same preferences." 3.1  Ã‚  Ã‚  Ã‚  Ã‚  Role of Managers in Motivating Employees Managers have the task to get things very effective and efficient through their employees. Most of the really effective managers get all of their useful information from communicating with people. Managers must have communicatio... ...graphy Books Jerald Greenberg, Robert A. Baron, Behaviour in Organizations, Eight edition, 1995, Page 192 Frunzi, George L. and Patrick E. Savini. Supervision: The Art of Management. Upper Saddle River, New Jersey: Prentice-Hall, Inc., 1997. Catt, Stephen E. and Donald S. Miller. Human Relations: A Contemporary Approach. Homewood, Illinois: Richard D. Irwin, Inc., 1989. Heller, Robert. Communicate Clearly. New York: DK Publishing, 1998. Hill, Norman C. Increasing Managerial Effectiveness: Keys to Management and Motivation. Menlo Park, Calif.: Addison-Wesley Publishing, 1979 Hunt, James G. and Richard N. Osborn and John R. Schermerhorn, Jr. Organizational Behavior. New York: John Wiley & Sons, Inc., 2000. Bittel, Lester R. and John W. Newstrom. What Every Supervisor Should Know. St. Louis: McGraw-Hill, Inc., 1990. Interviews Mag. Stephanie Rammer. Personal Interview. 2 November 2004 Dr.Nina Eiber.Personal Interview. 19 November.2004 B.A. Manuel Mauritz. Telephon Interview. 15 November 2004 Online Article Attorneys William Petrocelli & Barbara Cate Repa. New York: Unknown, Jan? 99. Web Sites Unkown. Examstutor. People and Organistaions.

Willie Russells Educating Rita :: Willie Russell Educating Rita Essays

Willie Russell's Educating Rita In this play, Willie Russell has created two extremes of culture and put them together to focus on the differences between them and how these two cultures change as the play develops. Firstly there is Frank with a good job as a teacher and a large house and is well educated, who is contrasted with Rita who has a council house, works as a hairdresser and is not well educated. They first meet when Rita goes to Frank because she wants to be educated. As the play continues, Frank and Rita almost completely exchange roles as they are both unhappy with their culture and want to be more like the other. This play was written in the 1980's where the working, middle and upper classes were still used widely to determine what your culture was and how important you are to the social society at the time. The theme of culture appears a lot in the play. One of the ways that Willie Russell shows the two distinctly different cultures is how much power the higher classes have over the lower classes. In the play knowledge is shown as a symbol of power. Frank has the superior knowledge over Rita so therefore he also has more power over Rita. But when Rita returns from summer school and is more knowledgeable than Frank because Frank wanted to be more like Rita, so Rita has more power over Frank as she now has the superior knowledge. I think that the swivel chair determines who is most in control over the other person in terms of power and knowledge. At the start of the play Frank is sat in the swivel chair, but once Rita is further educated she sits in the swivel chair. The fact that it is a swivel chair that determines power is significant because it turns around. Much like Frank and Rita as the power turned from being in Frank in to Rita. Willie Russell also used education to show the two different cultures that Frank and Rita live in. Rita says that she wants to be educated because she wants to know everything as she is not happy being classed as working class. But Denny, Rita's husband, does not want her to change and he does this by burning all of her books. Education also symbolises power as Frank has the power to change is life because he is educated, but Rita wants to become educated so she can change her way of life and culture. Education affects the audiences' interpretations of the play as the two extremes of culture that are

Essay --

The great potato famine was a period of great starvation, disease and emigration in Ireland between 1845 and 1852 which made the Irish population dropped my 25 percent. The potato famine started in September 1845. It was so bad it killed over millions of men children and women... The leaves on potato plants turned black and curled and then rotted and there was a fog over the fields a crossed Ireland. This fungus named â€Å"phytophthora infestans† caused the potato leaves to turn black and curl up. In this paper I will be talking about the history of the potato, the migration of the potato blight, land consolidation, agriculture laws in Ireland, and food exports in Ireland during the time of the famine, potato dependency, and the Irish/England relationship at the time, Ireland History, and then I will be wrapping it up with my conclusion. First I’m going be talking about the history of the potato. In this paragraph I will be talking about the history of the potato. The potato comes from the Andes, where they can grow in one single field they can grow 40 potato. The potato was introduced to England in 1565. Sir Walter Raleigh planted potatoes the first time in Ireland around the 1580s. Potatoes are the main nutrient source and support of life, and without it, hundreds of people will die. And the cause of the diseases a lot of people died. At first Ireland used the Potato as a back-up grain. Observers reported seeing children crying with pain and looking like they haven’t eaten in forever that made them look like skeletons. A lot of bodies were buried without coffins, and were buried with a few inches below the soil. Over the next ten years a lot of people died about 750,000. More than a million Irish people died about 1 every nine d... ...nd London during 1847. Now I will be talking about Irelands History. I will start beginning talking about Irelands History. Ireland's population growth in the first half of the Nineteenth Century had been great. Until The Great Potato Famine. The Great Potato Famine was most disaster in Ireland History. In the spring of 1847 the British helped out Irish and had soup kitchens for the people that didn’t have any food. Conclusion! During the great potato famine over two million people died. One million died because of starve starvation. And the others died from diseases associated with the famine. After the famine the people hunger suffered for years after. Now that I told you everything in the paper I will talk a little bit about them to finish my essay. The History of the Potato, The potato is the most important thing In Ireland and without it people will die.

Compare and Contrast Essay Art

Work #1 Mona Lisa Leonardo de Vinci, i503-i507 Oil on poplar, (77 x 55cm, 30 x 21in) Muste de Louve, Paris Work # 2 Flowers of Edo: Young Woman’s narrative Chanting to the Shamison Kitagowa Utamoro, Mid 17903 Color wood block print (15 1/8 x 10/38. 5 x 25. 5 cm) Spencer Museums Art The University of Kansas I am not a professional art critic, I just like beautiful paintings. It is very fascinating to me the talent that some are born with. Dilect changes with time but a painting or message or imaginary stays the same. I chose two very important paintings both are portraits of woman. They were created during different time periods. Comparing the two work one (Mona Lisa) is very detailed, while work two (Flowers of Edo: Young woman’s narrative chanting to the shamisen) is more sketched. I am left wondering if work two was a real person or drawing that was later painted. Mona Lisa or La Giocanda (Lajaconde) is the 16th century, oil paintings on polar wood by Leonardo Da Vinci, and is one of the world’s most famous paintings. Few works of art have been subjected to as much scrutiny, study, mythologizing and parody. It is owned by the French government and hangs in the Musee da Louvre in Paris. The painting, a half-length portrait, depicts a woman whose gaze meets the viewers with an expression often described as enigmatic. The title Mona Lisa stems from the Giorgio Vasari biography of Leonard De Vinci published 31 yrs after Leonard’s death. In it he identified the sitter as Lisa Gherardini, the wife of a wealthy businessman; Mona was a common name from the title Madonna, meaning my lady, the English version of Madam. The alternative title is the Italian version which means light-hearted was derived because of her smile. The â€Å"Flowers of Edo† was a series of creations by artist kawakawa Utamoro, who was a Japanese print maker and painter, and he is considered one of the greatest artists of wood block prints. He is especially known for his masterfully composed studies of women. His sensuous female beauties are generally considered the finest and most evocative. He also produced nature studies particularly illustrated books of insects. Kitagawa work reached Europe in the middle of the 19th century, where his works were very popular; enjoying particular fame in France. He influenced the European impressionist, particularly with his use of partial views, with an emphasis or light and shade. Sources The Mona Lisa Exposed Http://www. hepgura. com/mona Lisa, an ad supported tufts University student website dedicated to the Mona Lisa. Shrug asana, Timothy Clark, The passionate art of Kitagowa Utamaro British Museum Press, London, 1995

History of Mathematics Essay

â€Å"Mathematics – the unshaken Foundation of Sciences, and the plentiful Fountain of Advantage to human affairs. † (Barrow) Mathematics plays an integral function in our daily living since its conception, and we thank the great mathematicians for this essential tool. Mathematics has been used in various professions and academic fields. Undoubtedly, there have been many men of old that have contributed to the science of mathematics, but what really captivates our interest, are the ones who were passionate – who dedicated their lives to the study of mathematics; the originators of various fields of mathematics who displayed remarkable work. I have narrowed the list of the top three mathematicians who I have deemed worthy of being named the Greatest Mathematician based on: 1) passion, and 2) originality of outstanding work. A fitting decisive factor – passion explains how great mathematicians of old truly demonstrated their intense commitment to this science. They have dedicated their lives to practicing mathematics, down to their deaths. Historical accounts have described their deep interest in mathematical principles, persistence in solving problems and the ecstatic reaction of achievement when successful. It is their absolute love and pride for the science that we have come to respect. It is required that one follows specific mathematical principles and formulas in order to solve problems. This we take for granted, thus failing to appreciate the originality of these mathematicians. However, being original is what has shaped the history of mathematics. The past original work of great mathematicians has allowed for the development of new and/or advanced theories, formulas, and principles. Their mathematical discoveries have been used in many scientific disciplines such as physics and chemistry. It is therefore relevant that we explore the original work of these mathematical pioneers. Without a doubt, there are many great mathematicians of old; however, the mathematicians that I have chosen were, in my eye, truly passionate about their work, innovative, and overall, notable in advancing mathematical success. The three leading candidates I have chosen are: Archimedes, Blaise Pascal, and Isaac Newton. Archimedes – a well rounded Greek scholar – â€Å"made revolutionary discoveries in mathematics, physics and engineering. † (Kochman) Not much is known about his life; however, he was renowned for his passion, innovation, and work in mathematics. Archimedes was a passionate mathematician right down to his death. Archimedes was said to have a great amount of concentration when engaged in mathematical problems, to point where he would be unaware of the things happening around him. He would often avoid his food, bath and even be undressed until he was through with his work. He would even draw geometrical figures on any surface possible. His great passion for mathematics sadly led to his death. â€Å"Archimedes was so deep in thought that he was unaware the city was being looted by the Romans. He may not have even noticed the Roman soldier who approached him as he drew diagrams in the dirt. † (Hanson) It was reported that while deep in his mathematical work, Archimedes was disturbed by the soldier who then killed the mathematician with his sword. Archimedes passion for mathematics was him living and dying in mathematical thought. Archimedes was well-known for his original works in mechanical engineering, but he also made great contributions to mathematics. Archimedes was associated with the Method of Exhaustion, Method of Compression, and the Mechanical Method. Despite not creating some theories on his own, what made Archimedes original, was the fact that he would take â€Å"particular discoveries made by his predecessors†¦extending them in new directions. † (Cosimo Classics) A great example of this is his use of the Method of Exhaustion. He was the first person to use this method to estimate the area of a circle. As the creator of the Mechanical Method, he used it to find the area of a parabola, volume of a sphere, and the surface area of a sphere. He â€Å"produced several theorems that became widely known throughout the world. He is credited with producing some of the principles of calculus long before Newton and Leibniz. He worked out ways of squaring the circle and computing areas of several curved regions. His interest in mechanics is credited with influencing his mathematical reasoning, which he used in devising new mathematical theorems. He proved that the surface area and volume of a sphere are two-thirds that of its circumscribing cylinder. † (Archimedes) Blaise Pascal was a French mathematician who spent the majority of his short but remarkable life practicing mathematics. Pascal’s passion for mathematics was intertwined with his outstanding work in the field. Like Archimedes, he used the studies of his predecessors, but perfected it. This is with the cases of Pascal’s arithmetic triangle and the probability theory. Pascal’s passion for mathematics began from his pre-teen years. It has been claimed that the 12 year old Pascal was found playing with pieces of folded paper and later realized that the â€Å"sum of the angles in any triangle is equal to 180?. † (Gilbert and Gilbert) By age 14, he was actively involved with French mathematicians, and by 16, â€Å"he had established significant results in projective geometry, and began developing a calculator to facilitate his father’s work of auditing chaotic government tax records. † (Gilbert and Gilbert) He showed great passion when he spent 10 years of his life perfecting the Pascaline calculator, building over 50 versions. In spite of a near death experience which changed his course from a mathematician to a theologian, Pascal still had great passion for his first love – mathematics. According to historians, â€Å"Pascal suffered a toothache, which kept him awake at night. In an effort to take his mind off the pain he focused on the cycloid, the curve traced by a point on the circumference of a rolling circle. Pascal solved the problem of the area of any segment of the cycloid and the center of gravity of any segment. He also solved the problems of the volume and surface area of the solid of revolution formed by rotating the cycloid about the x-axis. †

Event Sponsorship as a Value Creating Strategy for Brands

Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou University of Patras, Patra, Greece Artemisia Apostolopoulou Robert Morris University, Moon Township, Pennsylvania, USA, and Theofanis Dounis University of Patras, Patras, Greece Abstract Purpose – The present research involves corporations that served as Grand National Sponsors of the Athens 2004 Olympic Games and aims to explore whether a strategic approach was employed in the acquisition and management of their Olympic sponsorship.Design/methodology/approach – A multiple case study analysis was employed, for which data were collected through semi-structured interviews. The study sample included seven of the ten Grand National Sponsors that signed agreements with ATHOC, the Organizing Committee of the 2004 Athens Olympic Games. Data analysis was organized around ? ve themes inspired by the existing literature. Findings – With the exception of two ? ms, the majority of the Grand Nati onal Sponsors reported no clear or measurable objectives and limited consideration to strategic or brand-related initiatives in their decisions to invest in the national Olympic sponsorship program. However, they did report plans to invest resources to leverage their rights, even though in most cases no speci? c evaluation processes had been designed. Research limitations/implications – Given that the Olympic Games are organized every four years in a new location, the ? ndings of this research may not ? d direct application to other markets and organizing committees that implement their own sponsorship programs. Nevertheless, this research did show relatively poor recognition of the role of sponsorship in creating value and building the corporate brand. Corporations considering becoming involved in sport sponsorship and also event organizers are encouraged to adopt a more strategic approach in the sponsorship solicitation and management process. Originality/value – Exi sting literature has discussed the role of sport sponsorship in brand management and the communication mix, and has highlighted the bene? s for ? rms that establish long-term ties with the Olympic Games. The present research adds to that line of work by highlighting if and how a strategic and brand building approach was adopted in the context of national-level Olympic partnerships. Keywords Sponsorship, Olympic Games, Brand management, Corporate strategy Paper type Research paper An executive summary for managers and executive readers can be found at the end of this article. Introduction The meaning of sponsorship as an integral element of the marketing mix has been conceptualised by Sandler and Shani (1993) with the following de? ition: â€Å"[Sponsorship is] the provision of resources (money, people, or equipment) by an organization directly to an event or activity in exchange for a direct association to the event or activity† (p. 39). Corporate spending on sport sponsorshi p in many European countries and in North America has increased dramatically (Lachowetz et al. , 2003). Global spending on sponsorship was estimated to reach $US28 billion in 2004 (from $US25. 9 billion in 2003) of which, according to the The current issue and full text archive of this journal is available at www. meraldinsight. com/1061-0421. htm Journal of Product & Brand Management 17/4 (2008) 212– 222 q Emerald Group Publishing Limited [ISSN 1061-0421] [DOI 10. 1108/10610420810887563] International Events Group, 69 per cent relates to sporting events (International Events Group, n. d. ). There is plenty of evidence that sport sponsorship, including Olympic sponsorship, can be very effective in achieving a number of objectives, not the least of which is competitive advantage related to brand image and reputation (Amis et al. 1997; Copeland et al. , 1996; Meenaghan, 1998). The sport marketing literature provides some discussion on the value of sport sponsorship in also deli vering other bene? ts, such as increased awareness levels, sales and greater market share, and opportunities to develop employee and client (i. e. hospitality) relations (e. g. Abratt et al. , 1987; Apostolopoulou and Papadimitriou, 2004; Irwin and Asimakopoulos, 1992; Lough et al. , 2000; Ludwig and Karabetsos, 1999; Scott and Suchard, 1992). The technological developments related to porting, events along with the growing interest of the media for such activities, account to some extent for the steady increase of sport-related sponsorship investments (Meenaghan, 1998; Shilbury et al. , 2003). Meanwhile, the decreasing corporate trust in the ef? ciency of traditional media advertising channels may also explain why corporate investments in sport follow a growing trend (Meenaghan, 1998). Despite the pervasive appeal of the sport sector, however, companies have plenty of other event options at a local, national and international level from which to choose; thus greater emphasis on retu rn of 212Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 investment will prevail their sponsorship decisions (Copeland et al. , 1996). Also, as the corporate demand for accountability in marketing expenditure increases, so does the need for a deeper understanding of the unique elements of event sponsorships as a strategic resource and a tool of marketing (Meenaghan, 1998; Thwaites et al. , 1998). Given the potential bene? ts involved in sponsorship, and in order to maximize ? ancial and other returns, corporations need to be strategic not only in their choice of properties (sport or other) with which to form partnerships but also in the allocation of resources to those agreements. Businesses must consider strategic priorities that suit their needs and systematically exploit the opportunities within their markets, and engage in partnerships that are aligned with those priorities. Furthermore, within those partnerships they need to link corporate objectives to particular strategic initiatives, a process that could turn sponsorship to a value-creating strategy capable of creating a distinctive advantage.Surprisingly, research is scarce on corporate sponsorship and its importance as a strategic resource and a brand management tool. As Meenaghan (1998) stresses, â€Å"The sponsorship literature has traditionally viewed sponsorship as an activity largely similar to advertising and generally, though not always, spoken of in terms of short- rather than long-term horizons† (p. 25). Indeed, most existing studies are descriptive, and focus on objectives and general motivation for making those kinds of investments (e. g. Berrett and Slack, 1999; Cornwell and Maignan, 1998; Doherty and Murray, 2007).Amis (2003) has also outlined the dearth of research on how intangible resources are identi? ed and managed in relation to image and reputation through sport sponsorship. This is also re? ected in the industry, as many companies invest immense resources but still ignore the capacity of sport sponsorship for ensuring longer-term bene? ts (Amis et al. , 1999). Accordingly, the present study attempts to explore the adoption (or not) of a strategic approach to the sponsorship process on the part of large companies involved in Olympic sponsorship.This is a research avenue that has been largely unexplored in the existing literature. and ideals and on leveraging its key brand on a national and international level. The Olympic Partner (TOP) program, which represents the IOC’s sponsorship program, holds a key role in the IOC’s overall marketing efforts as it attracts the interest of many international corporations due to a number of factors, including the long-term (a required minimum of four years) linkage to a very attractive intellectual property, exclusive global marketi ng rights, and the principle of product/service-category exclusivity. The ? st TOP program (1985-1988) involved nine partners and generated $US95 million, a far cry from the more lucrative 2001-2004 program, which engaged 11 corporations contributing $US603 million. Global corporations like Visa, Coca-Cola, Kodak and Panasonic view this type of partnership as strategic, and this is manifested by the fact that since 1986 all of them have invested considerable resources to remain part of the program until at least the 2012 Olympic Games. The IOC has extended their particularly successful marketing concept to a lower stage by introducing Olympic sponsorships at the national level.Revenues from those sponsorships contribute to the ever-increasing cost of hosting the event. The Organizing Committees of the Olympic Games (OCOGs) manage this program, which involves an array of sponsors, suppliers and providers from the host country (provided they are approved by the IOC). The 2000 Olympics attracted the interest of 93 such national partners who contributed $US492 million to the Organizing Committee of the Sydney Games (SOCOG), while the 2004 Olympic Games held in Athens generated e570 million through their national Olympic sponsorship program (Jeanrenaud, 2006).Present research The present study focuses on the national companies that signed on as Grand National Sponsors of the 2004 Athens Olympic Games and explores the role of these partnerships in sponsors’ brand management efforts, as perceived by company executives, as well as the degree to which these sponsors’ approach to their Olympic sponsorship was strategic. Furthermore, sponsors’ plans to integrate the sponsorship in corporate strategy and to exploit rights received by the Organizing Committee are also discussed. Given the increased pressure of corporations to maximize ef? iency in the use of their resources and to avoid opportunity cost, there is much interest in identifying whether a strategic approach was adopted in these companies’ Olympic involvement. The practices of these sponsors could provide valuable insight not only to other ? rms considering investment in sport sponsorship, but also to event organizing committees aiming to secure corporate support. The remainder of the paper includes a review of relevant literature, followed by a summary of the methodology and the ? ndings of the study.The paper concludes with a discussion of the theoretical contributions of the study and also practical recommendations for brand management and marketing executives as well as sport property representatives. Corporate sponsorship and Olympic Games The Olympic Games hold a few distinctive characteristics that make the event a particularly desirable property for a wide range of sponsors, but also for conducting research. First of all, it is a unique and highly prestigious event with a strong ability to reach a global audience through television networks.Secondly, th e marketing program and policies of the International Olympic Committee (IOC), the governing body of the Olympic Movement and the Olympics, actively preserve exclusivity for the limited number of international and national sponsorships and favor long-term partnerships. The IOC has worked extensively to raise awareness about how corporate contributions enhance the Olympic Movement and invests resources to achieve sponsor recognition. Thirdly, Olympic sponsorships are linked to attractive hospitality packages, which corporations value highly for networking, roduct display, and employee incentive purposes. Continuing a pattern which began in the late 1980s, sponsorship investments in the Olympic Games have increased exponentially, accounting for 34 per cent of the IOC’s $US4 billion Olympic marketing revenue for the 2001-2004 Olympic quadrennium (International Olympic Committee, n. d. ). This is the end result of the IOC’s strategic plan, which since 1985 has focused syst ematically on enhancing the Olympic image 213 Literature reviewThe review of literature is structured around three themes: 1 sponsorship and corporate strategy; 2 the integration of sponsorship within corporate marketing efforts; and 3 sponsorship and brand management. Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 Sponsorship and corporate strategy Understanding what companies do or do not do to remain competitive in a constantly changing environment is at the heart of strategic thinking.Practice has shown that sport sponsorship, because of the bene? ts associated with those agreements, is a frequent strategic choice of many multinational corporations. Of the most indicative examples are Coca-Cola, Kodak and Visa International, three companies with long-standing relationships with the Olympic Games. These partic ular ? rms have integrated those agreements well into their long-term marketing strategies and are continuously promoting their involvement in order to gain competitive advantage (Farrell and Frame, 1997).However, such costly agreements cannot be treated in an ad hoc manner. Successful corporations are well aware that sponsorship deals should be approached as a resource, with the capability to lead to distinctive competence if effectively combined with other organizational resources (Amis et al. , 1997, 1999). Sport sponsorship, if viewed as a strategic resource, can support brand management objectives by enhancing brand image and reputation and by assisting the company to gain competitive advantage in targeted marketplaces (Amis, 2003).This, however, implies that corporations are prepared to engage in long-term commitments and to actively exploit those agreements, or otherwise face the disappointment of low return on their investment. Though limited, research evidence has shown tha t many companies engage in sport sponsorship with limited planning and integration (Farrelly et al. , 1997; Polonsky et al. , 1995). A few companies make those investments with con? ned understanding of the range of bene? ts involved and how those bene? s can be realized. They even lack the growing knowledge of the nature of the particular communication means and this is depicted on their objectives and the poor rationale for involvement. The empirical results of Farrelly et al. (1997) with a sample of North American and Australian companies engaged in sport sponsorship showed that more time is spent into negotiating deals than in integration and planning. Moreover, their research showed that a few North American ? ms approached sponsorship management as a strategic tool, whereas the majority of Australian businesses concentrated more on the communication opportunities of sponsorship (Farrelly et al. , 1997). Similarly, Amis et al. (1999) have provided evidence that companies often engage in sponsorship without integrating it in other marketing initiatives. The consequence involves delivering an unclear and inconsistent image to the customer. Any company considering entering into a sponsorship agreement should ? rst assess the potential bene? s and the probability of gaining a competitive position in the marketplace and then make a decision of whether or not to invest in the sponsorship. Building on the work of Hamel and Prahalad (1994), Amis et al. (1999) argue that sport sponsorship can become a potential source of competitive advantage if it meets three criteria: 1 it allows for a signi? cant increase in the perceived customer value of the service or product; 2 it permits for differentiating the brand from the competitors; and 3 it provides space for exploiting the deal through new services and products. 14 The employment of sport as a strategic tool for developing a position of competitive advantage is well described by Amis (2003) in reference to the case study of Guinness. That particular company has used sport extensively and consistently to build a unifying brand message on a global level. This was achieved by ? rst engaging in a global survey to identify a â€Å"key brand bene? t† (â€Å"Guinness brings out your inner strength†) that would unify its global brand and also ensure differentiation from other popular beer brands (Amis, 2003, p. 200).Secondly, the company used sport and sport sponsorship as a central element of its brand positioning strategy, creating advertisements featuring athletes and driving on-trade promotions and sales during world sporting events (Amis, 2003). The critical element of Olympic sponsorship is that it offers sponsors the opportunity to make use of unique business opportunities by providing concrete rights and speci? c bene? ts associated with the strongest sporting brand in the world (i. e. the Olympic Games), depending on the sponsorship category.Accordingly, and given the competiti ve nature of the growing Olympic sponsorship industry, other sport and non-sport sponsorship options, and the signi? cant resource investment required to get into a sponsorship agreement, strategic thinking becomes critical. Following the example of multinational corporations, one would expect that sponsors involved in Olympic sponsorships on the national level should also engage ? rst and foremost in fundamental strategic thinking related to company brand management efforts and overall corporate strategy, and consider how a potential sponsorship agreement would enhance corporate strategy and objectives.This question is the point of exploration of the present study. Integrating sponsorship into organizational marketing In her discussion on sponsorship-linked marketing development, Cornwell (1995) proposes a model of sponsorship development. That model involves six steps, each linked to the next, including: 1 analysis of the situation; 2 determination of objectives; 3 development of sponsorship-related strategy; 4 creation of sponsorship link; 5 sponsorship implementation; and 6 sponsorship evaluation.In another research effort to standardize the process of selecting a sport sponsorship program and utilizing it as a viable marketing tool, Arthur et al. (1998) proposed a multistep process that involved many of the points discussed earlier by Cornwell. The authors emphasized the necessity of a careful consideration of all options available to an organization in order to achieve company objectives, as well as the need to incorporate the sponsorship within the organization, manage, activate, and evaluate it (Arthur et al. , 1998).Therefore, it should be stressed that sport sponsorship can be an invaluable tool as long as it is fully integrated into a ? rm’s marketing and communication efforts. This involves ? rst of all placement of the corporate sponsorship activities into the marketing departments, clear and appropriate objectives and planning, and full in tegration into the communication mix. Otherwise, sponsorship activities, including those linked to the Olympic Games can be turned into costly mistakes with no substantial return on investment.Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 Sponsorship and brand management Wong and Merrilees (2005) stress that, in pursuing competitive advantage in the marketplace, the brand should be in the heart of corporate strategy. In other words, managers should be able to combine corporate, marketing and promotional plans in a brand-based strategy, which can offer their company a sustainable edge over their competitors and lead to high levels of brand equity.Brand equity is one of the most fundamental signi? ers of a powerful brand because it represents the end result of strong brand loyalty, high name awareness, positive br and image, favorable brand associations, and the perception of superior quality (Aaker, 1991). As companies strive to build powerful brands with high value in the marketplace, sport sponsorship can serve as a tool for supporting brand management objectives (Amis, 2003; Sandler and Shani, 1993).Establishing and exploiting a partnership with a sport property can assist a company to strengthen some or all of the elements of brand equity and consequently increase the overall value of its brand (Roy and Cornwell, 2003). A few authors have discussed sport sponsorship’s role in enhancing brand image and reputation, increasing brand awareness and familiarity, and altering public perceptions (e. g. Amis et al. , 1997; Cornwell et al. , 2001; Gwinner and Eaton, 1999; Irwin and Asimakopoulos, 1992). Bene? s have also been reported in terms of brand personality and brand differentiation (Amis et al. , 1999; Cornwell et al. , 2001). The brand-related bene? ts outlined above can be deliver ed with an even greater effectiveness via Olympic sponsorship agreements. Brown (2000) discussed how AMP (an insurance and investment company) and Visa, both companies in the services sector, used their Olympic sponsorship of the 2000 Olympic Games for brand development and brand differentiation initiatives. Crimmins and Horn (1996) have also reported that Visa has bene? ed from measurable changed perceptions of its brand over MasterCard as a result of the Olympic sponsorship. Furthermore, Stipp (1998) showed that managers are well aware of how sponsor image is signi? cantly affected by the special qualities of Olympic advertising, the favorable public attitudes toward Olympic sponsorship, and the strength of the association between the sponsor and the Olympics. This is attributed to the fact that the general public expresses high respect for the Olympic Games and attaches special value to Olympic sponsorship (Stipp, 1998).Even though there is evidence that sport sponsorship, and pa rticularly Olympic sponsorship, is a distinctive resource capable of ful? lling brand management objectives, it should be stated that its effectiveness depends on active management (Amis, 2003; Cornwell et al. , 2001), appropriate and adequate leveraging (Chalip and Leyns, 2002), and longterm agreements which allow time for strong associations to be developed between events and brands (Keller, 1993). Companies should not make the mistake of mismanaging sport sponsorship agreements.They should approach these agreements as a distinctive resource, which needs to be integrated within other company activities in order to produce sustainable competitive advantage (Amis et al. , 1999). Sample On the national level, ATHOC, the Organizing Committee of the 2004 Athens Olympic Games, instituted a sponsorship program, the National Sponsoring Programme, which offered three levels of involvement: 1 Grand Sponsor; 2 Of? cial Supporter; and 3 Of? cial Provider.This sponsorship program contributed a total of e570 million to the Organizing Committee’s budget (Jeanrenaud, 2006). The present research effort focused on the highest of the three levels, the Grand Sponsors. It was assumed that, given the size of the companies and the extent of their investment, there were higher chances that a strategic and/or brand building orientation would have been adopted at that level. Therefore, the sample for this study was drawn from the population of the Grand National Olympic Sponsors of ATHOC. The ten ompanies that served as Grand sponsors were 1 Alpha Bank (private bank); 2 Athenian Brewery (beer producer); 3 DELTA (dairy product company, co-sponsor with FAGE); 4 FAGE (dairy product company, co-sponsor with DELTA); 5 Hellenic Broadcasting Corporation (ERT, national broadcasting company); 6 Hellenic Post (ELTA, national postal services provider); 7 Hellenic Telecommunications Organization (OTE, national telecommunications company); 8 Hyundai Hellas (automotive company); 9 Olympic A irlines (national airline company); and 10 Public Power Corporation SA (DEI, national electrical power provider).Data collection The design of this research involved a multiple case study approach. Data were collected through semi-structured interviews conducted with the Marketing Directors or other company executives responsible for coordinating the Olympic sponsorship activities of their particular organization. The particular research design was deemed appropriate for the study objectives as it facilitated the exploratory nature of this research. It also allowed for motivating the interviewees to explore and discuss aspects of their sponsorship-related thinking and enabled in-depth probing into unexpected issues during the discussion.Interviews took place between January and May 2004, and the duration of each interview was approximately one hour. Research efforts resulted in a total of seven of the possible ten interviews. Consequently, all results are based on information from t he seven sponsors interviewed. An interview guide was developed to incorporate the following key themes: . the reason(s) for which the ? rms entered into the Olympic sponsorship agreement; . the way(s) in which the Olympic sponsorship was integrated into the ? rms’ overall corporate strategy, their marketing strategy, and their brand management efforts; . he amount of resources deployed into the sponsorship; . the initiatives introduced to leverage the sponsorship; and . companies’ plans to evaluate the effectiveness of their Olympic sponsorship. 215 Methodology The present study follows a multiple case study approach to investigate the extent to which Grand Sponsors of the 2004 Olympic Games were involved in strategic planning and systematic leveraging activities related to their Olympic sponsorship agreements. Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis DounisJournal of Product & Brand Manage ment Volume 17  · Number 4  · 2008  · 212 –222 Data analysis In an effort to explore whether a strategic approach was adopted (or not) by the Grand Sponsors of the 2004 Olympics in the acquisition and management of their sponsorship, the present study focused on four indicators, namely: 1 sponsors’ stated goals and/or objectives; 2 resources allocated to the acquisition and activation of the sponsorship; 3 sponsorship leveraging initiatives; and 4 sponsorship evaluation plans The study attempted to assess the degree to which each of these areas was considered in the sponsorship process.In addition, the perceptions of company-sponsor representatives in terms of the incorporation of their sponsorship in the overall corporate strategy and brand management efforts were used as a ? fth indicator. These ? ve elements were chosen to frame the analysis because they have been proposed in past research (Arthur et al. , 1998; Cornwell, 1995) as indicators of a strategic app roach to sport sponsorship, and thus were deemed appropriate for the objectives of the present research.All data received through the interviews were therefore contentanalyzed based on those ? ve parameters. Results A discussion on each of the ? ve parameters as they relate to the seven companies-sponsors in the sample is presented in the following section. Sponsorship as part of corporate strategy and brand management efforts In order to explore whether a strategic approach was adopted in the acquisition of the Olympic sponsorship at the national level, companies were asked to discuss how iOlympic sponsorship ? tted in their overall (i. . corporate) brand management strategy. From the responses received to that question alone, it appeared that two of the seven companies in the sample clearly saw this sponsorship as an opportunity to support major shifts in the structure and orientation of their companies. More speci? cally, Alpha Bank, a private bank that had gone through a merger in recent years, saw its Olympic sponsorship as a way to support the union of the two banks that merged and also as a cause behind which to unite the two distinct cultures and staffs.Its involvement with the Olympics was seen as a platform to promote the new, post-merger company and to solidify its new name and identity in the minds of consumers. ELTA, the main postal services provider in Greece, which had been a sponsor of the ? rst modern Olympic Games held in Athens in 1896, was also going through major changes at the time leading up to the Olympic Games as the company was preparing for an initial public offering (IPO). Their main interest was to use their Olympic sponsorship to strengthen and promote their corporate image.According to a company representative, â€Å"we want to promote a modern image of effectiveness and quality; a humane image† (personal communication, February 2, 2004). Their investment in this sponsorship intended to support the company’s brand r epositioning efforts that focused on promoting a more positive, a more customer- and service-oriented image. In addition to the role of the sponsorship in shaping a new image 216 for the company, it served as a means to celebrate a milestone in company history, i. e. the 175th anniversary of the establishment of the organization. When asked the same question of how their Olympic sponsorship ? ted with their brand management efforts, the remaining ? ve companies in the sample did not discuss any strategic initiatives that were supposed to be supported by the sponsorship. Instead, they provided reasons for which they decided to become a sponsor. Athenian Brewery, a beer producer, and DELTA, one of the dairy product co-sponsors, mentioned that their decision to become a sponsor was driven primarily by the fact that the Olympic Games was the largest and most important athletic event to occur in the modern history of the country, while the other three cited being a logical choice for the pro? e and size of their company (FAGE, dairy product co-sponsor); obliging to a matter of honor (Olympic Airlines, airline); and supporting their company’s social responsibility strategy (DEI, power provider) as their rationale for entering into those agreements. Even though it seems that, from their responses to that question alone, these ? ve sponsors did not consider any strategic or brand-related initiatives in their decisions to become involved in the program, there was some relevant information that ould be deciphered from their commentary on their sponsorship objectives, which indicates that some consideration of corporate strategy or branding was present. That information is discussed in the following section. Stated goals and/or objectives All of the companies in the sample seemed to have, to a greater or lesser extent, some stated goals for this sponsorship. However, with the exception of two cases, none of them were speci? c or measurable. In general, stated goal s/objectives fell into two categories: 1 pro? -oriented (i. e. sales); or 2 brand-oriented. Table I outlines companies’ goals and/or objectives in terms of their Olympic sponsorship agreements and groups them based on their orientation. In terms of the pro? t-oriented goals/objectives, the majority of the sponsors in the sample seemed to agree that increasing sales for one or all of their products/services was one of their goals. Olympic Airlines, the national airline company, had speci? c objectives in terms of the amount of additional traf? it would generate during the summer months and was also expecting long-term repeat business. Alpha Bank, the private bank, was more speci? c in terms of the group it was targeting; it was looking to attract a younger demographic for its services. As was noted, â€Å"we are aiming to attract a younger audience [as] the pro? le of our clients is middle age† (personal communication, January 20, 2004). Interestingly, there was also th e case of one sponsor (ELTA, postal services provider) that did not declare any speci? pro? t-oriented goals, but rather expressed a desire to at least make up the money they invested in acquiring the sponsorship. As stated by a company representative, one of their goals was â€Å"to cover the minimum guaranteed amount spent to acquire the sponsorship† (personal communication, February 2, 2004). The same company representative indicated that they did not view their Olympic sponsorship as a means that would produce any signi? cant commercial bene? ts and that the ? ancial returns were expected to be marginal. In addition to the pro? t-oriented goals, there were also other stated goals/objectives related to some aspects of brand Table I Goals/objectives of Grand National Olympic sponsors Brand-oriented goals/objectives Brand awareness, recognition Brand loyalty Integrate staff members of two banks Integrate two company cultures Brand associations Brand image, positioning Organi zational culture, employees (internal branding)Other goals/ objectives Grand National Olympic Pro? t-oriented goals/ sponsors objectives Alpha Bank Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Strengthen employee relations through leveraging initiatives Support the efforts of ATHOC – altruism 217 Receive moral bene? ts Increase market share Establish the new bank name in the minds of consumers Gain new customers Attract younger consumers Generate pro? of e50 million Athenian Increase sales (target group: Enhance brand recognition Create a legacy Make Heineken a yearBrewery 18-34) of Heineken after the Games round beer Community involvement DELTA Increase sales Create brand recognition, Community Strengthen company image awareness involvement Project interest in community matters and the country FAGE Generate sales from visitors Promote products abroad Turn foreign visitors into upon return to th eir Create brand awareness consumers of their countries among visitors (foreign products consumers) Hellenic Post [Avoid losses – make up the Create a positive image, (ELTA) money spent on sponsorship] customer- and serviceoriented Support company repositioning efforts Increase prestige as a new Olympic Airlines Increase traf? c by 150,000 Generate exposure and buzz post-Games company travelers (e50 million) Generate repeat travel in the future Create image of trust and Public Power Create credibility association Corporation, SA with the event Create prestige (DEI) Strengthen social pro? le of company Unite employees behind common effort Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 Serve noble cause of sponsorship Coordinate communications under one strategy Take advantage of sponsorship rightsEvent sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 management. More speci? cally, the two areas that seemed to be more prevalent in sponsors’ priorities were brand awareness and recognition and brand image. Five of the seven sponsors in the sample stated that they were interested in raising awareness/recognition levels for their brands or a particular product under their brand. For Athenian Brewery, the beer producer, the goal was â€Å"to enhance brand recognition for Heineken [one of the products of that company] [. . . ] to promote Heineken and make it a year-round beer† (personal communication, March 4, 2004).Alpha Bank, the private bank, was more interested in raising people’s awareness of the new name of the bank, while FAGE, one of the dairy product co-sponsors, was focused on making foreign consumers who were visiting Greece for the Games familiar with their products in hope that they would continue consumption upon return to their native countries. The second aspect of brand building that seemed to be important amongst at least four of the seven Grand National Olympic sponsors in the sample was brand image. Through association with an event as grandiose and unique as the Olympic Games, sponsors felt they could create a more positive image for their company.This goal was particularly important for ELTA, the postal services provider that was hoping that the sponsorship would support its repositioning efforts. As their representative stated, â€Å"our company is at the stage of planning or promoting a change in its nature and orientation [. . . ] we are now shifting from the era of the citizen to the era of the customer, and that is important† (personal communication, February 2, 2004). Using the sponsorship to create an image of trust and credibility was one of the goals of DEI, the national power provider, while projecting their company’s interest in the community and the country and cr eating prestige as a new company were goals expressed by DELTA (dairy product co-sponsor) and Olympic Airlines (airline), respectively.Another area related to branding, other than the two mentioned above, which also became evident from the data, is the use of sponsorship for purposes of branding within the organization (i. e. internal branding). Two of the companies in the sample, Alpha Bank (private bank) and DEI (power provider), indicated that they saw their Olympic sponsorship as a means to promote employee relations. According to the representative of one of the sponsors (DEI), â€Å"[one of the goals of our company for the Olympic sponsorship is] to unite employees around a vision and a common effort† (personal communication, May 6, 2004). A third company, DELTA (dairy product producer), made reference to that goal not directly, but through the discussion of their sponsorship activation initiatives.In addition to the two main groups of goals, there were also some other goals/objectives expressed by Grand National Olympic sponsors. Those re? ected mainly altruistic motives and moral bene? ts sought through their involvement in the particular sponsorship program. Allocated resources Another indication of whether a sponsorship is seen as an investment and a brand building tool is the amount of resources invested in the process. There were two types of resources examined in this study, i. e. human and material resources. Furthermore, material resources were distinguished between in-cash versus in-kind, and those invested in the acquisition versus the activation of the sponsorship. 218In terms of human resources allocated to their Olympic sponsorship, all companies in the sample formed some type of committee that was responsible for managing all sponsorshiprelated activities. The size of those committees ranged from two to 15 members and, in most cases, membership included employees from a number of departments within the organization. Furthermore, two of the companies in the sample, Alpha Bank and Athenian Brewery, discussed their intention to involve their employees in the process by initiating employee Olympic volunteer programs. Not all sponsors in the sample were willing to disclose the ? nancial investments they made to acquire their Olympic sponsorships. Of the seven companies in the sample, six provided some information in terms of the ? nancial resources allocated to becoming a Grand Olympic sponsor.From the information provided through the interviews, it was concluded that Athenian Brewery and DELTA invested in cash only, DEI invested in kind only, while Alpha Bank, ELTA and Olympic Airlines invested both in cash and in kind. In general, there seemed to be a commitment toward the sponsorship, which became more apparent from the stated intentions of sponsors to allocate ? nancial resources in sponsorship activation initiatives. Even though all seven companies in the sample discussed some sponsorship activation plans, onl y four of the sponsors (Alpha Bank, Athenian Brewery, FAGE, Olympic Airlines) mentioned that they were planning to invest ? ancial resources on that aspect, with two of those (Alpha Bank and Olympic Airlines) disclosing the speci? c amounts. Some more information on sponsorship activation is provided in the section below. Sponsorship activation In addition to the resources allocated to sponsorship activation, information was collected on speci? c leveraging initiatives. Although there was some variation in terms of the means chosen by each company to activate their sponsorship, most initiatives involved the use of the Olympic logo and symbols as well as the Olympic mascots on sponsors’ products, employees, distribution vehicles, and at points of sale. The most common sponsorship activation initiatives involved Olympic-themed sales promotions (e. g. ontests), themed packaging, new products (e. g. Olympic-themed credit card), and collectible pins. Furthermore, three of the spon sors in the sample (Alpha Bank, ELTA and Olympic Airlines) mentioned the existence of a hospitality program for their clients or partners. In terms of the use of communication media to activate their Olympic sponsorship, the most popular choices appeared to be advertising through mass electronic (e. g. television) and print (e. g. newspaper) media, posters and billboards, displays at sponsors’ distribution outlets or specially created kiosks, and internal company communication media or publications (e. g. employee newsletter).Surprisingly, the use of the internet and the companies’ websites (provided one existed) did not appear to be prevalent, with only three sponsors (Athenian Brewery, Alpha Bank and FAGE) mentioning its use in leveraging their sponsorship agreement, while three other companies (DELTA, ELTA and Olympic Airlines) indicated that promotion through the internet would be limited. Sponsorship evaluation Of all ? ve indicators used to determine the role of these sponsorship agreements in companies’ strategy and brand management efforts, this measure is probably the one for Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 which more general and more vague responses were received.With the exception of three companies that either did not provide any information on this area (Alpha Bank) or provided very general information (Olympic Airlines and DEI), the remaining sponsors in the sample indicated at least some plans to measure sales, company awareness/recognition levels, and perceived image amongst consumers, or to conduct cost-bene? t analyses after the Games. Discussion In light of the ? ndings received from a representative group of the Grand National Sponsors of the 2004 Athens Olympic Games, some general observations and practical recommendations are offered for marketing and brand management executives interested in investing in sport sponsorship. Firstly, even though the marketing literature has repeatedly cautioned corporate executives about the need to be strategic with their decisions to invest in sponsorship and also in the selection of an appropriate property that could further corporate objectives (e. g. Farrelly et al. , 1997; Meenaghan, 1998), the ? dings of this study indicate that only a small number of the national sponsors of the Athens Olympic Games truly saw this sponsorship as a tool to further corporate strategy. For a number of other ? rms becoming a sponsor was explained by generally stated objectives of assisting the Organizing Committee’s efforts to put on a good event of the greatest national importance. However, even those companies that did not speak about corporate strategy and brand management made it clear throughout their interviews that solidifying an association with the Olympic Games could affect their brand image and positioning in a positive manner. The use of words such as â€Å"legacy†, â€Å"honor†, â€Å"prestige† and â€Å"image† indicates that these companies were well aware of how an of? ial relationship with an event as unique as the Olympic Games and as important for the history of the country (i. e. Greece) would help to build strong brand associations. This con? rms past research suggesting that sport sponsorship can be used as a brand-building tool through the creation of positive and favorable brand associations (e. g. Amis, 2003; Roy and Cornwell, 2003). Secondly, the companies in the sample highlighted the key strengths of their national Olympic sponsorships by stating the goals and objectives attached to those agreements, even though they were not, in most cases, speci? c or measurable as it has been recommended through past literature (e. g. Arthur et al. , 1998).Interestingly, many of the goals and objectives stated were brand- related. It was evident through the interviews that companies recognized the opportunity to sharpen their brand image and increase levels of brand awareness, but also saw the chance to do that in a favorable light by taking advantage of the positive feelings and emotions people had toward the Olympic Games. Being seen as one of the contributors to an event as important to the country and its citizens – even though not directly related to pro? toriented objectives – if achieved, could have led to positive outcomes via strengthening the company’s image and emotional connection with current and potential consumers.Past research also has connected the existence of positive brand associations to favorable consequences for brands (e. g. Amis, 2003; Gladden et al. , 1998). Thirdly, it appeared from the data that all the companies created teams to manage their sponsorships and, in most 219 cases, those teams involved employees from a number of departments. The involveme nt of various departments in the sponsorship management process could indicate efforts of sponsors to integrate their Olympic sponsorship throughout their organizations. Furthermore, for those companies that decided to involve their employees via Olympic volunteer programs or to incorporate employee bene? s and special corporate hospitality programs, it seems that they also saw this sponsorship as a tool to build employee relations and strengthen their brand internally. Fourthly, the willingness of companies to allocate resources not only in becoming sponsors but also in leveraging their sponsorship relationships indicates an even greater commitment in using this sponsorship as a brand building tool and receiving full bene? ts from their involvement – even though that was not clear from responses related to the ? rst indicator. It also implies that companies saw value in the intellectual property of the Olympic Games and in the rights received through their agreements with th e Organizing Committee. Although most of the managers interviewed failed to report with speci? ity the resources committed in sponsorship activation, this ? nding is in agreement with previous research that proposes spending money to leverage the associated bene? ts of a sponsorship (e. g. the $2-for-$1 additional spending found by Farrelly et al. , 1997). The leveraging initiatives described throughout the interviews were clearly efforts to capitalize on the positive feelings and enthusiasm that were widespread throughout the country. Using a variety of promotional and communications initiatives to take advantage of product/service category exclusivity rights (even for the two dairy product producers that signed on as co-sponsors) and of the of? cial af? iation with the Olympic Games could provide a competitive advantage to those corporations and differentiate them from their competition. Lastly, the lack of data on sponsorship evaluation plans might imply that assessment of the ef fectiveness of process and of the ful? llment of goals might not be an area to which companies devoted much energy, at least in the early stages of their sponsorship relationship. This ? nding is consistent with the existing literature, which indicates that many companies spend signi? cant resources on sponsorship agreements but fail to establish formal sponsorship evaluation systems or procedures (Miyazaki and Morgan, 2001).Furthermore, the fact that most objectives stated throughout the interviews were rather general and not speci? c could make any effort to evaluate the effectiveness of these sponsorship agreements even harder. Consistent with past literature (e. g. Cornwell, 1995; Meenaghan, 1998), in this case it is also strongly recommended that plans to measure whether corporate objectives were achieved should be an integral part of the sponsorship design and implementation, and not merely an afterthought. Olympic sponsorships, especially at the national level, are somewhat u nique in that they are typically once-ina-lifetime opportunities, with sponsorship renewal being less of an issue. Even so, easuring return on investment could prove valuable in guiding a company through future decisions to invest in sport or other sponsorship opportunities. Managerial implications and conclusions Given the increased pressure on corporations to maximize ef? ciency in operations and maximize return on all company investments, sport sponsorship has naturally fallen under Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 scrutiny in terms of its potential to further corporate goals and help strengthen the brand.The main contribution of this research is showing that there are still large corporations – such as the Grand National sponsors of the Athens 2004 Olympic Games – that enter expens ive sponsorship agreements with only moderate consideration to the strategic and brand-building elements of sponsorship. As this study showed, not all cases prove that speci? c brandbuilding initiatives were put in place from the start of those relationships. The ? ndings discussed above hold managerial implications for both sponsorship executives and (sport) event properties. In addition to an overall strategy involving corporate brand management, it is important for sponsors to fully understand what speci? advantages are delivered through their sponsorships and how customers might view those companies’ sponsorship efforts in relation to other media tools. As Farrelly et al. (1997) have suggested, ? rms need to ? rst â€Å"research the role of sponsorship in the strategic plan, communication mix, and its place in the organizational hierarchy† (p. 178). Using a manager-based view of the Grand National Olympic sponsorships, the ? ndings are quite clear in showing that t his type of thinking had not yet (i. e. at the time of the interviews) been adequately established in these agreements. The majority of the 2004 Olympics Grand sponsors had dif? culties approaching their partnerships as a valuable esource able to create competitive advantage in the marketplace. Nevertheless, the marketing department of ATHOC, the Organizing Committee of the Athens 2004 Olympic Games also holds part of the responsibility for the lack of strategic thinking in the investments of some Grand sponsors. Organizing Committees in general hinge on the success of these agreements in order to generate income and positive evaluations on corporate business developments. In addition to the promotion of the unique image of the Games and the rights of the Olympic sponsorship program, it is in the overall interest of the event property to integrate real strategic thinking in the sponsorship program process.This strategic thinking can be oriented, for example, by encouraging and/or as sisting candidate sponsors to explore their strategic link between the Olympic Games’ audience and their ? rms’ target market and overall brand-related objectives. If the property (in this case OCOG) works proactively to promote the unique business links associated to their audience, the brand bene? ts, as well as the other opportunities for meaningful interactions with costumers, sponsors will be more willing to allocate resources on entering the agreements and spending for their full activation. 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Thwaites, D. , Aguilar-Manjarrez, R. and Kidd, C. (1998), â€Å"Sports sponsorship development in leading Canadian companies: issues and trends†, International Journal of Advertising, Vol. 17, pp. 29-49. Wong, H. Y. and Merrilees, B. (2005), â€Å"A brand orientation typology for SMEs: a case research approach†, Journal of Product & Brand Management, Vol. 14 No. 3, pp. 155-62. About the authors Dimitra Papadimitriou is a Lecturer in the Department of Business Management at the University of Patras, Greece. She teaches in the area of sport management and marketing.Her research interests include o rganizational theory, sport sponsorship and sport tourism, and her work has appeared in the European Sport Management Quarterly, Sport Marketing Quarterly, Sport Management Review, Managing Leisure, and the International Journal of Sports Marketing & Sponsorship. She is also the author of the book Management of Sport Enterprises and Organizations, published in 2005 by Kleidarithmos Publications. In addition, Dr Papadimitriou is an elected board member of the European Association for Sport Management and serves on the Editorial Board of the European Sport Management Quarterly journal. Dimitra Papadimitriou is the corresponding author and can be contacted at: [email  protected] gr Artemisia Apostolopoulou is an Assistant Professor of Sport Management in the School of Business at Robert Morris University, USA. She teaches sport management and marketing at the undergraduate and graduate level.Her primary area of research involves brand management and brand extension strategies impleme nted by sport organizations. Her secondary research interests include sponsorship and endorsement issues, as well as entertainment aspects of sport consumption. She has presented work at numerous national and international conferences, co-authored book chapters, and published research in Sport Marketing Quarterly and the International Journal of Sports Marketing & Sponsorship. Theofanis Dounis is a PhD candidate in the Department of Business Management at the University of Patras, Greece. He conducts research in the area of strategic management in the professional football industry.Executive summary and implications for managers and executives This summary has been provided to allow managers and executives a rapid appreciation of the content of the article. Those with a particular interest in the topic covered may then read the article in toto to take advantage of the more comprehensive description of the research undertaken and its results to get the full bene? t of the material pr esent. This sporting life Corporate sponsorship of sport is a big business and it is growing. In 2003, for example, spend on sponsorship was calculated at $US25. 9 billion. A year later in 2004, it had risen to $28 billion. In anyone’s money, that’s a big business. Of this spend 69 percent goes to sporting events. Sport, it seems, is the ? rst among equals.Event sponsorship as a value creating strategy for brands Dimitra Papadimitriou, Artemisia Apostolopoulou and Theofanis Dounis Journal of Product & Brand Management Volume 17  · Number 4  · 2008  · 212 –222 Within this or any other context the Olympic Games has become a phenomenon of our times. The ancients surely could not have imagined what was to come. The late nineteenth century/early twentieth century revivalists would be, one would suppose, either amazed or aghast. Organizers picking up the baton after the Second World War, such as the modest London Games of 1948, would still have little inkling of what was to come. A global TV audience and, some might argue, a shift in values, have changed the game.For global companies the Olympics deliver a global audience and provide a more or less unique opportunity to reinforce brand values and build reputation. It is an opportunity not to be missed. It only comes around every four years. Athenian outcomes British Prime Minister Harold Macmillan, on being asked what represented the gr