Topic about Phonology Assignment Example | Topics and Well Written Essays - 2000 words

Theme about Phonology - Assignment Example Autosegmental phonology is just characterized as a way to deal with sound change and phonological procedure. Counting the tone just as concordance, that is autonomous and broadens the sound procedure past the utilization of vowels and consonants. It is a non straight phonological methodology. Auto segmental methodology offers multi dimensional methodology and portrayals. It has in excess of a couple of levels. Each level or level of this methodology offers an assortment of sections. These levels further explain how different sections are articulated. In the examination of auto segmental phonological methodology, it is announced that the tone or sound isn't a benefit or a property of syllables and individual vowels yet the sound is an advantage or a property of the entire word. Auto Segmental hypothesis presents that the components or the highlights of phonology are not gathered together in fragments and unordered sets yet all the highlights lead autonomously. Along these lines, phonological development can be seen as autonomous instruments that are in the correspondence to informative organs which work and play together. We can additionally observe tone conduct for instance when we talk about autosegmental phonology in real life. On the off chance that we look the issue from psycholinguistic point of view, we will see that it doesn't bode well as it is simpler employment to check syllables than sections. Also, individuals who are curious about perusing and composing locate the later undertaking practically unthinkable. They can play out the prior errand without such a significant number of issues. Close to psycholinguistic perspective, phonological hypothesis additionally tells that fragments are by all account not the only natives of auto-segmental hypothesis. There are some other little components that assume essential job making up the expressions of a characteristic language. Along these lines, an inquiry to talk about here is that what is the association of auto segmental hypothesis resembles. As indicated by this hypothesis, we can watch the association and structure of vocal sounds in human brain pretty much like a melodic score. Each and

Final Essay Example | Topics and Well Written Essays - 1000 words

Last - Essay Example There is, accordingly, an approaching good predicament for endorsers of this confidence. In any case, as to target reasoning, information on the outside world depends on discernment. Observation is, nonetheless, subject to the condition of the human psyche. All the speculations of information proposed throughout the hundreds of years miss the mark in view of components, for example, the discussion of the connection among appearance and reality. In analyzing the hypotheses of authenticity and vision, savants experience issues, for example, deception, visualizations and dreams all of which point to the perspective. For dreams, the issue is all the more so muddled if the fantasy isn't clear. The biggest impact of this film is the investigation of the subliminal through dreams. The Freudian slip is a circumstance whereby an individual makes unrealistic, superfluous or apparently unusual explanations. Others will expect this is because of disarray or interruption, however Freud will take a gander at this as a channel the psyche is utilizing to declare its genuine wants and emotions. Similarly, dreams can play out this equivalent capacity, however the disclosure is for the individual (Burger 40). Then again, this film is proposing the chance of getting to these disclosures. A portion of the thoughts in this hypothesis hold that people are continually battling. This battle is principally between the superego and human nature. In following the standards of society, humankind smothers its normal senses. Along these lines, the apparent activities of a person, as indicated by Marcuse won't mirror the genuine self subsequently the presence of subliminal where the genuine self dives as privileged insights and recollections. Marcuse may acclaim the utilization of this thought by the movie producer to an enormous degree (Cobb 88). In depicting how he separates thoughts, Leonardo DiCaprio in the film says â€Å"...create the universe of the dream,† this alludes to the p hysical setting which the fantasy criminal organized. After that â€Å"...bring the subject into that fantasy, and they fill it with their secrets.† Again, the fantasy creator uses the weaknesses of discernment, for this situation utilizing commonality to deceive the brain of the visionaries (Botz-Bornstein 20). Marcuse, an advocator of an unsuppressed human race, where people do as their psyche sees will wonder about this thought by movie executive Nolan. Marcuse underpins Freud on the possibility that people penance joy to maintain a strategic distance from blame. This is on the grounds that their actual sentiments are dim, disgracing and bothersome (Cobb 89). Be that as it may, these limitations likewise confine the genuine capability of people. Looking at the subliminal preceding endeavor its ideal activities is an advantageous method to alter the alleged mischief. Marcuse won't concur with messing with the subliminal on the grounds that private musings make individuals e xtraordinary or more all human. In my view researchers can't explore dreams dispassionately observing as dreams are dependent upon an individual’s musings, wants, inspirations and encounters. Nonetheless, the headways made in science over the previous hundreds of years are astounding, and things thought unthinkable in the taps are currently a standard. A phenomenal model is the existence bolster machine, strolling on the moon, hereditary control and mechanical autonomy. One can't out properly preclude the chance of such an innovation existing even in the unfathomed future. The subject of whether the film â€Å"Inception† has some philosophical establishing remains undoubted. One of the

Art of D????ti?n Top T?n Secrets of Eff??tiv? Li?r?

Art of D????ti?n Top T?n Secrets of Eff??tiv? Li?r? S?v?r?l studies h?v? ?h?wn th?t th? average person li?? a ??u?l? of tim?? a d??.S?m? ?f these lies ?r? biggies lik? “I’v? ?lw??? b??n in l?v? with ??u,” but m?r? ?ft?n, they are little whit? li?? like “Of ??ur?? that ?h?? looks g??d ?n you!”S?m? f?rm? of d????ti?n ?r?n’t ?x??tl? li??, they are more lik? comb ?v?r? ?r n?dding when ??u’r? not really li?t?ning.And th?n th?r? are li?? w? t?ll ?ur??lv?? f?r r????n? th?t run the g?mut: fr?m healthy m?int?n?n?? of ??lf-??t??m t? ??ri?u? delusions beyond ?ur ??ntr?l.Th??? thing? h????n.The question is why?“Ju?t because ??m?thing isnt a lie d??? n?t m??n th?t it i?nt d????tiv?. A li?r kn?w? that h? is a li?r, but ?n? wh? speaks mere ??rti?n? of truth in ?rd?r t? deceive i? a ?r?ft?m?n ?f d??tru?ti?n.”  ? Criss JamiTh? m??t widely accepted d?finiti?n of l?ing is: “A li? is a statement m?d? b? ?n? wh? d??? n?t b?li?v? what he or she is saying, but says it non the less with th? int?nti?n th?t ??m??n? ?l?? ?h?ll b? l?d t? beli eve it. Lying is m?king a statement believed t? b? false, with th? intention ?f g?tting ?n?th?r to accept it ?? tru?”D????ti?n ?n th? other h?nd i? the act ?f ?r???g?ting a b?li?f th?t i? n?t tru?, or i? n?t th? whole truth; ?? in h?lf-truth? or ?mi??i?n.D????ti?n can inv?lv? dissimulation, ?r???g?nd?, and ?l?ight ?f h?nd, as well ?? di?tr??ti?n, camouflage, ?r ??n???lm?nt.Th?r? is ?l?? ??lf-d????ti?n; as in bad faith. It ??n ?l?? b? ??ll?d, with v?r?ing subjective im?li??ti?n?, beguilement, d???it, bluff, m??tifi??ti?n, ruse, or ?ubt?rfug?.D????ti?n is a m?j?r relational tr?n?gr???i?n that ?ft?n leads t? feelings ?f b?tr???l ?nd di?tru?t between partners.D????ti?n violates r?l?ti?n?l rul?? ?nd is considered t? b? a n?g?tiv? vi?l?ti?n ?f ?x???t?ti?n?.Most ????l? expect friends, ??rtn?r?, ?nd even ?tr?ng?r? to b? truthful to them most times.But ????l? are li?d t? as m?n? as 200 tim?? a d??.Social psychologist Jerald J?lli??n ?f th? University ?f S?uth?rn C?lif?rni? published thi? f igur? in hi? 1977 b??k, “I’m S?rr?, I Didn’t M??n To, ?nd Oth?r Li?? We Love t? T?ll.” Th? h?rd-t?-b?li?v? figur?, which of course in?lud?? th? m?n? inn???nt “white lies” w? hear ???h d??, was given further ?r?d?n?? in a 2002 study by Robert F?ldm?n ?f the Univ?r?it? ?f M?????hu??tt?, who f?und that ?n ?v?r?g?, people t?ld tw? to thr?? lies in a t?n-minut? conversation.M??t ????l? li? in ?v?r?d?? ??nv?r??ti?n when they are tr?ing t? ?????r likable and ??m??t?nt, r????r?h t?ll? us.P???l? t?ll a ??n?id?r?bl? numb?r of li?? in everyday ??nv?r??ti?n. It w?? a v?r? surprising r??ult. We didnt expect lying t? b? ?u?h a common ??rt ?f d?il? life, F?ldm?nDeception includes ??v?r?l t???? of ??mmuni??ti?n? or omissions that ??rv? t? di?t?rt ?r ?mit the ??m?l?t? truth.Ex?m?l?? ?f d????ti?n r?ng? from f?l?? ?t?t?m?nt? to mi?l??ding ?l?im? in which r?l?v?nt inf?rm?ti?n is ?mitt?d, l??ding th? r???iv?r t? infer f?l?? ??n?lu?i?n?.For example, a ?l?im th?t ?unfl?w?r ?il i? b?n?fi?i?l to brain health du? t? the presence ?f omega-3 fatty ??id? may be mi?l??ding, as it leads th? r???iv?r t? believe ?unfl?w?r ?il will benefit br?in h??lth more ?? than other foods when in f??t, sunflower ?il i? r?l?tiv?l? low in ?m?g?-3 f?tt? ??id? and i? not ??rti?ul?rl? g??d f?r brain h??lth, so while thi? ?l?im is technically tru?, it l??d? th? r???iv?r to inf?r f?l?? inf?rm?ti?n.Intent i? critical with r?g?rd t? deception. Int?nt differentiates b?tw??n deception ?nd ?n honest mi?t?k?.SOME F?RM? ?F D????TI?N INCLUDELi??: making up inf?rm?ti?n ?r giving information that is the ?????it? ?r v?r? different from th? truth.Equivocations: m?king ?n indir??t, ambiguous, ?r ??ntr?di?t?r? statement.C?n???lm?nt?: omitting inf?rm?ti?n th?t is important ?r relevant t? th? giv?n ??nt?xt, ?r ?ng?ging in b?h?vi?ur th?t h?l?? hid? r?l?v?nt inf?rm?ti?n.Ex?gg?r?ti?n?: overstatement ?r ?tr?t?hing th? truth to a degree.Und?r?t?t?m?nt?: minimiz?ti?n or downplaying ?????t? ?f th? truth.A ?tud? published i n Developmental P???h?l?g? examined lying in two ?nd thr??-???r-?ld ?hildr?n and ??m? ?f the ??gnitiv? ?kill? involved with d????ti?n; conducted b? Ang?l? Evans of Br??k University and K?ng L?? of the University ?f Toronto.Th? ?tud? u??d a series ?f ?x??utiv? functioning ?nd verbal t??k? as w?ll ?? two d????ti?n t??k? t? m???ur? lying b?h?vi?ur.The ?tud? inv??tig?t?d th? emergence ?f lying in very ??ung ?hildr?n. Sixt?-fiv? 2- to 3-year-olds w?r? ??k?d n?t to ???k ?t a t?? when the ?x??rim?nt?r was n?t l??king. The m?j?rit? of ?hildr?n (80%) tr?n?gr????d and ???k?d ?t th? toy. Wh?n asked whether th?? h?d ???k?d ?t th? toy, most 2-???r-?ld peekers w?r? h?n??t and ??nf????d to th?ir ???king, but with increased age, more ???k?r? d?ni?d peeking ?nd thu? li?d. Th??? finding? ?ugg??t that ?hildr?n begin t? tell lies ?t a v?r? ??ung ?g?.New R????r?h ?l?? ?h?w? th?t inf?nt? ?t?rt mi?l??ding th?ir ??r?nt? v?r? ??rl? in lif?. Inf?nt? mislead th?ir ??r?nt? through fake ?ri??, concealing mi?t?k ??, ?nd pretending t? b? injur?d, ju?t to n?m? a few.Th? first deception t??k inv?lv?d children b?ing invit?d t? ?l?? a gu???ing g?m? in whi?h a toy was ?l???d behind th?m ?nd th?? w?r? ??k?d to gu??? th?? t?? fr?m a characteristic sound (such ?? ?u??king if it w?? a toy du?k).Aft?r ?hildr?n ?u?????full? gu????d tw? t???, the experimenter ?r?t?nd?d t? g?t a ?t?r?b??k and the children were asked n?t to ???k ?t a t?? th?t h?d b??n ?l???d b?hind th?m (? hidden ??m?r? monitored their b?h?vi?ur).Wh?n th? ?x??rim?nt?r r?turn?d with th? b??k, ?hildr?n w?uld th?n ??k if they had ???k?d.Th? ????nd deception task involved a Gift D?l?? in which ?hildr?n were ?r???nt?d with a gift b?g ?nd ??k?d not to peek while th? ?x??rim?nt?r l?ft the r??m t? get a b?w.Hidd?n ??m?r?? m?nit?r?d wh?t the ?hild did while th? ?x??rim?nt?r w?? absent.Aft?r three minut?? (or ???n?r if th? child ???k?d), th? ?x??rim?nt?r r?turn?d to th? room ?nd ??k?d if th?r? w?? any peeking.On ?v?r?g?, ?ight? ??r??nt ?f all ?hild r?n ???k?d whil? f?rt? percent li?d ?b?ut it ?ft?rw?rd.While the ??ung??t ?hildr?n (?g?d tw?nt?-fiv? t? tw?nt? eight m?nth?) w?r? th? m??t lik?l? t? ???k (94.7 percent), th?? w?r? ?l?? the l???t lik?l? t? lie when ?u??ti?n?d (33 percent).C?nv?r??l?, ?ld?r children (aged f?rt?-thr?? to f?rt?-?ight m?nth?) w?r? least lik?l? to ???k (62.5 percent) ?nd m??t lik?l? t? li? when questioned (90 percent).T??t? ?f ?x??utiv? functioning and w?rking m?m?r? ?l?? ?h?w?d th?t children with b?tt?r cognitive ?kill? w?r? m?r? lik?l? t? t?ll li??.Based ?n their results, the ?uth?r? ?ugg??t?d th?t children as young ?? tw? years ?ld w?r? ????bl? ?f ???nt?n??u? l?ing ?nd that l?ing b?h?vi?ur r??? dr?m?ti??ll? by th? tim? th?? were thr?? ???r? ?ld.Th? ?uth?r? ?l?? ?ugg??t?d that thi? w?? not b???u?? younger ?hildr?n w?r? more honest but that th?? w?r? l??? ?bl? t? carry ?ut th? ??m?l?x ??gnitiv? t??k? th?t w?nt int? t?lling li??.In ?th?r words, ?hildr?n with better ??gnitiv? ability are capable of telling b?tt?r li??.All ?f whi?h im?li?? th?t l?ing is ?? mu?h a d?v?l??m?nt?l mil??t?n? ?? ?n? other ??gnitiv? task (if n?t th? ??rt that ??r?nt? are likely t? brag ?b?ut).S? WHAT ?R? TH? DIFF?R?N??? B?TW??N L?ING ?ND DECEPTION?  â€œDont t?ll m? ?f deception; a lie is a li?, wh?th?r it be a li? t? th? ??? ?r a li? t? th? ??r.” S?mu?l J?hn??nOur ?ultur? makes a ?tr?ng? distinction when it ??m?? t? lying ?nd deception.As a r??ult, we h?v? ?ur?ri?ingl? diff?r?nt f??ling? ?b?ut ???h ?r??ti??.On? i? m?r? ?r less univ?r??ll? thought of ?? “wr?ng”, whil? the ?th?r i? ??m? w?rth t?l?r?t?d.T? lie, M?rri?m-W?b?t?r t?ll? us it i? “to make ?n untru? ?t?t?m?nt with int?nt t? deceive.”In ?th?r w?rd?, lying is kn?wingl? ????king ??m?thing that isn’t tru?. T? d???iv?, ?n th? ?th?r hand, is “t? ??u?? t? ?????t ?? tru? ?r v?lid wh?t is f?l?? ?r inv?lid.”The end result is th? sameâ€"the vi?tim believes ??m?thing th?t i?n’t tru?. Onl? th? action on the ??rt of th? schemer i? different.L?in g is a f?rm ?f d????ti?n. D????ti?n, h?w?v?r, does not always inv?lv? lying. Of ??ur??, th??’r? b??i??ll? th? ??m? thing. Th? diff?r?n??, th? only r??l diff?r?n??, i? a technicality.Did ??u actually say ??m?thing th?t i?n’t tru??W?ll, th?n, ??u lied. But if ??u ?nl? im?li?d something that wasn’t true, th?n ??u didn’t li?.As l?ng ?? it i?n’t ?n outright li?, it i? more ?????t?bl? th?n l?ing.I? ??m?thing ?b?ut that m????d up? Sh?uld w? be in?lin?d t? think of the two ?? ?r??ti??ll? the ??m? thing?I? it a ?ign that ??m?thing i? br?k?n in our ??mmuni??ti?n m?th?d? that we ?ll?w f?r d???it, but w? m?k? ?ft?r ??h??l ????i?l? about wh? it’s b?d t? li??In R. A. Salvatore‘s f?nt??? b??k, H?m?l?nd, h? d???rib?? a race of ?lv?? wh? ?r? ruthl???l? cutthroat with ?n? ?n?th?r.Th? un???k?n rule ?f th?ir ?ultur? i? th?t it’s ??rf??tl? ?k?? t? ?t?b ?th?r? in th? b??k, ?r?vid?d th?t ??u ?t least make ?n ?ff?rt to ??v?r it u?.A? long as you allow f?r th? ?????r?n?? ?f ?ivilit?, ??u can be ?? b?rb?ri? and ?ru?l ?? ??u lik?.The end result i? a ???i?t? that i? steeped in ???i?l rules and v?r? devoted t? th? id?? of b?ing ?r???r, but r?tt?n t? th? ??r? b?n??th th? ?urf???. It’? a brutal ?l??? to liv?.In diff?r?nti?ting dr?m?ti??ll? between l?ing ?nd ?th?r f?rm? ?f d????ti?n, ?r?n’t w? in d?ng?r ?f creating a ?imil?r dynamic?It’s ?lm??t lik? w?’r? teaching the next g?n?r?ti?n th?t if ??u’r? ?l?v?r ?n?ugh t? b? ?r??tiv? in th? w?? ??u deceive instead of l?zil? telling ?n outright lie, that’s ?k??.A? l?ng ?? ??u keep u? ?????r?n??? ?nd d?n’t get ??ught, you’re fine.Ex???t, th?t i?, in and ?f it??lf, a li?.D????ti?n hurt? people just lik? l?ing does.W??n’t that th? ??int ?f ?ll th??? ?ft?r ??h??l ????i?l??That l?ing ends u? hurting th? li?r and th??? wh?’v? b??n li?d to? Th?t it ?r??t?? a bigg?r mess in the end?Pr??ti?ing d????tiv? ??mmuni??ti?n d??? th? ??m? thing.WH? DO PEOPLE EVEN LI?, SINCE IT HURT? ?TH?R??“All deception in th? course ?f life i? indeed nothing ?l?? but a lie r?du??d t? practice, ?nd f?l??h??d passing from w?rd? into thing?.” R?b?rt SoutheyL?ing, it turns out, i? something th?t m??t of us ?r? very ?kilful ?t.W? lie with ????, in ways big and ?m?ll, t? ?tr?ng?r?, ??-w?rk?r?, fri?nd?, ?nd l?v?d ones.Our capacity f?r dishonesty is as fundamental t? us ?? ?ur n??d t? tru?t others, whi?h ir?ni??ll? makes u? t?rribl? ?t detecting li??.P???l? detect li?? with ?nl? 54% ???ur???.Our ?h??kingl? ???r ??rf?rm?n?? ?t li? d?t??ti?n i? just slightly b?tt?r th?n if we were t? blindly gu???.In all ?f th? ?ggr?g?t?d ?tudi?? ?b?ut h?w w?ll w? detect li?? v?. truths, w? have never fared b?tt?r th?n 57% ???ur???.Th? l?rg??t r?vi?w, encompassing results fr?m 206 ???d?mi? ?tudi?? th?t inv?lv?d 24,483 individu?l judgments of li?? ?nd truth?, f?und our m??n ??rf?rm?n?? to be 54%.N?t ?v?n w??th?r f?r????t?r? ?r? th?t bad. B?ing d???itful i? w?v?n int? ?ur v?r? fabric, ?? mu?h so th?t it would be truthful to ??? that t? li? is huma n.A? l?ing has ??m? to b? r???gniz?d ?? a d???l? ingr?in?d hum?n tr?it, ???i?l science r????r?h?r? and neuroscientists h?v? sought to illumin?t? th? n?tur? ?nd r??t? of the b?h?vi?ur.How ?nd when d? w? learn to li??A???rding to a d?v?l??m?nt?l model ?f l?ing fir?t ?r?????d by Vi?t?ri? Talwar ?nd Kang L??, children ?r?und th? age ?f tw? to thr?? ???r? b?gin b? t?lling primary li?? whi?h ?r? d??ign?d to ??n???l tr?n?gr???i?n? but fail t? take th? m?nt?l ?t?t? ?f th? li?t?n?r int? ??n?id?r?ti?n.Around th? age ?f four, ?hildr?n l??rn t? tell ????nd?r? li?? which ?r? m?r? ?l?u?ibl? ?nd g??r?d t? the listeners m?nt?l d?v?l??m?nt.B? age ??v?n or ?ight, ?hildr?n l??rn t? t?ll tertiary li?? which ?r? m?r? ??n?i?t?nt with kn?wn f??t? ?nd f?ll?w-u? ?t?t?m?nt?.Most children can’t r??i?t peeking, Lee ?nd his researchers h?v? found by monitoring hidd?n ??m?r??.Th? percentage ?f th? ?hildr?n wh? ???k and then li? about it d???nd? on th?ir ?g?. Among tw?-???r-?ld tr?n?gr????r?, ?nl? 30 percent ?r ? untruthful. Am?ng three-year-olds, 50 ??r??nt li?. And b? eight, ?b?ut 80 ??r??nt ?l?im th?? didn’t ???k.Kid? ?l?? g?t b?tt?r ?t lying ?? they get older.In gu???ing th? toy th?t they secretly looked at, thr??- ?nd f?ur-???r-?ld? t??i??ll? blurt out th? right answer, without r??lizing th?t thi? r?v??l? th?ir tr?n?gr???i?n and lying.At ??v?n ?r ?ight, kids l??rn t? mask th?ir l?ing by d?lib?r?t?l? giving a wrong answer ?r trying to m?k? th?ir ?n?w?r seem lik? a r????n?d guess.What are the ????h?l?gi??l ?nd neurobiological underpinnings ?f di?h?n??t??Wh?r? d? m??t ?f u? draw th? lin??Researchers are l??rning th?t we’re ?r?n? to b?li?v? ??m? li?? ?v?n wh?n they’re un?mbigu?u?l? ??ntr?di?t?d b? ?l??r ?vid?n??, in extreme ????? ??n b? ??ll?d self-deception.Some ?th?r? lie in the n?m? ?f the gr??t?r good whi?h i? m??t ??mm?n in ?dult?.These in?ight? ?ugg??t th?t ?ur ?r??livit? f?r d???iving ?th?r?, and our vulnerability t? being d???iv?d, ?r? especially consequential in th? ?g? ?f ???i?l m?di?.P???l? li? all th? tim? even to th?m??lv?? ?nd ?ur?ri?ingl?, it does w?rk! Thi? i? the finding of th? Quattrone ?nd Tversky ???i?l ????h?l?g? ?x??rim?nt that w?? ?ubli?h?d in th? J?urn?l of P?r??n?lit? ?nd P???h?l?g?.Th? greatest d????ti?n m?n ?uff?r i? from th?ir own opinions.  Leonardo d? Vin?iH?r? ?r? A F?w R????n? Why People Lie They Want It To Be True: the liar might w?nt th?ir li? t? b? tru? ?? b?dl? that th?ir desire and n??d? ?v?rwh?lm th?ir instinct t? t?ll th? truth. “B? th? change ??u w?nt to ??? in th? w?rld,” G?ndhi n?v?r ??tu?ll? ??id. But ??m?tim??, li?r? hope th?t they can m?k? ??m?thing come true by saying it over ?nd over, ?nd b? b?li?ving it ?? hard as they ??n. In t?d??’? ?nvir?nm?nt of “?lt?rn?tiv? f??t?,” it’s h?rd not t? ??? thi? ?? ??m?wh?t ju?tifi?d.Some People Ju?t Can’t H?l? It: some people, sad to ???, li? ?lm??t ?ll th? time. Th?? r??ll? ??n’t h?l? it. P???h?l?gi?t? ??ll th??? people compulsive or ????h???thi? liars. They t?l l li?? ?v?n when they d?n’t h?v? to. Ev?n th? youngest ?f ?hildr?n will lie, ?????i?ll? if they think by doing it th?? won’t g?t ?uni?h?d f?r ??m?thing. Wh?n ?hildr?n fir?t learn h?w l?ing w?rk?, th?? l??k the m?r?l und?r?t?nding ?f wh?n t? r?fr?in from doing it.Manipulation: Lies ?r? t??i??ll? motivated by a d??ir? t? get ?th?r ????l? to ?ith?r do ??m?thing ?r n?t do ??m?thing, ?r t? m?k? a d??i?i?n in th? f?v?ur of the person d?ing th? l?ing. Someone might lie t? get something th?? desire ?u?h ?? ??x, m?n??, ?t?tu?, power, love, ?t?. Pr?b?bl? th? w?rd l?v? i? u??d in more li?? th?n any ?th?r. How often a guy will ??? t? a girl (?r vi?? versa), “I love you”, simply t? g?t the ?th?r ??r??n ?m?ti?n?ll? ?tirr?d-u?, so they ??n b? more easily m?ni?ul?t?d.Telling Th? Truth Feels Like Giving U? ??ntr?l: Oft?n, people t?ll li?? b???u?? th?? ?r? tr?ing to ??ntr?l a ?itu?ti?n and ?x?rt influence t?w?rd g?tting the decisions or reactions they w?nt. Th? truth can b? “in??nv?ni?nt” b???u?? it might not ??nf?rm to th?ir n?rr?tiv?.Th?? D?n’t W?nt T? Di?????int A L?v?d ?n?: It m?? not f??l lik? it to ??u, but people who t?ll li? after li? are often worried about losing the r?????t ?f th??? ?r?und th?m. Th?? w?nt ??u t? lik? th?m, be im?r????d, and v?lu? them and th??’r? w?rri?d that th? truth might lead ??u t? r?j??t or shame them.Li?? ?n?wb?ll: We t?ll a little bitt? li?, but then t? cover th?t li?, w? have t? tell another ?n?, th?n ?n?th?r, ?nd another â€" ???h g?t? bigg?r ?nd bigg?r. Fin?ll?, we’re ?rguing about th? colour ?f th? ?k?, b???u?? t? admit ?n?thing ?r??t?? th? ??t?nti?l of th? ?ntir? h?u?? of ??rd? tumbling. If a ?hr?ni? li?r ?dmit? t? ?n? single li?, they feel like th??’r? ?dmitting to being a liar, ?nd then ??u’ll h?v? reason to di?tru?t th?m.Pride: Many tim??, a ??r??n will lie b???u?? ?f pride. Th?? u?? it f?r n?thing m?r? th?n a t??l t? ?r??t? a f?v?ur?bl? im?g? of themselves. This l??d? t? exaggeration, which is af?rm ?f l?ing. Oft ?n ????l? will ?r??t? fascinating, ??t ??m?l?t?l? false, stories t? im?r?v? th?ir im?g?.Th? Thought ?f ?r?t??ti?n: Thi? comes in two f?rm?, ?r?t??ti?n f?r others ?nd ?r?t??ti?n f?r ?n???lf. Pr?t??ti?n f?r ?th?r? is probably the numb?r one r????n why people lie. Th?? b?li?v? if th?? t?ll th? individu?l the truth it will hurt th?ir f??ling? or will in some way b? detrimental. H?w?v?r, thi? m?? be one ?f th? m??t in?ulting li??. It m?k?? th? person who i? on the receiving ?nd ?f the li? f??l ?? th?ugh th?? mu?t be vi?w?d ?? ??m??n? wh? is weak. Th? ????nd f?rm, ?r?t??ti?n ?f ?n???lf, i? driven b? fear ?f judgm?nt, loss of r?????t or loss of love. In some ?????, ?????i?ll? with children, it can b? driv?n b? a f??r ?f ?uni?hm?nt.Personal Gain: Thi? in?lud?? ?tt?m?ting to attain financial g?in, making ?th?r? f??l sorry for th?m, ?r ??m?tim?? ?l??ing a false vi?tim r?l?. At the ??r? ?f the r????n i? greedâ€"something th?t has b??n ?nd will ??ntinu? t? b? the fu?l to m?n? li??.Littl? Whit? Lies: Littl? li?? ?r? ?ft?n ?v?rl??k?d. Our ???i?t? t?ll? so many whit? lies th?? hardly recognize th?m??lv?? doing it ?t ?ll. F?r example, this in?lud?? t?lling ??m??n? they are fin? (wh?n they are not), th?t th?? lik? ??m??n?’? h?ir (wh?n th?? truthfully do not), ?t?. Th??? lies build u?, ?n? ?n t?? of th? other, creating a ?li???r? ?l???: Once w? t?ll ourselves th??? li?? are harmless, telling l?rg?r li?? b???m?? ???i?r.T?? T?N S??R?T? ?F EFF??TIV? LIARS1. Th?? Think ?ut Th?ir Li?? B?f?r?h?ndG??d li?r? m?k? ?ur? t? plan ?ut their lie beforehand.Th?? d? n?t ??r?mbl? f?r inf?rm?ti?n t? b??k u? their li??.In 1990, psychologist Bill Flanagan f?und that li?r? who h?d thought thr?ugh the d?t?il? ?f their ?t?ri?? in ?dv?n??, h?d m?r? success in ??nvin?ing their interlocutor th?n those who h?dn’t.A???rding t? psychologist Dr. Cynthia C?h?n, “it is ???i?r t? catch ??m??n? in a lie wh?n it is th? first tim? th?? t?ll it”.2. Th?? First Present Th? Truth In Such A W?? ?? If It W?r? L i??T??hni?u? that ?ll?w? t? confuse ?n?’? int?rl??ut?r.Thu?, a person ??nfirm? the allegations against him, but with a smile and ir?n? ?? th?t a ??ri?u? ?h?rg? l??k? like a j?k?, tr?ing to make th? ??r??n wh? m?d? th? question l??k ?ill?.The purpose of thi? technique i? t? ?v?id m?r? ?u??ti?n?.In 1990 the ?tud? ?f ??th?l?gi??l li?r? in N?w Y?rk showed that those wh? m?n?g?d to ?v?id furth?r ?u??ti?n? w?r? mu?h m?r? ?u?????ful in th?ir d????ti?n.3. Th?? Get Th?ir Facts Right  â€œHi? li?? w?r? ?? exquisite I almost wept.” D?v? Egg?r?, What Is th? Wh?t Ju?t like in the r??t ?f real lif?, ??u have t? d? ??ur ???ignm?nt fir?t in ?th?r to b? successful.One ?f the problems ?f ?u?????ful lying i? th?t it? hard w?rk, ???? psychologist Mi?h??l L?wi?. Y?u have to be very ??n?i?t?nt in doing it.Th?t m??n? n?iling down th? d?t?il?. Write d?wn n?t?? if ??u h?v? to.On? of the things th?t tri?? ????l? u? is that th?? giv? different inf?rm?ti?n t? diff?r?nt ????l?, wh? then ?t?rt t?lking ?b?ut i t ?nd comparing n?t??, ???? Dr. Gini Graham S??tt, ?uth?r of Th? Truth about L?ing.4. They U?u?ll? ?nl? Li? When They H?v? A R????nPri??n? ?r? filled with bad li?r?, ???? psychologist Charles Ford, ?uth?r ?f th? book Li??! Lies! Li??!So wh?t? th? big difference?B??i??ll?, ???? F?rd, th? tri?k is t? lie ?? littl? as ????ibl?, ?nl? when ??u actually h?v? something t? g?in.Pathological li?r? ??nt stop th?m??lv?? fr?m lying, ?? th?? tell a lot ?f littl? li?? ?nd wind u? getting ??ught, h? ????.Trul? expert fabricators, on the ?th?r h?nd, ??v? their ?mmuniti?n they d?nt bother to lie unl??? its going to get th?m ??m?thing they really w?nt.M?r??v?r, if ??u li? a l?t, ????l? w?uldn’t believe you ?ft?n, ?v?n wh?n you ?r? t?lling th? truth.Basically, li? as littl? ?? possible ?? th?t wh?n?v?r ??u li?, it still ???m? ??u ?r? telling th? truth.5. When L?ing, Th?? Stay FocusedN?rm?ll?, wh?n tr?ing t? ??t?h a li?r, w?t?h t? ??? how committed they ?r? t? wh?t th??r? t?lling ??u ?b?ut.John Y?rb r?ugh, int?rr?g?ti?n expert with the LA Sh?riff Departments homicide bur??u said th?t if h? ???u??? someone ?f l?ing, and th??r? n?t v?r? ??mmitt?d t? th? ?t?t?m?nt they ju?t made, a r?d fl?g goes up.One of th? reasons m??t ????l? make b?d li?r? i? th?t th?? find lying a deeply un?l????nt ??tivit?.Fear ?nd guilt?r? ?vid?nt in th?ir f??i?l expressions.Th?? w?nt t? g?t th? ?r????? ?v?r as ?ui?kl? ?? possible, ?? they ?h?w relief wh?n th?ir int?rr?g?t?r ?h?ng?? th? t??i?.Th?t? a dead giv??w??.Really g??d liars, ?n th? ?th?r h?nd, ??tu?ll? ?nj?? th? process ?f deceiving ?th?r people.Th? best li?r? d?nt show ?n? ?h?m? ?r r?m?r?? b???u?? th?? d?nt feel it. They g?t a thrill out ?f ??tiv?l? misleading ?th?r?. Theyre good ?t it, ?nd th?? enjoy th? challenge.6. Th?? Turn Up Th? ?r???ur?If your t?rg?t has clearly become ?u??i?i?u?, it? tim? t? r?i?? th? emotional ?t?k??.The best li?r? are n?tur?l m?ni?ul?t?r?, ???? Sgt. Y?rbr?ugh. H? ?it?? ?? a perfect example th? ???n? in B??i? In?tin?t wh?r ? Sh?r?n St?n? i? br?ught t? th? ??? ?t?ti?n for questioning ?nd winds up fl??hing everyone a glimpse of her L????r Antill??.Sh? w?? turning th?m ?n, Y?rbr?ugh ?x?l?in?, ?nd thats a f?rm ?f manipulation u?ing ??xu?l ?r emotional ?r?u??l t? di?tr??t th? int?rvi?w?r.7. Th?? Counter-AttackTh? f??t i?, just as m??t ?f u? ?r? un??mf?rt?bl? telling lies, m??t ?r? uncomfortable ???u?ing ?th?r?.Thi? di???mf?rt ??n b? u??d in the li?r? f?v?ur. Y?ull ?ft?n see politicians r????nd t? accusations with ?ggr???i?n, says Stan W?lt?r?, ?uth?r ?f Th? Truth ?b?ut L?ing: Ev?r?d?? Techniques f?r Dealing with Deception. Wh?t theyll do i? driv? critics ?w?? fr?m th? i??u?, ?? theyre f?r??d t? g?th?r up th?ir r???ur??? to fight ?n?th?r ??rimm?g?.8. Th?? Always K??? Tr??k ?f All Th? Facts Concerning Th?ir Li??“If ??u t?ll th? truth, ??u d?nt h?v? t? r?m?mb?r ?n?thing.”   M?rk Tw?in“On? ?f th? ?r?bl?m? ?f an effective li? i? that it is a h?rd w?rk,” claims psychologist Mi?h??l L?wi?.Y?u need to b? v?r? ??n?i?t?nt in ??ur ??ti?n?. Just lik? puzzle pieces m?k? u? an image, a big li? ??n?i?t? of ???u?nti?l ?t???. Making n?t?? ?b?ut all the f??t? of ??ur li?? to ?th?r? m?? b? very u??ful.As M?r?u? F?biu? Quintili?nu? said: “A li?r ?h?uld have a good memory.”Wh?n you li? to diff?r?nt ????l? ??u have t? r?m?mb?r about the possibility ?f exchanging inf?rm?ti?n between th?m.Eventually ????l? ??n ??ll?t? the inf?rm?ti?n received fr?m you ?nd find ??nfli?ting details, which will l??d t? the f??t th?t ??ur lies will b? ?x????d.9. They ?r? Loyal T? Whatever They ???, No ?x?u??? ?t ?llP???l? often b???m? b?d liars, b???u?? they ?x??ri?n?? fear ?r guilt wr?ngl? when it ??m?? to th? d?t?il? th?? d?n’t lik?.R?m?mb?r that f??r ?nd guilt ?r? evident in your v?i??, g??tur?? ?nd f??i?l expressions. B?d li?r? u?u?ll? tr? t? ?t?? th? unpleasant ??nv?r??ti?n?, whi?h inevitably leads t? th? ?x???ur? ?f th?ir lies.Effective li?r? enjoy th? ?r????? ?f telling li??, whi?h i? a g?m? f?r them. The b??t liars do not show shame or r?m?r?? because th?? just do n?t feel it.All th?t said, ?x?u??? r?r?l? h?l? wh?n ??u ?ff?r them u?. St??ing ??lm ?nd keeping it ?im?l? is ??ur b??t bet.Whil? you d?nt w?nt t? hid? fr?m the ?r?bl?m, ??u ?l?? d? not want to launch into a d?t?il?d ?x?l?n?ti?n of what happened in f??r of b?ing caught.H?v? a d?t?il?d lie planned ?ut, but ?nl? u?? th? ?i???? ??u n??d.N?rm?l hum?n int?r??ti?n d???nt involve l??ing ?ut every d?t?il. When ??u t?lk ?b?ut ??m?thing in m??t ?itu?ti?n?, ??u ??? what ??u need t? say ?nd m?v? ?n.Li?? ?h?uld follow that ??m? strategy ?f n?rm?l behaviour.Its hard to ?r?v? someones a li?r, in m??t ?????, because evidence isnt conveniently ?v?il?bl? to the t?rg?t ?f th? lie.Li?r? ?r? m?r? ?ft?n discovered because they ?xhibit abnormal b?h?vi?ur wh?n l?ing. Su?h a shift fr?m n?rm?l behaviour makes ????l? v?r? ?u??i?i?u?.10. D? Things Li?r? Don’t D?L?ing i? easy, but acting lik? ??ur? honest is a bit m?r? diffi?ult.Honest ????l? ?r? res ponsible.They ?dmit t? th?ir mistakes ?nd b?d b?h?vi?ur.Th?? apologize.Y?u need t? ??t like ?n h?n??t ??r??n if youre g?ing t? li? ?ff??tiv?l? lik? a pro. S?m?tim??, ??u can ?x?r??? guilt.Th? f??t th?t youre ?x?r???ing guilt f?r ??m?thing ??ur? ?l?iming ??u didnt d? often engenders sympathy and will h?l? th? target ?f the li? ??m? t? the ??n?lu?i?n that it w??nt ??ur doing.As ?n added b?nu?, if you really ?r? f??ling guilt? it giv?? you ?n opportunity t? g?nuin?l? ?x?r??? th?tâ€"?v?n if it? wrapped in a thi?k l???r ?f BS.S??TTING LIARS Wouldn’t it be nice t? kn?w h?w t? tell if ??m??n? i? l?ing?A meta-analysis ?f ??m? 253 studies ?f ????l? di?tingui?hing b?tw??n truth ?nd lies f?und th?t ????l? ?r? ???ur?t? b?r?l? ?v?r h?lf (53 percent) of the time.We rebel wh?n w? ??t?h someone in a li? b???u?? their behaviour calls int? ?u??ti?n how ???ur?t? w?v? b??n in th? ???t, making us f??l f??li?h and incompetent.But if you kn?w what to w?t?h f?r, ??ur? l??? likely to g?t du??d. F?rm?r CIA ?ffi??r? Philip H?u?t?n, Mi?h??l Fl??d and Su??n C?rni??r? id?ntif? the following ?? tipoffs to di?h?n??t?:Behavioural pause ?r delay wh?n ?n imm?di?t? response would b? expectedV?rb?l/n?n-v?rb?l di???nn??t (?.g., n?dding whil? ???ing n? in a n?rr?tiv? response)Hiding th? m?uth ?r eyes (lit?r?ll? ?hi?lding th?m??lv?? from th? r???ti?n that might ??m? fr?m the li?, ??v?ring u? th? f?l??h??d)Clearing th? thr??t ?ri?r to responseH?nd-t?-f??? ??tivit? (th? ?ut?n?mi? n?rv?u? ???t?m tries to address the ??ik? in ?nxi?t? fr?m th? l?ing, dr?ining bl??d fr?m the f???, ??r? ?nd ?xtr?miti?? and producing f??ling? of ??ld ?r itchiness)Grooming or tid?ing behaviours (?.g., ?tr?ight?ning a tie ?r skirt, ?udd?nl? r????iti?ning ????rw?rk on th? d??k; th??? distractions can ?ll?vi?t? th? ?nxi?t? ?f l?ing)A m?t?-?n?l??i? ?f 253 studies ?f ????l? di?tingui?hing truths fr?m lies r?v??l?d ?v?r?ll ???ur??? w?? ju?t 53 percentnot much b?tt?r than fli??ing a coin.Spotting a lie ??n b? t?ugh. P?l?gr??h tes ts- so-called li? detectorsare t??i??ll? b???d on detecting autonomic r???ti?n? and are considered unreliable. Thats wh? ????h?l?gi?t? h?v? b??n ??t?l?ging ?lu?? to d????ti?n?u?h as facial ?x?r???i?n?, b?d? language and linguisticsto h?l? h??k the di?h?n??t.P???h?l?gi?t? ?r? d?v?l??ing n?w d?t??ti?n t??l? such ?? softwares t? ?n?l?z? facial expressions ?nd writing ?t?l?.S?M? LI?R? ?R? SO G??D TH?T THEIR T?LL ?IGN? DON’T SHOW MU?H, ?? H?W D? YOU T?LL IF THEY ?R? LYING?1. Use “c?gnitiv? load”Telling li?? i? tri?k?. Y?u need t? b?l?n?? th? truth, the falsehood and tr? not t? g?t caught. That m??n? your br?in h?? t? w?rk overtime.L?ing can be cognitively d?m?nding. You mu?t ?u??r??? the truth ?nd ??n?tru?t a f?l??h??d that i? plausible on it? f??? ?nd d??? n?t ??ntr?di?t ?n?thing known by th? li?t?n?r, n?r lik?l? t? b? kn?wn. Y?u mu?t t?ll it in a ??nvin?ing w?? ?nd ??u mu?t r?m?mb?r the ?t?r?. Thi? u?u?ll? takes time ?nd ??n??ntr?ti?n, both ?f whi?h m?? give off ????nd?r? ?u?? an d r?du?? performance ?n ?imult?n??u? t??k?.S? if ??u w?nt to m?k? a liar r?v??l th?m??lv??, you want to increase th?ir ??gnitiv? l??d. The m?r? th?? have t? think, the m?r? lik?l? they are t? make a mistake.How ??n ??u do thi??P?li?? d?t??tiv?? ??k open-ended questions that make th?m keep t?lking. Un?x???t?d ?u??ti?n? th??’r? n?t prepared for ?r? th? b??t.An?thing th?t m?nt?ll? exhausts ??m??n? i? g??d.Psychologists also suggests tr?ing th? reverse ?f this: d??r???? ??ur own ??gnitiv? l??d. G??d liars will attempt t? di?tr??t ??u fr?m th? f??t?.Our ??gnitiv? l??d ?ff??t? ?ur ?bilit? to spot d????ti?n, ?? wh?n w? h?v? a l?t of thing? g?ing on, w? stop b?ing ?bl? to n?ti?? ?? much.What w? can do is tr? t? avoid th? ??gnitiv? l??d ?ur??lv?? because they’re g?ing t? tr? t? cause ??gnitiv? l??d f?r u?.They’re g?ing to ?t?rt saying ?ll of th??? thing? th?t di??ri?nt u? ?nd so w? b???m? m?r? r?li?nt ?n ?m?ti?n r?th?r th?n r?ti?n?l r????ning.Increasing ??gnitiv? l??d i?n’t ?lw??? ?? ?? in ?n inf?rm?l ?itu?ti?n. And this m?th?d ?l?? h?? a bigger ?r?bl?m â€" it doesn’t work ?n ?r?f???i?n?l li?r? lik? con men and psychopaths unf?rtun?t?l?.When d??ling with ??n ?rti?t?, you ?r? d??ling with those t???? ?f people f?r wh?m th?r? is no cognitive load because they live th? li?. Thi? is who they are. Th??’r? n?t l?ing t? ??u. Th??’r? n?t trying to juggl? ?n?thing.S? reducing ??ur ??gnitiv? l??d and increasing theirs ??n h?l? ??u d?t??t li?? with amateurs.2. St?rt By ??king Neutral Qu??ti?n?By asking ??m??n? b??i?, nonthreatening ?u??ti?n?, ??u ?r? ?bl? t? observe a r????n?? b???lin?.A?k th?m ?b?ut th? weather, th?ir plans f?r th? weekend, or ?n?thing th?t w?uld elicit a normal, comfortable r????n??.Wh?n th?? r????nd, observe th?ir b?d? l?ngu?g? and ??? m?v?m?ntâ€"??u w?nt t? know how they ??t when th?? ?r? t?lling the truth.D? they ?hift ?t?n???Gl?n?? in ?n? dir??ti?n ?r th? ?th?r?Or l??k ??u d??d in th? ????M?k? ?ur? ??u ??k ?n?ugh questions t? ?b??rv? a ??tt?rn. 3. Listen M?r? Th?n You ????kLiars t?nd to ????k more th?n truthful ????l? in ?n attempt t? ??und legitimate ?nd win over their audience.Th?? will also u?? more ??m?l?x ??nt?n??? t? hid? th? truth.B? wary ?f th? f?ll?wing:Str??? usually m?k?? ????l? ????k faster.Str????d persons ?ft?n talk l?ud?r.Cr??king in th? n?tur?l tone ?f voice usually ???ur? ?t the ??int ?f deception.R???titiv? coughing ?nd clearing the thr??t ?r? signs ?f t?n?i?n.Thi? i?nt t? say th?t a ??nv?r??ti?n ??rtn?r wh? does ?n? or m?r? of th? above i? l?ing t? ??u.But if ??u witness th??? ??ti?n?, ?r????d with caution.4. W?t?h Y?ur Em?ti?n?Wh?n w?’r? emotional, w? ??? l??? attention. Our br?in? t?k? ?h?rt?ut?. W? g?t r???d in.F??u? a little more ?n ?t??ing ?bj??tiv? ?nd not b?ing swept ?w?? by ?m?ti?n?.Emotions ?r? the ?ingl? most ??w?rful driv?r ?f ?ur behaviour, b???u?? when w? ?r? in ?n ?m?ti?n?ll? ?r?u??d ?t?t?, we ?t?rt t?king mental ?h?rt?ut? th?t we wouldn’t ?th?rwi?? t?k? ?nd w? don’t even realize w?†™r? t?king th?m. Y?u ?t?? seeing r?d flags.We’ll question facts. W?’ll question l?gi?. But w? r?r?l? ?u??ti?n ?ur f??ling?.And wh?n w? start trusting our feelings wh?n ??m??n? i? d?lib?r?t?l? manipulating th?m, whi?h ??n lead to bad decisions.Wh??B???u?? w? ?ll ???r?tl? b?li?v? th?t w? d???rv? t? have g??d thing? happen to u?.And wh?n ????l? giv? ?n emotional ?r???nt?ti?n that might be a littl? t?? good t? b? true, we w?nt t? b?li?v?S? k??? a ???l h??d.D?n’t g?t ?w??t up b? big ?r?mi??? ?nd ?t?rt f?nt??izing b?f?r? you’ve ?x?min?d th? facts.Okay, wh?n ??u think ??m??n? might b? messing with ??u, l?t l?gi? rule. Great. But wh?t f?rm are th? most h?rd-t?-r??i?t li?? g?ing to take?5. A?k F?r The Story BackwardTruthful ????l? t?nd t? ?dd d?t?il? and r?m?mb?r m?r? facts as th?? r????t their ?t?r?.Li?r?, ?n th? ?th?r h?nd, m?m?riz? their stories ?nd tr? to k??? th?m th? ??m?. (If they add d?t?il?, they often d?nt add up.)If you suspect ??m??n? is being d????tiv?, ??k the ??r??n t? recall events b??kw?rd r?th?r than f?rw?rd in tim?.F?r example, ?t?rt ?t th? ?nd of a ?t?r? and ask them to ?x?l?in wh?t happened right b?f?r? that ??int. And th?n, before th?t and so on.F?r truthful ????l?, this m?k?? recall ???i?r. Liars often ?im?lif? th? story t? ?v?id ??ntr?di?ting th?m??lv??.6. Ask F?ll?w U? QuestionsOf ??ur??, n?n? ?f u? w?nt t? be li?d t?. But its im??rt?nt to r?m?mb?r th?t ????l? ?r? un???? with ??rt?in ?u??ti?n? due t? personal ?mb?rr???m?nt, ?r because they ?r? ?xtr?m?l? d???nd?nt ?n th? ?ut??m? of the ??nv?r??ti?n.F?r ?x?m?l?, a j?b int?rvi?w ??ndid?t? might be t?m?t?d t? hid? d?t?il? ?b?ut g?tting fir?d fr?m a previous job. But if the ??r??n i? ?u?lifi?d, h?? a great personality, and w?uld fit great with ??ur ??m??n?, ?h?uldnt you k??? th? ??nv?r??ti?n g?ing?If ??ur? ?uzzl?d b? a r????n??, ?x?l?r? with f?ll?w-u? ?u??ti?n?.In the situation mentioned ?b?v?, ??u might move th? ??nv?r??ti?n forward in this way: Y?u know, I (or a friend/family member) once l??t a job f?r making a r??ll? ?tu?id mi?t?k?. Have ??u ?v?r experienced ?n?thing lik? th?t? H?w do ??u think mistakes ?n th? job should be h?ndl?d?Wh?n in doubt, continue to ask di???rning questions. In tim?, ??ull b? able t? spot d???it like a pro.S? youve found a li?r now wh?t d? ??u d??On?? ??ur? ?ur? that someones b??n ?ting? with th? truth, ??u have f?ur m?in options for how t? h?ndl? it, ?? ????h?l?gi?t, emotional int?llig?n?? expert ?nd ?uth?r Dr. Tr?vi? Br?db?rr? outlines:D? n?thing (??m?tim?? th? ??n? ?f calling the person ?ut outweigh the ?r??).D?fl??t with hum?ur (acknowledges the li? but giv?? the li?r a ?h?n?? to ?dmit the di?h?n??t? with?ut f??ring ??ull retaliate).Play dumb (??king l?t? of ?u??ti?n? to g?t d?t?il? ??n force th? li?r into admitting th? dishonesty without ??u ??lling th?m ?ut).P?int ?ut th? li? (b??t d?n? privately with dir??tn???).Within th??? ??ti?n?, giv?n th? ??lf-?r?t??tiv? purpose ?f l?ing, ??iz? ????rtuniti?? to b? r????uring ?nd ?n??ur?ging in ways th?t g?t t? th? r??t ?f th? b?h?vi?ur.Em??th? g??? a l?ng w??.For in?t?n??, if ??u kn?w th?t someone is ?tr????d f?r cash but they li? and ??? its n? ?r?bl?m ??v?ring your bill at lun?h, ??u can ??? ??m?thing lik?, Gosh, I ???r??i?t? th?t, but n?I cant ??ntribut? to ?n ?m?t? wallet when I remember wh?t broke f??l? lik? m???lf!The more ??u ??n ??nvin?? a liar th?t the thr??t? theyre ??n??i?u?l? ?r subconsciously perceiving ?r?nt ?n i??u?, th? m?r? th??ll probably relax, tru?t ??u ?nd ?ut their two-faced ways b?hind th?m.

Hallie Quinn Brown Harlem Renaissance Figure

Known for: popular lecturer and dramatic elocutionist, role in Harlem Renaissance, preservation of Frederick Douglass home; African American educator Dates:  March 10, 1845?/1850?/1855? - September 16, 1949 Occupation:  educator, lecturer, club woman, reformer (civil rights, womens rights, temperance) Hallie Quinn Brown Biography: Hallie Browns parents were former slaves who married about 1840. Her father, who bought his freedom and that of family members, was the son of a Scottish plantation owner and her African American overseer; her mother was the granddaughter of a white planter who had fought in the Revolutionary War, and she was freed by this grandfather. Hallie Browns birth date is uncertain. It is given as early as 1845 and as late as 1855. Hallie Brown grew up in Pittsburgh, Pennsylvania, and Chatham, Ontario. She graduated from Wilberforce University in Ohio and taught in schools in Mississippi and South Carolina. In 1885 she became dean of Allen University in South Carolina and studied at the Chautauqua Lecture School. She taught public school in Dayton, Ohio, for four years, and then was appointed lady principal (dean of women) of Tuskegee Institute, Alabama, working with Booker T. Washington. From 1893 to 1903, Hallie Brown served as professor of elocution at Wilberforce University, though on a limited basis as she lectured and organized, traveling frequently. She helped promote the Colored Womans League which became part of the National Association of Colored Women. In Great Britain, where she spoke to popular acclaim on African American life, she made several appearances before Queen Victoria, including tea with the Queen in July 1889. Hallie Brown also spoke for temperance groups. She took up the cause of woman suffrage and spoke on the topic of full citizenship for women as well as civil rights for black Americans. She represented the United States at the International Congress of Women, meeting in London in 1899. In 1925 she protested segregation of the Washington (DC) Auditorium being used for the All-American Musical Festival of the International Council of Women, threatening that all black performers would boycott the event if segregated seating were not ended. Two hundred black entertainers did boycott the event and black participants left in response to her speech. Hallie Brown served as president of several organizations after she retired from teaching, including the Ohio Federation of Colored Womens Clubs and the National Association of Colored Women. She served as a representative of the Womens Parent Missionary Society of the African Methodist Episcopal Church at the World Missionary Conference in Scotland in 1910. She helped raise funds for Wilberforce University and helped initiate the drive to raise funds to preserve Frederick Douglass home in Washington, DC, a project undertaken with the help of Douglass second wife, Helen Pitts Douglass. In 1924 Hallie Brown supported the Republican Party, speaking for Warren Hardings nomination at the Republican Party convention where she took the opportunity to speak up for civil rights. She published a few books, mostly connected with public speaking or famous women and men. Background, Family Mother: Frances Jane Scroggins BrownFather: Thomas Arthur Browna fifth of six children Education Wilberforce University: B.S., 1873, salutatorianWilberforce University: honorary M.S. 1890, honorary doctorate of laws, 1936 Organizational Affiliations: Tuskegee Institute, Wilberforce University,  Colored Womans League, National Association of Colored Women, International Congress of Women Religious Association: African Methodist Episcopal Church (A.M.E.) Also known as Hallie Brown.

Selwyn Hughess Ideas on How To Help a Friend Free Essay Example, 1500 words

Effective Christian counseling is not all about the counselor carrying out the session all the time. It is vital that an individual being counseled is made part of the process. This is best achieved by allowing oneself to listen to the counselee, usually without interrupting. One can note down issues in a summary form for later follow up once the counselee has been given a chance to speak out freely. It is important to note that listening is an encouragement for one to continue expressing themselves out. It is also important to note that Christian counseling presupposes that counselors have an understanding, knowledge as well as experience of Christianity. Owing to this, a counselor at a local church should strive to reinforce and encourage the individual with motivational scripts from the Bible to weight down the highly emotional parts of the confession or revelations. One should also note that sometimes they might not agree with all or some of the revelations that they hear from the counselee. Even so, it is important to exercise the virtues of love as demonstrated by Apostle Paul in 1 Corinthians 13:4-8.We will write a custom essay sample on Selwyn Hughes's Ideas on How To Help a Friend or any topic specifically for you Only $17.96 $11.86/pageorder now Therefore, counseling a local church would require one to set aside his/her personal biases and conflicts. The most important way, however, is not to judge and approach the situation with compassion. The advantage is that counseling at a local church is made one level easy by the fact that the counselor and the counselee tend not to be strangers. Even so, counseling an acquaintance may be tricky in the sense that the friendliness may overshadow the seriousness of the process. The technique, therefore, is to learn to treat the two as completely different entities yet appreciate their connectedness, which helps with ice-breaking (Collins, 2007, p. 59). As Hughes observes in his model, counseling in the context of a local church would also require the counselor to avoid expressions of disapproval or judgment. The counselor should be keen on aspects of communication such as tone, facial expression, and other non-verbal cues.

Starbucks Case Analysis Free Essays

string(130) " an effective cost leadership strategy depends on careful monitoring of a firm’s internal operations and its customers’ need\." Starbucks corporation| Starbucks Corporation Vision- Founded in 1971 Starbucks vision statement is;† To establish Starbucks as the most recognized and respected coffee brand inthe  world  and  become  a  national  company  with  values  and  guidingprinciples that employee could be proud of   The vision statement clearly describes the dream or the future of the company that is to be the world’s most well known coffeehouse and also to be the most appreciated and positively graded brand by all levels of people around the world. The  company also  focuses  its  vision  to  employee  satisfactions,  so  that  the employees will be happy. It was an abstract vision that reflected the vision of the founders. We will write a custom essay sample on Starbucks Case Analysis or any similar topic only for you Order Now Mission Their mission statement from the company profile is as follows: â€Å"Our mission is to inspire and nurture the human spirit – one person, one cup, and one neighborhood at a time. † Their core competencies can be defined as high quality coffee and products at accessible locations and affordable prices, provided a community to share in the coffee drinking experience, and variety of choices. Their mission statement includes six elements which they regard as part of their core competencies. Our Coffee It has always been, and will always be, about quality. We’re passionate about ethically sourcing the finest coffee beans, roasting them with great care, and improving the lives of people who grow them. We care deeply about all of this; our work is never done. Our Partners We’re called partners, because it’s not just a job, it’s our passion. Together, we embrace diversity to create a place where each of us can be ourselves. We always treat each other with respect and dignity. And we hold each other to that standard. Our Customers When we are fully engaged, we connect with, laugh with, and uplift the lives of our customers – even if just for a few moments. Sure, it starts with the promise of a perfectly made beverage, but our work goes far beyond that. It’s really about human connection. Our Stores When our customers feel this sense of belonging, our stores become a haven, a break from the worries outside, a place where you can meet with friends. It’s about enjoyment at the speed of life – sometimes slow and savored, sometimes faster. Always full of humanity. Our Neighborhood Every store is part of a community, and we take our responsibility to be good neighbors seriously. We want to be invited in wherever we do business. We can be a force for positive action – bringing together our partners, customers, and the community to contribute every day. Now we see that our responsibility – and our potential for good – is even larger. The world is looking to Starbucks to set the new standard, yet again. We will lead. Our Shareholders We know that as we deliver in each of these areas, we enjoy the kind of success that rewards our shareholders. We are fully accountable to get each of these elements right so that Starbucks – and everyone it touches – can endure and thrive Competitive advantage The advantage a business has over its competition which allows it to reap greater profit margins, retain customers and remains sustainable is referred to as its competitive advantage. Businesses have to have some form of competitive advantage to be successful in the long run. Competitive advantage can take one of three forms that reflect basic customer values: customers want goods and services (1) better, (2) cheaper and (3) faster. These forms of competitive are known as (1) differentiation, (2) cost leadership and (3) quick response respectively. Research has proven that having some form of competitive advantage increases profitability of a firm , having two forms combined leads to highest profitability and firms that have neither form perform poorly or generate just ‘normal’ profits. Competitive advantages that are gained because the pioneer was on the first to enter a market are sometimes called ‘first movers advantages. ’ The three forms of competitive advantage are described below Differentiation Creating a unique bundle of products and/or services that will be highly valued by customers constitutes competitive advantage based on differentiation. Product features, after-sales service, desirable image, technological innovation, reputation, manufacturing consistency, status symbol are attributes that can differentiate products. Each of these features can be considered a form of quality. Differentiation allows firms to reap higher-than-typical returns because competitive rivalry maybe lessened as firms successfully distinguish themselves; brand loyal customers are less price sensitive, new entrants entering the market have to overcome the barriers to entry. However, if many firms adopt a differentiation strategy then they are all perceived as equals and specialists operating in niche markets may be more successful at differentiation and a continuous attempt to stay ahead of customers may result in ‘gold plating’ ( the development of features which are not valued by consumers but add to the price). Successful differentiation depends on (1) understanding what customers value, (2) being uniquely able to provide that value, and (3) being able to charge a premium price for it. Cost leadership This competitive advantage requires achieving a low-cost position relative to one’s competition. Classic cost leadership strategy involves creating a no-frills product aimed at the most typical customer in a large target market. Standardization of products and services is looked for in cost leadership and targeting a large market segment for these standard products allows for mass production techniques which create greatest possible benefits from economies of scale and experience curve effects. Cost leadership addresses competitive forces in the following ways; holding the low-cost position convinces rivals to hold a price war, low-cost producers are protected from customer pressures of lowering prices, because of higher margins low-cost producers are better able to withstand pressures from increasing in suppliers’ costs, barriers to entry exist for new entrants and manufacturers use price to threaten substitute products. However, cost leadership has some drawbacks namely ; cost leadership can be called an ‘all-or-nothing strategy’, cost cutting that leads to loss of desirable roduct attributes can be ruinous, it is easily duplicated by competitors, and dedication to cost cutting limits a firm’s abilities to remain competitive in other ways. Use of an effective cost leadership strategy depends on careful monitoring of a firm’s internal operations and its customers’ need. You read "Starbucks Case Analysis" in category "Papers" Quick r esponse This form of competitive advantage stresses on the provision of the quality and cost the customer wants faster than the competition does. Quick response refers to the speed with which a new product, a product improvement, or even a managerial decision that affects the customers can be made. It is a way of looking at a firm’s flexibility. Competitive advantage can be achieved through quick response in which such as faster development of new products, customizing products, improving existing products, delivery of ordered products,, adjusting marketing efforts, answering customers’ questions. Firms with quick response can avoid head-to-head rivalry, faster forms can charge a premium pricing, faster firms encourage quick response from suppliers, and quick response deals with the threats of new entrants and substitute products by leading in innovation themselves. However it must be kept in mind, speed is not equally important to all markets or customers, speed creates stress, and speed for speed’s sake does not create competitive advantage. Starbucks Competitive Advantage Starbucks competitive advantage is a mixture of differentiation and quick response. Since their coffee is priced at $4 a cup; they are clearly not competing on costs here. In fact at Starbucks’ it’s the opposite. The brand image that has been created due to the strong differentiated marketing efforts, the ambience of their outlets has created a brand loyalty in Starbucks customers. They are willing to pay a premium price because they feel they are having the best coffee made with the finest quality ingredients. Starbucks achieved the first movers advantage as they were among the pioneers of coffee houses in America, also they have maintained their leadership in the market by launching new variants and varieties faster than competition does and have upgraded their menu from time to time. Their supply chain is integrated vertically and horizontally allowing for a faster response time among suppliers and with customers. They have used elebrities to endorse their brand further enhancing their differentiation strategy. Because Starbucks has successfully differentiated itself, developed a strong brand following, has opened up outlets to cater to their target market both in U. S. A. and globally, has always strived to serve its customers faster, and focused on innovation, it is able to reap higher-than-average returns. They have also been quick in realizing their fail ures as the case mentions them closing down stores that were not functioning. Thus this shows that the corporation is quite flexible in its operating decisions. Starbucks Corporate Strategy- how they have used it to create a successful business model The corporate strategy for Starbucks was an expansion strategy based on opening new outlets in U. S. and expanding overseas. Operations: They looked for diversification and vertical and horizontal integration to maximize control over their supply chain and maintain satisfied customers. They launched new products and variants to maintain their leadership in the market. A differentiation and quick response strategy is used. HR: Starbucks looks for diversity in its employees. They employ people from various backgrounds and give them independence and freedom to make decisions. This has enabled Starbucks to address customers faster and reduced their response time. Also hiring people form diversified backgrounds helps them in their expansion strategy and improves their communication in new countries of expansion. Marketing: Their marketing has always been coffee centric. They have strived to create a strong brand identity and brand loyalty. Starbucks is not just about coffee. It is about providing that experience of comfort, socializing and happiness. This is what they build on. The firm has been successful in maintaining premium pricing because of the creation of a brand image that allows for it. Finance: The expansions have been sensible and not based on intangible goodwill or long term debts. The firm has invested a lot in fixed assets and their debt to asset ratio is low. The management started closing down low operational stores; instead of letting they operate at losses, indicating the management’s concentration on financial efficiency and having good financial ratios. The following strategies have enabled Starbucks to maximize its reach to its consumers by opening up different outlets globally hich have lead to market development and increased profitability. Starbucks expansions have all been well financed and done sensibly. Also their quickness to act in areas where they were reporting losses further shows that their Corporate strategy has lead to successful business development model. The product variety offered at Starbucks has enabled it to remain market leader thus showing that RD efforts are paying off. The exceptional customer service due to the employment of a diversified labor force has facilitated business expansion and increased the size of the pie for Starbucks. Starbucks thus has transformed the image of ‘coffee. ’ The strong brand loyalty supported by a well managed expansion plan which allows them to be present where their customers want them has made the business a success. Need analysis A need analysis is the process of identifying what the users need and want. It related to the goals, inspirations and objectives of the users. Following shows the factors that contribute to customer satisfaction at Starbucks. Thus Starbucks needs to discover what consumers want regarding the product quality, price and service. Following are SWOT ands PESTLE analysis of Starbucks which give a clearer picture of the strengths and environment within which the firm is operating. SWOT Analysis Strengths †¢ Brand recognition and consumer loyalty †¢ Diverse product portfolio catering to all tastes and ages, including non? coffee beverages and food items †¢ Excellent customer service and the value of the Starbucks experience †¢ Licensing relationships with top? brands such as Pepsi? Cola and Kraft that minimize costs and leverage the strategic advantages of those companiesxviii †¢ Strong employee relationships Economies of scale providing superior distribution networks and supplier power †¢ Primly? located retail stores †¢ Positive image attributed to socialresponsibility Weaknesses †¢ Pay 23% more for coffee than market prices †¢ Saturation of the market diminishes long? term growth prospects †¢ No monetary switching costs for consumers †¢ Negative large corp oration image †¢ Potential limitations of international expansion due to cultural clashes with American coffee experiences. Opportunities †¢ Have the ability to reduce premiums paid for coffee Room forinternational expansion (78% ofrevenues came from the United States in fiscal 2007 and international same? store sales growth is strong)xix †¢ Room to compete on multiple fronts including quality and price †¢ Increase licensing relationships to further utilize brand strength to capture profits at little cost to the company Threats †¢ Increasing coffee and dairy prices †¢ Intense competition in the specialty coffee beverage business †¢ Unfavorable economic conditions that lowerthe demand for expensive beverages †¢ Community resistance to store expansion The possibility that the demand for specialty coffee is a fad †¢ Diverging from the Starbucks experience †¢ Further diversification of fast food restaurants that cuts into market share. P ESTLE ANALYSIS The PESTLE analysis of Starbucks. Political: Taxation policy High taxation imposed on farmers in those countries producing the coffee bean will usually mean Starbucks pay a higher price for the coffee they purchase. Any fluctuations in taxation levels in the industry are almost certainly ultimately passed on to the consumer Deregulation A decade ago, the USA pulled out of the ICA (international Coffee Agreement) hat set export quotas for producing nations and kept the price of coffee fairly stable. Coffee quotas and  price controls ended. Since the deregulation farmers have suffered and their earnings have dropped. Many have struggled to make a living so have given up. International trade regulations/tariffs – Trade issues will affect Starbucks predominantly when exporting and importing goods. When another country’s government imposes a tariff it not only results in an efficiency loss for Starbucks but large income transfers can become inconsistent wit h equity. This extra charge can turn a bargain into a rip-off. Also, since 9/11, trade relations have been adversely affected between the USA and some other countries. International  stability The international economy must be brought into  consideration as it can affect Starbucks’ sales and markets. The aftermath of 9/11 was an example of an economic downturn that affected the world market. If the world market is in a slump it is not usually the ideal time for a  business to look at grand expansion. Employment law A reduction in licensing and permit costs in those countries producing the coffee bean for  Starbucks would lower production costs for farmers. This saving would in turn be passed on to the purchaser. Economic: * Interest rates – A rise in interest rates means investment and expansion plans are put off resulting in falling sales for Starbucks and their suppliers. Also mortgage repayments rise so consumers have less disposable income to spend on luxury  products such as coffee. Low interest rates should have the opposite effect. * Economic Growth – If growth is low in the nation of location of Starbucks then sales may also fall. Consumer incomes tend to fall in periods of negative growth leaving less disposable income. Consumer confidence in products can also fall if the economic ‘mood’ is low* Inflation rates – Inflation is a condition of increasing prices. It is measured using the Retail Price Index (RPI) in the UK. Business costs will rise for Starbucks through inflation, as will shoe-leather costs as they shop around for new ‘best prices’ of  materials, menu costs will rise as Starbucks have to create new price lists. Also, uncertainty is created when making decisions not least because inflation redistributes money from lenders to borrowers. Competitors pricing – Competitive pricing from competitors can start a price war for  Starbucks that can drive down profits and profit margins as they attempt to increase, or at least maintain, their share of the market. * Globalisation – Globalisation of the coffee market has meant farmers of the bean now earn less money than they used to. This can result in a decrease of people willing to do it for a livi ng, which will mean a decrease in coffee produced, resulting in a drop in Starbucks supply levels and probably profits. * Exchange rates – Starbucks are affected by exchange rates when dealing with international trade. If the value of the currency falls in the country of a coffee supplier  this enables Starbucks to get more for their $ or L when importing the goods to their  country. This saving can be passed along to the customer. Exchange rates are forever  changing throughout the world in today’s market. Social: Population demographics – Population demographics are a very important factor for  Starbucks as they identify what parts of the population they need to aim their products at or which parts of the population they need to encourage to visit their stores more than they presently do. Looking at the table in the case study demonstrating the  percentage of the age groups that drink coffee or specialty coffee it can be seen that the age groups that Starbucks should be aiming their marketing at are the people  between 35 and 54. They should consider targeting the 18-24 age group as they drink  the least amount comparatively and by encouraging this segment to choose Starbucks coffee now, there is a chance they may continue to drink it long into the future. Income distribution – Where income is distributed is another factor that Starbucks should look at as this also demonstrates the ideal place to aim their marketing or to locate their stores. Coffee is more of a luxury product so it is those people/places with the most amount of disposable income to spend that should be targeted the most intensely. * Attitude to work – Starbucks would not want to locate to an area where the local  population have a poor attitude to work. Recruitment would be difficult, training arduous, and staff turnover would be high. Attitudes to work are important in other  ways. A large number of workers in large cities now go out for their lunch rather than use an internal canteen. Starbucks can use this to their advantage and promote the shop as a place where people can meet up and so it will mean that they will get alarger amount of people in their stores at this time of the day. * Standard of education/skills – When Starbucks are deciding upon new premises they must look at the standards of education and skills locally. They must be sure there are  people who live there with sufficient skills to ensure successful operation of the  business, or at least the potential to learn that comes with a good education. Working conditions/safety – Those people with the most disposable income, e. g. young single professionals etc, will be accustomed to high standards. Starbucks must ensure its shops are clean and comfortable, service is of the highest order and health and safety issues are fully addressed * Location – Transport needs to the p remises must be considered for both staff and customers. Easy access is vital to ensure there is no excuse for staff to arrive late or  for customers not to visit. Age distribution – Research shows the average age of the population is getting older  and birth rates are stagnating. Starbucks is presently aiming it’s product at young  people but maybe these views will change in the long-term as the market proportion for young people diminishes. The most profitable way forward may be to widen their  target market despite the risk of alienating present customers. * Health consciousness – Good health and foodstuffs associated with healthy living are important I today’s market place, as this is a trend that is occurring at the moment in western societies. Starbucks can use this information when deciding the additional  products to sell, as well as coffee, as a large number of their customers are looking for  healthy alternatives to cakes and biscuits, which have been associated with coffee in the past. Technological: * IT development – Starbucks is always looking to develop and improve its Internet facilities. Starbucks launched its first-generation e-commerce Web site in 1998. In late1999, Starbucks decided the site needed a major upgrade to enable new functionality and prepare for long-term growth. To achieve these goals, Starbucks upgraded to Microsoft Commerce Server 2000, one of the key Microsoft . NET Enterprise Servers. As a result, scalability and performance have improved, and the company now has the tools it needs to profile and target customers, analyze site data, and deliver new features to the market in the shortest time possible. * New materials and processes – Developments in the technology of coffee making machines and the computers that Starbucks use to run their cash registers will enable their staff to work more quickly and efficiently. This will result in customers being served quicker and create the potential to serve more customers in a day. This will  prevent customers from having to wait around for long periods thus improving customer relations along with increasing the customer base. * Software upgrades – In the short-term, Starbucks must identify the most efficient software upgrades to use to keep up with the competition. This applies to the improving the accessibility of their website (www. starbucks. com) and also improving the speed and quality of the service provided on the shop floor. Research and Development activity – As a multi-national business empire, Starbucks has the budget and the resources to have a cutting-edge R+D department. The website is very accessible, the facilities are state of the art but more importantly new ideas are consistently being tried in terms of a constantly updating menu. * Rate of technological change – The rate of technological change in the current world market is high, much higher than, say, thirty years ago. Much of this is down to the Internet and the speed with which information can be communicated around the globe. Starbucks will need to invest heavily just to stand still in their ever expanding and developing market, and even more so to try to stay ahead of competitors. Legal: * Trade and product restrictions – Starbucks need to be aware of the trade laws in the various countries they occupy and do business with. They need to ensure they are not in violation of e. g. , religious laws. Also, certain countries impose a tariff that has to be  paid when goods are imported/exported so this must be taken into account. * Employment law – Each country has varying employment laws. Some may have aSabbath day, diwali,some may have a limit on the number of hours an employee may work  Ã‚  per week, all will have varying levels of minimum wage. Starbucks should consider  these factors when deciding on relocation. * Health and Safety regulations – Starbucks may find these regulations are not as stringent or well enforced in certain countries. It would be wise though to enforce universally high standard of health and safety throughout all it’s shops to maintain a good global image and ensure all laws are abided by. Also, by not maintaining high standards they will be liable for a large amount of civil cases as it is a legal requirement for them to enable that their staff and customers are safe when they are intheir stores. * Monopolies commission – If Starbucks consider expanding their operations further  to control an even larger percentage of the market than they already have they will have to consider the possibility of breaking monopolies legislation as they may have a share of the market that is too large. This would mean that they would have unfair  advantage over other companies in the same market. This would mean that they could  benefit from economies of scale and would also be able to charge prices that were not competitive in the market and get away with it due to the lack of competition. * Land use – Starbucks may have to abide by local planning regulations when building shops or altering purchased sites, as certain areas of land may be protected or  unsuitable. All matters would be addressed by the local government. Environmental: Pollution problems – Starbucks customers create a lot of waste as they often leave the shop with their cup of coffee and then dispose of it in the street. The packaging for  this cup must be carefully considered to make it as biologically degradable as  possible. Certain other materials can be very harmful to the natural environment. * Planning permissions – Planning permission may not be granted if Starbucks wish to  build in an area that could be harmful to the environment. The land may be protected. * Work disposal – Starbucks need to carefully consider the methods in which they dispose of their waste as there are strict laws in most countries to ensure a firm trading in their country disposes of the waste that is created in their business in a specific and efficient way. If they do not follow these laws they may find themselves being sanctioned, which not only affects them financially but also tarnishes the reputation of  the brand name, as most of the waste created will bear the logo of Starbucks. * Environmental pressure groups – Starbucks should be aware of the physical and influential power of groups such as Greenpeace and Friends of the Earth. Any violation of animal or environmental rights by a company is usually followed by a swift and attention-drawing protest from one of the groups. Brand image and customer bases are often irreconcilably tarnished due to the actions of these groups Porter’s five forces Barriers to Entry: Medium-High –  Low  capital requirement:  It can be varied depend  on  the location, but  it would be safe to say  coffee industry   still  requires low capital compared to other industries. –  Little  product  differentiation: It is difficult to establish a certain unique flavor for coffee. – can be offered at restaurants which normally don’t serve coffee as a beverage; this will allow for even lesser investment. Threat of Substitutes: High – Soda, fresh fruit juice, healthy juice for drink and tea are all direct substitutes for coffee. – Alcohol drink- beer, wine,  cocktail,  and more can be indirect substitutes. ( Alcohol drinks will be sold in only a few selected places,  so it is  too early  to  get rid of alcohol drinks in the threat of substitution part. ) Bargaining power of Buyer: Medium-high – Even though the price goes up, the buyers who like only  Starbucks would still come. The brand has generated enormous brand loyalty.   Buyers can  buy their coffee from various  places: Starbucks has their stores  all over the nation, so as other major companies do. Buyers have a lot of substitutes to choose from. Supplier Power: Low-Medium – Starbucks is a global coffee chain and many suppliers are eager to work with them. The company has successfully established vertical integration to make suppliers loyal to its supply chain. –  It c an be problematic if  a certain product  suppliers raise the price of their product, such as green tea powder or coffee bean. Although Starbucks decided to  change their suppliers because it still takes some time to inform  to the customer and price changes will be inevitable. Industry Rivalry: High –  Many companies: Coffee Bean, Mcdonald’s, Dunkin Donuts, and local  cafe. –  Also; McDonald’s had started an advertising attack aimed directly at Starbuck’s saying ‘$4 coffee is dumb. ’Thus; rivalry was high. –  Many people started to look for  more  healthy  and fresh  juice instead of coffee, so there is little chance that demand is growing at the same rate as it was earlier. How to cite Starbucks Case Analysis, Papers

International Economics Midterm Exam free essay sample

Points allocated to a question are shown in brackets beside the question for a total of 100. Answer ALL questions. Calculators and other electronic devices may NOT be used during the exam. 1. Wages differ greatly across countries and they depend, to some extent at least, on productivity differences. Suppose Canada and Japan produce two types of goods: agricultural goods, such as wheat, and manufactured goods, like cars. In Canada it takes a worker 1 day to produce a ton of wheat, and 2 days to produce a car, while in Japan it takes 3 days to produce a ton of wheat and 1 day to produce a car. Canada has a comparative advantage in the production of wheat, so with free trade Canada will produce and export wheat and Japan will produce and export cars. (20) (a) Suppose the free trade price of a ton of wheat is 1 car. (i) (ii) (10) What is the pre-trade wage in Canada, measured in tons of wheat? What is the pre-trade wage in Canada, measured in cars? What is the free trade wage in Canada, measured in tons of wheat? What is the free trade wage in Canada, measured in cars? What is the pre-trade wage in Japan, measured in tons of wheat? What is the pre-trade wage in Japan, measured in cars? What is the free trade wage in Japan, measured in tons of wheat? What is the free trade wage in Japan, measured in cars? (b) Suppose now the free trade price of a ton of wheat is 3 cars. We will write a custom essay sample on International Economics Midterm Exam or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page What is the free trade wage in Canada, measured in tons of wheat? What is the free trade wage in Canada, measured in cars? What is the free trade wage in Japan, measured in tons of wheat? What is the free trade wage in Japan, measured in cars? (10) age. in. Canada when the price of a ton of wheat is 1 car? What is it when wage. in. Japan the price of a ton of wheat is 3 cars? Is it possible that the wage in Canada could be maintained at a level 4 times as high as the wage in Japan? Explain why or why not. In your answer, consider whether Japan would want to import Canadian wheat in this case. (c) What is the ratio  © 2010 C Smith 1 2. A number of countries, particularly in Asia, have pursued development strategies of exportpromotion. By selling in world markets, which are much larger than the domestic market, firms can gain economies of scale. (10) a) Describe in words what it means if an economy exhibits the technological situation of â€Å"increasing returns to scale. Explain the difference between economies of scale that are internal to the firm, and economies of scale that are external to the firm but internal to an industry. (5) (b) (i) Say the domestic country produces two goods, computers and televisions, with increasing returns to scale. Draw the domestic country’s production possibilities frontier (PPF). In your figure, denote the country’s level of output of when all factors are allocated to computers as C , and when all factors are allocated to televisions as T . On the axes, show the points ? C , and ? T . Finally, denote as point P on the PPF the point where half the country’s resources are allocated to the production of each of computers and televisions, and on the axes denote these points as C0 and T0, respectively. (10) (ii) Suppose the pre-trade or autarky price of televisions in terms of computers is the same as the world (free trade) relative price. Can there be gains from trade in this case? Explain why or why not. Do you think export-promotion can be successful at increasing economic output of a country? 3. Gains from trade can be categorized into consumption gains and production gains. Suppose the domestic country produces two goods, food and clothing, with increasing opportunity cost. (5) (a) Draw the production possibilities frontier for this country. Denote the pre-trade or autarky production point as point A. How do you know this is the optimal production point? (15) (b) Suppose the world relative price of food in terms of clothing is higher than the domestic country’s autarky price. Show the new optimal production point, and denote it point P. Denote the new, optimal consumption point as point.

Liquids and Solids free essay sample

It is useful for you to know the boiling and melting point of a substance so that you can know if the substance is a pure form or if it has any additional chemicals added to it. B. How would you determine the melting of a substance whose melting point is higher than 100Â °C? Another substance other than water in the beaker would have to be used to see melting point that would be higher than 100 ? C such as glycerol or silicon oil. C. What would be the effect of increasing the amount of crystals in the capillary tube? *There would be no difference if the amount of crystals were in the capillary tube because the melting point is still at the same temperature. D. List sources of error and explain how they would affect your end results. My sources of error were not logging the temperature at the exact time that the last bubble came out and the exact time the chemical melted. We will write a custom essay sample on Liquids and Solids or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page That affected my ended results by being slightly off then what the actual melting point of boiling point actually were. Conclusion: In conclusion today I learned how to determine the melting point of a substance and how to determine the boiling point of a liquid using the capillary tube which I found very fascinating. I also learned the importance of know the melting point and boiling point of a substance.

Free Essays on Birth Order

Although families are getting smaller, the majority of American children still grow up with at least one sibling, and there is certainly no shortage of speculation about the roles that brothers and sisters play in a child’s life. Sibling rivalry is the spirit of competition, jealousy, and resentment that may arise between two or more siblings. For over a hundred years psychologists have been studying how our birth order determines our personalities and relationships. The reason psychologists find it important to examine birth order is because it can be very revealing. A person’s relationship with their parents appears permanently determined by their birth order, and their relationship with their brothers and sisters is the longest they will endure in their lives. The reason for this is because siblings are nearer in age than ones parents and we know them long before we meet our spouses and friends. Many psychologists believe that each person is born with a distinct character and special gift that distinguishes them from every other person in the family tree and society. When this inner capacity for goodness is identified, acknowledged and nurtured in childhood, it brings strength to society and success to the child. From this platform of success, the child is better equipped to master the challenges of life and experience happiness in relationships. Psychologists now argue first born children may be more alike other first born children than their own brothers and sisters, and the same applies to second born children and so on. This may explain why most people are friends with people who have the same birth order position as you. Some psychologists even argue birth order should be taken into account in marital choice. This basically means that better marriages may occur between those of similar birth order. One study found birth order can effect your career-successful men were more likely to have their closest sibling another bo... Free Essays on Birth Order Free Essays on Birth Order Although families are getting smaller, the majority of American children still grow up with at least one sibling, and there is certainly no shortage of speculation about the roles that brothers and sisters play in a child’s life. Sibling rivalry is the spirit of competition, jealousy, and resentment that may arise between two or more siblings. For over a hundred years psychologists have been studying how our birth order determines our personalities and relationships. The reason psychologists find it important to examine birth order is because it can be very revealing. A person’s relationship with their parents appears permanently determined by their birth order, and their relationship with their brothers and sisters is the longest they will endure in their lives. The reason for this is because siblings are nearer in age than ones parents and we know them long before we meet our spouses and friends. Many psychologists believe that each person is born with a distinct character and special gift that distinguishes them from every other person in the family tree and society. When this inner capacity for goodness is identified, acknowledged and nurtured in childhood, it brings strength to society and success to the child. From this platform of success, the child is better equipped to master the challenges of life and experience happiness in relationships. Psychologists now argue first born children may be more alike other first born children than their own brothers and sisters, and the same applies to second born children and so on. This may explain why most people are friends with people who have the same birth order position as you. Some psychologists even argue birth order should be taken into account in marital choice. This basically means that better marriages may occur between those of similar birth order. One study found birth order can effect your career-successful men were more likely to have their closest sibling another bo...

San Francisco estuary Essay Example | Topics and Well Written Essays - 1000 words

San Francisco estuary - Essay Example Therefore, the bay is very important to the people since it also contains marshes and mudflats that act as a source of food to fish in the area(Edmund,  2012). Therefore, this makes fishing a key economic activity in the area. The estuary has been found to support over a hundred species of fish that inhabit both the salty and fresh water. Apart from fish, the estuary also supports wildlife such as birds. Therefore, the estuary indeed contributes significantly to human welfare around the area. However, with time different human activities have posed a key threat to the bay. This is due to the negative effects that industrial, agricultural and mining activities have on the organisms that have inhabited the estuary. In addition, both birds and fish have been forced to migrate due to destruction of 80% of its marshes. Therefore, indeed different ways of restoring the estuary need to be developed (Edmund,  2012). The population of growth rate of San Francisco was reported to be very h igh after the population number clocked 825, 900 people in 2012 census. The number of children born each year keeps on increasing and yet, the corresponding death rate remains very low. Therefore, with this high population growth, the number of persons demanding food also keeps on increasing each year. ... Destruction of the wetlands affects the overall balance of the ecosystem since; it affects the flora and fauna in the estuary. Different food chains also become broken since; degradation of the wetlands also forces some birds and mammals to migrate the area (San Francisco Bay Joint Venture, 2001). Dredging is also an issue that has been raised by the increasing population (Cohen & Laws, 2012). Dredging leads to increased dumping of the dredged sediments thus, causes pollution of the estuary. Increased industrial activity also causes increased level of pollutants from the industrial wastes. Pollution has been found to be a key problem to the estuary since the year 1879. For instance, mining activities bring a large number of pollutants such as mercury to the estuary. Urban runoff is also a key source of pollution to the estuary. This is because; it carries with it chemicals and metals washed from the streets. On the other hand, petroleum products also enter the estuary through spillag e from motor vehicle engines and other accidental spills such as from boats and ships. Pesticides used in agriculturemay also be washed to the water thus contributing to the pollution (Cohen & Laws, 2012). On the other hand, some of the pesticides used to control weeds in the water may also pollute the estuary despite being helpful. Therefore, it is indeed essential that the authorities focus on controlling pollution since; it has many detrimental effects on the bay. Human behavior indeed increases the habitat fracture because; most of the reasons leading to the fracture arise from human activities (Edmund,  2012). For instance, mining, agriculture, construction and industrial activities are all activities that are caused by humans. Therefore,

Gangs and gang behavior - week 6 Essay Example | Topics and Well Written Essays - 250 words - 1

Gangs and gang behavior - week 6 - Essay Example Gangs dominated by male are found to have a high delinquency rate than that gang dominated by females since males have a high chance of controlling gangs and motivating female members to see the â€Å"benefits† of violent crime in terms of the rewards attached to these types of crimes. Hence, the involvement of male in female gangs might lead to the females in getting involved in crime that is more dangerous. Female gang groups are seen to be less violent than the male gangs are since females are less likely to use weapons against victims than males (James, 2012). Hence, the presence of males in female gangs increases the chances of the females using weapons against their victims when the males motivate the females to use weapons as a way of achieving the ends. Moreover, there is evidence to suggest that female gangs with males have a high possibility of getting involved in law breaking activities at higher frequencies than those having only female members due to the influence of the male bravado in these gangs. Most females leave, gangs at an earlier age than the boys do. Hence, by having males in the female gangs there is high probability that males will extend their stay thus leading to the female dominated gangs to be more involved in serious crime. This is because studies have shown that women grow out of crime at higher rates than males do (James,

The Definition Of Downsizing Management Essay

The Definition Of Downsizing Management Essay Given the issues relating to this research field are introduced and research objectives are also be proposed carefully in Chapter 1. In Chapter 2, the researcher would like to continuous introduces the concepts, definitions and theories relevant to the issues that already mentioned in Chapter 1, through that, Chapter 2 will provide and build research hypothesis for research. Basically, Chapter 2 includes the main parts as follows (1) The definition of downsizing, (2) The definition of Survivors Syndrome, (3) The research hypothesis (4) Chapter summary. Definition of Downsizing In the economic context of continuous competitive, developing, changing and unpredictable, organizations suffering severe downturns in their business or facing difficulties, downsizing strategy is being used by many organizations in every industries and sectors with different goals and visions. There is not a single downsizing definition accepted by all researchers (Davis, Savage, Steward Chapman, 2003). There are many different definitions or understanding about downsizing, for example Cameron, (1994:194) defines downsizing as a positive strategy which do as a purpose of organizations: a set of organizational activities undertaken on the part of management of an organization and designed to improve organizational efficiency, productivity, and/or competitiveness. In another the way, downsizing is not something just happen to the organization, it is something that the organization knows and act purposively. Downsizing is may be implemented as a defensive reaction to decline or as a pr oactive strategy to enhance organizational performance (Kim S Cameron, 1994). Many organizations for a long time that no longer considered downsizing as a situation solution in the hard time period, but they considered downsizing as an effective strategy to reduce costs, human focus, create job opportunities, increased job challenge and promotion. The expenditure cost can be cut effectively due to better decision making and effective human resource controlling if the organization can maintain the right sized of company. It develops a culture of work where employees can have opportunities for growth, they can easily participate and involvement in making decision. Moreover, employees easily feel be part of organization that they should better participate with more collaboration, fidelity, and accuracy. According to Mishra and Spreitzer (1998) defines downsizing has become the strategy favored by many organizations attempting to cope with fundamental, structural changes in the world ec onomy. Downsizing as a deliberate reduction in size or complexity of a firms activities intended to improve the profitability, productivity, and/or competitiveness of the firms continuing operations(Legatski II, 1998). But in conclusion, most researches have defined downsizing as any reduction in the size of the organization (e.g. Budros, 1999; Cascio, 1993; Freeman Cameron, 1993; Kozlowski, Chao, Smith Hedlund, 1993). Downsizing, in general, refers to the reduction of work for certain organization. For employees, downsizing is considered as a management weapon to enforce greater control over the workforce. To management, it is a strategic measure to bring optimized operation efficiency and productivity in organization. Cameron and colleagues (e.g. Cameron et all., 1991, 1993; Cameron, 1994b) have identified three organizational strategies to achieve downsizing: workforce reduction strategy, work redesign and systematic change. The first strategy is workforce reduction is typi cally a short-term strategy, which simply focuses on reducing organizations headcount. In a confirmatory study, Mishra and Mishra (1994) found that such strategy might lead to loss in valued organizational competency or negative outcome of those who remains. Human resource is essential and is a factor that makes the decision for the development of organizations. Lack of human resource will increase workload, anxiety about losing their jobs at any time, and these feeling leads to insecurity psychological, these are reasons that cause labor productivity reduced. Work reduction is applied by organizations through some programs such as attrition, early retirement or voluntary severance packages, layoffs and terminations. The second and third strategies are work redesign and systematic change strategies. While work reductions resulted is lead to reduction, rather than improvement, the work redesign and systematic change are positively related to organizational performance in term of both cost reduction and quality improvement (Cameron et all.,1993; Mishra and Mishra, 1994) and to survivors (people who remains) of downsizing having a positive learning orientation (Farrell and Mavando, 2004). Many previous researches indicated that the use of workforce reduction is increasing and become popular despite the harmful impacts may arise for organization. Workforce reduction or simply called workforce downsizing is becoming the most popular strategy and a plethora of workforce reduction strategies for downsizing of employees has been proposed (e.g. Greenhalgh et al., 1988; Gutchess, 1985; Leana Feldman, 1992; Price, 1990). Whenever reduce equipments, machinesà ¢Ã¢â€š ¬Ã‚ ¦ organizations can find out the outcome and its impact through simple calculations, but in workforce downsizing, the emotions, loyalty, and human effort cannot simply calculate. In an organizational context, employees not only contribute their individual skills and knowledge, they also collaborate and integrate their separate skills toward creating firm capabilities. As such, both human and social capital-and therefore the commitment and the loyalty of employees-play an important role in dictating a firms ca pacity to create competitive advantage. Reducing headcount may lead to immediate labor cost savings, but it can also seriously erode employee commitment and loyalty, with negative consequences for firm competitiveness and performance. So the questions are what the impacts of workforce downsizing to organizations are, how it effects, and what the advantage and disadvantage of the impact are? Some researches indicated the opinion that organizational downsizing may create better productivity or better performance for organization; while, others indicate downsizing may create negative impact or threat to human resource, break of existed organization culture. Downsizing has been defined as an attempt to increase organizational effectiveness(Kozlowsky, et. al. 1993). Freeman Cameron (1993) and Tomasco (1990) from their finding indicated that organization downsizing created some benefits to organization such as faster decision making, more flexibilities, and increase in productivity. Cascio (1993:97) suggested that proponents of downsizing generally expect the following benefits: lower overheads, less bureaucracy, faster decision making, smoother communications, greater entrepreneurship and increases in productivity. Dow nsizing can suggest to financial markets or government funding agencies that an organization is cutting costs and reducing waste, which may increase availability of capital for subsequent activities (Cascio, 1993; Dial Murphy, 1995; Palmon, Sun Tang, 1997. Downsizing for some individuals is also a chance to demonstrate the capacity himself, or an opportunity for career development. The people who still remain with organization will be the one who give the most effort for the development of organization, if they can prove themselves at this time, success may comes to their organization and will come to them as well. However, in contrast with the benefits that downsizing may bring, many other previous studies indicate their strongly disagree with those arguments. Downsizing may provide a decrease in operating expenses in the near term, but the long term impacts may not be so positive (Difrances, 2002). Downsizing can lead to a loss of knowledge and experience base because of some laid off will be the people who worked for a long time with organization, old people, who may not have a fast and efficient action in work like young people, but they have extensive knowledge, experiences that young people learn in short time, loss available mentors for existing and new employees, loss of corporate culture, and downsizing can have direct impaction to the customers such as loss of established customer service and contacts. Therefore, whenever workforce downsizing is chosen by organizations in hard time or peaceful time, there is definite and obvious impact good or bad on organizations. But in all the affected elements, the human factor is probably the most affected element. Human capital (i.e., the knowledge, skills, and abilities of employees) is one of the primary factors a business can rely on to differentiate their products or services and build a competitive advantage (Hargis Bradley, 2011). Human resource is one of the 5Ms (Man, Money, Machine, Method, and Material) of management process of production; they are five input resources for any businesses. (http://www.setpointusa.com/blog/lean-manufacturing-5-ms/). Even when the world economy is continuous developing, many modern machines are developed and can somehow a part replace human resource, but no organization can flourish without human resource. Human resource is a decisive factor that can determine the working of remaining four factors, peo ple is the one who ensure flexible operation of machine, the reasonable use of material as well as appropriate use of money and method, all these actions will help the organization achieve their goals. During crisis situation as well as in the peaceful time, man or human resource is the only factor that helps businesses overcome or limit the adverse impact of crisis. Man is the most important Ms among five Ms, the right and stable number of human resource in appropriate jobs will enable the success beyond imagination of the organization. They are staffs of organization, they dedicated their soul to the development of organization, they are people who be laid off or people who lucky enough to keep their job. The individuals who lose their jobs (called victims) are obviously the most affected by downsizing. Numerous researchers have focused on the impact of downsizing on workers whose employment is terminated due to reasons independent of job competence (Cappelli, 1992). These individ uals are often known as the victims of downsizing due to research that documents the devastation of job loss, focusing on negative consequences in terms of psychological and physical well-being (e.g., Bennett, Martin, Bies, Brockner, 1995; Cappeili, 1992; Fallick, 1996; Leana Feldman, 1992). The real pains of downsizing cannot be minimized. Careers change, families struggle, and downsized victims suffer loss of prestige, income and security. While a few downsized individuals may be victims of their own past inefficiency, the vast number are those who have performed well and played by the rules but have become the victims of a changing economic environment. However, several researchers have analyzed those who remain in the downsized organization called survivors (e.g., Allen, Freeman, Russell, Reizenstein, Rentz, 2001; Appelbaum Donia, 2001; Brockner, 1988a; 1992; 1995; Brockner, Grover, OMalley, Reed, Glynn, 1993; Cascio, 1993; Mollica Gray, 2001; Noer, 1993; ONeill Lenn, 1995; Shah, 2000). The survivors of downsizing are not the happy campers, grateful to have their jobs, but rather that surviving is so difficult that continuing employees experience higher levels of stress than displaced employees (Collins-Nakai, Devine, Stainton Reay, 2003). The existent psychological contract between employees and their managers within the organization may be affected by the downsizing. Many researchers reported that it would create feeling of anxiety, uncertainty, distrust and decrease in productivity. The fear and anxiety of survivors who still remain with the organization is increasing due to the increasing feeling of uncertainty, instabili ty and insecurity that downsizing may brings. This is called as survivors syndrome. Definition of survivor syndrome The literature suggests a condition referred to as survivor syndrome, or a set of attitudes, feelings and perceptions that occur in employees who remain in organizational systems following involuntary employee reductions (Collins-Nakai, Devine, Stainton Reay, 2003 p.109-110). Survivor syndrome is defined by some human resource professionals as being the mixed bag of behaviors and emotions often exhibited by remaining employees following an organizational downsizing (Appelbaum, Close Klasa, 1999 p.424-436). Survivor syndrome has become known as the emotional and attitudinal characteristics of those who have survived from a downsizing (Mossholder et al., 2000; Iverson and Pullman, 2000; Allen et al., 2001). The emotional responses of each survivor are different. There are not many previous researches confirmed the positive response for survivor when downsizing occurs, some note that concentrating on core operational competencies can reduce unnecessary management layers and increase the speed of decision-making (DeWitt, 1993; Tomasko, 1989), some researches even suggest that fear of termination may increase individual effort among employees who wish to retain their jobs (Kraft, 1991). A few active survivors feel themselves so lucky because they still have their job, survivors may work more hours without compensation to help the organization through the transition. They believe that they quite understand the difficulties as well as the main reasons why organizations choose to apply downsizing strategy, they are willing to stick with organization for a long time and continue add their efforts to the development of organizations. Contrary to a few positive responses, a lot of previous researches have provided many evidences to prove the harmful impacts of downsizing may bring for survivors such as lower morale (Armstrong-Stassen, 1993), increase stress (Leana and Feldman, 1992), and anger, envy, and guilt (Noer, 1993). According to Collins-Nakai, Devine, Stainton Reay (2003) consistent with the terminology of a syndrome, this collection of symptoms includes anger, depression, fear, distrust, and guilt, or Baruch and Hind (2000) indicates that survivors exhibit a plethora of problems, such as de motivation, cynicism, insecurity, demoralization and a significant decline in organizational commitment. Termination of co-workers may lead to perceptions of organizational injustice and distrust of top management (e.g. Brockner Greenberg, 1990; Mishra Spreitzer, 1998; Noer, 1998). Kinnie, Hutchinson and Purcell (1998) indicated the survivors syndrome include increased levels of stress, absenteeism, distrust as well as decreased levels of work quality, morale and productivity. Lecky (1998) identified the survivor syndrome will le ad to decrease employee commitment, increase concern about job security. A lot of research shows that in case of downsizing, the organization breaks the existed psychological contract between employees and their managers, which is the relationship that make employees get along to their organization or their manager, feel commitment to work, trying their best to the development of the organization. It is a loyalty, commitment with organization. But its consequences may brought by downsizing can create the dependent psychological within employees, they did not want to try, to give their effort because of their worried, uncertain and the loyal feeling may be replaced by a sense of betrayal. Downsizing survivors often curious about management and spend their times to observe the intention of management after downsizing occurs; they have greater concern on their future with the organization. It creates stress among employees in the organization; it affects their next attempt and the willing to stay with the organizations. With survivors, organization may think s they are lucky, but in the reality of many people, their emotions are anger, loneliness, feel lost in broken team work because of missing their colleagues, they do not feel confident enough for work due to their wondering about their job. Downsizing occurs that means organization is left with fewer employees who are expected to put in their best effort in a manner that enhances organizational productivity (Kets de Vries Balazs 1997). They are the ones who organization put their faith in; expect long term commitment, but with few people, it may lead to workload, role conflict, and role ambiguity tend to be high among the remaining staff after downsizing (Hellgren et al. 2005; Parker et al. 1997; Tombaugh White 1990). Workload reflects the perception of having too much work to do in the time available (Beehr, Walsh Taber 1976). Workgroup membership changes also may be associated with the loss of important organizational knowledge (Fisher White, 2000). Role conflict concerns the experience of having to deal with conflicting terms, instructions, and demands in the work environment (Rizzo, House Lirtzman 1970). Role ambiguity relates to the individuals experience of not knowing what is expected of her at work (Caplan 1971). Besides that, survivors may view downsizing as a threat to their job security, an indication of poor organizational performance, or a symptom of unfair management behavior. Survivors may also develop negative feelings toward the organization, as well as perceiving that organizational goals are difficult to achieve. According to Isabella (1989) has noted that while organizations are usually take care of the needs of those being laid off, they are often forget and unprepared for the changing emotions, lower morale and productivity often experienced and expressed by survivors. Managers may expect survivors not only to be grateful they were spared and to forgive what happened to their friends, but also to put their feelings aside and work har der. But the reality is not that, a bag of survivor behaviors or called survivors syndrome has always existed, it is like a contract between employees and organizations, the contract gives survivors psychological control over their work environment, which lets them freely invest themselves in caring for customers. Trust Granovetter (1985) and Lewis and Weigert (1985) define trust as a willingness to be vulnerable to others, based on the prior belief that those others are trustworthy. Another definition of trust is offered by Mayer, Davis and Schoorman (1995), who proposed that trust is the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party. Or according to Mishra Spreitzer (1998) trust is related to psychological contracts since trust is the expectation of a future action based on the action in the past by observing the rules of behaviors in relationships. If these expectations are not met, the expectation becomes hopeless, frustrated and will lose confidence, distrust will appear instead of trust (Robinson, Kraatz Rousseau, 1994). The trust is an essential part of managing people and building a high performance, productivity organization. Trust is the foundation of all relationship from top to bottom in the organization. If employees believe in their manager, their organization, this relationship will always help to create good working conditions, employees are willing to stand up for their organization at any situations, they will naturally want to do a good things, contribute their best effort for the success of their organization. Conversely, if there is no trust between employees and managers, employees will have negative actions, will not devote their energy to the development of their organization, the relationship is broken. Downsizing organizations appear to suffer a deterioration of trust (Buch Aldridge, 1991; Cascio, 1993) and an increase in fear (Buch et al., 1991). The occurring of downsizing makes employees feel uncertain about organization, stress à ¢Ã¢â€š ¬Ã‚ ¦ the responses tends to score lower in problem solving, creativity and the ability to learn new skills, uncertainty and anxiety reduces the focus of work. Trust between employees and organization also reduced because downsizing is usually a headache thought of managers, they need a long time for making the decision, but with employees, downsizing is just a sudden result, sometimes they do not have a chance to prepare or may not believe that they will be the one who be laid off. According to ONeill Lenn (1995), survivors who believe that management is competent and reliable, may view downsizing as less threatening because they believe that the managers will keep their promise, be honest and open for what is going on with their employees. Trust is instrumental in overcoming resistance to change, for it shapes how individuals interpret the implementation process (Kotter Schlesinger, 1979). If they have trust, survivors are willing think that all the things that organization do, have a reason, it is a good thing for them, for organization, downsizing just helps organization stand in difficult time as well as creating opportunities for employees in the future. In other words, trust in top management minimizes the categorization of threat by helping survivors to understand and believe in managements intentions and expected behavior. If they do not have trust, survivors will have negative thinking such as the decision of manager is wrong, or managers put their personal interests above the interests of employees. Without trust, employees are likely to feel threatened by downsizing, leading to resistance and retaliation, rather than the constructive cooperation that is necessary to facilitate deep change (Quinn, 1996). Commitment There are a lot of definitions about employee commitment such as A force that stabilizes individual behavior under circumstances where the individual would otherwise be tempted to change that behavior (Brickman, 1987), or The relative strength of an individuals identification with and involvement in a particular organization (Mowday et al, 1979) or simply A psychological state that binds the individual to the organization (Allen Meyer, 1990). Commitment is loyalty to the organization. A loyal employee identifies with an organization and is involved in being an employee of that organization (Price Mueller, 1986). Committed employees feel that there is a tight string between them and the organization, which, in the positive form, makes them more willing to perform their job. Organizational commitment is the driving force behind an organizations performance (Suliman and Iles, 2000, p. 408). The multidimensional approach poses that organization commitment is influenced by three constru cts: emotional attachment (affective commitment), perceived costs (continuance commitment) and moral obligation (normative commitment) (Allen and Meyer, 1990). Affective commitment is mean that employees stay with organization because they want to, they believes in organization and feel it like their home. Normative commitment is mean that employees stay with organization because they feel obligated to continue to work for many different reasons and purposes. Continuance commitment is mean that employees stay with the organization because cost of giving up the job is too high for them. (European Motivation-Index.com). It has also been proposed that different types of commitment can have different effects on behaviors and attitudes (Iles et al., 1990). For example, continuance commitment can have detrimental effects on job satisfaction compared to the beneficial effects of affective commitment (Suliman and Iles, 2000). Affective commitment has been shown to be the best predictor of i ntention to leave (Stallworth, 2004) and found to be more important than job satisfaction in determining service quality of customer-contact employees (Malhotra and Mukherjee, 2004). It can be seen that in human resource management process, organizations should pay attention to the affect commitment group because these people will add value, increase productivity and quality to the organization, but they also be the most affected by downsizing, or in other word maintaining a high level of employees affective commitment to the organization is assumed to be a critical factor for successful downsizing, but downsizing tends to reduce employees affective commitment to the organization (Lee Jaewon, 2002). According to many research about employee commitment, in downsizing context, employees commitment to an organization is challenged. Moreover, commitment has been shown to positively influence other variables related to survivor syndrome, such as job satisfaction (Liou, 1995; Fletcher and Williams, 1996; Mowday et al., 1974; Wong et al., 1995; Vandenberg and Lance, 1992), performance (Hartmann and Bambacas, 2000) and perceived organizational support (Eisenberger et al. , 2001). A negative relationship has been shown for absenteeism (Iverson and Deery, 2001; Metcalfe and Dick, 2000) and turnover intention (Schnake and Dumler, 2000) Stress According to Casico Wynn (2004) stated that the downsizing create a breach of an unwritten rules that constitute the psychological contract between employer and employee leads to a rise in stress and a decrease in satisfaction, commitment, intention to stay and perceptions of an organizations trustworthiness, honesty, and caring about its employees. Stress has been defined as a stimulus, a response, or the result of an interaction between the two, with the interaction described in terms of some imbalance between the person and the environment (Cooper, Dewe ODriscoll, 2001). When downsizing occurs, like the victims, the survivors often lose control over their employment status and work situation. Survivors often feel angry and overwhelmed by the sudden disruption of the workplace, similar to people who be laid off, survivors also have feelings of betrayal and fury when downsizing occurs. Research also indicates that other stressful characteristics tend to emerge when work has to be carried out by fewer employees (Hellgren Sverke 2001; Hopkins Weathington 2006; Pfeffer 1998). The lack of people to work become overwhelmed, constant anxiety because of imbalance as well as job losses can be happened anytime that creates stress to survivors. Employee stress can take many forms and significant impact on both employees and organizations; it can manifest as anxiety, irritability, dependency, depression and it results in reduced productivity, employee burnout, absenteeism (Valueoption.com). It has been suggested that the stress of the survivor may be great or even greater than the stress of those who has been laid off (Kaufman 1982). Job insecurity Job insecurity is the exact opposite of job security, is defined as the perceived powerlessness to maintain desired continuity in a threatened job situation by Greenhalgh and Rosenblatt (1984). Job insecurity represents one of the most frequently investigated stressors in the context of organizational change and downsizing (e.g., De Witte 1999; Sverke/Hellgren 2002). The string sticks employees with organization is job, in other word, any organization keeps their employees by proper job with many opportunities to learn, to develop, and above all of them, the job has to be durable and security. When downsizing occurs, survivors feel like the promise of organization has broken down, they see their colleagues lose their job and they fear of losing their jobs at anytime, fear of instability of income, loss of status or self esteem. They believe that their work will no longer be safe, if the organization was willing to let the employees go in the past, they would be willing to do it again in the future. Job insecurity leads to dissatisfaction, people intent to leave the organization and come to a safer place; it also leads to greater absenteeism, higher turnovers and disability claims (Boroson and Burgess, 1992; Koco. 1996; Mishra and Spreitzer. 1998; Tombaugh and White. 1990). Previous studies such as Moore, Grunberg Greenberg (2006); Ashford, Lee Bobko (1989); Brockner et al. (1992) or Hellgren Sverke (2003) have concluded that job insecurity are related with organizational downsizing both in short and long term perspective and the worried about future job loss is associated with impaired work attitudes and well-being. Theorists have emphasized that job insecurity is a multidimensional phenomenon (Ashford, Lee Bobko, 1989; Greenhalgh Rosenblatt, 1984; Jacobson, 1991). The first dimension, called severity of threat, consists of the range of work features at risk, the valence of these features, probabilities of losing each feature, and the number of sources of threat. The second dimension is perceived powerlessness, or ones ability to respond to risks. Job insecurity can also be thought of in terms of expectancy (i.e. probability of loss) and valence (i.e. value of job features) from expectancy theory (Jacobson, 1991). Job insecurity is a broad concept , including threats to any desired work features including opportunities for career development or wages. Perceptions of job insecurity also can be considered as stress inducing, so reports of worry and stress are sometimes used as proxies for perception of job insecurity. Results showed that perceived job insecurity increased over time as layoffs unfolded but no new information arrived. Job insecurity was lowest among those employees who had no contact with workforce downsizing, with higher insecurity among those who had friends or co-workers laid off, and the highest insecurity among those who had been warned that they would be laid off or who had been laid off and then rehired. Hypotheses Many organization managers apply workforce downsizing strategy for their organization, often focus their attention and effort for those employees who be laid off and pay little attention to those who remain with organization As the large commercial bank in Vietnam, Techcombank is also applying workforce downsizing like many other organizations to overcome the current difficulties. Get to know the survivors syndrome is very important not only for Techcombank but also for many other organizations. Organizations that understand the causes of survivor syndrome at an early stage can a better chance to find an appropriate way to go. Based on the previous studies, in the scope of this research, researcher would like to find out the impact of workforce downsizing to the behavior such as trust, commitment, and stress and job insecurity of Techcombank staffs to see how they were affected by workforce downsizing and how trust, commitment, stress and job insecurity will be changed between before and after workforce downsizing is applied. Through this research, researcher hopes to put some help for Techcombank managers in order to have a better understanding about their employees so that they can looking for an appropriate direction as well as specific plan to minimize the harmful impacted that may arises from downsizing. Based on the above theory discussion, the Hypothesis is formulated as following: (H1) There is a significant difference in stress of respondents before and after workforce downsizing is applied (H2) There is a significant difference in stress of respondents before and after workforce downsizing is applied (H3) There is a significant difference in stress of respondents before and after workforce downsizing is applied (H4) There is a significant difference in stress of respondents before and after workforce downsizing is applied Chapter Summary Throughout the chapter, the researcher gives a deeper review of previous research on workforce downsizing and its impacted on survivors. There are many different opinions about the effects of workforce downsizing on organizations, some studies indicated