Monday, December 30, 2019
The Creation of Excitement in Sports Commentaries Essay
Introduction: The 2012 London Olympics was a phenomenal media event, with the BBC reporting that 90% of the UK population tuned in to watch at least fifteen minutes of the television coverage. Televised sport regularly boasts impressive viewing figures, but the Olympic Games generally entices the public more than most, with people all over the world encapsulated by the international contests. On Saturday 11th August 2012, Mo Farah won the Olympic gold medal for the men’s 5000m race to secure a historic double triumph, and Britain erupted with pride. According to many theorists (Gantz 1981, Gantz and Wenner 1995 etc.), entertainment is the main reason why people watch sport, and the nature of the commentary which accompanies such occasions†¦show more content†¦In relation to sport, it could be argued that allegiances to certain sportspeople/teams are the reason why many watch and enjoy it its coverage (Zillmann, Bryant and Sapolsky 1989, and Raney 2006b). This application was later renamed the ‘Disposition Theory of Sports Spectatorship’ in Zillman and Paulus (1993). Finally, while commentators are normally restricted to objective, neutral reporting, when broadcasting an event involving a national team/figure to the country they represent, this practice may be temporarily abandoned. Theodoropolou (2008) has labelled this ‘Triumphalese’, and is clearly relevant to the Mo Farah commentary, where the BBC speaker is undoubtedly supporting the British athlete. Such emotional attachment can further increase spectator excitement, as the public can identify with the passion they hear. Commentary Analysis: ‘Triumphalese’ Theodoropolou coined the term ‘triumphalese’ when analysing Greek media coverage of their country’s surprising success at the 2004 European Championships. She noticed deviation from the standard broadcasting convention of impartiality, and highlighted a number of features which revealed commentator bias. The commentary of the Mo Farah race displays similar characteristics, especially the finalShow MoreRelatedOppression In Women1103 Words  | 5 Pagestheir personal brand. This double-bind leaves little room for individualism, and systemically folds an entire persona into a box (see oppression). This dynamic is prevalent across many social institutions, in particular the world of sports. Spectators of professional sports need to be held accountable for their oppressive interactions with athletes, specifically those who are women of color, because spectators allow internalized racism and misogyny to become a subtle agent of discrete oppression whenRead MoreA Stud y on Singapore Grand Prix13290 Words  | 54 Pagesto identify the advantages and disadvantages of Singapore’s staging of such an iconic event and whether we have the capabilities in regards to both internal and external factors to continue hosting the event and anchor it as one of the many premier sport event in the world. 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The 1995 film GoldenEye was the focus of a highly successful BMW campaign, devised by product placement specialist Karen Sortito, which promoted the automakers new Z3 model. Sales of the Z3 surgedRead MoreFormula One24819 Words  | 100 Pagesbetween Formula One sponsor- ships, enhanced brand image and increased brand awareness. Thereby exploring the possible connection between Formula One sponsorships and brand equity. The dissertation offers an extensive literature review connecting sport sponsorship, in particular Formula One sponsorship, to important marketing topics, such as brand equity and buyer behaviour. The primary research process involved the conduction of a survey carried out on 37 Formula One sponsors. The research wasRead MoreThe World Is Flat8659 Words  | 35 PagesHe is the president of Georgia Institute of Technology. When Clough became president of the college the graduation rate was only 65% and the atmosphere was dull. By altering the admission process to favor students who played a musical instrument or sports, Clough transformed the mood of the college. Students are more creative and have a higher rate of graduation. Karl Marx and Friedrich Engels Marx and Engels coauthored the Communist Manifesto, which has become one of the most influential politicalRead MoreIntercultural Communication of American Tv Series in China6643 Words  | 27 Pagestechnology have made it possible for previously stable cultures to meet in unstructured situations,In fact, American culture is through music, sports, movies and other means, more and more affecting the entire worlds cultural patterns. TV series are a type of mass media as well as artistic works which load the culture as one type of literary and artistic creation. It is a special type of language codes and important cultural carrier. 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Sunday, December 22, 2019
Speech in Relation to Intelligence and Success - 2427 Words
Speech is an essential part of our everyday lifestyle, and it is likely that very few people stop to think about how much it influences their day. From waking up in the morning and greeting a sibling, spouse, or child, to interacting with coworkers at a job or students in a class, every individual uses speech in one way or another throughout his or her day. It forms such an important part of our lifestyles that without this essential part of communication, many would have difficulty getting their â€Å"needs, desires, perceptions, [or] knowledge†across to others in the world (â€Å"Guidelines†). Without this ability, it would be very hard indeed to know what another person thinks or needs. Because of this, many people within the population assume†¦show more content†¦While a person with speech difficulties may have trouble with the production of answers, it does not suggest that a person with a speech disorder will have lesser intelligenceâ€â€nor does it s uggest the reverse, that a person with excellent speaking skills will have greater intelligence. It is entirely possible that a brilliant person would have a speech disorder. The skills of spoken speech do not correlate directly with levels of intelligence and chance of success, but there are those within the general population who hold this misconception because they perceive that spoken speech is indicative of intelligence and success. Because of this emphasis upon spoken speech, there can be the misconception that spoken ability directly correlates with measured intelligence levels, as well as assuming that it affects their personality and chance of success as well. In one particular study, the researchers found that within a certain population, the teaching staff perceived that children who had â€Å"trouble speaking†were seen as having a lower intellectual aptitude (Bleile, Mcgowan, and Bernthal 378). The study surveyed professionals within several different areas about the proficiency and intelligibility of a group ofShow MoreRelatedCultural Intelligence Of The Semrush American And Russian Managers And Its Impact On The Cross Cultural Communication1552 Words  | 7 Pagesreasons and explanations for the research on cultural intelligence of the SEMrush American and Russian managers and its impact on the cross-cultural communication within the company. The following literature review consists of three sections. The first section will focus on the concept of cultural intelligence, 4 factors model and training of cultural intelligence. 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Saturday, December 14, 2019
Mba/ (Finance and Marketing)Fresher Free Essays
Vivek Ramachandran 10, Lakshmi Nivas, Mullai Street, K K Nagar, Chennai 600 063 Cell #: (91) 9566009700 Email: keviv88@gmail. com Career Objective To work in an Organization, where I can effectively blend my skills as a Management Professional coupled with my Mechanical Engineering Graduation, which will help me explore myself fully and realize my potential, with a zeal to work as a key player in a challenging creative environment. Qualification ? MBA (OPERATIONS / ERP) –FINAL YEAR ? B. We will write a custom essay sample on Mba/ (Finance and Marketing)Fresher or any similar topic only for you Order Now TECH (MECHANICAL) ENGINEER Academic qualification | |Year of |% | |Qualification |Institution |Study | | |MBA |SRM University, |2010-2012 |89%(up to 1st yr) | | |Chennai | | | |B. Tech |SRM University, Chennai | |79. 6% | |Mechanical Engineering | | | | | | |2006-2010 | | |HSC |Sri Sankara Vidyalaya, Chennai |2006 |66% | |SSLC |Sri Sankara Vidyalaya, Chennai |2004 |71% | Mini-Project (MBA) Title: â€Å"A Study of Manufacturing Operations involved in Hi-Tech Fabrication Facility†Company: Team co. Hi-tech Engineering ltd. Period: 2 months Title: â€Å"Crude oil-â€Å"Crude impact on Indian Economy†Under the Guidance of Dr. Samprasatha Joe Project (B. Tech) Title: â€Å"Optimization of Surface Characteristics using RESPONSE SURFACE METHODOLOGY for Ball and Roller Burnishing Process†Description: †¢ Ball and roller burnishing tool are used in CNC machining centre to super finish the milling process. †¢ The tool and work piece material are tungsten carbide and tool steel (T215CR12) respectively. †¢ The input parameters are feed, force, step-over, ball diameter, roller width, no of passes and speed. The output parameters are surface roughness and micro Vickers hardness. †¢ The characteristic of burnishing process is analyzed using ANOVA analysis. †¢ The output parameters are modeled and optimized using response surface methodology. †¢ Surface plots and Contour plots are plotted for the output parameters. †¢ SEM p hotographs are taken for milled and burnished surface. Training Summary (B. Tech) Company name: Ashokleyland, Chennai Duration : 2-weeks Areas covered : Engine Assembly, Chassis Assembly Company name: Diamond Engineering Ltd. , Vandalur Duration : 2-weeks Areas covered : Steel Fabrications, Dispatch Department Software’s known †¢ Implementation in SAP ERP (Materials Management) module. †¢ Operation knowledge of MS Excell, MS Access, MS Word, MS Power point. †¢ Basics in SPSS software. †¢ Operating Systems        : Windows 7/XP. Strength †¢ Highly Determined, self motivated committed towards work. †¢ Willingness to learn. †¢ Eager to take up challenging opportunities in life. Extra-curricular activities †¢ Organizer for COMMUNE 2011,a national level event. †¢ Secured 1st place in DUMB-C at SAMS †¢ Secured 1st place inX-FACTOR in Millan 2010, a national level event. Participated in Aurush 2009, a national level event †¢ Certificate course in YOGA at SRM UNIVERSITY . Personal profile Name : R. VIVEK Sex/Status: Male/Single Nationality: Indian Language Known: English, Tamil Hobbies/Interests: Playing cricket, listening to music. DOB : 05th Dec 1988 Job Location : Anywhere in India Declaration I hereby declare that the above-mentioned information is correct up to my knowledge and I bear the responsibility for the correctness of the above-mentioned particulars. Place: chennai                                                                                 (R. VIVEK) How to cite Mba/ (Finance and Marketing)Fresher, Papers
Friday, December 6, 2019
Burns and Stalker Essay Example For Students
Burns and Stalker Essay CHAPTER 8 Burns and Stalker, The Management of Innovation* . . . The utility of the notions of â€Å"mechanistic†and â€Å"organic†management systems resides largely in their being related as dependent variables to the rate of â€Å"environmental†change. â€Å"Environmental,†in this connection, refers to the technological basis of production and to the market situation. . . . The increasing rate of technological change characteristic of the last generation could plausibly be regarded as a function of fundamental changes in the relationship of production to consumption. If the form of management is properly to be seen as dependent on the situation the concern is trying to meet, it follows that there is no single set of principles for â€Å"good organization,†an ideal type of management system which can serve as a model to which administrative practice should, or could in time, approximate. It follows also that there is an overriding management task in first interpreting correctly the market and technological situation, in terms of its instability or of the rate at which conditions are changing, and then designing the management system appropriate to the conditions, and making it work. Direction,†as I have labelled this activity, is the distinctive task of managers-in-chief. . . . For the individual, much of the importance of the difference between mechanistic and organic systems lies in the extent of his commitment to the working organization. Mechanistic systems (namely â€Å"bureaucracies†) define his functions, together with the methods, responsibilities, and powers appropriate to them; in other words, however, this means that boundaries are set. That is to say, in being told what he has to attend to, and how, he is also told what he does not have to bother with, what is not his affair, what is not expected of him, what he can post *Excerpted with permission of the publisher from The Management of Innovation, by T. Burns and G. M. Stalker, 1961, London: Tavistock. 103 104 PART V OPEN SYSTEM RATIONAL MODELS elsewhere as the responsibility of others. In organic systems, the boundaries of feasible demands on the individual disappear. The greatest stress is placed on his regarding himself as fully implicated in the discharge of any task appearing over his horizon, as involved not merely in the exercise of a special competence but in commitment to the success of the concern’s undertakings approximating somewhat to that of the doctor or scientist in the discharge of his professional functions. . . . Mechanistic and Organic Systems We are now at the point at which we may set down the outline of the two management systems which represent for us . . . the two polar extremities of the forms which such systems can take when they are adapted to a specific rate of technical and commercial change. The case we have tried to establish from the literature, as from our research experience . . . , is that the different forms assumed by a working organization do exist objectively and are not merely interpretations offered by observers of different schools. Both types represent a â€Å"rational†form of organization, in that they may both, in our experience, be explicitly and deliberately created and maintained to exploit the human resources of a concern in the most efficient manner feasible in the circumstances of the concern. Not surprisingly, however, each exhibits characteristics which have been hitherto associated with different kinds of interpretation. For it is our contention that empirical findings have usually been classified according to sociological ideology rather than according to the functional specificity of the working organization to its task and the conditions confronting it. We have tried to argue that these are two formally contrasted forms of management system. These we shall call the mechanistic and organic form. A mechanistic management system is appropriate to stable conditions. It is characterized by: 1. The specialized differentiation of functional tasks into which the problems and tasks facing the concern as a whole are broken down. 2. The abstract nature of each individual task, which is pursued with techniques and purposes more or less distinct from those of the concern as a whole (i. e. the functionaries tend to pursue the technical improvement of means, rather than the accomplishment of the ends of the concern). 3. The reconciliation, for each level in the hierarchy, of these distinct performances by the immediate superiors, who are also, in turn, responsible for seeing that each is relevant in his own special part of the task. 4. The precise definition of rights and obligations and technical methods attached to each functional role. 5. The t ranslation of rights and obligations and methods into the responsibilities of a functional position. The Management of Innovation 105 6. Hierarchic structure of control, authority, and communication. 7. A reinforcement of the hierarchic structure by the location of knowledge of actualities exclusively at the top of the hierarchy, where the final reconciliation of distinct tasks and assessment of relevance is made. 8. A tendency for interaction between members of the concern to be vertical (i. e. , between superior and subordinate). 9. A tendency for operations and working behavior to be governed by the instructions and decisions issued by superiors. 10. Insistence on loyalty to the concern and obedience to superiors as a condition of membership. 11. A greater importance and prestige attaching to internal (local) than to general (cosmopolitan) knowledge, experience, and skill. The organic form is appropriate to changing conditions, which give rise constantly to fresh problems and unforeseen requirements for action which cannot be broken down or distributed automatically arising from the functional roles defined within a hierarchic structure. It is characterized by: 1. The contributive nature of special knowledge and experience to the common task of the concern. . The â€Å"realistic†nature of the individual task, which is seen as set by the total situation of the concern. 3. The adjustment and continual re-definition of individual tasks through interaction with others. 4. The shedding of â€Å"responsibility†as a limited field of rights, obligations, and methods. (Problems may not be posted upwards, downwards, or side ways as being someone else’s responsibility. ) 5. The spread of commitment to concern beyond any technical definition. 6. A network structure of control, authority, and communication. Mill’s Utilitarianism: Sacrifice the Innocent For Essay ThesisIs he the kind of man who thinks 8:00 is the time . . . ? Does he think that 8:15 is all right occasionally if it is not a regular thing? Does he think that everyone should be allowed a 5-minutes grace after 8:00 but after that they are late? Settling questions about how a person’s job is to be done in this way is nevertheless simple, direct, and economical of effort. . . . One other feature of mechanistic organization needs emphasis. It is a necessary condition of its operation that the individual â€Å"works on his own,†functionally isolated; he â€Å"knows his job,†he is â€Å"responsible for seeing it’s done. He works at a job which is in a sense artificially abstracted from the realities of the situation the concern is dealing with, the accountant â€Å"dealing with the costs side,†the works manager â€Å"pushing production,†and so on. As this works out in practi ce, the rest of the organization becomes part of the problem situation the individual has to deal with in order to perform successfully (i. e. , difficulties and problems arising from work or information which has been handed over the â€Å"responsibility barrier†between two jobs or departments are regarded as â€Å"really†the responsibility of the person from whom they were received). As a design engineer put it, â€Å"When you get designers handing over designs completely to production, it’s their responsibility now. And you get tennis games played with the responsibility for anything that goes wrong. What happens is that you’re constantly getting unsuspected faults arising from characteristics which you didn’t think important in the design. If you get to hear of these through a sales person, or a production person or somebody to whom the design was handed over to in the dim past, then, instead of being a design problem, it’s an annoyance caused by that particular person, who can’t do his own jobâ€â€because 08 PART V OPEN SYSTEM RATIONAL MODELS you’d thought you were finished with that one, and you’re on to something else now. †When the assumptions of the form of organization make for preoccupation with specialized tasks, the chances of career success, or of greater influence, depend rather on the relat ive importance which may be attached to each special function by the superior whose task it is to reconcile and control a number of them. And, indeed, to press the claims of one’s job or department for a bigger share of the firm’s resources is in many cases regarded as a mark of initiative, of effectiveness, and even of â€Å"loyalty to the firm’s interests. †The state of affairs thus engendered squares with the role of the superior, the man who can see the wood instead of just the trees, and gives it the reinforcement of the aloof detachment belonging to a court of appeal. The ordinary relationship prevailing between individual managers â€Å"in charge of †different functions is one of rivalry, a rivalry which may be rendered innocuous to the persons involved by personal friendship or the norms of sociability, but which turns discussion about the situations which constitute the real problems of the concernâ€â€how to make products more cheaply, how to sell more, how to allocate resources, whether to curtail activity in one sector, whether to risk expansion in another, and so onâ€â€into an arena of conflicting interests. The distinctive feature of the second, organic system is the pervasiveness of the working organization as an institution. In concrete terms, this makes itself felt in preparedness to combine with others in serving the general aims of the concern. Proportionately to the rate and extent of change, the less can the omniscience appropriate to command organizations be ascribed to the head of the organization; for executives, and even operatives, in a changing firm it is always theirs to reason why. Furthermore, the less definition can be given to status, roles, and modes of communication, the more do the activities of each member of the organization become determined by the real tasks of the firm as he sees them than by instruction and routine. The individual’s job ceases to be self-contained; the only way in which â€Å"his†job can be done is by his participating continually with others in the solution of problems which are real to the firm, and put in a language of requirements and activities meaningful to them all. Such methods of working put much heavier demands on the individual. . . . We have endeavored to stress the appropriateness of each system to its own specific set of conditions. Equally, we desire to avoid the suggestion that either system is superior under all circumstances to the other. In particular, nothing in our experience justifies the assumption that mechanistic systems should be superseded by organic in conditions of stability. The beginning of administrative wisdom is the awareness that there is no optimum type of management system.
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