Welfare to Work Advertisement :: Advertising Marketing

Welfare to work This advertisement claims that most people on welfare truly do not wish to be living this way. The advertisement claims that the new welfare reform laws have helped to get many people off of welfare and into jobs. With the help of companies who will employ these job-seekers, the advertisement states that million of others can do the same. People who receive welfare according to this advertisement, are not looking for a handout, but are actively seeking jobs, so they can become more self-sufficient. This advertisement implies that the public perception of welfare recipients is a negative one. Unfortunately, in our society, there is an attitude toward welfare clients because many people apparently believe, according to the Ad council, that these clients are taking money from those who work hard for it themselves, calling this a hand-out. Our society appears to believe that welfare clients wish for, and have, an easy life, free of having to work. The reality of this concept is that people on welfare are not content to just get a check. This service announcement works toward changing this close-minded suggesting that most welfare clients wish to take control of their lives. They paint a very different picture of what these clients truly wish to achieve, rather than what is apparently expected of them by the public. In addition, they try to place a human face on the problem by stating from the beginning that most people on welfare want jobs and being sympathetic but direct. Supporting their claims, the advertisement present factual evidence of the millions of people who, last year alone, worked to get themselves off of welfare and into working for a regular paycheck. These people believe that even more companies and welfare clients would benefit if everyone would open their doors to those not seeking just a handout. The most effective part of this advertisement may be its use of a common message, scratched out in order to be replaced with a more positive message. By showing the difference between perception and reality, the writers of this advertisement hope to encourage others to change their views. Their primary focus on the companies who can benefit by hiring someone off of welfare. The goal is to help change public perception and to open new doors for welfare clients, targeting companies who presently do not hire these clients. Welfare to Work Advertisement :: Advertising Marketing Welfare to work This advertisement claims that most people on welfare truly do not wish to be living this way. The advertisement claims that the new welfare reform laws have helped to get many people off of welfare and into jobs. With the help of companies who will employ these job-seekers, the advertisement states that million of others can do the same. People who receive welfare according to this advertisement, are not looking for a handout, but are actively seeking jobs, so they can become more self-sufficient. This advertisement implies that the public perception of welfare recipients is a negative one. Unfortunately, in our society, there is an attitude toward welfare clients because many people apparently believe, according to the Ad council, that these clients are taking money from those who work hard for it themselves, calling this a hand-out. Our society appears to believe that welfare clients wish for, and have, an easy life, free of having to work. The reality of this concept is that people on welfare are not content to just get a check. This service announcement works toward changing this close-minded suggesting that most welfare clients wish to take control of their lives. They paint a very different picture of what these clients truly wish to achieve, rather than what is apparently expected of them by the public. In addition, they try to place a human face on the problem by stating from the beginning that most people on welfare want jobs and being sympathetic but direct. Supporting their claims, the advertisement present factual evidence of the millions of people who, last year alone, worked to get themselves off of welfare and into working for a regular paycheck. These people believe that even more companies and welfare clients would benefit if everyone would open their doors to those not seeking just a handout. The most effective part of this advertisement may be its use of a common message, scratched out in order to be replaced with a more positive message. By showing the difference between perception and reality, the writers of this advertisement hope to encourage others to change their views. Their primary focus on the companies who can benefit by hiring someone off of welfare. The goal is to help change public perception and to open new doors for welfare clients, targeting companies who presently do not hire these clients.

Literature Review on Library Management System

Literature Review Draft Karen Foss, Library Director of the Catawba County Library System in Newton, North Carolina has expressed that it is difficult to find materials to help new public library managers cultivate their professional development. Most of the research and writings on library management have focused on academic libraries and only recently has there been more interest in the administration of public libraries. The skill and style of public library managers – the directors, branch managers, and department and service managers who are leading these institutions – strongly affects the culture of a public library.Library staff looks to these managers to help them navigate through the rapid changes that are occurring in public libraries as these changes in technology, roles, and user expectations strongly alter their daily routines of public service. Contemporary library managers need a wider array of skills and attributes than their earlier and more traditiona l counterparts and will need to seek continual professional development to remain effective as public libraries transition into the twenty-first century.These managers will also need to distinguish between management and leadership skills and learn to identify and mentor leaders within their staff who can assist in the transition. This paper is a brief scan of the literature currently available on managing libraries and includes information on academic as well as public libraries due to the above-mentioned lack of public library material. Weiner reviewed the literature extant on leadership in academic libraries and surveyed materials on â€Å"recruitment, leadership potential identification, career development, roles and responsibilities, and characteristics and management style† (2003, p. ). Since she chose to focus on leadership as well as management attributes, her review encompasses materials on library directors as well as university librarians. A discussion of the chang es and trends affecting academic libraries is valuable as it provides the context of the article and helps to enlighten readers who might not be familiar with the academic environment. Research studies and models, other literature reviews, and books and articles written are discussed and an extensive bibliography leads the readers to further study.Hernon and Rossiter (2006) studied the emotional intelligence concepts that are relevant to university library directors. Their research involved two different activities for gathering information. They analyzed all of the job advertisements for library directors in College & Research Libraries News from 2000 to 2004 and looked for any mention of leadership skills. Then they interviewed university library directors to compare their career experiences with the information taken from the advertisements.By comparing the expectations of search committees with the actual experiences of the directors, they suggest which emotional intelligence tr aits are most useful in academic library management. The authors conclude that identifying these traits and helping to â€Å"cultivate the ones deemed most critical† (p. 274) is important for the development of future leaders. Mullins and Linehan (2006) provided a public library context for leadership and management in their study of thirty public library managers in Ireland, Britain, and the United States.Their focus was on whether or not these managers understand and utilize the differing concepts of leadership and management. According to their findings, eighty percent of the respondents did not comprehend the difference in these concepts and focused on administration and management over leadership skills to accomplish their work. Public librarians who exhibit an aptitude for leadership should be encouraged to develop and apply their talents in their field of influence.Sager’s (2001) writings on identifying the skills and attributes needed in library administration derive from his work as a library executive recruiter. He has conversed with many library administrators, board members and trustees, search committees, and job candidates and proposes that successful managers need not only the traditional skills that have defined a library manager’s role, but also many newer skills as well. Sager believes that there is â€Å"much greater complexity in managing today’s libraries† (p. 263).Although his work is based on experience and not research, there is value in his discussion of what he believes are the most important skills and attributes because it is based on his extensive interaction with the groups listed above. Throughout the article â€Å"Evolving Virtues,† he also creates his own list of traits that he believes will emerge in the future and ends the article by listing some methods for library managers to develop these newer skills. Hernon, Powell, and Young (2003) conducted research in academic and public libra ries to assess the qualities that library directors need in order to be uccessful in their careers and have written an effective book on the results of their work. The Next Library Leadership: Attributes of Academic and Public library Directors discusses in great detail the leadership qualities and styles, managerial qualities, personal qualities, and knowledge areas that are desirable for a library director in either a public or academic setting. A Delphi study was used to gather data from public library directors via email to identify and rank leadership attributes and the results of their research are defined through narratives as well as in tabular form.Results from the study helped the authors to rank the most beneficial managerial attributes as the ability to work effectively with library boards and staff and to advocate for library in the community. Desirable personal attributes included integrity, vision, and effective oral, written, and interpersonal communication skills. D irectors must also possess knowledge of trends, innovations, and current library best practices and be able to plan effectively for the future.Although little management and leadership research exists that identifies specifically the skills and attributes needed by public library managers, it is possible to transfer knowledge from the academic library field. However, researchers with an interest in the future of public libraries should note the dearth of information and work to increase the available knowledge. Public library administrators and leaders, as well as schools of library and information studies should also note the missing literature and contribute to the process.The field is in dire need of further study that can be incorporated into the practices of public library administrators to benefit library users and their communities. References Hernon, P. , Powell, R. R. , & Young, A. P. (2003). The next library leadership: Attributes of academic and public library directors. Westport, CT: Libraries Unlimited. Hernon, P. & Rossiter, N. (2006). Emotional intelligence: Which traits are most prized? [Electronic version]. College & Research Libraries, 67(3), 260-275. Retrieved on September 22, 2007 from Wilson Library Literature Full-Text database (200612103837008). Mullins, J. & Linehan, M. (2006).Are public libraries led or managed? [Electronic version]. Library Review, 55(3/4), 237. Retrieved on September 22, 2007 from ProQuest Research Library database (1048982301). Sager, D. (2001). Evolving virtues: Library administrative skills. [Electronic version]. Public Libraries, 40(5), 268-272. Retrieved on September 22, 2007 from Wilson Library Literature Full-Text database (200124401051003). Weiner, S. G. (2003). Leadership of academic libraries: A literature review. [Electronic version]. Education Libraries, 26(2), 5-18. Retrieved on September 22, 2007 from Wilson Library Literature Full-Text database (200334903472001).

Pepsico Organizational Profile Pepsico - 1849 Words

Running head: PEPSICO ORGANIZATIONAL PROFILE 1 PepsiCo Organization 9 PEPSICO ORGANIZATIONAL PROFILE Donald W. Coleman, Jr. University of Louisville Dr. Carpenter ELFH 490-98 May 26, 2015 PEPSICO: Organizational Profile Bolman and Deals four frames of organizations (1997) provide a foundation to determine how an organization functions and examine how operating within a certain frame may benefit or adversely affect an organization. In analyzing PepsiCo as an organization through Bolman and Deal?s (1997) frames of organizations the key elements of the structural and human resource frames as well as a review the Strengths, Weaknesses, Opportunities, and Threats that may affect Pepsi Co as an organization will be addressed.†¦show more content†¦Bolman and Deal?s (1997) frames offer a great tool to analyze an organization however, before adequately developing an understanding to effect positive change in any organization, it is vital that all members can clearly recognize the similarities and differences of those frames if they truly aspire to fashion a learning environment to spearhead change within in the organization. Each of the four frames, as with ideologies of leadership, ultimately exist simultaneously in any organization, at some level or another, however, there will always be just one that predominantly stands out above the rest; the key to successfully implementing these frames, no matter which may be more prevalent than another, is that leaders and members must develop the ability to learn about the frames and discover which would best fit the needs, and the need for change, within the organization. Then, and only then, can change occur in a manner that allows equal representation of all four frames, as outlined by Bolman and Deal (1997), to expand on the productivity of members as well as the organization?s mission, vision, and goals. Framing seems to be more of a process than a quick fix for any organization. Structural Frame The Performance with Purpose Campaign embodies its chief architect, Chairman, and CEO, Indra Nooyl?s vision and three-pillar design to establish and implement