TRIANGLE FIRE essays

TRIANGLE FIRE essays Triangle Shirtwaist Factory Fire, NY, NY-1911 Near closing time on Saturday afternoon, March 25, 1911, a fire broke out on the top floors of the Asch Building in the Triangle Shirtwaist Company. Within minutes, the quiet spring afternoon erupted into madness, a terrifying moment in time, disrupting forever the lives of young workers. By the time the fire was over, 146 of the 500 employees had died. The survivors were left to live and relive those agonizing moments. The victims and their families, the people passing by who witnessed the desperate leaps from ninth floor windows, and the City of New York would never be the same. The images of death were seared deeply in their mind's eyes. Many of the Triangle factory workers were women, some as young as 15 years old. They were, for the most part, recent Italian and European Jewish immigrants who had come to the United States with their families to seek a better life. Instead, they faced lives of grinding poverty and horrifying working conditions. As recent immigrants struggling with a new language and culture, the working poor were ready victims for the factory owners.(ilr.cornell.edu/trianglefire/). The Triangle Waist Company was one of the largest shirtwaist manufacturers at the time of the fire. Located in the top three floors of the ten-story Asch Building in Greenwich Village, it usually employed 900 workers. On the day of the fire, only between 500 to 600 workers were there. When the fire was out, 146 were dead. How the fire started no one knows. On the three upper floors of the building were 600 employes of the waist company, 500 of whom were girls. . The fire began small, but attempts to put it out failed. The fire jumped from debris pile to debris pile, eating up the fabric used in making the shirtwaists. The workers began to rush to the stairways and elevators. Some made it down the eight flights of stairs, though at least one door leading to the stair...

What Makes an Author Bundle Successful

What Makes an Author Bundle Successful What Makes an Author Bundle Successful? It’s no secret that we at Reedsy like to explore the power of communities and what they bring to authors and publishing professionals (maybe because we’re building one ourselves!). I firmly believe that authors grow stronger when they unite and work together, a prospect that–like indie publishing itself–only gets easier with new and better technologies.While the notion that â€Å"like attracts like† brings independent authors together with other indies, and hybrid authors in commune with other hybrid authors, the next wave of online community-building is a frontier awaiting those eager to experiment and explore new opportunities. Outside the Box: Women Writing Women is the perfect example of that: 7 indie and hybrid authors (all members of the Alliance of Independent Authors) launching  a â€Å"contemporary fiction† bundle, available for purchase on Amazon  for a limited time.Sharing resources, sharing readershipsThe idea behind such a co llective effort is simple: explore the power of the group. â€Å"I’ve admired the power that author collectives like Triskele Books have,† says Jane Davis, author of the novel An Unchoreographed Life, which is included in the Women Writing Women project. Creating a bundle, is, in a way, like forming a collective for a limited period of time.Boxsets usually have an â€Å"expiration date† that functions for two reasons: First, it creates a sense of rarity. This, coupled with the uniting of several prominent voices, makes it easier to generate excitement both among readers and in the media. Or as writer, editor, and bestselling ghostwriter Roz Morris told us in an email:â€Å"We’ve already been interviewed by The Guardian books pages, Books + Publishing (the Australian counterpart of Publisher’s Weekly) and have interest from the arts programmes of BBC Radio 4. If any of us had approached them on our own– impressive though our CVs might lookâ €“we probably wouldn’t have got even a reply.†More importantly, a bundle aggregates reader bases. While it’s likely that some of Davis’s readership already knows a couple of other authors in the bundle, they probably haven’t heard of a majority of authors included. So it’s still a bargain for them to get the bundle and the 4-5 books they haven’t read yet for $12.Cumulated reader bases usually result in cumulated sales. Though sales aren’t usually the #1 objective of forming a bundle, they can unlock additional discoverability potential. Let’s take the example of the Deadly Dozen. This boxset was released in March of last year by The Twelve, a consortium of thriller authors who joined their marketing and promotion efforts and managed to sell over 100,000 copies in the first six weeks, hitting both NYT and USA Today bestsellers lists.Though the boxed set was priced at a mere $0.99, appearing on both bestseller lists tre mendously increased the profile and discoverability of The Twelve, and gave its participant authors access to new readers they might have never have found on their own.The Twelve’s Deadly Dozen was pulled a few months after its release. The 7 authors from Outside the Box have also set an expiration date to the bundle: it will be available for 90 days, and not one more.Why run bundles on a limited period of time if they sell so well? First, there’s the rarity factor that comes with a â€Å"limited edition†. But more importantly, bundles usually record most of their sales in the first few weeks (as do most single books); box sets are more about aggregating existing readerships than finding new ones, unless you hit a list or special ranking or get exceptional PR – which all bring immediate results anyway. Once these readerships have purchased the bundle, there aren’t necessarily many more sales to be made.David Gaughran also shared a similar experienc e with me when I asked him about The Indie Author Power Pack, a box set he released in October 2014 together with Joanna Penn and Sean Platt/Johnny B. Truant:â€Å"The primary aim with the box was to shoot for the NYT. The original plan was to leave it up only for November and December for two reasons. 1) All the promo was front-loaded to try and hit the NYT so sales were naturally going to tail off anyway, and tail off faster than if we were aiming to, for example, maximize sales or maximize income. 2) Plan B if we missed the list was to slowly raise the price as it fell in the rankings and make some money out of it. And 3) Sales of the box set were cannibalizing sales of the individual titles, so it was always going to be a temporary thing.†Raising the voice and standard of self-publishingThere is something even more interesting in the Outside the Box initiative. When I asked the authors about their goals, they didn’t mention hitting lists or even making sales. Inste ad, they focused on the excitement this new projects brings both to them and to readers. Kathleen Jones expressed it perfectly in a recent email:â€Å"I’m intrigued by the contrasts and resonances that are set up when you put seven very different books and authors together. You know your work is going to be read by readers who wouldn’t normally have bought it. There’s an edge to that and it’s very exciting.†The main message that comes from this initiative, though, is really the desire to brandish and wave the indie flag as high as possible. By uniting 7 critically acclaimed works of indie contemporary fiction, their authors hope to demonstrate that author publishing is a valid quality route even in a genre that is still perceived by many as a traditional publishing chasse guardà ©e, according to Jane Davis:â€Å"I would like to change readers’ perception of self-published fiction, particularly those who are clinging to the belief that it i s the preserve of amateurs. I too was sold that line.The fact is that there is a new breed of hybrid authors who look at each writing project and decide if it is one to submit to their publisher or one to go it alone. With the Society of Authors advising their members that publishing contracts are no longer fair or sustainable, my belief is that the predicted growth in self-publishing will now come from authors who are currently under contract.†Roz Morris goes on to express a similar concern, which she hopes this bundle will continue to tackle:â€Å"We want to prove that fine, original authors are self-publishing as a mark of independence and integrity, and doing work of value and quality. You might ask: is that still necessary? Does anyone still consider self-publishing to be ‘vanity’ or second rate? They clearly do, because this is one of the issues we’ve been asked about most frequently.†To achieve this noble goal, the authors spared no effort whe n it came to giving the bundle the polished feel readers expect from sets managed in traditional publication. Each author contributed to production and promotion according to her strengths. Far from a collaboration in name only, the effort seems to have made a bona fide community of these writers that can only serve to better this project and the women’s individual endeavors.Finding the right balanceWhen we think about bundle success, a lot depends on pre-launch marketing and promotion, and on the number of authors involved. But I believe there is one inherent quality to a bundle that the author-partners absolutely must get right: the diversity balance.The books in the bundle must be diverse enough to make the box set interesting for readers (and to reduce their likeliness of having already read all its books). On the other hand, all books in a box set also have to be written in such a way that they appeal to the same target market–grouped either by genre, theme or cor e topic (non-fiction).Even within fiction, the landscape for bundles has become much more competitive. In his 2015 predictions for the publishing industry, Mark Coker announced that he believed this year would be one of collaboration between authors. If that is the case, we are about to see many more bundle efforts across all genres, which might threaten, in time, the â€Å"rarity† factor that has so much to do with their effectiveness.In that regard, the 7 authors of Outside the Box: Women Writing Women are ahead of their time; â€Å"contemporary fiction† bundles are rare due to the broadness of the generic distinction. But Outside the Box has been structured around an original common core that Joni Rodgers describes as â€Å"artistic integrity, serious craft chops and an unshakable belief that books by and about women are important.† Says Jane Davis:â€Å"I think it’s an incredibly strong set of books without borders. I don’t insult my readers b y assuming they only like to read one type of fiction. Visit any book club and you’ll see that readers welcome variety. But the irony of fighting against labels is that, ultimately, it was necessary to define what the box-set was about. Our decision was to focus on our characters and the boundary-breaking nature of our fiction.â€Å"It might very well be that OutsideThe Box: Women Writing Women is setting the template for indie author bundles in 2015. Here’s to their success.- - - We want to personally thank all the authors of â€Å"Outside the Box†, and David Gaughran, for their answers to our numerous questions on their respective experiences.This post was edited by our lovely editor Becca!You can find Ricardo (author of this post) and Reedsy on Twitter: @RicardoFayet  and @ReedsyHQ   What’s your take on author bundles? Have you ever contemplated doing similar? What’s been your personal experience? Do let us know what you think in the comm ents below!

TD LOG501 case 3 Essay Example | Topics and Well Written Essays - 250 words

TD LOG501 case 3 - Essay Example We also have the quadratic optimization, which entails all the LP programs, and more applications in scheduling, planning and computations hence aid in solving many other problems. The other application is the Intel FORTRAN Optimization Application, which is got by calling, visiting Intel or websites. LP is widely used in the emerging field of Logistics management in a variety of ways. Rather than to deal with the components of logistics such as purchasing, transportation, warehousing and customer handling operations separately, they would rather merge them optimally at the corporate level. This employment of optimization will ensure there is no shortage or surplus which may have occurred had the functions been managed separately. Use of the linear programs in logistics helps firm be in the position of determining the flow of their activities in terms of the movement of purchases and sales through setting up and solving the linear programming problems. Though LP was used previously to solve the logistical problems separately, they are today used in the same way to solve the same problems together (Kolman & Beck,

Corporate Culture Essay Example | Topics and Well Written Essays - 250 words

Corporate Culture - Essay Example If I were the leader of Zappos, I would cultivate a more participative culture that would incorporate all the stakeholders including the customers in the decision making process of the organization. This will result into stimulation of ideas which will enable all the stakeholders to always respond to shared problems with innovative suggestive and unusual efforts. This will also improve the level of morale and a sense of satisfaction amongst the employees. A strong culture that is widely recognized constitutes one factors which contribute greatly to the success of any company. The managerial approach of most organizations tend to be characterized as being highly structured with set vision, mission and various strategies which guide its operations (Weiss, 2011). What determines the attainment of all this, depends on the organizations culture. If the employees share similar goals and objectives of the organization, the organization will tend to realize its vision and mission while there is always successful implementation of their strategies while the contrary is true. All this depend on the ability of the management to make the employees have a good assessment of and embracing the organizations

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