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A Study On Change Blindness Psychology Essay

A Study On Change Blindness Psychology Essay. The so-called changed-blindness phenomena has given some clues of how human vision and perception really works and it is, therefore, interesting to examine the results of the related studies and to make conclusions upon this. Precisely this will be the effort of this brief paper which will deal with the contribution changed blindness studies have made to the understanding of vision and perception (Levin et al, 2000; Shapiro, 2000; Simons, 2000). Recent psychological investigations have revealed that almost nobody is very good at remarking supposedly obvious changes to visible elements of the environment. For example, it has been discovered that most individuals miss out to detect significant changes to scenes while watching a movie. The detection failures are remarkable and include the viewer even not detecting when a conversation partner has being exchanged with another (e.g. Grimes, 1996; Blackmore et al, 1995; Pashler, 1988; Phillips, 1974; LevinA Study On Change Blindness Psychology Essay
Share this: Facebook Twitter Reddit LinkedIn WhatsApp Introduction It is undeniable that pregnancy is one of the toughest periods women go through in their lives. Pregnancy is characterized by hormonal imbalances, which not only affects the moods of women also their appetite and cravings. It also affects the way women live, what they do, and how they do it. However, as Wolfe

four different types of market structures

four different types of market structures.

Problem-Based Learning (PBL) Scenario: AutoEdgeAutoEdge is a leading national automotive supply company located in Detroit, Michigan. Founded by Jonathan McAlister in 1976, the company specializes in engines and transmission parts and has been supplying products to the three largest U.S.-based automakers for over 30 years. AutoEdge’s name is known by customers and leaders in the automotive industry for quality, dependability, and reliable products. In fact, despite the extra cost that is added to the automobiles, consumers appreciate the AutoEdge brand name and often make purchases because of it. In 2005, AutoEdge’s board of directors decided that the company needed to make some drastic changes because of the high cost of labor, rigid American regulations, and increased competition from other engine and transmission part suppliers. Their solution was to gradually close all manufacturing operations in Detroit and begin outsourcing to a well-known factory in South Korea. The board reasoned that this change would allow the company to compete with the growing industry, meet the automotive manufacturing demands, and increase company profits. Some board members were skeptical about the move, however, because AutoEdge had built a reputation for high-quality, detailed craftsmanship, and they feared that transitioning the manufacturing operations overseas would cause quality to diminish. For the next 5 years, this strategy proved successful. The company showed signs of financial growth and company profit.However, in 2010, the company was found guilty of supplying products that failed quality tests. As a result, millions of automobiles had to be recalled. The recall was highly publicized, and the issue of poor quality products impacted negatively on American automotive companies. AutoEdge’s $51 per-share stock has fallen to $4 per share, and brand acceptance has come under scrutiny among even its most loyal customers. Although some economists blame these negative effects on the products, others believe that it had to do with the termination of AutoEdge’s Chief Executive Officer, Fred McFadden. Lester Scholl, Chairman of the Board of Directors, has called an emergency meeting to discuss AutoEdge’s short-term and long-term strategies. Among other things, they need to discuss the possibility of continuing production overseas or returning it to the United States. Lester and others on the board are well-known for being financially conservative and risk-averse. Because the American economy is experiencing high unemployment, low interest rates, low GDP, and low inflation, it might be sensible to make the change. To some extent, they believe that these macroeconomic factors can be used to their advantage. They realize the immediate challenges such as the brand damage, the growing competition, and the financial challenges the company is facing require immediate action. A new strategy must be formulated quickly to save the company from bankruptcy.You have been hired by AutoEdge’s board of directors as a research analyst. Primarily, your job is to list and describe some of the legal, cultural, financial, and economic factors that AutoEdge needs to consider when deciding to either stay in South Korea or return to the United States. Because Fred McFadden was recently terminated, you will work directly with the board until a new CEO is named. Assignment At midday, you share an elevator ride with AutoEdge’s Executive Vice President, George Wirtz. “Ingrid tells me you gave her some useful information about the relocation issue,” he says. “I could use your help with a presentation I’m making next week to a group of large shareholders.” “Of course,” you say. “How can I help?””I understand that there are four different types of market structures: monopoly, oligopoly, monopolistic competition, and pure competition,” he says. “I know that each of these market structures differs in the number of companies that compete in each one, the level of competition, entry and exit in the economy, the product price range, and the product range.””I’m with you so far,” you say. “Normally, I wouldn’t go into all of these economic terms with shareholders,” he says, “but I’ll be talking to a small group of sophisticated businesspeople who understand the terminology. I’m not an expert in this end of the business, and I want to check my understanding of it. What type of market structure does AutoEdge fit into? How does this market structure impact our level of competition, elasticity of demand, price, and position in the industry?””Well, there’s a long and a short answer I could give you,” you say. “I’m on my way to a lunch meeting right now and will be out of the office for the rest of the afternoon. Would it be okay if I send an e-mail later this afternoon?””Yes,” he says. “That would be fine, but I want some research to support the information, too. Would you be able to send me a report about this by the end of this week?””Sure,” you say. “I’ve already done some of the research, so that deadline is doable.””Oh good,” he says. “I appreciate your help!”1,200–2,000 words, including research in essay format
four different types of market structures

Sony Corporation-Restructuring Continues, Problems Remain Case Study

custom essay Defining the current strategy of Sony Sony Corporation has been undergoing rough corporate experiences forcing it to restructure its business operations and strategies. Evidently, the organization has been through numerous challenges since 1990s despite its efforts to recover. Nonetheless, the recent reformation strategies introduced by Howard Stringer (worked as the CEO and president of the corporation) have allowed Sony to revitalize its business operations despite the constant challenges experienced by the corporation. Firstly, the company announced a prominent reorganization strategy that was to reface its managerial systems, departmental operations, marketing structures, and production strategies (Indul 2010, p. 1). It is important to agree that the organization needed such changes hence could not hesitate to enact them in order to remain relevant in the electronics industry. It also strived to enhance its market visibility and revitalize its global presence. The organization needed new products, new production structures, managerial reforms, a break from obsolete silo cultures, and other dominant business provisions that could augment its competitive advantages against its rivals. The first strategy was to reduce its business categories and cut down on its product models. This was to revitalize its electronic business by putting more efforts on the most selling products while withdrawing non-performing commodities from the market as well as in its production structures. The company equally intended to proceed with profitable business categories witnessed by its move to drop some of its corporate departments. Another evident strategy is to eliminate redundancies and overlaps noticeable in its business processes. Additionally, proper management of resources and their diversion to high performing dealings namely HD products, mobile commodities, semiconductors, appliances, and others are among the prospected strategies to help in propelling Sony to the brighter future in the realms of business (Indul 2010, p. 3). Another prospected strategy is to unite the organization by integrated all in departments together for a unified business operations. Initially, the company operated in different departments namely electronics, entertainment services, financial services, and others. Each department operated autonomously, a phenomenon named as a silo culture. The current strategy is to break the silo culture and integrate all the business departments as indicated earlier. In fact, Stringer promoted a new slogan named Sony United in order to enhance the cross-company integration. Operating together as a team is the main strategy of the company. This will help in the reorganization processes prospected for its various departments. Reducing the number of its employees to a reasonable percentage while closing down some of the non-performing business structures could help. Get your 100% original paper on any topic done in as little as 3 hours Learn More Additionally, the company opted to reduce the number of its suppliers from 2500 to 1200 in order to induce effectiveness as it only works with performers (Indul 2010, p. 1). Precisely, the intention of Sony is to enhance its performance, competitiveness, competitive advantages, market share, and revitalize its business operations. Evaluating the strategy being adopted by Sony to regain its lost market share Notably, a strategy considers the aspects of change. Thus, whatever Sony is currently pursuing is in conformity with its desires to change its present business models so as to gain remarkable competitiveness in the concerned industry. It is important to agree that the current Sony’s efforts to reorganize its business operation are helpful and can aid its desires to regain the lost market share. Evidently, there is a stringent competition in the electronics industry hence forcing every organization to strategize appropriately in the realms of business. The archaic business models can no longer help following the emergence of new market demands, technology, globalizations, and competition among other pertinent factors. It is from this consideration that the Sony’s move to reorganize its business trends is important and time bound. It is advisable for any business to restructure its business models in order to match the new market demands as indicated earlier. This is a supportive consideration in various contexts. Evidently, Sony cannot regain its lost market share if it continues with its old business models and operational activities. The organization requires promising overhauls in all its structures ranging from management to product models as mentioned earlier. This will help the organization to compete favorably and respond to business challenges and dynamic market demands with promptness. Additionally, using visionary leaders like Howard Stringer is important in enforcing the desired business changes. It is from strategic leadership that the company will regain its lost competitiveness and market visibility (Indul 2010, p. 8). Although the company faces numerous challenges in this context, it is still possible that Sony can perform wonderfully in the market. This is possible through introduction of novel and competitive products, appropriate business strategies, and customer focus. Ability to enact viable marketing concepts can equally help in this context. We will write a custom Case Study on Sony Corporation-Restructuring Continues, Problems Remain specifically for you! Get your first paper with 15% OFF Learn More Critically, the moves by the company to restructure its business models are quite decisive when scrutinized critically. The business has the mandate to enact the required prospective in the realms of constructive models. Additionally, it is evident that the company is embracing the virtues of change in its systems. Change is an evitable phenomenon, which must be ratified whenever its time comes. Another important consideration in this context is the integration of the organization’s departments in order to consolidate its operations and match the current business demands with promptness. Similarly, this is a critical move as proposed by Howard Stringer in the business context. Allowing the company to operate uniformly and share common organization’s objectives is considerably important. Actually, the Sony United slogan (introduced by Stringer) is a credible strategy worth adoption by the organization. It will enhance teamwork and collaboration between different business sectors as the organization strives to recapture its lost market share. This objective cannot be attained solitarily hence indicating the need for consolidating the entire business components under a centralized management and business norms. Additionally, Stringer’s vision with the company is elaborate and effective despite the recently noticed challenges (Indul 2010, p. 1). Such strategies have allowed the company to reorganize its business trends and operational mechanisms with the intent of controlling its various components. Additionally, the ability to unite the organization helps substantially when viewed from the business context. This is an imperative provision when considered critically. It is the mandate of various organizations to understand the nature of their businesses and the vitality of other rivals so as to strategize considerably. Appropriate business strategies are demanded in various contexts. Precisely, the move by the organization to consolidate its business components and centralize their management is important. It will enhance teamwork and other operational mandates as indicated earlier. From this context, ability centralize management and enhance competitiveness will obviously help Sony regain its lost market share. Constructive managerial strategies will ensure that the company remains customer focused, produces commodities that address the needs of the targeted customers, and prospects future changes in the market trends. This will allow the company to remain focused in its business endeavors. Evidently, in order to revitalize its electronics business and remain competitive within the industry, Sony must enact various business strategies as witnessed in its recent endeavors. As indicated before, these moves are intended to regain the aspects of business and other probable business considerations. It is important to reorganize various components of the organization in order to enhance its relevancy and business focus amongst other factors. Not sure if you can write a paper on Sony Corporation-Restructuring Continues, Problems Remain by yourself? We can help you for only $16.05 $11/page Learn More Evidently, Sony also intended to reduce its business categories and drop other product models. This was to happen with the intent of focusing more on the profitable products with the available resources. It is worthless to run numerous business categories with massive losses in return. This has forced Sony to drop some of its archaic products and focus fully on the selling ones. This could allow the company to regain faster in the realms of market growth and other considerable components. Hence, this is a critical move when evaluated critically. It means that the company is ready to focus on the changing customer demands rather than clinging on the obsolete business models. Previously, devastating business approaches led to the plunge of Sony. When the company launched its Bravia flat screen TV and other new entertainment and network product models, it picked up tremendously in the market (Indul 2010, p. 4). This allowed the company to recognize the importance of being customer focused rather than embracing traditional status quo while market trends are significantly changing. It is important to recognize such trends in the realms of business operations and other considerable factors in the same trends. Additionally, the need to reduce the number of employees within the business and closedown other business premises could help in lessening unnecessary costs. This was an important strategy when evaluated critically. It is crucial to realize the importance of that move in enhancing the aspects of profitability while reducing unconstructive business costs and unworthy operational burdens. Critically, introduction of new business trends is quite important in various aspects. It shows that the company is committed in its endeavors and plans to regain its lost market share despite the stringent competition witnessed within the industry. Sony has been known for quality products and it still mandates to provide such products to its customers. Additionally, the brand name it had initially built is considerable in various contexts. This had promoted its business operations globally despite the rivalry it received from various firms including Samsung and LG among others. It is important to realize such business trends and strategize cautiously so as to regain the previous competitiveness in the marketplace. The entire strategies were meant to enhance profitability for the company by reducing cost and enhancing sales. Precisely, all the efforts and strategies by Sony are considerable in regaining its lost market share. They tend to restructure the company in order to render it relevant in the current market trends. The theory/concept that the current strategy of Sony was based on The strategy used by Sony in its endeavor to restructure its business operations for profitability can be based on the classical strategic theory (Mazzucato 2002, P. 8). Mazzucato (2002, P. 8) indicates that there are 4 concepts/perspectives on strategy. The classical theory indicates that the concerned manager has the entire control over the business operations. This is evident in the allocation of both internal and external resources. Additionally, the very manager can manipulate the internal structures of the firm with the intent of accomplishing desired business objectives. In this regard, the strategic efforts are guided by rationality, opportunism, and self-interest as evident in the Sony’s strategic case. For example, it is important to agree that the current move by Sony to revitalize its operation have been steered by Howard Stringer. Stringer managed to impose his business ideas in the reform processes embraced by Sony. All his proposals to unite the company, reduce costs, and increase profitability have been embraced with precision. It is from this argument that the company attains its witnessed reformation strategies. The ability to address exact customer demands and restructure the company to meet the dynamic market trends is of a massive consideration (Mazzucato 2002, P. 8-9). Precisely, the company embraces classical concepts in its change prospects and strives to enact it with precision. From the history of Sony (as provided in the case), all its previous CEOs have been introducing their operation models and business strategies, a fact that supports the aspects of classical concepts/theories indicated previously. Critically discussing the feasibility of applying Porter’s diamond model on Sony’s case Notably, it is possible to apply the Porter’s diamond model on the Sony’s case following its viability and capability to discern the aspects of competitiveness that Sony strives to achieve. This is an important consideration in the business context and in the realms of business growth. According to Porter, a given firm’s competitiveness depends on the performance of other rival organizations in the same industry (Walker 2003, P. 177). This is an important consideration since it also unveils why some industries are quite competitive compared to others in a similar region. The entire business prospects currently assumed by Sony conform to the principles of Porter’s diamond model when considered critically. It is important to revitalize the business operations of any given firm with respect to the business’ supremacy. Precisely, it is possible to apply the Porter’s principles in the Sony’s context with precision. There are theories that determine how a company can become quite competitive in a given industry. Evidently, Sony has been a very competitive organization in its endeavors following the strong brand name it had established before. The quality of its products has equally contributed to this phenomenon despite the recent challenges. Applying the Potter’s model in this context can actually illuminate the entire business aspects of Sony in the realms of vitality and other considerable factors. Potter’s ideologies are classifiable into various factors that can be applied in the assessment of a firm’s competitiveness. This is also relevant in the Sony’s case as indicated earlier. The first consideration is the demand conditions for the firm’s products or services (Potter 2010, P. 1). Sony enjoys a massive demand for its products from clients globally. Its products are known all over the world having established a strong brand name. This has rendered the company quite competitive despite the stringent completion from LG and Samsung among other companies. Although its products have registered sluggish sales in the recent past, the company still enjoys a considerable demand for its products indicating how it is still quite competitive. This is a considerable provision in the business contexts and global limelight (Walker 2003, P. 177). Frequently, buyers can induce a given company to introduce and embrace the aspects of new technologies in its systems, production capabilities, and products. This will allow the company to advance and enhance its competitiveness against other contenders in the same industry. Contextually, when Sony had not introduced Bravia LCD TV sets, the market demanded them. Other companies like Samsung and LG had introduced such technologies. When the company introduced the products, its competitiveness increased with Bravia registering massive sales globally. It is important to consider market demands and conform appropriately in order to gain the desired competitiveness and develop considerable competitive advantages. This demonstrates the possibility in establishing Porter’s diamond model on Sony’s case. Another considerable component of the Potter’s model, which can be applied on the Sony’s context, is the factor conditions referring to human capitals, assets, infrastructures, and other vital resources that the organization possesses. Evidently, Sony has enough resources that it can utilize in the electronics industry to remain competitive and customer focused. The ability to attain the required resources within an industry contributes considerably to the competitiveness indicated in such circumstances. This is an important provision when considered critically. Contextually, factor conditions are prominent determinants of competitiveness within a given firm. Sony has enough factor conditions that are helpful in its business endeavors as well as its prospected reforms. Another important aspect in this context is the massive business capital that Sony possesses. The company can fund its research and development sectors in order to emerge with competitive commodities within the market. This is an important provision when considered critically especially in the business context. Actually, the aspects of resources make it possible to apply Porter’s diamond model on Sony’s case. Concurrently, another determinant of competitiveness in this context is organization’s business strategies, its structures, and competition within the concerned industry (Potter 2010, P. 1). Contextually, Sony has formulated stringent business strategies meant to reform its operations with effectiveness. The proposed structure of the business will enhance its competitiveness in the realms of management, customer focus, ratification of technology, and profitability. The organization strives to grasp a considerable market share despite the aspects of rivalry evident in the electronics industry. The way Sony was commenced and managed is a critical component of competitiveness discussed in this context. The initial objectives, missions, and vision of the company contribute massively to its competitiveness despite the challenges currently noticed in Sony. According to Potter’s diamond model, another determinant applicable in the Sony’s context is the business eventualities or chance events. These are factors that the company can hardly control. Nonetheless, they can either augment a company’s competitiveness or contributes considerably to its loss. For example, the recent global economic crisis affected numerous business with Sony included. In such a circumstance, Sony can do nothing but to adjust its business operations so as to remain competitive in the market. Additionally, the company can come with novel products at cheaper prices hence increasing its competitiveness within the market. Concurrently, supportive industries and government policies can dictate the competitiveness of a given firm (Walker 2003, P. 177). Reference List Indul, P. 2010, Sony corporation-Restructuring Continues, problems remain, IBS Center for Management and Research, Andhra Pradesh, India. Mazzucato, M. 2002, Strategy for business: a reader, SAGE, London, UK. Potter, M. 2010, What is Michael Porter’s Diamond Model?. Web. Walker, G. 2003, Modern competitive strategy, McGraw-Hill, Massachusetts, US.

You are the technical manager of a large Internet design firm (100+ employees). One of your primary responsibilities is to manage a team of developers. Your unit’s primary goal is to build and deliver custom web applications and to update client websites.

You are the technical manager of a large Internet design firm (100+ employees). One of your primary responsibilities is to manage a team of developers. Your unit’s primary goal is to build and deliver custom web applications and to update client websites..

You are the technical manager of a large Internet design firm (100+ employees). One of your primary responsibilities is to manage a team of developers. Your unit’s primary goal is to build and deliver custom web applications and to update client websites. Due to the increase of information delivery via company intranets, your company has grown has grown considerably. About 8 months ago you hired a small start-up company, MaintainU, to perform routine maintenance for clients’ websites because you needed to focus more attention on the custom applications. MaintainU does not interact with your clients and they work as sub-contractors through your company. Your clients are not aware of this move and for now, you and Nathan Elder, your company president, want to keep it this way. The last several months you have had problems with MaintainU not paying attention to version dates. They have, on several occasions, made changes requested by clients, but they also uploaded old pages to the site. Having dealt with a number of complaints, the most recent two weeks ago, you had a long conversation with Jason Hughes, the president of MaintainU, that mistakes are not 2 acceptable. Now, this morning, you receive an angry call from a client, Sheila Links at Gateway Industries, because an executive that was fired two months ago has been added back to the executive page. Gateway Industries was one of the first clients your firm ever signed. While the client is on the phone, the mistake is corrected, and you end up setting up a meeting for lunch next week. For the first 6 months or so, the relationship with MaintainU was great. At this point, you’re uncertain if you want to continue the relationship, but at the same time, you cannot afford to bring maintenance work back in-house. Apparently, the phone call to Jason wasn’t enough. DELIVERABLES Based on the scenario above, your deliverables will be the following documents: • document to the client, Gateway Industries • document to MaintainU • document to the president, who is a micro-manager and likes to know everything that is going on
You are the technical manager of a large Internet design firm (100+ employees). One of your primary responsibilities is to manage a team of developers. Your unit’s primary goal is to build and deliver custom web applications and to update client websites.

Languages homework help

Languages homework help. Discussion 1: Trustworthiness in Qualitative ResearchUnderstanding the strategies that have been developed to address issues of trustworthiness is the first step. The second step is considering ?how could I do that in my own research?? It is important to recognize that it may not be feasible for you, as a novice researcher, to implement all possible strategies. For this Discussion, you will examine quality, trustworthiness, and credibility in qualitative research and provide specific techniques and strategies.To prepare for this Discussion:Review Chapter 11 of the Ravitch and Carl course text and the Shenton article related to trustworthiness in qualitative research.Use the Course Guide and Assignment Help to search for an article related to trustworthiness and/or quality in qualitative research.The Discussion:In your discussion, provide the following in subheadings below in 2 pages;1.ÿÿÿÿÿ Introduction2.ÿÿÿÿÿ Post an explanation of how you ensure the quality, trustworthiness, and credibility of your qualitative research. 3.ÿÿÿÿÿ Provide examples of specific techniques and strategies. Use the learning resources as well as two additional article you found in your search to support your explanation. 4.ÿÿÿÿÿ Search the Internet for a different article related to trustworthiness and/or quality of qualitative research that offers other techniques or strategies. Explain how these other techniques or strategies might further ensure quality, trustworthiness, and credibility in qualitative research.5.ÿÿÿÿÿ ConclusionUse proper APA format, citations, and referencing.Resources:1.ÿÿÿÿÿ Ravitch, S. M., & Carl, N. M. (2016). Qualitative research: Bridging the conceptual, theoretical, and methodological. Thousand Oaks, CA: Sage Publications.úÿÿÿÿÿÿÿÿ Chapter 11, ?Research Ethics and the Relational Quality of Research? (pp. 343?382)úÿÿÿÿÿÿÿÿ Book link: http://bookzz.org/book/2765181/2350092.ÿÿÿÿÿ Rubin, H. J., & Rubin, I. S. (2012). Qualitative interviewing: The art of hearing data (3rd ed.). Thousand Oaks, CA: Sage Publications.Chapter 6, ?Validity: Processes, Strategies, and Considerations? (pp. 185?213) 3.ÿÿÿÿÿ Shenton, A. K. (2004). Strategies for ensuring trustworthiness in qualitative research projects. Education for Information, 22(2), 63?75. Retrieved from the Walden Library databases.Languages homework help

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