From the Madding Crowd Essay

† However, when he first met Bathsheba he called her names like ‘lady’ and ‘miss. ‘ The way that Troy treats Fanny after his relationship with Bathsheba shows that in retrospect, Troy did in some ways love Fanny. Ironically, we see this the most after Fanny’s death when Troy gets a tombstone for Fanny and plants flowers on her grave, but the fact that the water from the gargoyle could wash away the flowers so easily, could signify how fickle Troy is and how easily his affections for Fanny were also ‘washed away’. Earlier on in the novel when Fanny comes to see Troy at the barracks, Troy does not realise that it is Fanny, his fianci standing outside his window: â€Å"5What girl are you? â€Å", He â€Å"6doesn’t quite recollect† that he promised Fanny they would marry, even though he said lots of times that he would marry her. This shows how he doesn’t think of the penalty of his words. Fanny’s terrible relationship with Troy could have been used to predict the consequences of his relationship with Bathsheba. Similarly, the fact that in the few times that Fanny appears in the novel, she is in a gloomy and dreary atmosphere which was dooming her to death with descriptions like â€Å"7A heavy unbroken crust of cloud stretched across the sky, shutting out every speck of heaven;†. Her appearance in these depressing environments was a prediction to her passing away. Secondly, she is used to show the true nature of Troy’s character, and highlight this as he is in a relationship with Bathsheba until Bathsheba herself realizes Troy’s true nature in finding Fanny. Once her role has been fulfilled for Hardy, he kills her off because she has reached the character’s limitation and isn’t needed in the story any more. This same meeting also exposes Troy’s cowardice and shallowness, and is a turning point in the novel, as if he had at this point admitted to Bathsheba his connection with Fanny or even that this woman was Fanny Robin, Bathsheba’s missing servant, then Fanny’s death and the following events could have been avoided. Thirdly, Fanny is also involved with the character of Gabriel Oak and brought his character out in the way Fanny borrows money of him and Gabriel gives it to her, she brings out generosity in him and that he is caring. Hardy then shows Gabriel to be kind from the heart to the character Fanny and others when he rubs off ‘and child’ off the coffin lid, this is so we can see that Gabriel cares about Bathsheba being happy with Troy and tries to protect her from the truth. Her life is controlled by fate and chance and this shows how her function for Hardy extends beyond the plot and the development of other characters. Fate plays a big part and is a key part of the storyline in the role of Far From the Madding Crowd’. The first time she is included as a fate icon is when Boldwood reads Fanny’s letter but it was intended for Gabriel this fate causes a description of Troy and the bringing together of the two rivals over Bathsheba, who are Gabriel and Boldwood but don’t realize they are both in love with the same person. It is also fate that Fanny confuses the two churches so Troy doesn’t marry her and it is by chance that she meets him outside the church and he reply’s to her plead to forgive her with ‘You fool, for so fooling me! But say no more. ‘ But if he really loved her he would forgive her. Once again there is more fate involved with the character Fanny Robin where Troy has been looking for Fanny but re-encounters her when it’s too late and Troy has married Bathsheba. The chance has been enrolled in Fanny’s role, this is when Troy keeps a lock of Fanny’s hair and Bathsheba finds it by chance and she gets jealous, this causes extreme arguments between Bathsheba and Troy and gives Bathsheba a clue to Fanny’s identity. Hardy seems to evoke pity when he describes Fanny’s last journey (her death from child birth) with a description of a hostile background and a dog that is helping her, this is her only friend but even that gets stoned off and adds more pity to fanny’s case. Her death is also to go with the contrast of a melodramatic death of troy. The irony to her death is that she has more effect on the characters than when she was alive. Fanny Robin has a minor role in the novel ‘Far From the Madding Crowd’ however the sense cannot be said about the significance of the character Fanny Robin. The reason for why Hardy introduced this character is to have impact on various main characters. She is a pivot in the novel and she causes the main key storyline changes. Yet she has a deeper role in the novel as a symbol for Hardy’s statement about the 19th century men and how they treated the working class girls. It is only when the question â€Å"What is the significance of the character, Fanny Robin in the novel â€Å"Far From the Madding Crowd? † is viewed from a variety of angles that there is a true answer presented. If Fanny were not in the novel, it would be more difficult for Hardy to emphasise the discrimination against women at the time, as well as creating tension and suspense in the plot and highlighting the true nature of other characters, especially Troy. Therefore, a reader would not be as aware of the irony surrounding her role and so would not realise how her presence in the novel helped Hardy to show all these parts. 1 Thomas Hardy, Far from the Madding Crowd Penguin Publications, 1985, (Page 135) 2 Ibid, (Page 54 – 55) 3 Ibid, (Page 336) 4 Thomas Hardy, Far from the Madding Crowd Penguin Publications, 1985, (Page 366) 5 Ibid, (Page 137) 6 Ibid, (Page 137) 7 Ibid, (Page 322 ) 1 Jordan Daniels 11. 5 Matthew Moss high School.

Reducing Racial Discrimination in the USA Essay

Between the periods of 1877-1981 there were many significant figures who contributed towards reducing racial discrimination in the USA. Although without events such as the Montgomery Bus Boycott, WWII or the actions of the NACCP to change attitudes towards African Americans, these individuals would have had little effect. The likes of Booker T Washington and Du Bois set the foundation for civil rights along with the Second World War; however other individuals such as Martin Luther King help to actively progress the movement. Along with this the government and various presidents more so in the latter of the period of 1877-1981 helped to change attitudes and enforce legislation which was vital in reducing racial discrimination in the USA. Booker T Washington began to provide the foundations to the civil rights movement in his actions. Although I believe that during this early period of the movement little was achieved, Washington was still able to provide education, and show African Americans that they had a future and it was at their own mercy. This helped to relieve some who were less fortunate. On the other hand Du Bois took a route which directly campaigned for civil rights for African Americans; alike to Washington he achieved little due to the already widespread racial situation in the USA. It is noticeable that these individuals had no short term meaningful effect on reducing racial discrimination, however much was achieved long term as they created the path for the civil rights movement in the future, this was also aided with the work from the NACCP, which raised awareness of the racial discrimination situation in America. Another individual which had little short term significance in reducing racial discrimination was Marcus Garvey, who unlike Du Bois and Washington believed that blacks and whites could not co-exist and they should be separate, he held the belief that African Americans had to start their own nation in order to advance. Whilst he failed to make much impact on the movement itself, alike to his predecessors Du Bois and Washington, his ideas were valued and widespread, they inspired many including future activists such as Malcolm X. Garvey gave African Americans at that time a sense of confidence that they would be able to advance as a race, and they need not be bound by the constraints of racial discrimination. This is why in the Long term Garvey was a valued activist, and his ideas were useful in progress in the movement towards equality. Also he gave confidence to other African Americans in campaigning against racial discrimination which could be seen in the likes of the Greensboro Sit Ins further into the civil rights movement. The likes of the NACCP helped to put an end to racial discrimination with the use of court cases and legal methods which were unlike the methods that the likes of Washington used with his attempts to educate. Examples of this were Brown Vs the board of education which the Supreme Court ruled in favor of reducing discrimination and segregation within schools. However the NACCP failed to diminish discrimination totally the organization still managed to do some good in the fight for equality. Furthermore, whilst the likes of Du Bois were unable to make a direct impact on reducing discrimination, he was able to work alongside the NACCP using other methods to succeed in his goals, and together this would reduce discrimination more. Therefore the NACCP played a more important role than early individuals in reducing racial discrimination towards African Americans through its early successes in successes in removing segregation, and although things to come would show to be more valuable to the civil rights movement, the NACCP was still a vital element in setting the foundation of the civil rights movement for the future. Although individuals had led the campaign for civil rights for African Americans throughout the early 20th century and towards the end of the 19th, as WWII commenced it would prove to be a key factor in aiding reduction of racial discrimination. It helped to change attitudes towards black American’s, as they went to war; they were portrayed to be worthy American citizens which changed many white American’s attitudes towards them. The war also created stepping stones for the likes of Martin Luther King to breach into the civil rights movement, therefore not only did it have an impact on black American’s, it also created some success for many civil rights activists. However the war did nothing to reduce discrimination towards other ethnic minorities, for example Japanese Americans received much racial discrimination due to Japan’s role in WWII. Although the war was bad for the civil rights of Japanese Americans, Chinese American’s received a better way of life, with more civil rights as America forged a great political relationship with China after the war due to their help during it. Therefore WWII was a great influence on reducing racial discrimination within the USA for only certain minorities, although for the likes of Japanese American’s way of life got worse as they were sent to camps until the war ended due to suspicions. The war was more important than earlier individuals as it had a direct impact on reducing racial discrimination, and further effect in the emergence of fresh civil rights activists who would later have a significant role in the movement. As the attitudes towards African Americans changed after the war in the 1940’s many civil rights activists saw their time to join the civil rights movement. One of these activists was Martin Luther King who used methods of non-violence in order to gain sympathy from whites and in doing so change attitudes towards black Americans. Although his views were similar to those of Du Bois’ views, King had more effect on reducing racial discrimination. Particularly in attempts to eliminate desegregation. This was likely to be partly due to how far the civil rights movements had advanced by King’s time, in particularly down to WWII which changed attitudes. King gave confidence to Black American’s; he used television and media to convey his ideas through speeches which were very influential and very much a trait of his. King was often compared as similar to Washington and Du Bois, although he did much more to reduce discrimination. His direct actions in the likes of the Montgomery Bus boycott. This event was critical in reducing racial discrimination as it saw black Americans united as one to fight for their cause, its success showed that with the unity of African Americans civil rights could be achieved, and also proved that the likes of King needed events such as the boycott to achieve anything as an activist. This event was significant to him. Also significant to King’s civil rights success was the use of television. With the use of television violence towards African Americans could be shown to a wider audience across the USA, and could hange attitudes. Therefore although King was more significant than his predecessors Washington, Garvey and Du Bois as an activist, this was partly due to what King had to work with such as television. Further to this, the likes of civil rights activists such as Cesar Chavez who was in the fight for reducing discrimination within Mexican Americans followed King’s policies of non-violence, this showed King was not only having an effect on black Americans. Chavez led the first farm workers union in America which was successful to some extent, and led to the reduction of racial prejudice. Although this wasn’t much compared to what the likes King had achieved with his use of speeches. In contrast to King’s policy of non-violence was the up and coming idea of ‘Black Power’ during the 1960’s. Originating from Garvey, violent civil rights activist Malcolm X worked to make the ideology more popular. The idea supported segregation, and blacks being supreme compared to white Americans, and again highlighted the ideas of African Americans starting their own nation. X’s beliefs of gaining equality by ‘any means necessary’ contrasted with King’s beliefs of non-violence which made King and X much like enemies during the 1960’s. However, X’s ideas had little or none effect on passing legislation and reducing discrimination. Although alike to Garvey X gave black Americans confidence, noticeably within the northern ‘ghettos’ in highlighting important issues of violence within these areas. Therefore X’s views of violence were greatly frowned upon, which always put him in the shadow of King who was always more significant in reducing racial discrimination in the USA. In the early stages of the civil rights movement the government played little role in reducing racial discrimination. However presidents began to get involved in the movement as it persisted. Eisenhower had the first real involvement in the movement when he sent federal troops for assistance in Little Rock, and the government enforced the Supreme Court ruling of the Brown case in the town. Kennedy had planned to enforce a Civil Rights Bill, although this was later enforced via Johnson along with the Voting Rights Act of 1965, which gave black Americans the right to vote, and again reduced discrimination; this was a step in the right direction of equality. Further to this Nixon aimed to enforce desegregation in schools as well as helping the like of voting rights, employment discrimination and aid to the poor. Although Nixon was not as significant as Carter who later made attempts to get black Americans involved politically, appointing them in the judiciary. This enabled more blacks to have a say as well as improving their status in society. Therefore presidents played a key role as if they were for civil rights, then this could mean attitudes could be changed on a broader scale. This was important to the movement, and was more useful in reducing discrimination overall due to legislation passed which was showing that action was being taken against racial discrimination, unlike the role of previous activists such as Du Bois, Garvey, X and Washington who failed to have much impact on legislation. The most influential president was Johnson; he was able to pass legislation which made blacks equality to whites greater, such as the Voting Rights Act. Although the likes of King didn’t have the power to do this, civil rights activists made government aware of the racial situation in the USA. Therefore they were more significant than presidents. In the 1970’s and 1980’s further action brought forward the civil rights movement. The introduction of the Quota System meant that employers and universities had to take on a certain percentage of African Americans, and the situation for black Americans began to rapidly improve. Although this had much more significance than many activists in this later period, it was still influenced because of activists in the early stages of the civil rights movement, which make the likes of King more significant. In conclusion, in the period of 1877-1981 individuals were the most significant in reducing racial discrimination. Early activists such as Washington and Du Bois had little opportunity to reduce discrimination due to the widespread discrimination and the likes of the KKK, however, events such as WWII enabled activists to emerge, as attitudes towards African Americans had began to change. Using the ideologies of previous activists the most important individual King was able to use events such as the Montgomery Bus Boycott and the likes of television to share his speeches and views, helping to pass legislation, change attitudes and give black Americans the confidence to further the civil rights movement. King helped to convey the on-going discrimination problem in the USA towards the government, which enabled presidents to take action with the likes of the Voting Rights Act of 1965 which brought about further equality for blacks. Although towards the latter stages of the movement the government had more effect on reducing racial discrimination by passing legislation.

Changing Culture at Pizza Hut

Changing Culture at Pizza Hut and Yum! Brands, Inc. The concept of corporate culture has captured the imagination of executives for years. For executives struggling to manage organizational change, understanding their organization’s culture has become paramount before undertaking such a change. They realize that significant strategic and structural realignment cannot occur if it is not supported by the organization’s norms and values. Organization cultures are created by leaders and, therefore, one of the most important functions of a leader is the creation, management, and sometimes the destruction of a culture. An organization’s culture re? ects the values, beliefs and attitudes of its members. These values and beliefs foster norms that in? uence employees’ behaviors. Organizational cultures evolve imperceptibly over years. Unlike mission and vision statements, they are never written down, but are the soul of an organization. Cultures are collections of unspoken rules and traditions and operate 24 hours a day. They determine the quality of organizational life. Cultures determine much of what happens within an organization. While managers are aware of their organization’s culture(s), they are often unsure about ow to in? uence it. If cultures are powerful in? uencers of behaviors, they must be created. One way to analyze shared assumptions is by exploring top management’s answers to the following questions: 1. How do people in this organization accomplish their work? 2. Who succeeds in this organization? Who doesn’t? 3. How and when do people interact with one another? Who participates? 4. What kinds of work styles are valued in this organization? 5. What is expected of leaders in this organization? 6. What aspects of performance are discussed most in evaluations? The purpose of this article is to share with you how senior leaders at Pizza Hut in particular and at Yum! Brands, Inc. (Pizza Hut, Taco Bell and KFC) in general answered these questions and were able to create a new culture after the restaurants were spun off from PepsiCo Inc. Culture change does not occur in a vacuum. It is an integral part of the company’s fabric. To change a company’s culture, rewards systems, leader behaviors, and organizational designs must be created Acknowledgments: This research was sponsored by a research grant from the OxyChem Corporation. The primary focus of this article is Pizza Hut and how Pizza Hut both generated and experienced the culture change at Yum! It is based, primarily, on the thoughts, re? ections and opinions of senior managers who experienced and helped communicate the changes discussed in this article. The authors would like to acknowledge the constructive comments made by Steve Arneson, Leon Avery, Chris Koski, Mike Rawlings and Don, and Leslie Ritter. 319 to support the change, as the experience of Pizza Hut demonstrates. THE SPIN-OFF AND PIZZA HUT Started in 1958 by the Carney brothers, Dan and Frank, Pizza Hut played a major role in turning pizza from an Italian specialty into a mass-market, mainstream food. Pizza Hut had developed a reputation for and commitment to product quality that was ‘‘built into the bones’’ of restaurant managers, and with it, great pride in the brand. By the mid 1990s, Pizza Hut had become a powerful brand, with some 8,000 U. S. -based restaurants, 140,000 employees and over $5 billion dollars in system-wide sales. One internal Pizza Hut market researcher estimated that over 90 percent of American pizza eaters had tried a Pizza Hut pizza. One of the key drivers of the success of Pizza Hut was PepsiCo. Along with KFC and Taco Bell, Pizza Hut was and had long been part of the PepsiCo Restaurant Division. PepsiCo had brought its national marketing muscle to the Pizza Hut brand, raising sales and increasing brand visibility. But it had also brought something that had a major impact on Pizza Hut: the PepsiCo management system. Even before Jack Welch made General Electric Co. ’s personnel management system the envy of American industry, PepsiCo had a reputation for producing great general managers. Its personnel planning system, shepherded by a set of organizational psychology Ph. D. consigliore in each of PepsiCo’s operating divisions, produced a stellar cast of professional managers. This system, layered on an existent Pizza Hut founding culture, was far from a natural ? t for the quick-service restaurant industry. PepsiCo was what Kerr and Slocum would call a market culture with a performancebased reward system. PepsiCo’s very fast moving, individually focused, consumerpackaged goods, entrepreneurial culture would prove not a great ? t for the relatively mature, slow-moving, team-oriented, quickservice restaurant business. 20 ORGANIZATIONAL DYNAMICS The integration of these two companies, PepsiCo and Pizza Hut, resembled a failed vinaigrette: a large amount of oil slowly churning in one direction, overlaid by a thin layer of vinegar, a whirlwind of speed moving in the opposite direction. The vinegar represents the high-potential PepsiCo general managers rapidly moving among the many divisions and corporate of? ces of PepsiCo. Smart, ambitious, competitive and results-driven, they were attracted by PepsiCo’s ability to move them up fast and give them a breadth of management experience in different PepsiCo businesses. A rising star might spend two years in ? eld marketing at Pepsi Cola North America, a year and a half in product marketing at Frito-Lay, an additional 18 months as a product brand manager there, two years at Pepsi Cola International, followed by a senior director position in marketing at Taco Bell, etc. The bottom layer, the oil, represented the bulk of Pizza Hut’s operations, staffed by hard working, dedicated, long-tenured restaurant-focused operators who loved the Pizza Hut brand and the restaurant business. They were less likely to be at the top of their class in college and less likely in fact to have graduated from college. Many had started as cooks, or dishwashers or delivery drivers. Slowly, as they had mastered the complexity of running retail operations and built their experience, they would move up the system. A select few even reached the top of operations, where they shared leadership positions with PepsiCo general managers, some of whom had non-operational functional backgrounds (in ? nance, say, or even marketing,) and who were doing their ‘‘ops rotation. ’ This two-tiered system of PepsiCo ‘‘short termers’’ and Pizza Hut restaurant-dedicated ‘‘lifers’’ had a number of built-in tensions and misalignments, including:  Home office glorification: Business was done in the restaurants, but ‘‘the power and the glory,’’ as well as the field programs, all originated in corporate headquar ters, whether Pizza Hut’s in Dallas, Texas, Yum! ’s in Louisville, Kentucky or PepsiCo’s in Purchase, New York. Top management’s line of sight was focused away from the restaurants. Short-term mentality: The ‘‘up or out’’ of the PepsiCo professional management system, a reward system linking short-term results to individual rewards, created pressure to make one’s mark and make it quickly. Anything that took too long to build or was built for long-term impact was a hard sell.  Lack of continuity: The need for quick success and the relatively rapid turnover in headquarters management made for a ‘‘program of the month’’ mentality.  Finance first headset: ‘‘Making plan’’ seemed sacrosanct in PepsiCo’s results-driven organization. This was often perceived by the ‘‘restaurateurs,’’ and even by some franchisees, to be at the cost of commitment to long-term restaurant essentials like product and asset quality.  Passive resistance in the field: The perception of short-term focus combined with a ‘‘program of the month’’ mentality engendered, at its worst, a system of passive resistance in field operations—compliance without commitment. Field operators, especially franchisees, often felt secure in the knowledge that if they just delayed program implementation long enough, Pizza Hut management would turn over and the new group would charge out with the ‘‘next great idea. ’ A performance-based, consumer packaged goods company like PepsiCo was not a natural ? t with the restaurant business. But whether it was bad business ? t, strategic or culture misalignment, or simply lack of tolerance for the restaurants business’ relatively low m argins and slow growth (despite its huge cash ? ow), PepsiCo gave up on Pizza Hut and its restaurants, spinning off its entire restaurant division in 1997, under the name Tricon Global Restaurants, Inc. , now Yum! Brands. ALIGNING BUSINESS/ CULTURE Yum! anagement understood that they had to create a radically different culture than the one at PepsiCo if the new company was to succeed. PepsiCo is primarily a consumer packaged goods company. Direct interaction with consumers takes place through advertising, or is mediated by supermarkets and other retail and wholesale establishments. Marketing was king, and at the time of the spin-off, one of the kings of marketing, Roger Enrico, was the CEO. Tricon Global Restaurants, Inc. was a restaurant company. Hundreds of thousands of low-pay, high turnover front-line mployees interacted with millions of customers a week in some 30,000 restaurants around the world. Quality control was not in the hands of process manufacturing gurus as at Pepsi C ola or Frito-Lay, but in those of part-time, often teenage employees making discrete decisions about quality with every product served. This posed an enormously different challenge for top management at Yum! PepsiCo was a holding company. If general managers made their ? nancial numbers and grew their people, then headquarters people left each general manager alone to run his or her business. Synergies across various lines of business were simply not a high priority on PepsiCo’s strategic agenda. In the restaurant division, this resulted in three strong, independent consumer brands. In effect, the three restaurant brands were really three separate companies, with independent cultures, information technology (IT) systems, operations, ? eld management practices, human resource systems, etc. Yum! , saddled with a large debt by PepsiCo and in the relatively lower margin restaurant business, was in no position to economically justify itself as a holding company overseeing three independent restaurant businesses. It had to look for operating synergies, shared resources, etc. It had to be much more of an operating company. A shift from three independent companies to one company with three independent restaurant brands was required for ? nancial survival. Top management needed to meld three independent company cultures into one shared culture and one set of restaurant-focused values, built on a set of shared functions (e. g. , IT, bene? ts and compensation, legal). Succeeding at Pizza Hut could no longer be about making it to Purchase, New 321 York to work for PepsiCo. It had to be about making the customer experience in Pizza Hut restaurants great. David Novak, newly named vice chairman at Yum! had already started creating a restaurant-focused culture during his stint as president of KFC. Novak was fond of saying that he hated the term ‘‘culture’’ because it reminded him of germs. But his savvy understanding of how to build a restaurantfocused business culture was one of the reasons why he had been selected to run Yum! With little time between his selection and spin-off date, the new restaurant-focused culture was going to have to be jump-started. Launch date: October 7, 1997. CREATING THE CULTURE OF YUM! BRANDS Changing and integrating the culture of three companies with very strong founders, founding traditions and underlying assumptions about what constitutes success would be an enormous challenge, even after the homogenizing effects of PepsiCo culture were factored in. The actions that Yum! took to push its culture toward a desired end-state alignment with its business strategy and business model included: 1. Starting with a set of shared values to de? ne a culture across the three brands; 2. Founding the new company in a way that that embodied its new culture; 3. Using titles to signal intentions and signify new cultural meanings; 4. Creating a coaching management system to maximize restaurant performance; 5. Developing a recognition culture to reinforce cultural behaviors; 6. Realigning reward systems to validate and ‘‘walk the talk’’ on the values; and 7. Measuring the effectiveness and commitment of senior managers to the values. Starting with Shared Values The political philosopher, Hannah Arendt, trying to distinguish what was unique and 322 ORGANIZATIONAL DYNAMICS uccessful about the American Revolution (vs. those of France, and Russia, for example), focused on the concept of founding— both as a source of authority and as a statement of the power and commitment that comes from being a founder. The founding that was America’s Revolution was encoded in two distinct documents: The Declaration of Independence and the Constitution . The former served to articulate those values that were distinct to America and the latter to codify them into workable systems and processes of government. Whether the leaders of Yum! ad read Arendt is unknown, but they intuitively understood the elements that had made the American experiment unique—and they incorporated them into the values statement and the launch of the new company. Rather than start with yet another statement of corporate values, they declared their differences with the ‘‘mother country,’’ that is, PepsiCo, with a set of ‘‘Founding Truths. ’’ The nine distinct statements in this one shared document were Yum! ’s ‘‘Declaration of Independence. ’’ They announced what Yum! would stand for, while at the same time differentiating the new company from its progenitor— he PepsiCo Restaurant Division. For example, one statement reads, ‘‘The RGM (Restaurant Gene ral Manager) is our #1 Leader . . . not senior management. ’’ Another reads, ‘‘Great Operations and Marketing Innovation Drive Sales . . . no ? nger-pointing. ’’ These two statements suggest both the direction Yum! wanted to take and the behaviors it wanted to avoid. Taken together, the nine statements clearly demarcate both the essentials of a genuinely restaurant-focused company and the differences between what employees could expect from Yum! and what the restaurants and their operators had resented in PepsiCo. The statement of shared values, Yum! ’s ‘‘How We Work Together’’ principles, doesn’t differentiate Yum! from its competitors. Values statements rarely can serve this role, and Yum! ’s restaurant-focused, but otherwise standard values certainly can’t: customer focus, belief in people, recognition, coaching and support, accountability, excellence, positive energy, teamwork—who could be against these? Instead, as we’ll demonstrate, they served more to structure processes and systems and stand as a code for measurable behavior. In other words, they served the role of the U. S. Constitution. And, like the Constitution, while the details of the document weren’t easy to remember, their impact was ubiquitous. The Founding The launch of a large, new public, U. S. -based company, whether from spin-off, merger or acquisition, usually follows a rather standard process. You ring the opening bell of the New York Stock Exchange, throw a big launch event at corporate headquarters, presumably beamed live to division headquarters and by videotape to international locations, blare the news across the corporation’s internal media and push your best foot forward in the press. In this regard, the launch of Yum! followed the same format: Wall Street, a big event in Louisville, Kentucky, featuring the new Yum! Management team and the restaurant brand presidents, moderated by then ‘‘Good Morning, America’’ co-host Joan Lunden and beamed around the country. But if the launch was going to embody the culture, as enunciated in the ‘‘Founding Truths’’ and the ‘‘How We Work Together Principles,’’ with its principles of putting restaurants and their managers first, it was necessary to turn the usual launch format on its head. Yum! id this in three ways: by making local activities the center of the action instead of the headquarters event; by centering activities on restaurant managers, and by signing up those managers as ‘‘founders. ’’ The local events were focused primarily on enlisting local restaurant general managers in the new company. Activities centered on team-building exercises for the managers designed by Yum! ’s organizational and leadership development team. These were simple, but often powerful group activities. For example, the local event that one of the authors facilitated for some 200 participants in Miami, Florida, epresented the ? rst time that area Pizza Hut, KFC and Taco Bell managers had ever met together in one place. There were managers who ran restaurants of different brands, often adjacent to each other, who had never met! The simple act of sharing personal biographies and store histories created new connections. After two hours of team-building activities, the message that we were now one company, not three, and that we were part of a team together came across loud and clear. The national event reinforced the local event rather than the other way around. The invitation to and attendance primarily by restaurant managers told them they were important. This was reinforced by the national event which stressed the primary role of the RGM and introduced the ‘‘Founding Truths,’’ and it was graphically embodied in the new Yum! stock certi? cate, which featured one real manager from Pizza Hut, Taco Bell and KFC on its front. The most powerful part of each local event was saved for the end. Each locality had been supplied with a large poster featuring the new companies ‘‘Founding Truths. ’’ The poster was put outside the event meeting room, along with a set of magic markers. The managers were invited, on their way out, to sign their names on the poster and to become a ‘‘founder,’’ but only if they agreed with the principles of the new company. They were told that no top managers would be there to watch, and that there would be no penalty for not signing. It was strictly voluntary. They were, in effect, invited to sign the company’s ‘‘Declaration of Independence,’’ and in doing so, make a public commitment to the culture and the company. Over 80 percent of the attending RGMs left their signatures. ‘‘Founder’s Day’’ as it is now called, has become a yearly event celebrating the culture of Yum! Titles Given the symbolic importance of titles, Yum! was smart enough to actively use title changes to signal culture changes. ‘‘Corporate Headquarters’’ was re-named 323 the ‘‘Restaurant Support Center,’’ signifying that the restaurants were the central focus of the company. Presidents of the KFC, Taco Bell and Pizza Hut were, at least initially, re-named ‘‘chief concept officers,’’ signifying that there was now only one company with three concepts, not three companies. The entire above-restaurant management team also had their titles changed from ‘‘managers’’ to ‘‘coaches. ’ Area managers were now ‘‘area coaches,’’ operations directors were ‘‘market coaches’’ and division vice presidents became ‘‘head coaches. ’’ It was one thing to state that coaching was a company value—it wa s quite another to construct an entire management system based on coaching—to embed that value in the way the company worked. That was to be perhaps the biggest culture change of all. Coaching The idea that coaching could be something that all associates in a company could have to improve their performance, right down to the front lines, and that every manager had the capacity to coach may still appear radical, or at least improbable. Pizza Hut itself wasn’t even sure it could be done when it started the process. There were two incentives to create a coaching culture in operations: first, business growth had stalled and the company needed a jump-start and second, the PepsiCo management system was incongruent with the quick-service restaurant business. PepsiCo’s focus on individual, instead of team success, its short-term mentality and the intensely financial results driven culture had its strengths and its shortcomings. It was not a culture that could lead to sustained team performance in a restaurant. For example, under PepsiCo, management had been by exception. As Pizza Hut chief operating officer (COO) Aylwin Lewis put it before a national conference on coaching and mentoring, ‘‘If you’re a good performer, you get left alone; if you’re a poor performer, you get an action plan. ’’ In other words, getting the kind of management attention embodied in effective coaching and training to build 324 ORGANIZATIONAL DYNAMICS managerial competencies was seen as a sign of failure. The short-term focus of PepsiCo’s management system had meant that fixing things quickly was a strength. But short-term fixes became dysfunctional for building longterm capabilities through coaching. Finally, the focus on individual instead of team performance made it difficult to coach. Coaching ultimately has to be about the team and the person to be coached. It can’t be about the personal success story of the coach. Coaching supported the restaurantfocused culture in a number of ways. First, it required physical proximity. It’s best done face-to-face. Coaching can’t be done very effectively from another state. That meant above-restaurant management would have to start spending time in the restaurants. Second, it required interpersonal and operational, as well as ? nancial competence. To coach a restaurant manager, you had to know the business at least as well as they did and know how to share that knowledge, or you’d be wasting their time. Shifting the basis of control to knowledge from command of resources and rewards would force ‘‘general’’ managers to become ‘‘restaurant coaches. ’’ Third, it required partnership. The coach can’t be successful and have the player fail. Market coaches, area coaches and restaurant managers were networking, mirroring the teamwork required in the restaurants. COACHING MAY BE THE RIGHT WAY TO GO—BUT HOW DO YOU GET THERE? The first 90 days: Before anything else had been done, job titles were changed. All operations vice presidents, directors and area managers became ‘‘coaches. ’’ That was the ‘‘changeable moment’’ that signaled to employees that a new mode of operating was inevitable. There was ‘‘boot camp’’ for the entire operations team. The fastest way to ensure that all managers could master and understand the skills of the average employee was to bring them together, make them re-learn the basics of the business of making pizza and then test them o their competence was ‘‘certified. ’’ While this was going on, the organizational development team was developing job maps and outlining roles, responsibilities, outcomes, and behaviors for the role of coach. With title, certi? cation and job map, the coaching culture was launched. A nd barely stayed a? oat. The epiphany on what wasn’t working occurred to Aylwin Lewis during a roundtable with area coaches in Columbus, Ohio. One of the area coaches looked at him and said, ‘‘You’ve changed our titles and you’ve given us training and said, ‘Now, I want you to be in restaurants 80 percent of the time. Okay, now what do you want us to do there? What do we do with all that time? ’’ Without any existing precedents for building a new management system based on coaching, it wasn’t immediately apparent that a model of coaching was needed. Coaching was a skill that had to be taught. People needed a model for how to coach. In PepsiCo, coaching wasn’t rewarded and therefore not practiced. A coaching culture model needed to be developed at Yum! It had to be practical, simple and action-oriented—it had to ? t the fast paced, high-turnover environment of the restaurant business. A teachable threestep process, with an easy to learn acronym, EAR, was developed: taught all market coaches, while the market coaches bypassed all area coaches and personally taught all restaurant managers. This simple method had huge implications for fostering a new culture at Yum!. First, it meant that all the coaches had to learn the coaching model well enough to teach it. Second, they had to demonstrate their commitment to it in order to teach it well, and were held accountable for achieving results. It would not have had the same impact if the training department employees had led the classes. Third, it put the one level down coaches (the direct supervisors of the students) on notice for accountability to their immediate subordinates. Fourth, operators were able to bring real-life examples into the role-plays, increasing the relevance, impact, usefulness and credibility of the coaching material. In addition to training, coaching logs were created in each restaurant to document each coaching session, its lessons and commitments. Audiotapes of coaching sessions were circulated to restaurant managers to provide real-life demonstrations. Creating a coaching culture had begun. Recognition Top managers learned from Southwest Airlines Co. the power of recognition to motivate employees, and to elicit positive discretionary behavior among employees. Southwest Airlines separates reward from recognition, celebrating behaviors that reinforce the culture, creating an elaborate, yet spontaneous process of positive behavioral feedback. Recognition is done by everyone, not just senior managers. This means that all levels of supervisors can recognize behavior, empowering those supervisors, but also ensuring that the recognition is timely, specific and meaningful to the person who receives it. There were three keys to building a successful recognition program at Pizza Hut: 1. Starting at the top; 2. Ensuring it was continuous and ongoing, and got built into communications; and 3. Reinforcing it publicly. 325 Exploring Observe/ask/listen Analyzing Facts? Isolated or pattern? Root cause? Responding Teach new skills and knowledge Provide feedback Offer support and gain commitment Operational leaders (not training personnel) would be responsible for teaching all coaching classes for those two levels down from them. For example, COO Aylwin Lewis bypassed head coaches and personally Starting at the top: David Novak, now chairman of Yum! , formerly president of Pizza Hut (and of KFC) single-handedly brought recognition to Pizza Hut. He said that he had learned the power of recognition during his job as chief operating of? cer at one of the PepsiCo divisions. His deep-seated belief in the power of recognition and his commitment to it made all the difference. Novak’s ? rst foray into recognition as president of a division occurred at KFC, where he created the ‘‘? oppy chicken’’ award. The award itself embodied the distinction between recognition and reward. It was one of those rubbery ? oppy chickens used for pranks or jokes that would be as likely to show up on Halloween as at any other time. In other words, it wasn’t valuable in and of itself—it wasn’t a watch, or a ring, fancy clock, tie tack, brooch, earrings, etc. Three things made it valuable as recognition. First, it was numbered. So it wasn’t just a ? oppy chicken. It was the #45 ? oppy chicken. Second, it was signed and had a personal message written on it. And third, a picture of the recipient and Novak was taken, framed and sent to the recipient. A $100 gift certi? ate was also given, but Novak was clear to point out that this was simply an add-on: ‘‘We know you can’t eat the chicken. ’’ At Pizza Hut, Novak started the ‘‘Big Cheese’’ award—a rubber cheese hat (similar to those worn by fans of the Green Bay Packers football team. ) This was also numbered, and personally inscribed. The recipient had to wear it while being photographed with the president. When Novak became vice chairman of Yum! at the spin-off, his successor as president of Pizza Hut, Mike Rawlings, continued the tradition. During his ? ve-year tenure, Rawlings handed out over 500 ‘‘Big Cheese’’ awards. The frequent tears, positive emotions and heartfelt gratefulness of the recipients were reinforcing for culture and for the giver. One author personally experienced the impact of getting the award in front of 600 employees at an ‘‘All-Team’’ meeting. The power of the award is in the public recognition. The author’s $100 gift certi? cate remains unspent. 326 ORGANIZATIONAL DYNAMICS To create a recognition culture, rather than simply a recognition award, things couldn’t stop and start with Novak. He encouraged his immediate reports to create their own recognition awards, and they soon did. What followed was a slow process of osmosis, reinforced by the positive impact of recognition. For example, the chief operating of? cer created a recognition award and gave it out at all operations meetings. The positive feedback and public recognition that accompanied it built pride and goodwill amongst recipients and reinforced their positive behavior. The obvious and widespread positive feedback gave a reason for head coaches to create their own recognition awards for their meetings, and so on down the line right into the restaurants. Like osmosis, the spread of recognition was uneven and sometimes slow. But within three years, recognition awards were regularly appearing in restaurants, as managers used recognition to motivate front-line employees. And because the spread was spontaneous—never dictated by ‘‘corporate’’—and completely voluntary, there was a sense of ownership for the behavior. Recognition built deep roots. Those roots had the time to grow because once the recognition tradition started, the continuous, ongoing commitment of senior leaders kept it alive, front and center. Every public meeting included recognition awards on the agenda. Over time, the continuity of recognition starting generating a sense of anticipation and ‘‘pull’’ for awards. Within three years, recognition had become so routine and omnipresent that it lost any tinge of self-awareness and simply became ‘‘the way we do things around here. ’’ Rewards The balanced scorecard was the primary mechanism for allocating rewards and handing out bonuses for restaurant managers. Two changes to the reward system helped align it with the ‘‘Founding Truths’’ and ‘‘How We Work Together Principles’’ on which the new culture was based. First, people measurements were added to ? nancial measurements and customer measurements, reinforcing the ‘‘putting people ? rst’’ credo. It might have taken three years before all restaurant managers had been trained as coaches, but the scorecard was ? exible enough to allow for measuring the results of good coaching—such as reduced turnover—within a year. Second, in a move unprecedented in the industry, restaurant managers were given stock options as an outright block grant, and stock options were added to the list of performance incentives. Legally limited initially in the number of stock options it could award, Yum! chose to award its restaurant managers these options before their bosses, the area coaches, were able to get theirs. This powerfully reinforced the founding truth that the ‘‘RGM was #1,’’ and should act like an owner of the business. The symbolic value and the boost to management credibility was at least as important as the value of the options themselves. ?nancial of? cer of Yum! was let go, and his lack of cultural ? was cited as a reason, this sent a powerful signal that the cultural values of the company were important. RESULTS The nature of Pizza Hut’s business makes it very difficult to make causal links between the change in culture and changes in its business. For one thing, the main determinant of Pizza Hut sales is new product launches, somewhat orthogonal to culture as a sales determinant. For another, as a result of the spin-off, Yum! had been burdened with a hug e debt and was in the process of selling off its company-owned restaurants. This undoubtedly mpacted morale, potentially slowing the impact of culture change, and it may have skewed the same-store sales averages of the remaining restaurants, obfuscating the impact of culture. These points notwithstanding, during the ? rst four years of its culture change, Pizza Hut experienced record highs in same-store sales and a record low in restaurant manager turnover. In the ? ve years, from mid-1997 to mid-2002—when Pizza Hut was led by president Mike Rawlings, a time at the heart of the change in culture—same-store sales growth rose 19 percent, overall operating pro? doubled and margins improved to record highs. While these results may not have been caused directly by the change in culture, they were certainly consonant with it. ‘‘Founder’s Survey’’ results show strong belief in company leadership, commitment to and belief in the brand, and stro ng execution of the values at all levels. At the least, the changes in culture provided a strong foundation for and enablement of high performance. The management practices at PepsiCo and Yum! had a signi? cant impact on the cultures created in each organization. In a hologram, any fragment encapsulates the essence of the whole. Interpretations of a single management practice need to be consistent with the interpretation of other 327 Measurement ‘‘What gets measured, gets done,’’ is one of the oldest maxims of business. But when you’re trying to change a culture and using values to do it, what do you measure about the culture? Yum! answered this question in two ways. First, it created the ‘‘Founder’s Survey,’’ an annual company-wide survey that measured the company on its adherence to the ‘‘How We Work Together Principles. ’ All employees, except restaurant managers, were invited to participate, with participation rates in the mid-80 percentages. Results could be broken down by function and by levels, providing a picture on how different parts of the company perceived the company’s commitment to the culture. Managers were then required to come up with action plans for those areas where results were less than satisfactory. Second, Yum! created values-focused, 360-degree performance reviews, which were eventually pushed to the restaurant manager level. Individuals were held accountable for how they lived the values. When the chief management practices. Top managers at Yum! had the capacity to envision and enact a culture that inspired intense loyalty, strong commitment, increased productivity, and even greater pro? tability. To achieve consistency at Yum! and differentiate Yum! from PepsiCo, Yum! ’s top managers developed practices that were consistent with its culture. Cultural anthropologists for decades have studied the behaviors of members of numerous tribes. While each tribe might worship different ‘‘gods,’’ the behaviors of tribe members can be described using four concepts, all starting with the letter ‘‘T’’: Totems are things that are worshipped or prized; taboos are practices used to control or punish deviant behaviors or those not sanctioned by the tribe; traditions are practices that have been passed down through generations to preserve the status quo, and transitions (or rites of passages) are practices that serve to indoctrinate new members into the culture of the tribe. We summarize the differences in these four T’s between PepsiCo and Yum! n Table 1. Corporations have spent considerable amounts of money in response to consultants’ seductive promises of easy cultural change. Some managers have sought to replicate the strong cultures of successful companies, while others have tried to engineer commitment to a culture, in the hopes of increasing loyalty, productivit y, and/or pro? tability. Unfortunately, culture is rooted in the countless details of an organization’s life. How decisions are made, how careers are TABLE 1 Yum! Brands YUM! VERSUS PEPSICO: COMPARISON OF CULTURAL ARCHETYPESa TOTEMS Focus of attention: TABOOS Results without values ‘‘Quick hits’’ TRADITIONS Recognition TRANSITIONS Pizza ‘‘certification’’ and other ‘‘boot camps’’ for making products Becoming a ‘‘founder’’ Restaurants Team players Operations/marketing partnership Focus on people Effective operations Division interdependence Retail mentality Financial results Values without results Individual stars Lack of upward mobility Marketing is king Long-term projects without short-term results Not making a plan Coaching Restaurant General Manager is #1 Values driven Specialization PepsiCo People career Quarterly financial planning results review Move up or out Cross-functional rotations to build general managers Strong brand mentality Making a plan Division independence Wholesale/distribution mentality a This table is not meant to be a de? nitive anthropological statement. Rather, it represents perceptions of the differences between Yum! and PepsiCo corporate cultures. Note as well, that Yum! ‘‘traditions’’ tend to be founding behaviors and values created at its spin-off and continuously reinforced in systems, processes and leadership communications over its existence. 28 ORGANIZATIONAL DYNAMICS managed, how rewards are allocated—each small incident serves to convey some aspect of the organization’s culture. The founders of Yum! did not want to create a culture that perpetuated their own values and sense of immortality and stayed away from quick ? xes. What is the soul of Yum!? First, forget the numbers. Internal competition end s up making people less committed, creative, and caring. In the restaurant business, the lack of these three C’s leads to poor customer service, which ultimately affects store pro? tability. Second, people need appreciation. Big cheeses and other tokens of appreciation for talented high performers are an integral part of maintaining a strong culture. 329 SELECTED BIBLIOGRAPHY For selected works on corporate culture and its impact on organizational performance, see Harrison Trice and Janice Beyer, The Cultures of Work Organizations (Prentice-Hall, 1993); Joanne Martin, Cultures in Organizations (Oxford University Press, 1992); Edgar Schein, Organizational Culture and Leadership, 2nd ed. (Jossey-Bass, 1992); Jackie Freiberg and Kevin Freiberg, NUTS! Southwest Airlines’ Crazy Recipe for Business and Personal Success (New York: Bard, 1966); James Higgins and Craig McAllaster, ‘‘Want Innovation? Then Use Cultural Artifacts that Support It,’’ Organizational Dynamics, 2002, 31, 74–84; Jeff Kerr and John Slocum, ‘‘Managing Corporate Cultures through Reward Systems,’’ Academy of Management Executive, 1987, 1, 99–108; and Jennifer Chatman and Karen Jehn, ‘‘Assessing the Relationship Between Industry Characteristics and Organizational Culture: How Different Can They Be? ’ Academy of Management Journal, 1994, 37, 522–553. Barry Mike is vice-president, internal communications, for the investment management ? rm T. Rowe Price. He previously spent seven years as director, internal communications at Pizza Hut. During his tenure there, he helped communicate his way through three presidents, one spin-off, one major restructuring, a downsizing, and a major culture shift. He has also worked closely during his career with the chairmen of Digital Equipment Corporation and Bell Atlantic. Mike’s educational background includes two master’s degrees as well as completion of his course work for a Ph. D. in Sociology from the University of Pennsylvania. In May 2001, he received his M. B. A. with honors from the Executive M. B. A. program at the Cox School of Business at Southern Methodist University (SMU). John W. Slocum Jr. holds the O. Paul Corley professorship in management at the Cox School of Business, Southern Methodist University. He serves as the co-director for SMU’s Corporate Director’s Institute and is chairperson for the management and organizations department at the Cox School. He is the author of more than 24 books, over 130 articles, and has worked as a consultant in the human resources area for many Fortune 500 companies, including Lockheed Martin, IBM, and Aramark, among others. Currently, he is co-editor of the Journal of World Business, Journal of Leadership and Organizational Studies and associate editor of Organizational Dynamics. 330 ORGANIZATIONAL DYNAMICS

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Sanaa is known for its sand and dust storms which results in problems and crop damages. It is also known for its limited natural fresh water which leaves the country in an in sufficient supplies of potable water. Sanaa has a population of 1. million people. Jews are the oldest non Muslim minority that has emigrated to Sanaa, however, the dominant religion is Islam. Majority of the population are Muslims. Other religions in Sanaa is Christianity (Christians) and Hinduism (Hindus). Religion in Sanaa, Yemen reflects the culture and society of Yemen. Sanaa is famous for having many man-made trades including jewelry, silver, kinds of Jambia, copp er containers and agricultural tools that can be founded in the Sanaa Market. The Sanaa Market is located in the old city of Sanaa which Im going to talk about later on in the paper. The market contains a set of small shops open in the ground floor which overlooks narrow streets. Each shop is only few square meters. Today, the Sanaa Market is still as popular as before. Each trade or  goods has a special sub-market for it that the number of the sub markets are 24. All these sub markets are joined now in one name, which is Souq Almelh or Melh Market. As the capital city of Yemen, 40% of jobs in Sanaa are in the public sector. Other primary sources of formal employment in the city are trade and industry. Each county or a city is famous in its own way of diet and food. Yemenis eat three times a day at home. Generally, there is an early breakfast of sweet tea with bread made of sorghum, wheat, or barley. Dinner includes a porridge prepared from fenugreek with meat, eggs, vegetables, herbs, and spices, which is served hot in a stone or clay bowl, a light supper consists of vegetables or dates. Lentils and peas are traditional staples in addition to sorghum. At special occasions and celebrations, guests are served a roasted or boiled meat from goat or sheep with rice. In town and villages it is served with side dished of roasted or fried eggplants and mixed green salads. As for desserts, they serve fruits or custard with raisins and grapes. Sanaa has more than 50 mosques, five of the fifty has domes and others with minarets. The most important mosque is the Great Mosque which was built during the life of Prophet Mohammad and ordered by him in the 8th year of Hejra. which are not less beautiful or wonderful with respect to the style of minarets, domes and artistic embellishments. Sanaa is considered one of the Islamic historical towns in Yemen because it has the Old City of Sanaa which is a wonderful place of old architecture. The old city of Sanaa is one of the nicest cities in the Middle East and the Islamic countries. After the city got developed, they built a fence all over the city. The city had a for in it on a high area. Under this area are the markets and the great mosque of prophet Mohammad. The planning of the city is quarter-based. However, building are built to be next to each other in a close distance. Each quarter of the city has a mosque and a garden that provides its people with vegetables. The city has a big gate that serves as an entry gate. it was built about 1000 years ago and it is called (Bab Al Yemen). Sanaa has the highest mountain in the Middle East which is the mountain of the Prophet Shueib. This mountain is 3766 meters above the sea level. The best quality of Yemeni coffee and grapes can be found there. It also has the most beautiful village in Yemen which is Al-Hajara. Sanaa city is broadened in the horizontal and vertical directions. The old architecture of Sanaa has much of ornamentations existing in a variety of forms and percentages such as fences, mosques, the masses of towers, baths, samsaras, markets, schools and mils. These forms makes Sanaa a live city that meets a persons basic requirements. A person or a group can form immortal architectural heritage which reminds us of the Hymiarites (Hymiarite Kingdom) led architecture. One of the building I am talking about is still there since about seven centuries. Houses in Sanaa are marked by their advanced structural style. Their construction reflect high level of welfare, attraction and beauty. The upper floors are built with bricks, and each floor is separated from the other with a well designed belt. Museums are also a part of Sanaa. It has two important and interesting museum. The National Museum, and the Military Museum. The National Museum was built on 12 October 1987. Its rooms contain many important archeological treasures. It has more than 17 thousand diverse archeological pieces dating back to different historical ages. This begins from the age of the past history and ends in the current age. Second, the Military Museum. It is located in Tahreer Square, and it dates back to the second half of the 19th century after Christians Osmanis built it in their second rule in Yemen. It exhibits historical treasures such as primitive weapons, inscriptions, manuscripts, photographs and portraits. The latter are related to the military history that is why they call it the Military Museum. Cultural institution in   Sanaa takes a role also. Sanaa has five different universities consisting of a large number of different facilities. It has the most important university in Yemen The Sanaa University which was established in 1970 as the first and the primary university in the Yemen Republic. Other universities that are located in Sanaa between the private and government universities is the University of Science and Technology, Al-Eman University, Saba University which was named after Queen Saba, and Queen Arwa University. The most important monument in Sanaa is Dar Al-Hajar or the Rock House which located a few kilometers from Sanaa. Any tourist that wouldnt visit has missed it because not seeing Dar Al Hajar is not seeing Sanaa. Most of the visitors forgets visiting this fantastic artistic place. The typical Yemeni architecture is what really makes the building so special and appealing. The palace was built as a summer residence by Imam Yahya in the 1930s. As for the political life in Sanaa it is just like the country. Yemen have entitled a presidential republic and a multiparty parliamentary democracy. The parliament consists of the House of Deputies and an appointed Upper Chamber, or Senate. A president is elected for a five year term and the current president of Yemen Republic is General Ali Abdullah Saleh. He have been ruling the country ever since he won his last campaign in 1999 and that is 12 years of presidency. The Yemeni constitution guarantees the political rights of its women, however, gender inequality is generally widespread in Yemen. In conclusion, Sanaa City is the historical and capital City of the Republic of Yemen. It is one of the most wonderful historical cities in the world and the middle east . Its important because the whole city has a one of a kind architecture that serves as being a live museum to other countries and tourists.

Australian Indigenous and Non-indigenous Health Issues

Australian Indigenous and Non-indigenous Health Issues Introduction: The aim of this paper is to compare and contrast the health issues of Australian indigenous and non-indigenous people. It will also provide an overview of comparison of with Australian immigrants and the strategy used to close the gap between indigenous and non-indigenous people will be summarized. In this paper the contribution of non-indigenous people, which include all the communities such as Europeans and religious based organizations, to the current conditions of Australian aboriginals regarding current health issues and psychological concerns will be discussed. In other words it will show how the health of indigenous people is disadvantaged in relation to non-indigenous population. The health issues of Australians indigenous people will be compared with indigenous people of other countries. Health promotion strategies used to improve the health outcomes in aboriginal community will be identified and some other interventions will be proposed. Closing the gap: There is a gap of health and life expectancy between indigenous and non-indigenous people of Australia and some of the aboriginal communities experience unacceptable levels of disadvantage in living standards. It is unquestionably assured that the health of Indigenous people after the trauma of colonisation, has been significantly under threat. To achieve a significant improvement in health status of Indigenous Australians, a campaign is built by an Australian government which is called ‘Closing the Gap’. It was approved by Australian Government in 2008 in response to social justice report 2005. According to this strategy, Council of Australian government has six set targets to achieve in particular time frame that are related to life expectancy, health, housing, employment, education and early childhood development in aboriginal people. In other words ‘closing the gap’ strategy is an effort of the government to engage with indigenous community and help them to find effective solutions to the withstanding issue and change their living condition to maintain health. Mortality and morbidity rates among indigenous and non-indigenous Australians: There is an unacceptable gap in health status between indigenous and non-indigenous Australians. Aboriginal community in Australia faces the poor health status than other Australians mainly due to the lack of equal access to primary health care which affects their health outcomes negatively. The death rate in indigenous people was 1.9 times higher than non-indigenous in 2006-2010. Estimated life expectancy of aboriginals who were born in 2005-2007 was around 11 years less than non-indigenous people. The death rate of indigenous people due to cardiovascular disease was 1.7 times higher than for non-indigenous in 2006-2010 and in following two years 1.6 times of aboriginals were admitted to hospitals for heart diseases than other Australians. The rate of indigenous people who suffered and died because of cancer was higher in indigenous community as well. The prevalence of other diseases such as diabetes, respiratory disorders, kidney problems and eye or ear health issues is higher in i ndigenous people versus non-indigenous population. In respect to communicable diseases, indigenous people suffered from tuberculosis, hepatitis C, and influenza 11.1, 3.6 and 20 times respectively higher than non-indigenous people in the time period of 2005-2011. Comparison of health issues with Australian Immigrants: In shaping Australian society, immigration has been a major factor who represent one quarter of the population of Australia. Most of the Australians who are born overseas have risk factors for a lot of long term health conditions such as respiratory diseases, cardiovascular conditions and lung cancer. According to Australian institute of health and welfare the health behaviors of concerns for immigrants are less exercise, be obese, unhealthy diet and more likely to smoke. Recent immigrants from under developed countries are likely to have tuberculosis, Hepatitis B, parasites disease, malaria and leprosy which might means that their health outcomes is poorer than indigenous people in Australia. Inadequate vaccination, vitamin D and nutritional deficiency, dental diseases and infectious diseases are commonly found in Australian immigrants. People from Asian background especially Chinese and Indian have high chances of developing coeliac diseases. Large amount of Immigrants from United Kingdom and Ireland suffer from lung and breast cancer. Due to low rates of Pap smear testing in Asian women there are high chances of cervical cancer. Immigrants from Southern Europe and North Africa had high diabetes mortality rates. Africa born Australians are known to suffer with high rates of active tuberculosis, especially in the first year of migration, than Australian indigenous and non-indigenous people. Refugees are known to have poorer health than other immigrants. They have shorter life expectancy than indigenous people in Australia. Poor mental health, post-traumatic stress, grief, infectious and communicable diseases are some of the common concerns in Afghani refugees immigrants. On the other hand there are some overseas born Australian who has less mortality rates than people born in Australia like Vietnams have 50% lower rates, Chinese 30 % and Italian 13 % lower rates. However immigrants from UK, Germany and Ireland have similar rates of mortality as Australian born people. Effect of colonization on indigenous community: Psychological and physical health, social position and economic situation of aboriginal people deteriorated significantly after the colonization of Australia. Due to European colonization their traditional spiritual beliefs which were their identity started disappearing. Trying to adjust in a new lifestyle which was different from their way of life was stressful. European people at the time of arrival in Australia did not even consider indigenous people ‘human beings’ or equal to them. They moved aboriginals to those areas where natural resources were insufficient. Living in a poor condition away from their land affected their life mentally as well as physically. A lot of actions of European people affected psychological health of indigenous people. Aboriginal people were moved to reserves and they were not allowed to practice their own culture or speak their language. Their children were taken away from them to teach them European lifestyle in institutions where they lost their language and cultural identity in order to adopt new cultural values. Aboriginal people suffered a trauma of stolen generation as a result of assimilation policies of the Australian government that had direst relevance to the psychological issues of Australian indigenous. European colonization, family separation, loss of culture and land and racism are the main factors contributed to poor health and other issues in Australian aboriginal people. The social and cultural trouble experienced by Australian Aboriginals has had an intense effect on Aboriginals mental well-being. Indigenous Australians have had decades of transformations forced on them. Majority of indigenous people were facing poor living condition, unemployment and poverty which affected their overall health and well-being that resulted in chronic stress. Within few weeks of colonization aboriginal people start suffering from disease, like smallpox, that European people bought in Australia and it was one of the most immediate consequences which killed 50 % of aboriginal population. Introduction of a lot of diseases, loss of land and food and water resources, stolen generation and violence reduced their population by 90% in following years. Aboriginals were thousands in number before colonization but after that their number dropped down really quickly due to which they lost their culture and history. The health status and wellbeing of indigenous people was affected greatly by colonization and it still has a significant part in their health outcomes. Today diabetes, infectious diseases and renal failure are wide spread conditions in indigenous people which are linked to colonization somehow. Eating habits and life style of indigenous people is considered healthier before the colonization due to which they did not have all these epidemic diseases. They were physically strong even though they must have had some health concerns but the new and disrupted lifestyle worsens their health. Due to poor social and emotional health aboriginal people had to face disadvantage and poor outcomes lead them to intergenerational trauma. To deal with the symptoms of this trauma most of them adopted alcohol and substance abuse which according to them was a quick and short term solution. Alcohol and substance abuse and use to illicit drugs were one of the most negative impacts that European colonization has bought to indigenous Australians. Comparison of health in Indigenous people in other countries: Experiences of loss of traditional roles, a history of conflict and dispossession and failed assimilation are not isolated to indigenous Australians but have been experienced by indigenous peoples of other countries like who have been colonized. The history of Indigenous Australians is similar to the Indigenous populations of Canada, New Zeeland and the United States. Traditional life of Indigenous cultures was affected by the arrival of European settlers. It is unquestionably assured that the health of all aboriginal people around the world, after the trauma of colonization, has been significantly under threat to better maintain health. Out of all these countries, Canada, the United States and New Zeeland have somehow managed to improve the health status of indigenous communities but Australian aboriginal people are still suffering from worse condition. (Comparing aUstralian and conadian) As it has been established that health can be a reflection social determinants, it would be fair to say that the social status and relations of international indigenous people are further along than Australia. Canada, New Zealand and the United States all have specifically designed treaties of political, legal and cultural significance which were designed in consultation with the Indigenous people that have established indigenous and nonindigenous relations with ‘governments using treaties and treaty-making as part of a wider approach to developing a better relationship with and addressing the socio-economic problems of indigenous peoples’. The United Nations has estimated that there are about 370 million Indigenous people in the world today living in at least 70 countries (Secretariat of the Permanent Forum on Indigenous Issues 2009). An estimated seven million of these people live within the high income countries of the United States, Canada, Aotearoa New Zealand and Australia. These four nations share a colonial history associated primarily with the British that commenced between 400 and 500 years ago in the Northern hemisphere (US, Canada) and just over 220 years ago in the Southern hemisphere (Australia, Aotearoa New Zealand). Despite the vast difference in time and place, familiar stories of the colonisation experience and its lasting impact on the health status and challenges faced today in striving for recovery emerge as a shared legacy of unfinished business. Profound health and social inequities persist between Indigenous and non-indigenous populations of all four nations, as this paper and other evidence documents extensively.( Artilce ) https://www.lowitja.org.au/sites/default/files/docs/AustIndigneousHealthReport.pdf Health Promotion strategies and their effectiveness: Additional Interventions: A health impact assessment of the current governments Northern territory Emergency Response (NTER) points out that the Aboriginal understanding of health as having f ive dimensions ‘cultural, spiritual, social, emotional and physical-within which are a number of layers that ref lect historical, traditional and contemporary inf luences on health’ (O’Mara 2010,p.547). It is needed that Indigenous people have greater control over these dimension of their daily lives in order f or the indigenous disadvantage to be improved (Maddison 2009). O’Mara, P 2010, ‘Health Impacts of the Northern Territory Intervention: Af ter the Intervention Editorial’, The Medical Journal of Australia, vol .192, no.10, viewed 8 October 2010, pp.546-548, http://www.mja.com.au/public/issues/192_10_170510/oma10307_f m.pdf . Brennan, S, Behrendt, L, Strelein, L Williams, G 2005, Treaty, The Federation Press, Sydney, NSW. In conclusion, it is clear that indigenous people are disadvantaged in relation to non-indigenous people’s health care. Health standard of indigenous people is not equally the same with non-indigenous people. The current disparity between the health of indigenous and non-indigenous people could be reduce by access and equity in health care, greater connectivity between indigenous people and their advocates, cultural sensitivity and cultural saf ety in all health care practices, community self -determinism and self empowerment on the basis of capacity building, public recognition of the unique needs and sensitivities of indigenous people, public awareness of the implications of environmental degradation and globalisation on indigenous people, and reconciliation with other people of the world . In order to promote Indigenous health in Australia, governments must work cooperatively with Indigenous elders and communities, in order to achieve effective results. http://scu.edu.au/schools/nhcp/aejne/archive/vol3-2/lmacervol3_2.html

National Parks By Visitor Management Tourism Essay

National Parks By Visitor Management Tourism Essay The recreationists who visit and enjoy the planets protected natural areas cause serious ecological damage to the very lands they enjoy. To maintain ecosystem integrity, park managers must increasingly focus on recreation management as a vital part of their jobs. Managers agree on the importance of pursuing objectives using the least cost mix of tools. To make this choice wisely, the efficacy of various tools in influencing recreationists behavior must be assessed. Natural resource managers often confront the dual objectives of encouraging recreation while simultaneously preserving the ecosystems they manage. Unfortunately, human behavior often degrades natural processes. To maintain ecosystem integrity, park managers must increasingly focus on recreation management as a vital part of their jobs. The choice of recreation management strategy requires that objectives be delineated and that the efficacy of the many tools at their disposal be evaluated. Visitor management in parks, wilderness and other protected areas requires information about visitor environment interactions and, particularly, the distribution and flow of visitors in space and time. Such information is usually sketchy and based largely on the verbal reports of visitors. Many of the worlds natural parks, wilderness areas and other protected areas are established for the dual purposes of ecological preservation and recreational use. Managers of such places must balance visitor use and environmental protection. Regardless of the balance selected, policy development and implementation requires fundamental information about visitors, their needs and wants, the impacts of their visits, and their distribution and flow in space and time. While well-established protected areas in developed countries often receive large numbers of visitors, newly established ones can struggle to attract them. This is especially so in some developing countries, where protected areas often depend on tourism income, and the number of visitors may be too low to provide even a small portion of the necessary income to run the park. Therefore strategies to manage the problems of large numbers of visitors in some protected areas often need to be complemented by other strategies designed to attract them to other areas. Managers have at their disposal a wide array of strategies to manage the impacts of park tourism. Their choice will be determined by any restrictions that legislation or agency policy places upon them, by the efficiency and appropriateness of the management strategy, and the resource implications. The main features of these strategies to control, influence and mitigate visitor impacts are described below. There are four strategic approaches which can be used to reduce the negative impacts of visitors on protected areas: 1. Managing the supply of tourism or visitor opportunities, e.g. by increasing the space available or the time available to accommodate more use. 2. Managing the demand for visitation, e.g. through restrictions of length of stay, the total numbers, or type of use. 3. Managing the resource capabilities to handle use, e.g. through hardening the site or specific locations, or developing facilities. 4. Managing the impact of use, e.g. reducing the negative impact of use by modifying the type of use, or dispersing or concentrating use. Literature review: The requirement of Environment Canada, Parks mandate to protect heritage resources and to facilitate visitor use of those resources has not been met in park management plans or operations. Care of the physical, biological, and cultural heritage resources led Parks Canada to develop objective data about natural resources within park boundaries but minimal data about the dimensions and nature of human use. Park planning reflected a protection bias with the result that issues related to the mix of opportunities, activities, services and facilities were not well analyzed or taken seriously. In practical terms, management action in national parks suffered. Facilities were badly located and sometimes too large or too small. Managing the tension between the resource and the visitor requires that park visitors and their activities be treated seriously. This requirement has led to the development of the Visitor Activity Management Process (VAMP). The advent of VAMP represents a fundamental change in orientation in Parks from a product or supply basis to an outward-looking market-sensitive one. Traditionally, park agencies have utilized a product orientation to visitor activity planning and management. Park planners and managers, believed their primary task to be providing facilities, services and programs which they consider to be most appropriate, as efficiently as they are able. This approach involves deciding what the public wants and how the park agency can best provide for visitor and local wants. The resulting facilities, services and programs are offered to the public with the hope that they will be utilized. Ensuing management then becomes operation-orientated, focusing on the facility or resource being offered rather than on the recreation experiences or benefits provided. Natural resource information is collected through the Natural Resources Management Process and is assessed to identify resource opportunities and constraints. The inclusion of such information in VAMP is important because it helps achieve integration between visitor use and resource protection. From the recently revised US National Park Service (NPS) Management Policies, provides a strong mandate to guide recreation management decisions in protecting park resources and values at some 375 parks. This policy guidance recognizes the legitimacy of providing opportunities for public enjoyment of parks. However, the Management Policies also acknowledge that some degree of resource impact is an inevitable consequence of use and direct managers to `ensure that any adverse impacts are the minimum necessary, unavoidable, cannot be further mitigated, and do not constitute impairment or derogation of park resources and values (NPS, 2001). Most protected areas internationally operate under similar mandates. Success in achieving an appropriate balance between recreation provision and resource protection mandates requires professional management of park natural resources and visitor use. Managers must have the ability to assess and find out visitor impacts and determine what their acceptability with respect to park management objectives is. Objective of the research: National Park Service lands are administered under dual legal mandates requiring managers to achieve an acceptable balance between resource protection and recreation provision objectives. While some degree of environmental degradation is inevitable, managers are challenged to develop recreation resource management policies that can preserve environmental conditions and processes, while sustaining high quality recreational experiences. Recreation ecology knowledge can assist managers in this challenging task by providing procedures to monitor resource conditions and evaluate the effectiveness of management actions. Provisions of (physical) facilities in recreational areas often have a double purpose. They offer service to the visitors, but their primary purpose might equally be as management actions with the purpose of limiting impacts on the natural environment. Research in the outdoor recreation field shows that land managers usually are more sensitive to ecological impacts from recreation than are the visitors. 1. How do the two groups judge the need for facilities? 2. Which management actions are regarded as good or acceptable tools in order to repair or minimize impacts? 3. How we can apply visitors management tools to integrate protection and use of national parks and facilities at the same time? Methodology: This project will utilize both quantitative and qualitative data collection tools, but is rooted in a qualitative method. It means combination of quantitative and qualitative method but rely on qualitative one. Data collection will consist of primary data and secondary data. In secondary data collection, using of magazines, books, articles, journals, internet, websites and conferences papers are common ways and primary data can be gathered by: communication methods and observation methods such as interview and questionnaire. Expected benefits to the society: Protected areas provide opportunities for visitors to develop a sense of perspective, to begin to appreciate that the past played an important role in shaping the present, and to understand that what we now hold dear came because others before us made sacrifices, were worried about the future or were simply far-sighted. Parks are thus highly valued for their opportunities for these experiences. The potential pressures that tourism may place on cultural resources are significant, yet such tourism is highly dependent on maintaining the integrity of the site. National parks and protected areas provide important reserves for biological habitats, ecological processes, pure air, clean water and individual species. These functions serve the important role of providing the security that cultures need for maintenance of natural processes important to the survival of human life. National parks and protected areas provide critical habitats for humans to enjoy, appreciate and learn about natural processes.