Analysis Of The Novel Asterios Polyp Color - 1522 Words

Color is commonly used in various art forms as a way to represent feeling and symbolize a greater meaning than a written text or black and white shading could. In David Mazzucchelli’s graphic novel Asterios Polyp color is used to express both emotion and time through his use of the printer primary colors, cyan, magenta and yellow. Because of Mazzuccehlli’s use of color and the abstract form of his comic panels, his comic is considered an alternative comic. Breaking the barriers of what readers are familiar with when it comes to the aesthetics of a comic, while at the same time being able to make it not seem vastly unfamiliar. Asterios Polyp takes the reader to a whole other world as they are navigated through the mind and memories of Asterios by narration from his dead twin brother. Similar to Mazzuccehlli, Paul Thomas Anderson incorporates meaning through color in his film Punch-Drunk Love (2002). In this essay I will compare the use of color in both Asterios Polyp and Punch-Drunk Love with regards to its significance in both, and how form is used to express both emotion and time. With regards to form, I will focus on the Mazzuccehlli’s eccentric panel distribution and the variation of space in between the panels, which separates it from most comics. Anderson’s film alike separates itself from the classic romantic movie form through both its plotline and cinematography. Had either Mazzuccehlli or Anderson not incorporated the symbolism of color within their works, I feel

The Effects Of Uncontrolled Diabetes in the Heart Kidneys

Uncontrolled diabetes can affect nearly every organ of the body; of which, heart disease and kidney failure are most commonly impacted. Known as diabetes mellitus, a collective term for various blood abnormalities, the term diabetes refers to either a scarcity of insulin in the body or the body’s inability to accept insulin. Though the symptoms of diabetes are manageable, many are unaware as to having it. According to the CDC report â€Å"2011 Diabetes Fact Sheet,† approximately 6 million people in the United States have undiagnosed diabetes. Undetected, diabetes can become deadly. In a recent World Health Organization report â€Å"Diabetes Action Now: An Initiative of the World Health Organization and the International Diabetes Federation,† it†¦show more content†¦Hyperglycemia is a very serious risk for heart disease and strokes. Complications from hyperglycemic diabetes may include coronary heart disease (CHD), heart failure, stroke, arrhythmias, or e ven death. High blood glucose (sugar) levels over time can lead to excess fatty deposits on the insides of your blood vessel walls. These deposits often affect blood flow, which increases the possibility of blood vessels clogging and/or hardening. As a result, this leads to heart disease. Furthermore, those with diabetic heart disease (DHD) may have less success with heart disease treatments, such as angioplasty or artery bypass grafting. â€Å"The common clustering of these risk factors in a single individual has been called the metabolic syndrome.† (Scott 1134) Uncontrolled diabetes, the biggest contributor to heart disease, is almost four times higher for adults than those without diabetes. The best way to prevent diabetic heart disease is to control it by way of reducing the risk factors through diet and lifestyle changes. However, due to the United States’ aging population, along with an increasing prevalence of obesity, diabetes is on the increase. Of the approximately 313 million population count in the United States, 97 million adults are overweight or obese. â€Å"Both excess body fat and physical inactivity predispose to type 2 diabetes. Several ethnic groups are particularly susceptible to Type 2 diabetes† (Scott 1134). Hispanics, blacks,Show MoreRelatedThe Treatment Of Pancreatic Transplants1251 Words   |  6 Pagesdisease. The increasing numbers of people with diabetes is cause for concern. In some cases diabetes can be prevented but in others its more about genetics; but with many medical advances patients have a better chance for survival. With advancements in surgical procedures pancreatic transplants are improving as well as the increased odds of curing Type 1. 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Diabetes also called diabetes mellitus is a metabolic disease in which the body’s inability to produce any or enough insulin causes elevated levels of glucose in the blood (Google, What is Diabetes). There is three type of diabetes, Type 1, Type 2 and gestational diabetes. Type 1 is mostly seen in juvenile, where they becomeRead MorePathophysiology And Pathophysiology Of Diabetes Mellitus Type 21474 Words   |  6 PagesPharmacology of Diabetes Mellitus Type 2 Type 2 Diabetes is a chronic condition that millions of people around the world suffer from. It is related to the hormone insulin, which is secreted by islet of Langerhans cells in the pancreas, it regulates the level of glucose in the bloodstream and supports the body with breaking down the glucose to be used as energy. When people have diabetes, the body doesn’t produce enough insulin or cells don’t respond to the insulin that is produced. Type 2 diabetes is one

Hard Rock Operations Management and Productivity of the Staff Essay Example For Students

Hard Rock Operations Management and Productivity of the Staff Essay OPM300-INTRO TO OPERATIONS MANAGEMENT The Hard Rock Cafe (HRC) has become such a successful business due to the business aspect being adequately managed operationally. Since the first HRC opened in 1971, the household name has continued to expand and succeed. How has a small pub that originated in London, England become one of the most successful enterprises around the world? Hard Rock has over 166 venues in more than 52 countries around the world, including 133 cafes and 14 Hotels/Casinos. The purpose of this paper is to discuss how the ten decisions of operations management is applied at HRC and how the productivity of the kitchen and wait staff is determined. Service and product design: Hard Rock Cafe started with a simple design. In the 1970s rock and roll was at its peak in the music world, so what better design than an electric guitar with the words Hard Rock written across. The products and services provided at that time were those of a traditional London pub. Customer requests depicted what services to offer and provide at the first Hard Rock Cafe. Quality management: It’s unique how Hard Rock Cafe defines quality within their properties. They do this by conducting numerous surveys to get an honest assessment from whom else but their number one priority, the customer. They pride themselves on quality from the music, food, and atmosphere. Their surveys are on a scale from 1-7, and anything less than a 7 is considered a failure. Their menu will change according to customer surveys and feedback. They expand their menu to change with the times and to fulfill customer recommendations accordingly. Process and capacity design: The process and capacity design is what drives the decision of the locations of their facilities. HRC creates products in an efficient manner, by analyzing them for cost effectiveness and by labor requirements. HRC analyses the whole production process from purchasing food ingredients, to preparing the food, and to serving the food. They ensure their process and capacity design creates a quality meal and dining experience for each and every one of their customers. Location: HRC has always catered to high tourist cities and destinations. In most large cities around the world you can find a Hard Rock Cafe. Making sure that the location of the operation will have the most exposure for the services that are being provided. Demographics play a vital role in the support of the product being provided. For example Universal Studios Orlando is visited by millions of tourists annually. When HRC decided on Universal Studios as one of their sites, they included in the process on how to accommodate for tourists and locals that filter thru the theme park daily. HRC decided to add state of the art lighting, tall standing pillars, and a stage for concerts at Hard Rock live that accommodates 3,000 people. Their design was that of the Roman Coliseum made of rock pillars. There are over 400 employees at HRC Orlando which include, wait staff, cooking staff, maintenance staff, and management. Once the facility was complete, the Hard Rock Cafe in Orlando stood as the largest HRC in the world and serves more than 3,500 meals daily. Layout design: Like many franchise restaurants, HRCs are based on a set of templates or blueprints, which are chosen based on available space, expected traffic levels and customer flow. However, some of the properties are designed to be unique to fit into the surrounding architecture, or to stand out. At a minimum, the design should not interrupt the flow of customers as they enter and exit the facility. The typical location has an interior layout which includes a customer service counter with host or hostess, a bar, a lounge area, and a food preparation area. Human resources: Hard Rock strives to make the work environment an enjoyable one. HRC ensures an adequate amount of employees are hired for maximum productive, while minimizing strenuous work duties and tasks for employees. Employees are expected to produce only within attainable means. .u073fc6962d52c8dff57fb3d5ba07c257 , .u073fc6962d52c8dff57fb3d5ba07c257 .postImageUrl , .u073fc6962d52c8dff57fb3d5ba07c257 .centered-text-area { min-height: 80px; position: relative; } .u073fc6962d52c8dff57fb3d5ba07c257 , .u073fc6962d52c8dff57fb3d5ba07c257:hover , .u073fc6962d52c8dff57fb3d5ba07c257:visited , .u073fc6962d52c8dff57fb3d5ba07c257:active { border:0!important; } .u073fc6962d52c8dff57fb3d5ba07c257 .clearfix:after { content: ""; display: table; clear: both; } .u073fc6962d52c8dff57fb3d5ba07c257 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u073fc6962d52c8dff57fb3d5ba07c257:active , .u073fc6962d52c8dff57fb3d5ba07c257:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u073fc6962d52c8dff57fb3d5ba07c257 .centered-text-area { width: 100%; position: relative ; } .u073fc6962d52c8dff57fb3d5ba07c257 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u073fc6962d52c8dff57fb3d5ba07c257 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u073fc6962d52c8dff57fb3d5ba07c257 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u073fc6962d52c8dff57fb3d5ba07c257:hover .ctaButton { background-color: #34495E!important; } .u073fc6962d52c8dff57fb3d5ba07c257 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u073fc6962d52c8dff57fb3d5ba07c257 .u073fc6962d52c8dff57fb3d5ba07c257-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u073fc6962d52c8dff57fb3d5ba07c257:after { content: ""; display: block; clear: both; } READ: Vocabulary for art history EssayThe employee to production ratio is always balanced and has a constant oversight. Supply chain management: Managing supplies is a challenge in itself. A lot of the restaurant industry is outsourcing to get most of their supplies from vendors as its cost efficient. Most of the memorabilia and souvenirs come from vendors to maximize inventories and stock while minimizing cost. The available inventory of items and supplies is dictated by the number of sales. HRC uses various formulas to compute what portions or items are to be available by calculating sales on a daily, monthly and annual basis. Inventory management: Inventory management is primarily specifying the amount and the usage of goods. Management of supplies is essential to protect the normal course of consumption and production against unexpected disturbances such as running out of materials. Inventory management is also the process of forecasting inventory, future inventory cost, and available space for goods and on demand replacement of goods. Balancing these areas of requirements enhances and ensures optimal inventory levels of productivity. Scheduling: Employee scheduling is an essential part of the everyday business process. Within the scheduling process they evaluate factors such as approved employee requests, hours of availability, normal business hours, the business needs, shift trades, sick days, emergency leave, etc. HRCs prides on creating a work schedule that fits employee needs to create a suitable work environment which contributes to enhanced productivity. Shift scheduling is a strategic challenge that requires adequate time, experience, and solutions to manage the task. Maintenance: Maintenance is mostly outsourced to private contractors. Some of the hotels and casinos have maintenance departments directly on their property. Maintenance involves fixing and troubleshooting any sort of mechanism or electrical device should it become out of order, broken, or not operating properly. The larger properties have maintenance departments that provide 24 hour support. They are responsible for performing routine actions which keep devices in working order. Furthermore, these departments provide preventative maintenance along with corrective maintenance to ensure maximum efficiency and provide all products and services as they are advertised. Measuring productivity of the kitchen and wait staff: The productivity of the kitchen and wait staff is challenging to measure. Productivity is measured by using labor hours as a measure of productivity. Also by the amount of orders being processed daily, monthly and annually. Calculating the amount of employees to the amount of services provided and the cost to provide those services. Productivity of the staff in general is measured by the average output per worker or per worker-hour. It’s also measured by the output which is measured in physical terms such as number of meals sold, or in cost terms such as how much is being spent. Measurement of productivity may be referred as the measurement of requirements of the customer and customer satisfaction. ..

Organizational Culture free essay sample

It is extensively acknowledge that organizational culture plays an increasingly essential role in a successful company. However, in the meanwhile whether organizational culture should be changed constitutes a controversial issue. Many managers assert that organizational culture must be changed while few others argue that organizational culture needs not to be changed. As far as I am concerned, I am in favor of the former view. In this essay, firstly, I will talk about what is organizational culture and what do organizational cultures do. In the second place, I will discuss why organizational culture should be changed. Thirdly, I will analyze the risks of organizational culture change. Finally, I will expatiate how to prevent risks of organizational culture change. What is organizational culture? A number of years back, I watched an American reality television The Apprentice, and I remember a player was asked what he thought organizational culture mean by Doanld Trump. We will write a custom essay sample on Organizational Culture or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page He said: â€Å"I can’t express it, however,I get it when I see it. † Most people cannot define organizational culture accurately by concise word. However there seems to be widely recognized that organizational culture indicates a system of shared meaning held by members that distinguishes the organization from other organizations. (Becker, 1982, pp. 513-27; and Schein 1985 p. 168) This shared system meaning is, on further investigation, a series of important features that the organization values. The investigation advises that there are seven main features that, gather up the threads, constitute the essence of an organizational culture. (Reilly III, Chatman, Jehn, 1991, pp. 487-516; and Chatman, Jehn, 1994, pp. 522-553; Ashkanasy, Wilderom, Peterson, 2000) 1. Innovation and adventure: the extent to which employees are encouraged to be make innovations and adventure. 2. Detail oriented: the extent to which employees are anticipated to exhibit meticulous, analysis and detail oriented. 3. Attention to outcome: the extent to which management attach importance to results or outcomes rather than on the skills and processes used to achieve those outcomes. Attention to people: the extent to which management decision take into regard the influence of results on people within the organization. 5. Attention to team: the extent to which job activities are organized around teams rather than individuals. . Aggressiveness: the extent to which people are aggressive and competitive rather than easygoing 7. Stability: the extent to which organizational activities stress keeping the status quo by comparison to growth and development. There is no denying that organizational culture is just a descriptive concept, because of organizational culture is paid attention to how employees perceive the features of their organization’s culture, not with whether or not they like it. Furthermore, it is obvious that a company cannot have only one organizational culture. As we know, there are many employees who have different background or at different levels in a company, so they must have different perspective with organizational culture. In the mean time, there are two different cultures in one company, dominant culture and subculture. Dominant culture describes the core values that are shared by a most of the employees, when we talk about an organizational culture, we are referring to its dominant culture; In general, subculture develop in a big company to reflex conjunct problems, situations or experiences that staff meet. What do cultures do? Culture has a variety of functions in an organization. First, it creates distinctions between one organization and others. Second, it expresses a sense of identity for employees. Third, it precipitates employees not only care one’s individual self-interest, but also care whole organizational interest. Fourth, it improves the stability of the organization. Finally, culture serves as a sense- making and control mechanism that guides and shapes the attitudes and behavior of employees. (Reilly, Chatman, Staw, Cummings, 1996). Why organizational culture should be changed? Compelling arguments can be made that organizational culture should be changed, immediately. The first point with respect to this is that our society is advancing at an amazing speed in this day and age, more and more organizations face a dynamic and changing environment. As a consequence, all organizations must adapt to the changeable society. ‘Change or die! ’ is the rallying cry among today’s manager worldwide. In the second place, with the development of technology and science, the sense of distance between people getting closer, our world became a multicultural environment. Therefore, many companies have to do adjustment to adapt environment. More precisely, many companies must spend large amount of money and much energy on training to improve skills of employees. Last but not least, in this world, competition is a part of our lives, never disappear. Especially in the business society, the weaks are the prey of the strongs, increasing competition makes it inevitable for builded organizations to defend themselves against both traditional competitors who develop new products and services, and small entrepreneurial firms with innovative offerings. This makes sense in that a good organization will be the ones that can change according to the competition. They followed the steps of the times, able to develop new products quickly and put them on the market. They accelerate production operations, shortened product cycle and constantly produce new products that can adapt to radically-changing environment. The risks of organizational culture On the other hand, colorable arguments can be made that organizational culture should not to be changed. This argument has considerable merit in that every little change can bring huge risks, especially for a business organization. For example, a change is scheduled and employees as soon as possible respond by voicing complaints, demotivation, even threatening go on strike and so on. In general, risk can be divided two big parts, individual risks and organizational risks. Individual sources of risk belong to primary human characteristics such as consciousness, characteristics and requirements. There are five different risks in individual resources. Custom (Habit): Do you go to school or work always through same route every day? Most people’s answer: â€Å"Yes! † Our lives are so complicated, we have to make hundreds of decisions. Therefore, face to life’s complexities, we lean upon habits or programmed responses. However, when faced with change, this tendency to respond in our usual ways becomes a source of risk. For instance, when your department moves to another new building, it means you have to change your habits: get up earlier ten minutes; pass a new street go to work; look for a new parking; adapt to new office’s overall arrangement and so on. . Security: People with a high need for security are likely to resist change because it threatens their feelings of safety. For example, when Sonyamp;Ericsson announced to lay off 17000 employees or Ford will introduce new robots, these employees feel their job unsafe. 3. Economic: Changes in work tasks or job specification can lead to economic fears if people are cared that they would not be able to adapt to new tasks or standards, especially when reward is closely related to productivity. 4. Fear of the unknown: Change replaces vagueness and indetermination for the unknown. When we graduated from high school ready enter university was a wonderful example. In high school, we understood that what things need to do, you maybe dislike high school life, but at least, you know this system. We faced a fresh and uncertainty system in university, you have to sacrifice your know to exchange unknown, it was associated with uncertainty fears. 5. Selective information processing: Individuals are sinful of selective processing information in the cause of maintain their whole consciousness. They hear what they want to hear and they ignore information that challenges the world they have created. Organization is conservative for its essentially, it resist change energetically. (Hall, 1987) This phenomenon can be seen everywhere, for example, governmental agencies want to continue devote oneself to their work, no matter what the market need to change; The organized religion has ineradicable history, changing religious doctrine need great perseverance and patience; Many business companies also think change can bring many risks. There are six organizational sources of risk. (Katz, Kahn, 1978) 1. Structural inertia: Organizations keep their stability by inner mechanism, like their selection processes that choose employees in or out very systematically; Training and other socialize technology strengthen requests and skills for every concrete role; Organizational normalization provides job specifications, rules and regulations to employees. After selection, the satisfactory employees can enter organization, then, organization will model and guide their behaviors by kind of way. When an organization is meted with change, this structural inertia act as risk (even counterbalance) to maintain stability. 2. Limited Change attention: Organizations are made up of a quantity of interdependent subsystems. One cannot be changed without influencing the others. More exactly, in the meantime, organizations just change technological process, and not change organizational structure for match it, so technological change cannot adapt to. It seems that limited change in subsystems tend to be nullified by the lager system. 3. Group inertness: Even though individuals want to change their behavior, group criterion may act as a force of constraint. For instance, an unionist maybe accept job change from capital, but if union regulation provide that resist any change by capital unilaterally change, therefore risk will appear. 4. Threat to professional knowledge: Changes in organizational model may threaten the expertise of specialized groups. In 1980s, the process of adopting distributed personal computer was a good example. This computer can let user direct got information from host computer of company, but it encountered many information departments’ counterview. Why, because the use distributed computers can bring risks for special technology of information departments. 5. Threat to established power relationships: Any reapportionment of decision-making power can threaten long-established power relationships within organization. Participative decision and self-management work team are belong to this change, it used to be threaten by low-level managers. 6. Threat to established resource distributions: Groups in the organization that control considerable resources see change as a risk. They tend to be gratify with the way things are. For instance, whether change means their budget or members decreasing? Those groups which can get much benefit from existing resource allocations used to be threaten by future allocations. How to prevent risks of organizational culture change? Although Organizational change brings many risks, in some ways, this is positive. It regulates a degree of stability and predictability to behavior. If there were not some risks, organizational behavior would take on the representatives of chaotic randomness. According to these risks, there were six tactics have been suggested for use by change planners in dealing with preventing risks. (Kotter, Schlesinger, 1979) 1. Education and Communication: Risk can be reduced through communicating with employees to help them understand the logic of a change. The fundamental assumption of this strategy is the reason of producing risks that fights the effects of misinformation and miscommunication; if employees see all facts and eliminate entire misread, risks should disappear. Our communication could through talk personally, group discussion, memorandum, report and so on. Indeed, research shows that the way the need for change is sold matters-change is more likely when the necessity of changing is packaged properly. (Dutton, Ashford, O’Neill, Lawrence, 2001) By the way, when the risk of change definitely from miscommunication and labor relations character by mutual trust, this tactic does work; if these conditions cannot be have, it does not work. 2. Participation: It is difficult for individuals to hit back a change decision in which they participated. Before changing, those opposed can be brought into the decision process. Presuming that the participants have the professional knowledge to make a meaningful contribution, their participation can reduce risk, obtain promise, and improve the quality of change decision. However, this tactic has two disadvantages. First, it maybe has potential poor decision; second, it would take much time. 3. Support and Promotion: Change planners can provide a range of supportive measures to reduce risk. When employees feel fear and worried, the company should offer recommendation and counseling psychology, new-technologies training or a short paid leave of holiday may promote adjustment. Research on middle managers has shown that when managers or employees have low emotional commitment to change, they favor the status quo and resist it. (Huy, 2002, pp. 31-69) 4. Negotiation: Another way for the change planner to cope with potential risk to change is to exchange something valuable for waken risk. For example, if the risk is concentrated in some powerful individuals, a detailed payment scheme can be negotiated that will satisfy their individual needs. Negotiation as a tactic may be necessary when risk comes from a powerful provenience. But, planner cannot ignore its potentially high costs. On the side, if change planner negotiates with one party to avoid risk, he or she is open to the possibility of being extorted by other individuals which have power. 5. Control and Cooptation: Manipulation deal with concealed influence attempts. Some illustration of this are twisting and misinterpretation facts to make them more attractive, blocking undesirable information, and creating rumors to get employees to accept change. If managers threatens to closed down a extraordinary manufacturing plant if that plant’s employees do not accept an across-the-board pay cut, and if the threat is actually untrue, managers is using manipulation. Cooptation, on the other side, is a mode of both manipulation and participation. It try to find ‘buy off’ the leaders of against group by giving them an important role in the change decision. The leader’s suggestion is explored, not to seek a good decision, but to get their authorization. Both manipulation and cooptation are comparatively low-cost and easy ways to enhance the support of opponents, but the tactics can backfire if the targets become conscious that they are being tricked or used. If by any chance detected, the change planner’s reputation may drop to zero. It used by change planners in dealing with opponents to change; that is, the application of direct thrusts or force on the opponents. The color is quite mandatory, if the company management indicated to in the previous discussion really is determined to shut down if employees do not agree with a pay cut. Other examples of coercion are threats of transfer, loss of promotions, negative performance appraisal and so on. The advantages and disadvantages coercion are similar to the benefits and drawbacks of manipulation and cooptation. For my part, after considering the arguments above, I would concede that organizational change can bring many risk, the members of conservative not support change. Nevertheless, despite that I think the organizations should be changed, every day is different, anything would be changed as time goes on. Overall, I am convinced that with development of society, managers will discover many effective change plans to adapt to market competition. Organizational Culture free essay sample Organizational Culture has been described as the shared values, principles, traditions, and ways of doing things that influence the way organizational members act. In most organizations, these shared values and practices have evolved over time and determine, toa a large extent, how things are done in the organization. This definition continues to explain organizational values, described as â€Å"beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals.From organizational values develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another. † The definition of culture implies three things. The culture is ‘perspective’, ‘descriptive’ and finally ‘shared’ within the organization. Research suggests that there are seven dimensions that describe and organization’s culture.Each of the seven dimensions (shown in exhibit 1) ranges from low to high, meaning it is not very typical of the culture (low) or is very typical of the culture (high). We will write a custom essay sample on Organizational Culture or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The seven dimensions of culture are: Attention to Detail. Outcome Orientation. People Orientation. Team Orientation. Aggressiveness. Stability. Innovation and Risk Taking. The culture of an organization can either be Strong or Weak. It is the culture, that sometimes influence the employees’ behaviors and actions. Strong Culture is said to exist where staff respond to stimulus because of their alignment to organizational values.In such environments, strong cultures help firms operate like well oiled machines, cruising along with outstanding execution and perhaps minor tweaking of existing procedures here and there. Research shows that strong cultures are those in which the key values are deeply held and widely shared and have a greater influence on employees than do weaker cultures. A â€Å"Strong† culture may be especially beneficial to firms operating in the service sector since members of these organizations are responsible for delivering the service and for evaluations important constituents make about firms.Research indicates that organizations may derive the following benefits from developing strong and productive cultures: †¢Better aligning the company towards achieving its vision, mission, and goals †¢High employee motivation and loyalty †¢Increased team cohesiveness among the company’s various departments and divisions. †¢Promoting consistency and encouraging coordination and control within the company †¢Shaping employee behavior at work, enabling the organization to be more efficient.However, in a strong culture, people do things because they be lieve it is the right thing to do, this often creates a state where people, even if they have different ideas, do not challenge organizational thinking, therefore, resulting in a reduced capacity for innovative thoughts. Most organizations have moderate to strong cultures; that is, there is relatively high agreement on what’s important, what defines â€Å"good† employee behavior, what it takes to get ahead, and so forth.However, it is also important to view what a weaker culture in an organization may yield at: An organization’s culture is often established by its top managers and it starts at the selection process. For instance, during the employee selection process, managers typically judge job candidates not only on the job requirements but also on how well they might fit into the organization. Further to that, the risk-taking appetite and irreverence to its competitors by the top managers paves the growth and action of an organization.