Issues that face the contemporary style design - Free Essay Example

Sample details Pages: 14 Words: 4113 Downloads: 2 Date added: 2017/06/26 Category Architecture Essay Type Narrative essay Did you like this example? Contemporary-style design is considered an architectural benchmark worldwide. Companies and organizations have reverted to simple form, sleek lines, bold color schemes, and sheer elegance. Gensler is an architectural pioneer always adapting to the rapid changes in the realm of architecture (Gensler). Don’t waste time! Our writers will create an original "Issues that face the contemporary style design" essay for you Create order Architecture firms rarely gain notoriety for marvelous structures that decorate city landscapes. Businesses are praised for elegant design when in fact architect firms deserve credit for visual expertise. Architecture is changing to cope with environmental needs and the demands of businesses and consumers. Green designs emit less harmful gases and preserve the ozone. Organizations need to efficiently and effectively use space to cut down on the cost of fixtures and furniture. Expensive fuel steepens the cost of building supplies and decorative pieces. Clients and consumers want aesthetically acceptable structures to improve the publics shopping experience. Global urban centers compete to attract more tourists, customers and potential long term clients. Gensler has risen to the occasion for forty years. The firm grew to superstardom during the Art Deco craze of the 1970s. In the 1980s, Gensler coined the most boisterous designs that meshed with the wild attitude of the era. A decade l ater, Gensler successfully mastered the designs of the Generation X era. Today, Gensler is one of the most prolific contemporary architectural designers in the US. Gensler is the worlds largest and most profitable architect firm. Gensler hopes to continue growing worldwide (Gensler). History Art Gensler, Drue Gensler and Drue Follet founded Gensler in 1965 (Gensler). The companys scope was narrow and primitive. The small firm initially designed law firms and moved into other architectural fields as they gained exposure. The company expanded its operations as it grew more popular. In less than five years the staff grew threefold. Gensler completed a number of large projects despite the faltering US economy. Gensler operated effectively despite new legislation calling for stricter building regulations. By the middle of the 1970s, Gensler became a household name in the architecture scene (Riverbed). Art Gensler gained personal notoriety for his cunning shrewdness. Gensler rapidly excels even during economic uncertainty. During the construction boom of 2005 and 2006, Genslers respective gross revenues were $331 and $435 million (Gensler Annual Report 2009). Other reputable companies failed to match the feats of Gensler. In 2009, Gensler amassed a whopping $697 in gross pro fit. Since 2005 Genslers gross profits and revenues have steadily increased. Genslers services are not limited to architecture. The company employs hundreds of project managers, graphics and interior designers (Gensler Annual Report 2009). Accolades and Awards Numerous accolades and awards have been bestowed on the firm. In 1972 Gensler received its first prize when the The San Francisco United Airlines ticket office was awarded the Architect Record interior design award (Riverbed). In 1999, the World Architecture Magazine awarded Gensler with the prestigious #1 of top 100 Architectural Firms award. In 2003, a peer survey conducted by Contract Magazine named Gensler The Most Admired Architectural Firm worldwide (Riverbed). For consecutive years Gensler has been showered with various awards commemorating its outstanding contributions to architecture and interior design. Gensler is unanimously the worlds most famous and successful design firm. Global Image Genslers infiltrates global markets to increase its profit. The company recently completed a mega project in Bostwana an up and coming southern African nation. Part of Genslers global image is capitalizing on promising and fast growing economies. Bostwana has benefiting from mining and diamond industries and the exodus of South African workers yearning for more safety and stability. The Bostwana Innovation Hub features passive cooling, sun shading, and natural light (Gensler Annual Report 2009). Space is effectively utilized to encourage active movement of personnel even on a busy day. Gensler is also concerned with global education and outreach. Gensler completed the renovation and expansion of the London based London Fisher club. The boxing clubs renovation budget was minimal yet Gensler rose to the occasion and successfully completed the entire project. Gensler designed new showers, created more locker room space, and improved the clubs overall appearance (Gensler Annual Report 2009). The youth club is delighted that Gensler met and exceeded their expectations. In light of overwhelming international success, Gensler established international headquarters in China, Japan, Europe, and the United Arab Emirates. Gensler innovatively builds its global image by reaching out to youngsters. Gensler supports tens of education enrichment programs in the US. Schools in Chicago apply for design aid annually and chosen schools are the recipient of pro-bono assistance from Gensler. The architecture firm is currently renovating several Chicago area libraries. Gensler is globally recognized as an ethical and honest organization. Their international fortunes will expand in the coming the years (Gensler Annual Report 2009). Recognition and Reputation Gensler is a relationship driven firm. Its success is derived from long standing partnerships with other reputable organizations. Genslers client list includes many Fortune 500 companies. Gensler currently workers with a diverse set of clients including LAX, BP, PNC Financial Services, Ernst and Young, Dodger Stadium and many others. Gensler delivers results in various spectrums (Riverbed). Their knowledge proves effective in the renovation of airports, sports venues, office buildings, and shopping malls. In the past year they completed a whopping 5,289 projects. Gensler expands its client base by accepting both low and high budget products and seeking diversification. Gensler never worked with a sports venue prior to Dodger Stadium. Dodger Stadiums interior updates were considered acceptable and far above average. Gensler then went on to construct the Detroit Lions training facility. Gensler takes calculated and well studied risks to gain more business. For the 29th straight year, Gensler was recognized as the top architect firm. Gensler boats over 2,200 localities and clients (Gensler Annual Report 2009). The Board of Directors continually votes to limit its endeavors to commercial. Employee Loyalty There are 3000 employees in 34 worldwide offices. Employees are empowered by the organization to encourage longevity, hard work, and optimum results. New comers are especially pleased with Genslers commitment to strategy, structure, and recourse. The Board of Directors system ensures that managerial resignation or retirement cannot adversely impact the companys overall progress. Contingency plans exist to rapidly promote and reshuffle in the case of someone resigning. Workers are not threatened by cutthroat backroom politics. In the last year, $11,964 was contributed to each members retirement (Gensler Annual Report 2009). As result, companys retirement plan is worth $28.5 million. Genslers turnover ratio is exceptionally low, with less than 1 percent of personnel resigning in the last year. The only fallback for Gensler was layoffs in light of the economic downturn. Some 1,000 employees were let go in some of the hardest hit areas (Riverbed). Gensler argued that they chose to pree mptively act to decrease risk and solidify their operations. HR managers believed that sweltering staff counts could create financial jeopardy. The company hopes to create more positions when the need for personnel arises. To keep cost down, few administrative supporters are contracted. Potential clients negotiate directly with high level managers. Nonetheless, Genslers dedication to its staff members is unwavering. Core Values Gensler takes pride in its credo and core values. The companys individual and collective interests are to encourage a sense of passion, curiosity, simplicity, integrity, excellence, purpose, culture, and balance. Curiosity and simplicity are regarded as two of the most interesting yet cunning core traits. Gensler is interested best understanding the goals of the clients without becoming obtuse or impractical. Clients hold dynamic interests and vivid goals and it is Genslers jobs to embrace their vision. Gensler best serve customers by communicating project plans and format in the most clear cut and simplistic fashion. Other organizations earn business by cutting corners and offering misleading information to clients. Genslers confidently states its core goal is effectiveness and craftsmanship as opposed to low cost. Gensler attempts to work within the budgeting of a client but will not take underhanded shortcuts because of lower operating funds. Gensler clearly states their goals, abilities and expectations from the outset. Clients are never misled or mistreated (Gensler Annual Report 2009). Another important integrity related aspect is personal and collective accountability. Gensler takes full responsibility for its actions and creates a formidable paper trail to do so. The organization is equipped with the most lucid forms of checks and balances to protect the interests of Gensler and clients. One of the most attractive aspects of Gensler is the promotion of cultural diversity. Genslers US offices feature individuals from various ethnic, cultural, and religious backgrounds. The groups inception of offices in Europe and Asia further improve its global image. Employees are major priority for the Gensler firm. The organization understands the importance of balancing personal and professional endeavors. Employees are proud to work for an organization that is 100 percent employee owned and operated. Gensler is an ethical and morally fit company. Since the inc eption of the company, no major lawsuits have slightly threatened its operations (Gensler Annual Report 2009). Core Messages Aside from company values Genslers corporate message is appealing to current and prospective clients. A dynamic network characterizes Genslers working schemes. The groups operations are not limited to architectural design. Gensler is sort of a one-stop-shop, offering assistance and expertise in interior design, project management and development. Genslers services and drive are wide ranging and encompassing. Gensler incorporates many aspects of architecture and interior design in-house to cater to a full array of needs. Clients are not settling for less quality when they retain the services of Gensler from A to Z. The companys dynamic network is well trained, highly skilled, and devoted to the client and Gensler. The company only acquires the services of the most qualified personnel. Job openings are rarely available because of extremely low turnover. Genslers architects, designers, project managers, and marketing specialists make up an energetic dynamic network (Gensler Annual Rep ort 2009). Design and strategy go hand in hand. Gensler achieves creative results by using precision techniques. Other organizations offer excellent design but lack pinpoint methodology to bring out clean and crisp results. For Gensler, every tiny measurement is accurate to ensure client satisfaction. Quality control is strictly followed and adhered to until the finish. Cohesiveness is part of Genslers core message. Cliens are made aware that the entire organization takes pride and the utmost interest in each project. Unlocking Opportunity The best method for unlocking strategy is reverting to basic values and competencies. Architects always strive to go over the top and personify final designs. Retention rates are astronomical, return business is commonplace, and referrals are plenty. Clients are thrilled by Genslers commitment to perfection. JFK Airport asked Gensler to redesign its terminal and the results were phenomenal. Genslers charged less than other bidders yet delivered a world class and efficient terminal. Passengers and airport officials are pleased with abundant space, outstanding lighting and great amenities and features. Gensler achieved stellar results by combining simplicity and elegance. Architects, designers and product managers excel by fully integrating client needs and expectations. Architects think beyond design and aesthetics. Helping companies increase their marketability and revenues is a top priority. The JFK project exemplified Genslers efforts to help JFK increase effectiveness and effici ency (Gensler Annual Report 2009). Genslers aims to focus and grow by empowering clients. Improved aesthetics, more roaming space and sharp design plays a pivotal role in attracting customers. Many of Genslers projects have revived the operations of different organizations. REI of Seattle, an outdoors cooperative sought to add more space for its goods. Project designers added more display space and ample room for customers to experiment with goods. REIs sales have increased since the renovations. Project managers conduct market research during the preliminary phases of a project. Architects found that natural light helped increase sales by 40 percent and also consumed energy by more than 20 percent. Gensler aims to help companies save and cutback on expenses (Gensler Annual Report 2009). Repositioning, reconditioning, and refurbishing are focuses of Gensler. Soundly constructed buildings may become outdated with time and require some cosmetic touchup. After surveying Gensler h as advised various clients to take the frugal path of renovation. Renovation allows Genslers to spend less time and focus on one more project while delivering optimum and cost effective results to its clients. To mask outdated structures, Gensler often erects smaller structures within close proximity. A Government Services Administration building of Atlanta fell out of touch with the nearby modern landscape and the boards drive to construct greener and more civic friendly buildings. Gensler successfully updated existing hallways, carpets, ceilings, and fixtures. The renovations were complemented by the addition of a midsize energy saving building (Gensler Annual Report 2009). Employees are Genslers main asset. The Workplace Index measures the employee levels of performance and satisfaction annually. The survey shows that Genslers US and UK offices enjoy the highest levels of employee success and satisfaction. The chart is being used to constantly improve and solidify the workplac e. Work campuses are designed to encourage communication, intimacy, hard work, and comfort. Genslers employees are among the highest paid in the industry. Clients are encouraged to establish longstanding relationships with their preferred architect or designer. Sustainable networking allows Gensler employees to constantly stay abreast of client needs (Gensler Annual Report 2009). The mundane and redundant routines of western civilization can hinder employee production. Comfortable workers resist change and adaptation to new trends. One of the cornerstones of Genslers strategy is innovation and change. All elements of the company are expected to innovate, create, and improvise. The competitive edge rests upon distinguishing Gensler from the rest. Gensler experiments with different clients to gain more experience and foothold in different sectors. One of its famed projects is the renovation of UK Kent County public schools. Students were bored with old furniture, peeling paint, dim lighting, and old electronics. Kent County Public schools sought to improve student attendance, attentiveness, and exam performance. Kent County contracted Gensler to provide classrooms, gyms, and lecture areas with a facelift. The results proved to be phenomenal. Classrooms were transformed into vibrant and colorful places of enjoyment and learning. Schools resemble modern boutiques, cafes and cinemas as opposed to mundane classrooms. Pupil attendance has increased by 90% and exam marks are up by 375%. To gain business Gensler continues to innovate (Gensler Annual Report 2009). Companies avoid risk during economic downturns. Gensler uses the global recession to find new business opportunities in flourishing places. In 1998, Gensler opened its doors in China (Gensler). Ten years later, China unveiled its largest building, the Shanghai Tower. Gensler is credited with developing and designing the impressive structure. The worldwide recession has not slowed down Genslers efforts. G ensler took advantage of Dubais recent success and unveiled a number of mega projects amidst world turmoil. Despite Dubais faltering economy, Gensler continues to grow in the sprawling Emirate. Gensler avoids primitive and vigilante approaches to business opportunities. The organization continues to grow worldwide. Interviews Johan Nahra Johan Nahra, a lead architect for Genslers Washington DC office sat down to answer questions about the firm. Nahra reiterated some of the information previously found and offered useful and interesting insight into Genslers operations. The company is run out of its San Francisco headquarters. The West Coast office oversees other locations, sets policies and develops collective strategies. The West Coast is responsible for maintaining a strong system of checks and balances. San Franciscos managers encourage each office to independently handle their separate affairs. The main office remains responsible for the organizations overall finances, expansion, and branding decisions. The Board of Directors operates out of San Francisco and periodically convenes to make executive decisions. Growth and Layoffs Gensler has grown tremendously in the past decade. The company operates in North America, Europe, the Middle East, and Asia. Expansion constantly requires the acquisition of new personnel. Economic catastrophe triggered Gensler to terminate 1,000 employees, mostly those related to production. Gensle foresaw the eventual decline in commercial building around the globe hence the layoffs. To cope Gensler uses fewer production people to layout the framework for projects. Consolidating helped the company achieve better organization and efficiency. Graphics design and animation departments were too expensive to maintain. Animation work is now outsourced to third parties in China. Gensler finds the tactic to be efficient and cost effective since outsourced projects are finished by the time US architects arrive to work. Office Scheme Nahra called Gensler workforce highly collaborative. Each studio houses interior designers, graphic designers, and planners. The disciplines come together to complete each project. Project managers are always assigned to ensure smooth decisiveness. Smaller teams prove to be more realistic and decisive. Two important project elements are the project manager and the design manager. The project manager is responsible for steering the business aspect of design. Project managers act as a business liaison between financial representatives of Gensler and clients. Project Managers are responsible for negotiating and securing new assignments. They simultaneously crunch numbers and try to close deals. The project designer watches over the technical elements of development. Architects and graphic designers report to the project designer. The project designer delegates tasks, negates ideas, and makes changes when necessary. Gensler finds that two highly motivated and experienced persons can do more than a larger and relatively inexperienced team. Big assignments require the formation of a structured hierarchal pyramid. Financial Strategy Low price is not part of Genslers strategy. Clients pay for cutting edge and distinguished quality. The main financial strategy is to profit each time. Nahra states that all assignments in the past two years have generated some profit. Lower profit projects are accepted to gain exposure and build relationships. Each team member is vital to the direction of the project. Making sure that each person plays a valuable role is critical to the financial strategy. Gensler refrains from overstaffing to avoid idleness and laze. To maximize profit managers communicate with clients in understandable and comprehendible terms. Managers drop the office lingo and speak practically. Outspoken and personable approach builds confidence between the two parties. Project managers are essentially sales consultants and closers. They are responsible for conveying goals and closing deals. The greatest key to gaining profit is founding a relationship based on trust. Shrewd clients put money on the backburne r to quality. Gensler personnel research and develop to identify good selling and bargaining points. Well prepared individuals are more likely to secure lasting relationships. Risk Management Residential contracts are viewed as the greatest risk and liability to architects. Johan presented a valid example to personify the level of risk involved in residential. Construction defects found in a condominium could lead to suits being filed by tens of tenants while a business can only file a single suit. Residential work can bring about the demise of Gensler. High profile celebrities have nonetheless asked Gensler to design their dream homes. Each time, Gensler has politely declined. Gensler does not hold the contracts of engineers in case of a building discrepancy. Clients must deal directly with engineers if they are not pleased with structural integrity. Architects cover bases to avoid future run-ins with their clients. Johan nonetheless reiterated their commitment to accountability and quality control. In forty years of architecture work, very few suits have been filed against Gensler. When clients are unhappy, Gensler acts within its power to correct and rectify the prob lem. The company is protected by many high profile attorneys specializing in the legal framework of architecture and interior design. The only way to minimize client scrutiny is by pushing for the highest levels of quality control. By no means will managers compromise quality and satisfaction. The safety of building inhabitants in the short and long term is always considered. Personnel Gensler owes lots of its success to highly talented employees. Financial success allows the company to seek only the most skilled personnel. Competitors cannot keep up with the pace of Genslers talented employees. Genslers directly recruits from coveted universities and design institutions. Nahra and other architects joined Gensler when other firms were faltering. Employees are satisfied with the constant influx of new projects during tough economic times. Architects tend to relocate more than other professionals. There are architects that want to experience different architectural schemes of other geographical areas. Recently, firm members based in San Francisco requested relocation to New York to take part in designing high rises. Gensler allowed them to make the switch. Gensler is generally flexible about moving personnel deeming work is available. There are few employment openings for the general public. Genslers selection process is quite stringent and not so accommodating for inexperienced and unproven professionals. The company supports merit-based promotion system. Employees are given performance reviews and promoted to higher posts. Efficient company-wide structure is Genslers heart and soul. All decisions are collaboratively discussed and undertaken. No single employee has the power to unilaterally take action. Competitive firms regularly attempt to lure clients away from Gensler. Committee members convene to discuss the prospects of entering a bidding war. Managers frequently opt against bidding because of not-so favorable prospects for generating income. The process nonetheless is fair because it takes into consideration the needs of the company and staff members. Harish Mercandani Legal Counsel The East Coasts lead counsel is immensely busy but agreed to spend several minutes with me. Protecting an architecture firm is an intricate and difficult process. The most critical aspect of safeguarding an architect firm is ensuring quality and accuracy the first time. Most lawsuits arise from defects as result of shoddy materials and poor construction methods. Attorneys urge architects and engineers to diligently plan beforehand to guarantee long term durability. There are attorneys working at each Gensler location. Before the company grew Art Gensler contracted legal work to outside parties. Worldwide expansion demands the constant attention of legal counsel. Lawyers do more than represent the company when something goes wrong. Their main responsibility is writing up lawful work proposals that protect the client and Gensler. Even a small syntax or grammatical error can delay a projects start date. Counties and cities have different building codes and procedures. Attorneys make s ure that Genslers is in accordance with laws pursuant to the local vicinity. Legal services are quite expensive but crucial and necessary. Employees play a role in protecting the legal standing of Gensler. Lawyers encourage staff members to create a good paper trail and document all interactions with customers. Spoken promises are hard to enforce therefore employees are responsible for putting everything in writing. Like other companies, Gensler believes that the customer is always right. Staff members are scolded if they do not track all interactions with clients. The goal is to cover the company and oneself. Gensler does not tolerate misconduct stemming from harsh disagreements with clients. Architects, designers, and project managers cannot clear their name without presenting written supporting evidence. Risk management is quality control and assurance. General Atmosphere Genslers work environment is vibrant and upbeat. The workplace mirrors the companys high profile projects. The office is designed in a fashion that encourages teamwork and communication. Employees are not enclosed in suffocating cubicles and small working spaces. The general work area is open and bright. Employees are able to temporarily relocate to private offices to hold private meetings and work alone. Workspace resembles a contemporary shopping outlet or home. The setting is practical for those employed in the field of interior design and architecture. Gensler takes the emotional well being of their staff into account. Employees seemed to be articulate, well put together, and quite sharp. I have visited during architecture firms and never has one been so intricately designed. I was also impressed with the general friendliness of the busy staff. Nahra and Mercandani were delighted to spend time with me. Their pro-active approach is definitely a sign of success and content with t he organization. Gensler seems like an interesting and fantastic place to work. Conclusion People sometimes forget that interior design is an important discipline. Architectural masterpieces are downplayed and labeled as expected modern fixtures. Landscapes and skylines are carefully planned and constructed to encourage aesthetic importance and civic pride. Gensler takes pride in its role as the worlds best design firm. I believe that in light of so much success Gensler should take other steps to further expand. Gensler has not yet reached out to the sprawling metropolises of South America. The economies of Brazil, Chile and Argentina are strengthening and design expertise is required. Gensler can capitalize on success in South America. The region could be a gateway to greater fortunes. I certainly appreciate Genslers efforts to contribute to the growth of Bostwana. Gensler must setup permanent operations in Africa to complete its monopoly of the globe. The work of the firm is to be both cherished and admired. I long that Gensler will one day reach out to my homeland, Li bya. I can only yearn and dream to work for such a respected and highly coveted organization. In a perfect world, I will one day run and manage an organization bigger than Gensler.

Gothic And Gothic Literature Wuthering Heights - 1194 Words

Essential Question: How are elements of a Gothic tradition present in Wuthering Heights? Gothic literature includes elements of style that is usually portrayed in tales and deals with horror, despair, the grotesque, and mysteries. In the novel Wuthering Heights by Emily Bronte, there are many elements of gothic literature that is found throughout the book. The term gothic is very broad in literature, and gothic can mean many different things from characteristics of people, feelings and reactions of a specific setting, mood, actions that happen being people, and so much more. All of this thrived in the 19th century. Gothic is categorized by an emphasis on the dark, gloomy, and mysterious. Ideas such as magic, hidden passages, wind, ghosts, and other supernatural elements, love, etc were all elements in the Gothic movement during the 19th century. 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This essential element of gothic, with the inclusion of the supernatural, takes the main stage in Emily Brontà «Ã¢â‚¬â„¢s Wuthering Heights. This story of romanceRead MoreHow does Emily Bronte use Gothic elements to enhance the novel ‘Wuthering Heights’? Discuss how Daphne Du Maurier’s ‘Jamaica Inn’ illuminates this.2086 Words   |  9 Pagesï » ¿How does Emily Bronte use Gothic elements to enhance the novel ‘Wuthering Heights’? Discuss how Daphne Du Maurier’s ‘Jamaica Inn’ illuminates this. In the Victorian era we saw the revival of gothic literature; it fictionalised contemporary fears such as ethical degeneration, unmediated spiritual beliefs against a stern religious faith and also questioned the social structure of the time. Although written almost 100 years apart both Wuthering Heights and Jamaica Inn share many themes and components

Argumentative Essay Plastic Bags vs Paper Bags - 840 Words

Crispin Lao in one of his articles on the Philippine Daily Inquirer stated the succeeding story. One drizzling day, Aling Saling bought half a kilo of rice. It was put in a brown paper bag which the 40-year-old housewife held at the bottom, all 10  ¬Ã‚ ¬Ã‚ ¬Ã‚ ¬Ã‚ ¬Ã‚ ¬-fingers at full stretch. But one side of the bag ruptured, too weak to hold even its meagre content. Aling Saling coddled her torn paper bag like a baby to keep what was left of her precious rice from spilling onto the wet pavement. She was torn: should she kneel and pick up her rice one grain at a time or take refuge from the rain and protect what was left? She walked on, her shoulders hunched over her bag. Her experience captured the essence of the continuing debate about the plastic†¦show more content†¦Paper bags do not have handles making it more difficult to carry and are less preferred for reuse because they cannot hold heavy loads and is unrecoverable when wet. Plastic bags, on the other hand have handles that makes it more convenient to reuse and can still be used even when wet, making it more useful and handy. Carlito Soon, PPIA director and board member of the Packaging Institute of the Philippines, said that a total ban onShow MoreRelatedInstructive Text Types11631 Words   |  47 Pagestype†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Chapter 2.Text Forms†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.... 2.1 The descriptive text form†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.... 2.2 The narrative text form†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2.3 The expository text form†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦.. 2.4 The argumentative text form†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2.5 The instructive text form †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦ Chapter 3.The directive-instructive text-type†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦.. 3.1 General characteristics†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3.2 Directive and InstructiveRead MoreLogical Reasoning189930 Words   |  760 Pages.............................................................................. 299 CHAPTER 10 Deductive Reasoning .......................................................................................... 312 x Implying with Certainty vs. with Probability ................................................................................ 312 Distinguishing Deduction from Induction ..................................................................................... 319 Review of MajorRead MoreProject Managment Case Studies214937 Words   |  860 PagesSTUDIES, SECOND EDITION - PROJECT MANAGEMENT CASE STUDIES, SECOND EDITION HAROLD KERZNER, Ph.D. Division of Business Administration Baldwin-Wallace College Berea, Ohio John Wiley Sons, Inc. This book is printed on acid-free paper. @ Copyright O 2006 by John Wiley Sons, Inc. All rights reserved. Published by John Wiley Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmittedRead MoreDeveloping Management Skills404131 Words   |  1617 Pages269 United Chemical Company 269 Byron vs. Thomas 271 Active Listening Exercise 272 SKILL APPLICATION 274 Activities for Communicating Supportively Suggested Assignments 274 Application Plan and Evaluation 274 274 SCORING KEYS AND COMPARISON DATA 276 Communicating Supportively 276 Scoring Key 276 Comparison Data 276 Communication Styles 276 Comparison Data 276 SKILL PRACTICE Diagnosing Problems and Fostering Understanding: United Chemical Company and Byron vs. Thomas 278 Observer’s Feedback FormRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pages6 (2005), pp. 1185–1203; and S. E. Scullen, M. K. Mount, and T. A. Judge, â€Å"Evidence of the Construct Validity of Developmental Ratings of Managerial Performance,† Journal of Applied Psychology 88, no. 1 (2003), pp. 50–66. 9. F. Luthans, â€Å"Successful vs. Effective Real Managers,† Academy of Management Executive (May 1988), pp. 127–132; and F. Luthans, R. M. Hodgetts, and S. A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988). See also F. Shipper and J. Davy, â€Å"A Model and Investigation of

Social Media and the Law - 1571 Words

The First Amendment, granting Americans the right to freedom of press, freedom of speech, freedom of religion, freedom of assembly and freedom to petition the government, has been one of the most heavily debated since its ratification in 1791. For years, court cases pertaining to the amendment have abounded, particularly in relation to the freedom of speech. From cases defining obscenity to those allowing for expression, the meaning of the freedom of speech has changed greatly through the years. Similarly, so has the freedom of press. As technology evolves – from the first printing press to Google Glass – so too does the media. New media calls for new laws and precedents, and social media has been no exception. The rapid pace and†¦show more content†¦A federal court ruled that online services were simply distributors and therefore not liable for any information posted on their servers (Cubby, Inc. v. CompuServe, Inc.). This set precedent for online libel for ye ars to come. A 1995 case, Stratton Oakmont, Inc. v. Prodigy, had a different outcome for internet service providers. Prodigy hosted a â€Å"Money Talk† bulletin board open for user comment, and on that board, a user alleged that Stratton Oakmont, Inc. and its president had committed criminal and fraudulent acts. The company and its president then sued Prodigy for defamation, contending that Prodigy was a â€Å"publisher† and therefore liable. The plaintiff argued that this case was different than Cubby v. CompuServe because Prodigy said on its bulletin board that it exercised editorial control, and the court found this to be true, ruling in favor of Stratton Oakmont, Inc. (Stratton Oakmont, Inc. v. Prodigy). The nation, and Congress, took note of the decision. A year later in 1996, Congress passed the Communications Decency Act (also referred to as the Telecommunications Act). 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How Do Men and Woman Communicate Differently Free Essays

How do men and woman communicate differently in relationships? Monique Giresi Professor Martin Analytical Reading 81148 I. A. How To Stay Married Anne Kingston Magazine Article B. We will write a custom essay sample on How Do Men and Woman Communicate Differently? or any similar topic only for you Order Now He Said, She Said Deborah Tannen Magazine Article II. A. The magazine article titled, â€Å"How to Stay Married,† begins with a story about a 68-year old woman named Cynthia. The article has a narrative style of writing in the beginning, however as one reads on, the style converts to expository. Anne Kingston, the author, begins to teach the reader by using examples of others and personal experiences to support her point. B. The magazine article titled, â€Å"He Said, She Said,† is an expository piece of writing. Deborah Tannen, the author, is a professor of linguistics at Georgetown University, and the author or several books; proving that Tannen is very knowledgeable on this subject. Throughout the article there are many examples (such as pre-school children conversing) in which Tannen uses to as proof, to show that man are more interested in hierarchy, and woman are more interested in equality. III. A. How To Stay Married * Stability 1. â€Å"†¦better health, a rich shared history, the comfort of having omeone who has your back, and personal and economic stability amid global uncertainty. † (p2) 2. Stability- To have a solid and strong balance or partnership. 3. Having my boyfriend by my side as a person to talk to when I was upset, gave me a great sense of the stability. * Amid 4. â€Å"†¦better health, a rich shared history, the comfort of having someone who has your back , and personal and economic stability amid global uncertainty. † (p2) 5. Amid- During a course of something. 6. I know that I’ll always have my family for support amid the stressful school year. * Rampant 7. †¦sexual secrecy in marriage is rampant, from a woman buoyed by the memory†¦Ã¢â‚¬  (p4) 8. Rampant- Uncontrollable rage. 9. When sitting in class during a discussion, it is rampant that I respond my opinion. * Infidelity 10. â€Å"Not that Krasnow is advocating infidelity, though flirting is fine†¦Ã¢â‚¬  (p4) 11. Infidelity- Adultery; cheating on your spouse. 12. In my house, we don’t believe in divorce, nor do we believe in infidelity. Therefore, we get married at an older age so we are sure the man/woman is worth the marriage. * Extramarital 13. â€Å"Unlike husbands, wives are driven to extramarital affairs†¦ (p4) 14. Extramarital-Having sexual intercourse with someone other than your spouse. 15. It is wrong in many religions for on e to include themselves in extramarital affairs. ————————————————- B. He Said, She Said * Innumerable 16. â€Å"†¦sheds a light on innumerable adult conversations – and frustrations. † (p3) 17. Innumerable- Incapable  of  being  counted;  countless. 18. Some art has innumerable opinions on its meaning. * Fathom 19. â€Å"†¦he did exactly what she requested and cannot fathom why she would keep talking about a problem†¦Ã¢â‚¬  (p3) 20. Fathom- To understand; discover the meaning of 21. Many people cannot fathom the reasoning of some criminal’s actions. * Commiserate 22. â€Å"in other words, â€Å"topping† each other can be another way to commiserate† (p4) 23. Commiserate- To feel or express sorrow or sympathy for. 24. Everyday my mother calls my aunt and asks how she is feeling. She doesn’t do this because she should, she does it to commiserate my aunt. * Interplay 25. â€Å"How does this way of talking reflect the interplay of connection and hierarchy? † (p5) 26. Interplay- Circumstances, events, or personal relations. 7. How does practicing a sport from a young age reflect the interplay of performance later in life? * Inextricably 28. â€Å"The two are not mutually exclusive but inextricably intertwined. † (p7) 29. Inextricably- Extremely involved. 30. I am inextricably concerned with my schoolwork. IV. A. The magazine article titled, â€Å"How to Stay Married,† i s written in a cause –effect pattern of organization. Authors who use the cause-and-effect approach don’t just tell what happened; they try to explain why it happened too. In this article, author Anne Kingston uses various examples of cause-and-effect. One sample from Kingston’s article is, â€Å"it’s precisely the disconnect between that expectation that husband and wife be everything to one another and the reality of marriage that causes women to keep secrets†¦Ã¢â‚¬  (p3) Here Kingston begins her statement with the effect and concludes it with the cause of women keeping secrets. B. The magazine article titled, â€Å"He Said, She Said,† is written in a comparison-contrast pattern of organization. Authors who use the comparison-contrast approach both; compare and contrast two things throughout the argument. In this article, author, Deborah Tannen uses several examples of comparison-contrast. One illustration from Tannen’s article is, â€Å"her point of view, asking directions means making a fleeting connection to a stranger and getting where you are going without losing anything. From his perspective, he would be putting himself in a one-down position to a stranger†¦Ã¢â‚¬  (p4). Here Tannen shows how opposite men and women think sometimes. V. C. How To Stay Married * Facts 1. â€Å"And what their stories reveal is that marital longevity requires wives to establish strong, separate identities from their husbands through creative coping mechanisms, some of them covert. (p2) Fact because there is proof within the book â€Å"The Secret Lives of Wives: Women Share What Its Really Like To Stay Married. † That book shares stories from different women, all proving this statement to be true. 2. â€Å"Both the marriage rate and divorce rate are dropping. † (p3) Fact because the evidence to this is created from true statistics. D. He Said, She Said * Fa cts 3. â€Å"†¦men’s talk tends to focus on hierarchy†¦whereas women’s tends to focus on connection†¦Ã¢â‚¬  (p2) Fact because earlier the author explains that she has collected and analyzed thousands of men and women interacting for over three decades. Her gathered information has led her to this conclusion. 4. â€Å"†¦I have a brother named Benjamin and a brother named Jonathan†¦I have a brother named Benjamin and a brother named Jonathan, too†¦why she would say such a thing. † (p3) Fact because the father is explaining a conversation that really happened. VI. E. How To Stay Married * Opinions 5. â€Å"Divorce fractured families. † (p3) Opinion because there are cases in which a divorce can help the family. Sometimes it may decrease arguments and stress. 6. †¦couples should give each other ‘space’ for marriage to thrive†¦Ã¢â‚¬  (p3) Opinion because some couples may feel that for a marriage to thrive the couple should be together as much as they could and share new experiences together as a whole, as one. F. He Said, She Said * Opinions 7. â€Å"†¦actual sibling relationships are defined not only by the connection of shared family, but also by the hierarchy of birth order. † Opinion because this is not true with every family. For example, I’m the youngest and my sibling and I feel equal among each other. We don’t see one another as higher, lower, better or worse. 8. Sisters often feel acutely competitive about who knows what about family member’s secrets-or who knows what first. † (p6) Opinion because this isn’t true for every sister relationship. For example, in my family we don’t have a preference with who knows what first, as long as eventually we all get to know the information. Every family is different and every sister relationship is not alike. VII. G. The magazine article â€Å"How to Stay Married† by Anne Kingston discusses women’s role in modern marriages. There are several examples taken from the book â€Å"The Secrets Lives of Wives: What It Really Takes to Stay Married. This article also shares some stories of women committing adultery and Kingston provides some advice on the t ype of person one should marry. H. The magazine article â€Å"He Said, She Said† by Deborah Tannen discusses the different conversation styles of men and women. There are various examples proving that men’s discussion focuses more on hierarchy, and woman’s dialogue emphasizes more on connection. Some samples throughout the article include; a man and woman lost-wondering if they want to ask a stranger for directions or not, preschoolers playing with classmates, and sibling relationships. VIII. How Do Men And Women Communicate Differently In A Relationship? To start, men and women communicate differently in, or out, of a relationship. This is proven by Deborah Tannen in the magazine article â€Å"He Said, She Said. † Tannen explains that â€Å"†¦men’s talk tends to focus on hierarchy – competition for relative power – whereas women’s tends to focus on connection – relative closeness or distance†¦Ã¢â‚¬  (p2) Tannen enforced her statement by filming preschoolers and proving the same conclusion. From this, we learn that these characteristics within us humans are not learned. Instead, they are with us from our childhood and throughout life. Sometimes these opposite perspectives create conflict within a relationship. For example, if a couple is lost and in need of directions; the male would prefer to figure it out on his own and the women would wish to get to the destination as soon as possible. The man will feel overpowered by a stranger who knows where to go, while the woman would feel it’s reasonable to ask someone, in order to save time. In addition, women expect too much from their relationship. Sometimes they rely on their husbands for happiness. However, in the magazine article, â€Å"How to Stay Married† Anne Kingston explains, â€Å"wives who don’t rely on their husbands for happiness end up having the happiest marriages. † (p2) When women don’t feel the passion from their husbands they begin to feel lonely, and this leads to the unfortunate, adultery. Kingston reveals, â€Å"it’s precisely the disconnect between the expectation that husband and wife be everything to one another and the reality of marriage that causes women to eep secrets†¦Ã¢â‚¬  (p3) For example, if women were to talk about a problem she is having, she is looking for comfort, but the man may interpret that she is looking for a solution. Tannen explains, â€Å"†¦a man may well misread her conversational gambit as a request for help solving the problem. The result is mutual frustration: she blames him for telling her what to do and failing to provide the exp ected comfort, whereas he thinks he did exactly what she requested and cannot fathom why she would keep talking about a problem if she does not want to do anything about it. (p3) The communication difference between the opposite genders is inevitable. As Kingston writes, â€Å"you should marry someone who is flexible, confident and trusts you: if you can’t count on your husband or wife in a crazy unstable world then you’re marrying the wrong person. †(p5) IX. Works Cited Kingston, Anne. â€Å"How To Stay Married. † Maclean’s 10 October 2011: 6. Academic Search Complete. Web. 31 October 2011. Tannen, Deborah. â€Å"He Said, She Said. † Scientific American Mind May/June 2010: 8. Academic Search Complete. Web. 31 October 2011. How to cite How Do Men and Woman Communicate Differently?, Essay examples

Performance Of Small And Medium Enterprises †Free Samples

Question: Discuss about the Factors That Affect The Performance Of Small And Medium Enterprises(Smes). Answer: Introduction Small and medium enterprises contribute in the development of any nation. They are sources of revenues to the government, source of employment and a means of poverty eradication in a country. However, these small and medium enterprises are faced with lots of problems and they sometimes end up failing(Langenberg, 2005). Factors that has contributed to the failure of the SMEs are both internal factors and external factors within the business environment. The challenges that they face limit them from surviving and growth. The study aims at arriving at a summary of the main factors that contributes to the failure of these business enterprises and coming up with measures necessary to curb this problem. The approach in determination of this factors is a quantitative approach that is based of statistical facts from data collected. Objectives of the study. The main objective of this study is to determine the factors that affect the performance of small and medium business enterprises. These factors under analysis are both internal and external factors. The specific objectives include application of regression analysis in determination of these factors and coming up with various measures to help in survival and growth of small and medium business enterprises. Scope of the study The proposed research project aims at determination of internal and external factors that have resulted in poor performance of the SMEs. The data to be used is both qualitative and quantitative which will be collected by use of well-structured questionnaire. The study is limited to only small and medium enterprises. Literature review An enterprise is a word that has been used in a range of contexts. In business, the word has been used to mean a way of creating wealth through risk taking activities(Indarti, 2004). An enterprise can also be said to be a system that consists of an effector, detector and selector. The detector detects any information in the business environment which is then sorted out and selected. The work of the effector is to make use of the selected information about the business environment. Firm performance is used to refer how the business behaves in the business environment. Performance can be negative or positive depending of various factors that affect the business. These factors may be because of internal or external influence(Lancaster, 2001). Small and medium enterprises (SMEs) have a definition that varies from one party to another and each of these definition is subject to any form of critics. SMEs can be classified according to type of goods produced or services offered, level of production, size of stock or even according to the profit realized per trading period. All these definitions might be taken to mean one and the same thing. Factors affecting the performance of the SMEs. Various factors have been suggested each one of them has an extent to which it has contributed to the success or failure of an enterprise. Empirical studies that involved factors that negatively affect the performance of an SME, showed that the factors can be divided into two groups(Hitt, 2000). It was based on whether they focus on a variable of a limited source or on profiles of the failed SMEs. Both case studies and surveys have been used in past empirical studies on factors contributing to the poor performance of the SMEs. Some compilations of previous studies result such as Storey (1994) focused on the stages of SMEs starting from birth, the growth and finally the death of small firms. Recent studies based on surveys and case studies have come up with the factors that affect the failure or success of a given small firm in an economy. Maria Langenberge and Narul Indarti (2005) came up with the key components that are important in the analysis of the business success. The components included the characteristics of the small firms, the character traits of the entrepreneur and the elements in the development of SMEs. Effects of different practices of management on small firms was investigated by Gadenne (1998). He studied 369 small enterprises in the manufacturing, service and retail industry. Pearson and Baker (1993) studied financial performance and plannings in the cleaning industry. The relationship between market performance and orientation was explored by Pelham (2000). The main factors that are said to contribute to poor performance of SMEs can be explained as below; Inadequate access to credit. This is a factor that has affected almost all the SMEs and many that have failed regard this as a main cause. The SMEs need to have a source of credit facilities to enable them make purchases and have adequate capital to run their business. Lack these credit facility leads to business failure Lack of managerial experience Any business activities need managerial knowledge. This is because a business is a matter of taking risks. The owner of the business or the manager need to understand risks management and he or she is also expected to have other basic managerial skills. Lack of managerial skills leads to huge losses an eventually the business dies. Government regulations All business activities are regulated by government. These regulations may be in favor or against the business enterprises. Regulations requiring businesses to pay taxes at a higher rate are unfavorable as they deprive the business savings. such regulations imposed by government leads to poor performance of the business and may eventually lead to collapse. Lack of access to business information services Any business activity requires the owners to be well informed on the current trends in the market. A business that has no means of acquiring the trending information may be left out in case of opportunities such promotions and arrival of new products. It is therefore important to stay well informed on current issues and trends in the market. Poor infrastructure Many of the small enterprises are in remote areas where infrastructure is so poor. Transport and communication becomes a problem. Entrepreneurs need good road network to supply their goods. Accessing target customers becomes a problem and in return it leads to business failure. Liedholm and mead (1998) stated that the main factors that have contributed to poor performance of the SMEs is not about their small size but isolation. This prevents them from access to finance, markets and information. Most of the enterprises are established and operated by one person and this has led to low chances of survival of the business on the long run. The list of the factors affecting the performance could be endless but this study aims at concentrating on only the above factors for analysis. Research gap As noted in the above literature review, most of the research done emphasized of identification of the factors contributing to the poor performance of the SMEs. No work has been done to quantify the extent to which the above factors has contributed to poor performance. All the above factors are causes of poor performance but each has a magnitude to which it has contributed in the failure of the business. This research proposal is meant to give a quantitative approach on the factors that has led to poor performance of the SMEs and give the extent to which the factor has contributed. Research hypothesis The research hypothesis is as formulate below; Null hypothesis(H0); Factors that affect the small and medium enterprises have the same magnitude. Alternative Hypothesis (H1): Factors that affect the small and medium enterprises are not of the same magnitude. The hypothesis will be tested at 5% level of significance. Research questions This study intends to answer the following questions; Primary question What are the main factors contributing to poor performance of the small and medium enterprises? Secondary questions To what extent does these factors contribute to the overall performance of these small and medium enterprises? How can linear regression be applied to the assessment of factors that affect the performance of these small and medium enterprises? Which is the best data analysis tool to use when it comes to qualitative data? Research design and methodology This part discusses the design of the research and methodology to be used in the study. The target population, sample design, data collection method, instruments used as well as data analysis tools are also to be explained. Research design In his work, Kothari (2004), a good research design consists of a conceptual framework in which research would be conducted with the main aim of collecting relevant data or evidence at low cost. John W. Creswell (2009) defined research design as an ordered plans and procedures meant to use data collected and the analysis tools to come up with a decision. This study intends to use a cross sectional method of design since it is the best method that suits our problem that is aimed at finding the prevalence of a problem. According to this study, we intend to come up with the factors affecting the performance of small and medium the enterprises where data will be collected once. The design method is cheap and it therefore fits our study. Reliablity and validity The study aims at collecting data from small and medium enterprises owners in both urban and rural areas. The owners, managers and employees are considered as the main target through which the data will be collected. The targeted correspondents will be interviewed by means of asking them to answer both closed and open answers only. This method will provide a reliable data that is first hand and can be said to be valid for this study. Variable specification Performance of the enterprises will be measured by monthly income in US dollars. This becomes the dependent variable under study. The independent variables are the factors under study sated earlier. Some of these factors are qualitative while others are quantitative. The qualitative variables are to be measured on a scale that shows the degree to which the factor has contributed in performance Sampling technique This study aims at use of a sample of the population to make a good inference about the entire population of the small and medium enterprises. To determine the sample size, we need to determine the following to apply them in our formula; Size of the population This refers to the summation of all available small and medium enterprises that are there in the region under study. The data is to be obtained from national sources that are concerned with registration and licensing of businesses. Level of confidence This refers to the extent to which one believes that the actual mean is within the confidence interval. The most common is 95% which will be used in this study. Confidence interval This is also called There is no determined sample that will be perfect. We therefore need to determine how much error we can allow. The confidence interval, also called error margin helps to determine the range in which the sample mean is expected to fall in relation to the entire population. This study has decided to use a margin error of 5%. Standard deviation Responses are expected to vary and we must have an allowance for this. The study has the intention of using a standard deviation of 0.5 which is the standard value to use since it will ensure that our sample is large enough(R., 2001). Sample size Having the above parameters, we will use the following mathematical formula to determine how large our sample will be. Our confidence level corresponds to a Z score. For 95%, the Z- score will be 2.576 This value is obtained from statistical tables. The next thing is to plug the values of the parameters above in the following formulae; Sample size = Having determined the sample size required, we therefore proceed to the method that will be used in data collection for our survey. Data collection and analysis method Data collection This study intends to use oral interview to the small and medium enterprises mangers, owners and employees. A well-structured questionnaire that consists of both closed and open-ended questions will be used to gather information. Using questionnaires, the correspondents will be interviewed and the responses given will be filled in the questionnaires by the researcher. Questionnaire design The questionnaire consists of 8 questions which will be helpful in collecting the required information. The sample questionnaire is as shown in the appendix. Quantitative and qualitative research Data analysis method After data has been collected, the analysis is to be done using statistical program for social sciences (SPSS). The program is to be used since analyses both quantitative and qualitative data sets. The analysis is meant to come up with a regression model on the factors that have affected the performance of small and medium enterprises. Each factor will have a coefficient that shows the extent to which it has contributed to the monthly income of the enterprise. The regression model will be of the form; Y= 0 + 1 X0 + 2 X2+ 3X3 + 4X 4+ 5X5 Where; Y is the dependent variable representing the monthly performance of the enterprise. Bi represents the coefficients associated with various factors under study. Research limitations This study intends to focus on only five main factors that are affecting the overall performance of the small and medium enterprises. However, many factors have contributed to poor performance of these small and other medium enterprises. This call for further research on other factors that have contributed to poor performance. Also, the use of questionnaire is not enough to have accurate information concerning the small and medium enterprises. More accurate surveys need to be conducted to have data that is good enough to make recommendations and conclusions. Time schedule This study intends to take place for the period starting 1st November 2017 to 30th November 2018. The one year will be enough to collect the required data and analyse for the purpose of giving a timely report. Conclusion Small and medium enterprises are as important as other forms of businesses and they need to be protected from poor performance. To do this, the factors proposed in this study will be helpful in determination of the extent to which they affect the business performance. Data collection and analysis are to be done with the highest level of accuracy to produce reliable results. This proposal calls for further research to find more factors that have affected the performance all types of business activities. References Bridge, S. O. K. . C. S. (., 2003. Understanding Enterprise, Entrepreneurship and Small Business. New York: s.n J Storey,(2000). Understanding the Small Business Sector. London: Thomson Learning. ISBN 1-86152-381-5. Hitt, M. I., 2000. 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