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Gender issues in employment and management 평가A+최고예요

Gender issues in employment and managementIntroductionThe terminology of ‘the glass ceiling’ defines a variety of barriers that prevent qualified individuals from advancing higher in their organization (Adair, 1999) and the phrase glass ceiling is used most often in regards to women in the workforce (Bryant, 2004). In addition, the glass ceiling was a term coined by an American newspaper, the Wall Street Journal, a couple of decades ago to describe the barriers that prevent women from reaching the top echelon in both economic and political fields (Williams, 2006). Although it is true that many women have finally become managers after fifty years in the job market (Driscoll & Goldberg, 1993), few have made it to the very top (Adair, 1999) in recent years.In this paper, the author would like to examine the gender issues in employment and management and analyze equal opportunities policies and strategies for managing diversity and work life balance. First of all, the author would like to as. Judge (2003) criticizes the women performance in the workplace, So much for smashing the glass ceiling and using their unique skills to enhance the performance of Britain's biggest companies. The triumphant march of women into the country‘s boardrooms has instead wreaked havoc on companies performance and share prices. According to Bryant (2004), African-American female accounting major who considered accounting to be a male-dominated profession, “I discussed the perceptions of both males and female executives. Typically, men are thought to be the ideal executive. Men are assumed to be firm, logical, decisive and unemotional in their actions. This makes the best boss to most people.”Furthermore, Williams (2006) maintains that family and other commitments which lead women to work part-time make it even more difficult for them to break through the glass ceiling. According to the International Labor Organization, globally women constitute between 60 and 90 percent of part-time workersrs as an O.D, she is learned that most professional networking takes place on the golf course, an arena, like optometry, typically dominated by her male counterparts (Haseldine, 2003). Hewlett-Packard CEO, Carly Fiorina, recently declared that "there is not a glass ceiling" ( HYPERLINK "javascript:refpop('schulercites.htm" l "Ackerman');"Ackerman, 1999) in today's organizations. Seemingly supporting this declaration, HYPERLINK "javascript:refpop('http://www.fortune.com/');"Fortune magazine recently started publishing " HYPERLINK "javascript:refpop('http://www.fortune.com/fortune/powerwomen');"The Fifty Most Powerful Women in American Business," with Fiorina at the top of the list each year. While the increasing number of women executives perhaps demonstrates progress, the magazine coverage perpetuates familiar stereotypes of women in organizations. By positing that popular business magazines are part of the broader discourse in which organizations are situated, this paper examines Forcrisis pregnancy, particularly in judging their own ability to combine both work and family life (Redmond et al.,2006). The demand for work life balance solutions by employees and managers is expanding at an unprecedented rate. As a result, work life balance is an increasingly hot topic in boardrooms and government halls today. Over the coming decade it will be one of the most important issues that executives and human resource professionals will be expected to manage. Until recently, most organizations have taken a one-side systems approach to their work life efforts. Their focus has been on adopting organization policies, benefits, and procedures to solve the work life balance problem. Even though helpful, the systems approach overlooks a critical fact. At its core, work life balance is more an individual issue that affects the organization than it is an organizational issue that affects the individual (Bird, 2006).Flexible working arrangements can have positive effects on employees’Valley girl. U.S. News & World Report. p. 44Adair, C. K. (1999). Cracking the glass ceiling: Factors influencing women's attainment of senior executive positions. USA: Dissertation.com.Adler, N. (2000) An international perspective on the barriers to the advancement of women managers. Applied Psychology: An international Review, 42.Bahay Kubo Research (2003) Breaking Through the Glass Ceiling: An Interview with Dr. Naomi G. Tangonan. Bahay Kubo Research.Bird, J. (2006) Work Life Balance doing it right and avoiding the pitfalls. The leader in dual purpose learning.Bryant, L. (2004) What role does the “Glass Ceiling” play, continued. The York Scholar. Vol. 1. Spring.Davidson, M. and Burke, R. (2000) Women in management: Current research issues. In M. J. Davidson R. J. Burke (eds). Women in Management. pp. 1-7.Dreher, G. F. (2003) Breaking the glass ceiling: The effects of sex ratios and work-life programs on female leadership at the top. Human Relations. 56. pp. 541-562.Driscoll, D., & Gos.

사회과학| 2006.11.18| 8페이지| 7,000원| 조회(767)

여권신장, 남녀 차별, 직장 여성, glass ceiling, 남녀 불평등

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Prague Convention Bureau

Marketing Plan and Marketing Communications TechniquesFocused on Prague Convention BureauVenue and Destination ManagementMA Conference ManagementUniversity of WestminsterJinhee Jung 102147786 April 2006INTRODUCTIONMarketing is the principal function and mission of destination management organizations. Indeed, marketing, convention and visitors bureaus are so intertwined that DMOs could be and, in fact, once were alternatively recognized as destination marketing organizations (Harrill, 2005). Venues build links with the appropriate destination marketing organisation, be it a convention and visitor bureau or conference office, an area or regional tourist board, and / or a national tourism organisation (Rogers, 2003).The purpose of this research is to provide an overview of the existing research literature within the field of study of venue and destination management. It also attempts to give explanations and definitions of the key concepts and processes, which relate to the marketing placo-operative links, and formal co-operative links between the CVB and its 80 members (hotels, travel agencies, convention organizers). The marketing plan provides no information regarding the CVB’s internal organisational structure, its financing, its corporate culture or what it offers to the members. However, in other chapters there are allusions to “reorganize the Bureau” (PCB, p. 5) and to “consider changing the Prague CVB from an association into an agency.” (PCB, p.6).Prague as convention tourism destinationIn a marketing plan it is necessary to assess the organization’s internal strengths and weaknesses. When set against its external opportunities and threats, the CVB is effectively conducting a SWOT analysis (Fyall and Garrod, 2005). A PEST analysis helps to distinguish more clearly the external opportunities and threats of that organization (Doyle, 2002). Thus by assembling Prague’s opportunities and threats it is possible to discern the destination’s competitive attractivenesth each other, focusing on the “customer-centric perspective.” It has to be noted that alongside Prague’s attractions and facilities an extra impetus to the development of its business tourism has been added and this can be seen by the fact that the Czech Republic is the most successful country in attracting foreign direct investment in Central Europe (Mintel, 2004).Price/CostPricing decisions are becoming more critical due to the increasing complexity of the market (Doyle, 2002). The increasing use of the internet has also given customers more power than ever before (Middleton). Factors that could influence customer pricing decisions are: the strength of the brand Prague and the degree of competition from other destinations such as Vienna and Budapest and the Government’s decision to raise VAT on accommodation from 5 to 19%.Place/ConvenienceGodefrey and Clarke define “Place” as “routes of exchange” through which a tourist accesses, books, confirms and pays for a tourist product” (citeconventions held in the Czech Republic throughout Germany. Although, the advertising promotions focusing on the UK and Germany of the PCB will be a good starting for the developing country, there are still passive and limited markets. The PCB should consider gradually not only a couple of European countries but also other European markets and continents to attract their customers.Direct marketingDirect marketing is defined as direct communication with carefully targeted individual customers to obtain an immediate response and cultivate lasting customer relationships (Kotler et al, 2001). It means interactive marketing, two-way communication between the organisation and its clients, allowing immediate and direct responses to promotion (Holloway, 2004). Therefore, direct marketing is an indispensable tool in customer relationship management and the development and use of customer profile databases lies at the heart of effective direct marketing (Davidson and Rogers, 2006). According to FCzech Republic and abroad with the Bureau’s members. The target groups of the PCB are the media, professionals and the general public. Above all, the PR activities of the PCB seem to have targeted everyone, up to its potential buyers and employees as well as practical buyers, whereas the advertising technique is focused on specific and real customers. Through the PR activities, the Prague Convention Bureau wants to approach the general public with historical, beautiful and new images instead of gloomy, poor and communist impressions of the past.Trade showsThere are many reasons for trade shows use, but the primary reasons appear not to be to make sales or because the competition is there but because these exhibitions provide opportunities to meet potential and established customers and to create and sustain a series of relational exchanges. Shipley and Wong (1993) maintain the main aim of Trade shows is to develop long-term partnerships with customers, to build upon or develop the corp0

경영/경제| 2006.11.04| 23페이지| 3,000원| 조회(298)

마케팅, 컨벤션, 체코, 프라하, 뷰로

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[박람회]Education UK Exhibition in Korea

Education UK Exhibition in KoreaTABLE OF CONTENTSPageINTRODUCTIONEducation trends in Korea …………………………………………1Introduction of Education UK Exhibition in Korea ……………2MICENon-standardized Terminology ………………………………….3Education UK Exhibition’s link with Exhibition sector ………4EDUCATION UK EXHIBITION IN KOREAStakeholders in Education UK Exhibition ………………………6The impacts of UK Education Exhibition ………………………10Adapted Trends of Education UK Exhibition ………………….13CONCLUSION ………………………..……………………………16APPENDIX ……………………………………………………………..17BIBLIOGRAPHY ………………………………………………………27INTRODUCTIONEducation trends in KoreaThe passion and demand of education in Korea and the number of Korean students studying in the UK are increasing rapidly (See Appendix 1). In 2003, 212,000 students in OECD countries are foreign students who study overseas. It shows that the total number of foreign students had increased 15 percent compared with the previous year. Especially, the absolute figure of foreign students among OECD countritive to both exhibitors and visitors because they offer face to face contract in bringing together exhibitors and potential buyers. Both groups create a high level of demand for travel services, catering and accommodation (Davidson, 1998). Any clear divide between exhibitions and conferences that may have existed in the past has now been greatly eroded, especially as far as business-to-business exhibitions are concerned (Rogers, 2003). The case of Education UK Exhibition in Korea is an organisation-to-customer exhibition. Therefore, it seems to be a ‘pure exhibition’ with its own right. Education UK Exhibition links between Korean students and their parents who want to study in the UK and the UK schools which are interested in Korean market directly on the spot. In addition, both exhibitors and visitors have a direct and indirect and positive and negative social and economic influence each other on their countries.EDUCATION UK EXHIBITION IN KOREAStakeholders in Education UK ExhibitionStels which are located around the venue invite visitors who live far away from Seoul and usually stay longer then the exhibition for leisure travel. Following the business trends of business travel and the nature of the education fair, the growing numbers of women exhibitors and visitors accompanying girlfriends and wives, have had a considerable impact these hoteliers’ decisions (Rosenstock, 2004).Airlines and Travel AgenciesBritish airline offers several free round trip tickets from Seoul to London to visitors on the spot as premiums for advertising its company to their potential customers. Not only airlines but also travel agencies invest in the Education UK Exhibition by booklets and through the Internet. Especially, airlines and travel agencies have embraced considerable growth in the use of e-commerce. The most valuable thing is that the companies set up e-commerce. Plunkett (2006) says the booking system of travel online is the most successful of the e-commerce efforts. The Inte out of the UK. In addition, the payment to the taxes to the Korea and UK government can be regarded as leakage because they represent income accruing to residents of the regions that is not available for responding in the UK (Weber and Chon, 2002).Social ImpactThrough the impact of Education UK Exhibition, Seoul has changed as a multicultural society. The exhibitors themselves introduce the UK education information with the culture to Korean visitors attractively. In addition, people who study in the UK spread the UK culture when they come back to Korea later.However, according to the growing number of students who study in the UK, there are considerable social problems such as the increased destroyed families, the suicide of ‘The wild goose daddy’, the father who lives alone and makes money in Korea for his wife and children who study overseas (Kang, 2005), and the emerging maladjusted students who came back to Korea after finished their study.Environmental ImpactThe impacts of Educaon adopts of these trends to attract their potential customers friendly.CONCLUSIONExhibitions are becoming important and powerful parts of business with the positive and negative impacts of economy, society and environment on the host community in recent years. Although, Education UK Exhibition in Korea has leakage out of in-scope expenditure to British Council owing to held in Korea, it still makes income taking advantage of the boom of studying abroad in Korea especially after September 11. The side effects, social problems of studying overseas in Korea give negative impacts to Korean economy as well as society. However, Education UK Exhibition in Korea has more positive impacts like becoming multicultural societies and developing economic situations for both countries in the future.APPENDIXAppendix 1Students who study abroad (Lee, 2005)Appendix 2(Sourced by OECD, 2004)Appendix 3Korean Students Who Study In Abroad(Sourced by Study in Korea, 2005)Appendix 4Cyworld of Education UK Exhi 3

경영/경제| 2006.08.22| 31페이지| 2,000원| 조회(290)

교육, 유학, 전시회, 박람회, 영국 유학

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[모터쇼]Seoul Motor Show

The implementation and evaluation stages of the event-Focused on Seoul Motor Show, KoreaINTRODUCTIONEvent evaluation is a process of measuring and assessing an event throughout the event management cycle. It provides feedback that contributes to the planning and improvement of individual events and to the pool of knowledge of the events industry (Allen et al, 2005). In addition, Goldblatt (2002) says, “Event evaluation is the link to the next event.” Therefore, the event evaluation and implementation re the essential parts of the event management process to tidy up loose ends and apply lessons learned from the following event.The purpose of this research is to provide an overview of the existing research literature within the field of study of conference business skills, and giving explanations and definitions of the key concepts and processes, which relate to the implementation and evaluation stages of the event. In addition, it analyses and discusses the case study, the Seoul Motor S been defined as the management process responsible for identifying, anticipating and satisfying customer requirements profitably (UK Institute of Marketing) (Stokes, 2002; CIM, 2001; McCarthy & Perreault 1987, p.7). Rogers (2003) notes that marketing plan must assess the general business situation and make projections for the organisation’s likely performance. It should set out clear objectives, create an appropriate marketing mix strategy, and determine effective monitoring systems and performance measures.With regards to 2005 Seoul Motor Show, an increasing number of Korean trade show communities actively consider the evaluation of the event. Rather than being a 1-step, success or not estimate success, the process follows various steps. Therefore, this section will consider separately the 4 Ps, – Product, Price, Place and Promotion – based on marketing basic principle.Products: What were major challenges at the show? Which of products or services attracted the most attention?The 200sing of former workers of Korean automobile companies, held an assembly against domestic companies such as Hyundae, Kia and GM-Daewoo, which put pressure on the contact labourers, in front of the Seoul Motor Show hall during the first and second day of the show (Kang, 2005). Goldblatt (2002) notes that the event manager is responsible for constructing a safe, secure environment and sustaining it during the course of an event and the planner have both a legal and an ethical responsibility to stakeholders. This demonstration did not have a great impact on the show apart from causing minor traffic problems as the show was very big and the protest was small in comparison with well behaved protesters (Oh, 2005).Promotion: What response at-show promotion got and what improvement could be made in the future?Fill (1999) notes that those organization that do take action should communicate their actions to reassure all stakeholders that the organization has done all it can do to prevent a recurrfrastructure on a second freedom highway, double railways, expanded public transportation for the next show (Seoul Motor Show, 2005). Despite having a huge parking lot which parks seven thousand cars, traffic congestion and the lack of additional parking lots were serious problems. This is a result of non-direct public transportation, inexperienced operation of the newly opened facility, and the character of the visitors who love to drive. However, the organizing committee was quick to come up with measures, including an allowed secondary entry into the venue, 15 more restrooms and 8 more ticket booths installed, an adjustment of ticket-selling hours for a 12-hour span, 26 more shuttle buses to the venue in Kimpo Airport and Hapjung Subway Station.HotelsThomas Kozlowski, Chairperson, U.S. Urban Asia Development, said that he was deeply impressed at the event’s dynamics and visitors as he revealed an active plan to build a large-scale hotel of 840 rooms and a large convention hall (SeouOrganization should spend time evaluating the event through feedback from delegates and other interested parties. Ideas for improving future events will emerge from this evaluation process (Rogers, 2003, p167-9; Friedmann, 2003 p272-3).The success of an exhibition depends on careful and imaginative use of the ‘4Ps’ that have been discussed. Seoul Motor Show 2005 was generally considered to be a success, and this is partly because the marketing mix was well thought out. The problems that occurred were not significant enough to damage the event as a whole and organizers were quick to respond to problems when they happened. The challenge for Seoul Motor Show is to learn from mistakes that they have made so that future shows will be an even greater success, for example, they would be unlikely to schedule an event so close to a similar show as they did with the Shanghai event.Word Count: 2,663 wordsBIBLIOGRAPHYAllen, J. (2002) Event Planning. Sydney: John Wiley & Sons Australia, Ltd.Allen, 1

경영/경제| 2006.08.20| 18페이지| 4,000원| 조회(538)

전시, 모터쇼, KINTEX, 서울 모터쇼, 킹텍스

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[관광, 도시]Cheonggye stream Regeneration

The influence of Urban Waterfront Regeneration on Urban Tourism- Focused on Cheonggye stream in Seoul, KoreaContentsINTRODUCTIONThe bloom of waterfront regenerationThe nature of waterfront developmentThe history of urban waterfrontUrban Tourism in waterfront areasThe impacts of the redevelopment of waterfrontTHE CASE STUDY OF CHEONGGYE STREEMCONCLUSIONINTRODUCTIONThe purpose of this report is to closely provide an overview of the existing research literature within the field of study, giving explanations anddefinitions of the key concepts and processes, which relate to the urbanwaterfront regeneration and its tourism in all their aspects. In addition,it analyses and discusses the case study, Cheonggye stream, Seoul, Korea,how Cheonggye stream reconstruction has affected urban tourism in Seoul as atourism destination.The bloom of waterfront regenerationUrban waterside regeneration has become a key focus of urban renewalthroughout the world (Clarke M., 2000). The zone of urban areas in wt as a more enjoyable and recreational area. Besides, Barata (1996) argues that the restructuring of the old harbours was part of a wider movement that also included the rehabilitation of historical centres, therestructuring of the urban economy into a service-oriented one, the improvement of the quality of the environment and the cleaning of the water and the air.Urban Tourism in waterfront areasIn the classic phrase of American anthropologist Loren Eiseley, “If thereis magic on this planet, it is contained in water.” Water is a fundamentalattraction in all cultures and among all classes of people, from Alaska toAngola to Argentina. It is a favorite location for celebrations andceremonies, for evening picnics on the beaches of Bahrain, religious riteson the Ganges River in Benares, for dragon boat races in Shanghai, peopleseek the water’s edge. The town of Santos, Brazil, provides a poignantexample of this primeval urge. The beaches there, even at their mostpolluted, drew busloads of nearby areas. In October 2005, 47 years after being covered withconcrete, Cheonggyecheon was restored to its old state of water freelyflowing. The new Cheonggye Stream helped recover 600 years of Seoul'shistory and culture and is helping Seoul be reborn as an ecologicallyfriendly and novel tourist attractions city.The Major Policies of Seoul CityIn Vision Seoul 2006, the Seoul Metropolitan Government declares its fourmajor policies: compassionate welfare with the community living in harmony,a clear and clean environment in harmony with nature, tap water safe todrink, and an open cultural city with tradition and modernity in coexistence- under the slogan of ‘Warm-hearted Seoul’ (Seoul, 2005). Focused on thefourth policy of Seoul city, the open cultural city with tradition andmodernity in coexistence, it stands for creation of Seoul with flourishingculture to the full such as restoration and maintenance of historic-culturalremains, creation of citizen’s cultural space, promotion of open of theproject will mark the eco-advanced rebirth of Seoul. Serving the needs ofpeople and commerce, the urban development project will breathe new lifeinto the thriving cultural capital.” Regarding the number of visitors, onenational press source(Donga Ilbo, 2005) curries that “The number of peoplewho have visited Cheonggyecheon is almost 10 million. In November, some130,000 people on average will visit the stream a day.” The Media reportsnot only Seoul city as a tourism attraction but also the Seoul mayor’sambition as the next Korean president. Financial Times (2005) plays up thefact that Lee has his sights set outside Seoul. His ambition to becomeKorea's next president is unabashed, and since Cheonggyecheon's opening,surveys have put him at the top of the popularity polls among presidentialhopefuls.The economyLee Myungbak states in a press interview that “The Cheonggyecheon projectnot only fostered the regeneration of ecology, culture and history but alsothe growth of the economy. TheAbove all, the Cheonggyecheon area has culture assets and traditionalstreets because it has been the capital of Korea since the Joseon Dynasty.Antique palaces such as Deoksugung, Changdeokgung and Changgyeonggung,Jonggak (belfry), Jongmyo (royal shrine), Joyesa (Temple) and museums arelocated nearby the stream. The Insa street, the most famous traditionalstreet for foreigners, has dozens of art galleries and shops selling artsupplies, antiques, and handicrafts along one main street and many sidealleys (Life in Korea, 2005). It contains many traditional tea and coffeeshops. In addition, Seoul Plaza which is a grass-covered public square,features a floor fountain, and holds cultural events and festivalsthroughout the year, including Day Time concerts, weekend programs forchildren and Seoul Performing Art Festivals (Cheonggyecheon, 2005).Night TimeThe popular nightlife destination for thousands of college students lookingto drink and party, Daehangno (University Street) contains many gall.

경영/경제| 2006.08.09| 16페이지| 4,000원| 조회(481)

청계천, 관광, 도시, 하천, tourism

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