Summary for the uploaded article (2) Essay Example | Topics and Well Written Essays - 250 words

Summary for the uploaded article (2) - Essay Example Secondly, it explores Wackernagel’s law and the effect that it has on the language structure. Thirdly, the article shows that relative pronouns have similar properties with interrogative pronouns. Fourthly, the article also reveals interesting facts about spoken and written language; the most important word is often placed close to the beginning of the sentence. Clitic refers to unstressed word that needs to be supported by other words in order to complete a clause. Although they are unstressed, they provide a lot of meaning to a clause. Consequently, most languages have clitics. Moreover, although languages vary, the manner in which they are used does not change. They are commonly pronouns or determiners. In addition, they may be written as independent words. However, they are often connected with the word on which they depend. The article provides an interesting and insightful analysis of the diachrony of clitics. In addition, it has contributed to the literature available on the subject. The article has provided information about the role that clitics plays in a language. Furthermore, the laws support its argument by providing a strong foundation for accepting what has been advanced in the

FOUR TOP DOCUMENTARY FILM MAKERS FROM UK AND AMERICA Essay

FOUR TOP DOCUMENTARY FILM MAKERS FROM UK AND AMERICA - Essay Example This book introduces different ways by which documentary can be discussed. It has achieved this by introducing the limitations that are accompanied by documentary theorization. The knowledge of bias uses a confusing stress on documentary theory and training in 3 relatively different methods. First of all, it is presented as a problem to attaining the objectivity of explanation that has frequently been understood as a vital or difficult component of the documentary development. Nevertheless, acknowledgment of the biased as an unavoidable and inspiring element of documentary work reasonably than a problem to be controlled by harsh techniques and knowledge is now the leading attitude here (Renov, 2004). Secondly, bias is perceived as a thematic area in its own right, with the bias of the movie and program creators themselves in self illustration by means of pictures and voices. There is an innovative extensiveness to be distinguished here too, even though there is a remaining intelligence that lasting for too long on biased matters jeopardies a likely deviation from main documentary goals. A lesson in Documentary Movies is a new arbitrated scholarly journal dedicated to the past, philosophy, criticism and training of documentary film. This journal will allow a careful method to global documentary movie past, philosophy, criticism and training helping a vibrant and developing global community of documentary movie researchers (Nichols, 1992). The journal printed articles and evaluations, in English, from scholars all over the world in search of broadening the area of documentary movie grant. Some of the subjects recommended comprise; new methods to documentary past; new progresses in documentary concept and new knowledge in documentary movie. Global styles in documentary movie practice; Official invention in documentary movie

Performance Management At Emaar

Performance Management At Emaar The report features altogether are in six major sections. Section one is about Performance management and performance appraisal at Emaar. Section two is about Reward Management that Emaar uses. Section three is about Addressing Underperformnce. Section four is about measures of staff satisfaction. Section five is about methods to improvements. Section six which the last one is the conclusion. More over, there are some appendixes I have attached in my report, Appendix 1 is the Aprriasal form and appendix 2 the exit interview. Finally, Most of the information in the report was from my own experience at Emaar and some particulars from Emaar website and interviewing employees as well. Performance Management at Emaar At Emaar, Performance Management is considered as a cyclical process encompassing many aspects. Their model begins with the process of hiring, continues with daily performance management, and extends to yearly performance appraisals specially when making hiring decisions, managers, individuals and committees are involved in the process should consider the seven core competencies established by Emaar which are: Adaptability Motivation Professional and Self Development Work Quality and Job knowledge Teamwork Service Orientation Communication From there, Emaar supervisors should manage employees daily performance through an efficient and effective performance management system. As a result of a efficient and effective and useful performance management system, supervisors should be able to provide accurate and relevant performance assessments that helps further growth and improvement among employees at Emaar. By institute a successful performance management based upon the seven core competencies, Emaar is able to hire, lead and evaluate individuals based on the same set of the competencies which offers consistency and continued growth. Appraisal Performance Appraisal performance is considered one of the powerful tools and an important process at all levels of the organization starting from the top management and ending with employees. It helps supervisors to meet the objectives and goals of the department and the firm as well. In addition, companies must keep pace with process to accommodate the changes of the business level contents and performance methods, and the change of the staff skills and knowledge. Appraisal helps to create confidence between employees and raise their loyalty to the firm.(See Appendix 1) Appraisal performance from some authors view performance appraisal as any procedure that involves setting work standards, assessing the employees actual performance relative to these standards, and providing feedback to the employees with the aim of motivating that person to eliminate performance deficiencies or to continue to perform above par Dessler Another definition for performance appraisal is the evaluation, often in writing an employees work and job performance according to specific criteria. Performance appraisal can also be defined as a system of periodic review and evaluation of an individuals or teams job performance Schuller Appraisal performance at Emaar Emaar conduct appraisal quarterly and annually to evaluate employees performance, promote communication and their personality to examine their strengths and weakness. Besides, Emaar ensures all the employees who conducted the evaluation that their information are confidential and secured for making right decisions for them. Appraisal performance is important for such a company because it provides them with employees feedback of employees performance and progress. Performance appraisal aims at facilitate employees development and it has the major purposes. These major purposes is to provide feedback and guidance, to set performance goals, to identify training needs, and to provide inputs for management of pay administration, rewards, and promotion. Also there are some steps which are involved in effective performance appraisal are: Identification of key performance areas and setting yearly objectives. Identification of critical attributes for effective performance Periodic review of performance Discussion of performance with employees, Identification of training and developmental needs. Emaar uses many methods for performance evaluation of their employees, some of them are traditional and some are modern methods. Incident Indicator Method It is done by collecting the largest possible number of incidents that causes the success or the failure of the work. Supervisors monitor their group and decide if any of those collected incidents happened to them in their work. Their performance will be evaluated based on the incidents that happened in their workplace and how they behaved during those incidents and how serious they are in terms of success or failure of the job. 360 degree Performance The 360 process almost always includes a survey that has questions related to leadership and organizational success, along with a corresponding scale rate each item for example, Agree, Slightly Agree, Neutral, Slightly Disagree, and Disagree. Self-ratings and ratings from employees manager, direct reports, peers and customers are typically compiled into a report. The results are combined and presented by rater category, which allows for insightful comparisons while ensuring that individual direct report, peer and customer raters remain anonymous. Ratings by the employees manager are also presented for comparison but not anonymous. The 360 process may also include a gaol setting or development planning component, which requires that managers translate there results into a meaningful plan for future development. Some 360s are linked to administrative processes such as performance appraisal, promotion, compensation and succession planning 360 Feedback offers many potential benefits to both staff and the organization. Because the technique is capitalizes on multiple perspectives. The results are considered highly credible and useful performance feedback. For employees, the 360 experience can help to confirm hunches about strengths and identify areas that need improvement. Being able to compare feedback from multiple sources helps participants contrast their self-perceptions with others perceptions of them. But the benefit from this kind of reality check comes with a challenge: As from Fortune article 360 Feedback Can Change Your Life. Receiving the results of the feedback can be surprising, powerful and uncomfortable. To help managers appreciate their strengths and not just concentrate on negative results, Emaar provides in one-on-one or group settings with trained coaches, facilitator or psychologists. Such sessions can also help managers link 360 results to previous performance feedback discover performance themes and issues and understand how to use results to be more successful. For Emaar, a successful 360 implementation can improve communication among employees and help disseminate the organizations expectations with regard to managers. The benefits can begin even before the 360 is implemented. A decision to implement the process signals that the organization desires and is committed on some level to improve its feedback mechanisms. Even the wording of the survey itself is instructive. 360 surveys are typically group behaviours into bread success factors such as strategic direction, analytical skills, interpersonal effectiveness and developing others. The very act of identifying these categories and then defining them by their associated behaviours, for instance, consider future implications when making decisions gives Emaar a common language with which to discuss performance. Forced Distribution In this method, employees are evaluates on the basis of their overall performance of the work. Paired comparison approach That this method is derived from the ranking method, the fundamental difference between them is that the ingredient rather than an individual compares with the rest of the individuals at once, as under the method of comparison by comparing the individual double with every one of them This method is characterized by the following: Easily explained to others. Facilitate the task of who conduct the appraisal, as it is easy for him to compare between two employees and choose only the best of them. Can be used this way by the heads of divisions and departments in the organizations when asked to nominate some of the subordinates for the purpose of promotion or bonuses and so on. The criticism of this method are as follows: That individuals are being compared with each other as if they were one unit, so it lacks behavioural specialization and taking focuses on personal aspects rather than behaviour. The evaluation might be susceptible to bias and favouritism. Individuals are evaluated by descending order (I, II, III, IV, .) does not indicate the relative degree of difference among them. Does not show the weaknesses in the performance of individuals to act and find solutions them. As Emaar got a large number of employees its hard for them to conduct this evaluation but this method is often used at small organizations where there are small number of employees such as small properties companies like Al Shams. Reward Management Reward Management is concerned with the formulation and implementation of strategies and policies that aim to reward employees fairly, equitably and consistently in accordance with their value to the organisation (Armstrong, 2003). Emaar has set a reward strategy to support their business goals, to recruit and retrain employees with his performance and to reward high performance employees. They have fincial rewards and non-financial rewards. Financial rewards Definition Employees get a fixed rate in monthly basis which is called base pay. Emaar determine the base pay according to the experience, degree and interview. Another, kind of financial rewards is the contingent pay, which is related the employees performance, competence or service. Moreover, employees benefits such as pension holidays and sick pay. Non-financial rewards It is not direct payments and usually occur from the work it self like achievements, recognition, training, opportunities to develop career and high quality leadership. Al-Noor Islamic bank has an attractive reward system which is for the part time employees who have worked at least twenty hours a week for two years, receive AED 3,500 scholarship to college of their choice. Four year scholarships for AED 35,000 are also given. The company has awarded more than AED 8 million since the program begins. Unlike Emaar that doesnt have flexible time for students who are welling to complete their higher education besides they are not encouraging students to join them. (function() { var scribd = document.createElement("script"); scribd.type = "text/javascript"; scribd.async = true; scribd.src = "https://www.scribd.com/javascripts/embed_code/inject.js"; var s = document.getElementsByTagName("script")[0]; s.parentNode.insertBefore(scribd, s); })() (function() { var scribd = document.createElement("script"); scribd.type = "text/javascript"; scribd.async = true; scribd.src = "https://www.scribd.com/javascripts/embed_code/inject.js"; var s = document.getElementsByTagName("script")[0]; s.parentNode.insertBefore(scribd, s); })() Addressing underperformance It is one of the elements of the performance management framework of Emaars Performance Management policy. It illustrates the need to take action to identify and resolve situations where the performance level is not achieving the identified outcome of performance of a specified position. Emaar follows some procedures to address underperformance Intensive Performance Support Solving a problem and supporting the process, generally developed between employees and the executive manager, to elucidate performance concerns and take early steps towards their resolution the process is begin when a patterns of performance concerns has been identified and considerable efforts should be made to resolve the concerns during this phase. Where employees are able to demonstrate that they are able to achieve Emaars identified performance outcomes during Intensive Performance Support, ongoing performance management can be resumed. Nevertheless, if employees underperforming consistently and the performance outcomes achieved through the IPS period are not improved sufficiently the Formal Underperformance procedure should be originated. This can be done only after IPS completion which is a pre-requisite to undertake the Formal Underperformance procedure. Formal Underperformance procedure Managers start this procedure for employees whose performance did not meet the identified performance outcome for Emaar and whose performance has not improved satisfactorily through IPS. Emaar makes sure that the used procedure is appropriate to employees employment conditions. Formal Underperformance is undertaken in consultation with departmental performance management consultant and involves supporting and assessing the performance of the employees. When outcomes of performance are achieved during the Formal Underperformance procedure are still unsatisfactory, another procedure is conducted which is called Evaluation Procedure to appraise and verify the procedure and how it is been implemented. The Evolution Procedure considers whether all reasonable options for support have been exhausted and ensures that principles of natural justice and procedural fairness have been observed. Based on the Evaluation Procedure report, recommendations are made for further action for approval of the departmental executive with the appropriate delegated authority. This may include Ongoing performance management return. Continuing with an identified stage of Managing Underperformance procedures. Sanctions imposition, including dismissal possibility when evident shows that an employee is not able to demonstrate the identified competence level and efficiency. ANOC is one of the biggest companies for producing oils so it is important for them to hire and retain the best employees to keep the company reputation safe so they use the same procedures as Emaar if they addressed any underperformance among employees specially the best employees. http://www.decs.sa.gov.au/docs/documents/1/ManagingUnderperformanc-4.pdf Measures of staff satisfaction Turnover Rates Emaar calculates the annual staff turnover rate by using a mathematical formula (Total number of leavers over periodÂÂ  / Average total number employed over period) x 100 Exit interviews Emaar conduct an internal interview which is the exit interview to establish the reasons why an employee wishes to leave the organization. Exit interviews are not intended to dissuade the employee from leaving. Rather, they are intended to establish resignation causes, and whether there is an underlying problem need to be addressed or is there a particular manager or a colleague who contributed towards this resignation and so on. When Emaar decides to conduct exit interviews they follow some points: The interview should be conducted by a personnel or a human resources expert. The interview should not be conducted by the employees line manager under any circumstances. The interview is often productive if they are held away from employees workplace. The best time to held exit interview is as soon after the employee resigns as possible. Emaar always treat their employees with good grace and wished them luck and thank them for the work they have done for the organization. (See Appendix 2) Absenteeism It is very vital to measure absenteeism, to identify and trace the patterns of employees attendance. High rate of absenteeism can be a symptom of stress in the work place which can contribute to higher rates of turnover. There are two methods to calculate absenteeism: lost time rate and individual frequency Lost Time Rate = (Number of Working Days Lost/Total Number of Working Days)*100ÂÂ   Individual Frequency = (Number of Absent Employees/Average Number of Employees)*100 Emaar has designed a comprehensive leave policy that is in alignment with the organizations values and objectives. Besides. there is a communication in the workplace, while dealing with sensitive issues such as absenteeism should be transparent and clear. Employees must be aware of the unpleasant effects of unauthorized time off. Moreover, Emaar introduces employee engagement programs to make employees involve and participate actively in the organization welfare. Also, they introduces counseling sessions that could prove beneficial in limiting absenteeism due to stress. Likewise, Emaar always keep their staff motivated by creating a favorable environment for them. There are also another methods to measure the staff satisfaction such as competitor comparison and benchmarking. Methods of improvements Emaar always try to make working more challenging and rewarding for their employees which will make it easier to keep them. In other words they use job enrichment which means they add additions to job tasks that increases the amount of employees and make them more motivated and increases their responsibility. Job enrichment helps employees to have more planning control their jobs and decide the way that they should achieve it. http://www.citehr.com/28657-job-enrichment.html http://www.enotes.com/business-finance-encyclopedia/job-enrichment

Characters as Portrayed Through Themes and Images in The English Patien

Characters as Portrayed Through Themes and Images in The English Patient       While the four main characters of The English Patient are extremely powerful, and important to the reader's understanding of the story, they cannot stand alone without the patterns of imagery, symbolism and metaphor which underpin the text, and offer a complexity which extends beyond the literal level. These patterns reveal information about each character, and provide significant links between characters and ideas which lead to a greater understanding of the novel. Likewise, the plot would have little impact upon the reader were the novel not so densely coloured with these patterns of imagery, symbol and metaphor; amongst which skin, hands, mapping and the elements are particularly important.    A metaphorical idea which resonates throughout the novel, and is present in all of the characters (particularly the English patient and Caravaggio) is the concept of man as a sort of communal Book, whereby every aspect of his life, and his relationships with others are "mapped" onto him. This also operates literally, through the obvious markings of scars on the English patient, and in Caravaggio's case, the loss of both thumbs.    ...his black body, beginning at his destroyed feet... ahove the shins the burns are worst. Beyond purple. Bone.    This description of the English patient's body is gruesome and confronting; it addresses the theme of pain, the construction of identity, and of course the physical evidence of his tortured past, which the reader learns more about as this imagery develops. It is almost as if his body is a landscape; a war zone onto which all evidence of suffering is mapped.    Imagery... ...o mirror the horrors of the wa rin which these four people are involved. The themes explored through the elements in particular, are complex and contradictory, just as the elements are themselves. Sometimes harsh, sometimes cleansing, and almost always painful, these elements shape the characters and plot, and reside in much of the imagery explored in the novel. The techniques of symbolism, metaphor and imagery develop the novel's themes of love, war, suffering and identity, which inform a reading of the novel which would not be as powerful through use of characters and plot alone. The subtlety and eloquence through which these themes are explored really inspire thought and reflection in the reader, which in turn credits a more complex understanding of the novel.    Work Cited Ondaatje, Michael. The English Patient. London: Pan Books, 1993   

Example of an Compare and Contrast Essay

My grandmother and I are like dust and dawn, complete opposites. We have different points of views; we come from total different generations; we have different interest. My grandmother was born in Atlanta, GA and married at a young age. She and my grandfather later move up to Jersey City, New Jersey when she was pregnant with my eldest aunt. Life was a lot different in the 1940s than it is now. After sitting down with my grandmother, talking to her about different stuff made me see her in a new light. I spoke with her about how the music was then and now was different. She grew up in a Christian home, so all they listened to was Gospel. I asked her â€Å"what do you think of the Gospel music today?† She answered â€Å"I’m not a big fan of it but I only listen to Mary Mary before I would listen to anything else. They add too much into it and think that because you say God or Jesus it’s a Gospel song. Mary Mary are true Gospel singers.† So, I asked her about the Gospel music that she grew up with, and she had a twinkle in her eye as she explained it to me. She truly loved Gospel from the 1950s to the 1980s. she explained how they had a true meaning and how they had a true message. Technology from then and now is really different. My grandmother declared that their television’s looked like big boxes with a screen on them and cameras were huge. Now, in the 21th century, we have flat screen TV’s and small cameras that can fit in your pockets and can print wirelessly from the printer. Phones were all wired and you couldn’t really move around the house with it; presently, we have wireless cellular phone that you can contact someone from half way around the world without an issue. The environment was a lot safer than it is today; also, that prices were more affordable than they are, that’s why more people are depending on public assistants. My grandmother indicated that you could walk in the grocery store with $20 and leave out with about 35-40 items. As of now, you walk in the grocery store with $20 walk out with 3-5 items. During the 1960s the environments setting weren’t as bad as they are now. The crime rate isn’t as high as they are now. That’s why she chooses to leave out early in the morning to run arranges because she feels safer. The generations has changed and progressed in different ways. Things were easier than they are today. Before you don’t really worry about much, now some people fear to leave the comfort or their home. Maybe if I was alive during that time, I maybe would have gone through as much as I am today. If you had a chance to live in that time zone, would you?

Organizational behavior and development Essay

Organizational change or development has evolved overall meaning of business. The set of market-driven, financial and technical changes which, in the eighties, faced better-informed consumers demanded the best and cheapest products accessible worldwide; producing these goods requisite the assimilation of both resources and knowledge on a global scale; at the same time, it became probable to transport information around the world at immensely reduced costs. s multinational organizations had leaned to pursue one of the three basic strategies attaining economies of scale through the centralized management of resources, having a strong (decentralized) national presence, and sharing universal a central pool of skills and experience the predicament for the new ‘transnational’ corporations was to unite these three, often conflicting, approaches into a single strategy: â€Å"To participate effectively, a company had to develop global competitiveness, international flexibility, and worldwide learning competence simultaneously†. Freivalds, J. 1995, 24-28) All these changes need a consummate degree of language interdependence and individual communication something which the usual structure of a multinational (the head office hub surrounded by satellite subsidiaries) is not intended to accommodate. Control has to give way to synchronization, and corporate culture becomes an issue of central significance. But, so as to understand how language functions in an organization, we require going beyond the framework. We also require understanding the points at which management myths stop working or cease to be useful; we require to look for discontinuities and uncertainties (Halcrow, A. 1999, 42-47). To turn language into a really competitive weapon in practical business, we require to start being more conscious of the language we, our colleagues and our competitors use and see it for what it actually is visionary myths, power struggles, group limits, discontinuities, auguries of changes to come or vestiges of changes past. And, when we recognize more about the limitations of organizational language, we will be better located to develop its potential. Discourse is variously used in the gender and language field. It maybe used in a linguistic sense to refer to language beyond that of words. Or it may be used in a post-structural sense to refer to broad systems of meaning discourse is not restricted to spoken language but also refers to written language (Weatherall, 2002, pp. 76–7) Available At: www. palgrave. com/pdfs/023000167X. df What does it mean for an organization to communicate in a particular, national language? A company might and most do have the corresponding of dialects, but a common native language has significant implications which supersede ‘regional’ differences such as these. To appreciate such implications, we require looking first at the role which communication and language particularly, plays in an organization. At the most simple level, communication provides two functions gathering and disseminating information. As, the eventual purpose of both functions is to precipitate action: a head office might act in response to feedback from customers channeled via its field sales force; workers on an assembly line might transform their working practices in accordance with new guiding principle from the operations management. Such actions are not limited to those formally sanctioned by the organization: information, and the actions which consequence from its transmission, can be official or unofficial. Indeed, every organization consists of subgroups who have diverse information needs and channels, and whose reactions to the similar set of stimuli differ. Language is not just the means by which people converse (that is, the medium in which items of information are spoken); it is also the purveyor of meaning. Data is simply information while it has meaning, and data without meaning cannot impetuous action. Language therefore provides a means by which we understand the relative implication of any information and decide how we will respond. Within an organization, the role of language is consequently analogous to other and more well-known aspects of cultural behaviour such as myths, practices and stories. They all offer a context from which we can conjecture meaning; they therefore mainly determine how we interpret information, and this in turn determines how we act. Take for instance the manager who comes in and strangely closes his or her office door. How people interpret this will depend on, amongst other factors, the representation of a closed door in that particular environment (problems? privacy? and myths (‘Smith did that just after being fired’). Just as with myths and stories, individuals in an organization (or organizations as a whole) might seek to persuade the way in which both conversion processes take place by managing the meaning of the language used: the greater the vagueness of the language, the less convenient or conventional the resulting action (Korn, L. B. 1990, May 22, 157-161). Starting with the similar basis of meaning which sharing a common language gives is obviously fundamental to this process, though the success with which this can be attained also depends on many other factors. Anthropologists and philosophers have argued that a national language characterized a ‘contract’ within society which underpins its common culture. Though, some countries are reluctant to have contact with other cultures due to cultural and religious conflicts. It is the lack of understanding that is at the root of all exclusiveness or prejudice, distrust or hatred (Allan, G. 1993, pp. 1-25). There are many examples of countries that are unenthusiastic to have contact with other cultures. For instance, relationship between Israel and Islamic countries, Pakistan and India etc The disparity between the diverse cultures in the world today on reflection is seen to be one of language or appearance more than anything else. The entire of mankind forms a single species; and external diversities of feature and color, stature and deportment, behavior and customs notwithstanding, man ubiquitously is but man, a certain human quality supplying the relation of unity in the middle of all diversity. Humanity is one, and human culture as the appearance of an aspiration, an Endeavour and an attainment, is also one. The countries that are unwilling to contact with other cultures are losing permutations and combinations of the same or similar basic elements of human culture. Basically, the physical urge for getting and begetting, for living and spreading, is everywhere present, as also is the aspiration for a state of permanent happiness for â€Å"all this, and heaven too†. This desire, which is roughly as forceful as the physical urge, is shared by the entire of mankind and has raised men above the level of the simply animal. Religion, with its Janus-face of fear and hope, attempts to untangle the mystery of life and being. These attempts, leading to science and philosophy and nurturing of the emotions (opening up the limitless joys of art and mysticism), are general to mankind in all ages and climes, and they spring all over from the pursuit of what the sages of India regarded as the only end for which man is actually striving cessation of suffering and achievement of an definitive and abiding happiness. And in this common striving, there has never been any segregation of a particular people or group of men from other peoples or groups, whenever contact between them either direct or indirect was made probable (Lane, H.  W. , DiStephano, J. J. , & Maznevski, M. L. 1997). The mainsprings of human culture are thus the same, they are common; and assured ideals, values, attitudes or behaviors, whether good or bad from absolute or relative points of view, have constantly been found to be transmissible. These ideals, values, attitudes or behaviors form patterns comparable to languages. All provide to meet the minimum needs of man, but those which state most adequately and most skillfully the aspirations, the endeavors and the achievements of man naturally have a predominant place in the affairs of men. Certain patterns of culture thus stand out pre-eminent; and, becoming feeders and sustainers of weaker or less complete ones, they attain an international and comprehensive status (Beck, U. and Beck-Gernsheim, E. 1995). This play of action and communication in the cultural sphere is going on for ever. The opposing forces of centrifuge and centripetence are also constantly operating and strife with infrequent violent modification of one pattern by another, or harmony deliberately or instinctively brought about is also in evidence (Allan, G. 998). With the hope of one world, one mankind and one happiness for all inspiring our men of learning and wisdom to find a path that can be followed by all, this contemplative readiness for a single world culture was never greater than now. We leave aside, of course, men of narrow viewpoint whose intransigent support of one particular prototype is merely an unconscious expression of a blind selfishness which has its roots in both ignorance and a ye arning for domination. The time is certainly ripe, and the stage is set, for a correct understanding of the diverse patterns of culture and for exploring the methods for their harmonizing, taking our stand on the essentials and not on the accidentals, on the agreements and not on the divergences. While this is achieved, and mankind everywhere is trained to recognize the fundamental agreement based on the individuality of human aspirations, a new period in the history of humanity will instigate. Besides, as every global organization has its own language for talking concerning strategy: certainly it is possible to track the way in which the organization is developing by the words it uses to illustrate its strategy. If the language of strategy has any single source, it perhaps lies in classical warfare: our plans for expansion and competition remain heavily if unconsciously influenced by ideas of winning wars, beating our enemies, securing our position. However, management strategy first evolved a characteristic language of its own in the sixties and was focused on the decisions taken by management and the types of analysis requisite to ease them: decision-making was the essential activity of management, as decisions led to actions (Hays, R. D. 1974; 25-37). By the mid eighties, the analogies were architectural: strategies were the infrastructure, people the consumable building blocks. The respect principally since the late 1980s that the perimeters of organizations were no longer strong walls has given us a rather diverse vocabulary, drawn from biology and evolutionary theory: our strategic vocabulary is more and more drawn from the natural, rather than the man-made, world: ‘webs’, ‘porous boundaries’, business ‘ecosystems’, and those words which disguised a rigid framework or clear demarcation are starting to fall from favor. Linked to this trend is the idea that thriving organizations efficiently go beyond language they do not need to communicative their strategy because everyone already knows it. However, if we believe that strategy has its own, distinctive language, then this trend is just the most modern development in its evolution: rather than being precise and analytical, the language of strategy is becoming less specific qualitative instead of quantitative. What matters most is that the language is diverse. If the language is different, then the organization can do something different: if the language is that which the organization already uses, then the strategy cannot transform the status quo (Lester, T. 1994, 42-45). The richest sources of new language frequently lie within an organization, but among those people hardly ever asked to put in to its strategy, such as people on the customer front line, new recruits, and many more. Who these people are specifically varies from organization to organization and is a function of the way in which an individual organization manages language. Thus, to recognize ways in which you can incorporate a new language into your own organization’s strategy, you first require understanding how language is managed across your organization as a whole. Language plays a key role in this process: when we think of an organization, the model we tend to have in our minds is one in which those at the top talk, as those at the bottom do. Flatter organizations and the empowerment of those who work in them can mean that the sharing of talking and doing has changed, but I think most of us would still have difficulties in finding a company where this division has totally disappeared, particularly when it is applied to internal processes such as developing a strategy (Nurden, R. 997). Taking the words from the bottom of your organization, rather than from the top, reverses this state: it means that the doers start talking. The effect is less suspicion about language (from the doers) and a diverse way of using language (for the talkers): both ways, it moves the goalposts in terms of what the strategy sounds like, making it more likely that the organization as a whole will listen more efficiently.