...inductees, whom most people associate with the rise of women’s rights, everyone has an anti-slavery activism story as well. Many were radical abolitionists: Angelina Grimké Weld and Sarah Grimké, South Carolina born women who left the south and became immediatist abolitionist speakers and writers, Quaker Minister Lucretia Mott, Harriet Tubman, Mrs. Stanton, Mrs. Bloomer, Sojourner Truth, the ‘notorious’ Fanny Wright, Lydia Maria Child, Susan B. Anthony, who did a stint on the paid agency circuit, a public speaking abolitionist firebrand in her own right, Ernestine Rose, Paulina Wright Davis, Josephine St. Pierre Ruffin. An extraordinary number of these women were either from upstate New York, were active here, spoke here, or chose, like Harriet Tubman, to settle in this region. They wove a 19th century web, an internet of allies and families. Imagine a great web from Maine to Philadelphia, encompassing Boston, New York City, and spanning west to the Ohio Valley and Michigan. They had no telephones, no radios, and no electronic communication. They did write voluminously, letters to one another, to newspapers, to conventions and gatherings. When anti-slavery activists began to speak at meetings, their words were written down, published and passed along. Those who were not literate such as Sojourner Truth and Harriet Tubman were read to by friends, relatives, and in later years as African-American literacy expanded, often by children. Martha Coffin Wright and Lucretia Mott wrote letters...
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...AT QUAKER STEEL AND ALLOY CORP. CASE ANALYSIS REPORT DIAGNOSIS Maureen Frye failed to implement the proposed plan to change the call patterns of salespeople responsible for selling extruded titanium products at Quaker Steel and Alloy Corporation. The failure was due to a lack of understanding of the following components: Organization Communication Culture Structure Directives Interpersonal The principle error Maureen made was underestimating how significant company culture could impact decision-making at every responsibility level. Even though Quaker had strict functional reporting lines, the organization supported an informal culture based on friendliness and openness. Most importantly, Quaker’s ethos required a high degree of influence by persuasion and charisma—not formal authority. Secondly, the communication vehicle that Maureen chose to carry and deliver her proposed plan was ill suited for interconnecting the plan and expectations. Instead of going with the organization’s pattern of utilizing personal relationships, teamwork, and the openness to express opinions and feedback, Maureen sent a memo directly to the titanium extrusion sales representatives. In the memo, she simply gave a rationale for making the change. In response, a District Sales Manager (DSM) called Maureen to ask for a more detailed explanation for the change due to its arbitrary nature. Therefore, Maureen presented her findings to the DSMs in a yearly sales meeting in the...
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...Maureen Frye, an assistant product manager at Quaker Steel & Alloy Corporation, was given a mandate to develop a plan to change the call patterns of salespeople responsible for selling extruded titanium alloy products. Her previous attempt at this in 1994 had failed, and in December 1995 she was instructed to come up with an implementation plan that would work. Quaker’s strategy to specialize in high margin, high quality metal alloys had seen them become one of the major manufacturers of specialized metal alloys. A large company with a small town, friendly feel, where the culture was one which encouraged participation in decision making and abandoned rigid hierarchical structures. The company philosophy was very customer focused, aimed at providing the best technical service and customer assistance available. This enabled Quaker to set higher prices and benefit from higher margins, leading to larger sales revenues in 1993 despite a reduction in actual quantity sold. Even Quaker’s competitors viewed them as ‘being very different from other manufacturers of steel and alloyed metals’ . This differentiation was a result of the original founders of the company, both were Quakers. Our analysis of the case highlights a number of mistakes behind the unsuccessful execution of Maureen’s plan. She knew that there were very few female managers and there was a tendency for these women to only occupy the lower level management positions both at Quaker and in the industry. She had discussed...
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...Friends House 173 Euston Road London NW1 2BJ Telephone 020 7663 1000 Fax 020 7663 1120 Internet www.quaker.org.uk Registered charity number 1127633 Staff Application Form Please complete this form in black |Position applied for: FOOD SERIVCE ASSISTANT | |Have you ever applied to Britain Yearly Meeting of the Religious Society of Friends before? (If so, please give dates and details): NO | Please use block letters for name and address if filling in the form on paper | | | |Last name: OLUYEMI-LAWRENCE |First name(s): OLUWAFEMI BABATUNDE | |Present address: | | |28B |Email: batundeoluyemi@yahoo.com | |LONGTON GROVE |Phone: 07577284073 | |LONDON |Mobile No: 07577284073 ...
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...fall out of alignment, both brand and corporate owner are likely to suffer. The brand’s distribution channels were as unconventional as its promotions. Initially Snapple had very little supermarket coverage. Instead, it flowed through the so-called cold channel: small distributors serving hundreds of thousands of lunch counters and delis, which sold single-serving refrigerated beverages consumed on the premises. Small as the individual distributors were, they aggregated into a mighty marketing force. But replicating Gatorade’s success was more than an objective—it was a matter of corporate survival. With only one brand in its beverage portfolio, Quaker was at a serious disadvantage to larger players that could use their broader lineups to capture economies of scale. To stave off acquisition by one of those larger competitors, Quaker needed to add a second brand that could capture similar economies. Acutely aware of the make-or-break nature of the acquisition, Quaker’s executives formulated a marketing plan that sought to minimize or eliminate risk. As it happened, though, Quaker’s very risk aversion turned out to be the greatest risk of all. It’s tempting to say that Triarc’s executives understood and embodied the quirky spirit of the Snapple brand in a way that Quaker’s marketing team never did, and Triarc’s executives aren’t inclined to disagree. The only fixed plan we had was to limit the cost of failure. The team understood the need to stay away from big risky ideas....
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...years of teaching within the country. Being New Zealand born I have watched the steady changes in religious make up within Aotearoa/New Zealand and seeing how the society and government responds to the changes. I am preparing an analytic report outlining the changes in the past basing my main focus on Scientology (cult), Quakers or Society of Friends (sect) and the Catholic Church. The reports have been specifically based upon the changes within New Zealand. Quakerism “Quakers”, also knows as Society of Friends, is a sect which is Christian in its origin and inspiration but is open to ideas from other religious groups. Quakers cover the three components which exists in a Christian group, conservative, mainline and liberal. Quakerism was found by George Fox in the mid 17th century. He believed that there is “that of God in everyone”. He believed that each human being has the potential to succeed and accomplish their most outright goals in life by following the example of God. The sect had an early involvement with New Zealand and began with regular meetings and Worship in Nelson in 1842 but stopped after 20 years then continued in Auckland in 1885. Quaker congregations are almost completely autonomous. There exist no main assemblies or medial authority within the sect, although there is a committee in London. In New Zealand they follow a non-hierarchical organisation having no ministers, creeds or dogma. Members of the Society of Friends do not force initiation into...
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...Invention of Wings. Sarah Moore Grimké, was born November 26th, 1792. Her sister, Angelina Emily Grimké, was born February 20th, 1805, 13 years after. At an early age, Sarah was able to acquire the title of the Godmother of Angelina, and instilled anti-slavery and feminist ideals in her from a young age. As Sarah became more distant with her level of education, she began making small trips to Philadelphia, and gained interest in a movement/religion dubbed the ‘Society of Friends.’ Otherwise known as the ‘Quakers.’ They believed in the progress of God through an experimental view, through science, and questioning the biblical works. And talk about an ‘Inner Light’ or the belief of god’s existence in one’s body. After several small trips,...
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...CASE INTRODUCTION AND CONTEXT: Main character of the case: Maureen Frye who joined the company Quaker Steel and Alloy Corporation after graduating with an MBA from Harvard Business School. She joined the company first as a trainee moving on to be a market analyst and eventually became an assistant product manager for Titanium Alloys which is her current role. Her background is in marketing and finance. Maureen is responsible for coordinating the efforts of the salespeople selling extruded titanium alloy products which amounted to $300 million in 1995. Maureen had to face some difficulties in her current role mainly being: there are few women managers at Quaker, she was hired as an outsider, she had to learn the Quaker way of working, she has less experience in the field and only knows a small number of the salespeople well. A brief overview of the company: Quaker Steel and Alloy specializes in high-margin and high quality metal alloys. The company has a strong philosophy for servicing and assisting customers. They enjoy customers’ loyalty in spite of the higher margin charged. The company has a small-town feeling, work culture is friendly and open. There is lack of hierarchy and managerial positions are usually filled from within. Issue on hand: Maureen has been asked to roll out an action plan for adjusting the call patterns of the salespeople. Presently the salespeople spends a large portion of their time on small business accounts. Maureen had attempted earlier...
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...Running head: Vocation Reaction Paper Vocation Reaction Paper Lisa Orr Ms. Capella – N501 October 10, 2012 Summary In the book, “Let Your Life Speak,” Parker J. Palmer offers insight into the meaning of vocation, and through his personal stories and life experiences, offers lessons in listening to and following our inner voice. Palmer uses poetry to draw the reader into finding deeper understanding. The first four chapters of Palmer’s book, calls us deeper into a world of discovering the gift that we were given at birth. Palmer challenges us to listen to life, explore how to find our true self, examine the principle of opportunity: when a door closes behind us a window opens in front, and review the idea that we must hit bottom before one is able to progress in a spiritual way. When Palmer was in his early thirties he felt his life should have more meaning. Palmer (2000) states, that he was inspired by the words, “Let your life speak,” which was an old Quaker phrase (p. 2). He thought the words meant to live a life guided by high principles, so he attempted to emulate his heroes. Palmer realizes after years of making mistakes that he was forcing a vocation upon himself instead of listening to his true voice. He explains from a young age we are taught by the parents, teachers, and other adults in our lives to listen to them, and not taught to listen to ourselves. Palmer (2000) states that “before you tell your life what you intend to do with it, listen for...
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...dominated her life. She learned to sew from her great-aunt Sarah Elizabeth Ann Griscom. Her great-grandfather Andrew Griscom, a Quaker carpenter, emigrated in 1680 from England (www.biography.com). Like her sisters, she attended Quaker schools and learned sewing and other crafts common in her day. After Betsy completed her schooling, her father apprenticed her to a local upholsterer, where at age 17 she met John Ross, an Anglican. The two young apprentices quickly fell for one another, but Betsy was a Quaker, and the act of marrying outside of one's religion was strictly off-limits. To the shock of their families, Betsy and John married in 1772, and she was promptly expelled from both her family and the Friends meeting house in Philadelphia that served as a place of worship for Quakers. Eventually, the couple opened their own upholstery business, drawing on Betsy's deft needlework skills. Betsy Ross is best known for making the first American flag. Betsy died on January 30, 1836, at the age of 84. Susan B. Anthony was born February 15, 1820 in Adams, Massachusetts. She was brought up in a Quaker family with long activist traditions. Early in her life she developed a sense of justice and moral zeal. After teaching for fifteen years, she became active in temperance. Because she was a woman, she was not allowed to speak at temperance rallies. This experience, and her acquaintance with Elizabeth Cady Stanton, led her to join the women's...
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...Better Practices for Retaining Organizational Knowledge: Lessons from the Leading Edge David W. De Long and Thomas Davenport n 1998, after significantly downsizing for ten years, the Tennessee Valley Authority (TVA) realized that the median age of its 13,000 remaining employees was 48. Because most of its workers retired well before age 60, this meant that over the next ten years the TVA, the largest electrical utility in the United States, was bound to lose many of those it depended on to run its nuclear, coal-fired, and hydroelectric power plants efficiently and safely. Those employees, and the knowledge they embodied, would be hard to replace. Changing workforce demographics, marked by an aging labor force, more competitive recruiting, and faster turnover among younger employees, are creating unprecedented knowledge-retention problems in many industries, threatening to reduce the capacity for innovation, growth, and operational efficiency. A recent study of 26 firms conducted by the Accenture Institute for Strategic Change documented the danger lost knowledge poses for organizational performance in the global chemical industry.1 But, of course, operational and institutional amnesia imperil more than just the chemical industry. This article outlines a set of “better practices” that organizations currently are implementing to address these concerns. The practices shared here are not claimed to be “best in class,” because the challenges of knowledge ...
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...Susan Brownell Anthony was born February 15, 1820, in Adams, Massachusetts. Miss Anthony grew up in a Quaker household where she developed a growing passion for morality at a young age. She continued to share this compassion for most of her life, working on social causes. Susan B. Anthony received a few years of educational studies at a Quaker school near Philadelphia. Soon after she returned home to be with family, they moved to Rochester, New York. This is where Miss Anthony and her family became involved in the abolitionist movement in a fight to end slavery. During this time, Susan B. Anthony was also in charge of the girls’ department at Canajoharie Academy where she held the position of principle for two years. Miss Anthony still felt the need to devote her time to social causes and upon leaving Canajoharie Academy in 1849; she continued her passion for social issues by becoming a leading activist for women’s suffrage. Susan Brownell Anthony became known as one of the greatest known suffragist of her time, becoming the woman’s suffrage movement icon. Susan B. Anthony had a solid platform to...
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...Written By | Greg Stine The Nine Principles of Branding Supplemental Information for the Branding Essentials Workshop 2 4 6 9 12 14 16 18 20 23 26 29 32 Branding at a Glance Branding: What Is All This About, Anyway? Branding Principle #1: Keep It Simple Branding Principle #2: Mass-Produced Word of Mouth (PR) Builds Brands Branding Principle #3: Focused Brands are More Powerful Branding Principle #4: Differentiation is Key Branding Principle #5: The First Brand Advantage Branding Principle #6: Avoid Sub-brands at All Cost Branding Principle #7: Perception vs. Quality Branding Principle #8: Be Consistent and Patient Branding Principle #9: Write Out Your Brand Definition Discovering More Than Just Your Brand About the Author Table of Contents 2 Branding at a Glance By Greg Stine President of Polaris, Inc. The success of a product, service, individual, business, organization, or even a city is based on being perceived as unique. Look at any market leader and you’ll find they each own a place in the consumer’s mind. They have positively differentiated themselves from the rest of the competition. Branding is creating that individual niche in the consumer’s psyche and owning it. More than just marketing, branding is the entire effect that creates a memorable identity. A successful branding program is also based on differentiating yourself as unique. Effective branding creates a perception that there is no other product, service...
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...In 1787, the delegates of the United States met at the State House in Philadelphia as a means to reform the Articles of Confederation. This meeting would come to later be known as the Constitutional Convention of 1787. The delegates had elected George Washington as the president of the convention and soon began debating on what would be best for the future of the United States. Eventually, the delegates decided to eliminate their current system of government all together and create a new one. The delegates had created the United States Constitution, which established the United States national government and laws. These men who had established this Constitution became known as the “Founding Fathers”. One of these Founding Fathers was John Dickinson, a delegate from Delaware whose numerous contributions left a positive impact on the United States Government....
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...“a technologically mediated society” sound was ephemeral and silence was once taken for granted(375). However, advancements in technology have made it possible to multiply sound and make sound permanent thereby proliferating the amount of sound in the environment. Now silence is now seen as a common good because it has become scarce. She writes that silence is important because it creates an “enabling environment” for “unprogrammable and unprogrammed things” to happen (376). She says it also helps to maintain our “collective sanity”. There is also a power in collective silence that tends towards the spiritual. “It is an enormously powerful event”, she says. She illustrates that the Quakers (a christian faction) upheld the tradition of collective silence and in their meetings and they experience a kind of parapsychological event in which one person speaks what’s in another's mind. She calls it an “uncanny thing”(376).She also admonishes us to beware of programmed silence, that is, silence that allows a planned event to take place because this silence is enforced and unreal. She believes that programmed sound is manipulative and imposed on us. The music in shoe stores or restaurants as imposed on us and they try to manipulate us to patronize these places. She enjoins us to be conscious of the effects of technology on the soundscape. She calls us to recognize and fight for our rights to silence. She also suggests we find our way back to silence by building quiet rooms and observing...
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