Ned Kelly and Nations Culture Essay Example | Topics and Well Written Essays - 750 words

Ned Kelly and Nations Culture - Essay Example His main distinction seems to have been the trouble the police experienced in capturing him. A question that comes to mind, however, is whether the Ned Kelly syndrome of contempt for legality and the law is still a force in modern bourgeois Australia. There is rationale to believe that the Australia which created the Ned Kelly myth might not now be so compassionate to it. Not only does Australia have around twice the average personal throwaway income than the Britain which sent out the convicts now has, but Australians now distinguish themselves as overwhelmingly middle class. Martin elaborates facts to demonstrate that while only one-third of the British see themselves as middle class (or better), roughly two-thirds of Australians fall into the same category. Times have changed. In spite of this, though, Laurie reports findings that imply that the Ned Kelly morality may be very much alive and kicking-- at least among our young people. In his work he found that 99% had at some time stolen and that 75% said they would give up again in at least one of a set of imaginary temptation scenarios. One of the set of scenarios was that of shoplifting. Ned Kelly would certainly feel at home today given these results. (Laurie, 67) Nevertheless, children have not learnt the restraints and more "responsible" attitudes that are expected of adults so the problem of attitude to crime among the population in general remains an open one. It is the objective of this paper to supply data which might help expound the question either way. Understandably, sympathy for Ned Kelly in contemporary Australia would be much less than it once was. A certain respect for the criminal is no longer characteristically Australian. Australians have become entirely bourgeois in their attitudes to crime as in their attitudes to other things. Sympathy for small crime such as shoplifting is now as indicative of estrangement from Australian society as it would be in other countries. As observed by Laurie, the existing culture has also been valuable for the number of commonsense hypotheses about inter-group differences that they prove to be sham. (Laurie, 110) Particularly they are at some discrepancy with the results reported by Martin (Martin, 91). This difference could barely be accounted for by age as the two samples would seem to have been very similar in this respect. It is more possibly to be accounted for by the diverse type of questions asked on the two occasions. The existing sample revealed that schoolboys disapproved of shoplifting. Martin showed that on some occasions they might engage in small crime and deceit. That attitudes and behavior may be at dissent is well-known -- the well-known "Do as I say, not as I do" syndrome. In such situations the incongruity between the present results and the Martin results is only evident. What has been revealed is that there is very little social support for shoplifting in modern-day Australia. Mythical thinking, Laurie tells us, is a rational form of bricolage (Laurie, 89) the bricoleur is a man who makes as well as he can what is required from what he finds to hand. He casts about,

Your Hardships, and Memories in One Sentence Research Paper

Your Hardships, and Memories in One Sentence - Research Paper Example The discontent that forms after reading a story that does not read like the old once upon a time, conflict-filled, and plotted story crops up as a result of an utter dissimilarity from the way old stories are formatted. Certainly, this is not a just a mere gimmick that tends to sell modern books because there is a staggering reality in this observation: there is a difference on how old and modern stories are written. According to Bader (87), old stories are heavily based on plot. There are two observations in the manner in which old stories are written: (1) the plot dominates the entire content of the story; the progression or turns of events are strongly based on the plot and they incline to circulate around a singular model – conflict, action, resolution – from cover to cover; or (2) the plot is dominated by other elements such as conflict, theme or character. These three may dominate plot altogether; nevertheless, it is common that a single element dominates the plot in the totality of the story. Conflict in this regard has two kinds: internal or external. It is important to note the difference between the two because this is where a careless reader is often convinced that the story is plot-less, static or amorphous, which should not be the case considering that the point is supposed to be conceived lies upon how aware the reader is the technicalities involved in writing and arranging a story. An internal conflict is something that exists within the character himself – this may be defined as a personal dilemma or ambivalence over something that needs to be decided, recounted, or confronted. On the other hand, external conflict is a more common sort: it is something that physically – either directly or indirectly; subtly or apparently affect the characters of the story. For instance, stories that are based on childhood abuse: the conflict could be the physical violence that the main character or other characters in the story suffer from his or her oppressors. External conflicts can be very sensitive and straightforward. Modern stories do not employ plot significantly; at least, according to the knowledge of the modern story avid. Modern stories are strongly founded on realism – everything is based on what really happens in real life. Modern story writers contend that a plot is unreal, artificial (87). One possible reason for this argument is that plot makes for a contrived, made-up progression that is hard to believe because it does not simply reflect the realities of life. Modern story writers also argue that old stories’ lavish use of plots tend to sentimentalize the reality (88). In other words, the backbone of the story is drawn from a detached understanding of what really exist in real life to a point that it becomes so inconsistent of which is believable and truly convincing. Modern stories use new techniques that create a more realistic and more interesting, thought-provoking way of deliv ering narratives: (1) modern stories employ a stricter limitation of the subject; and (2) method of indirection. Bader (88) believes that â€Å"the modern writer’s desire for realism causes him to focus on the limited moment of time or a limited area of action in order that it may be fully explored and understood.† While modern writers believe that plots are artificial, it does not mean that they do not use them. Modern writers still use plot in creating their stories; nevertheless, they employ them with less complication in order to give way to modern subtlety. Jamaica Kincaid’s Girl is one intriguing poetic art. At first read, it is quite difficult to decipher if it uses plot or not but eventually any reader would find that it all revolves in a less-complicated plot: to-do-list and how-to-do list. One

An Introduction To Welding

An Introduction To Welding Welding can be defined as a permanent joining process that produces coalescence of materials by heating them to the welding temperature, with or without the application of pressure or by the application of pressure alone, and with or without the use of filler metal [8]. Ibrahim [10] defined welding as a process of permanent joining two materials usually metals through localised coalescence resulting from suitable combination of temperature, pressure and metallurgical conditions. Most welding processes use heat to join parts together and the equipment used to generate the required varies, depending on the welding process. Welding is used extensively for the manufacture and repair of farm equipment, construction of boilers, mining and refinery equipment, furnaces and railway cars. In addition, construction of bridges and ships also commonly requires welding. The application of welding process depends on the requirements of the weld, accessibility of the weld area, economic considerations and available welding equipment [9]. The strength and the integrity of a weld depend on the material properties of the metal being welded, as well as on a great many other factors. These factors include the shape of the weld, temperature of the heat sources, the amount of heat produced by the source and even the type of power source used. Overview of Flux Cored Arc Welding (FCAW) In recent years, pressure to increase productivity and reduce costs by the manufacturers has been the main driving force behind the adoption of flux cored wires. Productivity, quality and ease of use are the three main factors on which the increasing popularity of FCAW. FCAW is an arc welding process that uses an arc between a continuous filler metal electrode and the weld pool [8]. The flux is used as a protection for molten metal from the atmosphere contaminations during welding operation. It will improve strength through chemical reactions and produce excellent weld shape. FCAW is very similar to GMAW in principle of operation and equipment used. In FCAW, weld metal is transferred as in GMAW globular or spray transfer. However, FCAW can achieve greater weld metal deposition and deeper penetration than GMAW short circuiting transfer [9]. The effects of electrode extension, nozzle angle, welding directions, welding speed and other welding manipulations are similar as GMAW. The FCAW are welding process introduced in early 1950s with the development of an electrode that contained a core of flux material. However, an external shielding gas was required even with the flux cored electrode. After that, the flux cored electrode that did not require an external shielding gas was developed in 1959. Shielding gas is important in FCAW-G process for increased penetration and filler metal deposition [9]. FCAW can be applied automatically or semi-automatic. Most FCAW process is semi-automatic, which is the wire feeder continuously feeds the electrode wire and the welder must manually positions the torch into the weld. However, it can transform to fully automatically with a computer driven robot manipulating the torch along a preset path. FCAW is widely used for welding large sections and with materials of great thicknesses and lengths, especially in the flat position. FCAW actually comprises two welding processes. The two variations for applying FCAW are self-shielded flux cored arc welding (FCAW-S) and gas-shielded flux cored arc welding (FCAW-G). The difference in the two is due to different fluxing agents in the consumables, which provide different benefits to the user. FCAW-S is a variation of FCAW in which the shielding gas is provided solely by the flux material within the electrode. The heat of the welding arc causes the flux to melt, creating a gaseous shield around the arc and weld pool. FCAW-S is also called Innershield and it is a flux cored arc welding process developed by Lincoln Electric Manufacturing Company [9]. On the other hand, shielding in FCAW-G is obtained from both the CO2 gas flowing from the gas nozzle and from the flux core of the electrode. FCAW-G is widely performed in flat and horizontal position. However, FCAW-G also can be performed for vertical and overhead position by using small diameter electrodes. C:UserssahaDesktopfcaws.png Figure 2.1: Self-Shielded Flux Cored Arc Welding (FCAW-S). [11] C:UserssahaDesktopfcawS.png Figure 2.2: Gas-Shielded Flux Cored Arc Welding (FCAW-G). [11] FCAW requires more electrode extension than GMAW. It is because electrode extension will affect the vapour-forming ingredients to generate enough arc vapour for adequate shielding [11]. Inadequate arc vapour will cause porosity in the weld. Besides that, the deposition rates and current density in FCAW are also higher than GMAW. The increased current density occurs due flux cored electrodes are tubular rather than solid, and the flux core has less density and current-carrying capacity than metal [11]. FCAW has a wide range of applications in industry. FCAW combines the production efficiency of GMAW and the penetration and deposition rates of SMAW. FCAW also has the ability to weld metals as thin as that used in vehicle bodies and as thick as heavy structural members of high rise buildings. The most common application of FCAW is in structural fabrication. High deposition rates achieved in single pass make FCAW more popular in the railroad, shipbuilding and automotive industries. Advantages of FCAW FCAW has many advantages over the manual shielded metal arc welding. It is more flexible and acceptable in varies industry compared to other welding operation such as gas metal arc welding, submerged arc welding and oxyacetylene welding. These advantages of FCAW [9, 10] are as follows: High quality weld metal deposit Produces smooth and uniform beads with an excellent weld appearance Produce less distortion than SMAW Welds a variety of steels over a wide thickness range High operating factor High deposition rate with high current density Economical engineering joint design Limitations of FCAW The limitations of FCAW regarding its applicability [12] are as follows: Confined to ferrous metals which is primary steels Removal of post weld slag requires another production step Electrode wire is more expensive on a weight basis than solid electrode wires Equipment is more expensive and complex than required for SMAW Ventilation system need to be increased to handle added volume of smoke and fume Robotic Welding Technology Nowadays, most of welding processes could be done in automated applications. With these automated applications, the welding process then called as robotic welding. Robot welding is the use of mechanized programmable tools, which completely automate a welding process by both performing the weld and handling the part. Robot welding is a relatively new application of robotics, even though robots were first introduced into US industry during the 1960s. The use of robots in welding did not take off until the 1980s, when the automotive industry began using robots extensively for spot welding. Since then, both the number of robots used in industry and the number of their applications has grown greatly. Cary and Helzer suggest that, as of 2005, more than 120,000 robots are used in North American industry, about half of them pertaining to welding. Growth is primarily limited by high equipment costs, and the resulting restriction to high-production applications. Robot arc welding has begun growing quickly just recently, and already it commands about 20% of industrial robot applications.[3] Major components of robotic welding The main components of arc welding robots are the manipulator or the mechanical unit and the controller, which acts as the robots brain. The manipulator is what makes the robot move, and the design of these systems can be categorized into several common types, such as the SCARA robot and Cartesian coordinate robot, which use different coordinate systems to direct the arms of the machine. It consists of a vertical mast and a horizontal boom that carries the welding head. They are sometimes referred to as boom and mast or column and boom positioners. Manipulators are specified by two dimensions: The maximum height under the arc from the floor. Maximum reach of the arc from the mast. The length of travel can be unlimited thus the same welding manipulator can be used for different weldment by moving from one workstation to another. http://www.emeraldinsight.com/content_images/fig/0490350503015.png In selecting and specifying a welding manipulator, it is important to determine the weight to be carried on the end of the boom and how much deflection can be allowed. The welding torch should move smoothly at travel speed rates compatible with the welding process. The manipulator carriage must also move smoothly at the same speed. Manipulators can be used for straight-line, longitudinal and transverse welds and for circular welds when a rotating device is used. As the diagram below shows, axis 1 and 2 are effectively a shoulder, axis 3 and 4 elbow and forearm and axis 5 and 6 are the wrist of the robot. Advantages of robotic welding Improve consistency of quality welds Difference with manual welding process, robotic welding can produces a consistently high quality of finished product, since there is no risk of tiredness, distraction or other effects from manually performing tedious and repetitive task. Once programmed correctly, robots will give precisely the same welds every time on work pieces of the same dimensions and specifications. Greater cycle speed Beside of above repeat ably, robotic welding systems also produce greater cycle speed as robots move from one weld to the next very quickly, making the entire process much faster. Robotic welding systems are able to operate continuously, provided appropriate maintenance procedures are adhered to. Continuous production line interruptions can be minimized with proper robotic system design. Repeatability Robot welding system may perform more repeat ably than a manual welder because of the monotony of the task. Robots work well for repetitive tasks or similar pieces that involve welds in more than one axis or where access to the pieces is difficult. Increase production output rates With robot welding you can also get an increased output with robots left running overnight and during weekends with little supervision. Robots also produce effectively because they can work inexhaustibly and consistently. As a result, output levels increase and client order deadlines can be met more easily. Safer workplace Comply with safety rules and improve workplace health and safety, robots can take overrun pleasant, arduous or health threatening tasks, decreasing the likelihood of accidents caused by employee contact with potentially hazardous fumes machines or processes. Comfortably Employees no longer have to work in hot, dusty or hazardous environments, plus they can learn valuable programming skills and be freed up for other work. As the same time, this condition improves quality of work for employees and helps retain them and reduces turnover. Reduction of costs Labour costs with less manual labour, there will be fewer costs related to sickness, accidents and insurance. Operating costs Robots can reduce both direct costs and overheads, making a dramatic difference to competitiveness. Automating the torch motions decreases the error potential which means decreased scrap and rework. Waste material cost the amount of waste due to poor-quality or inconsistent finishing can be significantly reduced. Welding Position Welding must be done in the position in which the part will be used. In this project, the scope is to study and investigate the correlation between welding parameter and bead geometry in 2F position. 2F position indicates welding operation for fillet weld in horizontal position. According to the American Welding Society (AWS), horizontal fillet welding is the position in which welding is performed on the upper side of an approximately horizontal surface and against and approximately vertical surface [8]. C:UserssahaDesktop2f position.png Figure 2.3: Schematic diagram of horizontal welding 2F position. [8] The official AWS diagrams for welding positions are precise. They utilize the angle of the axis of the weld which is a line through the length of the weld perpendicular to the cross section at its center of gravity. Figure 2.4 shows the fillet weld and its limits of the various positions. It is necessary to consider the inclination of the axis of the weld as well as the rotation of the face of the fillet weld [8]. Welding current Welding current is the most influential variable in arc welding process which controls the electrode burn off rate, the depth of fusion and geometry of the weldments. Welding voltage This is the electrical potential difference between the tip of the welding wire and the surface of the molten weld pool. It determines the shape of the fusion zone and weld reinforcement. High welding voltage produces wider, flatter and less deeply penetrating welds than low welding voltages. Depth of penetration is maximum at optimum arc voltage. [15] Welding speed Speed of welding is defined as the rate of travel of the electrode along the seam or the rate of the travel of the work under the electrode along the seam. Increasing the speed of travel and maintaining constant arc voltage and current will reduce the width of bead and also increase penetration until an optimum speed is reached at which penetration will be maximum. [15] The correct weld speed will result in a well formed weld bead that shows good fusion, penetration and a gradual transition of weld metal into the corners of the joint. A weld speed that is too fast results in a thin stringy weld with poor strength. A weld bead that is too slow a speed will result in a heavy weld that has too much convexity. Increasing the speed beyond this optimum will result in decreasing penetration. [16] In the arc welding process, increase in welding speed causes: Decrease in the heat input per unit length of the weld. Decrease in the electrode burn off rate. Decrease in the weld reinforcement. If the welding speed decreases beyond a certain point, the penetration also will decrease due to the pressure of the large amount of weld pool beneath the electrode, which will cushion the arc penetrating force. [16]

Personality Characteristics Of A Terrorist :: essays research papers fc

More and more in the world today, circumstances have brought about changes in how members have used radical protesting. One way used to protest a situation is through terrorism, and the people who exercise violence in the pursuit of what they hold to be just causes are alternately known as terrorists. This movement, although viewed as barbaric, requires a person to view the needs and goals of a particular cause to be greater than that of the well being of others. There are certain characteristic traits that can be found in the majority of terrorism, which can identify a profile of a terrorist’s mind. A terrorist is not just an insane person, but also possibly a person that has been forced either by personal decision or by situations beyond control to choose an â€Å"insane† method to achieve an unachievable goal. The fundamental beginning of a terrorist organization is the adoption of a cause that, in most cases, entails the liberation of a group of people. This group may base their claims on history (real or hastily concocted), on a common heritage, on a language shared by the members of the group and, most important, on hate and contempt directed at an enemy (Reich 10-11). The Middle East is plagued with many different Zionists that all have a â€Å"historical claim† to Jerusalem, also known as the city of Zion. The Hizballah organization is one of the most dangerous terrorist groups in the Middle East. This organization has achieved power from the heroic view of jihad (holy war), the state funding received from the Islamic Republic of Iran, and the organizations â€Å"natural born right† to Israel, especially Jerusalme, due to the belief that the Jews are nothing but land-squatters. The Hizballah have used the hatred and contempt that the Muslims have for the Jews occupying t he city of Zion to gain support for the liberation of Lebanon. This brings about the first personality characteristic of an oppressed person or people. There is a high frequency among terrorist of psychological damage during childhood (Reich 27). While not all terrorists come from battered homes, there is a great number that come from fragmented families where one or both of the parents were not present. Another personality characteristic of a terrorist is dedication. A terrorist cannot be a casual or part-time mercenary, willing to operate only when the acts of violence suit the convenience of a cause.

Strategic Review of Australian Department Store David Jones

David Jones Limited (DJS) is an Australian retailer tracing its origins back to 1838 when it first opened in Sydney to sell â€Å"the best and most exclusive goods† (DJS, 31 Oct. 2009). It has since expanded to become a national retail chain comprising of nearly 40 premium department stores. The subject of this analysis is a strategic business unit (SBU) that is playing an increasingly important role in the company’s future growth strategy; namely the provision of financial services. As the result of a strategic alliance with American Express (AMEX), DJS launched the David Jones American Express (DJA) card in 2008 (ASX Media Release, 20 February 2008). To effectively analyse the value proposition of this SBU and product it is important to first examine the overall value proposition of the company. As defined by Kotler, a company’s value proposition is the set of benefits which it promises to deliver to consumers in order to satisfy their needs (Kotler et al. 009). In the case of DJS these core benefits are the provision of an â€Å"empowering level of customer service†, a distinctive store ambiance, a unique and high quality product range and international brand portfolio offered at competitive prices, and a mission statement to â€Å"be the best full line, differentiated department store† (DJS Enterprise Agreement 2006). Key aspects of this proposition include the company’s focus on quality, luxury and aspiration. In terms of Maslow’s hierarchy of needs it demonstrates a desire to deliver an experience and array of products which satisfy needs of belongingness and self-esteem in a potential buyer (Maslow 1954). It also forms the basis for the company’s positioning strategy and its marketing orientation towards customer satisfaction (AFR Boss Magazine, October 2009, p. 22). The company strives to deliver these key benefits to a primary target market consisting of â€Å"three generations of women (daughter, mother, grandmother) from households with above average disposable incomes† (DJS JP Morgan Conf. October 2009). In other words DJS has a segmenting, targeting and positioning (STP) strategy that is female skewed and aimed at the affluent ‘AB demographic’ which constitutes the top 20% of the socio-economic quintile based on education, income and occupation (Roy Morgan, 2009). The value proposition of the DJA card dovetails into this broad set of company values , offering an array of additional benefits and functionality for DJS customers that compliment the company’s market position as an aspirational brand (ASX Media Release, 20 Feb. 2008). Whereas historically the company’s branded store card was only accepted in DJS stores, the DJA card offers customers credit facilities at any merchant who accepts AMEX. It therefore leverages the AMEX brand as a leading global payments, network and travel company with its corresponding level of acceptance to offer DJS customers additional credit purchasing power and functionality (AMEX, 31 Oct. 2009). The DJA card also offers unique reward benefits and gift points to loyal customers, professing to â€Å"turn everyday spending into dream brands and dream destinations† (DJS, 31 Oct. 009). The value propositions of DJS and DJA can be considered effective for a number of key reasons. Firstly the core beliefs which underpin these value propositions have remained largely consistent over time, with only small changes in response to evolving markets. This is important given they act as the foundation of a company’s brand building process (MM 2009, p. 2-34). Secondly they are unique, leveraging DJS focus on luxury and aspiration to help differentiate product offerings like the DJA card from that of competitors. Thirdly these values augment the company’s segmenting and positioning strategy by providing clear benefits targeted to their core customer base. Lastly the value proposition is well communicated, permeating all aspects of their marketing mix and integrated marketing communications strategy through mediums such as in-store branding, direct mail, print media, publicity, and online marketing. An overall analysis of the five C’s was conducted for the DJA business unit: Company| Strengths: Joining of two strong brands, reduction of risk for DJS, wealthy customer base, strong growth of financial services, distinctive ‘house of brands’. Weaknesses: Potential damage to DJS brand by alliance partner’s actions, fee structure, lack of acceptance of AMEX cards generally, higher merchant fees associated with AMEX. Opportunities: Store expansion increasing reach of customer base for DJA card, expansion of DJA alliance, supplementary card, status program. Threats: Cardholder resentment at annual fee, alliance partner motivations, Myer IPO, supermarket co-branded cards, AMEX debt recovery procedures. | Customers| DJS retail: â€Å"DJ’s core customer comprises of 3 generations of women; daughter, mother, grandmother, with a household income of >$75,000 p. . † (Macquarie Australia Confere nce, 2009, Mark McInnes). As the DJA credit card is a product development strategy, of supplying new products to existing markets, the customers of DJA are essentially the same as the current DJS customers. | Collaborators| Strategic alliance with AMEX in the provision of the DJA credit card. International alliances with other retail stores when the DJA card is used within their stores (eg. Harrods, Harvey Nichols, etc. ). Other local ‘bonus partners’ in the DJA reward program (eg. Vintage Cellars). Competitors| DJs competitive environment is summarised using the following adaptation of Porter’s Five Forces (Porter, 1908, in MKMT, 2009, 1-26). Industry Competitors: Mastercard, Visa, and other smaller credit card providers. Along with other AMEX co-branded credit cards and store cards. New Entrants: Barriers to entry in the credit card market are high including capital for lending and the setup of infrastructure. Although these issues can be mainly overcome by forming a strategic alliance with one of the major credit card providers, as has been done in the case of the DJA credit card. Substitutes: There are a number of substitutes to the DJA credit card including EFTPOS direct from bank accounts DJS store cards, Visa Debit and cash. Power of Suppliers: Threat of forward integration by alliance partner AMEX. | Context| DJA’s operating context is defined using the following adaptation of PESTLE model (MKMT, 2009, 1-29). Political: Operating within each Australian State requires understanding of a multitude of separate state governments’ regulators, government policy and the impact on consumer confidence in the provision of credit cards. Proposed changes to the National Consumer Credit Regime currently being considered by the Federal Treasury. Economic: Performance of the credit card sector is closely linked to consumer confidence within the market, key indicators affecting consumer confidence include; GDP growth, unemployment rates, interest rates, banking sector health, public sector debt. Increasing levels of private sector credit card debt. Socio-Cultural: Current trends in fashion affecting ‘house of brands’ and indirectly the DJA card. Societal downward trend away from carrying and transacting with cash towards the use of alternative point of sales payments. Technological: New competitors in the form of online shopping experience. Legal: Operating within numerous legal jurisdictions requiring understanding of each unique jurisdiction in relation to providing financial services. Environmental: Current push towards credit card companies to introduce paperless billing. Demographic: Increasing standard of living in Australia leading to greater take up of credit cards and other lending avenues. Ageing population in Australia which is aligned with the DJS brand and the DJS core customer base. | SWOT Analysis (MM 2009, 1-25) Strengths: (S1) Brand strengths: David Jones is a strong iconic Australian brand with 170 year history (DJS JP Morgan Conf. , Oct 2009) and David Jones has offered branded credit cards to its customers for 48 years (McInnes, National Consumer Credit Regime, 12 June 2009). American Express formed in 1850 and in the 1950s, issued its first credit card (AMEX, 31 Oct. 2009). The DJA card capitalises on the strength of both brand heritages and service cultures, both locally and internationally (ASX Media Release, 20 Feb. 2008). S2) Strong financial structure with reduced risk to DJS: Alliance partner is responsible for the credit policy and owns the receivables of the Financial Services business with the transfer of $374. 3m of largely debt funded receivables to American Express (DJS FY09, 24 Sept. 2009) and so the risk associated with the portfolio sits with AMEX not DJS. (S3) Wealthy customers: Core customers have above average disposable income with a hous ehold income of greater than $75,000 (DJS JP Morgan Conf. , Oct 2009). (S4) Strong growth of financial services: 7. % growth in past year and same projected over next four years and large growth in core customer base (DJS JP Morgan Conf. , Oct 2009). (S5) Distinctive House of Brands: positioning with the best product range, great service and the reinvigoration of high-value stores (David Jones FY 09, 24 Sept. 2009). Each DJS offering needs to be distinctly branded in a way which creates an individual brand relationship with the customer whist also aligning with the overall position of the master brand of DJS itself (Aaker and  Joachimsthaler 2000). (S6) Growth of brands: Strong range of national and international brands (DJS JP Morgan Conf. Oct 2009). The growth of these brands via ‘the introduction of 50 new department store exclusive brands to its portfolio across all categories’ at DJS stores is more attractive to buyers (Samador, 28 Nov. 2008). (S7) Fee structure: High membership fees, merchant fees, and credit fees generate more cash for generous rewards program. Weaknesses: (W1) Risk of DJS brand being linked to AMEX: DJS brand linked to AMEX credit policy and debt recovery. AMEX are perceived to be a pushy credit provider, with one shareholder describing AMEX as a â€Å"low grade† card that diminishes David Jones' â€Å"prestigious reputation†, (Samador, 28 Nov. 2008). (W2) Fee structure: Internal shareholders resistance to the $99 annual membership fee and 20. 49% per annum interest rate (the DJS Store card was free to join). (W3) High merchant fees and low merchant acceptance: AMEX merchant fees are the highest of all mainstream credit cards on offer in Australia (RBA, 6 Nov. 2009). This has led to lower acceptance of AMEX compared to MasterCard and Visa Australia wide. Overall AMEX and DJS have complimentary and mutual strengths that compensate for their individual weaknesses, giving them greater combined strength. Opportunities: (O-1) DJA credit card usage outside DJS stores: The strong history of the store-card (McInnes, National Consumer Credit Regime, 12 June 2009) and the high proportion of store-card holders in the DJA card program (Samador, 28 Nov. 2008) imply that card usage is likely to continue to be concentrated in-store. Given national expenditure in Department Stores accounts for less than 9% of total retail spending (ABS Retail Trade, Sept 2009); there is large opportunity for DJA to grow revenue through usage in the wider retail market. O-2) DJA credit card usage inside DJS stores: The DJS store-card is held by many cardholders as a status symbol (Hanson, 2009, pers. Comm, 30 Oct. ). DJA may build on this perception to encourage greater spending in-store and greater in-store usage of the DJA card. (O-3) DJA cardholder expansion: The DJA card program inherited 400,000 active accounts from DJS (McInnes, National Consumer Credit Regime, 12 June 2009). However this is a small percent age of the market, given there are over 14. 3 million credit card accounts in Australia (RBA, 6 Nov 2009). Increasing the number of DJA cardholders, within the target segment, is a significant opportunity for DJA. Leveraging the increased market coverage, to be achieved by the DJS store expansion program (DJS JP Morgan Conf. , Oct 2009), is one such means of increasing cardholder numbers. (O-4) Expansion of the DJA alliance: In addition to credit cards, AMEX offers a range of insurance products, travel and financial services (AMEX, 31 Oct. 2009). DJA currently offers insurance products and travel services to their cardholders through their Gift Points program (DJS, 31 Oct. 009). DJA may offer a wider range of AMEX insurance products, travel and financial services, under the DJS brand, to their existing DJA cardholders and DJS customers. Threats (T): (T-1) Resentment of the annual fee: Many DJA cardholders, whom had migrated from the DJS store-card, resented the newly imposed $99 annual fee (DJS, 31 Oct. 2009). The resentment of the fee is re-ignited annually when the fee is levied, such t hat cardholders will continue to re-evaluate the on-going benefits of the DJA credit card. T-2) Alliance partner AMEX: Under the DJA alliance, the merchant fee is waived on purchases made within DJS stores on DJA credit cards (Hanson, 2009, pers. Comm, 30 Oct. ). Given the DJA credit card history as a DJS store-card, a high proportion of spending is conducted within DJS stores, thereby limiting the merchant fees collectable by DJA. AMEX would benefit significantly by luring DJA credit cardholders to alternate AMEX products, so AMEX would receive merchant fees on card purchases within DJS stores. (T-3) The Myer IPO: Preferential share allocations were offered to Myer One cardholders in the Myer IPO (Business Day, 23 Sept. 2009). Current and potential DJA credit card customers may have been swayed away to the Myer One card program to benefit in the Myer IPO. (T-4) Supermarket linked credit cards: The co-branded credit card market is keenly contested by department stores, supermarkets and petrol companies to name a few. Monthly retail expenditure on food is over five times greater than department store expenditure (ABS Retail Trade, Sept 2009). Customers may elect to align their credit card with the retail store where they spend the most money, the most frequently. (T-5) AMEX Debt recovery procedures: Under the DJA alliance, debt recovery is handled by AMEX. Strong debt recovery procedures and activity from AMEX may reflect poorly on the DJA card and the DJS stores as customer may not differentiate between the two. References Ansoff, I. Strategies for Diversification, Harvard Business Review, Vol. 35, Issue 5, Sep-Oct 1957, pp. 113-124. Maslow, A. 1954, Motivation and personality, Harper and Row. Aaker, D. A. , ; Joachimsthaler, E. 2000, Brand leadership: Building assets in the information society, Journal of Consumer Marketing. Kotler, P. , Adam, S. , Denize, S. ; Armstrong, G. 2009, Principles of marketing, 4th edn, Pearson Prentice Hall. Marketing Management, 2009, AGSM MBA Programs Graduate Diploma in Management. ASX Media Release, David Jones selects American Express as its strategic alliance partner for its general purpose card, 20 February 2008. Mitchell, S. , AFR Boss Magazine, October 2009, p. 22 McInnes, M. , ; Goddard, S. , David Jones – JP Morgan Conference Oct 2009. David Jones, Full Year (FY09) Results: August 2008 – July 2009, http://www. davidjones. com. au/images/corp/pdf/2009/FY09_Results_24Sep09. pdf, 24 September 2009. McInnes, M. , National Consumer Credit Regime, http://www. treasury. gov. u/consumercredit/content/consultation/submissions/downloads/national_consumer_credit_regime/David_Jones. pdf , 12 June 2009) Reserve Bank of Australia, Credit and Charge Card Statistics, http://www. rba. gov. au/statistics/bulletin. html , September 2009 @ 5pm. Australian Bureau of Statistics, Retail Trade, http://www. ausstats. abs. gov. au/ausstats/meisubs. nsf/0/0C3F2426BB831DF3CA257662000E0A71/$ File/85010_sep%202009. pdf , September 2009, p6 ASX Media Release, David Jones Selects American Express as its Strategic Alliance Partner for its General Purpose card, http://www. asx. com. au/asxpdf/20080220/pdf/317jmwgpqdm2qr. df , 20 February 2008. Samador, L. , Investors Turn on David Jones Amex card, http://news. theage. com. au/business/investors-turn-on-david-jones-amex-card-20081128-6mtb. html, 28 November 2008. Business Day, Premier results add weight to timing of Myer float, http://www. businessday. com. au/business/premier-results-add-weight-to-timing-of-myer-float-20090922-g0ly. html, 23 September 2009. David Jones, David Jones Enterprise Agreement 2006, http://www. sda. org. au/images/awards/award13. pdf, Accessed 2 Nov. 2009. www. americanexpress. com, Accessed 31 October 2009 @ 5pm www. davidjones. com. au, Accessed 31 October 2009, @ 5pm

Evolution of Management Essay

As long as there have been human endeavors, there have been people willing to take charge—people willing to plan, organize, staff, and control the work. One might say that nature abhors a vacuum and thus someone will always step forward to fill a leadership void. Probably the natural emergence of leadership grew out of our instinct for survival. In the hostile world of early humankind, food, shelter, and safety needs usually required cooperative efforts, and cooperative efforts required some form of leadership. Certainly leadership was vested in the heads of early families via the patriarchal system. The oldest member of the family was the most experienced and was presumed to be the wisest member of the family and thus was the natural leader. As families grew into tribes and tribes evolved into nations, more complex forms of leadership were required and did evolve. Division of labor and supervision practices is recorded on the earliest written record, the clay tablets of the Sumerians. In Sumerian society, as in many others since, the wisest and best leaders were thought to be the priests and other religious leaders. Likewise, the ancient Babylonian cities developed very strict codes, such as the code of Hammurabi. King Nebuchadnezzar used color codes to control production of the hanging gardens, and there were weekly and annual reports, norms for productivity, and rewards for piecework. The Egyptians organized their people and their slaves to build their cities and pyramids. Construction of one pyramid, around 5000 BC. , required the labor of 100,000 people working for approximately 20 years. Planning, organizing, and controlling were essential elements of that and other feats, many of them long term. The ancient Egyptian Pharaohs had long-term planners and advisors, as did their contemporaries in China. China perfected military organization based on line and staff principles and used these same principles in the early Chinese dynasties. Confucius wrote parables that offered practical suggestions for public administration. In the Old Testament, Moses led a group of Jewish slaves out of Egypt and then organized them into a nation. Exodus, Chapter 18, describes how Moses â€Å"chose able men out of all Israel and made them heads over the people, and differentiated between rulers of thousands, rulers of hundreds, rulers of fifties and rulers of tens. A system of judges also evolved, with only the hard cases coming to Moses. The city-states of Greece were commonwealths, with councils, courts, administrative officials, and boards of generals. Socrates talked about management as a skill separate from technical knowledge and experience. Plato wrote about specialization and proposed notions of a healthy republic. The Roman Empire is thought by many to have been so successful because of the Romans’ great ability to organize the military and conquer new lands. Those sent to govern the far-flung parts of the empire were effective administrators and were able to maintain relationships with leaders from other provinces and across the empire as a whole. There are numerous other ancient leaders who were skillful organizers, at least as indicated by their accomplishments, such as Hannibal, who shepherded an army across the Alps, and the first emperor of China, who built the Great Wall. Many of the practices employed today in leading, managing, and administering modern organizations have their origins in antiquity. Many concepts of authority developed in a religious context. One example is the Roman Catholic Church with its efficient formal organization and management techniques. The chain of command or path of authority, including the concept of specialization, was a most important contribution to management theory. Machiavelli also wrote about authority, stressing that it comes from the consent of the masses. However, the ideas Machiavelli expressed in The Prince are more often viewed as mainly concerned with leadership and communication. Much management theory has military origins, probably because efficiency and effectiveness are essential for success in warfare. The concepts of unity of command, line of command, staff advisors, and division of work all can be traced back at least to Alexander the Great, or even earlier, to Lao Tzu. The Industrial Revolution created a need for new thinking and the refinement of old thinking. Time and motion studies intensified the division of work, as did centralized production and research and development. Modern management theory prevails afterwards. The preceding historical review indicates that thinking about management and leadership is in large part situational and that practices evolved to deal with new situations that arose. It also indicates that yesterday’s principles and theories are surprisingly contemporary and surprisingly sophisticated. Some overlap occurs, of course, and some gaps. Today’s theorists have attempted to fill in the gaps and adapt the theories to current situations. Yet, like in other areas of thought, not much is of recent origin in the field of management theory. The Evolution of Management Changes in management practices occur as managers, theorists, researchers, and consultants seek new ways to increase organizational efficiency and effectiveness. The driving force behind the evolution of management theory is the search for better ways to utilize organizational resources. Advances in management theory typically occur as managers and researchers find better ways to perform the principal management tasks: planning, organizing, leading, and controlling human and other organizational resources. In this paper, we will try to examine how management theory concerning appropriate management practices has evolved in modern times, and look at the central concerns that have guided its development. First, we look into the so-called classical management theories that emerged around the turn of the twentieth century. These include scientific management, which focuses on matching people and tasks to maximize efficiency; and administrative management, which focuses on identifying the principles that will lead to the creation of the most efficient system of organization and management. Next, we consider behavioral management theories, developed both before and after the Second World War, which focus on how managers should lead and control their workforces to increase performance. Then we discuss management science theory, which developed during the Second World War and which has become increasingly important as researchers have developed rigorous analytical and quantitative techniques to help managers measure and control organizational performance. Finally, we discuss business in the 1960s and 1970s and focus on the theories that were developed to help explain how the external environment affects the way organizations and managers operate. At the end of this paper, one will understand the ways in which management theory has evolved over time. One will also understand how economic, political, and cultural forces have affected the development of these theories and the ways in which managers and their organizations behave. Figure 1. 1 summarizes the chronology of the management theories that are discussed in this paper. Scientific Management Theory The evolution of modern management began in the closing decades of the nineteenth century, after the industrial revolution had swept through Europe, Canada, and the United States. In the new economic climate, managers of all types of organizations—political, educational, and economic—were increasingly trying to find better ways to satisfy customers’ needs. Many major economic, technical, and cultural changes were taking place at this time. The introduction of steam power and the development of sophisticated machinery and equipment changed the way in which goods were produced, particularly in the weaving and clothing industries. Small workshops run by skilled workers who produced hand-manufactured products (a system called crafts production) were being replaced by large factories in which sophisticated machines controlled by hundreds or even thousands of unskilled or semiskilled workers made products. Owners and managers of the new factories found themselves unprepared for the challenges accompanying the change from small-scale crafts production to large-scale mechanized manufacturing. Many of the managers and supervisors had only a technical orientation, and were unprepared for the social problems that occur when people work together in large groups (as in a factory or shop system). Managers began to search for new techniques to manage their organizations’ resources, and soon they began to focus on ways to increase the efficiency of the worker–task mix. Job specialization and division of labor The famous economist Adam Smith was one of the first to look at the effects of different manufacturing systems. 7 He compared the relative performance of two different manufacturing methods. The first was similar to crafts-style production, in which each worker was responsible for all of the 18 tasks involved in producing a pin. The other had each worker performing only 1 or a few of the 18 tasks that go into making a completed pin. Smith found that factories in which workers specialized in only 1 or a few tasks had greater performance than factories in which each worker performed all 18 pin-making tasks. In fact, Smith found that 10 workers specializing in a particular task could, between them, make 48 000 pins a day, whereas those workers who performed all the tasks could make only a few thousand at most. Smith reasoned that this difference in performance was due to the fact that the workers who specialized became much more skilled at their specific tasks, and, as a group, were thus able to produce a product faster than the group of workers who each had to perform many tasks. Smith concluded that increasing the level of job specialization— the process by which a division of labour occurs as different workers specialize in different tasks over time—increases efficiency and leads to higher organizational performance. Based on Adam Smith’s observations, early management practitioners and theorists focused on how managers should organize and control the work process to maximize the advantages of job specialization and the division of labour. F. W. Taylor and Scientific Management Frederick W. Taylor (1856–1915) is best known for defining the techniques of scientific management, the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. Taylor believed that if the amount of time and effort that each worker expended to produce a unit of output (a finished good or service) could be reduced by increasing specialization and the division of labour, then the production process would become more efficient. Taylor believed that the way to create the most efficient division of labour could best be determined by means of scientific management techniques, rather than intuitive or informal rule-of-thumb knowledge. This decision ultimately resulted in problems. For example, some managers using scientific management obtained increases in performance, but rather than sharing performance gains with workers through bonuses as Taylor had advocated, they simply increased the amount of work that each worker was expected to do. Many workers experiencing the reorganized work system found that as their performance increased, managers required them to do more work for the same pay. Workers also learned that increases in performance often meant fewer jobs and a greater threat of layoffs, because fewer workers were needed. In addition, the specialized, simplified jobs were often monotonous and repetitive, and many workers became dissatisfied with their jobs. Scientific management brought many workers more hardship than gain, and left them with a distrust of managers who did not seem to care about their wellbeing. These dissatisfied workers resisted attempts to use the new scientific management techniques and at times even withheld their job knowledge from managers to protect their jobs and pay. Unable to inspire workers to accept the new scientific management techniques for performing tasks, some organizations increased the mechanization of the work process. For example, one reason for Henry Ford’s introduction of moving conveyor belts in his factory was the realization that when a conveyor belt controls the pace of work (instead of workers setting their own pace), workers can be pushed to perform at higher levels—levels that they may have thought were beyond their reach. Charlie Chaplin captured this aspect of mass production in one of the opening scenes of his famous movie, Modern Times (1936). In the film, Chaplin caricatured a new factory employee fighting to work at the machine imposed pace but losing the battle to the machine. Henry Ford also used the principles of scientific management to identify the tasks that each worker should perform on the production line and thus to determine the most effective way to create a division of labour to suit the needs of a mechanized production system. From a performance perspective, the combination of the two management practices— (1) achieving the right mix of worker–task specialization and (2) linking people and tasks by the speed of the production line—makes sense. It produces the huge savings in cost and huge increases in output that occur in large, organized work settings. For example, in 1908, managers at the Franklin Motor Company redesigned the work process using scientific management principles, and the output of cars increased from 100 cars a month to 45 cars a day; workers’ wages increased by only 90 percent, however. From other perspectives, though, scientific management practices raise many concerns. The definition of the workers’ rights not by the workers themselves but by the owners or managers as a result of the introduction of the new management practices raises an ethical issue, which we examine in this â€Å"Ethics in Action. † Fordism in Practice From 1908 to 1914, through trial and error, Henry Ford’s talented team of production managers pioneered the development of the moving conveyor belt and thus changed manufacturing practices forever. Although the technical aspects of the move to mass production were a dramatic financial success for Ford and for the millions of Americans who could now afford cars, for the workers who actually produced the cars, many human and social problems resulted. With simplification of the work process, workers grew to hate the monotony of the moving conveyor belt. By 1914, Ford’s car plants were experiencing huge employee turnover—often reaching levels as high as 300 or 400 percent per year as workers left because they could not handle the work-induced stress. 15 Henry Ford recognized these problems and made an announcement: From that point on, to motivate his workforce, he would reduce the length of the workday from nine hours to eight hours, and the company would double the basic wage from US$2. 50 to US$5. 00 per day. This was a dramatic increase, similar to an announcement today of an overnight doubling of the minimum wage. Ford became an internationally famous figure, and the word â€Å"Fordism† was coined for his new approach. Ford’s apparent generosity was matched, however, by an intense effort to control the resources—both human and material—with which his empire was built. He employed hundreds of inspectors to check up on employees, both inside and outside his factories. In the factory, supervision was close and confining. Employees were not allowed to leave their places at the production line, and they were not permitted to talk to one another. Their job was to concentrate fully on the task at hand. Few employees could adapt to this system, and they developed ways of talking out of the sides of their mouths, like ventriloquists, and invented a form of speech that became known as the â€Å"Ford Lisp. † Ford’s obsession with control brought him into greater and greater conflict with managers, who were often fired when they disagreed with him. As a result, many talented people left Ford to join his growing rivals. Outside the workplace, Ford went so far as to establish what he called the â€Å"Sociological Department† to check up on how his employees lived and the ways in which they spent their time. Inspectors from this department visited the homes of employees and investigated their habits and problems. Employees who exhibited behaviours contrary to Ford’s standards (for instance, if they drank too much or were always in debt) were likely to be fired. Clearly, Ford’s effort to control his employees led him and his managers to behave in ways that today would be considered unacceptable and unethical, and in the long run would impair an organization’s ability to prosper. Despite the problems of worker turnover, absenteeism, and discontent at Ford Motor Company, managers of the other car companies watched Ford reap huge gains in efficiency from the application of the new management principles. They believed that their companies would have to imitate Ford if they were to survive. They followed Taylor and used many of his followers as consultants to teach them how to adopt the techniques of scientific management. In addition, Taylor elaborated his principles in several books, including Shop Management (1903) and The detail how to apply the principles of scientific management to reorganize the work system. Taylor’s work has had an enduring effect on the management of production systems. Managers in every organization, whether it produces goods or services, now carefully analyze the basic tasks that must be performed and try to devise the work systems that will allow their organizations to operate most efficiently. The Gilbreths Two prominent followers of Taylor were Frank Gilbreth (1868–1924) and Lillian Gilbreth (1878–1972), who refined Taylor’s analysis of work movements and made many contributions to time-and-motion study. Their aims were to (1) break up into each of its component actions and analyze every individual action necessary to perform a particular task, (2) find better ways to perform each component action, and (3) reorganize each of the component actions so that the action as a whole could be performed more efficiently—at less cost of time and effort. The Gilbreths often filmed a worker performing a particular task and then separated the task actions, frame by frame, into their component movements. Their goal was to maximize the efficiency with which each individual task was performed so that gains across tasks would add up to enormous savings of time and effort. Their attempts to develop improved management principles were captured—at times quite humorously—in the movie Cheaper by the Dozen, which depicts how the Gilbreths (with their 12 children) tried to live their own lives according to these efficiency principles and apply them to daily actions such as shaving, cooking, and even raising a family. Eventually, the Gilbreths became increasingly interested in the study of fatigue. They studied how the physical characteristics of the workplace contribute to job stress that often leads to fatigue and thus poor performance. They isolated factors— such as lighting, heating, the colour of walls, and the design of tools and machines—that result in worker fatigue. Their pioneering studies paved the way for new advances in management theory. In workshops and factories, the work of the Gilbreths, Taylor, and many others had a major effect on the practice of management. In comparison with the old crafts system, jobs in the new system were more repetitive, boring, and monotonous as a result of the application of scientific management principles, and workers became increasingly dissatisfied. Frequently, the management of work settings became a game between workers and managers: Managers tried to initiate work practices to increase performance, and workers tried to hide the true potential efficiency of the work setting in order to protect their own well-being. Administrative management theory Side by side with scientific managers studying the person–task mix to increase efficiency, other researchers were focusing on administrative management, the study of how to create an organizational structure that leads to high efficiency and effectiveness. Organizational structure is the system of task and authority relationships that control how employees use resources to achieve the organization’s goals. Two of the most influential views regarding the creation of efficient systems of organizational administration were developed in Europe. Max Weber, a German professor of sociology, developed one theory. Henri Fayol, the French manager who developed a model of management introduced earlier, developed the other. The Theory of Bureaucracy Max Weber (1864–1920) wrote at the turn of the twentieth century, when Germany was undergoing its industrial revolution. To help Germany manage its growing industrial enterprises at a time when it was striving to become a world power, Weber developed the principles of bureaucracy—a formal system of organization and administration designed to ensure efficiency and effectiveness. A bureaucratic system of administration is based on five principles (summarized in Figure 1. 2). †¢ Principle 1: In a bureaucracy, a manager’s formal authority derives from the position he or she holds in the organization. Authority is the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources. Authority gives managers the right to direct and control their subordinates’ behaviour to achieve organizational goals. In a bureaucratic system of administration, obedience is owed to a manager, not because of any personal qualities that he or she might possess— such as personality, wealth, or social status—but because the manager occupies a position that is associated with a certain level of authority and responsibility. †¢ Principle 2: In a bureaucracy, people should occupy positions because of their performance, not because of their social standing or personal contacts. This principle was not always followed in Weber’s time and is often ignored today. Some organizations and industries are still affected by social networks in which personal contacts and relations, not job-related skills, influence hiring and promotional decisions. †¢ Principle 3: The extent of each position’s formal authority and task responsibilities, and its relationship to other positions in an organization, should be clearly specified. When the tasks and authority associated with various positions in the organization are clearly specified, managers and workers know what is expected of them and what to expect from each other. Moreover, an organization can hold all its employees strictly accountable for their actions when each person is completely familiar with his or her responsibilities. †¢ Principle 4: So that authority can be exercised effectively in an organization, positions should be arranged hierarchically, so employees know whom to report to and who reports to them. Managers must create an organizational hierarchy of authority that makes it clear who reports to whom and to whom managers and workers should go if conflicts or problems arise. This principle is especially important in the armed forces, CSIS, RCMP, and other organizations that deal with sensitive issues involving possible major repercussions. It is vital that managers at high levels of the hierarchy be able to hold subordinates accountable for their actions. †¢ Principle 5: Managers must create a well-defined system of rules, standard operating procedures, and norms so that they can effectively control behaviour within an organization. Rules are formal written instructions that specify actions to be taken under different circumstances to achieve specific goals (for example, if A happens, do B). Standard operating procedures (SOPs) are specific sets of written instructions about how to perform a certain aspect of a task. A rule might state that at the end of the workday employees are to leave their machines in good order, and a set of SOPs then specifies exactly how they should do so, itemizing which machine parts must be oiled or replaced. Norms are unwritten, informal codes of conduct that prescribe how people should act in particular situations. For example, an organizational norm in a restaurant might be that waiters should help each other if time permits. Rules, SOPs, and norms provide behavioural guidelines that improve the performance of a bureaucratic system because they specify the best ways to accomplish organizational tasks. Companies such as McDonald’s and Wal-Mart have developed extensive rules and procedures to specify the types of behaviours that are required of their employees, such as, â€Å"Always greet the customer with a smile. † Weber believed that organizations that implement all five principles will establish a bureaucratic system that will improve organizational performance. The specification of positions and the use of rules and SOPs to regulate how tasks are performed make it easier for managers to organize and control the work of subordinates. Similarly, fair and equitable selection and promotion systems improve managers’ feelings of security, reduce stress, and encourage organizational members to act ethically and further promote the interests of the organization. If bureaucracies are not managed well, however, many problems can result. Sometimes, managers allow rules and SOPs—â€Å"bureaucratic red tape†Ã¢â‚¬â€to become so cumbersome that decision making becomes slow and inefficient and organizations are unable to change. When managers rely too much on rules to solve problems and not enough on their own skills and judgment, their behaviour becomes inflexible. A key challenge for managers is to use bureaucratic principles to benefit, rather than harm, an organization. Fayol’s Principles of Management Working at the same time as Weber but independently of him, Henri Fayol (1841–1925), the CEO of Comambault Mining, identified 14 principles (summarized in Table 2. ) that he believed to be essential to increasing the efficiency of the management process. Some of the principles that Fayol outlined have faded from contemporary management practices, but most have endured. The principles that Fayol and Weber set forth still provide a clear and appropriate set of guidelines that managers can use to create a work setting that makes efficient and effective use of organizational resources. These principles remain the bedrock of modern management theory; recent researchers have refined or developed them to suit modern conditions. For example, Weber’s and Fayol’s concerns for equity and for establishing appropriate links between performance and reward are central themes in contemporary theories of motivation and leadership. Behavioural Management Theory The behavioural management theorists writing in the first half of the twentieth century all espoused a theme that focused on how managers should personally behave in order to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. The â€Å"Management Insight† indicates how employees can become demoralized when managers do not treat their employees properly. Management Insight – How to Discourage Employees Catherine Robertson, owner of Vancouver-based Robertson Telecom Inc. , made headlines in February 2001 for her management policies. Robertson is a government contractor whose company operates Enquiry BC, which gives British Columbians toll-free telephone information and referral services about all provincial government programs. Female telephone operators at Robertson Telecom must wear skirts or dresses even though they never come in contact with the public. Not even dress pants are allowed. As Gillian Savage, a former employee, notes, â€Å"This isn’t a suggested thing, it’s an order: No pants. † Brad Roy, another former employee, claims a female Indo-Canadian employee was sent home to change when she arrived at work wearing a Punjabi suit (a long shirt over pants). The no-pants rule is not the only concern of current and former employees. Roy also said, â€Å"I saw some people being reprimanded for going to the washroom. While Robertson denied Roy’s allegation regarding washrooms, she did confirm that company policy included the no-pants rule, that employees were not allowed to bring their purses or other personal items to their desks, and that they were not allowed to drink coffee or bottled water at their desks. The company does not provide garbage cans for the employees. A g roup of current and former employees recently expressed concern with the number of rules Robertson has in place, and claimed that the rules have led to high turnover and poor morale. A current employee claims that many workers do not care whether they give out the right government phone numbers. Robertson said that she knew of no employees who were discontent, and was shocked that the policies had caused distress among employees. She defended the dress code as appropriate business attire. Robertson may have to make some adjustments in her management style. The cabinet minister responsible for Enquiry BC, Catherine MacGregor, ordered an investigation of the contractor after being contacted by The Vancouver Sun about the allegations. She noted that the skirts-only rule for women is not appropriate, and that, â€Å"All of our contractors are expected to fully comply with the Employment Standards Act, Workers Compensation rules and human rights legislation. † Additionally, Mary-Woo Sims, head of the BC Human Rights Commission, said dress codes can’t be based on gender. Thus, an employer can’t tell men they must wear pants (as Robertson does), but tell women they can’t. â€Å"On the face of it, it would appear to be gender discriminatory,† Sims said. The Work of Mary Parker Follett If F. W. Taylor is considered to be the father of management thought, Mary Parker Follett (1868–1933) serves as its mother. 28 Much of her writing about management and about the way managers should behave toward workers was a response to her concern that Taylor was ignoring the human side of the organization. She pointed out that management often overlooks the multitude of ways in which employees can contribute to the organization when managers allow them to participate and exercise initiative in their everyday work lives. Taylor, for example, relied on time-and-motion experts to analyze workers’ jobs for them. Follett, in contrast, argued that because workers know the most about their jobs, they should be involved in job analysis and managers should allow them to participate in the work development process. Follett proposed that, â€Å"Authority should go with knowledge †¦ whether it is up the line or down. † In other words, if workers have the relevant knowledge, then workers, rather than managers, should be in control of the work process itself, and managers should behave as coaches and facilitators—not as monitors and supervisors. In making this statement, Follett anticipated the current interest in self-managed teams and empowerment. She also recognized the importance of having managers in different departments communicate directly with each other to speed decision making. She advocated what she called â€Å"cross-functioning†: members of different departments working together in cross-departmental teams to accomplish projects—an approach that is increasingly utilized today. Fayol also mentioned expertise and knowledge as important sources of managers’ authority, but Follett went further. She proposed that knowledge and expertise, and not managers’ formal authority deriving from their position in the hierarchy, should decide who would lead at any particular moment. She believed, as do many management theorists today, that power is fluid and should flow to the person who can best help the organization achieve its goals. Follett took a horizontal view of power and authority, in contrast to Fayol, who saw the formal line of authority and vertical chain of command as being most essential to effective management. Follett’s behavioural approach to management was very radical for its time. The Hawthorne Studies and Human Relations Probably because of its radical nature, Follett’s work was unappreciated by managers and researchers until quite recently. Instead, researchers continued to follow in the footsteps of Taylor and the Gilbreths. One focus was on how efficiency might be increased through improving various characteristics of the work setting, such as job specialization or the kinds of tools workers used. One series of studies was conducted from 1924 to 1932 at the Hawthorne Works of the Western Electric Company. This research, now known as the Hawthorne studies, began as an attempt to investigate how characteristics of the work setting—specifically the level of lighting or illumination—affect worker fatigue and performance. The researchers conducted an experiment in which they systematically measured worker productivity at various levels of illumination. The experiment produced some unexpected results. The researchers found that regardless of whether they raised or lowered the level of illumination, productivity increased. In fact, productivity began to fall only when the level of illumination dropped to the level of moonlight, a level at which presumably workers could no longer see well enough to do their work efficiently. The researchers found these results puzzling and invited a noted Harvard psychologist, Elton Mayo, to help them. Subsequently, it was found that many other factors also influence worker behaviour, and it was not clear what was actually influencing the Hawthorne workers’ behaviour. However, this particular effect— which became known as the Hawthorne effect—seemed to suggest that workers’ attitudes toward their managers affect the level of workers’ performance. In particular, the significant finding was that a manager’s behaviour or leadership approach can affect performance. This finding led many researchers to turn their attention to managerial behaviour and leadership. If supervisors could be trained to behave in ways that would elicit cooperative behaviour from their subordinates, then productivity could be increased. From this view emerged the human relations movement, which advocates that supervisors be behaviourally trained to manage subordinates in ways that elicit their cooperation and increase their productivity. The importance of behavioural or human relations training became even clearer to its supporters after another series of experiments—the bank wiring room experiments. In a study of workers making telephone switching equipment, researchers Elton Mayo and F. J. Roethlisberger discovered that the workers, as a group, had deliberately adopted a norm of output restriction to protect their jobs. Workers who violated this informal production norm were subjected to sanctions by other group members. Those who violated group performance norms and performed above the norm were called â€Å"ratebusters†; those who performed below the norm were called â€Å"chiselers. † The experimenters concluded that both types of workers threatened the group as a whole. Ratebusters threatened group members because they revealed to managers how fast the work could be done. Chiselers were looked down on because they were not doing their share of the work. Work-group members disciplined both ratebusters and chiselers in order to create a pace of work that the workers (not the managers) thought was fair. Thus, a work group’s influence over output can be as great as the supervisors’ influence. Since the work group can influence the behavior of its members, some management theorists argue that supervisors should be trained to behave in ways that gain the goodwill and cooperation of workers so that supervisors, not workers, control the level of work-group performance. One of the main implications of the Hawthorne studies was that the behavior of managers and workers in the work setting is as important in explaining the level of performance as the technical aspects of the task. Managers must understand the workings of the informal organization, the system of behavioural rules and norms that emerge in a group, when they try to manage or change behaviour in organizations. Many studies have found that, as time passes, groups often develop elaborate procedures and norms that bond members together, allowing unified action either to cooperate with management in order to raise performance or to restrict output and thwart the attainment of organizational goals. The Hawthorne studies demonstrated the importance of understanding how the feelings, thoughts, and behaviour of work-group members and managers affect performance. It was becoming increasingly clear to researchers that understanding behaviour in organizations is a complex process that is critical to increasing performance. Indeed, the increasing interest in the area of management known as organizational behaviour, the study of the factors that have an impact on how individuals and groups respond to and act in organizations, dates from these early studies. Theory X and Theory Y Several studies after the Second World War revealed how assumptions about workers’ attitudes and behaviour affect managers’ behaviour. Perhaps the most influential approach was developed by Douglas McGregor. He proposed that two different sets of assumptions about work attitudes and behaviours dominate the way managers think and affect how they behave in organizations. McGregor named these two contrasting sets of assumptions Theory X and Theory Y (see Figure 1. 3). THEORY X According to the assumptions of Theory X, the average worker is lazy, dislikes work, and will try to do as little as possible. Moreover, workers have little ambition and wish to avoid responsibility. Thus, the manager’s task is to counteract workers’ natural tendencies to avoid work. To keep workers’ performance at a high level, the manager must supervise them closely and control their behaviour by means of â€Å"the carrot and stick†Ã¢â‚¬â€rewards and punishments. Managers who accept the assumptions of Theory X design and shape the work setting to maximize their control over workers’ behaviours and minimize workers’ control over the pace of work. These managers believe that workers must be made to do what is necessary for the success of the organization, and they focus on developing rules, SOPs, and a well-defined system of rewards and punishments to control behaviour. They see little point in giving workers autonomy to solve their own problems because they think that the workforce neither expects nor desires cooperation. Theory X managers see their role as to closely monitor workers to ensure that they contribute to the production process and do not threaten product quality. Henry Ford, who closely supervised and managed his workforce, fits McGregor’s description of a manager who holds Theory X assumptions. THEORY Y In contrast, Theory Y assumes that workers are not inherently lazy, do not naturally dislike work, and, if given the opportunity, will do what is good for the organization. According to Theory Y, the characteristics of the work setting determine whether workers consider work to be a source of satisfaction or punishment; and managers do not need to control workers’ behaviour closely in order to make them perform at a high level, because workers will exercise selfcontrol when they are committed to organizational goals. The implication of Theory Y, according to McGregor, is that â€Å"the limits of collaboration in the organizational setting are not limits of human nature but of management’s ingenuity in discovering how to realize the potential represented by its human resources. It is the manager’s task to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction. When managers design the organizational setting to reflect the assumptions about attitudes and behaviour suggested by Theory Y, the characteristics of the o rganization are quite different from those of an organizational setting based on Theory X. Managers who believe that workers are motivated to help the organization reach its goals can decentralize authority and give more control over the job to workers, both as individuals and in groups. In this setting, individuals and groups are still accountable for their activities, but the manager’s role is not to control employees but to provide support and advice, to make sure employees have the resources they need to perform their jobs, and to evaluate them on their ability to help the organization meet its goals. Henri Fayol’s approach to administration more closely reflects the assumptions of Theory Y, rather than Theory X. Management Science Theory This theory focuses on the use of rigorous quantitative techniques to help managers make maximum use of organizational resources to produce goods and services. In essence, management science theory is a contemporary extension of scientific management, which, as developed by Taylor, also took a quantitative approach to measuring the worker–task mix in order to raise efficiency. There are many branches of management science; each of them deals with a specific set of concerns: Quantitative management utilizes mathematical techniques—such as linear and nonlinear programming, modelling, simulation, queuing theory, and chaos theory—to help managers decide, for example, how much inventory to hold at different times of the year, where to locate a new factory, and how best to invest an organization’s financial capital. Resources in the organizational environment include the raw materials and skilled people that an organization requires to produce goods and services, as well as the support of groups including customers who buy these goods and services and provide the organization with financial resources. One way of determining the relative success of an organization is to consider how effective its managers are at obtaining scarce and valuable resources. The importance of studying the environment became clear after the development of open-systems theory and contingency theory during the 1960s. The Open-Systems View One of the most influential views of how an organization is affected by its external environment was developed by Daniel Katz, Robert Kahn, and James Thompson in the 1960s. 38 These theorists viewed the organization as an open system— a system that takes in resources from its external environment and converts or transforms them into goods and services that are then sent back to that environment, where they are bought by customers (see Figure 1. 4). At the input stage, an organization acquires resources such as raw materials, money, and skilled workers to produce goods and services. Once the organization has gathered the necessary resources, conversion begins. At the conversion stage, the organization’s workforce, using appropriate tools, techniques, and machinery, transforms the inputs into outputs of finished goods and services such as cars, hamburgers, or flights to Hawaii. At the output stage, the organization releases finished goods and services to its external environment, where customers purchase and use them to satisfy their needs. The money the organization obtains from the sales of its outputs allows the organization to acquire more resources so that the cycle can begin again. The system just described is said to be â€Å"open† because the organization draws from and interacts with the external environment in order to survive; in other words, the organization is open to its environment. A closed system, in contrast, is a self-contained system that is not affected by changes that occur in its external environment. Organizations that operate as closed ystems, that ignore the external environment and that fail to acquire inputs, are likely to experience entropy, the tendency of a system to lose its ability to control itself and thus to dissolve and disintegrate. Management theorists can model the activities of most organizations by using the open-systems view. Manufacturing companies like Ford and General Electric, for example, buy inputs such as component parts, skilled and semiskilled labour, and robots and computer-controlled manufacturing equipment; then, at the conversion stage, they use their manufacturing skills to assemble inputs into outputs of cars and computers. As we discuss in later chapters, competition between organizations for resources is one of several major challenges to managing the organizational environment. Researchers using the open-systems view are also interested in how the various parts of a system work together to promote efficiency and effectiveness. Systems theorists like to argue that â€Å"the parts are more than the sum of the whole†; they mean that an organization performs at a higher level when its departments work together rather than separately. Synergy, the performance gains that result when individuals and departments coordinate their actions, is possible only in an organized system. The recent interest in using teams comprising people from different departments reflects systems theorists’ interest in designing organizational systems to create synergy and thus increase efficiency and effectiveness.

About the Reconstruction Era (1865â€1877)

About the Reconstruction Era (1865–1877) The period of Reconstruction took place in the southern United States from the end of the Civil War in 1865 until 1877. The era was marked by intense controversies, which included the impeachment of a president, outbreaks of racial violence, and the passage of Constitutional amendments. Even the end of Reconstruction was controversial, as it was marked by a presidential election which many, to the present day, contend was stolen. The main issue of Reconstruction was how to bring the nation back together after the rebellion of the slave states had been ended. And, at the end of the Civil War fundamental  issues facing the nation included what role former Confederates might play in the US government, and what role freed slaves would play in American society. And beyond the political and social issues was the matter of physical destruction. Much of the Civil War had been waged in the South, and cities, towns, and even farmlands, were in runs. The infrastructure of the South also had to be rebuilt. Conflicts Over Reconstruction The issue of how to bring the rebellious states back into the Union consumed much of the think of President Abraham Lincoln as the Civil War came to an end. In his second inaugural address he spoke of reconciliation. But when he was assassinated in April 1865 much changed. The new president, Andrew Johnson, declared that he would follow Lincolns intended policies toward Reconstruction. But the ruling party in Congress, the Radical Republicans, believed Johnson was being far too lenient and was allowing former rebels too much of a role in the new governments of the South. The Radical Republican plans for Reconstruction were more severe. And continual conflicts between the Congress and the president led to the impeachment trial of President Johnson in 1868.   When Ulysses S. Grant became president following the election of 1868, Reconstruction policies continued in the South. But it was often plagued by racial problems and the Grant administration often found itself trying to protect the civil rights of former slaves. The era of Reconstruction effectively ended with the Compromise of 1877, which decided the highly controversial election of 1876. Aspects of Reconstruction New Republican controlled governments were instituted in the South, but were almost certainly doomed to fail. Popular sentiment in the region was obviously opposed to the political party which had been led by Abraham Lincoln. An important program of Reconstruction was the Freedmens Bureau, which operated in the South to educate former slaves and give them assistance in adjusting to living as free citizens.   Reconstruction was, and remains, a highly controversial subject. Southerners felt that northerners were using the power of the federal government to punish the south. Northerners felt the southerners were still persecuting freed slaves through the imposition of racist laws, called black codes. The end of Reconstruction can be seen as the beginning of the period of Jim Crow.

Free Essays on Immigration In The Jungle

Immigration in â€Å"The Jungle† Upton Sinclair uses his writings to criticize society in many ways. One major aspect of society that he focuses on is immigration as well as the ignorance of the general population. Key quotes determine Sinclair’s views on these topics. â€Å"So America was a place of which lovers and young people dreams. If one could only manage to get the price of a passage, he could count his troubles at an end.† (Pg 22) this quote signifies how everyone dreams of migrating to America. Those who are still so naive look it at as the land of hopes and dreams. Immigrants look at entrance to America as a privilege or even something that will make them prosperous. Sinclair is stating that immigrants are not easily accepted into society. They are often looked down upon and taken advantage of for their willingness to work and make money anyway that they possibly can. â€Å"They knew nothing about the country, and had no one to tell them, and it was easy for a man in a blue uniform to lead them away to a hotel and keep them there and make them pay enormous charges to get away.† In this quote, Upton Sinclair further proves his point about the general population and how they take advantage of these immigrants. They know nothing about America and will do anything they are told, thinking that it will lead them to a wonderful life. They are willing to do anything to get their life started and Americans see this. Sinclair shows how Americans seize this opportunity to make easy money on those who don’t know any better. â€Å"They were pitiable in their helplessness; above all things they stood in deadly terror of any sort of person in official uniform, and so whenever they saw a policeman they would cross the street and hurry by.† This quote proves in a whole how little the outside world knows about our country and the way it works. Life in America is not as simple or lovely as they would make it out to be. People... Free Essays on Immigration In The Jungle Free Essays on Immigration In The Jungle Immigration in â€Å"The Jungle† Upton Sinclair uses his writings to criticize society in many ways. One major aspect of society that he focuses on is immigration as well as the ignorance of the general population. Key quotes determine Sinclair’s views on these topics. â€Å"So America was a place of which lovers and young people dreams. If one could only manage to get the price of a passage, he could count his troubles at an end.† (Pg 22) this quote signifies how everyone dreams of migrating to America. Those who are still so naive look it at as the land of hopes and dreams. Immigrants look at entrance to America as a privilege or even something that will make them prosperous. Sinclair is stating that immigrants are not easily accepted into society. They are often looked down upon and taken advantage of for their willingness to work and make money anyway that they possibly can. â€Å"They knew nothing about the country, and had no one to tell them, and it was easy for a man in a blue uniform to lead them away to a hotel and keep them there and make them pay enormous charges to get away.† In this quote, Upton Sinclair further proves his point about the general population and how they take advantage of these immigrants. They know nothing about America and will do anything they are told, thinking that it will lead them to a wonderful life. They are willing to do anything to get their life started and Americans see this. Sinclair shows how Americans seize this opportunity to make easy money on those who don’t know any better. â€Å"They were pitiable in their helplessness; above all things they stood in deadly terror of any sort of person in official uniform, and so whenever they saw a policeman they would cross the street and hurry by.† This quote proves in a whole how little the outside world knows about our country and the way it works. Life in America is not as simple or lovely as they would make it out to be. People...

How to Curate Content the Best Way to Grow Your Brand

How to Curate Content the Best Way to Grow Your Brand Think about the content you share for a second. Is it all your own content? If so, that needs to change. As much as your audience may love you, they want to see a variety of content. This is what we call content curation. Its simply sharing the content from others similar to you on social media.  Sharing others’  content is one of the best ways to show that you’re not all about you, and that you value a variety of perspectives beyond your own. If you are already curating content, are you doing it correctly? Is it the right content for your audience? Lets take a look! By the end of this post, youll be a pro at content curation. Table of Contents Whats the Definition of Content Curation? What Are the Benefits? See Some Examples of Well-Curated Content What Content Should Your Company Curate? Choosing Tools and Developing a Workflow The Best Curation Frequency and MixHow To Curate Content the Best Way to Grow Your BrandWhat Is  Social Media Content Curation? Marketers borrowed the word curate from museums. Curators are the ones who strategically choose  collections of art that appeal to a specific audience to feature in their museums. When you apply that concept  to social media curation, the definition looks like this: Content curation involves: Planning topics your audience loves. Searching for content from others that ties into those topics and your audiences interests. Sharing only the best information you find on your social networks for your audience to. To help you get started, here are a a few freebies to download: Content Curation Template: Keep track of your favorite content curation sources with this Excel template. Content Curation Frequency Infographic: Know the best frequency and mix for sharing content. Social Media Marketing Calendar: Plan every post, all in one place. Five Key Benefits to Curating Content There are many reasons a team will turn to using curated content for social media. Your Marketing Team Can't Produce Enough Social Media Content  On Their Own Social media requires a steady stream of professional, reputable content. Twitter alone should have about 15 unique posts a day (typically). By utilizing great curated content, you're able to fill those gaps more easily. How to Curate Content For Social Media To Help Boost Your ReachIt's Efficient and Cost-Effective Since you're not being slowed down by creating every piece of content yourself, curation is a great way to still have a content marketing strategy in place without investing a huge amount of money and time. Position Your Brand as a Thought Leader Once you get to know your audience and curate only the best, most share-worthy content tailored to them, you'll be recognized as a trustworthy and dependable specialist in your area. In other words, they'll trust that you know what you're talking about. Maintain Conversations With Your Audience Especially in the early stages of your content initiative, it's important that you figure out exactly who your audience is and what kind of content they like to devour and share. The only way to do this is by experimenting with several different content types, and the last thing you should be doing is creating all  of that content. By curating and tracking performance, you quickly pick up on what your audience  finds valuable, in what format they like to consume, from which sources, at what time of day, etc. For audiences that are more mobile and social, content curation is a great way to start and maintain a conversation every day. It also allows you to be present with your audience without making it all about you. Experiment with content types and topics to find  out what your readers  want. #contentcurationIt's a Great Way to Connect With Influencers Behind the scenes, the relationships you build with other influencers in the space by showcasing their work is a happy byproduct of content curation. Remember that analogy I made about the kid who stole homework and claimed it as his own? That's all wrong. It's more like the kid collected and compiled the best work from multiple kids' homework, printed out copies for everyone, and shared it as a study aid. #ContentCuration is like finding  the best work from everywhere and  sharing it with everyone.As a curator, when you share someone else's content, you are giving it more exposure and doing so in a favorable light. You are saying, "Hey, check this out. The message in this is totally on point." And the original content creators will remember this! When done right with proper attribution, curation creates symbiotic relationships. 7  Examples of Quality Curated Content So, what does quality social media content curation look like? Get an idea with these seven  examples. Every one of these posts does the following things: Shares something from a reputable source. Adds its own perspective with custom post copy. Adds value for each brand's audience. #1.   Convince and Convert #2. RealTruck.com #3.   Passion Planner #4. Cambria Quartz #5. Buzzfeed #6. Lemonly #7. Sanford Health Assembling Your Content Curation Toolbox Now that we've covered how awesome and beneficial content curation is, it's time to implement it into your own strategy. First off, you'll need to locate and find curation worth sharing. It's one thing to share content, but it's another thing to share good content. So where do you find this magical content? RSS readers. Gather the RSS feeds of content you know your audience will consistently enjoy. Categorize them tightly into narrowly focused topical groupings so you can better plan on the topics you’ll share when the planning stage comes. A tool like Feedly works well for this. BuzzSumo: This powerful platform is excellent for surfacing highly shared and trending content. Google Alerts. Sign up for Google Alerts on topics your readers care about.  Be cautious about two things: 1) make your search as narrow as possible, or you’ll regret the flood of information, and 2) read the content you find since it’s a bit of a wild card what Google will dig up for you. You can send these alerts directly to your email. Focused social network lists. Create Twitter lists  of people who  belong in particular niches. Having all of the users in your general news feed isn’t helpful if you're trying to curate according to topic when it comes time to plan. Just as you want to categorize your RSS feeds, you ought to do the same with your social feeds. Forums and groups. Places like Inbound.org and other similar industry or niche related forums are perfect places to find currently hot content. Look to curate  content that is getting a lot of discussion on it. Pieces that die in silence without much reaction can be seen as being down-voted by the crowd. That kind of content is  probably not something your audience is going to want to read and talk about, either. Sign up for emails. Find great email newsletters that consistently share content you might not otherwise find. They’re doing curation of their own, and there’s nothing stopping you from making use of their finds. Just be sure to check them out to be sure it’s something your audience would want. Don’t assume  just because someone else gave it a seal of approval. If you're looking for more options, check out this list of tools  from Curata. With tools like Feedly and Storify, you can create different categories of content and save time!  In the social media world we have  no time to spare, so curation tools are here to help. Know What And How To Curate You can’t share junk. No one wants their social feed filled with garbage, so simply publishing posts for the sake of needing to do it is a bad idea. Find the best content, the content you enjoyed, the content your audience members are sharing and talking about, the content that is actually helpful. Curate and share only the best content your audience is  talking about that is actually helpful.That means you have to actually read the stuff. You have to be willing to go past the headline and make sure the content you’re going to share is well-written, well-thought, and (here’s a pet peeve of mine) accessible if your audience member doesn’t have a subscription to a website. Nothing is more irksome than following a link to a piece of content I can’t read unless I subscribe. Unless you know your audience is mostly subscribed to a site, share that content by linking, summarizing, commenting on, and quoting it in your own standalone blog post. If a tool makes it easy to fill your content curation schedule with recommended content without you having to read it, be careful. You're trusting them to curate for you and your audience is expecting you to be the tour guide in the library, not someone else. Curation keeps your social schedule fresh and promotional social messages  to a minimum.Start By Finding Your Content Core As a content curator, it's your goal to share content that your audience will enjoy and benefit from.  The purpose of the content core exercise  is to understand the difference between what you do, and what you need to talk about. Visually, the content core looks something like this: At the center of your content is what you do. At , we make editorial calendar software, so this is a combination of social media and content marketing topics. For our customers, we solve problems such as: Providing a single interface for planning and executing content marketing efforts. Displaying an upcoming publishing schedule on a visualized monthly calendar. Allowing users to reschedule content via simple drag-and-drop. Facilitating team communication and an effective workflow. Providing a tool that helps them save time and grow their blog traffic. These are topics we should definitely write about and be searching for to help our audience understand a correlation between our tool and their needs. As we move away (ever so slightly) from our content core and focus on what our target audience really wants to hear about, we improve the  effectiveness  of our content marketing and better focus in on our target audience’s needs. Keep this in mind when you are searching content  through various sources. There are plenty  of tools out there that will help you with curation, you just have to figure out what your audience wants to read about then decide which sources will work best for you. Here are some examples of strong sources: Reputable publications in your industry. Blogs from other companies you partner with. Your clients, if you're an agency or consultant. Content Marketing Institute also put together a killer list of curation sources. Are you curating content from the best possible sources?Identify What Types Of Content Your Audience Likes To See Does your audience prefer videos or blog posts? How about quizzes or polls? Identify what resonates with your audience and try to curate your content types around that. But how do I know what my audience likes? Look back no more than six months into your social news feed history. Look for trends in what you’re audience responded to. If you see a 35% increase in engagement when you post videos, focus on curating video content posts. Look to your audience, they’ll tell you what they want to see. How to Curate Content the Best Way to Grow Your Brand Think about the content you share for a second. Is it all your own content? If so, that needs to change. As much as your audience may love you, they want to see a variety of content. This is what we call content curation. Its simply sharing the content from others similar to you on social media.  Sharing others’  content is one of the best ways to show that you’re not all about you, and that you value a variety of perspectives beyond your own. If you are already curating content, are you doing it correctly? Is it the right content for your audience? Lets take a look! By the end of this post, youll be a pro at content curation. Table of Contents Whats the Definition of Content Curation? What Are the Benefits? See Some Examples of Well-Curated Content What Content Should Your Company Curate? Choosing Tools and Developing a Workflow The Best Curation Frequency and MixHow To Curate Content the Best Way to Grow Your BrandWhat Is  Social Media Content Curation? Marketers borrowed the word curate from museums. Curators are the ones who strategically choose  collections of art that appeal to a specific audience to feature in their museums. When you apply that concept  to social media curation, the definition looks like this: Content curation involves: Planning topics your audience loves. Searching for content from others that ties into those topics and your audiences interests. Sharing only the best information you find on your social networks for your audience to. To help you get started, here are a a few freebies to download: Content Curation Template: Keep track of your favorite content curation sources with this Excel template. Content Curation Frequency Infographic: Know the best frequency and mix for sharing content. Social Media Marketing Calendar: Plan every post, all in one place. Five Key Benefits to Curating Content There are many reasons a team will turn to using curated content for social media. Your Marketing Team Can't Produce Enough Social Media Content  On Their Own Social media requires a steady stream of professional, reputable content. Twitter alone should have about 15 unique posts a day (typically). By utilizing great curated content, you're able to fill those gaps more easily. How to Curate Content For Social Media To Help Boost Your ReachIt's Efficient and Cost-Effective Since you're not being slowed down by creating every piece of content yourself, curation is a great way to still have a content marketing strategy in place without investing a huge amount of money and time. Position Your Brand as a Thought Leader Once you get to know your audience and curate only the best, most share-worthy content tailored to them, you'll be recognized as a trustworthy and dependable specialist in your area. In other words, they'll trust that you know what you're talking about. Maintain Conversations With Your Audience Especially in the early stages of your content initiative, it's important that you figure out exactly who your audience is and what kind of content they like to devour and share. The only way to do this is by experimenting with several different content types, and the last thing you should be doing is creating all  of that content. By curating and tracking performance, you quickly pick up on what your audience  finds valuable, in what format they like to consume, from which sources, at what time of day, etc. For audiences that are more mobile and social, content curation is a great way to start and maintain a conversation every day. It also allows you to be present with your audience without making it all about you. Experiment with content types and topics to find  out what your readers  want. #contentcurationIt's a Great Way to Connect With Influencers Behind the scenes, the relationships you build with other influencers in the space by showcasing their work is a happy byproduct of content curation. Remember that analogy I made about the kid who stole homework and claimed it as his own? That's all wrong. It's more like the kid collected and compiled the best work from multiple kids' homework, printed out copies for everyone, and shared it as a study aid. #ContentCuration is like finding  the best work from everywhere and  sharing it with everyone.As a curator, when you share someone else's content, you are giving it more exposure and doing so in a favorable light. You are saying, "Hey, check this out. The message in this is totally on point." And the original content creators will remember this! When done right with proper attribution, curation creates symbiotic relationships. 7  Examples of Quality Curated Content So, what does quality social media content curation look like? Get an idea with these seven  examples. Every one of these posts does the following things: Shares something from a reputable source. Adds its own perspective with custom post copy. Adds value for each brand's audience. #1.   Convince and Convert #2. RealTruck.com #3.   Passion Planner #4. Cambria Quartz #5. Buzzfeed #6. Lemonly #7. Sanford Health Assembling Your Content Curation Toolbox Now that we've covered how awesome and beneficial content curation is, it's time to implement it into your own strategy. First off, you'll need to locate and find curation worth sharing. It's one thing to share content, but it's another thing to share good content. So where do you find this magical content? RSS readers. Gather the RSS feeds of content you know your audience will consistently enjoy. Categorize them tightly into narrowly focused topical groupings so you can better plan on the topics you’ll share when the planning stage comes. A tool like Feedly works well for this. BuzzSumo: This powerful platform is excellent for surfacing highly shared and trending content. Google Alerts. Sign up for Google Alerts on topics your readers care about.  Be cautious about two things: 1) make your search as narrow as possible, or you’ll regret the flood of information, and 2) read the content you find since it’s a bit of a wild card what Google will dig up for you. You can send these alerts directly to your email. Focused social network lists. Create Twitter lists  of people who  belong in particular niches. Having all of the users in your general news feed isn’t helpful if you're trying to curate according to topic when it comes time to plan. Just as you want to categorize your RSS feeds, you ought to do the same with your social feeds. Forums and groups. Places like Inbound.org and other similar industry or niche related forums are perfect places to find currently hot content. Look to curate  content that is getting a lot of discussion on it. Pieces that die in silence without much reaction can be seen as being down-voted by the crowd. That kind of content is  probably not something your audience is going to want to read and talk about, either. Sign up for emails. Find great email newsletters that consistently share content you might not otherwise find. They’re doing curation of their own, and there’s nothing stopping you from making use of their finds. Just be sure to check them out to be sure it’s something your audience would want. Don’t assume  just because someone else gave it a seal of approval. If you're looking for more options, check out this list of tools  from Curata. With tools like Feedly and Storify, you can create different categories of content and save time!  In the social media world we have  no time to spare, so curation tools are here to help. Know What And How To Curate You can’t share junk. No one wants their social feed filled with garbage, so simply publishing posts for the sake of needing to do it is a bad idea. Find the best content, the content you enjoyed, the content your audience members are sharing and talking about, the content that is actually helpful. Curate and share only the best content your audience is  talking about that is actually helpful.That means you have to actually read the stuff. You have to be willing to go past the headline and make sure the content you’re going to share is well-written, well-thought, and (here’s a pet peeve of mine) accessible if your audience member doesn’t have a subscription to a website. Nothing is more irksome than following a link to a piece of content I can’t read unless I subscribe. Unless you know your audience is mostly subscribed to a site, share that content by linking, summarizing, commenting on, and quoting it in your own standalone blog post. If a tool makes it easy to fill your content curation schedule with recommended content without you having to read it, be careful. You're trusting them to curate for you and your audience is expecting you to be the tour guide in the library, not someone else. Curation keeps your social schedule fresh and promotional social messages  to a minimum.Start By Finding Your Content Core As a content curator, it's your goal to share content that your audience will enjoy and benefit from.  The purpose of the content core exercise  is to understand the difference between what you do, and what you need to talk about. Visually, the content core looks something like this: At the center of your content is what you do. At , we make editorial calendar software, so this is a combination of social media and content marketing topics. For our customers, we solve problems such as: Providing a single interface for planning and executing content marketing efforts. Displaying an upcoming publishing schedule on a visualized monthly calendar. Allowing users to reschedule content via simple drag-and-drop. Facilitating team communication and an effective workflow. Providing a tool that helps them save time and grow their blog traffic. These are topics we should definitely write about and be searching for to help our audience understand a correlation between our tool and their needs. As we move away (ever so slightly) from our content core and focus on what our target audience really wants to hear about, we improve the  effectiveness  of our content marketing and better focus in on our target audience’s needs. Keep this in mind when you are searching content  through various sources. There are plenty  of tools out there that will help you with curation, you just have to figure out what your audience wants to read about then decide which sources will work best for you. Here are some examples of strong sources: Reputable publications in your industry. Blogs from other companies you partner with. Your clients, if you're an agency or consultant. Content Marketing Institute also put together a killer list of curation sources. Are you curating content from the best possible sources?Identify What Types Of Content Your Audience Likes To See Does your audience prefer videos or blog posts? How about quizzes or polls? Identify what resonates with your audience and try to curate your content types around that. But how do I know what my audience likes? Look back no more than six months into your social news feed history. Look for trends in what you’re audience responded to. If you see a 35% increase in engagement when you post videos, focus on curating video content posts. Look to your audience, they’ll tell you what they want to see. How to Curate Content the Best Way to Grow Your Brand Think about the content you share for a second. Is it all your own content? If so, that needs to change. As much as your audience may love you, they want to see a variety of content. This is what we call content curation. Its simply sharing the content from others similar to you on social media.  Sharing others’  content is one of the best ways to show that you’re not all about you, and that you value a variety of perspectives beyond your own. If you are already curating content, are you doing it correctly? Is it the right content for your audience? Lets take a look! By the end of this post, youll be a pro at content curation. Table of Contents Whats the Definition of Content Curation? What Are the Benefits? See Some Examples of Well-Curated Content What Content Should Your Company Curate? Choosing Tools and Developing a Workflow The Best Curation Frequency and MixHow To Curate Content the Best Way to Grow Your BrandWhat Is  Social Media Content Curation? Marketers borrowed the word curate from museums. Curators are the ones who strategically choose  collections of art that appeal to a specific audience to feature in their museums. When you apply that concept  to social media curation, the definition looks like this: Content curation involves: Planning topics your audience loves. Searching for content from others that ties into those topics and your audiences interests. Sharing only the best information you find on your social networks for your audience to. To help you get started, here are a a few freebies to download: Content Curation Template: Keep track of your favorite content curation sources with this Excel template. Content Curation Frequency Infographic: Know the best frequency and mix for sharing content. Social Media Marketing Calendar: Plan every post, all in one place. Five Key Benefits to Curating Content There are many reasons a team will turn to using curated content for social media. Your Marketing Team Can't Produce Enough Social Media Content  On Their Own Social media requires a steady stream of professional, reputable content. Twitter alone should have about 15 unique posts a day (typically). By utilizing great curated content, you're able to fill those gaps more easily. How to Curate Content For Social Media To Help Boost Your ReachIt's Efficient and Cost-Effective Since you're not being slowed down by creating every piece of content yourself, curation is a great way to still have a content marketing strategy in place without investing a huge amount of money and time. Position Your Brand as a Thought Leader Once you get to know your audience and curate only the best, most share-worthy content tailored to them, you'll be recognized as a trustworthy and dependable specialist in your area. In other words, they'll trust that you know what you're talking about. Maintain Conversations With Your Audience Especially in the early stages of your content initiative, it's important that you figure out exactly who your audience is and what kind of content they like to devour and share. The only way to do this is by experimenting with several different content types, and the last thing you should be doing is creating all  of that content. By curating and tracking performance, you quickly pick up on what your audience  finds valuable, in what format they like to consume, from which sources, at what time of day, etc. For audiences that are more mobile and social, content curation is a great way to start and maintain a conversation every day. It also allows you to be present with your audience without making it all about you. Experiment with content types and topics to find  out what your readers  want. #contentcurationIt's a Great Way to Connect With Influencers Behind the scenes, the relationships you build with other influencers in the space by showcasing their work is a happy byproduct of content curation. Remember that analogy I made about the kid who stole homework and claimed it as his own? That's all wrong. It's more like the kid collected and compiled the best work from multiple kids' homework, printed out copies for everyone, and shared it as a study aid. #ContentCuration is like finding  the best work from everywhere and  sharing it with everyone.As a curator, when you share someone else's content, you are giving it more exposure and doing so in a favorable light. You are saying, "Hey, check this out. The message in this is totally on point." And the original content creators will remember this! When done right with proper attribution, curation creates symbiotic relationships. 7  Examples of Quality Curated Content So, what does quality social media content curation look like? Get an idea with these seven  examples. Every one of these posts does the following things: Shares something from a reputable source. Adds its own perspective with custom post copy. Adds value for each brand's audience. #1.   Convince and Convert #2. RealTruck.com #3.   Passion Planner #4. Cambria Quartz #5. Buzzfeed #6. Lemonly #7. Sanford Health Assembling Your Content Curation Toolbox Now that we've covered how awesome and beneficial content curation is, it's time to implement it into your own strategy. First off, you'll need to locate and find curation worth sharing. It's one thing to share content, but it's another thing to share good content. So where do you find this magical content? RSS readers. Gather the RSS feeds of content you know your audience will consistently enjoy. Categorize them tightly into narrowly focused topical groupings so you can better plan on the topics you’ll share when the planning stage comes. A tool like Feedly works well for this. BuzzSumo: This powerful platform is excellent for surfacing highly shared and trending content. Google Alerts. Sign up for Google Alerts on topics your readers care about.  Be cautious about two things: 1) make your search as narrow as possible, or you’ll regret the flood of information, and 2) read the content you find since it’s a bit of a wild card what Google will dig up for you. You can send these alerts directly to your email. Focused social network lists. Create Twitter lists  of people who  belong in particular niches. Having all of the users in your general news feed isn’t helpful if you're trying to curate according to topic when it comes time to plan. Just as you want to categorize your RSS feeds, you ought to do the same with your social feeds. Forums and groups. Places like Inbound.org and other similar industry or niche related forums are perfect places to find currently hot content. Look to curate  content that is getting a lot of discussion on it. Pieces that die in silence without much reaction can be seen as being down-voted by the crowd. That kind of content is  probably not something your audience is going to want to read and talk about, either. Sign up for emails. Find great email newsletters that consistently share content you might not otherwise find. They’re doing curation of their own, and there’s nothing stopping you from making use of their finds. Just be sure to check them out to be sure it’s something your audience would want. Don’t assume  just because someone else gave it a seal of approval. If you're looking for more options, check out this list of tools  from Curata. With tools like Feedly and Storify, you can create different categories of content and save time!  In the social media world we have  no time to spare, so curation tools are here to help. Know What And How To Curate You can’t share junk. No one wants their social feed filled with garbage, so simply publishing posts for the sake of needing to do it is a bad idea. Find the best content, the content you enjoyed, the content your audience members are sharing and talking about, the content that is actually helpful. Curate and share only the best content your audience is  talking about that is actually helpful.That means you have to actually read the stuff. You have to be willing to go past the headline and make sure the content you’re going to share is well-written, well-thought, and (here’s a pet peeve of mine) accessible if your audience member doesn’t have a subscription to a website. Nothing is more irksome than following a link to a piece of content I can’t read unless I subscribe. Unless you know your audience is mostly subscribed to a site, share that content by linking, summarizing, commenting on, and quoting it in your own standalone blog post. If a tool makes it easy to fill your content curation schedule with recommended content without you having to read it, be careful. You're trusting them to curate for you and your audience is expecting you to be the tour guide in the library, not someone else. Curation keeps your social schedule fresh and promotional social messages  to a minimum.Start By Finding Your Content Core As a content curator, it's your goal to share content that your audience will enjoy and benefit from.  The purpose of the content core exercise  is to understand the difference between what you do, and what you need to talk about. Visually, the content core looks something like this: At the center of your content is what you do. At , we make editorial calendar software, so this is a combination of social media and content marketing topics. For our customers, we solve problems such as: Providing a single interface for planning and executing content marketing efforts. Displaying an upcoming publishing schedule on a visualized monthly calendar. Allowing users to reschedule content via simple drag-and-drop. Facilitating team communication and an effective workflow. Providing a tool that helps them save time and grow their blog traffic. These are topics we should definitely write about and be searching for to help our audience understand a correlation between our tool and their needs. As we move away (ever so slightly) from our content core and focus on what our target audience really wants to hear about, we improve the  effectiveness  of our content marketing and better focus in on our target audience’s needs. Keep this in mind when you are searching content  through various sources. There are plenty  of tools out there that will help you with curation, you just have to figure out what your audience wants to read about then decide which sources will work best for you. Here are some examples of strong sources: Reputable publications in your industry. Blogs from other companies you partner with. Your clients, if you're an agency or consultant. Content Marketing Institute also put together a killer list of curation sources. Are you curating content from the best possible sources?Identify What Types Of Content Your Audience Likes To See Does your audience prefer videos or blog posts? How about quizzes or polls? Identify what resonates with your audience and try to curate your content types around that. But how do I know what my audience likes? Look back no more than six months into your social news feed history. Look for trends in what you’re audience responded to. If you see a 35% increase in engagement when you post videos, focus on curating video content posts. Look to your audience, they’ll tell you what they want to see. How to Curate Content the Best Way to Grow Your Brand Think about the content you share for a second. Is it all your own content? If so, that needs to change. As much as your audience may love you, they want to see a variety of content. This is what we call content curation. Its simply sharing the content from others similar to you on social media.  Sharing others’  content is one of the best ways to show that you’re not all about you, and that you value a variety of perspectives beyond your own. If you are already curating content, are you doing it correctly? Is it the right content for your audience? Lets take a look! By the end of this post, youll be a pro at content curation. Table of Contents Whats the Definition of Content Curation? What Are the Benefits? See Some Examples of Well-Curated Content What Content Should Your Company Curate? Choosing Tools and Developing a Workflow The Best Curation Frequency and MixHow To Curate Content the Best Way to Grow Your BrandWhat Is  Social Media Content Curation? Marketers borrowed the word curate from museums. Curators are the ones who strategically choose  collections of art that appeal to a specific audience to feature in their museums. When you apply that concept  to social media curation, the definition looks like this: Content curation involves: Planning topics your audience loves. Searching for content from others that ties into those topics and your audiences interests. Sharing only the best information you find on your social networks for your audience to. To help you get started, here are a a few freebies to download: Content Curation Template: Keep track of your favorite content curation sources with this Excel template. Content Curation Frequency Infographic: Know the best frequency and mix for sharing content. Social Media Marketing Calendar: Plan every post, all in one place. Five Key Benefits to Curating Content There are many reasons a team will turn to using curated content for social media. Your Marketing Team Can't Produce Enough Social Media Content  On Their Own Social media requires a steady stream of professional, reputable content. Twitter alone should have about 15 unique posts a day (typically). By utilizing great curated content, you're able to fill those gaps more easily. How to Curate Content For Social Media To Help Boost Your ReachIt's Efficient and Cost-Effective Since you're not being slowed down by creating every piece of content yourself, curation is a great way to still have a content marketing strategy in place without investing a huge amount of money and time. Position Your Brand as a Thought Leader Once you get to know your audience and curate only the best, most share-worthy content tailored to them, you'll be recognized as a trustworthy and dependable specialist in your area. In other words, they'll trust that you know what you're talking about. Maintain Conversations With Your Audience Especially in the early stages of your content initiative, it's important that you figure out exactly who your audience is and what kind of content they like to devour and share. The only way to do this is by experimenting with several different content types, and the last thing you should be doing is creating all  of that content. By curating and tracking performance, you quickly pick up on what your audience  finds valuable, in what format they like to consume, from which sources, at what time of day, etc. For audiences that are more mobile and social, content curation is a great way to start and maintain a conversation every day. It also allows you to be present with your audience without making it all about you. Experiment with content types and topics to find  out what your readers  want. #contentcurationIt's a Great Way to Connect With Influencers Behind the scenes, the relationships you build with other influencers in the space by showcasing their work is a happy byproduct of content curation. Remember that analogy I made about the kid who stole homework and claimed it as his own? That's all wrong. It's more like the kid collected and compiled the best work from multiple kids' homework, printed out copies for everyone, and shared it as a study aid. #ContentCuration is like finding  the best work from everywhere and  sharing it with everyone.As a curator, when you share someone else's content, you are giving it more exposure and doing so in a favorable light. You are saying, "Hey, check this out. The message in this is totally on point." And the original content creators will remember this! When done right with proper attribution, curation creates symbiotic relationships. 7  Examples of Quality Curated Content So, what does quality social media content curation look like? Get an idea with these seven  examples. Every one of these posts does the following things: Shares something from a reputable source. Adds its own perspective with custom post copy. Adds value for each brand's audience. #1.   Convince and Convert #2. RealTruck.com #3.   Passion Planner #4. Cambria Quartz #5. Buzzfeed #6. Lemonly #7. Sanford Health Assembling Your Content Curation Toolbox Now that we've covered how awesome and beneficial content curation is, it's time to implement it into your own strategy. First off, you'll need to locate and find curation worth sharing. It's one thing to share content, but it's another thing to share good content. So where do you find this magical content? RSS readers. Gather the RSS feeds of content you know your audience will consistently enjoy. Categorize them tightly into narrowly focused topical groupings so you can better plan on the topics you’ll share when the planning stage comes. A tool like Feedly works well for this. BuzzSumo: This powerful platform is excellent for surfacing highly shared and trending content. Google Alerts. Sign up for Google Alerts on topics your readers care about.  Be cautious about two things: 1) make your search as narrow as possible, or you’ll regret the flood of information, and 2) read the content you find since it’s a bit of a wild card what Google will dig up for you. You can send these alerts directly to your email. Focused social network lists. Create Twitter lists  of people who  belong in particular niches. Having all of the users in your general news feed isn’t helpful if you're trying to curate according to topic when it comes time to plan. Just as you want to categorize your RSS feeds, you ought to do the same with your social feeds. Forums and groups. Places like Inbound.org and other similar industry or niche related forums are perfect places to find currently hot content. Look to curate  content that is getting a lot of discussion on it. Pieces that die in silence without much reaction can be seen as being down-voted by the crowd. That kind of content is  probably not something your audience is going to want to read and talk about, either. Sign up for emails. Find great email newsletters that consistently share content you might not otherwise find. They’re doing curation of their own, and there’s nothing stopping you from making use of their finds. Just be sure to check them out to be sure it’s something your audience would want. Don’t assume  just because someone else gave it a seal of approval. If you're looking for more options, check out this list of tools  from Curata. With tools like Feedly and Storify, you can create different categories of content and save time!  In the social media world we have  no time to spare, so curation tools are here to help. Know What And How To Curate You can’t share junk. No one wants their social feed filled with garbage, so simply publishing posts for the sake of needing to do it is a bad idea. Find the best content, the content you enjoyed, the content your audience members are sharing and talking about, the content that is actually helpful. Curate and share only the best content your audience is  talking about that is actually helpful.That means you have to actually read the stuff. You have to be willing to go past the headline and make sure the content you’re going to share is well-written, well-thought, and (here’s a pet peeve of mine) accessible if your audience member doesn’t have a subscription to a website. Nothing is more irksome than following a link to a piece of content I can’t read unless I subscribe. Unless you know your audience is mostly subscribed to a site, share that content by linking, summarizing, commenting on, and quoting it in your own standalone blog post. If a tool makes it easy to fill your content curation schedule with recommended content without you having to read it, be careful. You're trusting them to curate for you and your audience is expecting you to be the tour guide in the library, not someone else. Curation keeps your social schedule fresh and promotional social messages  to a minimum.Start By Finding Your Content Core As a content curator, it's your goal to share content that your audience will enjoy and benefit from.  The purpose of the content core exercise  is to understand the difference between what you do, and what you need to talk about. Visually, the content core looks something like this: At the center of your content is what you do. At , we make editorial calendar software, so this is a combination of social media and content marketing topics. For our customers, we solve problems such as: Providing a single interface for planning and executing content marketing efforts. Displaying an upcoming publishing schedule on a visualized monthly calendar. Allowing users to reschedule content via simple drag-and-drop. Facilitating team communication and an effective workflow. Providing a tool that helps them save time and grow their blog traffic. These are topics we should definitely write about and be searching for to help our audience understand a correlation between our tool and their needs. As we move away (ever so slightly) from our content core and focus on what our target audience really wants to hear about, we improve the  effectiveness  of our content marketing and better focus in on our target audience’s needs. Keep this in mind when you are searching content  through various sources. There are plenty  of tools out there that will help you with curation, you just have to figure out what your audience wants to read about then decide which sources will work best for you. Here are some examples of strong sources: Reputable publications in your industry. Blogs from other companies you partner with. Your clients, if you're an agency or consultant. Content Marketing Institute also put together a killer list of curation sources. Are you curating content from the best possible sources?Identify What Types Of Content Your Audience Likes To See Does your audience prefer videos or blog posts? How about quizzes or polls? Identify what resonates with your audience and try to curate your content types around that. But how do I know what my audience likes? Look back no more than six months into your social news feed history. Look for trends in what you’re audience responded to. If you see a 35% increase in engagement when you post videos, focus on curating video content posts. Look to your audience, they’ll tell you what they want to see.