MARKETING

Marketing is defined by the AMA as "the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large."

It can also be defined as "the process by which companies create value for customers and build strong customer relationships, in order to capture value from customers in return".This replaces the previous definition, which still appears in the AMA's dictionary: "an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders." It generates the strategy that underlies sales techniques, business communication, and business developments. It is an integrated process through which companies build strong customer relationships and create value for their customers and for themselves.

Marketing is used to identify the customer, satisfy the customer, and keep the customer. With the customer as the focus of its activities, marketing management is one of the major components of business management. Marketing evolved to meet the stasis in developing new markets caused by mature markets and overcapacities in the last 2-3 centuries. The adoption of marketing strategies requires businesses to shift their focus from production to the perceived needs and wants of their customers as the means of staying profitable.The term marketing concept holds that achieving organizational goals depends on knowing the needs and wants of target markets and delivering the desired satisfactions. It proposes that in order to satisfy its organizational objectives, an organization should anticipate the needs and wants of consumers and satisfy these more effectively than competitors.The term developed from an original meaning which referred literally to going to a market to buy or sell goods or services. Seen from a systems point of view, sales process engineering marketing is "a set of processes that are interconnected and interdependent with other functions,whose methods can be improved using a variety of relatively new approaches."

Marketing Objectives

You must develop clear objectives before proceeding with community outreach and marketing efforts. These objectives are as follows:

·         Obtain support for the mentoring concept;

·         Obtain funding for the mentoring program; and

·         Recruit volunteer mentors and program participants.

The next step is to develop an effective communications strategy, which includes choosing your most important audiences and deciding on the best ways to communicate with them. Marketing your mentoring program is an ongoing process that must be incorporated into the marketing plan for the entire organization.

Communications Strategy

Four basic components of the communications strategy should be included in all materials or presentations promoting your mentoring program:

1. Establish the need for mentoring to enhance support services available for at-risk populations.

·       Include statistics on the client populations. (These numbers are specific to your community.)

·       Tie your message into your organization’s mission and history.

2. Describe program components and activities.
3. List benefits of mentoring program for:

·       Program participants (clients);

·       Mentors; and

·       Community at large (emphasize those groups most important to you).

4. Include an example or case study of a mentoring success story (if possible).

The communications strategy should include different forms of promotion. It is important to choose a form of promotion that is practical and appropriate for each audience. By highlighting specific benefits to specific audiences, you can tailor your message.

Conclusion From This Article

You can greatly simplify recruitment and public relations tasks, as well as achieve better results, if you identify the benefits for your audience, earmark a budget and devise a month-by-month plan.A marketing strategy differs from a marketing tactic in that a strategy looks at the longer term view of the products, goods, or services being marketed. A tactic refers to a shorter term view. Therefore, the mailing of a postcard or sales letter would be a tactic, but a campaign of several postcards, sales letters, or telephone calls would be a strategy.The communications strategy should include different forms of promotion. It is important to choose a form of promotion that is practical and appropriate for each audience. By highlighting specific benefits to specific audiences, you can tailor your message.

Management and human resources development

Human Resources Development (HRD) as a theory is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement. Adam Smith states, “The capacities of individuals depended on their access to education”. The same statement applies to organizations themselves, but it requires a much broader field to cover both areas.

Human Resource Development is the integrated use of training, organization, and career development efforts to improve individual, group and organizational effectiveness. HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities. Groups within organizations use HRD to initiate and manage change. Also, HRD ensures a match between individual and organizational needs

Resources

Understanding the foundations of HRD can be found in "Brief Foundations of Human Resource Development" by Richard A. Swanson.

A detailed PowerPoint and HTML overview of Foundations of Human Resource Development,  a textbook used in graduate courses, may be found at http://textbookresources.net/.

Process, Practice and Relation to Other Fields

Notably, HRD is not only a field of study but also a profession. HRD practitioners and academia focus on HRD as a process. HRD as a process occurs within organizations and encapsulates: 1) Training and Development (TD), that is, the development of human expertise for the purpose of improving performance, and 2) Organization Development (OD), that is, empowering the organization to take advantage of its human resource capital. TD alone can leave an organization unable to tap into the increase in human, knowledge or talent capital. OD alone can result in an oppressed, under-realized workforce. HRD practicitioners find the interstices of win/win solutions that develop the employee and the organization in a mutually beneficial manner. HRD does not occur without the organization, so the practice of HRD within an organization is inhibited or promoted upon the platform of the organization's mission, vision and values.

Other typical HRD practices include: Executive and supervisory/management development, new employee orientation, professional skills training, technical/job training, customer service training, sales and marketing training, and health and safety training.

HRD positions in businesses, health care, non-profit, and other field include: HRD manager, vice president of organizational effectiveness, training manager or director, management development specialist, blended learning designer, training needs analyst, chief learning officer, and individual career development advisor.

My opinion about this article :

Human Resource Development is the integrated use of training, organization, and career development efforts to improve individual, group and organizational effectiveness. HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities. Notably, HRD is not only a field of study but also a profession. HRD practitioners and academia focus on HRD as a process. HRD as a process occurs within organizations and encapsulates: 1) Training and Development (TD), that is, the development of human expertise for the purpose of improving performance, and 2) Organization Development (OD), that is, empowering the organization to take advantage of its human resource capital.

This article was taken from :

http://en.wikipedia.org/wiki/Human_resource_development

your mate

How difficult it is to forget someone who has been filling the heart.Anyone might have, kerana feeling like this a lot of sense. It is not taboo when you talk about it in order to cultivate a sense it's a flavor that does not cause bitterness in the running life.
 Her love was nature, but the changing nature keadaanlah it ... be a libel. The desire to be loved and to love one's spear to feel the love that has not halal.
 Forget the people who ever loved was not an easy matter, not just those who carry out the 'courtship' who has ever felt this.
 But for people who never felt the courtship did not even reveal his heart felt it. This is evidence that the nature of love can be a real slander if not treated wisely.
 Realize that you are moving to get better. It should be when the 'he' can not have, he has become part of your past. If it's hard to forget, not all of a sudden it is necessary to be forgotten. But let him be your reminder that there still are waiting in front of true love, because you're not looking past.
 Her with his life and you yourselves with your life, this is what should be emphasized in the course of your life. After all, when you yourselves trying hard to forget him, he was actually being absorbed swing without thinking about you.
 So who are the losers if such ini.Rasa sick because he was not picked to be the last stop, it does not mean to make you forget that GOD is always there beside you.
 Especially for those who want to forget him because once legalized courtship activity. GOD actually very fond of you, you yourselves freed him of immoral activity.
 You should be proud and pleased GOD is still concern you. You are led to become a better person, a love that gives.
 From here you yourselves must bersadar ourselves, that to forget a former lover who was never lawful for you is a resurrection. Wake of immorality you've ever done and got up to fight for the religion of GOD.
 Suppose in love with a former lover who still kept to this day is part of pengingatmu the past, so that you never repeat them. It's for people who lost the led for the better, but he returned following the line of his past.
 As for the never going out, but never felt the love that is at the him.But he did not tether him to you, and choose the tether him to others, you yourselves may feel pain more powerful, because your love was never revealed. Due to heart and keep her well your Izzah.
 These heart problems can not be solved rationally, because once again this problem was a feeling that only you yourselves know how big and powerful.
 But there must be a strong courage to forget, very unfortunate penjagaanmu Izzah be tarnished because of the love that never permissible. Is like taking medicine, you should dare to drink the bitter medicine that you may even be cured of your pain.
 Which you yourselves have to always remember and emphasize to your heart is someday there will be people who are more entitled to get your true love from the people who are currently unable forgotten.
 There's no way you yourselves also will love the he is not lawful for you than people who have been lawful, it must be emphasized in your heart. That one day there are people who deserve your love,,,

The Reality of Decision-Making

Almost by definition decision-making is typical human activity, and therefore importantpsychological subject. The starting point of its classical conception within psychology could be tracedback to economy and mathematic, with ideas of human as rational economic being, and conceptualising decision making as choice between two or more alternatives, and as such being a separate event in space and time. Already in fifties Herbert Simon challenged such a view with his concept of bounded rationality, emerging from the joint effect of internal limitations of the human mind, and the structure of external environments in which the mind operates. During the last decades with the shift to the real word situations where decisions are embedded in larger tasks, becoming so part of the study of action, the lost rational human appeared again as efficient creature in the complex environment. Gigerenzer showed how heuristics help in this process.

Decision context does not influence only the values of choices, but also the values of outcomes, e.g. the amounts expressed as gains or losses. If choices are framed in such a way

that reference point is low on the scale of values, the gain will be greater in comparison with

high positioned reference point. Fifty Euros is a lot for poor and a little for rich. Framing effect contradict the invariance axiom of the utility theory, which demands that wording should not influence deciding, because preferences should be defined only with outcomes and connected probabilities, while because of framing effect different coding of outcomes (as gains or losses) change the outcomes assessment. This is evident in the famous Kahneman and Tversky task regarding efficacy of the health programmes expressed either as a number of survivors or as a number of victims. It seems that negative frames demand greater degree of cognitive processing and have longer response timesMain research work in the field of the so called naturalistic decision making was going on mainly in the frame of the crisis events and radically change the view of the nature of crisis decision making. It is not by chance, that US Army devoted a lot of resources and time to the study of these questions, e.g. in the project TADMUS (Tactical Decision Making UnderStress). Many bad decisions whose outcomes count in human lives demand this. Up to then decision-making researches study only one segment of the decision-making, the decision event. Main part of the decision making should be going on when decision maker (usually one person) overview known and defined set of choices, weight probable consequences of particular choice and then select one, depending on his goals and values, which should be stable and known. Researchers focused on the selection process of the best alternative.

Involved participants were usually inexperienced, e.g. students. But then psychology went out of the laboratory in the real life, joined firemen, police officers, medical staff, etc. that is experienced participants. Quite different image of the decision making appeared. Classical decision-making models were not adequately describing the situation. Decision makers focused on the definition of the situation, and on the base of their experience in similar previous events, while taking into account constraints of the given situation, choose the most adequate response. Possible responses were assessed on the base of the projection of their possible consequences into the future and search for the possible unwanted effects. If unwanted effects were not predicted, the response was selected. This new approach differs at least in three ways from the classical one, which emphasizes simultaneous assessment of a number of alternatives, being based on analytical methods of values and probabilities connection, and was searching for the optimal solutiondecision maker pays his attention mostly to situation assessment or to the discovering of the nature of the problem,

·         particular alternatives are judged successively with the help of mental simulation ofoutcomes, and

·         alternative is accepted if it is satisfying (not necessary optimal).

Fundamental difference lie in the fact that in everyday situations decisions are the part of the

larger tasks, which decision maker try to accomplish. In the laboratories decision-making was   going on outside the meaningful connections, while in reality it is the mean of achieving the wider goals. Decisions are the part of the broader tasks consisting of the problem definition, understanding of meaningful solutions, acting for goals achievement, and effects assessments.

As one of the researchers said , studying decision-making in dynamic, real time context changes it into the part of the study of action, and not study of choice. Decision making is the

matter of guiding and maintaining the continuous flow of behaviour directed toward the set of goals and not the set of separated events of choice dilemmas. Decision-making in reality is a joint function of two factors :

·         task characteristics, and

·         individual’s knowledge and experience relevant for the task.

Decision-making is often going on in stressful conditions. Stress is caused mainly by the

following characteristics of the situations, called stressors :

·         multiple information sources,

·         incomplete, conflicting information,

·         rapidly changing, evolving scenarios,

·         requirements for team coordination,

·         adverse physical conditions,

·         performance pressure,

·         time pressure,

·         high work/information load,

·         auditory overload/interference,

·         threat.

They represent important factors and conditions in decision-making, which often determine the nature of decision, consequent behaviours and their outcomes.

Conclusion From This Article

Decision making as one of the most characteristic human mental activity is shown to us – orbetter studies and thinking about it are showing this – as a very complex phenomenon. The image of the human decision maker is circling between irrationality and bounded rationality. If classical models of rational (economic) human took him from time and space, and put him with his decision making, that should be rational, but was not, into certain abstract frozen space, with the development of knowledge he is gradually coming back, to find himself in the theories of naturalistic decision making. The image of the alive concrete human, adapted to his environment, is exchanging its artificial abstract image.

REFERENCES

Ø  Betch, T.: The Nature of Intuition and Its Neglect in Research on Judgment and DecisionMaking.In Plessner H. ; Betsch C. and Betsch, T., eds.: Intuition in Judgment and Decision Making.LEA, New York, pp. 3–22, 2008,

Ø  Schraagen, J.M.; Klein, G. and Hoffman, R.: The Macrocognition Framework ofNaturalistic Decision Making.In Schraagen, J.M.; Militello, L.G.; Ormerod, T. and Lipshitz, R., eds.: Naturalistic DecisionMaking and Macrocognition. Ashgate, Aldershot, pp. 3-25, 2008,

Ø  Simon, H.: A behavioral model of rational choice.Quarterly Journal of Economics 69, 99–118, 1955,

Ø  Brehmer, B.: Strategies in real-time dynamic decision making.In Hogarth R., ed.: Insights in decision making: A tribute to Hillel J. Einhorn. University ofChicago Press, Chicago, pp. 262-279, 1990,

STEPS IN THE DECISIONS PROCESS

Everyone in an organization makes decisions, but decision making is particularly important in a manager’s job. Decision making is such an important part of all four managerial functions that decision making is said to be synonymous with managing. The complexity of managerial decision making ranges from routine choices to highly complicated issues. Students learn about thedecision-makingprocess and study models and guidelines for making effective programmed and nonprogrammed decisions.

A decision is a choice made from two or more alternatives. The decision-making process is a set of six steps that include identifying a problem, selecting an alternative, and evaluating the decision’s effectiveness. Many people take decisions depending just on their gut feeling. However, if the decision involves money or someone’s life, it is important to analyze the situation carefully before making the final decision.The consensus decision process is a useful method for a collaborative group to make decisions. The process includes the following key steps:

1.      Set the Goal – The collaborative group needs a clear end-in-mind. The first consensus decision is to determine the end goal. Without an agreed upon goal, collective consensus will be impossible. This can be accomplished through the collaborative group’s vision and mission statements developed in Step 1B: Setting Your Collaborative Group Up for Success: Tools for Determining Your Purpose(s).

2.      Create a Vision – Ask a question that inspires vision. Here are some examples:

What is our ideal or preferred future?

What are the indicators of a good outcome? 

What would it look like if we got it right?

This can be accomplished by conducting a visioning activity with planning participants. Some example visioning activities can be found in Step 4 – Put Together an Informed Plan of the toolkit.

Additional ideas for constructing a good question can be found in the “Appreciative Inquiry” tool, which is located in the “Universal Community Organizing Concepts” section of the toolkit. When creating a vision, it helps to understand what is essential for the outcome to include and what is desired but not required.

3.      Gather Information – What information does the team need in order to make the best decision? Who has or where is this information, and how do we obtain it? This is addressed by the community readiness and needs and resources assessment tools in Step 2 of the toolkit – Get in the Know By Taking Stock.

4.      Brainstorm Possible Options and Ideas – Develop as many options as possible before narrowing the list of ideas. The example brainstorming tools listed on the following pages can be useful in completing this step in the consensus decision process. In addition, the facilitative leader ensures everyone understands the meaning of each idea before moving forward.

5.      Set Priorities for Possible Options and Ideas Using Relevant Criteria – Once the group has brainstormed all of the possibilities, it’s time to prioritize the ideas. Using relevant criteria will help the group to prioritize ideas more objectively. The example consensus building tools listed on the following pages can be useful in completing this step in the consensus decision process.

6.      Make the decision as a team. The facilitative leader checks to make sure there is full consensus before assuming everyone supports the decision. One way to do this is to use a bus analogy: The bus is leaving the station. Can you get on board? If not, what will it take to get you on our bus?

The ABCs of consensus…

·         Address the issue (Steps 1 – 3)

·         Brainstorm all the possibilities (Step 4)

·         Come to consensus (Step 5 and 6)

Conclusion from this article

A decision is a choice made from two or more alternatives. The decision-making process is a set of six steps that include identifying a problem, selecting an alternative, and evaluating the decision’s effectiveness.The consensus decision process is a useful method for a collaborative group to make decisions. The process includes the following key steps:

Ø Set the Goal

Ø  Create a Vision

Ø  Gather Information

Ø  Brainstorm Possible Options and Ideas

Ø  Set Priorities for Possible Options and Ideas Using Relevant Criteria

Ø  Make the decision as a team

References

v  http://www.buzzle.com/

v  http://www.ethics.org/resources/decision-making-process.asp

v  http://www.google.co.id/url?sa=t&rct=j&q=&source=web&cd=6&ved=0CEwQFjAF&url=http%3A%2F%2F202.121.48.120%2FDownload%2F015671d6-2191-41ea-91f5-e93060d7049c.doc&ei=VaRwT_WSBcvjrAfmwImgDg&usg=AFQjCNHDNbPSgHl8QJQVT0I9HiVnRAlBag&cad=rja

Tagliere, D. (1992). How to meet, think, and work to consensus. Pfeiffer, Amsterdam.