Motivation Of Volunteer Tourists And Leisure Traveling Decisions Tourism Essay

Motivation Of Volunteer Tourists And Leisure Traveling Decisions Tourism Essay Travel experience is, restrictedly, perceived as seeking relaxation including sun, beaches, shopping and freedom. However, volunteering could actually be happened during a vacation or become the main reason of the trip which highly involved in the local culture (Maureen, 2006). According to the Tourism 2020 Vision report made by the United Nation World Tourism Organization, which normally abbreviated as UNWTO, international tourism will possibly encounter a 4.1% increment of annual growth rate on average from 1995 to 2020 meaning to around 1.56 billion visitors. However, travel promotes not only world peace and friendship, but economic inequalities, cultural and environmental deteriorations (Poelzl, 2002). Figure 1: Conceptual map of alternative tourism (Mieczkowski, 1995, p459) Mass tourism mainly consists of purchasing standardized products and visiting those prevailed and well-developed tourism destinations (Robinson Novelli, 2005). Having more leisure time and higher purchasing power triggered the desire to have different experiences (Hall Weiler, 1992). Nowadays people are looking for unique, novel and meaningful travel experience to satisfy themselves (Robinson Novelli, 2005). Due to globalization, nations become closer neighbours, and unveiling each others problems. Closeness helps the less fortunate and raises the environmental awareness (Uriely, Reichel Ron, 2003). It gives raise of alternative tourism, which including a diversity of tourism forms into niche markets such as nature and special interest tourism which is abbreviated as SIT. SIT offers customized leisure and travel experience according to increasing needs from the individuals (Derrett, 2001). For instance, several projects related to volunteer tourism and ecotourism have been actively promoted mainly in developing countries while conservation projects have been executed in developed countries (Britton, 1977; Saglio, 1979; Wearing, 2001). SIT travellers involve in cultural and leisure activities developing their special interests, gained insights and satisfied themselves by fulfilling the higher level of needs namely self-esteem, belonging and self-actualization (Neulinger, 1982; Henderson, 1984; Hall Weiler, 1992; Wearing, 2001, 2004). Volunteer tourism is a potential profitable market as the majority of this segment are higher educated and more sensitive to the environmental and social costs they brought (Hall Weiler, 1992; Lynne, 1993). Volunteer tourism and ecotourism both offer an alternative tourism experience and their underlying focus is sustainability in order to ensure the impacts on destination are minimized (Sofield, 1991, Wearing, 2001). Both forms are aiming to balance development to meet present needs without compromising the ability to meet the needs of future generation (Mieczkowski, 1995; Wearing, 2001). This can be found by the fact that volunteer tourism pays special attention to the environmental and social carrying capacity, coinciding with the aims of sustainability (Colton, 1987; Wearing, 2001). 1.2 The Global Development of Volunteer Tourism Since 1915, the phenomenon of overseas travelling of international volunteers, existed and is supported by a range of organizations and groups around the globe (Gillette, 1968; Clark, 1978; Beigbeder, 1991; Wearing, 2004). However, it was not being regarded as a tourism form. Organization for Economic Co-operation and Development, which is abbreviated as OECD, estimated over 33,000 overseas volunteers engaged during 1990 (Beigbeder, 1991; Wearing, 2001, 2004). Furthermore, the renowned guidebook, Mcmlillon, noted there were 75 organizations in 1987 (Campbell, 1999), with contrast to 275 in 2003. In addition, there are other sources also suggesting the significant growth in volunteer-based organizations (Holder, 2002; Brown Morrison, 2003; Brown, 2005). Based on a survey of over 300 volunteer tourism organizations worldwide, it is estimated overall market has grown to 1.6 million volunteer tourists a year, with a total market value of between GBP 832 million and GBP 1.3 billion (Association for Tourism Leisure Education, 2008). The most substantial growth in the sector has taken place since 1990 (Association for Tourism Leisure Education, 2008). These figures show a rapid growth in volunteer tourism. The popularity of alternative tourism has increased significantly such as volunteer tourism and ecotourism (Wearing, 2001, 2002; Mustonen, 2005). This is further witnessed by leisure travellers desiring to connect with locals and their culture in order to stimulate and fulfil their need of cultural immersion by combining travel, adventure and service (Brown Morrison, 2003; Hall Raymond, 2008). Several reports indicated 77% of organizations are non-government such as Youth Challenge International and Earth-watch, while 13% are commercial such as i-to-i, 5% are government ran such as Volunteer Service Aboard New Zealand, and 3% are operated by universities like University of Californias University Research Expeditions Programme (Ellis, 2003; Board, 2003; Coghlam, 2008). 1.3 The development of SIT and volunteer tourism in Hong Kong SIT is still developing in its infancy stage in Hong Kong. Despite the fact that little Hong Kong residents thoroughly know about SIT, a number of volunteer travel service suppliers do exist in Hong Kong. For-profit tour operators such as Hong Kong Study Tours Centre (Hong Kong Study Tours Centre, 2007) organize conservation volunteer tours to Australis and New Zealand for students. Other volunteer travel opportunities are usually provided by non-profit organizations. For instance, International Youth Culture Exchange Association (H.K.) Ltd. occasionally provides volunteer tours for secondary students and undergraduates. These volunteers will usually be involved in teaching English and simple hygiene knowledge in China (International Youth Cultural Exchange Association (H.K.) Ltd., 2007). Global Neighbor Network is dedicated to promoting volunteer tourism in Hong Kong by organizing volunteer tours regularly to different needy communities such as Sri Lanka, Kenya and Jordan (Global Ne ighbour Network, 2006). It has also worked with local universities such as medical students from The University of Hong Kong to provide basic medical care and treatment for patients in Indonesia. Besides, volunteers in Global Neighbour Network will partner with international volunteers in Global Hope Network to participate in different volunteer tours. Other non-profit organizations involved in volunteer tourism include Yellow House, Volunteer Space and LoveFaithHope Charitable Foundation. Due to insufficient awareness of the general public, volunteer tourism is still not very well-known in Hong Kong and the number of participants is limited, yet it has been gaining popularity in these few years. Both secondary school and undergraduate students are given more opportunities to give back to the needy community in China, although they may only do voluntary work for one or two days of the entire tour and engage in cultural exchange activities for the rest of the tour. In addition to students, religious groups make up most of the volunteer travellers in Hong Kong. They will visit various impoverished places on mission travel, with some of the time spent on volunteering. In general, they will provide education and development aid in the needy communities. 1.4 Problem Statement Volunteer tourism is a relatively recent phenomenon around the world. Though there has been increasing research on the motivational factors of volunteer tourists, little of such research has been done in the Asia-Pacific context, let alone within the Hong Kong context. It is of paramount importance to understand the travel motivation of volunteer tourists because it is the driving force behind their behaviors (Schiffan, Bednall, OCass, Paladino Kanuk, 2005). In addition, studying their perceived value of the volunteer trips will help to determine their intentions to recommend and repurchase the volunteer travel opportunities (Petrick, 2004a; 2004b). This research is designed to explore why Hong Kong residents participate in volunteer tours, what motivates them and what their perceived values towards their volunteer trips are. With a better understanding of the aforementioned issues, tourism marketers and professionals and potential service providers such as travel agencies will be a ble to identify if there is any market potential to organize more volunteer tours and diversify the tourism products in Hong Kong. The results of this study will help non-profit organizations to better understand why people choose to volunteer overseas, then they will be able to segment and target the markets, create tailor-made volunteer tours to recruit more warm-hearted people to become volunteers, as well as develop appropriate marketing strategies to promote volunteer tourism in Hong Kong. 1.5 Objectives To examine the motivational factors behind Hong Kong residents towards volunteer travel. To examine the perceived constraints of repeat participation among volunteer tourism among participants. To examine the influence of a volunteer tourism experience on future leisure travel decisions. Chapter 2 Literature Review This chapter offers a review of the literature with reference to the theme and research purposes of this study. There are four sections in this chapter. The first section will define volunteering and volunteer tourism. Second, tourism motivation, development of motivational theories and volunteer motivation is reviewed, followed by a summary of previous related research on volunteer tourism. The concept of perceived value an individual holds when evaluating travel experience is then discussed. The summary section will provide a conclusion of this chapter. 2.1 Volunteering vs. Volunteer Tourism Volunteer tourism, or also known as Voluntourism or volunteer vacation, actually combined two major elements which obviously are volunteering and travelling. More accurately, it contains the motivations of both volunteering and travelling sides and shows how they pertain to and interplay with each other. 2.1.1 Volunteering Volunteering is widely perceived and defined as freely chosen and generally providing aids and services for the host community simultaneously without any incentive to gain any financial rewards from them (Beighbeder, 1991; Van Til, 1979 cited in Stebbins, 1982). Supposedly volunteering or voluntary service is both beneficial to the community and the well-being of the volunteers (Cnaan et al., 1996; Stebbins, 1982) since it could build up a social network and develop a mutual understanding, friendship and adventurousness between each other (Gillette, 1968; Wearing, 2001, 2004). Volunteering may benefit volunteers in acquiring skills such as communication skills, teamwork and interpersonal skills which would absolutely be useful for their career (Broad, 2003; Brown Lehto, 2005). It provokes participants contemplation, encourages their concerns for others, offers them with an opportunity to develop an interest and creates a sense of deep personal fulfillment (Stebbins Graham, 2004). S tebbins (1992) also suggests that volunteering may achieve volunteers self-actualization, recreation or renewal of self and feelings of accomplishment. The volunteer is the one who gains mutual learning, friendship and adventure (Gillette, 1968). Volunteers from all age groups will most likely feel happier and less depressed. Neulinger (1982) and Henderson (1984) both noted that volunteerism and leisure fulfil higher level needs such as self-esteem, belonging and self-actualization. 2.1.2 Volunteer Tourism Volunteer tourism is slightly like an expansion of volunteering. Undoubtedly it includes the motivation of volunteering and, meanwhile, involves desires or incentives of travel. The term volunteer tourism intends to the tourists who organize to provide voluntary service during their vacations which is described by Wearing (2001): aiding or alleviating the material poverty of some groups in society, the restoration of certain environments, or research into aspects of society or environment In fact, the definition of volunteer tourism has become gradually ambiguous since a large number of individuals, who are willing to spend most of the time during vacation on volunteering, may not perceive themselves as volunteer tourists. However, there is a conceptual framework of volunteer tourism developed to classify volunteer tourists into different classes (Callanan Thomas, 2005). The framework was drawn on another framework related to ecology (Sylvan, 1985 cited in Callanan Thomas, 2005, pp. 196-197). It mainly divided volunteer tourists into shallow, intermediate and deep class based on the duration of their trips, their required skills or qualifications, degree of both passive and active involvement, level of contribution to the host communities and focus of the experience. Another way to classify the volunteer tourists basically depends on their mindsets. Volunteer tourists should be further divided into two types. Some of them may be willing to spend most of or even all of their holidays on volunteering, they, therefore, are identified as volunteer-minded tourists. The other type of volunteer tourists are identified as vacation-minded tourists who will possibly just treat volunteering as a short-term, may be only a half-day or up to three days out of a trip, activity during their vacation. (Brown Morrison, 2003; Brown Lehto, 2005, p. 480). 2.2 Motivation As motivation is a very significant variable in the contribution of explaining peoples travel behavior, this section aims at providing a comprehensive literature review on tourism motivation and volunteer motivation. The definitions of motivation and tourism motivation will first be given, followed by a description of the development of motivational theories. 2.2.1 Travel Motivation To understand travel motivation, a variety of scales and theories have been proposed and empirically tested in the tourism literature. Many researchers have used motivational theory to try to interpret the motivations of tourists. Wahab (1975) argued that travel motivation is so basic, essential and fundamental while doing tourism studies or tourism development. Generally, motivation is usually defined as the driving force behind all actions (Crompton, 1979; Fodness, 1994). At the meantime, motivation would be a key factor influencing ones travel decisions and be closely related to their psychological needs to explore something they have never met in their home countries. Travel motivations will probably be affected by any changes occurred in ones life stages. However, travellers may commonly be influenced by a certain number of motivators other than just one. (Swarbrooke and Horner, 2003). 2.2.2 Tourism Motivation Theories A few definitions have been developed for tourism motivation. Dann (1981 cited in Snepenger et al., 2006, p.140) stated that tourism motivation is: a meaningful state of mind which adequately disposes an actor or a group of actors to travel, and which is subsequently interpretable by others as a valid explanation for such a decision Crompton and McKay (1997) built their definition of tourism motivation on those suggested by Crompton (1979) and Iso-Ahola (1989 cited in Crompton McKay, 1997). Crompton and McKay (1997, p.427) which included the concept of optimal arousal level. For example, homeostasis (Snepenger et al., 2006) helped describe tourism motivation as: a dynamic process of internal psychological factors that generate a state of tension or disequilibrium within individuals. Moreover, Fodness (1994) and Crompton (1979) agreed and suggested that more knowledge of tourism motivation were necessary to assist tourism marketers in understanding individuals travel patterns so that they could develop and promote tourism products according to customers needs and wants. Over the years, a myriad of tourism motivational theories have been developed. There are some prominent theories which contribute to a better understanding of why individuals choose to travel. 2.2.3 Motivation Theory Maslows Hierarchy of Needs When discussing motivation theory, Maslows five-stage hierarchy of needs ought to be of the utmost importance. It emphazizes human needs could be differentiated into five different levels from extrinsic to intrinsic needs. These five levels are also in hierarchical order of increasing motivational importance. From the least to the most importance, they are physiological, safety, social, self-esteem and self-actualization need (Maslow, 1970). This hierarchy could be highly related to the travel industry since it mentioned individuals will less likely be interested in high-level needs if they cannot meet their physiological and safety needs. It implies the individuals will less likely be interested in travel. Additionally, Self-actualization could be considered the end or goal of leisure (Mill Morrison, 2002). Analyzing all five stages can derive some potential hints and clues to help understand the motivation of volunteer tourism. 2.2.4 Motivation Theory Travel Career Ladder (TCL) TCL is actually partly based on the Maslows Hierarchy of needs. According to TCL, tourists who own more experience would more probably seek satisfaction of higher needs (Pearce, 1991; Ryan, 1998). It reflects travel motives are changing according to life span and accumulated travel experience (Ryan, 1998; Schewe, 1988) and describes travellers motivation as consisting of five different levels, respectively they are relaxation, safety or security, relationship, self-esteem and development and self-actualization or fulfillment need. Normally travelers are not dominated by only a level of need but a set of needs. They will not always remain in the same stage and will probably descend as well as ascend on the ladder. 2.2.5 Push and Pull Factors Except the two hierarchical needs of human mentioned above, there is a two-tiered scheme of motivational factors, push and pull factors. Several theories also refer to these two factors to carry out, for example, Iso-Ahola personal interpersonal motives. Push factors mean all social-psychological motives which push individuals to go travelling. They are intangible and more like intrinsic desires of individuals, for instance, relaxation and exploration. On the other hand, pull factors mean those external forces which affect or attract individuals to travel to fulfill their identified wants. Any tangible things including the architectures, historical resources and the intangible elements including local culture, the attractiveness of the destination itself can also arouse travellers interest (Andreu, Bigne Copper, 2000). However, a travel is normally occurred based on the reason why individuals would like to leave their home country rather than the appeal of the destination which lure the travellers to visit. Travellers motives and behavior are markedly self-oriented (Witt Wright, 1992). Obviously, the push and pull factors may not be perceived appropriate to understand the motivation of volunteer tourism because 2.2.6 Motivation of volunteers being engaged in voluntary services Altruism (Bussell Forbes, 2002; Callanan Thomas, 2005) and doing something meaningful (Cnaan Goldberg-Glen, 1991 cited in Ryan, Kaplan Grese, 2001) are believed to be the central motives for individuals to participate in volunteer work. Individuals who desire to assist others are more likely to become volunteers. However, egoism may probably be included in the motivation of volunteers as well (Bussell Forbes, 2002; Ryan, Kaplan Grese, 2001). Participating in voluntary work can actually provide individuals with change to satisfy their social and psychological needs (Cnaan Goldberg-Glen, 1991 cited in Bussell Forbes, 2002). The first self-interested motivation is social which involves volunteering together with ones family members and old friends to strengthen kinship and friendship (Bruyere Rappe, 2007; Ryan, Kaplan Grese, 2001) as well as meeting new people with similar interests. The next motivation is learning and career. Volunteers may learn deeper about the natural environment (Bruyere Rappe, 2007); develop new skills and abilities which may be useful with ones career (Broad, 2003); obtain job-related experience and explore career opportunities which may aid future employment or career advancement (Bruyere Rappe, 2007; Riecken, Babakus Yavas, 1994 cited in Bussell Forbes, 2002) Another prominent motivation of volunteer is values and esteem. Volunteers can share their core values and thoughts with other people (Bruyere Rappe, 2007; Clary Snyder, 1999); gain a sense of self-worth as well as boosting self-esteem (Bruyere Rappe, 2007; Bussell Forbes, 2002). Some of the less obvious reasons for people to volunteer may include a desire to wear uniforms which symbolize authority, mixing with celebrities, travel opportunities (Wilson Pimm, 1996) and religious involvement (Mattis et al., 2000). 2.3 Previous Related Research on Volunteer Tourism Having looked at travel motivation and volunteer motivation individually, it is necessary to review the previous studies on volunteer tourism. A very similar research on the motives and benefits of volunteer vacationers in the United States was done by Brown and Lehto (2005). They employed focus group and in-depth personal interviews as their data collection methods to gain a deeper understanding of this rarely researched phenomenon. The results showed that there were four main motives of why people volunteer while taking a leisure trip. First, travellers were motivated to volunteer because they would have precious opportunities to interact with local people and immerse oneself in the local culture and community (Brown Lehto, 2005, p.487) Second, volunteer tourism was seen as a way to give back and make a difference in others lives, especially the less unfortunate. Third, travellers sought camaraderie on volunteer vacation trips. They were motivated by the fact that they would be ab le to make friends with people with common interests, values and minds. Fourth, volunteer tourism was perceived as an educational opportunity for children. It was believed that the volunteer experience would instil the value of giving to the younger generation in their lives. Another related motive was the opportunity to build a better bonding between parents and children. The major benefits of participating in volunteer tourism found in this research were greater satisfaction with the overall travel experience, self-fulfilment, opportunities to directly interact with the local community, the meaningful experience and wonderful memories, personal growth and enhancement of family relationships, Among the aforementioned benefits, self-fulfilment and personal growth were believed to have an enduring effect on individuals after the volunteer vacation trips. A case study conducted by Broad (2003) investigated the relationship between volunteers, their volunteering and the outcomes and impacts at the Gibbon Rehabilitation Project (GRP) in Phuket. Four categories of motivation were identified in this study using qualitative method. Volunteers participated in the GRP because they wanted to travel to a different country and learn something about the country. They would like to obtain experience with reference to their studies and future career plans and they support conservation based on altruism. (Broad, 2003, pp.66-67). Their self-interested motivation was related to meeting like-minded people or developing their personalities. Her findings supported Gazleys (2001, cited in Broad, 2003) claim that both volunteer motivation and tourism motivation may apply to volunteer tourism. Similarly, it was found in Broads (2003) study that the volunteer travel experience had inspired some changes in the participants and their life. The experience was a life turning point for some of the volunteers, for instance, finding a career direction or entering into relationships with the locals. Other volunteers indicated that they had gained more confidence, knowledge and skills, and learned more about themselves. They had also developed a different view of life and the world. 2.4 Chapter Summary Chapter 3 Methodology The purpose of this research is to explore the motivations, constraints and how volunteer travel experiences influence travel decision among volunteer travellers. Since little academic research had been conducted in this area, especially in the Asia-Pacific context, no confirmed theories or methods were available to be adopted for this study (Brown Lehto, 2005). An exploratory study thereby seems appropriate to offer a better understanding of this research topic. The methodological issues were discussed in four sections: (1) research design, (2) data collection, (3) data analysis and, (4) limitations. 3.1 Research Design This is an exploratory research which is inductive in nature. The study used a qualitative approach with in-depth interviews (Brown Lehto, 2005). Qualitative research approach helped to gain more knowledge as to how individuals gave meaning to their volunteer vacation experiences (Halpenny Caisse, 2003). Simultaneously in-depth interviews provoked interviewees to express their thoughts which were neglected by marketers before so they can actually cater to the potential needs. (Patton, 1990; Jenning, 2001). The data gathered were helpful to reveal the what. how and, more importantly, explore the why for individuals to participate in volunteer travel (Saunders, Lewis Thornhill, 2007). The value of the knowledge is largely based on the context and the use of the knowledge. (Steinar, 1996) It can, for example, be used to examine travellers attitude towards volunteer travel, and the knowledge gained used to motivate leisure travellers to join volunteer travel. In addition, the interviews embraced different kinds of interview questions so as to deeply examine why potential travellers in Hong Kong are motivated to join the volunteer travel. Introducing questions were used since such open-ended questions may 3.2 Data collection Since it was improbable to identify and interview all volunteer travellers in Hong Kong, the interviewees were chosen from a population of Hong Kong residents who had participated in any volunteer travel before. Snowball sampling technique was used to collect the data until the required sample size was reached (Jenning, 2001). There were 8 desirable interviewees invited to participate in the individual interview which fitted the required sample size determined by theoretical sampling principle (Glaser, 1992). Furthermore, the interview process lasted till the theoretical saturation, where no new ideas or themes could be developed. 3.3 Data Analysis The personal interviews were transcribed word for word immediately. Owing to the time limit, the researcher translated the Cantonese discussions directly into written English. The transcripts 3.4 Limitations Fundamentally people, time and place would be the major limitation of the research. Finding appropriate interviewees was the first to be concerned so the researcher kept asking referrals from friends. After finding the right people, the researcher needed to make respective appointments with all interviewees in terms of Secondary data were so limited that could not sufficiently cater to the needs of this research, detailed and in-depth data and descriptions were therefore required (Geertz, 1973; Jenning, 2001). However, secondary data sourced from newspapers, academic journals, websites and books were so useful to provide understandings of initial concepts. Chapter 4 Research Findings Development of volunteer tourism in Hong Kong is still in its infancy at this stage. Hence, the aims of this chapter are to look into and have a better understanding of the motivation and constraints of repeat volunteer travellers. In addition to exploring how the experience influence their leisure travel decisions. Findings of aforementioned eight in-depth interviews were concluded in terms of three research objectives. Original statements of the interviewees were used as evidence to support each concept. 4.1 Motivations of repeated participation in volunteer travel All of the interviewees showed that they are very likely to attend volunteer travel again. There were six major motivational factors found which can be dissected by and highly related to Maslows Hierarchy of Needs (Maslow, 1970). Altruism and broadening personal horizons can be defined as self-actualization, which is of the highest level of the hierarchy. Furthermore, changes of self-image can be defined as self-esteem, which is positioned in the second highest level whilst desire for escaping from daily bustling life and enhancement of social life belong to belongingness and love, which is of the middle level of the hierarchy. Apart from those could be analysed by the Maslows Hierarchy of Needs, previous experience can either be one of the motives for taking volunteer travel again. 4.1.1 Altruism Personal altruistic desire for providing others with assistance and sympathy was stated by the interviewees as an important factor motivating them to partake in volunteer travel. Five interviewees considered it their first priority whilst other three interviewees considered it the second motivation. They volunteered, for example, to teach the local students, to provide necessities, to take care of the elderly and children, to bring happiness, to show love, and to encourage people to live under a stern environment. Three interviewees shared that it helped the organization to further understand the genuine needs amongst the locals, so more effective assistance could be provided in the future. I can help others or bring them (the local) caring and happiness to them. (Interviewee F) Most of their parents left them (local children) and work in other provinces, come back only one or two a year only. Theyre lack of parental love. (Interviewee A) One of the interviewee was eager to raise public awareness of the poverty gap between Mainland China communities and Hong Kong people. the number of participant is just 30, but if I spread the idea and my experience it would be many times than the number of participants. Perhaps, they know more after hearing from me, they are more interested in, and know the suffering of others in the world. Because I have my personal experience, it is more persuasive than the related TV episodes. (Interviewee E) So i think the children living in Hong Kong are having luxury lives. (Interviewee D) Similar concepts shared by all interviewees were meaningful because they felt happy with contributing to help and thus enhanced their sense of self-satisfaction and accomplishment. The word meaningful was mentioned at least once by each interviewee and three of them even emphasized this word for up to five times. It showed that participants looked for a meaningful experience in volunteer travel. I feel I gradually become kinder after volunteering every time as I am willing to help others even though I may not have contributed to the society a lot. Anyway, I learnt how to return the society rather than taking advantages from it. (Interviewee A) You can feel more satisfied with partaking in a volunteer trip and benefit much more from it than from ordinary travel., I

JetBlue Management Case Study Essay

JetBlue: Managing the Future In the airline industry, few players have managed to build a unique brand identity and achieve brand differentiation. JetBlue, however, has done so by taking up the niche position of a low-cost provider that also offers a top-notch experience that legacy airlines don’t deliver. JetBlue will maximize opportunity by maintaining its theory of the business and incorporating innovation as a core value through entrepreneurial management of resources resulting in new strategy. David Neeleman’s vision is to create a new kind of airline; one that would leverage technology for safety, efficiency and a commitment to their customers. Neeleman was convinced that his commitment to innovation in management, policies, and technology would keep the planes full and moving. JetBlue’s goal is to give customers exactly what they want in the form of an innovative product delivered by friendly crew members that believe in high quality service. Neeleman states in Innovator’s DNA that his strengths, â€Å"is an ability to look at a process or a practice that has been in place for a long time and ask myself, ‘Why don’t they do it this other way?’ And some times I find myself thinking the answer is so obvious that I wonder, ‘Why has no one else ever thought of this before?’† (Dyer, Gregersen, Christensen 76). Neeleman is convinced that commitment to innovation regarding management, policies, and technology would keep airplanes full and moving. It is the theory of the business to provide high-class, convenient, and efficient service to their customers and an enjoyable, productive environment for JetBlue’s employees. Neeleman’s innovative personality as CEO has enabled JetBlue to create brilliant ideas such as the e-ticket system that provides consumers with incentives to reserve and purchase tickets from the company’s website. JetBlue knows that changes through out the industry occur continuously due to competitive imitation from other companies and through technological advances. Collis and Montgomery mention that â€Å"history is replete with examples of how technology has ruined companies and corporate strategies by substituting alternative resources for those on which a sustainable corporate advantage had been built.† (Collis, Montgomery 237). Neelman learned from the Southwest airline model but knew in himself that he could improve the  process. He understood that it was not just enough to just charge low priced fares since competitors could easily match on price. David Neeleman challenges the status quo in the experience of air travel and demonstrates his passion as an innovator by observing customer behavior, products/services, technologies and other air travel corporations. Neeleman spent a lot of time and energy discovering and testing ideas through a diverse network of individuals who were able to do the job well, while at the same time experimenting with fresh ideas. As stated in Innovator’s DNA, â€Å"interviews and observations revealed that innovative companies build the code for innovation right into the organizations’ people, process and guiding philosophies.† (Dyer, Gregersen and Christensen 170). JetBlue’s strategy is to combine common sense with innovation and technology to â€Å"bring humanity back to air travel† ***cite*** through incorporating innovation and creativity into their core values. JetBlue adopts a route structure that is a hybrid between the â€Å"hub-and spoke† system used by most legacy carriers, and the â€Å"point-to-point† systems used by many discount airlines. JetBlue has utilized Drucker’s theory of fustest with the mostest with a unique business model and by becoming the first â€Å"paperless† airline, substituting computer and information technology for everything from flight planning to aircraft maintenance to the sole use of e-tickets. Drucker explains, †the last of these innovative strategies deliver what is ‘value’ to the customer rather than what is ‘product’ to manufacturer. It is actually only one step beyond the strategy of accepting the customer’s reality as part of the product and part of what the customer buys and pays for.† (Drucker 395). David Neeleman believes JetBlue should focus on stimulating demand in under-served markets with low fares because he understood that his company is in the service industry, which is only enabled by the highly productive use of employees, aircrafts and strategic competitive pricing. By doing this JetBlue will improve the passenger experience with technology and would use technology to increase employee and aircraft productivity beyond those achieved by competitors. The theory and technology already have been tested and proven to be a competitive advantage as David Neeleman’s first airlines, Morris Air, became a pioneer i n ticketless travel in 1993 and was acquired by low-fare leaders at the time Southwest Airlines for $129 million. ***(unsure if this last part of the sentence regarding $129 million is necessary) **** To keep this competitive advantage, JetBlue has planned for the long term by buying out LiveTV in 2002 for $ 41 million from the company that supplied JetBlue with the cable television capabilities. This is why JetBlue chose the Airbus A320 because it was larger, more reliable and fuel-efficient than most aircrafts. By operating just one model of aircraft at the time, JetBlue was allowed to increase cost savings by simplifying maintenance issues, reducing spare-parts-inventory requirements, lowering training costs and increasing scheduling efficiency. Utilizing the Airbus as a sole aircraft type, JetBlue was able to standardize its training and service processes around the aircraft and also gain flexibility in scheduling and capacity management. For example, at JetBlue each pilot was provided with a laptop computer, which possessed all the flight plans that allow JetBlue pilots to perform pre-flight check themselves more efficiently. JetBlue began passenger flights in 2000, soon after becoming profitable the following year with a net income of $39 million and was profitable for the next three years until 2005. When the company reported a $20 million loss mainly due to the 52% increase in fuel price from the previous year, it resulted in $167 million in increased operational cost. Through proper management, JetBlue initiated a â€Å"Return to Profitability† program that involved improving capacity management, revenue optimization and cost reductions. While suffering a loss in the first quarter of 2006, the company was profitable for the remainder of the year, reporting a full-year loss of just $1 million and carried that success all the way into 2009 where the company reported $58 million in net income despite a $76 million loss the year before. All that did was reaffirm JetBlue’s confidence in committing itself in the â€Å"JetBlue Experience.† Managers are agents of transformation who rely on knowledge for the humanities, social sciences, and technology to perform his or her task of managing people to be capable of joint performance through common goals, values, and the right structure with proper training and development. By linking human resource practices to the company’s values and behaviors, JetBlue was able to ensure that it’s employees were productive, safe and customer-oriented. Aircraft utilization is also achieved through quick efficient turnarounds at the gate averaging 35 minutes, while utilizing its aircrafts more efficiently than any other airline by keeping each plane in the air for an average of 13 hours a day  and keeping the fleet productive by operating red-eye flights. This practice allows JetBlue to keep costs low by spreading its fixed cost over a great number of flights and available-seat-miles. Sustaining low operating costs enabled JetBlue to offer low rate fares to its customers, a quality that JetBlue prides itself in. JetBlue will be able to accomplish the goal of adding simplicity, technology, design, entertainment, and friendly people through its utilization of their top management team’s experience, (Dave Garger, John Owens and Ann Rhoades) who have all worked with competitive companies during its rapid growth years. The experience of top managers allowed management to take qualities from other airlines and apply those lessons in building a better JetBlue. By taking the five core values as a guide ***(what are the five core values)****, JetBlue will make sure that the right people with integrity are hired. JetBlue strives for simplicity in their computer technology, but also pay attention to cultural fit because it plays into the company’s theory of the business, that happy employees are a great source for recruiting their friends from competing airlines. JetBlue understands the importance of giving their consumers what they want and are able to continually adapt to the ever changing needs of their customers. JetBlue knows that by focusing on point-to point service to large metropolitan areas, it will be able to attract JetBlue’s target market that are, â€Å"fare-conscious travelers who might otherwise have used alternate forms of transportation or would not have traveled at all.† However, the company recognizes that high-quality service differentiates themselves from their competitors and that was the key to brin ging their customers back. However, JetBlue is increasingly courting a higher class of passengers who have the resources to pay a higher price for a business or first-class ticket, but appreciate a lower fare without sacrificing high-class customer service, especially when corporations are looking to reduce business travel due to tough economic conditions. Neeleman noted that one of the interesting things about the airline industry is that virtually all numbers about operations are in the public domain that allows JetBlue to research the demand for air travel in different market and at different prices. JetBlue uses their own online customer survey so they can respond rapidly to customer feedback. JetBlue needs to maintain innovation by continuing its strategy of using new airplanes, offering great personal service, creating a state of the art  revenue management system and single class service with competitive prices lower than the competition. JetBlue has a clear feeling of honesty, care and concern for customer satisfaction, not just corporate lip service to †service†. There will always be customer dissatisfaction, despite the company’s best efforts, but one the greatest differences between JetBlue and other airlines was the former’s proactive approach to correcting any wrongs that happened on flights. By centralizing the transfer of passengers during long journeys across the country, such structures allowed passenger to travel between numerous destinations without changing airlines. Despite the advantage of a hub-and-spoke model, this kind of centralization proved challenging if weather, maintenance problems or air traffic delays interfere with schedules. There was a demand after 2001 for smaller regional routes expanded as many airlines cut longer routes as a way to reduce costs. As JetBlue continued to adapt its product to meet the changing demands of it consumers, it decided to change its policy of a one model standard by adding the Embraer’s E190 to test and efficiently serve the potential medium sized market by offerings passengers a more comfortable flight than typical regional jets. In 2003 JetBlue demonstrated their ability to adapt their product by playing a significant role in designing the interior of the E190 to improve passenger’s comfort and increasing the range of choices available to JetBlue passengers by feeding customer to connecting A320 flights at focused cities. The synergy between the E190 and A320 enabled the A320 to feed int o E190 flights as well, resulting in higher loads and improved economics for JetBlue. JetBlue recorded a net income of $103.9 million and the company achieved a record stock price at $30 per share in 2003. Transfers at focus cities (New York/JFK, Boston, Orlando, Fort Lauderdale and Long Beach) would improve the utilization of existing airport facilities, increase productivity and reduce downtime for airport crewmembers. The diversification of aircrafts causes changes in pilot compensation, which leads to a lot of unhappy/ highly influential employees who are looking for higher pay. Steven Predmore, Vice President and Chief Safety Officer, notes that once the innovation of using non-skid flooring on the cargo bins of the E190 were used, it became a safety feature preventing baggage handlers from slipping on the floor. The issue was that loading procedures established with the A320 was to slide bags along the floor of  the bins, which resulted in increased loading time and the chances of an employee harming themselves with back sprains. In addition, the E190 also required changes in behavior and expectation for JetBlue’s existing customer. For example, overhead storage bins on the E190 were smaller than the A320, causing many passengers to be surprised and disappointed when asked to check their luggage at the gate. JetBlue is being asked to do too much in for a short period of time and the company’s human or technological resources are being stretched out too much, causing internal inconsistency that transform into bigger, external issues with the company’s strategy. The company now has to tell their customers to do two different things; which at the time they did not have the internal/communication infrastructure nor have the correct operations procedures in place to actually execute the complexity of the operations being run. Drucker states, â€Å"Innovative efforts that take the existing business out of its own field are rarely successful. Innovation had better not be â€Å"diversification†. â€Å"Whatever the benefits of diversification, it does not mix with entrepreneurship and innovation† (Drucker 363). An existing business innovates where it has expertise, knowledge of the market or knowledge of technology. Anything new will predictively be met with trouble and therefore, one must build entrepreneurial management to match that business. In JetBlue’s case, they were growing too quickly for them to manage as demonstrated on the February 12, 2007 ice storm (Valentine’s Day Massacre) when JetBlue eventually cancell ed 1,195 flights over a six day period due to the company’s cancellation policy, costing the company roughly $41 million. JetBlue’s development is based off the understanding of the conditions leading to the problems of February 2007 incident and taking initiatives. This was done through the IROP Integrity program that not only change the way JetBlue addresses disruptive events/ irregular operation (IROPs), but establishing a model for large-scale change in the company and installing confidence among employees that can work together to solve the most challenging problems. The IROP Integrity project was not intended to provide a static, permanent solution to the problem of cancellation, communication, recovery from disruptions within the industry. However, the aviation industry was constantly changing and the way Jetblue deals with IROPs would also need to evolve. The standardization of the cancellation desk effectively addressed  many of the problems posed by IROPs such as communication overload, prompt notification of crews, and dedicated focus on process. Crewmembers had previously believed that technology limitations restricted them from efficiently dealing with IROPs. The company’s ability to adapt is what saved itself after inciden ces like in 2007 as JetBlue hired â€Å"the right person,† Russell Chew, in 2008 who brought in experienced managers from other airlines, particularly those with an expertise in operations. The company began to change its focus from reacting to problems and overcoming them by heroic efforts, preparing for disruptions and focusing on pre-event rather than post-event. JetBlue displays care for their customers as they have issued a Bill of Rights in 2010, promising to compensate customers for inconveniences within the company’s control. Diversification itself rarely works because it has to adopt policies that create, throughout the entire organization, the desire to innovate and the habits of entrepreneurship and innovation. Through the IROP Integrity project, we now look at ways crew services could improve their processes, even with technology limitations. In fact 90% of IRO’s Integrity projects involved no technology improvements but processes, policies or training, all at relatively low cost. Many other small changes, such as adding groups to e-mail distribution, had been immediately implemented, but still other improvements have occurred simply as the res ult of people from different parts of the organization getting to know each other and understanding their responsibilities. The IROP Integrity model has become a JetBlue model for any large-scale change by bringing front-line crewmembers into the process of designing operation change and this is how JetBlue creates synergy. By building cross-departmental relationships through cross-functional/cross-level working teams and also building internal capabilities for project management and process improvement with (LEAN tools) to identifying sources of waste and inefficiency. The problems require more study, such as evaluation technology, working with other parts of the company, or analyzing what other companies do. By providing crew members and crew leaders the guidance, tools and opportunity to â€Å"learn by doing,† it created a collaborative, supportive, and corporate sponsored program. The changes came in many forms in technology, communication, and process flow; some involve the physical layout of critical facilities such as the System Operation Center (SOC). The  goal is to expand the â€Å"wisdom of crowds† philosophy, and tap all crewmember’s experiences to find solutions to the inconvenient problems as seen in 2010 when the company installed a new reservation system, a major cross-function change that it accomplished using some of the tools it had mastered during IROP Integrity. Companies tend to overestimate the value of very general resources in creating a competitive advantage in a new market. In JetBlue’s case t here is too much expansion within the company that led to problems in human resources. As Drucker states, â€Å"by and large, big companies have been successful as entrepreneurs only if they use their own people to build the venture. They have been successful only when they use people whom thy understand an who understand them, people whom they trust and who in turn know how to get tings done in the existing business; people, in other words, with whom one can work as partners.† (Drucker 363). JetBlue has experience most of its success through the understanding the importance of well trained employees that fit with the company’s core values of safety, caring, integrity, fun, and passion. Unlike mission statements that could be seen as hot air, values represents the bedrock for the development of human resource policies, practices and management style. JetBlue has talent in leveraging human resources by demonstrating quality care for their customers from one end to another and keeping the company union free. A great deal of this is accomplished through the company establishing its five core values that represent the characteristics of the company: Safety, Caring, Integrity, Fun, and Passion. JetBlue needs to continue to establish itself as a value-based company that is built on the principle to be extraordinary on the outside, as well as extraordinary on the inside. Hiring the best people and treating them exactly the way Jetblue expects their customers to be treated is essential to this goal of synergy throughout the whole company with fair compensation, benefits programs, accurate two-way communication, exquisite training, opportunities for career growth and a safe, enjoyable environment. JetBlue understands that above all, an airline is a bewildering array of teams, systems, and complex logistics. By coming together across work groups, JetBlue crewmembers discover efficiencies, learn from each other, and develop a corporate culture of team cooperation and team support. By customizing pay employment benefits packages, JetBlue creates incentives for employees to perform well  in the long run by working happy and efficiently or as Rhoades would say, â€Å"people donâ €™t complain when they have choices.† In Corporate Strategy, Collis and Montgomery state, â€Å"Inefficiencies arise inside the corporate hierarchy because individuals do not receive all the profit they generate. They therefore, do not have the incentive to maximize corporate profits, but rather to maximize their own welfare. As a result, levels of ability, effort and investment may be lower inside the corporation than in sole proprietorships.† (Collis, Montgomery 121). JetBlue utilizes the strategy of symbolic actions to maintain internal consistency by leading by example. The symbolic actions have little impact, but sends a visible and powerful messages to the employees of the organization that a change is necessary in order to commit similar mistakes like outgrowing its operation infrastructure to a point that it became unmanageable with very simplistic operating systems in place. As for the future, JetBlue remains one of the most responsive companies on Twitter and Facebook. Some might say they need to be, given the amount of confusion and concern their customers face on a daily basis. The reality is that air travel is unavoidably subject to delays, malfunctions and errors. So why would a company step into the fight, knowing it going to face a bit of a firestorm? Since companies like JetBlue earn a tremendous amount of customer satisfaction for being to step up and solve issues, they are able to help customers become more open and responsive to their marketing efforts. By leveraging social media to contain cost and differentiation, and leveraging an integrated customer service system to build a target marketing program that tailors messages to customer, it enables JetBlue to increase their effectiveness. JetBlue will also start targeting business travelers because JetBlue is in a unique situation given the current economic times. As a discount provider, who also focuses on customer service, JetBlue will be able to appeal to cost-sensitive business people that need to cut travel costs but don’t want to sacrifice comfort, convenience, and modernity. JetBlue should investigate opportunities to increase corporate travel partnerships because as Drucker states, â€Å"as the corporation moves toward a confederation or a syndicate, it will increasingly need a top management that is separate, powerful, and accountable. This top management’s responsibilities will cover the entire organization’s direction, planning, strategy, values and principles; it’s  structure, its relationship, its research, design and innovation. Top management will have to take charge of the management of the two resources common to all units of the organization: key people and money.† (Drucker 58). It is vital that JetBlue maintain balance in the three dimensions of a corporation as an economic and socially responsible organization. Work Cited Kazemi, Colleen. â€Å"Can Marketers Do More With Social Media?† Yahoo! News. Yahoo!, 30 Aug. 0000. Web. 08 May 2013. Responsys. â€Å"Responsys Partners With JetBlue to Take Its Customer Experience to New Heights.† Yahoo! News. Yahoo!, 13 Jan. 0000. Web. 08 May 2013. Drucker, Peter Ferdinand, and Joseph A. Maciariello. Management. New York, NY: Collins, 2008. Print. Collis, David J., and Cynthia A. Montgomery. Corporate Strategy: A Resource-based Approach. Boston, MA: McGraw-Hill/Irwin, 2005. Print. Dyer, Jeff, Hal B. Gregersen, and Clayton M. Christensen. The Innovator’s DNA: Mastering the Five Skills of Disruptive Innovators. Boston, MA: Harvard Business, 2011. Print. Hoyt, David, Charles O’Reilly, Hayagreeva Rao, and Robert Sutton. † Stanford Graduate School of Business.† JetBlue Airways: A New Beginning (2010): 1-21. Print. Huckman, Robert S., and Gary P. Pisano, eds. â€Å"Harvard Business School.† JetBlue Airways: Managing Growth (2011): 1-10. Print. Gittell, Jody H., and Charles O’Reilly. â€Å"Harvard Business School.† JetBlue Airways: Starting from Scratch (2001): 1-13. Print. Friesen, Marlene, and Elliott N. Weiss. â€Å"Darden Business Publishing University of Virginia.† The JetBlue Story (2004): 1-11. Print. George, Bill, and Matthew D. Breitfelder. â€Å"Harvard Business School.† David Neeleman: Flight Path of a Servant Leader (A) (2011): 1-10. Print.

A simple informative essay on child abuse Essay

Child abuse is the controlled acts that result in the physical or emotional damage of children. The term ?child abuse? covers different ranges of behavior, from physical assault by parents or gaurdians to neglecting a child. Child abuse is wrong and God didn?t create children for adults to abuse. They are blessings, not burdens. There is child abuse in the world because of ignorant people who want to feel powerful, so they beat on little kids and these kids think that violence against children is okay because their parents did it to them. They learn the wrong ways to parent a child, and this has to stop. It?s destroying our country. There are four main types of abuse: physical, sexual, emotional abuse and neglect. Neglect is the most popular type of abuse. There are two types of neglect: pysical and emotional. With physical neglect, a parent fails to provide physical things, like food, medical care and shelter. Emotional neglect is when a parent fails to comfort the child or not pay attention to them. This includes being unaffectionate to them or allowing them to use alcohol or drugs. Physical abuse is intentional acts of violence that can injure or even kill children. Signs of physical abuse may include unexplained bruises, burn marks or broken bones. Sexual abuse is when adults use children for sexual satisfaction or force them into sexual activities. It may begin with kissing and/or fondling and progress to more indulging acts, like oral sex or intercourse. Emotional abuse is when an adult destroys a child?s self-esteem. You can do this by repeated verbal abuse in the forms of shouts, threats, humiliating or degrading criticism. Other types of emotional abuse are confinement, like shutting children in a dark closet or basement, and what is called social isolation. Social isolation is like when an adult denies the child to have friends. In 1997, 3 million children in the U.S. were reported as abused or neglected according to the National Center of Child Abuse and Neglect. There is another 1 million children whose cases go unreported. If convicted of child abuse, the abusers could spend up to one month in jail. Not prison, jail. If these people do not go to prison, they should at least spend more than one  month in jail. These people are disturbed if they beat on innocent children. Is is a fact that 2,000 children under the age of 18 are killed by parents or their caregivers and more kids under the age of four die from abuse than falling down, drowning, fires, choking on food or car accidents. 18,000 abused children do not die from the abuse, they suffer permanent disibilites. When the public sees child abuse cases being reported in the news, they assume the abusers are mentally ill but fewer than ten percent of these people have mental disorders which is very sad. These people supposedly love their children, and what do they do to show their love? They batter their children, rape them and make them feel like it is their fault that it happened. It is said that they really love their children, but they have less patience and a less mature attitude than most parents. There is no excuse for mistreating children and society is making excuses saying that there are many reasons why someone would abuse a child. They use stress and being a social outcast as excuses and because of this, we are hurting our country?s future. The consequences of child abuse and neglect can be devastating on a child. The physical injuries can vary from bruises, scrapes, burns, possibly brain damage, permanent disibilities and even death. The psychological injuries of abuse and neglect can sometimes be worse than the physical. They can last a lifetime and can include a low sense of self-worth, a reduced attention span, learning disorders and an inability to realate to their peers. Severe cases of abuse may cause disorders like depression, anxiety, identity crisis and an increased risk of sucide. During the abuse process, the victim may fall into a life of violence and crime. Some children may show no signs of disturbance, and many can cope with their problems. It is said that having a high intelligence, excellent achievement in school, having close personal relationships and not having a temper may help vent all the mistreatment in their life. This is really sad, these children grow up and don?t expose the people who hurt them in their childhood. The abusers walk without any guilt hanging over them and they don?t have to pay the bad deeds that they did. This is the kind of thing that makes people sick when they watch the news and hear about all the abuse. It?s revolting. There are many types of social programs in the United States. Usually the country and state levels of these programs have attempted to reduce and prevent child abuse. There are current approaches to determine who could potentially be at high-risk of being abusers, such as a young, single, first-time mother. These programs provide parent training, counseling, eduation and social support by visiting the home frequently, ecouraging the parent to be involved in the community, since it is less likely for an abuser to be involved with his/her community, and increasing the gaurdian?s knowledge about social services. There is also a program that is for unmarried teenage mothers. It is a home visitation program and these people visit the mother?s home before or when the child is born for two or maybe more years. With all the mother?s in the program, only four percent have gone on to abuse their child. 19 percent of women not in the program abuse their child(ren). Sadly, there are studies that show the more intervention programs a family receives, the more abuse occurs in the family. Many children learn how to be violent from their parents and they grow up and mistreat their own children. With this, the abusive behavior becomes a cycle and is transmitted through the generations. 30 percent of abused kids become abusive parents, but two out of three percent of non-abused children become abusive. Children who experience abuse and violence may adopt this behavior and use it as an example for their own parenting. Thankfully the majority of victims of abuse do not become abusers. Experts believe that later in life, these kids realize their parent?s behavior was wrong. Children who believe that their behavior is what caused the abuse and and deserved it are more likely to become abusive parents than the children who believed their parents were wrong to abuse them.

The Uses of Enzymes In Industry, Medicine and Analytical...

The Uses of Enzymes In Industry, Medicine and Analytical and Diagnostic Processes Enzymes are very precise protein molecules with a high specificity which are used to catalyse chemical reactions by lowering the activation energy required for the reaction to take place. It is these properties of being able to break down substances easily and bind specifically to certain chemicals that make enzymes very useful in many industries and practices throughout the world. In addition to this enzymes are not used up in experiments so products of processes are not contaminated with enzyme which could be a problem. This essay explains 3 uses of enzymes, in industry and food, diagnosing and analysing, and†¦show more content†¦Enzymes can be used however to break NSPs down into smaller products that the body can deal with and digest. The enzymes xylanase is used to break down arabinoxylans in wheat and rye and ß-glucanase enzymes are used to break down ß-glucons in barley and oats. (1, 2 ) Enzymes are very useful in this example as they allow an increased variety in the diet of animals which may mean that farmers get more money when they are sold and they will have higher production efficiency. Other enzymes are now being developed which will have the same effect on ruminant species such as cattle. Another example of enzymes used in industry is the use of phytase which increases the reaction releasing phosphorus from phytic acid in plants. Phosphorus is essential to keep plants alive and if it isnt released enough then phosphorus has to be added artificially to the plant which causes environmentally polluting waste from the plant. In this case the use of enzymes reduces pollution from plants and increases the utilisation of available nutrients. Enzymes are very useful in industry as they are not used up within a reaction so if they are immobilised they can be re-used. 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