Elizabeth Blackwell Biography essays

Elizabeth Blackwell Biography essays Elizabeth Blackwell was born on February 3, 1821 and she died on May 31, 1910 at the age of 89. Elizabeth, also known as Lizzie by her family, was born in England, and lived with her two sisters, her mother, and her father. Her sisters names were Anna and Marian. When she was growing up, she always like to play doctor, and she really loved going grocery shopping with her mom. Lizzies family lived in a two-story house that had two bathrooms, two bedrooms, a dining room, and a kitchen. Plus they had a giant shed and a food storage house on their yard. Her family wasnt rich, but they were lucky when they inherited a close friends home. A private tutor taught Lizzie all she needed to know during her early years of school. Her favorite subjects were math and science because her lifelong dream was to be in the medical field. She attended a school in England until her father moved them to the United States. She attended school every chance she could and kept her grades high. Once she reached the age where she could start working, Elizabeth, her two sisters, and her mother opened up a private school in Cincinnati to support the family. While working at the school, Elizabeth became interested in medicine, and really sound of being a women physician. Elizabeth went to Henderson, Kentucky, as a teacher, and then to North and South Carolina, where she taught while reading medicine in her free time. She said later, "The idea of winning a doctor's degree gradually assumed the aspect of a great moral struggle, and the moral fight possessed immense attraction for me." (This quote is from a site recommended by google.com) In 1847 she began searching for a medical school that would admit her for a full course of study. When she did try to get into a medical school people laughed and wouldnt take her seriously. The schools didnt even give her a chance to prove that she was serious, they just turned her dow ...

Word Choice Espresso vs. Expresso

Word Choice Espresso vs. Expresso Word Choice: Espresso vs. Expresso Like many proofreaders, we are powered by coffee. And there is nothing quite like a powerful hit of caffeine in the morning before you set about correcting grammar. But do we want an â€Å"espresso† or an â€Å"expresso†? You might have seen both of these terms used in coffee shops. But is there a difference? And if not, which of these terms is correct? Let’s find out! Espresso (Concentrated Coffee) â€Å"Espresso† is a loanword from Italian. You’ll already know what it means if you’re a coffee fan, but we’ll offer a quick explanation in case we have any tea drinkers among our readers. Mmmmm coffee. In short, â€Å"espresso† comes from caffà ¨ espresso, which is Italian for â€Å"pressed out coffee.† This refers to how an espresso is made, with pressurized water used to make thick, strong coffee. And as well as being a drink in its own right, espresso is also used as a base for other coffee drinks. Expresso (No Longer a Typo) Time for the big reveal! â€Å"Expresso† means†¦ exactly the same as â€Å"espresso.† It is simply a variant spelling. This makes it a bit like â€Å"doughnut† and â€Å"donut† or â€Å"whiskey† and â€Å"whisky.† The main difference is that â€Å"expresso† started out as a common misspelling of â€Å"espresso.† This error may have caught on because we have more â€Å"ex-† words than â€Å"es-† words in English. Or it may just be because â€Å"espresso† looks a bit like â€Å"express† written down. Or it could even be a French influence since expresso has always been the correct spelling of this term over there. Whatever its origins, though, â€Å"expresso† is now so common that many dictionaries list it as a variant of â€Å"espresso.† Espresso or Expresso? As explained above, these terms are essentially interchangeable. â€Å"Expresso† started out as an error, but it has now been accepted as a variant spelling of â€Å"espresso† in English. Nevertheless, â€Å"espresso† is still far more common (especially in American English) and many people consider â€Å"expresso† incorrect. So to be certain your writing is error free and/or to avoid upsetting pedantic baristas, we recommend sticking to the old â€Å"espresso† spelling!

Henry Ford and Entrepreneurship Term Paper Example | Topics and Well Written Essays - 2000 words

Henry Ford and Entrepreneurship - Term Paper Example In 1891, Ford was hired by the Edison Illuminating Company as an engineer from where he polished his skills later becoming a chief engineer in 1893. 1896 saw the birth of the Ford Quadricycle, a horseless carriage he had in mind. In 1898, he made his second car and it was more technologically advanced than the first one. At this point, he managed to share his initially blurred vision with the masses bringing them on board. This was despite the failures he encountered as it was a big risk trying to convince the business moguls of that time to pump capital into a business that had fallen not once but twice. However, the success of the racing cars baited more financial bankers who now wanted to be party to Ford’s success. The eve of June 16, 1903, marked a breakthrough for Ford with the incorporation of Ford Motor Company. This therefore marked and footnoted him as a force to reckon with. Over the years, scholars have come up with different entrepreneurship theories that entrepre neurs can be categorized. As much as the words entrepreneur and entrepreneurship are used interchangeably, what are their meanings? Van Praag (1999), Essai sur du commerce, in general, admits to Richard Cantillon being the first economic scholar to bring to light an entrepreneur as a pivotal in economics. Say (2001) describes an entrepreneur as the main agent of production in any economy. He further illustrates an entrepreneur as an input in the process of production hence a manager of the firm.

BHS 400 STRESS MANAGEMENT (Module 3-SLP) Essay Example | Topics and Well Written Essays - 500 words

BHS 400 STRESS MANAGEMENT (Module 3-SLP) - Essay Example The main learning objective by the participants after this activity is their learning about the importance of deep breathing in stress management. The participants were supposed to command mastery over deep breathing exercise after this class. After a brief description of the importance of stress management, the stress relieving methodology through deep breathing is explained to the class as follows. Deep breathing is the best way of relieving stress because of the simple, procedure involved in it. The various steps involved in deep breathing exercise can be summarised as follows; Exhale through your mouth, pushing out as much air as you can while contracting your abdominal muscles. The hand on your stomach should move in as you exhale, but your other hand should move very little. The participants were asked to do the steps as explained above. The success of this technique lies in how deeply you breathe deeply from the abdomen. Deep breathing will provide excess oxygen which can reduce stress immensely while lack of oxygen may result in anxiety and stress. If the sitting position is not comfortable enough then the participants can be asked, lying on the floor and repeat the activity. It does not have much weakness. The only thing required is you need to concentrate on the breathing technique at least for 10 minutes. Moreover sometimes you need to lie down on floor to consume maximum oxygen. Relieving of stress can be accomplished in simple ways like deep breathing, yoga, relaxation, etc. Most of the stress relieving activities does not need much effort or equipments. Only primary requirement is the readiness of the person in engage in such relieving

Organizational Behavior Issues in Aussieco Essay Example for Free

Organizational Behavior Issues in Aussieco Essay Aussieco, an Australian company established as a small manufacturing and service operation company in 1962 is now a fully expanded company with 600 employees. The company built its reputation on a single product holding 90 per cent of the Australian market in the 1980. Over the years the market holding has gone down by 30 percent in spite of the product being unique and company facing little competition in the market (Jones,Gal, n. d) The downturn in Aussieco’s performance is mainly due to issues with the company’s management and organizational behavior. Organizational Behavior refers to ‘the understanding, prediction and management of human behavior in organizations’ (Luthans,2010). It is the study of individuals and their behavior in a work place. A company’s performance and outcome largely depends on its organizational behavior as it is an interdisciplinary field that includes sociology, psychology, communication and management. Aussieco’s organizational behavior issues can be explained through Henri Fayol’s 14 management principles. Henri Fayol’s theory of administration and organizational behavior focuses on the personal duties of management and managerial effectiveness which aussieco lacked. (Fayol,1971). The company has inexperienced staff and no specialization as major high authority staff is friends and family without skilled knowledge. The executive managing director is the owner’s nephew with no practical or industrial experience. The production supervisor is the production manager’s best friend who has little knowledge of the daily production tasks as he is a carpet fitter by qualification. Employees at the operative level are migrant labor mostly lacking formal qualification. On diversification, management failed to understand the changing market needs. Aussieco follows the power culture where control is centralized. The major motivational or driving force is fear (Luthans,2011). Suggestions and personal preferences are not welcomed. The owner-chairman reacts in a strong negative way if any manager’s opinion differentiates from his. This lack of consultation leads to staff feeling de motivated and undervalued. Though there has been division of labor and departmentalization in the company but the managers lack authority and responsibility. On the instance of owner accepting order from a bad debt customer without consulting the general manager shows lack of authority for the manager. Owner’s dictatorial attitude and ignorance of modern trends hold back the dedicated managers to improve and bring changes in the company’s working, as they are either fired from the job or become his instant enemies. The company lacks discipline and employee commitment. Lack of loyalty, no willingness to put high levels of effort, no belief in the company’s goals and vales and lack of faith in the management all together leads to all the issues of Aussieco. During lunch hours the senior management and sales staff have access to unlimited alcohol in the workplace. Assembly line workers underperform and hold back production with vague excuses. Subordination of individual interest over the company’s interest and goal is one of the major problems of Aussieco Employees overtime to get paid extra and not for productive outcomes. Also the senior programmer in spite of completing his work order uses his work holiday for personal matters. There is lack of equity and justice among the employees. The rule being everyone must vacate office during lunch break but exceptions for the senior management and sales staff that eat in the work place, operatives and other staff are allowed no food or drinks in the workplace. The migrant staff is treated well and better than its own internal staff. There are less internal promotions. High employee turnover, no stability of tenure of personnel is another major issue with Aussieco. To attain maximum productivity of personnel it is essential to have a stable workforce, which Aussieco lacks. There are frequent mass resignations in the company. No production manager lasts for more than 3 years in the company. The post of personnel manager is vacant since 2 months. Employees have no job security and thus are not fully committed to their work. This further increases the company’s costs of recruitment,selection and training. There is lack of motivation and initiative by the management for the welfare of the employees. There is lack of rewards, appraisal and bonus. The workshop roofs are without insulation and leak during heavy rain, no doors and filthy windows point toward bad and unhealthy working conditions. This even gave a loss of $AUS 500,000 when water leakage blew a computerized robot. No parking area provided for the employees, who reach frustrated to the office,which in turn shows in their slow performance. Lack of structured work, irregularity in work and no proper accounts and records maintained by the managers is another organizational issue for Aussieco. Though the record showed a stock of 4700 resistors but none could be located. A welder forgotten by the company after fitting of new automat is idle and has no contribution in the company. Reasons why these problems occur. One of the major reason for the organizational issues of aussieco is the employee attitude. Job satisfaction focuses on employee attitude and organizational commitment focuses on their attitude towards the organization. Job satisfaction is determined by how well the expectations of employees are met in return of their output (Luthans,2011). The aspects of job satisfication are not met by Aussieco. Employees of Aussieco are unsatisfied with the kind of work they get, the job provides less opportunities for learning and less responsibility. There is lack of remuneration and pay, less promotional opportunities, bad working conditions. This high level of job dissatisfaction of employees reflects in their low performance, company’s low profits, high employee turnover, high absenteeism and low level of commitment towards the company. The attitude of employees in an organization is largely influenced by the kind of environment the organization posses and further the attitude of employees affects their efficiency and performance at the organizational level. The environment of aussieco is not employee friendly thus employees have a negative attitude. Employee traits can be best explained by the Five factor model. Job performance is highly dependent on an individual’s conscientiousness (i. e dutifulness, persistence, industriousness) and emotional stability (i. anxiety, security, suspiciousness). In Aussieco employees had low conscientiousness and low emotional stability which affected their overall task performance and contextual performance. Organizational commitment is an important attitude toward the employers and the company. It is the extent to which we identify with them. Most of the employees, posses’ continuance organizational commitment, which is a calculative approach, where they chose to continue working in the company because they ‘have to’ rather than their want or obligation. This attitude is influenced by perceived costs of leaving the company, lack of opportunities, age, peer pressure, society expectations etc. Employees of Aussieco developed this attitude because of the mechanistic treatment they receive and lack of empathy from management. Autocracy is the concentration of power and authority in hands of one person. The management of Aussieco has an autocratic structure with the owner having unlimited power and absolute authority. There is a strict hierarchical structure; orders are sent from top level to bottom level. Ideas, personal opinions and suggestions are unwelcomed. In this management style managers believe workers must be controlled to ensure maximum productivity (Luthans,2011). Aussieco’s structure can be best explained by Douglas McGregor’s theory X. This theory represents an assumption of conflicting and negative working attitudes. The managers assume an average person dislikes work and will avoid it if possible, thus must be forced with threat of punishment to achieve organizational goals. An average person prefers to be directed and avoids responsibility. This approach encourages deadline and ultimatums, arrogant and demanding managers, mechanistic approach, no concern toward staff and one way communication (Jeremiah,2009). In Aussieco this approach resulted in a negative attitude by the employees, made them insecure and unhappy. Lack of Taylor’s scientific management. Frederik winslow taylor’s key idea was to improve industrial efficiency scientifically. He encouraged scientifically selecting and training workers and regularly monitoring their work to improve efficiency which also improves work man happiness and positivity (Lynch,1984). Aussieco lacked scientific selection, training and development of workmen and passively left them to train themselves. Managers did not supervise and provide instructions to the employees and there was no division of work between managers and workers. There was lack of specialization, standardized and systematic approach. The company continuously changed its suppliers for cheapest material available, a supplier providing 99. 5% quality level charging $20 per unit was replaced with a supplier charging $12per unit. The quality of the product suffered, increasing customer complaints and affecting the goodwill of the company negatively. There is lack of communication between departments, department managers and workers and senior management and managers. The senior management is unapproachable and not interested in the issues of the company and workers. Though Taylorism has faced criticism of exploitation, mechanistic approach etc but in relation to Aussieco, the company needs to adapt certain principles of Taylorism for a better organizational working. To conclude Ausseico’s major issue is organizational and management structure. The company should have a more humanistic and realistic approach with a right balance of authority and responsibility.

To Kill a Mockingbird by Harper Lee :: essays research papers

"To Kill A Mockingbird" by Harper Lee is a book that i would reccomend for anyone to read. This book talks about the issues of prejidice and how it affects the community. When he was nearly thirteen, my brother Jem broke his arm badley at the elbow. When it healed, and Jems's fears of never being able to play football were assuaged, he was seldom self-conscious about his injury. His left arm was somewhat shorter than his right; when he stood or walked, the back of his hand was at right angles to his body, his thumb parallel to his thigh. He couldn't have cared less as long as he could pass and punt. When enogh years had gone by to enable us to look back on them, we sometimes discussed the events leading to his accident. I maintain that the Ewell's started ti all, but Jem , who was four years my senior, said it atarted long before that. He said it began the summer Dill came to us, when Dill first gave us the idea of making Boo RAdley come out. this book sucks dick i just wish that there were some kind of site that poor people could go to, u know to find essays that they might need help on. But no everyone is trying to get a little green out of things. Well you know what i am going to find a site and than rub it in ya'll faces. Ya you bot that right! Well my name is Marcia Bryant and i hope some one reads this shit and relizes that i don't have a damn credit card. I'm sixteen fucking years old, What am i going to do wit a credit card. I mean come on. You people should know that the majority of people looking for essays r students. fi hope that all the people running these essay web site burn in hell, it is only common sense here not rocket science.haluioueowijkfdsoufiudokfjkmniidlm foidom oifms oidmfkjoia flioaidj,dm foidm,fl lkfm,d ndwp04 rlksm,mkjsfj f8u9kjkjfksjlojslkjslja;lsj;ljsljkasjl;fkjslajljfljfljsdlkjfldksjflkjsaljdlksjljdlfjksdlfjskljfljsdfkljsdlkfjlsdkjflksdjflsjflkjsalkjljalkjdflaj;ldkfjlasjfljsdlfkjdkslfj s;fk jdlkf lkdj f df df dslkf ;kjds fjk ;saklf df f d flkjd;lkf aklj fjlka lk;f dlkf kla;j;fjaf;iuweopruiweuroiwuri wriwjfsdpuifpsiodu[fosudfipousdpoivfu po u ofu [psdufu po udfp[ ouf o opusdfp[uaod[puapou opfua[pouf poudfpousafopuasdpofupodsaufpoudspofupodsufpousd jfijsdlkhf;ljkshdflkjlkfj kjdfl;j d jsklfj;lskfjkldsfj;lksljf;jdkjf;dsjf;ds jsdlfkjds klfjsldkjflk;dsfjlk;jdsljflkjdlkfjklsd flkj kljdspfiuaisufpdsuifoupovupoczxupvoupjspkfj;suv;pc vefduopuivgop ergupioufcjg fsdgj fpufp p ou9opuf u o9u pou fopsdu fojdspofias ofuods ofipodu fpodsuifo ipodsuifp odsu fopudsfoids;lkfo ofd p fudfopuauspofus o o pofduspofusp9ofgksjf uodofus aasfoiaou sfdskjfdsopufduspfo f "To Kill A Mockingbird" by Harper Lee is a book that i would reccomend for anyone to read.

Marketing the Beauty Industry Pest Factors

In an Abstract industry as complicated as that of financial Applies the critical success factor intermediation, no simple formula can pre(SF) approach to identify the appropriate CIFS underlying three dolt winners and users from the surrounding types of strategy In the banking environment. Instead of guessing winners industry. The empirical results of and losers, we try to identify the principal this paper show that the various factors that determine a bank's success. Traceries adopted have a significant effect on factors determining Today's banking industry is characterized by success and that the mean intensifying global competition and rapid importance of CIFS varies among advancements in the liberalizing of the the various strategies. The result banking market. This Is specially true of of a factor analysis suggests four Twain's banking market, which has become composite CIFS: bank operation management ability, developing increasingly international and deregulated bank trademarks ability, bank in the asses.In 1991, the government propitiating ability, and financial emulated the Promote Commercial Bank market management ability. Establishment Decree in order to open up the Further discussions and management Implications are also banking market further, and It Invited presented. Foreign Investors to participate In Twain's banking industry; these moves have made the banking market In Taiwan ore competitive. Under these circumstances, a bank has to put in much more than an ‘ ‘average† performance by not trying to be all things to all people.Management must emphasize the strengths that will give the bank competitive advantage, and these may be defined as the capabilities or circumstances which give it an edge over its rivals. Longer term, the success of a bank requires that Its competitive advantage be sustainable. CIFS and the firm's competitive ability are the two mall components of the competitive advantage of a firm (Bamberger, 1989). Appro priately identifying ankhs' CIFS can provide for banks a means of assessing and building up their competitive advantage. In this paper, CIFS are identified from the various business strategies adopted.Because the quest for competitive advantage from International Journal of Bank CIFS is the essence of the business level, as Marketing 17/2 [1999] 83Ð’Â ±91 opposed to that of the corporate level, the # MAC university Press business strategy Is teen ten Touch AT attendees effective ] tool. Business strategy Is an management tool and it obviously affects resource allocation and competitive advantage in an enterprise (Hoofer and Ascended, 1978). An appropriate strategy can lead a bank's resources in the desired direction and can effectively enhance a bank's competitive edge while intense competition is at play in the marketplace.The sustainable execution of business strategies can affect the composition and formation of CIFS. It is for these reasons that we address the role of the ma rketing strategy, which has been adopted, when we report on the CIFS. The SF approach represents an accepted top-down methodology for corporate strategic planning, and while it identifies few success factors, it can highlight the key information acquirement of top management (Byers and Blame, 1994; Orchard, 1979). In addition, if the critical success factors are identified and controllable, management can take certain steps to improve its potential for success.Prior research concerning CIFS has been undertaken in the banking industry. However, the specific strategy underlying bank success has not been detailed. This paper fills that void by combining a study of both CIFS and different types of adopted strategies. Note that we employ the ‘ ‘industry-level† analysis approach, rather than the approach adopted in company- bevel studies, and stress the factors in the basic structure of the banking industry that significantly impact a bank's operational performance.In se ctions two and three, we first review the related literature, and then discuss the strategy setting and the CIFS. Section four discusses the survey framework of the study. The empirical results are presented in section five, and the sixth section comprises final discussions and conclusions. 2. The critical success factors approach Orchard, in 1979, was first to define the concept of critical success factors. He defined [ 83 ]Test-yeti Chin Critical success factors for various strategies in the banking industry International Journal of Bank Marketing 17/2 [1999] 83Ð’Â ±91 them as ‘the limited number of areas in which results, if they are satisfactory, will ensure successful competitive performance for the organization†. He indicated that SF is a useful approach for identifying management's information requirements because it can focus attention on areas where ‘things must go right†. Boonton and Smug (1984) also defined SF as the ‘ ‘few things t hat must go well to ensure success for a manager or an organization†.They recognized the SF approach as an appropriate planning instrument. Lieder and Bruno (1984) identified the few critical success factors, often as few as six in a successful firm, while Summaries (1984) attempted to rank CIFS based on their relative importance. Martin (1990) then pointed out that CIFS combined with computers could effectively translate business strategy planning. Crag and Grant (1993) highlighted the contexts of competitive resources Ana Illustrated ten relations Detente competitive resources Ana critical success factors.Kay et al. (1995) identified several CIFS applicable to insurance agency sales in high performance and low performance groups. With regard to the banking industry, Johnson and Johnson (1985) proposed that the width and depth of the product and service line, low operating costs, and a good bank reputation can be considered as the three critical success factors in a competiti ve market in the banking industry. Canals (1993) recognized that the concepts of value chain and bank configuration could be employed to develop a bank's competitive advantage.He identified four sources of a bank's competitive advantage, namely: 1 manpower; 2 financial management; 3 asset base; and 4 intangible assets. Wiled and Singer (1993) singled out three critical success factors for banks and insurers, that is, lower cost, product differentiation, and financial strength. In our study, we highlight the role of business strategy when we identify CIFS in the banking industry. Our research results contribute to the current literature and provide some useful insights concerning the CIFS associated with bank management and business strategy. ND functional area strategies and found that there were obvious differences between the organizational structure, management function and competitive resource/advantage. Next, Lieder and Bruno (1984) identified competitive resources in four semi -conductor companies, which operated with different business strategies. They found that when the companies utilized different business strategies, it clearly affected their resource utilization and the business goals emphasized. David and Sheehan (1990) further stated that firms based the selection of their business strategy primarily on technological levels and financial situation.They proposed that one could identify a firm's competitive advantages by its technological level and financial situation. Moreover, a set of business strategies is applicable to nominative firms' quest for a niche; this is described by Porter (1985). Porter (1985) suggested that business strategies could be categorized as: . Cost leadership; . Differentiation; . Specialization; and . Stuck in the middle. Miles and Snow (1985) also identified parallel business strategies in firms which will condition organizational development.In their study, they categorized four types of business strategy, that is: 1 pr ospector; 2 analyzer; 3 defender; and 4 reactor. A prospector usually attempts to enter a new market and adjusts his/her products and services in a timely manner. An analyzer is identified as a cost saver and/or efficiency promoter, especially in risk and innovative businesses and is always the second company to enter a new market. A defender is an expert on managing an experienced task in a stable market, with stability and security as key principles.Finally, a reactor is a contingency player and typically lacks a consistent strategy. This study uses Miles and Snow's (1985) four types of strategy as one of the ‘ ‘best known† and most widely accepted models for bank growth and market analysis. In a study of various types of business strategy, Shortest and Jack (1990), McDaniel and Solaria (1990), and Seven (1991) illustrate business operations and refer to Miles and Snow's (1985) descriptions of the four types of business strategy for organizational development. Ta ble I presents the details of these four types of strategies.As stated above, we find that if we conduct a SF study in the banking industry and obtain some applicable CIFS, consideration 3 1 en strategy setting Ana Much empirical research has attempted to verify the relationship between competitive advantages and business strategies. First, Shaker (1979) discussed corporate, business 84] Table I The four types of business strategy for banks 1 . Prospector A prospector always maintains a wide product line and market field and monitors his/her business environment as related to new market opportunities based on a macro point of view.A prospector desires to become a first market opener, even when this market is uncertain and high-risk. Prospectors quickly respond to signals in the economic environment, usually resulting in renewed competition. Certainly, it cannot be guaranteed that the prospector will hold his competitive strengths in all the new markets that he/she enters 2. Analyzer An analyzer usually tries to hold stable and limited product and service items. Before he/she enters a new market, he/she makes a considered evaluation in advance. An analyzer can become an initiator of a new product or new service, but will try to lower costs or be more efficient.Analyzers will be the second (or third) company to enter a field. An analyzer usually obtains market share by imitating a new product and through marketing; production and research departments play an important role in analyzers' business activities given this type of strategy A defender emphasizes his resources in experienced tasks in a stable raked. A defender tries to hold on to his/her niche in a relatively stable product line. He/ she usually provides higher quality service at a lower price in order to maintain market share and manages his/her business in the current, limited product line and service items.A defender tends to ignore reforms in the industry and makes efforts on current development in a limited business field, rather than becoming a pioneer A reactor does not have a consistent business direction to follow. He/she does not try to maintain current competition status and is never willing to undertake business risk eke other competitors. A reactor usually lacks a consistent business strategy and that may be the reason why reactors seldom perform well. In general, a reactor does not have a clear strategy and always makes decisions under pressure from the environment 3.Defender 4. Reactor Sources: Modified from McDaniel and Solaria (1987), Seven (1987) and Shortest and jack (1990) AT ten erects stemming Trot ten Dustless strategies Walt wanly Dank operate may be needed. In considering the business strategy, we need to consider whether different business strategies result in different CIFS. We then put forward two repositions, which need to be tested: 1 Business strategy is an important factor in establishing CIFS. 2 CIFS differ within banks when banks adopt different b usiness strategies. Thus, the following hypothesis tests can be included: . N overall test (AY) based on the null hypothesis that there are no significant differences in the mean values of the composite CIFS for strategy groups; . An individual test (81) that there are no differences in the mean values of the specific SF for the strategy groups; . A pair-wise test (82) that there are no significant differences through all the possible airs of factors of CIFS and across three kinds of strategy. 4. The survey framework The target population for this cross-sectional survey consisted of 375 local bank managers in Taipei City.Of these, nine-tenths (336) were domestic investor-owned banks and only one-tenth (39) were foreign inventoried banks. We used a questionnaire to collect the necessary data from bank branch managers. The questionnaire was persisted twice and incorporated changes as recommended by the respondents. Respondents were asked to indicate the importance of each of 25 items which could contribute to success on a five-point Liker scale ranging from very low† to ‘very high† (Aria et al. , 1996). The Liker measurement examined the respondent's perceptions of each item's function and importance.The questionnaire, and an official cover letter explaining the purpose of the study, were mailed in 1997. Of the 375 surveyed, the reply rate was 38. 1 per cent (143 respondents), which is typical of surveys of banks. Among the responses, 138 [ 85 ] were usable; this number constitutes the effective sample size for this study. The literature provides an applicable list of applicable success items and CIFS in the banking industry. Based on these studies, we collectively identify a total of 22 success items relevant to commercial banks.Three items obtained from a pretest of the questionnaire used in this study are also attached (see Table II). The 25 success items are listed as in the questionnaire and the sources of the success items are presented i n parentheses. In addition, a comprehensive description of the four types of strategy was given in the questionnaire and a self-reporting process was used to identify bank strategy. Of the 138 respondents who indicated their business strategy, 26 (18. 8 per cent) were prospectors, 74 (53. 6 per cent) were analyzers, 34 (24. Per cent) were defenders, and 4 (2. Per cent) were reactors. The mean business years was 9. 3 years for the 138 banks; the 26 prospector banks had 7. 4 business years, which was smaller than that of the analyzers (9. 8 business years) and that of the defenders (12. 9 Dustless years). I en prospectors are categorize as ten youngest Dank, Wendell ten defender banks are categorized the oldest, an arrangement which seems to fit with Miles and Snow's analysis. Note that only four of the respondents were reactors; therefore, we omit the reactor strategy in our empirical analysis and view this as a limitation of he study. 5.Empirical results The results are presented as follows. First, the mean rating on variables of interest was computed. Second, a factor analysis of the 25 success items was conducted to identify composite CIFS. Third, to test whether the importance of the composite CIFS is different with specific attributes, we undertake a multivariate analysis of variance (NOVA) in the dimension of the various business strategies adopted. The result of this analysis is rather important for the commercial bank manager in guiding sales decisions and for the analyst in cross-checking results obtained in related studies.