Obsessive-Compulsive Disorder Research Paper

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Introduction

Obsessive-Compulsive disorder (OCD) , although still unrecognized by most people, affects about six million Americans (Neziroglu and Yaryura-Tobias,

11). This paper is written to give others a feel of OCD by explaining what it is, how to distiungiush it from other disorders, the way it effects their lives, the theories behind it, and its treatment.

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What is OCD?

Obsessive-compulsive disorder is a frequent, chronic, costly, and disabling disorder that presents in several medical settings, but is under-recognised and undertreated (Stein, 00). OCD is a disease of the brain

manifested by intrusive, unwanted, and persistent thoughts that cannot be rejected and keep coming back over and over again (Neziroglu and Yaryura-Tobias, 11.) OCD ranks fifth among the major psychiatric illnesses, with approximately .6% of the population suffering from OCD for at least six months (Yaryura-Tobias, Anderson, & Neziroglu, 000). Obsessive-compulsive disorder is viewed as a good example of a neuropsychiatric disorder, mediated by pathology in specific neuronal circuits, and responsive to specific

pharmacotherapeutic and psychotherapeutic interventions (Stein, 00). Obsessive-compulsive disorder was once considered a rare condition, but is now viewed as not only one of the more prevalent psychiatric disorders, but also

one of the most disabling medical disorders (Stein, 00). It is regarded as a neuropsychiatric disorder mediated by specific neuronal circuitry and closely related to neurological conditions such as Tourettes syndrome and Sydenhams chorea (Stein, 00). Obsessive-compulsive disorder is characterised by intrusive thoughts or images (obsessions), which increase anxiety, and by repetitive or ritualistic actions (compulsions), which decrease anxiety (Stein, 00).Obsessions are defined as recurrent and persistent distressing thoughts, impulses or images, not due to real-life worries alone, that cannot be suppressed or ignored by these patients and that are perceived by them as originating from within their own minds (Shusta, 1). An obsession is a passive experienceit happens to the person. A person may be engaged in some activity, like reading a book or driving a car, when the obsession intrudes

into their consciousness disrupting their normal thinking or behavior (Silva & Rachman, 18). Compulsions are defined as repetitive behaviors or mental acts that the person feels driven to (Shusta, 1). The behaviour is not an end in itself, but is usually intended to prevent some event or situation (Silva & Rachman, 18). No pleasure is derived from carrying it out, although it provides a release of tension or a feeling of relief in the short term (Silva & Rachman, 18).

Distiungishing OCD from other disorders

Obsessions and compulsions should not be confused with the inflexible character traits that comprise obsessive-compulsive personality disorder (Stein,

00). Obsessive-compulsive or stereotypic symptoms are an intrinsic component of many disorders, including autism, Tourettes syndrome, and frontal lobe lesions (Stein, 00). Patients with symptoms of obsessive-compulsive disorder but a family history of Tourettes can have neurobiological dysfunction more similar to Tourettes than to primary obsessive-compulsive disorder (Stein, 00). Some disorders have such closely related habits that it

is unclear which disorder is really taking place. Dan Stein writes

Although the distinction between axis I (eg, a syndrome such as obsessive-compulsive disorder) and II (eg, a personality disorder such as obsessive-compulsive personality disorder) disorders is unclear at times, the obsessions and compulsions of obsessive-compulsive disorder differ qualitatively from obsessive-compulsive personality traits such as perfectionism and overconscientiousness. Similarly, despite the occasional overlap, the symptoms of obsessive-compulsive disorder differ clearly from the fears and worries seen in other anxiety disorders, from the actions characteristic of mood disorders, and from the delusionns of psychotic disorders (Stein, 00).

Some disorders will overlap with one another. Disorders that overlap with obsessive-compulsive disorder are postulated to lie on an obsessive-compulsive disorder spectrum of conditions (Stein, 00). Freud postulated that there was a spectrum from obsessive-compulsive personality to obsessive-compulsive neurosis to psychosis (Stein, 00). More recently, attempts to characterize the obsessive-compulsive disorder spectrum have emphasised neurobiological findings, including neurogenetic approaches in which obsessive-compulsive disorder might be related to Tourettes, pharmacotherapeutic dissection approaches that emphasise the range of disorders that respond selectively to serotonin reuptake inhibitors, and neuroanatomical approaches that postulate a spectrum of striatal disorders (Stein, 00). Another approach has been to highlight the distinction between compulsive and impulsive disorders (Stein, 00). Compulsive disorders such as body dysmorphic disorder are characterised by exaggerated harm concerns, impulsive disorders involve underestimation of risk, and some disorders such as Tourettes have both compulsive and impulsive features (Stein, 00).

OCDs effect on life

The most frequent symptoms in obsessive-compulsive disorder are contamination concerns with consequent washing, or concerns about harm to self or others with consequent checking (Stein, 00). To be clinically

significant, symptoms of obsessive-compulsive disorder must be accompanied by marked distress and dysfunction (Stein, 00). Subclinical obsessive-compulsive symptoms are not uncommon, and are seen during the course of normal development (Stein, 00). Patients with obsessive-compulsive disorder, however, can cause substantial impairment, including severely affected quality of life (Stein, 00). Patients with OCD may also have to face pharmacotherapy and behavioral instructions. One notes that these patients were far more consistent and compliant with pharmacotherapy than they were with behavioral instructions. Although no definitive statement can be made about this difference in compliance, it is our hypothesis that complying with medications requires far less of an investment of time and effort than does compliance with behavior therapy (Yaryura-Tobias, Anderson, & Neziroglu, 000). Symptoms of OCD can differ in people depending on many different factors or things that go on in there

life. Dan Stein explains one way in which they can differ

Symptoms do, however, differ in patients with and without tics, perhaps pointing to psychobiological differences. Although patients generally recognise the excessiveness of their symptoms, their insight is varied and some are judged as having poor insight. Lack of insight in obsessive-compulsive disorder symptoms might be associated with frontal lesions. Patients with obsessional slowness could have another type of obsessive-compulsive disorder characterised by a greater degree of neurological impairment. (Stein, 00).

Brain organicity may cause personality disorders conducive to anancastic thinking and behavior, irritability, mental or physical hyperkinesia, or other

changes observed in abstract thinking (Goldstein, 151).

Theories of what causes OCD

There are a wide variety of theories of what causes OCD. One of the first was the connection between OCD and organic lesion was first postulated by Gadelius in 186, who implied cerebral cortical and subcortical damage existed in patients (Yaryura-Tobias, Anderson, & Neziroglu, 000). The earliest indication that obsessive-compulsive disorder is mediated by specific neuronal circuits probably came from work showing an association between postencephalitis parkinsonian and obsessive-compulsive symptoms together with striatal lesions (Stein, 00). Advances in brain imaging have, however, provided the most persuasive neuroanatomical data for obsessive-compulsive disorder. In some studies, structural imaging has shown abnormalities such as decreased volume or increased grey matter density in cortico-striatal-thalamic-cortical circuits (Stein, 00). In another article, about OCD and handwriting, nearly a year before Stein made nearly the same remark stating that brain imaging and other studies have shown the involvement of cortico-striatal-thalamic-cortical (CSTC) circuits in OCD (Stein, 001). The researchers found that OCD patients have significant impairments in certain features of handwriting, such as a lower peak velocity (a measure of bradykinesia), micrographia, and shortened acceleration phase per stroke and that these impairments correlate with severity of OCD symptoms (Stein, 001). Functional imaging has consistently shown that obsessive-compulsive disorder is characterised by increased activity in orbitofrontal cortex, cingulate, and striatum at rest, and especially during exposure to feared stimuli (Stein, 00). Other regions of the brain might also play a part in obsessive-compulsive disorder (Stein, 00). For example, temporal dysfunction has been associated with obsessive-compulsive disorder and there is some evidence of amygdala involvement in obsessive-compulsive disorder (Stein, 00). One cortico-striatal-

thalamic-cortical neurotransmitter system that could be especially important in mediation of obsessive-compulsive disorder in some patients is dopamine (Stein, 00). Early work suggesting that obsessive-compulsive disorder has a familial component has been confirmed by more recent rigorous studies in which investigators used structured diagnostic interviews of probands and controls

(Stein, 00). Stein go further into his view of CSTC breaking it down into three observational steps of how CSTC circuits cause OCD.

Perhaps obsessive-compulsive disorder results from an inability to inhibit procedural strategies mediated by cortico-striatal-thalamic-cortical circuits from intruding into consciousness. Such a view is consistent with three observations. First, the limited number of symptom themes in obsessive-compulsive disorder and their apparent evolutionary importance. Second, dysfunction of cortico-striatal-thalamic-cortical circuits in obsessive-compulsive disorder, with activation of temporal rather than striatal regions during implicit cognition. And third, the role of the serotonin system in

cortico-striatal-thalamic-cortical circuits, since the serotonin system is thought to play an important part in mediation of inhibitory processes (Stein, 00).

There is a confluence of thought that implicates defined pathways or connections between prefrontal lobes, cingulate gyri, basal ganglia and thalamus as being involved with obsessive compulsive disorder (Anton, 000).

Brain imaging studies on patients with obsessive compulsive disorder show reduced pre-frontal lobe activity and enhanced basal ganglia activity (Anton, 000). At the University of Florida, a study may settle once and for all the question of whether common strep infections are linked to OCD or tics in some children (TB & Outbreaks Week, 00). Researchers say that a possible link between strep and OCD has prompted the UF and the U.S.Mational Institute of Mental Health to discover whether these infections in children are truly linked (TB & Outbreaks Week, 00).

Treatment and Therapies

Although acute episodes of obsessive-compulsive disorder have been documented, the illness is generally chronic (Stein, 00). Furthermore, obsessive-compulsive disorder is associated with substantial direct and indirect

costs, which are compounded by an absence of recognition, and by underdiagnosis and inappropriate treatment (Stein, 00). Few investigators have done fixed-dose studies of serotonin reuptake inhibitors in obsessive-compulsive disorder, and these have not always yielded similar conclusions. Nevertheless, a general impression, supported by clinical consensus, is that a serotonin reuptake inhibitor trial of long duration (10-1 weeks) and high dose (increasing gradually, at -4 weekly intervals, to maximum recommended dose) should be prescribed (Stein, 00). Although response to treatment does not necessarily imply remission of symptoms, it could be associated with a large improvement in quality of life (Stein, 00). The best evidence for augmentation of serotonin reuptake inhibitors is for low doses of dopamine blockers; earlier

work was undertaken with traditional neuroleptics and more recent work has confirmed the value of better tolerated new generation antipsychotic agents in adults (Stein, 00). A recent study about several months ago showed a way of

treatment. The study group implanted subthalamic electrodes to alleviate parkinsonian symptoms in two patients who had Parkinsons disease and a history of severe OCD (Mallet, 00). Parkinsonian disability improved postoperatively in both patients andweeks after the prodedure, their

complusions had disappeared and obsessive symptoms improved (58% improvement for one patient and 64% for the other on the Yale-Brown obsessive complusive scale) (Mallet, 00). Because the electrodes were implanted medially to the lateral hypothalamus, which is known to regulate emotions, they couldnt exclude the possibility that stimulation of the lateral hypothalamus contributed to the change in their patients behaviours (Mallet, 00). However, even though the intensity of the stimulation was moderate and not applied directly to the lateral hypothalamus, they believe that the improvement of OCD symptoms in their patients was probably mediated by the subthalamic nucleus (Mallet, 00).Psychoanalytical treatment for obsessive-compulsive neurosis was suggested by Freud, and for a long time was thought to be an effective approach to management (Stein, 00). However, despite the contribution of investigators in delineation of the characteristics and psychology of obsessive-compulsive disorder, at present, insufficient data support use of psychoanalytical treatment (Stein, 00). Behavioural therapy was the first psychotherapy for

which careful empirical support was obtained, and is useful in obsessive-compulsive disorder in adults and children (Stein, 00). Cognitive interventions might also have a role in treatment of obsessive-compulsive disorder (Stein,

00). Consensus ratings suggested that several belief domains are important in obsessive-compulsive disorder, including inflated responsibility; overimportance of thoughts; excessive concern about the importance of controlling thoughts; and overestimation of threat (Stein, 00). In practice, a cognitive-behavioural approach is often used, administered individually or in groups, with the contexts ranging from self-help computer instruction through to treatment in an intensive care unit (Stein, 00). Because symptoms of obsessive-compulsive disorder

can greatly affect the patients family, assessment of such an effect and inclusion of the patients partner or family in development of a treatment strategy would seem appropriate in some cases (Stein, 00). Unfortunately, few

investigators have assessed how best to sequence or combine

pharmacotherapy and psychotherapy for obsessive-compulsive disorder (Stein, 00).Combinations of antidepressants have been useful in some studies of adults (controlled) and children (uncontrolled). Various augmenting agents from

other classes (eg, lithium, buspirone, pindolol, inositol) have also been assessed in controlled trials of adult obsessive-compulsive disorder, but to date, findings

have been negative or inconsistent. In patients resistant to treatment, several monotherapy and augmentation approaches can be considered, but to date perhaps most data support use of intravenous clomipramine in adults (Stein,

00). With all these different forms of treatment and therapies still some are treatment refractory. Though pharmacological and/or behavioral interventions

have proven highly effective, 0 to 0% of the obsessive-compulsive disorder (OCD) population is treatment refractory (Yaryura-Tobias, Anderson, & Neziroglu, 000). Although it is certainly premature to make any causal

statements about the relationship between brain abnormalities and treatment-resistant OCD patients, clinicians will want to explore the possibility of organic

involvement if they see patients who are indifferent to their illness, are treatment resistant, lack motivation, have rigid and concrete thinking, are nonanxious, or

are nondepressed (Yaryura-Tobias, Anderson, & Neziroglu, 000).Unfortunately, many patients with OCD fail to respond to clomipramine or SSRI therapy (Shusta, 1). Various permutations of psychotherapy and pharmacotherapy

have been used, some with considerable success (Shusta, 1).

Conclusion

OCD is a very serious disorder that is becoming more and more open to the American public. It is not to be taken lightly. Although many treatments and therapies are out there nothing is one hundred percent prove to work yet. This disease henders the six million people that suffer from it and I hope this paper opens the eyes of others to this disease.

Work Citied

Anton, Raymond F. ( 000) Obsessive-compulsive aspects of craving development of the Obsessive Compulsive Drinking Scale. Addiction, 08/10/000, Vol. 5 Issue 8 supp , (pp. 11)

Goldstein, K. (151). La structure de lorganism [The structure of the organism]. Paris Gallimard.

Mallet, Luc; Mesnage, Valrie; Houeto, Jean-Luc; Pelissolo, Antoine; Yelnik, Je;rme; Behar, Ccile; Gargiulo, Marcella; Welter, Marie-Laure; Bonnet,

Anne-Marie; Pillon, Bernard; Cornu, Philippe; Dormont, Didier; Pidoux, Bernard; Allilaire, Jean-Francois; & Agid, Yves (00). Compulsions, Parkinsons disease, and stimulation. Lancet. 10/6/00, Vol. 60 Issue 4, (pp. 10)

Neziroglu, Fugen & Yaryura-Tobias, Jose A. (11). Over and Over Again. Lexington, Massachusetts Lexington Books.

Shusta, Shielagh R. (1). Successful Treatment of Refractory Obsessive-Compulsive Disorder. American Journal of Psychotherapy, Summer, Vol. 5 Issue , (pp. 77).

Silva, Padmal de & Rachman, Stanley (18). Obsessive-Compulsive Disorder The Facts. Oxford Oxford University Press.

Stein, Dan J. (001) Handwriting and obsessive-compulsive disorder. Lancet, 8/18/001, Vol. 58 Issue 81, (pp. 54).

Stein, Dan J. (00) Obsessive-compulsive disorder. Lancet. 8//00, Vol. 60 Issue 0, (pp. 7).

UF researchers probe possible strep link. (00) TB & Outbreaks Week, 11/1/00, (pp. 1).

Yaryura-Tobias, Jose A.; Anderson, Mark C.; Neziroglu, Fugen A. (000) Organicity in Obsessive-Compulsive Disorder. Behavior Modification, Sep000,

Vol. 4 Issue 4, (pp. 55).

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Employee Consultation

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HRM 40 - Employee Relations and Employment Law

Consultant Report

Collective Consultation

Submission Date May 00

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Contents

1.INTRODUCTION

.THE EMPLOYMENT RELATIONS ACT (1)

.THE INFORMATION AND CONSULTATION DIRECTIVE4

4.TRADE UNIONS6

5.WHAT EFFECT WILL THE REGULATIONS AND LEGISLATIONS HAVE?7

6.CONCLUSIONS

7.RECOMMENDATIONS10

8.BIBLIOGRAPHY14

1.Introduction

1.1As Employee Relation Consultants, the purpose of this report is to advise Healthcare Professionals Ltd, a body representing employers in the health sector, of the result of changes to law relating to the collective consultation of employees.For this reason, the implications of the Employment Relations Act (1) and the Information and Consultation Directive will be discussed.

1.For the purposes of this report, the industry being advised is the Health Service, which at present recognizes many Trade Unions locally varying on the type of service being covered.The report discusses the relevant items from the legislation and regulations that will affect the Health Service.

.The Employment Relations Act (1)

.1The majority of the requirements of this Act form part of a group of reforms to employment law and trade union law outlined in the Governments White Paper, Fairness at Work, published in May 18.With regards to employee consultation the Act details new statutory procedures for the recognition and derecognition of trade unions for collective bargaining. This applies when unions and employers are unable to reach agreement voluntarily.

A large part of the Act consists of amendments to the Trade Unions and Labour Relations (Consolidation) Act 1 and the Employment Rights Act 166.

.The Act was last reviewed in February 00, with no major changes for employers. The review focused largely on the statutory trade union recognition procedures introduced by the Act and concluded that these are operating smoothly and there is no case for reforming the central features of the legislation. The review does however propose a number of amendments, including providing earlier access rights to unions in recognition cases.

The statutory trade union recognition process was found to have been remarkably successful with approximately about three times as many voluntary union recognition agreements as statutory claims. This is, perhaps, unsurprising since the statutory process is tilted in favour of recognition.

.The Information and Consultation Directive

.1OnMarch 00, the Information and Consultation Directive (Directive 00/14/EC), was approved.The Directive establishes a framework for national information and consultation arrangements and will apply to all UK undertakings with at least 150 employees or establishments with at least 100 employees.The Directive gives new rights to employees to be informed and consulted about a range of business and employment issues.The UK Government has until March 005 to translate this into UK law.

By March 005, legislation to comply with the Information and Consultation Directive comes into force. The proposed Information and Consultation Directive, which establishes a general framework setting out minimum requirements for the right to information and consultation of employees in undertakings or establishments within the European Community, comes into force.

.For the purpose of the directive the following definitions are provided

•Information - the transmission by the employer to the employees representatives of data in order to enable them to acquaint themselves with the subject-matter and to examine it and

•Consultation - the exchange of views and establishment of dialogue between the employees representatives and the employer.

.The Directive should ensure that employees are consulted prior to decisions that seriously affect them. The courts will be likely to take a very dim view for instance of closure decisions announced to the press in advance of consultation with the workforce. The Directive will require employers to facilitate wide-ranging disclosure of information and consultation with employee representatives with a view to reaching agreement on changes in terms and conditions of employment and work organisation. Consultation will no longer be a cosmetic exercise, as it has been for some employers in the past, and must be carried out in such a way as to allow representatives to influence managements decision.

.4The Information and Consultation Directive brings about increased employee rights on various issues thus prevent employers from announcing changes that left their employees severely disadvantaged due to lack of prior consultation even with the presence of recognised Trade Unions.Recent high profile organizations who have left their staff in such a position include Corus Streel, Marks and Spencer, Rover and Royal Mail.

.5The Commission will, in consultation with the member states and the social partners at Community level, review the application of the Directive with a view to proposing any necessary amendments no later thanMarch 007.

4.Trade Unions

4.1The Employment Relations Act represents and attempts to find a middle way between the extreme action in the 170's and the then government's anti-union policies.The Act has a major impact on two areas the right to strike and trade union recognition. 'Trade union recognition' means the recognition of the union by an employer for the purposed of collective bargaining.Trade unions were first given a legal right to recognition in 171, in legislation, which was rejected by the unions.The second attempt was the Employment Protection Act 175, which created a cumbersome procedure whereby ACAS would ultimately decide whether a union should be recognised or not.Following a number of bitter recognition disputes, this right was abolished by the Conservative government in 180.

4.From 180 to 1, trade unions had the right to be recognised but where it was, it had limited rights as a result.A union is recognised where they have been given the right to negotiate on terms and conditions of employment, physical working conditions, hiring, firing and suspension, discipline, trade union membership or trade union facilities.

As is the norm in British employee relations (Farnham 17), multi-union recognition is the common in the National Health Service which recognises and works very closely with trade unions when making changes that will affect its employees.

5.What effect will the regulations and legislations have?

5.1The Employment Relations Act sets out a procedure whereby a trade union can obtain compulsory recognition.This applies to all employers with at least 1 workers.Where a union is seeking recognition the Act focuses on the 'bargaining unit', which is the workers who will be considered in relation to recognition.The Act sets out a procedure for the bargaining unit to be agreed between the employer and the union.Failing that, the Central Arbitration Committee (CAC), a body with members appointed by the Secretary of State from both side of industry, will decide.The bargaining unit will include workers in different locations, i.e. various hospitals and clinics and of different characteristics, grades and levels of management (i.e. nursing, ancillary, admin and clerical staff etc) and will clearly have an effect on the support a union can obtain and the results of any ballot.

Once the bargaining unit is agreed, the trade union has the opportunity to show that more than 50% of the bargaining unit are members and, if so, will automatically gain recognition, unless the CAC think that it is in the interests of good industrial relations, or for certain other limited reasons, to have a ballot.In any case other than automatic recognition, the CAC must decide whether the union has membership of at least 10% of the bargaining, at which point it will appoint an independent person to run a secret ballot.If recognition is to be gained the ballot must result in the union being supported by the majority of workers voting of whom at least 40% are workers in the bargaining unit.If unsuccessful, the union cannot make another application recognition for a further three years.

If the union achieves recognition, it can then agree with the employer the method by which they will conduct collective bargaining, if they cannot agree, the CAC will specify the method by which the parties must do so.Hence compulsory recognition has been criticised as toothless, the only remedy available to the trade union being a court order for specific performance.

5.The implementation of the Information and Consultation Directive provides trade unions with an opportunity to establish stake in workplaces, and if implemented carefully, could compliment the trade union recognition procedures and thereby give unions a stronger voice.The UK has until January 005 to implement the directive for organisations with more than 150 employees; until 007 for those with more than 100; and until 008 for those with 50 or more.The Directive will require the introduction of legislation whereby employers will be required to provide information about the business's activities, and consult on any measures which will threaten employment, and about decisions likely to lead to substantial changes in work organisation or contractual relations.Failure to comply with these obligations should be met by sanctions that are 'effective, proportionate and dissuasive'.These are minimum standards that can be improved upon and adapted to the British experience. But they need not be implemented in a grudging and minimalist way.The legislation should specify the purposes for which information and consultation must take place.

There are nevertheless a number of concerns, which will have to be overcome if the full value of the Directive is to be realised in the British context.The assumption is that it is to be an effective channel for the communication of information to workers' representatives, and an effective channel for worker consultation.

6.Conclusions

6.1In the 180's the NHS went through a period of major change in its consultative and negotiating arrangements below national level from which a number of developments are clearly recognizable.The 150 concept of a standard formula for the NHS has gone, and it has been increasingly recognised that individual Health Trusts and Authorities have developed ways appropriate to their own circumstances.

It is already clear that these ways involve considerable variation in structure, in operation and, more importantly, in the degree to which they formally extend and develop the role of staff side representatives.Genuine collective bargaining has now been recognised and established within the NHS at operational level.

6.The complexities of the Employment Relations Act create a legal minefield for unions to negotiate to achieve recognition.It was such complexities that led to the breakdown of the previous legislation on recognition, whereas the government's intent in their Fairness at Work White Paper was to create a procedure that was 'simple, clear and quick', but whether this has been achieved is open to question.Nevertheless there is little doubt that the Employment Relations Act 1 contributed to the increase in trade unions seeking recognition as employers worked out they would be worse off if the union pursued a statutory claim.Therefore have many employers have done voluntary deals in the hope of getting a collective bargaining process they can live with.

6.Effectively the Information and Consultation Directive will mean that in all forms of business activity from day to day decisions to situations such as redundancy and closure, employers will be increasingly obliged to inform and consult with employee representatives with a view to reaching an agreement.

In future, employees will have the right to be

ɨInformed about the business's economic situation;

ɨInformed and consulted about employment prospects; and

ɨInformed and consulted about decisions likely to lead to substantial changes in work organisation or contractual relations, including redundancies and transfers.

There are three possible stages to the requirement to inform and consult.Firstly, 'information' must include and cover the recent developments of the business and economic situation.There must secondly be both information and consultation on any measures that are envisaged, especially when this will result in significant changes to the work organisation on in contractual relations.Finally in matters such as sale or redundancy, consultation must be conducted with a view to coming to some agreement.

7.Recommendations

7.1In order to make the transition from current state to compliance with the Information and Consultation Directive as smooth as possible, initiatives, precautions and possible practices to ensure adherence to the current legislation and law in force should be taken. It is strongly advisable that employee participation and employee voice schemes should be actively encouraged to take place over the next few years.

The following recommendations are split into two parts.The first part seeks to advise on how to comply with the legislation with regards to collective consultation, and the second suggests ways in which to improve the communication channels across the Health Trusts.In the second section ways to inform employees are discussed.These are particularly important in non-unionised organisations.

7.1.1Redundancies

If a Health Trust is planning on making more than 0 people redundant within 0 days, it is likely that there is a need to collectively consult.0 days consultation is required is the workforce is to be reduced by more than 100, however asking for voluntary redundancy will not speed up the process even in cases where all redundancies are taken voluntarily.

The staff being made redundant will need to be from the same establishment for collective consultation to apply.Deciding on what an establishment is can be difficult as there are not firm rules.This may mean a particular clinic, hospital or site.

In some Health Trusts, various services may be shared across neighbouring Trusts but located in only one.Collective consultation also only applies if the redundant staff are employed by the same employer.Where there are different employers putting forward plans of redundancies, each one must propose to make more than 0 redundancies for the collective consultation obligation to stand.

It is possible to avoid collective consultation by making staff redundant in groups of less than 0, however, this is not looked upon favourably by tribunals.

7.1.Costs

As costs in the NHS are always an issue, with budgets tight and funding limited, a Trust may find it more cost effect to start consultation and give the employee their dismissal notice after about a week, as consultation can take place during the notice period.The notice can be retracted if the consultation determines that an employee will not be made redundant after all.

7.1.Who to consult

The NHS currently recognises many trade unions already therefore, when redundancies are planned, the concerned Trust should simply consult these recognised trade unions so that consultation may begin immediately.In the rare instances where no trade union is recognised, some other form of employee consultation should be consulted with.In such cases it is important to look at the suitability of the forum and the reason as to why it was initially set up as well as the staff it represents.In cases where this representation is not appropriate, the Trust should seek to elect staff representatives.In the instances where a group of employees are only partially represented by a trade union, the Trust should take steps to consult with the employee representative also.

Once collective consultation is completed, the Trust should then seek to consult individually with each employee affected.

7.1.4What to consult on

Consultation should be held with a view to reaching an agreement, even though this may not happen.Items to be covered should include whether redundancies can be avoided (if this is the subject matter), if the number of people affected can be reduced, the selection procedure to be adopted and in appropriate circumstances, how much compensation will be received by employees.

7.1.5How to consult

Employee representatives should be provided with the information required in a form that enables them to give it adequate consideration.The Health Trust should then allow the representative to put forward a response to its proposals in sufficient time to allow for dialogue in relation to the process.

7..1Communication

With the NHS Plan coming into to action in 001, the Health Service has been very efficient and active in communicating with its employees.This will be key when the directive comes into force and below are some further suggestions of how communications channels can be maintained.These are vitally important to non-unionised organisations in particular.

Notice boardsThis is a cost effective way of instantly getting messages across to employees.It is important to remember that although email is wide spread throughout the Trusts, there are many people who either do not have access to it or are not able to use email. This method is however ineffective if placed in a bad position and is cluttered and not maintained.

Letters to employeesThis method is useful in transferring information to employees on a single important topic.Circulation is either internal, by attachment to payslips or by posting it directly to the employees home.

Newsletters, Bulletins and Briefing notesThis is a good way of keeping employees up to date with changes happening in the Trust.Many Trusts have newsletters in circulation already keeping their staff up to date and informed of important matters and staff open meetings that are occurring.

7..Interactive Communication

MeetingsThere should be regular departmental and Directorate meetings held, allowing information to flow bottom-up as well as top-down.Meetings are a basic way of communicating and passing on information to staff.They can provide a forum for staff to raise issues of immediate concern to them.

Briefing/Discussion GroupsThe advantage of briefing groups is that they enable supervisors to take on the role of workgroup communicators.They also provide staff with a 'safe' environment amongst people they know to allow genuine two-way communication.

Conferences/SeminarsThese are meetings of selected employees who come together to discuss a particular issue/problem. The emphasis of these is placed on questioning and group discussion.

Quality CirclesConsisting of a group of people within an organisation, a quality circle is where the objective is to identify, analyse and solve problems on quality, productivity and other aspects of everyday working life.

No one way of communication will be sufficient to accommodate for anyone organisation, nor will all be necessary to implement.Each organisation is different as will the culture be, and this will be reflected in the communication channels chosen to use.

8.Bibliography

Books

•Bosanquet, N. (17) Industrial Relations in the NHSa search for a system. Pitman Press Bath

•Ewing, K. D. & Hendy J. (Editors) (00) A Charter of Workers' Rights.The Institute of Employment Rights, London

•Farham, D. (17) Employee Relations in Context. Institute of Personnel and Development, London

•Hollinshead, G., Nicholls, P. & Tailby, S (00) Employee Relations (nd Ed) Prentice Hall, Financial Times. Essex

•Mailly, R., Dimmock, S. J. & Sethi, A. S. (18) Industrial Relations in the Public Services. Routledge.London

Publications

•Personnel Today. "Legal Questions and Answers Collective Redundancies" by Sarah Howlett. 5th February 00

•Health Law Bulletin Number 58 (April 1) Beachcroft Stanleys Solicitors

Websites

•www.dti.gov.uk/er/erareview.htm- Review of the Employment Relations Act. February 00.

•www.legal500.com - "Information and Consultation Directive Published" Freshfields Bruckhaus Deringer. April 00

•http//www.partnership-at-work.com/eunat1.html (April 00)

•http//www.peoplemanagement.co.uk/archiveitem.asp?id=86(April 00)

Please note that this sample paper on Employee Consultation is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Employee Consultation, we are here to assist you.Your cheap research papers on Employee Consultation will be written from scratch, so you do not have to worry about its originality.

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Nz wines

If you order your custom term paper from our custom writing service you will receive a perfectly written assignment on nz wines. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality nz wines paper right on time.

Our staff of freelance writers includes over 120 experts proficient in nz wines, therefore you can rest assured that your assignment will be handled by only top rated specialists. Order your nz wines paper at affordable prices !The New Zealand wine industry was still in its infancy in 14, when Yugoslavian immigrant Ivan Yukich planted his first vineyard. He called it Montana, meaning mountain, after its location in the Waitakere Ranges west of Auckland. Thirty years later his two sons used the same name when they founded their wine company and started producing what soon became the trendsetting wines in New Zealand.

Looking for a greater grape resource, Montana Wines played a key role in the development of Gisborne, on the eastern tip of the North Island, as a premium winemaking region. This coincided with a concerted effort to increase the quality of the wines produced.

In 17 Montana took the bold step of planting the first commercial vineyard in the traditional sheep-farming region of Marlborough, on the Northeast corner of the South Island. It proved to be an inspired choice, as was Montanas decision to grow Sauvignon Blanc. Marlborough has since become New Zealands main viticultural region, with Marlborough Sauvignon Blanc undoubtedly the countrys signature wine on the international market.

Montana also entered the Hawkes Bay viticulture region when the company bought the historic Church Road winery near Napier, some 00 km south of Gisborne on the east coast of the North Island. At this small winery, Montana is pushing the boundaries to create exquisite boutique wines.

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With vineyards and wineries in all three major grape-growing areas of New Zealand, Montana produces an extensive range of premium still wines. Montanas finishing winery and bottling facility in its original hometown of Auckland packages all the wines and completes the winemaking for the companys internationally acclaimed mthode traditionnelle wines, Lindauer and Deutz.

While Montana has long been the most enjoyed wine in New Zealand, the international market is showing increasing interest in the distinctive qualities of these wines. Montana wines are already sought out by wine lovers in more than thirty countries, while the United States is getting to know the wines under the name Brancott Vineyards.

In November 000, Montana purchased Corbans Wines, enabling the enlarged company to extend its grape resource, achieve greater economies of scale and optimise opportunities in international markets.

At the moment Montana is energetically extending its vineyard resource and further honing the winemaking expertise available to the company. These steps are yielding outstanding results. The new Pinot Noir, in particular, is giving every indication of rivalling Montanas greatest successes of the past.

Management

Management Culture

Growing world class competitiveness at Montana

Nearly half a century ago, Montana Wines was little more than a small family vineyard, founded upon a field of dreams, high up in the Waitakere Ranges. Its owners, the Croatian Yukich family, aptly named their slice of Kiwi paradise Montana, meaning mountain, and set about pioneering the production of some of the countrys early wines.

Montana Wines is the countrys leading winemaker, ranked as the number one selling New Zealand wine company in both the domestic and export markets. A perennial pioneer in the wine business, the company was the first winemaker to trail blaze the planting of commercially grown grapes in Marlborough. Its vines now reach across the nations three major grape-growing regions Marlborough, Gisborne and the Hawkes Bay. Everyone, it seems, knows the companys wines regularly win top prizes at international competitions. Fewer people realise it employs a total of 600 staff and boasts an annual turnover of $05 million, having attained success beyond anything old Ivan Yukich could have imagined.

So how has Montana grown its world-class competitiveness? It planted a culture, tended it well and is now reaping a bountiful harvest. Growing a successful wine company depends on growing a successful company culture, says Montanas plant manager, Les Evans. For a number of years, weve put a lot of emphasis on developing the staffs values, attitudes and beliefs, as well as helping them develop the technical skills they needed to do their jobs.

Developing a culture involved Montana identifying how it wanted to do business. First up, the company decided its structure should be as informal as possible. Youll rarely see Montanas managing director, Peter Hubscher, winner of the Deloitte / Management Magazine 1 Executive of the Year Award, in a tie, for example. Open neck collars are de rigueur at all Montanas workplaces. Peters management style is one of openness and accessibility. Because of peoples closeness to Peter, decisions can be made and quickly put into action, says Les.

Its a style which promotes a flexible working environment where staff thrive on taking personal responsibility for their activities. Work tasks and projects are carried out by the employees best able to accomplish them - not necessarily by those with the loftiest titles or biggest salaries. If theres a job to be done, we dont have a lot of formal bureaucracy to wade through first. We simply bring the necessary people together and let them get on with it.

The attitude permeates throughout the company. Take this early example of how the companys flat structure has worked to its advantage Several years ago, when Montana amalgamated with another wine producer, the company had to come up with ways to boost the warehouses production by 50 per cent. Traditionally, management would have nutted out how to handle it and then told the staff what to do. Instead, we gave the problem to the people on the warehouse floor and asked them what they thought should be done. We imagined theyd ask for more people and extra forklifts. We were wrong. They came back to us and said we can do it if we organise things a bit better. And they did. They got so much satisfaction from doing that.

Getting people to work together effectively in teams doesnt just happen, of course. The company chooses its staff carefully Job applicants take psychological profile tests before any employment offers are forthcoming. Says Les Besides looking for people with the right skills, we seek team players, people with a degree of assertiveness who like to accept personal responsibility. The Montana culture is an achievement culture.

At the end of the day, its our people who make us competitive. Achieving our goals depends on employing very good people - people with the right values, attitudes and skills.

Once on board, all staff undergo an induction programme and teamwork training, facilitated by Montanas long-time human resource partners, Human Synergistics.

Whats more, everyone learns about wine and the wine industry through the companys in-house, multilevel, staff wine education programme. Dont be fooled into thinking it just imparts factual information on winemaking, says Montanas wine education manager, Mark Polglase. The education programme helps people become an integral part of the business It gives them a sense of ownership and a feel for what the company is about.

That process doesnt end when staff members leave the training room, either. In another example of how Montana engenders a sense of belonging among employees, every staff member has the chance to visit one of the wineries during vintage. Its regarded an experience not to be missed. Employees leave their workplace with overalls and gumboots in tow and head off to a winery for a couple of days to help with the harvest.

Staff return to their jobs with a renewed sense of purpose and understanding of what Montana is all about, says Mark.

Montana places equal weight on forging sturdy, long-living relationships outside the company too. We havent changed any of our major packaging suppliers for many years now, says Les. Weve gone out into the market periodically to test whether were getting good value, but weve chosen to build value in through working with them. Weve formed joint development teams with them so we can work together. If, for instance, the price of materials goes up, were not faced with automatic price hikes Rather we work with them to take out costs wherever we can.

Because we have a very open relationship with our suppliers theyre pretty honest with us about whats happening inside their companies.

We tend not to have formal relationships with suppliers - certainly not sophisticated contracts anyway. More than anything, the way we work with them is about developing products and services to meet our needs.

We value personal integrity very highly. I guess it comes down to a belief that we should largely be able to run our business on a handshake.

Over the years, the Montana name has become synonymous with quality. But once again, its well-earned reputation didnt just magically happen. In the mid 180s Montana made a conscious decision to learn about all aspects of the wine industry from the very best in the world. The search led the company, rather inevitably, to France, and its 500-year-old wine industry. There Montana formed close alliances with two top producers Champagne Deutz, a member of the exclusive Syndicat des Grande Marques champagne houses, and Cordier, a major owner of premium chateaux, or wineries, in Bordeaux.

Says Montanas chief winemaker Jeff Clarke Initially, our French partners top winemakers came out every vintage to help us manage our grapes. And during their vintage, Montanas winemakers would go to France. By forming partnerships with wineries in the Northern hemisphere, we were able to learn from two vintages each year. It wasnt all one-way, of course. We learnt from each other.

We were never interested in copying them. Rather, we wanted to understand the winemaking process better, so that we could take our own ideas, apply that knowledge and experiment to come up with something uniquely New Zealand.

The strategy has paid major dividends. Cordier has helped the company make pinnacle red wines, such as Tom, at the Church Road Winery in Hawkes Bay. And Champagne Deutz winemakers helped the company formulate the techniques to create New Zealands finest mthode traditionnelle wines Deutz Marlborough Cuve, Deutz Blanc de Blanc, Pinot Noir Cuve and, of course, the Lindauer range.

Garnering international expertise in the area of brand marketing has also given Montana a competitive edge. The company works with prestigious designer Maurizio di Robilant of Milan to create its bottle and packaging designs. Its an approach which allows members of Montanas own highly creative design team to pool their expertise with that of their Italian counterparts.

Montana takes the attitude that if something is done with excellence in its field anywhere in the world, the company had better go and find out where and how they do it. Then Montana adds its own brand of Kiwi ingenuity. The result? Superb, world-class wines.

New Zealands Executive of the Year in 1, Peter Hubscher spends as much time in the vineyards and wineries as he does in the companys corporate offices.

The son of Czechoslovakian parents who fled Prague in 18, Hubscher grew up in a household where good food, good wine and good music (his father was a founding member of the New Zealand Symphony Orchestra) were much appreciated. He first tasted wine at a very young age and still recalls visiting the homes of his parents Dalmatian friends and enjoying the aromas of their homemade wines.

After finishing school Peter set his sights on becoming a cheese maker and embarked upon a degree in food technology at Massey University in 161. But his plans changed when the legendary Hawkes Bay winemaker Tom McDonald offered him a job as trainee winemaker. Peter spent the next eight years at the winery, becoming intimately involved in every stage of the winemaking process and learning directly from Tom McDonald.

After a period spent travelling Europe, visiting some of the continents great wineries, Peter returned to New Zealand and joined Montana Wines in 17. For the next 17 years he directed the companys winemaking. Inspired by Tom McDonalds quest for the great New Zealand red, Peter convinced the Montana board to invest in Hawkes Bay vineyards. The company later purchased the winery where Peter had first learned his craft, renaming it the Church Road Winery.

In 11 Peter became Montanas managing director, steering the company through a decade-long period of massive expansion. Peter was made a member of the New Zealand Order of Merit in 18 for his services to the wine industry. He is also the current chairman of the Wine Institute of New Zealand. A lifelong supporter of the arts and an official advisor to the countrys national arts development agency, Creative New Zealand, Peter has been a driving force in establishing Montanas commitment to the arts.

Montanas motto, In Vino Felicitas et Caritas, translates to, In wine there is happiness and friendship. The company has extended this belief into the business arena, forming mutually beneficial partnerships with other winemakers.

Prominent among these partnerships are two that give Montana the benefit of age-old French winemaking expertise and the opportunity to apply it in a New Zealand context.

The first of these technological partnerships was formed in 187 with the House of Deutz in Champagne. In 10 Montana entered into a similar partnership with another renowned French wine producer, Domaines Cordier in Bordeaux. Both these partnerships have already led to the production of outstanding wines by Montana, based on the French styles.

Montanas European winemaking connection found further expression when the company initiated the New Zealand distribution of not only Deutz and Cordier wines, but those of a select group of other premium producers as well.

In 000, similar partnerships were formed with Australian and American producers, as well as a number of New Zealand boutique wineries.

Bringing Champagne expertise to Marlborough

Montanas technological partnership with Champagne Deutz is geared towards realising New Zealands full potential to produce sparkling wines of exceptional quality. The work of this partnership is centred at the Montana Brancott Winery in Marlborough.

Champagne Deutz was founded in 188 and became a founding member of the Syndicat des Grandes Marques, an exclusive group that includes only the top Champagne houses in France, later in the nineteenth century.

Since forming the partnership with Montana, Champagne Deutz has played an integral part in the viticultural and winemaking developments that have allowed Montana to make world class mthode traditionnelle wines in the Marlborough region. This includes Deutz Marlborough Cuve, Deutz Blanc de Blanc and Deutz Pinot Noir Cuve.

Montana imported specialist equipment, including the only Coquard press in the Southern Hemisphere, to help duplicate many of the techniques used in the Champagne region. Initially a winemaker from Deutz supervised the blending of the base wines from Chardonnay and Pinot Noir grapes in Marlborough. This task is now performed by Montanas own winemakers.

Champagne Deutz was so impressed with the quality and consistency of Montanas mthode traditionnelle wines that the company allows the Deutz name to be used on the New Zealand label.

The alliance between Montana and Champagne Deutz also benefits Montanas other sparkling wines, including the highly successful Lindauer range.

Enhancing the sophistication of Hawkes Bay red wines

In 10 Montana entered into a technological partnership with Domaines Cordier to further develop the quality of Montanas red wine. The Church Road Winery in Hawkes Bay became the focus of the association between Cordier and Montana.

Founded in 1886, Cordier is one of the largest negociants in Bordeaux, France. Cordiers technical director, Georges Pauli has worked with Montana since 11 to develop red wine of excellent quality at the Church Road Winery. New measures introduced as a result of Paulis involvement included selecting new vineyard sites, adopting different viticultural methods, installing six 18,000 litre oak cuves and refining existing winemaking techniques.

The results have been most impressive. Church Road red wines have evolved to become riper, richer and more complex. While the success of the partnership can already be measured in the acclaim that the wines receive, further research and development continues.

New Zealand Wine Partners

Boutique wines complement Montanas range

In 000 Montana embarked on a strategy to further improve its service to New Zealand retailers, restaurants and specialist resellers by offering selected wine from other leading New Zealand winemakers.

To this end, Montana formed partnerships with five boutique wineries whose products complement the companys own portfolio.

Montanas New Zealand agency partners are Waiheke Vineyards from Aucklands Waiheke Island (producers of Te Motu Cabernet Merlot), CJ Pask from the Gimblett Road area of Hawkes Bay, Wither Hills and Lawsons Dry Hills from Marlborough, as well as Babich Wines, with vineyards in Auckland, Gisborne, Hawkes Bay and Marlborough.

The distribution agreements with these wineries add 4 different wines to the selection Montana can offer our trade customers throughout New Zealand.

International Partners

Bringing a world of wine to New Zealand

Montanas partnerships with Deutz and Cordier created a wonderful opportunity to introduce wines from these producers in the New Zealand market. Importing wines from top European producers exposes New Zealand wine lovers to the classic wine styles that lay the foundation of world wine culture.

Currently Montanas catalogue of French wines includes prominent producers from major European wine regions - Louis Latour from Burgundy, Schlumberger from Alsace, Mas de Daumas Gassac from the Languedoc and Delas from the Rhne. Italys famed Tuscany region is represented by Frescobaldi and Portugals signature wine by Barros port.

In 000 Montana added wines from South Australias Tatachilla Winery and Californias Sterling Vineyards to its international catalogue.

Montana has a winery in each of three major grape-growing regions of New Zealand, as well as a finishing winery and bottling facility in Auckland.

Having wineries close to the vineyards means that Montana can maximise quality by getting the grapes from the vineyard to the winery with the least possible handling and time delay.

The proximity of the wineries to the vineyards also allows great synergy between winemakers and viticulturists. In each of the regions they work together with the final product in mind, starting with the identification of new sites and the choosing of varieties to plant there, through to co-operation in all aspects of vineyard management, right down to the final decision about when to pick the grapes.

For the viticulturists this has the benefit that they know exactly what it is they should strive to achieve with each variety in every vineyard, while intimate regional knowledge enables the winemakers to make spot-on selections for their base wines. To these they can then apply all the skill, technology and experience at their disposal to create the wine styles most suited to their region.

Owning its own vineyards allows Montana the greatest possible level of control over grape quality and yield, so that the company can harvest grapes with the best flavour and ripeness. Vineyard ownership also provides stability of supply at reduced costs, as well as the flexibility to experiment and innovate as required.

Montanas vineyards are spread throughout Marlborough, Hawkes Bay and Gisborne, the three most important wine-growing areas in New Zealand. Montanas vineyards continue to expand every year. Within each region the sites have been carefully chosen to ensure that a range of soil profiles and mesoclimates provide the diverse resource required to make a wide variety of wine styles. Grape varieties most suited to each region are planted after careful evaluation of individual vineyard sites.

Premium grape production on Montanas vineyards requires the use of the latest viticultural techniques. These include canopy management, irrigation scheduling and computerised monitoring of weather conditions conducive to disease. The companys viticultural research and development programme works closely with scientific organisations on a range of viticultural projects.

All of Montanas vineyards are managed using New Zealands recently developed Integrated Winegrape Production (IWP) programme. The programme has a human and environmental focus and all participating vineyards are independently audited. The measures taken are based on international best practice in relation to environmental integrity and sustainable grape production. Apart from staff and consumer safety considerations, IWP encompasses issues such as environmental health, biodiversity and the preservation of resources such as water, the sustainable and responsible use of sprays and fertiliser, and vineyard management decisions made by appropriately trained staff.

At Fairhall Estate in Marlborough, Montana operates one of the largest grapevine propagating units in New Zealand. It supplies the companys own vineyards and those of contract growers in the country. About 750,000 grafted vines are produced every year for new planting and variety upgrades.

Montana also purchases grapes from numerous contract growers in each of the countrys three main regions. These growers liaise closely with Montana staff, who advise them on all aspects of viticultural production, including yield and quality expectations.

Please note that this sample paper on nz wines is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on nz wines, we are here to assist you.Your cheap custom college paper on nz wines will be written from scratch, so you do not have to worry about its originality.

Order your authentic assignment and you will be amazed at how easy it is to complete a quality custom paper within the shortest time possible!

Crime and Punishment

If you order your cheap custom essays from our custom writing service you will receive a perfectly written assignment on Crime and Punishment. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality Crime and Punishment paper right on time.

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The setting- name the time and placenote any symbolism if anystudy the history of that period, for example, St. Petersburg in Russia at the end of the 1th century to perceive the world view of people at that time

1.St. Petersburg, RussiaCrime and Punishment was written in 1886.At the time the novel was written, St. Petersburg had been the nation's capital.St. Petersburg stands on the River Neva.This period covers one of the most active and changing periods in Russian history until the communist revolution. There were many radical ideas coming into Russia from Western European countries, especially France and Germany.Raskolnikov is a young liberal who has new and radical ideas. The author, Dostoiesky, believed that salvation was in the hands of Russia and would eventually rise to dominate the world.

There is symbolism within using St. Petersburg.First like Raskolnikov, St. Petersburg is going threw constant changes.Second they both have a high status.Raskolnikov believes he is an extraordinary man while St. Petersburg is the capital of Russia.Finally, they are both having turmoil.Raskolnikov must face the torture from his sin.St. Petersburg faces turmoil through the radical ideas seeping into the capital.

Other settings

Buy cheap Crime and Punishment term paper

.Hay Marketwhere Raskolnikov finds out that Alyóna Ivánovna will be alone in her flat.

.The police stationwhere Raskolnikov confesses his crime

4.Praskóvya Pavlóna's lodgeRaskolnikov's flat

5.Amália Ryodoróvna's lodgeMarmeladov famlily's flat

6.Kapernaúmov's lodgeSonia's flat

The point of viewthis pertains to point of view in the novel and in what Oedipus does and says in the play

The narrator is telling the story of Raskolnikov.Thus, the story is in third person because the narrator refers to the main character as "he."The narrator refrains from making opinions about the characters.Opinions are formed through the dialogue and the monologue between the characters.The narrator merely describes the environment, mood, and context of the scenes.

Example "On an exceptionally hot evening early in July a young man came out of the garret in which he lodged in S. Place and walked slowly, as though in hesitation, towards K. bridge."

The charactersfor this section, think of several adjectives that describe each character (not their physical appearance but their interior being) and give examples from the works by what they say and do

Rodión Románovitch Raskólnikov (Ródya, Ródka)

1.PridefulRaskolnikov believes he is an extraordinary man. With this high echelon, he uses it as an excuse for the murder.As an extraordinary man, he may overstep laws.

.DividedRaskolnikov is two distinct characters.He shows two contradicting sides of himself.

.UngratefulThough his mother and sister show unconditional love toward him, Raskolnikov incessantly pushes them away.Furthermore, at times he feels hatred and annoyance toward them.Raskolnikov's friend, Razumihin, also attempts to aid him; however, Raskolnikov yells at Razumihin telling him to leave him alone.

4.BrilliantThough he commits a double murder, Raskolnikov has a great mind.His intelligence and philosophies gain him respect from characters such as Porfiry Petrovitch.He writes a superb article on crimes which explain the difference between ordinary and extraordinary men.

5.PoorHe feels repugnance every moment he looks around his flat. "It was a tiny cupboard of a room about six paces in length.It had a poverty-stricken appearance with its dusty yellow paper peeling off the walls, and it was so low-pitched that a man of more than average height was ill at ease in it and felt every moment that he would knock his head against the ceiling."

6.Self-willFirst, Raskolnikov kills two women to satisfy his own needs.Second, he asks Sonia to stay with him for his own benefit.He does not feel love for her in the commencement.

7.InsecureThough many times he may act haughty, he also feels weak at times.He never shows anyone his weakness except Sonia.When he confesses the murders to her, he breaks down and is afraid of her rejection.

8.CruelSonia is very religious.Whenever an obstacle is mentioned, she constantly affirms that "God will not allow it to be so."However, Raskolnikov was cruel and malicious when he said that perhaps there was no God.

.CompassionateRaskolnikov is very sympathetic toward the Marmeladov family.He constantly tries to aid them through their tough times.

10.ProtectiveRaskolnikov aggressively protects his family in all ways.He threatens Svidrigailov and Luzhin in order to protect his sister.He also asks Razumihin to protect his family while he is gone to Siberia.

11.LovingRaskolnikov wants the best for his family though he may not show it many times.He tries to steer Dounia away from a unhappy relationship with Luzhin toward one that might be filled with love with Razumihin.

1.GenerousThough he is poor, Raskolnikov gives roubles and copecks to the Marmeladov family.More specifically, he gives money for Semyon Zakharovitch's doctor and funeral.

1.PoliteOn one occasion Raskolnikov ate the food Katernia Ivanovna served him, though he was not hungry, out of politeness.

Avdótya Románovna Raskólnikov (Dóunia)

1.LovingShe constantly goes out of her way to ensure her family's happiness.She attempts to visit Raskolnikov on man occasions to check on his well-being.

.CourageousThough she has Luzhin and Svidrigailov against her, she bravely stands up to them.First, she orders Luzhin out of their meeting.Second, she threatens Svidrigailov with a gun.

.DedicatedShe is immensely dedicated to her family that she offers herself to a Luzhin, a man who she does not love.

4.IntelligentLike Raskolnikov, Dounia has also been a student at a university.In addition, she served as the governess for the Svidrigailov's.

5.CompassionateThough Sonia is not of the most respect class, Dounia accepts her as a sister.She is also grateful towards Sonia for helping her brother.

Pulchria Alexándrovna Raskólnikov

1.EmotionalPulcheria Alexandrovna has many outbursts because of her children.Attempting to see him everyday, she is constantly worried over the well-being of Raskolnikov.

.LovingShe is in constant service to her children.At the end of a letter to her son Rodya she wrote, "Good-bye, till we meet thenI embrace you warmly, warmly, with many kisses.Yours till death."

.DedicatedShe persistently supports her children until her death from brain fever.

Semyon Zakhárovitch Marmeladov

1.SelfishWhen he meets Raskolnikov in a tavern, he confesses that he stole the all the money his family had left.

.InsecureMarmeladov is constantly insecure about his role as a father and husband. He confesses that he has given his family a poor life.In addition, he feels guilty for not having given his wife the aristocratic lifestyle she is used to.

Katerína Ivánovna

1.HardworkingKaterina works hard for her children "and all the day long she has been washing, cleaning, mending.She dragged the wash tub into the room with her feeble hands and sank on the bed, grasping for breath."

.ConfrontationalKaterina is in constant conflict with her landlady, Amalia Fyodorovna.Katerina and Amalia even quarreled during Marmeladov's funeral.

.PersistentAfter Katerina was kicked off her flat by her landlady she said, "We shall see! There is law and justice on earth, there is, I will find it! Wait a bit, godless creature!"This shows how Katerina is determined to find aid for her orphans.

4.ProudKaterina was previously married to a discharged government officer whom she had three children with.Thus, she constantly affirms that she is of aristocratic rank.

Sófya Semyónovna Marmeladov (Sonia)

1.TimidShe hardly looks at Raskolnikov in the eyes.Sonia does not believe she is among respectable class.Thus, when Raskolnikov put Sonia and his family into the same category, she was deeply surprised.

.DevotedWhen Raskolnikov admits his crime to Sonia, he asks her if she would ever leave him.Sonia immediately responds, "No, no, never, nowhere! I will follow you, I will follow you everywhere.Oh, my God!"Sonia keeps her promise, and devotes her life to Raskolnikov.

.LovingSonia loves her family to a degree that she turns to prostitution to keep the family together.

4.ReligiousShe has two crosses in which she gives one to Raskolnikov.One is made out of wood and the other is made out of copper. Sonia cannot comprehend a life without God.Thus, she is deeply shocked when Raskolnikov states that perhaps there is no God.She deeply believes that Raskolnikov should seek God's forgiveness.

Arkady Ivánovitch Svidrigáilov

1.SelfishThough he knows Dounia does not love him, he tries to bribe her with roubles.

.CruelHe threatens Sonia that if Raskolnikov does not go to Siberia he'll receive a bullet to his brain.

.ObsessiveHe follows Dounia to St. Petersburg so that he can be near her.

4.Self-willedDounia's former employer who follows her to St. Petersburg. He acts as the evil side of Raskolnikov; he is selfish, greedy, cruel, and obsessive.

Pyotr Petróvitch Lúzhin

1.MeanHe tries to condemn Sonia, who is a poor defenseless girl.

.ConceitedLuzhin looks down on others because they are not of his class.Luzhin picks what people he wants to socialize with.

.ObsessiveHe says that he cannot live with Dounia.He wants her to look upon him as her savior.

4.TrickyHe tries to accuse Sonia of robbery.He does this in order to win back Dounia.However, it is discovered that it was he who placed the money in her pocket.

Dmítri Prokófitch Razumíhin

1.DevotedAfter Raskolnikov left for Siberia, Razumihin resolved to emigrate to Siberia after gathering savings.

.LovingRazumihin realizes that he deeply loves Dounia.

.HelpfulRazumihin goes out of his way to get medical aid for Raskolnikov's illness.

4.JovialRazumihin is always in a good mood to help his friends.

Alyóna Ivánovna

1.MeanAlyona constantly abuses of her sister, Lizaveta, and beats her.

.CheapWhen Raskolnikov pawned an old-fashioned flat silver watch, he expected four roubles.However, Alyona only offered a rouble and a half.

.Distrustfulshe is a pawn owner who Raskolnikov kills.She is mean, wicked, cheap, and distrustful.

Lizavta Ivanóvna

1.TimidLizaveta is too timid to confront her sister for all her abuses.

.DevotedLizaveta does everything her half-sister demands.Her sister, Alyona, has such power over her that she beats her constantly.

Nastásya

1.CompassionateThough Raskolnikov has not paid his rent regularly, Nastasya still tends to him. She sees that Raskolnikov is poor and cannot support himself.

.GenerousNastasya is also serving and tending to Raskolnikov's needs.She serves him food whenever he needs it.

Porfíry Petróvitch

1.PatrioticPorfiry is caught up with the revolutionary ideas in Russia.He is fighting for the improvement of Russia for its entire citizens.Thus, he respects Raskolnikov because of his great mind.Porfiry believes Raskolnikov can become a great leader one day.

Plot structurenote the exposition needed in the beginning of each work, the rising action, the climax, the falling action, and the denouement

ExpositionRodion Romanovich Raskolnikov is a twenty-three year old man living in a small garret of a lodge in St. Petersburg.He is described as being "exceptionally handsome, above the average height, slim, well-built, with beautiful dark eyes and dark brown hair."However, he is also weak not having touched food in weeks.He also admits of having a habit of talking to himself.In addition, he has trouble facing his landlady because he is not able to pay the rent.Throughout the exposition, Raskolnikov seems to be constantly worried.He is contemplating committing an awful crime; however, the crime is not revealed to the reader. His plan is often referred as "it." After much deliberation, Raskolnikov goes through with his plan.He goes to Alyona Ivanovna's flat and murders her with the blunt side of an axe.However, after he murders the moneylender, her sister, Lizaveta, walks into the murder scene. Having no other option, Raskolnikov murders Lizaveta also.He manages to grab scarcely much before Alyona's other costumers come to her flat.

Rising actionThe rising action of the novel is Raskolnikov's punishment the dual murder.Raskolnikov is suddenly overtaken by an illness that last throughout the novel.He constantly suffers from hallucinations and fever.At many points in the novel, Raskolnikov contemplates confessing to the police or to other people. In addition, he believes at times that the police have already suspected him and are merely trying to play mind games.Raskolnikov becomes extremely agitated when the subject of the murders in conversations.Furthermore, Raskolnikov also deals with the pressures of his family who recently comes to St. Petersburg to reunite with him.After the dual murder, Raskolnikov feels repugnance toward his family and friends.He enjoys solitude and avoids company.Also throughout the novel, Raskolnikov commits many good deeds especially toward the Marmeladov family.Through the Marmeladov family, Raskolnikov meets Sonia, an eighteen-year-old prostitute.Sonia is the only person who Raskolnikov has in interest in talking to.The action rises when Raskolnikov decides to confess to Sonia bout his crime.

The climaxThe climax of the novel is when Rodion Romanovitch confesses to Sonia that he committed both murders.Though he feared Sonia's rejection, Sonia feels sorry for Raskolnikov and recognizes his "suffering."Sonia devotes her life to Raskolnikov promising to follow him wherever he goes.Though it seemed Raskolnikov was letting out a big burden to one person, Svidrigailov was secretly eavesdropping on their conversation.With this information, Svidrigailov will use it to threaten the love of his life, Dounia.

The falling actionAfter the death of Katerina Ivanovna, Raskolnikov has a conversation with Porfiry Petrovitch, a police official.Raskolnikov finds Porfiry Petrovitch extremely annoying and confusing.He believes Porfiry suspects him of the murders.Porfiry Petrovitch first apologizes for his treatment toward Raskolnikov.However, he confesses that he does believe Raskolnikov is the murder.In addition, Porfiry admits that he does not have much concrete evidence to incriminate Raskolnikov; however, he does like Raskolnikov and respects his brilliant mind.Porfiry states that he will no arrest Raskolnikov, but will give him time to confess.Afterwards, Raskolnikov meets with Svidrigailov in a restaurant.Svidrigailov lies to Raskolnikov saying that he is not attempting to win Dounia's love.Svidrigailov says he is engaged to a sixteen-year-old girl.However, after their encounter, Svidrigailov meets with Dounia and threatens her.Dounia forcefully refuses his proposition and threatens to kill him.Accepting his failure, Svidrigailov permits Dounia to leave. In the morning, after wondering the streets, Svidrigailov stops in front of a large house with a tower.At first, he tells a porter he is traveling to America; however, he pulls a revolver and murders himself.

Meanwhile, Raskolnikov says his final good-bye to his mother.He confesses to his sister, that he is planning to confess.Before his trip to the police station, he visits Sonia. Sonia gives him wooden cross while she keeps another copper cross.Raskolnikov then does as Sonia once advised him to do; he stands at the cross-roads, bows down, and kisses the earth.Sonia spots him after following him secretly.They make eye contact. Raskolnikov then makes his way to the police station.He confesses his crime to Ilya Petrovitch.

The denouementThe setting is in Siberia.There, Raskolnikov has been held prisoner for nine months.Sonia kept her promise and resides in a town close to the prison.She visits him constantly.In addition, she writes letters to Dounia and Razumihin about his conditions.Dounia and Razumihin were married two months later.They hoped to emigrate to Siberia within five years.Pulcheria Alexandrovna's health was deteriorating.She never inquired over Raskolnikov's fate and was scarred to ask.Pulcheria later died of brain fever. Raskolnikov continued to alienate himself from his companions.Thus, he was not very popular; most inmates hated him. After Sonia had not visited him in days, Raskolnikov grew extremely worried.He realized he needed Sonia.Afterwards, she sent him news that she had alleviated and would soon visit.During this visit, they both realized the great love they had for each other.They resolved to wait the seven remaining years.When that time came, they would cure their suffering wounds with "infinite love."

Symbolsnote the significant objects in the works stating some of the multiple meanings they suggest

1.BloodAfter Raskolnikov's gruesome murder, he had not noticed the blood left on his clothes.His socks were soaked in blood.He even had many spots of blood on his coat.Raskolnikov started to panic when he noticed the blood stains.The bloodstains symbolize how the guilt will not be able to be erased easily.The blood seems to adhere to Raskolnikov as a constant reminder that his punishment will not be quick.

.Raskolnikov's illnessAfter Raskolnikov commits the murders, he falls on his bed with his same bloody clothes.From then on, he suffers from a stubborn illness.He suffers from delusions, fevers, and agitations. Raskolnikov's suffering from the illness also symbolizes the suffering and guilt from the crime. With the illness, Raskolnikov is also inundated with perplexing dreams.First, he dreams of a gruesome death of a mare.This dream could show the cruelty in which Raskolnikov acted.The mare is viciously beaten by and old drunk named Mikolka.Second, he dreams that Ilya Petrovitch, a police official, is torturing his landlady. Finally, he relives the moment he killed the old pawnbroker; however, the old pawnbroker woman refuses to die, no matter how hard he hits her with the axe.

.SiberiaSiberia symbolizes human suffering.This is why Raskolnikov is sent away to this faraway land to pay for his crimes.

4.Arkady SvidrigailovSvidrigailov represents the cold, hateful, and selfish aspect of Raskolnikov.

5.Sofya Semyonovna MarmeladovSonia represents the warm, generous, and compassionate side of Raskolnikov.

Themesstate the underlying ideas discussed in the works

1.Human sufferingOut of six parts in Crime and Punishment, only the first part of the novel focuses on the planning and murder of Alyona and Lizaveta. The remaining five parts of the novel grasp Raskolnikovs punishment. On many occasions after the dual murder, Raskolnikov has overwhelming desires to confess and to rid himself of the guilt.The events that take place before his confession to the police become a punishment in itself.He must deal with turmoil within society and his family.He also deals with physical problems.However, Raskolnikov finally reaches peace in Siberia.In Siberia, Raskolnikov is able to start a new life with Sonia. Thus, he is unable to deal with the punishment until the end of the novel. The author, Fyodor Dostoevsky, suggests that one can only deal with punishment through human suffering; there is no avoiding punishment.

.The extraordinary/ordinary man theoryRaskolnikovs believes he is not ordinary, but extraordinary.Moreover, he thinks of himself as a "superman" and a "Napoleon." As an extraordinary man, Raskolnikov avoids people who are not in his class.Furthermore, he has written a superb article on how to commit the perfect crime.In this article, he describes that men are either ordinary or extraordinary.Ordinary men "live in submission" and have no right to overstep the law.Ordinary men are only able to reproduce ordinary children.On the other hand, extraordinary men have the luxury of not having to yield to the law. If extraordinary men submit into common law then they will their gift of greatness will cease.

Raskolnikov attempts to prove his theory through the dual murder.He justifies the murder because he is an extraordinary man.He commits the murder in order to make his status as a "superior man" official.However, Raskolnikov is faced with consequences which make him realize his weaknesses.Though he tries to escape the repercussions of his murder, he finds it is inevitable.He overestimates his ability to escape the law. As the novel develops, he realizes he is no better than any other man.He decides to confess rather than go insane. Raskolnikov finally reaches peace when he surrenders his love to Sonia.After the realization, he cannot stop thinking about her. Raskolnikov is finally able to concentrate on brighter aspects of his future life.

.Isolation from Society - Raskolnikovs abundant pride isolates from society. He usually feels an annoyance and irritation when he is around company.Moreover, he cannot stand to see his mother and sister when they come to visit him.Raskolnikov does not people anyone can relate to him.During random moments Raskolnikov had urges to socialize.For example, he met his friend Marmeladov in a tavern.After committing the murders, his isolation grows.Though his friends and family attempt to be near him, he only wishes to be left alone.He has numerous outburst in front of his friend, Razumihin; he he yells at him and rejects his help. Raskolnikov also alienates himself in Siberia.Thus, most of his inmates hate Raskolnikov.He is finally able to tear down the barrier around society through Sonia.She is able to bring out a feeling that Raskolnikov could never express love.Though demonstrating infinite love to Sonia, Raskolnikov may be able to share the love with others.

Please note that this sample paper on Crime and Punishment is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Crime and Punishment, we are here to assist you.Your cheap research papers on Crime and Punishment will be written from scratch, so you do not have to worry about its originality.

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Advertising campaign

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Advertising

1)IntroductionMount Saint Mary College in Newburg New York is a private 4 year college. In the past 5 years it has gone from near financial ruin, with a total enrollment of 750 students, to a respectable enrollment of 5500 students, thanks to the efforts of the schools newest president.MSMC turned around enrollment in the school by pioneering new concepts in education such as blended online learning and accelerated evening courses. Last year MSMC implemented a new adult education program. The problem is that very few potential adult education students are aware of the program and the accelerated blended online courses which make finding the time to attend college easier and more convenient. Additionally those who are aware of the program have misconceptions about the cost and time investment involved. Through print, broadcast and out-of-home ads we will target non-traditional students - adults age 5 to 44 - who may be unhappy in their current career positions, but believe they not have the time or the financial resources to return to college.In our campaign we will capitalize on MSMCs outstanding commitment to addressing the challenges that adult education students face, namely the lack of time and money. MSMCs program is designed to remove as many of the obstacles adult students face as possible. Our campaign will raise awareness of MSMCs program and the features that make it unique with-in the market. We will accomplish this by using humor to highlight MSMCs commitment to the adult education student, flexible class schedules, childcare programs, and services MSMC has developed for adult education student.Our advertising campaign will feature a television ad, radio ads, as well as billboard ads to be placed in the two surrounding citys. The ads will feature a typical accelerated student and an Accelerated Program advisor in exaggerated examples of the helpfulness of MSMC advisors.

)Situation Analysis

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a)The advertising problem- Potential adult education students are not aware of MSMCs unique accelerated program. Our campaign must raise awareness of the program and highlight the attributes that make it of particular interest to the target market. We must also address the barriers to purchase, the beliefs held by busy adults that returning to college will take up too much of their free time, that they can not afford an education, and the fact that they are intimidated by the process of beginning such a program.Our campaign will raise awareness as well as inform the target audience that MSMC has addressed these concerns, and has developed an entire program around the special needs of the adult student.

b)Advertising Opportunities- Until now advertising of Mount Saint Mary Colleges new program has been restricted to the local newspaper, so opportunities in broadcast, print and out-of-home have not been exploited.Through our research we have learned that a majority of those in the target audience are aware that some local colleges do have adult education programs, but chose not to attend because 1) they do not think they have the time, ) they are not aware of the various payment/financial aid programs ) they have no childcare, 4) they are intimidated by the process of entering a college, including completing all needed paperwork and choice of major.We will also focus on the fact that there are no other adult education classes of this type within 80 miles of the campus. There are four other colleges with night programs located in an 80 mile radius of the MSMC campus; however their night program is simply an evening version of the day program, with little adjustment made to accommodate the working adult student who would be the most likely candidate to attend these courses.

)Key strategic decisions

a)Advertising Objectives -To increase awareness of Mount Saint Mary Colleges new Accelerated Degree program in the surrounding communities, including New York City. As a result, we seek to increase enrollment in the program by 10% each semester for the next year.

b)Target audience- adults aged 5-44 who desire to attend or finish college in order to change careers or to move up in their current job. In Orange, Rockland, and four of the five boroughs of New York City counties roughly 0% of the population are adults aged 5-44. Of those, % finished high school only, and 6% have completed 1- years of College education only (did not graduate), a total of 16%-17% of the overall population, or 1,18, 47 people who live in these counties are aged 5-44 and finished high school, but no college, or began college but never graduated, so are therefore potential accelerated program students.

c)Competitive product advantage- MSMCs accelerated program is like none other in Orange and Rockland counties of New York. Though several colleges offer night time classes, MSMC is unique in the following ways

i)Blended online classes- students attend class only one day a week on campus; the other is attended online from their home.

ii)Online classes-these classes are attended completely online, no commute to class required, however exams are taken on campustimes during the semester.

iii)Separate adult education advisors- important because the needs of the adult education student are different from traditional students needs and are available to the accelerated student in the evening hours, when they are on campus.Other colleges in the area who offer night time programs use the same advisors for there traditional students, and they are only available during the day.

iv) Childcare- childcare is available on campus between 500pm and 800pm. There is also a program that matches traditional students who are pursuing degrees in education with adult education students who need childcare. College credits are offered to the students who perform the service.

v) Commuter room- There is an adult education lounge with free coffee, fruit and bagels, newspapers, cola machines etc, where students can study or wait between classes in the company of other adult accelerated students. This is important for two reasons; because older students do not feel comfortable socializing with traditional students and because it gives students a place to relax between classes and do homework, especially those who have a long commute to campus.

d)Product image and personality- After questioning students, non-student and area residents concerning MSMCs personality, the most common response was that of a faithful animal such as a dog. MSMC has been a part of the community foryears. They have worked hard to give back to the community by being the biggest supporter of Habit for Humanity in the area. They also donate goods and services to surrounding low income programs, such as basketballs and sporting equipment to homes for children. This image of loyalty works well with our campaign, as we are playing with this image by exaggerating MSMC commitment to its students.

e)Product position- Passionate about fulfilling the unique needs of adult education students. We want MSMC to be thought of first in the minds of adults considering continuing education.

4)The creative plan- Our goal is to convince the target audience, those who never finished or enrolled in college, but who currently lead very busy lives, that MSMC has made going back to college easy. Further, that MSMC is aware of, and attends to, the special needs that arise as an adult student mainly time and money constraints, but also to some degree felling out of place as a non-traditional student.We will use the slogan A new definition in adult education, which will be a common thread in all of our advertising mediums. Our ads will feature two typical accelerated students, a man in his thirties and a woman in her mid-fortys who are attending their first day of classes. Through humor the ads will get across the idea that MSMC staff goes far beyond the call of duty to be helpful to its adult education students, with each ending in the line Okay, maybe were not that helpful...but we come pretty close.

5)The media plan

a)Television ads- The television ads will run 8 times a day on the four major networks in our viewing area.They will run for 6 weeks, the duration of our campaign. The ads will feature typical adult education students interacting with over zealous academic advisors. The ads will use humor to get across the point that MSMC Accelerated Program Advisors will go the extra mile to address the needs of the adult student, while a voice-over will provide the important details of the program. (Please see Media Details section at the end of this document for detailed description of the ads).

b)Radio- We will run a 60 second radio spot on 4 local stations. We will run our spots on the four major stations in our area which are popular with our target market, a top 40 station, a hip-hop station, a country music station and a news station. Our ads will run two times and hour, during from 6am-6pm and one time and hour from 6pm-6am Monday-Saturday and every hour on Sunday. These time framescorrespond to the must popular drive time and listening times for our target audience, based on research conducted by the individual stations with whom we re placing our ads. The spots will be of the same vain as the television commercials, which will involve a student and his overzealous advisor, along with a voiceover of the highlights of the program. The programs website and phone numbers will also be mentioned.(Please see Media Details section at the end of this document for detailed description of the ads).

c)Out-of-Home- Our out-of-home advertising will encompass both billboard and transit advertising. New York City relays heavily on its subway and bus system, so this is an obvious choice. We will place shelter cards with 100 GRPS, whole bus ads, tail cards, inside cards, and kiosk ads in strategic bus and subway stops and stations around New York City and Rockland and Orange counties. Billboard ads will be placed along the three main highways in Orange and Rockland counties which lead into and out of New York City. These ads will be placed for the duration of 6 months (for specifics concerning the content of the ads please see the Media Content section of this document.The ads will highlight a total of four different situations between a student and an advisor, and will feature our slogan Mount Saint Mary College…A new definition of adult education

d)Print- Our campaign plan calls for ads to be placed in the 10 top newspapers in the area. The ads will be ¼ to ½ page ads, depending on the publication, and feature a strong black and white graphic depicting our slogan.We will also run ads in the newsletters of the major companies with which we are offering discounts for employees (for example IBM and Novellas). We will also place a x square ad in the yellow pages under colleges which will feature MSMC slogan, but also make special mention of our Accelerated classes.

6)The communication plan

a)Sales promotion- MSMC will have a booth at both career expos that take place in the winter and summer in New York City.The booth will be staffed with an Accelerated Program advisor and include pen and pencil giveaways. There will also be a drawing for a three day cruise, in which the person entering the drawing must fill out a card containing personal information such as address and phone number, providing us with leads.We will also have free coffee and mini bagels on hand as a reminder of how MSMC takes care of the needs of there students.

b)Public relations- MSMC is already heavily involved in helping the citizens of Newburgh and has a strong reputation as an asset to the community. However, there is room to develop stronger bonds with the working parents in the community, a large portion of our target audience.

i)In the spring we will kick off our campaign with The Communities largest Easter egg hunt, which will be open to the entire community. We will work to get local news coverage of the event, which will feature free refreshments, free Easter baskets to hold the eggs and an open house with an accelerated student advisor on hand to answer questions.There will also be goody bags containing information about the programs offered for perspective students containing free pens and pencils. This type of event will draw a lot of adults from the community to the campus and give us an opportunity to give out information about the adult education classes, as well as build a bond with the community.

ii)We will also continue to participate in the Habit for Humanity program, and have set a goal to build a house using only adult education students. We will work to have this covered in the press as well.

c)Direct marketing- A fold-out flyer featuring will detail all that MSMC has to offer the adult education student; accelerated classes, flexible schedules, academic advisors who work exclusively with adult education students, a liberal credit transfer program, childcare and a commuter lounge with free fresh fruit, coffee and bagels, and a top-notch teaching staff.Information will include a phone number which leads directly to the MSMC adult education operator, a web address, as well as a tear- off postage paid card for more information. These will be mailed to the individuals homes who fit are criteria with-in our target market.

d)Sponsorships, merchandising, packaging, and point-of purchase- We will sponsor the annual 10k road race (which last year brought 1100 participants). After the run the competitors will receive t-shirts featuring the MSMC continuing ed logo and the phrase you build a stronger body, well build a stronger future as well as our slogan A new definition in adult education. As well as an information flyer and response card, and reusable sports drink container.MSMC will also sponsor two local boy scouts and girl scouts troops, which will involve free use of MSMC meeting rooms and grounds and swimming pool for Scout sponsored activities. MSMC will also sponsor a local pee wee sports team by purchasing the uniforms, which will carry the MSMC adult ed logo.

7)Implementation and evaluation

a)Scheduling- We will use a continuity plan which will spread the advertising evenly over the length of the campaign. Enrollment in MSMC accelerated program is an ongoing process with students beginning classes every six weeks. However, enrolment tends to be at its highest in the summer months. For this reason we plan to kick off our campaign in the spring to coincide with the Easter egg hunt. The campaign will last for six months.

8)Evaluation- We will evaluate the effectiveness through several means. The most obvious will be an increase in the number of students enrolled in the accelerated program. We will also track the number of student who inquire about the program and ask how they heard of our program. This will give of some idea of which mediums are having the most impact.

)Budget- Our budget of 5 million dollars will 5 million dollars will be allocated the following way

a)Broadcast We will spend the largest portion of our budget on broadcast, as it the advertising medium which reaches the most people.

b)Print We will place ads in the major local area newspapers which will run 7 days a week, with larger ads on Sundays in the classified section of the paper. The plan with print advertising is to attract people who are looking to change or upgrade their jobs.

c)Radio We will run a thirty second radio spot two times per hour on the four radio station in the area that reach our target market 104.7top 40 pop, 7.7 Stern/classic rock, 4.7 alternative rock, 10.4 talk/news radio. Please find a script of the radio ads below.

d)Out-of-Home advertising- New York City and the surrounding counties relay heavily on the public transit system. We will therefore allocate a large portion of our budget to transit advertising.

Television AdA car drives through a parking lot slowly past a sign Welcome New Accelerated Students, It is raining. The driver of the car parks the car and gets out. He is in his mid-to-late thirties, dressed in khaki pants and a light jacket and carries a messenger bag. As he exits his car he finds a smiling MSMC advisor waiting with an umbrella. The student smiles a little uneasily as the advisor begins to follow him toward the door, still holding the umbrella.

Inside the classroom the student sits at his desk, the advisor, standing behind him, still smiling. The student glances uneasily back at the advisor. As the professor begins to hand out the syllabus the advisor takes off running in an exaggerated sprint to hand the syllabus directly to the student.

A voiceover begins At Mount Saint Mary Colleges new Accelerated Degree program were dedicated to meeting the needs of the busy adult student. We can accommodate yourschedule with online classes, blended on-line classes andevening and weekend class schedules, allbased ona six week accelerated program that gets you to your fouryear bachelors degree in two and a half years. We take you through the financial aid process one on one, to insure that you receive the maximum financial aid possible.Theres an accelerated student only lounge with coffee and snacks, child care and… oh yeah, you still get to have a life…a new one. Call 561-0800 to speak with one of our specially trained advisors, or visit us online at MSMC.edu.

(Concurrent to the voice over) The student sits in the commuter lounge on a sofa reading a text book. He has a bagel in one hand and his coffee cup is sitting on the table next to him. As he takes a drink and sits the cup back down, the advisor stands behind him with a pot of hot coffee and begins to pouring a fresh cup. By this time the student is getting used to this treatment and doesnt seem to notice the advisor. The final scene cuts back to the opening frame with the advisor holding the umbrella over the student as they near the classroom building. The student begins to side step and then breaks into a run in an effort to trick the advisor, who is of course making every effort to keep up.

Voice-overOkay, maybe were not that helpful...but we come pretty close.Mount Saint Mary College, The new definition of adult education.

Radio Ad-(the sound of a pencil being sharpened)

Student Umm…What are you doing?

Advisor Im your MSMC accelerated education advisor.

Student I know that, but…um really, I have this...thanks.

Advisor It looked a little…

Student Its fine….

Announcers VoiceAt Mount Saint Mary College we know youre busy, we also understand your desire for a better life. Thats why we have our helpful, specially trained advisors available to you day and evening to will help create a class schedule that works for you, well walk you through the financial aid process, and we even have childcare available and study & commuter room just for our accelerated students.

At Mount Saint Marys accelerated program youll earn your four year degree in two and a half years, and oh yeah, you get have a life…a new one. Call 561-0800 to speak with a specially trained advisor, or visit us on the web at MSMC.edu. Mount Saint Mary College, the new definition of adult education.

(Sound of a toilet flushing)

Student Do you mind?…I mean really!

Advisor Just trying to help…

AnnouncerOkay maybe were not that helpful, but we come pretty close.

Print Our print ad will feature a strong black and white graphic. The ads will focus on drawing in individuals who are unhappy with their current jobs and will be featured in the classified section of the newspaper. Because of this the other line which is mentioned in our ads Have a life…a new one will be the central feature, with our slogan Mount Saint Mary College…the new definition of adult education, featured as the secondary line. The graphic will feature a hand reaching out from the left of the ad toward the center.A hand also reaches out from the right side holding a diploma in a passing motion. The copy is right down the center of the ad.

Mount Saint Mary Colleges

NEW Accelerated Program for adult students

• Class schedules for the busy adult student

•Specially trained advisors for adult needs

•Online courses, blended online courses, evening and weekend classes

•Even child care

At MSMC have a life…a new one

1.845.561.0800

www.msmc.edu

Billboard Our ad campaign will feature 6 similar, but slightly different billboard ads. Here I will describe one of the ads.

Mount Saint Mary Colleges NEW accelerated Program for adults will be the heading of a piece of paper clipped to a clipboard. Under the heading will be a check list

᠍childcare

᠍online classes

᠍weekend classes

᠍specially trained advisors

᠍commuter room

www.msmc.edu

1.845.561.0800

All of the ads, the billboards as well as all the others except the newspaper ads will all be in the school colors of yellow and blue to give them continuity.

Budget

Yellow pages

5.50 per month x(New York, Orange/Rockland)160.00 (per year only)

Radio

0 second spot xper hour x 4 x 4 stations = 70 x $17 each $81,07

Print

Hudson Valley paper/ Times Herald Record/ Cornwall Local/ Poughkeepsie Journal high bycolumn wide- 18.55 per day average x 4 x 6 weeks=$1504

Marketplace= 1.50 week x 6 weeks = $5

New York Times - $1100 per week x 6 weeks= $8,600

$4,4

Out-of-Home

Whole bus = $18,000 per year x 10 buses = $180,000

Tail Cards = $0 per month x 6 months = $540 x 50 buses = $7,000

Inside subway = $10 x 6 months x 50 cars = $6,000 Total bus $4,000

Shelter Cards-100 GRPS 46 panels = $18, 170

Billboard=$500 per month x 10 ads x 6 months=$0,000

$1,170

Television

Average of $65 per run x

channels x runs per day x 6 weeks$07150

Sponsorships$ 11, 000

Total production costs

$16,000

Direct Marketing $10, 000

Commission = 14%$60,678,54

Total Campaign$44066

Please note that this sample paper on Advertising campaign is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Advertising campaign, we are here to assist you.Your cheap custom college paper on Advertising campaign will be written from scratch, so you do not have to worry about its originality.

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