Brazil and production of superstars Essay Example | Topics and Well Written Essays - 500 words

Brazil and production of superstars - Essay Example Many of these players including Ronaldoinho displayed their passion for soccer by playing on the streets of Brazil. Because of rough conditions and cramped places, they had to find different ways to improvise and in the process learned some of the best maneuvers. In the game of soccer as in any other sport, playing in restricted space means you need to improve your game by setting various targets. This is the only way one can develop his skills with limited resources. all Brazilians players display this kind of skill. You look at them and you know they have such close control of the ball. But there are some external factors as well. Soccer is the national sport of Brazil and thus young Brazilians take up soccer very early. Their concentration on promotion of soccer is almost natural since high percentage of youth goes for soccer than any other sport. Apart from that weather also plays an important role. Unlike Europeans, who may find weather a problem now and then, Brazilians can practice throughout the year because of their ideal climate and this gives them more chances to develop their skills. Brazil may be a poor country but it runs its sports business in highly professional manner. In early 1900s, soccer was an amateur game but it turned professional when passion for the game grew. Many clubs emerged that later formed their leagues.

Corporate Communications of Marriott Essay Example | Topics and Well Written Essays - 1000 words

Corporate Communications of Marriott - Essay Example "Those ideas quickly find their way into the hands of members of the team at HQ who can either solve the problem or spread the word about a good concept that works." Managers need to understand the basics of the company's products and services to manage with depth. For many years their chief financial officer and other non-operations executives have been required to attend the company's "food school" to gain a bit of "hands on" experience with the products and services that form the basis of Marriott's world. Mr. Marriott recounts that his dad particularly enjoyed talking to his employees. Marriott's corporate legend is full of stories of his father perched on a hotel lobby sofa, listening to the family problems of one of their associates while senior managers "cooled their heels" waiting for him to return to the office. He confirms that the stories are true. His Dad felt very strongly that the concerns and problems of the people who worked for him were always worth listening to. In his eyes, a successful company puts its employees first. Mr. Marriott says: "I couldn't agree more. When employees know that their problems will be taken seriously, that their ideas and insights matter, they're more comfortable and confident. In turn, they're better equipped to deliver their best on the job and to the customer. Everyone wins: the company, the employee the customer." The philosophy of putting employees first is particularly important in the hospitality industry, because Marriott is in the people business, not just the service business. Customers are not just affected by the tangible parts of the business but the intangibles as well. If the people who are responsible for supplying that human touch are unhappy, tired, stressed, poorly trained, or otherwise distracted, they're probably not going to do a good job. On the flip side, if employees are content, confident, and generally happy with themselves and the job, their positive attitude will be felt in everything they do. The Marriott "Pathways to Independence" is employer-sponsored welfare reform done right. An employer needs to stay involved with new employees to help them overcome their failure points. Other areas of success: "over-managing" by design and work-life programs. He recounts many ways in which these tasks have become more daunting as the nation's hourly workforce has become more multicultural in makeup. Many of their hourly associates "must cope with complicated immigration procedures, interpersonal cultural clashes, and social discrimination, in addition to the pressures of child care, elder care, substance or domestic abuse, or housing problems." To that end, Marriott started a toll-free consultation service for their associates staffed by social workers who field questions and find solutions to just about any problem. And they can do it in more than 100 languages. They rolled out the 800 Associate Resource Line (ARL) on a national basis in 1996, after a two-year regional trial run. Although the program is based on intensive studies of their associates' needs, the thinking behind it is actually pretty simple. At heart, it's really just a higher-tech version of Mr. Marriott's Dad's