Relationship in the Tempest Essay Example

Relationship in the Tempest Paper Prospero and Mirandas relationship in the Tempest is a strongly bonded one. However, Prospero has a very strict control over Miranda, especially any aspects relating to sexual relations. Prospero loves having and controlling power, and Miranda is another thing to add to his list, which he can have complete power over. Like every parent and their children, they are bound to have arguments at some points through their life, but these hardly change the relationship between them. In the time that Shakespeare was writing this play, woman played less important roles in society that men did, so we have to take this into account. There are also many different ways in interpreting what Shakespeare has said, so sometimes, we have to choose what we, ourselves think is right. From the beginning of the play, we can tell that Prospero and Mirandas relationship is a strong one, when Prospero uniforms her of their past. Miranda is obviously very close to her father, because when he tells Miranda about being usurped by his false brother Antonio, this immediately provokes hatred in Miranda. If she wasnt so close to her father, and did not love him as much, then she wouldnt have been so moved by what she just heard. She says:  I should sin  To think but nobly of my Grandmother;  Good wombs have born bad sons.  This quotation expresses her disbelief in the feat of such a good and honourable woman producing such an evil son. We will write a custom essay sample on Relationship in the Tempest specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Relationship in the Tempest specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Relationship in the Tempest specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We can see just how much love Prospero has for Miranda when Prospero tells the audience, about when they left Milan on an unworthy boat, in a storm, when Miranda was quite young. Prospero says:  Thou was thou did preserve me.  The word preserve seems to show that even when he was crying and groaning, Miranda was what kept him going, kept him determined to survive. This shows how strong their relationship is and how much love that Prospero has for Miranda even though some of the time; he does not always show it. Since arriving on the island, Prospero has had to do a lot of things for Miranda, including p being her tutor, as there are no teachers on the island to educate Miranda:  Have I thy schoolmaster, made thee more profit  Than other princes.  Because Prospero is such a great man, he has been able to give her better education than other princes. The love and kindness in the relationship is reciprocal, as Miranda expresses her gratefulness towards her father:  Heavens thank you fort.  Next the audience witness Prospero using his magic in order to lull Miranda to sleep so that he might have to chance to speak with his magical sprite Ariel. In this way, Prospero uses sleep to separate his family life and his business of bringing his enemies to justice. Miranda says:  The strangeness of your story put  Heaviness in me. Shakespeare uses this power of Prosperos to allow sub-plots into the play, and even mystery in the plot, and the characters within the play. For example, the audience is aware of Prosperos dialogue with Ariel and the history of Ariel, Sycorax and Caliban whereas Miranda is ignorant of this. Prospero may have wished to protect Mirandas innocence by putting her to sleep so that she would not know about Ariel or his torment as a result of the witch Sycorax. Whatever the reason, Prospero uses sleep to remove the complications, so that he may speak with Ariel openly without having to answer any questions of explain anything to Miranda. However, other people may take this power as the easy way out, and that he cannot be bothered to explain anything to Miranda. To others, it may seem that he is keeping something from his daughter, and he shouldnt be doing this. I believe that the first reason is the real reason, but we are left to make our own choice.  Prospero shows great caring towards Miranda, and a good example of this is after Ariel and Prospero have spoken, and it is Mirandas turn to awake:  Awake, dear heart, awake; thou has slept  Well.  The words dear heart express the caring feeling towards Miranda, and also shows us what Miranda possesses.

How equal opportunities and managing diversity impact on organisations and their HRM practices The WritePass Journal

How equal opportunities and managing diversity impact on organisations and their HRM practices Introduction How equal opportunities and managing diversity impact on organisations and their HRM practices ). In regard to this, this report presents findings from primary and secondary research that was carried out to establish the importance of embracing and managing workplace diversity. Research Approach As aforementioned, this research was carried out using both secondary and primary approaches. The secondary approach involved reviewing literature that has been published on various databases about the subject of workplace diversity. A preference was given to peer-reviewed journal articles because of their renowned credibility in terms of the researched information they offer (Yin, 2010). Since the time and resources to carry out an exhaustive primary research was limited, semi-structured interviews were used to collect qualitative data from a seven colleagues in college. The data was collected through an audio recording for further analysis. This approach was selected because it is relatively informal and does not require a lot of time to get the required information (Yin, 2010). Findings Findings from Secondary Research Many researchers have carried out studies the subject of workplace diversity. However, as pointed out by Herring (2009), this concept is relatively new, dating to the 1980s. Some of the factors that have contributed to an increase in workplace diversity include the increased immigration – especially to developed countries – which has led to an increasingly international workforce. The equality campaigns that have been on the increase have also led to an increase the number of ethnic minorities and women in the present-day labour pool. It is evident that if poorly managed, diversity will adversely affect productivity of human resources. Thus, human resource managers in organizations ought to implement effective diversity management practices so as to turn diversity into an advantage (The Times 100, 2013). Importance of Managing Workplace Diversity With the ever increasing diversity in global population and workplaces, it is vital to establish the benefits of managing diversity. Michalle and Barak (2010) argue that diversity increases the productivity of employees. This is because of the fact that a diverse workplace comprises of different talents, skills and experiences, and if these differences are combined and directed towards the achievement of a common goal, it is certain that it will be advantageous to the organization. In another research on workplace diversity, Herring (2009) established that effective management of a diverse workforce increases creativity and problem solving. By treating contributions of every employee at the workplace as important, regardless of their experience, race or gender, useful insights about how to approach a certain task in the organization can be found. Organizations that fail to take advantage of the diversity in their workforces may lock out ideas from employees that may be of phenomenal importance to the progress of the company. Companies that have created a reputation for effective management of diversity have the advantage of attracting and retaining a diverse workforce, which comes with diverse talents and capabilities. Inclusion in the workplace motivates employees by creating in them a sense of belonging. Acknowledging diversity in the workplace motivates the employees and also increases their levels of commitment towards the organization.   In a study carried out by Groeneveld (2011) on management of workplace diversity and its impacts on employee turnover, he established that companies adhering to diversity policies in recruitment and other human resource management practices in their organization had much less cases of employee turnover than those whose diversity management approaches were not as ideal. Given that diversity will be almost inevitable in future, organizations have to ensure that they put the most effective diversity management practices in place. There is also a legal advantage of ma naging diversity in organizations and encouraging inclusion. Application of appropriate approaches in diversity management limits the chances of lawsuits by employees that feel excluded (Michalle Barak, 2010). Not only does this save money that could have been spent on litigation expenses, it also creates a positive reputation of the organization to a wide range of stakeholders. Tadmor et al. (2012) argue that companies that target a market with diverse customers greatly benefits from employing a diverse workforce. For instance, if a company has a marketing team that comprises of people from different races, religions and genders, the possibility of such a team attracting a wide range of customers is higher as compared to a team that consists of people from the same gender, race or religion. Thus, effective diversity management may increase the returns of a company by attracting more customers. Challenges of Workplace Diversity Management Even though management of diversity has many advantages for employers and employees in organizations, Caà ±as and Sondak (2010) argue that there are several associated challenges. Management of diversity involves the recognition of the value associated with the differences in the workforce, promotion of inclusiveness and elimination of any kind of discrimination that exists in the workforce. Ensuring that all these aspects of management are exhaustively addressed may be challenging for human resource managers, especially when diversity among employees is quite extensive. Some of the disadvantages that are associated with poor workplace diversity management include increased employee turnover, lack of synergy and ineffective communication among employees, and an increase in the chances of companies facing lawsuits and negative publicity (Tarmac, 2012). A recent example of a diversity issue that tainted the image of an organization took place in 2011, when a Liverpool hospital placed an advertisement for job vacancies. In their conditions for application, the included as statement that referred to equal opportunities as â€Å"usual rubbish† (Hough, 2011). Even though the statement was replaced after negative feedback from the public, it has drawn negative attention from different parts of the world, which has also affected reputation of the hospital. For effective diversity management, Herring (2009) suggests that managers have to first understand the diverse needs of their employees and identify areas from which discrimination may arise. They should then create the ideal policies that will ensure inclusiveness in the organization. Findings from Primary Research To establish the impacts of equal opportunities and diversity management in the workplace, mixed reactions were obtained from some of the peers that were interviewed. Whereas two of them were of the view that ensuring workplace inclusion may be unnecessary for organizations, five of the respondents were for the idea that managing diversity is among the most important human resource management practices of the 21st century. Responses in support of Workplace Diversity One of the questions that the subjects were asked was how diversity may affect the productivity of an organization. In response to this question, one of the respondents, who is a proponent of diversity argued, â€Å"There is no way that a company in the 21st century can survive without having a diverse workforce. Diversity does not only exist in the colour of the skin or the language we speak. Everywhere in the UK, there is diversity in religion, gender, and generations. What companies ought to do is agree that diversity is inevitable, and find ways to deal with it for their own advantage.† This response indicates that there is widespread knowledge about diversity and organizations ought to device the necessary approaches to increase productivity of their diverse employees. Another respondent added â€Å"Diversity in the workplace is good. Though it may be difficult at the start, continued co-operation with team members from different backgrounds makes it possible to understa nd and appreciate one another. If I am offered a job in two companies, one with a good reputation of inclusion and another known for discriminating against some workers, I will definitely choose the one that has created a reputation of inclusiveness† Responses against Workplace Diversity In response to the same question on how diversity may affect productivity of an organization, another respondent who thought diversity is overemphasized argued, â€Å"I think diversity in organizations is a good thing, but organizations ought to focus more on merit. If I have vacancies in my company and I am looking for the best employees to fill those positions, I should not be forced to select a ‘diverse workforce’ because the policies say so, instead, I need to select the most qualified candidates. If the most qualified candidates are from the same gender, ethnic or religious backgrounds, I should be free to hire them. This whole diversity debate may not be as constructive as we think it is.† The response given by this respondent is also quite sensible, which indicates that there are some disadvantages that are associated with workplace diversity policies. Findings from primary research, as indicated, were mixed. Whether the response provided by the respondents supports or is against the importance of diversity in the workplace, they both acknowledge the existence of diversity issues in the 21st century. However, most of the respondents were in support of the implementation of appropriate diversity management strategies. This indicates that equal opportunities and management of diversity in organizations is among the most important practices in present-day human resource management. With a projected increase in levels of diversity in the UK population, as well as other parts of the world, it will be inevitable for organizations to have a diverse workforce (Caà ±as Sondak, 2010). Conclusion The 21st century has been characterized with a phenomenal increase in diversity among population across the globe, which has also affected the composition of employees in many organizations. This research had the aim of establishing the importance of inclusion and the management of diversity in organizations. Even though some disadvantages of employee diversity were established from the primary and secondary research that was carried out, most of the respondents and all the secondary sources accessed indicated that inclusion and diversity management is a very vital human resource practice. From the findings of the research, one of the recommendations that can be made for human resource managers is that all employees have to be informed on the importance of workplace diversity and how to effectively collaborate with their workmates from different backgrounds and gender. References Caà ±as, K.A. Sondak, H., 2010. Opportunities and challenges of workplace diversity. New York: Prentice Hall. Groeneveld, S., 2011. Diversity and employee turnover in the Dutch public sector: Does diversity management make a difference? International Journal of Public Sector Management, 24(6), pp.594-612. Herring, C., 2009. Does Diversity Pay?: Race, Gender, and the Business Case for Diversity. American Sociological Review, 74, pp.208-24. Hough, A., 2011. NHS hospital usual equal opportunities rubbish job advert sparks investigation. The Telegraph, 5 September. Michalle, E. Barak, M., 2010. Managing Diversity: Toward a Globally Inclusive Workplace. Thousand Oaks, CA: SAGE Publications. Poster, W.R., 2008. Filtering Diversity : A Global Corporation Struggles With Race, Class, and Gender in Employment Policy. American Behavioral Scientist, 52(3), pp.307-41. Tadmor, C.T., Satterstrom, P., Jang, S. Polzer, J.T., 2012. Beyond Individual Creativity The Superadditive Benefits of Multicultural Experience for Collective Creativity in Culturally Diverse Teams. Journal of Cross-Cultural Psychology, 43(3), pp.384-92. Tarmac, 2012. Diversity and inclusion policy. [Online] Available at: tarmac.co.uk/about_us/about_tarmac/idoc.ashx?docid=ffe70bb0-4510-476a-8dd4-b352a63c1b48version=-1 [Accessed 26 February 2014]. The Times 100, 2013. Competetive advantage through diversity. [Online] Available at: http://businesscasestudies.co.uk/tarmac/competitive-advantage-through-diversity/conclusion.html#axzz2MxtlEGBP [Accessed 26 February 2014]. Yin, R.K., 2010. Qualitative Research from Start to Finish. New York: Guilford Press.

Expanding Sentences With Prepositional Phrases

Expanding Sentences With Prepositional Phrases This sentence-expanding exercise will give you practice in applying the principles and guidelines in these two articles: What Are Prepositional Phrases?How to Arrange Prepositional Phrases Excercise Expand each sentence below by adding one or more prepositional phrases that answer the question(s) in parenthesis.ExampleThe cat jumped and pounced.(What did the cat jump off of? What did the cat pounce on?)The cat jumped off the stove and pounced on the gerbil.There are countless ways to expand each sentence; You will find sample answers below. The students laughed.(What did the students laugh at?)The man tripped.(What did the man trip over?)Visitors arrived yesterday.(Where were the visitors from?)The candles flickered.(Where were the candles?)Gus hid the candy bar.(Where did Gus hide the candy bar?)Last night I watched a YouTube video.(What was the video about?)Sid sat.(Where did he sit? With whom did he sit?)The teacher spoke.(Who did the teacher speak to? What did she speak about?)The spaceship landed.(Where was the spaceship from? Where did it land?)Jenny stood, raised her Super Soaker water gun, and aimed it.(Where did she stand? What did she aim at?) Answers Here are sample answers to the sentence-expanding exercise. Keep in mind that countless versions of each sentence are possible. The students laughed  at the monkey on a scooter.The man tripped  over his own feet.Visitors  from the Bizarro world  arrived yesterday.The candles  on the handles of my bicycle  flickered.Gus hid the candy bar  in a dirty sock.Last night I watched a YouTube video  about green kangaroos.Sid sat  in a tub of Jell-O with his cat.The teacher spoke  to the principal about a pay raise.The spaceship  from Pluto  landed  in the desert.Jenny stood  on the roof of the garage, raised her Super Soaker water gun, and aimed it  at her little brother below. If you had any problems completing this exercise, review the guidelines and examples on the  pages indicated at the  beginning of this article.

Hummer, BMW, and Corolla's Brand Personalities Coursework - 2

Hummer, BMW, and Corolla's Brand Personalities - Coursework Example Hummer has a rugged image but to enhance their sales, they decided to change the brand personality to attract the youth and the women. Corolla has a dull image but is keen to give up its conservative approach which projects nothing except dependability. BMW gives rise to feelings of sophistication and yearning and hence is preferred by the wealthy and those who seek importance. It is hence recommended that brand owners should first segment their target market and try to understand the needs of their segment. This would help them design the features as per their requirement and hence would be more appealing to the customers. At the same time, the same brand can appeal to more than one segment and this can be done by appealing to their self-concept.Products and services today are imbued with personality characteristics and are recognized through these characteristics both by the consumers and the marketers. Marketers are trying to project an image of the brand that matches the personal ity of the individual consumer. They try to use marketing material such as advertisements and phrases so that the brand has an emotional appeal to the consumer. This becomes necessary because to buy a product the consumer must have an awareness of the brand. The brand would catch the consumer’s attention if he finds some similarities with his own requirements and personality. This led to the concept of brand personality which has been described by Aaker as a specific mix of human traits that are attributed to a particular brand.   Within a sector, different products and marketers apply different strategies to attract the right customer. Each product has its own specifications and hence they target a particular segment. Thus, the personality of the brand that is projected to the target segment must have similar characteristics and emotional appeal. This paper evaluates how three different automobile manufacturers project their brands to attract the right segment to enhance t heir sales. Online academic journals and some useful websites have been used to study the concept of brand personality in the automobile sector.  

Managing Relationship with Customer Essay Example | Topics and Well Written Essays - 1000 words - 3

Managing Relationship with Customer - Essay Example As the paper highlights CRM enables the enterprise to understand the customer very closely so that its services can be tailor-made to meet each individual requirement. Kotler et al. support these definitions and stated that customer relation management as the â€Å"process of carefully managing detailed information about individual customers and all customer ‘touch points’ to maximise customer loyalty. A customer touch point is any occasion on which a customer encounters the brand and product – from actual experience to personal or mass communications to causal observation†. The essence of CRM is that it clearly recognises the long-run value of potential and current customers, and focuses to increase revenue, profits, and shareholder value through targeted marketing activity such as developing, maintaining, and enhancing successful-customer relationships†. As Kotler et al. suggest, one of the important â€Å"goals of marketing is to develop deep, enduring relationships with people and organisations that could directly or indirectly affect the success of the firm’s marketing activities. Relationship marketin g aims to build mutually satisfying long-term relationships with key constituents in order to earn and learn and retain their business†. Relationship marketing has four dimensions   customers, employees,   marketing partners (channels, suppliers, distributors, dealers, agencies), and members of the financial community (shareholders, investors, analysis) and its outcome is the marketing network, a unique asset for the company.

Classical Mythology Essay -- essays research papers

Classical Mythology What would one think if he goes back in time to a period where myths were common? Would one believe it to be true or hold his own opinion? I would say it depends on the situation and on what type of myth it is. Classical period was full of myths. There were many aspects to mythology that were held important in the classical era. One of the most significant aspects of the Greek mythology was that it was the primary concept to put humans at the midpoint of the universe. Not like the animal deities of the Egyptians and Mesopotamians, the gods of the Greeks were human in form. Not only did they have human physical character, but they symbolized the touching flaws of humans as well. Unlike the gods of other ancient civilizations, Greek gods were not much omniscient and all-powerful, manifesting typical humans. To the Greeks, the life of the gods so closely resembled human life that the gods felt real and touchable, rather than impenetrable and distant. Even the most magical of Greek myths contain real-world elements: the supernatural Hercules lives in the very real city of Thebes, and the goddess Aphrodite is born in a spot any ancient tourist could visit, off the island of Cythera. In general, Greek myths involve less strange and frightening magic than the myths of other ancient civilizations. In this more normal world, individuals become heroes by virtue of bravery and strength rather than supernatural powers. Even though Greek myth lacks wizards and demoni... Classical Mythology Essay -- essays research papers Classical Mythology What would one think if he goes back in time to a period where myths were common? Would one believe it to be true or hold his own opinion? I would say it depends on the situation and on what type of myth it is. Classical period was full of myths. There were many aspects to mythology that were held important in the classical era. One of the most significant aspects of the Greek mythology was that it was the primary concept to put humans at the midpoint of the universe. Not like the animal deities of the Egyptians and Mesopotamians, the gods of the Greeks were human in form. Not only did they have human physical character, but they symbolized the touching flaws of humans as well. Unlike the gods of other ancient civilizations, Greek gods were not much omniscient and all-powerful, manifesting typical humans. To the Greeks, the life of the gods so closely resembled human life that the gods felt real and touchable, rather than impenetrable and distant. Even the most magical of Greek myths contain real-world elements: the supernatural Hercules lives in the very real city of Thebes, and the goddess Aphrodite is born in a spot any ancient tourist could visit, off the island of Cythera. In general, Greek myths involve less strange and frightening magic than the myths of other ancient civilizations. In this more normal world, individuals become heroes by virtue of bravery and strength rather than supernatural powers. Even though Greek myth lacks wizards and demoni...

Formula One Constructors -Strategic Management

In this paper i will analyse and evaluate competetivenes of Formula one Motorsport industry and its dynamic characterictisc influenced by external and internal factors to critically understand and explore strategic management thoery of sustained competetive advantege and its significant importance in order of carrier succes of any Formula one constructors .I will try to clerly identify external and internal issues and changes , affecting (facing ) development of sustainable competetive advantage within formula One Teams , by presenting and demonstrating appropierate strategic management frameworks and approches . F1 industry its one of the most competetive and dynamic popular motorsport and specialist business worth E 350 billion to E400 billion(A. T Kearney Zygband et, 2011) ,within which many teams , effectivelly compete with each other in designing and constructing bolids prototypes to achieve succes and survival and competetive advantege agaisnt other rivals .There is significat questions frustrating F1 constructors since decades , regarding to how most effeectively and efficientyly achieve competetive advantege for thier teams to outperform and step ahead of other competitors in industry and how to achieve sustainable competetive advantege for dominance in numbers of seasons . This essay will be devided on four part in which first part will give brief overview about Formula one Industry, then i will demonstrate theories related to sustiable comepetetive advantege with reflection to achievement of the success in the Formula One motorsport .In the Next part of this paper i will critically eveluate generic model and strategic capabilities based on resource based view and knowledge based view of the startegy which requires constant reference to the resources and knowledge of competitors to achieve competitve advantege . In this section i will focus on the Williams ‘s team during thier dominance and technological reveloution in mid of 1990, where also i w ill provide my own point of view of why they didnet keep thier dominance and what they could do better at this time to sustain thier sucess futher .This is industry is strongly competetive and is perceived as very dynamic and very difficult to sustain at the leading position for numbers of season which is proved by the fact that since the start of of the World Championship (1950) only two F1 constructors won the Chapionship consecuitevely more than four times MClaren(1988-1291) and Ferrari (1999-2004). In the end i will write my opinion of which team has created the best source of the competetive advantege and also finally i will draw conclusion based on my analysys and my findings obtained throughout analysing of this case .Formula one Motorsport became one of the most popular and technologicaly innovative motorsport and sport TV event around the world which enjoyed the third highest audience in the world staright after Olimopics and World cup soocer . Unfortunately being fromula O ne constructor requires to generate sponsor revenues through increasignly sophiticated marketing strategies and also need to design , develop manufacture and race open wheel signle seat racecar.This is extremly expensive and requires huge amount of funds from sponsors and stakholders which are essentila to create competetive advantage againts key marekt competitors by implemeting new revolutionary technology innovation into their bolids sucha as the most powerful and reilable engines with innovative design of the chasis with all aerodymanims . in 2008 the top 3 teams were Ferrari , Mclaren and Williams cvbvd ciag dalszy ,. t is not only an season motorsport event its a strong and competetive individual industry within which F1 constructors are business organisations competing with each other for the survival and the success in the every single F1 season . its seen to to be very simply enough to achieve sustained competetive advantege and succeed in in this indystry while having the best car ,the best driver , the best supporting team and all supported by finanse from sposnsors.Unfortunaterly it does not so simple as not many F1 constructor up to date were not able to manage and linked all available all stretegic capabilieties based on resources and competence to work effectively together to achieve sustained competetive advantege in long term . such as 3 or 4 year or more . Todays strongly competetive and dynamic business environmnet requires from all organsiation and companies to seek developments of their susiable competetive advantege which enables then to stay attractive and innovative for the market and survive in competiton with their competitors .According to Alderson (1965) firms should strive for unique characteristics in order to distinguish themselves from competitors in the eyes of the consumer for a long period of time that is, sustainable competitive advantage. Sustainable competitive advantage is the ability to offer superior customer value on a n enduring or consistent basis, a situation in which competitors are unable to easily imitate the firm? capacity for value creation (Collis and Montgomery, 1995). According to Barney (1991), sustainable competitive advantage arises when the firm? s resources are valuable and the resources help the firm create valuable products and services, they are rare and competitors can not get acces to them, inimitable competitors cannot easily replicate them and appropriate when the firm owns them and can exploit them . .36 KCA JOURNAL OF BUSINESS MANAGEMENT: VOL. , ISSUE 1 (2009). The competetive advantege of an organisation such as Formula One construcotors is likely to be based on strategivc capabilities that are valuable and contribute to its long -term survival or competetive advantage . There are two main components of strategic capabilities resources and competence(ksiazka kopiowana)Resources are the asstes that organisation have or can call upon and competence are the ways those assets are used or deployed effectively.In this case of formula one constructores resouresec are machinces ,patents ,computer systems , managers , engenires and deisgners as resources are all assets controlled and possessed by the firm (Barney, 1991) and competences are productivity ,organisational values, managerial competencies, organisational structure, process and technology ,knowldege flexibility and experance ,skills as a core competencies according to Prahalad and Hamel (1990) and which are the collective knowledge about how to coordinate the business.Unfortynately efficiency and effectiveness of physical resources or financial resources or the people in F1 team depend not just on their existence by on the system and processes by which they are managed ,its depend of reletaioshiops and cooperation of the people in the team thier adaptability, thier innovatory capicity and and thier experciance and learnbing about what works well what does not which and develop core competencies wit hin the firm or team .Core competences are crucial as they linked set of skills ,activities and recourses that togehter deliver value,differentiate business from its competitors . To core competences of teams competing in F1 we may include effective communication between the constructors and the driver, ability to negotiate sponsorships, leadership and motivating abilities of CEOs, efficient use of the budget and royalties, skills, knowledge and experience of the team as a whole. According to Teece (Teece, et al. 1997) firm’s capabilities necessary for effective operations ill not support company’s superior performance. Strategic capabilities of the firm or in this case F1 costructors team can not be static they need to dynamic and change ,renew and recreate to meet the needs of the changing environmnet where Formula one Industry is most technologically developed and competretive motorsprort industry . Dynamic capabilities confirms that in order to remain competitive c ompany must possess the competence to renew and adjust their strategic capabilities to operate effectively and efficiently in changing environment.As It is significant for F1 team to work on design and development of both engine and car chassis on everyday changing basis, to maintained existing but also retain new sponsors which are crucial for any F1 team , to continuingly motivate and also recruit the new talents. These knowledge resources and capabilities, resulting from learning processes implies an improvement in response capacity through a broader understanding of the dynamic and competetive environment (Dodgson, 1993; Sinkula, 1994).The organizational learning process such as in F1constructors Team helps tem to discover why problems are seen in a one dimensional frame work posing questions of the current systems and challenging paradoxes as they occur (Murray and Donegan, 2003) . [†¦ ] We believe that the careful study of how capabilities and competition mutually influen ce each other could be one of the next great opportunities for the field of strategy research. †Henderson and Mitchell, introduction to the ‘Summer 1997 Special Issue: Organization and Competitive Interactions’ of the Strategic Management Journal. The issue of firm performance and what startegic approch they should select to achieve sutainale competetive advantege has been disccuesed for decades and encompasses most other questions that have been raised in the field, as for instance, why firms differ, how they behave, how they choose strategies and how they are managed (Porter,1991) (Ansoff, 1976). n this case there are two different startegic approches are presented the positioning approach and the resource based view . In itiated in the mid-1980s by Wernerfelt (1984), Rumelt (1984) and Barney (1986), the resource-based view (RBV) has since become one of the dominant contemporary approaches to the analysis of sustained competitive advantage. A central premise of the resource-based view is that firms compete on the basis of their resources and capabilities (Peteraf and Bergen, 2003). Resource based view theories suggest that in order to take the part of F1 race the team must retain tangible resources such as highly qualified technical staff which would include race engineers, designers, aerodynamicist, composite expert, system specialist, but also CEO, budget, sponsorship and also the driver as the core competent resource inluencing succes of the team .The positioniong approch for business says that the best way to predict the future is to create it, and companies are often able to position themselves in ways which set and exploit the basis of competition to their advantage. The positioning approach is strongly linked with Porter strategic view , who argues that in order to achieve superior performance company must to understand the structure of the industry, in which it operates.This will allow the firm to adjust their strategy and exploit the underlying economic factors within the industry even better than their competitors do which might allow to outperform them . From other point of view of (Barney, 1991, Rumelt, 1984) this approch is criticised , as it assumes that all businesses operates on an equal organisational field. As Formula one industry is quite closed industry , creates field of constant formal or imformal shareing of common technoligies innovations , regulationa as also tacticts and stategic approches .According to Porter (1985) attractiveness of the sector can be defined by the implementation of the five forces model. Implication of this model to F1 motorsport industry presents that this industry is very difficult to enter industry with the low threat of new entrants due to high start-up costs and investments , there is quite low bargain power of customers due considerable number of viewers, power of suppliers is not really strong and very low level of potential substitute within industry but with very strong competetive high intensity of rivalry .F1 has passed trough maturity stage around 1970-1980’s, an this demonstrat that the major players are in industry for good while what makes them well experiance and determined to achive competetive advantege agaist other top F1 constructors . And this raises the question what can be done to obtain and sustain competitive advantage in such environment? According to the positioning approach business can gain competitive advantage either through cost leadership or product differentiation (Porter, 1979).A cost leadership strategy requires that a business define the source of cost advantage, which allows it to sell its products and services cheaper than rivals. Differentiation strategy on the other hand concentrates mostly on developing the product which will differ from those manufactured by a business’s competitors. within this type of industry sucha s Formula one motorsport there is no aplication for cost leadership stertegy as F1 constructor are focused on winning championships not looking at spending cost alomst at all .Formula one Teams using differentiation strategy which is enebling them to used thier avaiable resources in most innovative and attriactive way to achieve competetive advantege which something proved that this is still not enough to suceeddd in the longer term as all F1 constructors are strongly focus on differrttinagn and constant innovating of their teams agaisnt oders competiotrs .Another singnisicant external factor incluencing sucess of any constructors team are shifts anbd changes in environmnt which can suddenly change the value and importance of particular resoures and this is fundamental to understand and predict this before other to sustain advantege and this is what Williams constructors team has done in mid of 1990s. Williams team presents technological revolution in mid of 1990 by focusing on engerring aspetc which enables them to use many of innovations developed by othe rs teams .During the period 1992-1994 Williams cars won 27 out of 48races and they secured F1 consctrucor title for there years and they won Race championship in 1992 aand 1993 . By both Frank Williams and Patrick Head designs which were even more functional and innovative than this used in competitiors teams ,they makes thier bolides both very fast and reliable. The car development process was always top priority for Mr . Willinams and Patrick Head where importance of drivers took second less important place in their management of competetive advantege .Unfortunately they didnet realised importance of the good test driver role which who could help technicain to define and solve the probllems with the car to developed thier deisgn and set up evnen more effectively . Main a source of competitive advantage for Wiilliam team was thier technical excellence created by William and Head and attention in building relationships with thier engine supplier Renault which was very valuable due t o human and finacnial resources invested into the project.Most importnat for Williams’s team was to gain a constructor leadership, by the development of innovative combination of engine and the car chassis. Thier differentiated strategy which focused on the deelopment process of engine and the boilids become also a base of the sustainable competitive advantage where driver was perceived as less important movable resources as they do not belive putting milions in to driver is nessersary , since the development of outstanding bolide . Frank williams and his ‘masculino' approch unfortunateky was negatively effecting drivers relationships within thier F1 team .Actually Williams team dominance in mid 1990 was also resulted of many other internal and external factors such as innovative development of thier competitors such as ground effect and active suspension developed by Lotus , carbon-composite monocoque developed by McLaren and and semi automatic gearbox developed by Fer rari . Close business relations with Renault and priceless long-lasting relationship between Patrick Head and Frank Williams. Frank strategy was successful only for three season in constructors championship, longer due to series of negative events occurring between 1994 and 1995 .Williams team the best driver Ayrton Senna, died in the tragic accident during a San Marino Grand Prix in Imola in 1194. This accident shekad with whole Formula one industry as A. Senna was the most talented driver in F1. After year In 1995 Renault, decided to start manufacture, the engines as well for Benetton team. Furthermore one of Williams ex designers helped Benetton with car development, in which many technological innovations used by Williams in thier boilids influencing slow process of loosing competetive advantege of their tea . Another External factor which imacpt on fuutere ledarship of williams team was that M.Schumacher joined Benneton team . Thankfully for Williams, Schumacher shortly moved t o less competitive Ferrari, giving Williams team a clear way for gaining their sustain competetive advantege lost. Frank strategy was successful only for three season in constructors championship, longer due to series of negative events occurring between 1994 and 1995 . Williams team the best driver Ayrton Senna, died in the tragic accident during a San Marino Grand Prix in Imola in 1194. This accident shekad with whole Formula one industry as A. Senna was the most talented driver in F1.After year In 1995 Renault, decided to start manufacture, the engines as well for Benetton team. Furthermore one of Williams ex designers helped Benetton with car development, in which many technological innovations used by Williams in thier boilids influencing slow process of loosing competetive advantege of their tea . Another External factor which imacpt on fuutere ledarship of williams team was that M. Schumacher joined Benneton team . Thankfully for Williams, Schumacher shortly moved to less com petitive Ferrari, giving Williams team a clear way for gaining their sustain competetive advantege lost.The critical elements which impact Williams losss of sustainable competitive advantage after mid of 1990 were based of their priority focus on developments of engerering resources to win constructors championship , and laack of startegic management of thier capabilieteis and ability to linked then to each other to achieve superrior performance avoinding crating disadvantege threshold capabilities. I am of the opinion that in some way it created disadvantage for the team. Previously mentions Knowledge based view mentioned confirmed how important or even most important are human resources and the ability to share gathered information. nfortynatek within Williams F1 team this approcha was not really respected especially in relation to the role of the dirver and thier proffesional knowledge that they possesed even if they changed each season . Aityan (2012) described that to expect a high level of loyalty from the employee, the organisation should show similar or even higher level of loyalty to them where in Williams team , Patrics Head together with Franks autocratic leadership style to drivers does not practice that at all and was also blocking flow of valuable information between departments . hats why drivers were leaving after one season (e. g. Mansel, Prost). I i have described Formula one indusrty as closed industry with low probabiolity of new entrants FranK did NOT realised that by this management approch he was disadbventing his team by letting drivers and even engeneires share their knowlded and concepts obtiane in williams team with other competitor teams . According to Pickett (2004) when people leave, their knowledge also does. . Tymon et al. 2010) found that the key predictors of employee’s intention to leave are satisfaction with and pride in the organization and perception of it being socially responsible. Williams’s management to secure their competitive advantage should have a better developed career developemnt program for their key employees where they should be empowerd in decision makin process within the team and and drivers should be respect and not treated as the recruits . The best teamFerrari would not be able to achieve the succes even with this all tangible resources without proper and effective management strtegies allow all this available resources to be linked together and effiently Ferrari apooitned new boos who was twenty five year old, connected to Fiat owners, lawyer Luca di Montezemolo perceived as young and not necessary familiar with the industry surprisingly he appeared to be a perfect fit for the role due to his managerial skills and ability to put the order into day to day operations.At the same time new technical director – Mauro Forghieri and a new leading driver Niki Lauda were appointed. Ferrari constructors team with thier autocratic style and thier respect for the import ance of human resoursec in any developmnets precess proved to crrate and sustain the best source of competetive advatege by linkeages all tangible and in tangible resourses working together in appropiete manner wirh great copoeration of the key members of the team within the team .