Adolf Hitler

Hitler’s Early Life and Influences

Adolf Hitler, a dictator from the Nazi Party, was a German politician who believed in anti-Semitism and violence (Selb & Munzert, 1061). His early life played a crucial role in shaping his ideologies. Hitler’s upbringing and surroundings influenced his extremist beliefs and actions. Before rising to power, he harbored resentment against the German government (Weimar Republic), which he believed had failed its citizens. His frustrations laid the foundation for his political ambitions and radical ideologies.

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Impact of the Versailles Treaty on Nazi Ideology

Following World War I, Germany faced immense turmoil, and its citizens were deeply humiliated by the conditions of the Versailles Treaty. The treaty not only weakened the German economy but also created a sense of collective despair among its people. Hitler leveraged this dissatisfaction to challenge the government and gain support for the Nazi Party. He eradicated the Versailles Treaty and sought to restore German pride by reuniting ethnic Germans (Sutton, 35).

Nationalism and Hitler’s Concerns

Hitler’s vision for Germany was rooted in extreme nationalism. He believed the Aryan race to be the purest and considered Jews and other minorities as threats to this ideal. Fragile social and economic conditions drove many minorities to support the Nazi Party (Sutton, 15). Additionally, Hitler received backing from mainstream political parties and desperate German citizens who were seeking transformation. Within the Nazi Party, however, corruption and infighting were prevalent. Hitler’s leadership style focused on eliminating dissent and consolidating his power.

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Legacy of Adolf Hitler in Contemporary Society

In the modern era, Hitler’s ideologies and actions are widely condemned. In Germany, any display of Nazi symbols or salutes such as “Heil Hitler” is prohibited (Weber, 217). However, Hitler’s legacy continues to fuel extremist movements and white supremacist ideologies in countries like the United States. His actions remain a cautionary tale about the dangers of unchecked power and radical ideologies.

According to Awad (2005), PayPal, an American multination financial technology firm, experiences cyber security threats. As a result of becoming more at risk of cyber security threats recently, PayPal has decided to start a new development project to assess and improve its current cyber security system. Cyber security for many firms is essential as it protects the firm and its potential customers from potential cyber threats. As noted by Adrialdo Azanha et al. (2017), technology advancement has left many companies and their respective consumers vulnerable to various cybercriminal acts such as information damage and theft, hacking and industrial espionage. As witnessed in other organizations such as Walmart Inc., cyber security improvement projects remain significant as they protect all forms of data from damage and theft. The list includes sensitive details, Personally Identified Information, individual details and industry and governmental information systems. This paper mainly explores the role of agile methodology and life cycle in PayPal’s Cybersecurity improvement project.

Literature Review of Agile Methodology and Agile Life Cycle

Awad (2005), while providing a comparison between traditional and agile software development methodologies, identifies agile software development techniques. They include scrum, dynamic systems development, and extreme programming methods. Awad (2005) defines scrum as a framework using fixed-time boxes known as sprint. According to the author mentioned above, the scrum team operating scrum framework will incorporate scrum events, achieving scrum artefacts. Also, Awad (2005) notes the central scrum team members. They include the product owner responsible for development results. Scrum master accountable for liaising with stakeholders and that scrum team works successfully. The last group is the development team composed of personnel with distinct functional experiences and expertise working on system development. In their empirical findings, Awad (2005) also identifies the three scrum artefacts: sprint backlog, product backlog, and burn-down chart.  While product backlog lists required orders and is designed on specific product features and functions, the sprint backlog is the main sprint goal, and once the sprint or task is made, the progress is entailed and explicitly recorded in the Burndown Chart.

Adrialdo Azanha et al. (2017) argue that companies such as PayPal use Agile Methodology in improving their cyber security condition. As further backed by Lopez et al. (2019), Agile methodology in project management is very flexible and evolutionary. In their systematic literature review, Lopez et al. (2019) argue that agile methodology divides organization projects into short, flexible and manageable sprints. Agile has specific unmatched flexibility and is vital in dynamic organizations’ cyber security improvement projects. Besides, Alliance (2017) argues that the agile manifesto principles prompt a continuous improvement in a firm’s cyber security situation. Since the methodology has various iterations, each sprint promotes constant improvement in information systems security, thus limiting cyber security risks. Consecutively, agile manifesto principles have relevant metrics. According to Conforto et al. (2014), Agile teams use metrics in estimating cost and time and that the performance project measurement remains more relevant and accurate. Besides, when conjoined to the agile life cycle, agile methodology emphasizes optimizing performances, producing results, and necessitating Cybersecurity improvement. Agile generates essential metrics: throughput, cycle time, and lead time, helping the team’s performance measurement. Also, it identifies bottlenecks and creates data-oriented decisions correcting them.  Agile methodology at large helps improve cyber security since it protects its details from theft or damage.

Agile Methodology and PayPal’s Cyber Security Improvement Project

In order to address risks of cyber threats in the PayPal organization, PayPal uses an agile methodology in its cyber security improvement project. Agile methods at its core capacity prompt a fast and vast software development that PayPal uses. In incidences of cyber security concerns and alarms, PayPal uses agile methodology. As noted by Alliance (2017), agile methods in various financial firms remain an iterative technique. It is a practical approach to multiple projects such as cyber security improvement projects, and that in case of organization data theft or data, the organization I.T teamwork in due course. Agile methodology has helped PayPal to deliver value for its customers and organization personnel. It ensures that organizations note the significant plans, requirements, and results quickly and continuously evaluated in case of information theft or damage.

Additionally, PayPal cyber security improvement project focuses on the standard classic approach. The approach ensures that it successfully incorporates Agile Software Development approaches in its information systems security (Maurer et al., 2004).  Besides, to improve its cyber security threat condition, PayPal includes agile methodology and agile life cycle. In various dominant and financial firms such as PayPal, improving its cyber security condition means applying the agile methodology adequately. Agile methodology at large in PayPal’s firm provides a secure environment for its clients and other personnel as it supports security at the core of its software development (Maurer et al., 2004). In the firm, security risk remains complex and thus requiring effective adaptability to address such cases; therefore, PayPal’s cyber security improvement project adhesively incorporates agile life cycle and methodology, which further allows it to ensure that its information system security is protected from unauthorized personnel.

On the other hand, since time immemorial, agile operations and development correlate with secure systems. The agile methodology ensures that PayPal’s cyber security improvement project is versatile. Through agile methods, the company’s I.T team also relies on transparency and speed and that an effective team is involved in threat response (Maurer et al., 2004). Besides, agile methodology is built on the collaboration principles and change responses that ensure that the firm would address various issues that would affect the firm’s reputation, such as Cyber security. In PayPal’s organization, the cyber security improvement project has ensured that it uses agile life cycle rapidly on its software delivery. The latter builds via iterative and incremental processes that adapt and improve software quality, particularly end-user perspectives (Alliance, 2017). Its software, through agile methodology, secures and protects the client’s information from being shared with unauthorized personnel.

Significant Concerns in PayPal Cyber Security Improvement Project

PayPal faces major issues despite its efforts to integrate its cyber security improvement project. Its introduction of agile life cycle and agile methodology faces various challenges in addressing security issues. PayPal faces major concerns integrating into its cyber security improvement project in conjunction with agile development methodologies. When integrating efficient security into its elegant software development model, PayPal faces short iteration pressure (Leau et al., 2012). In some cases, agile software development in each iteration might fail to do the mandatory test due to a short time.

Also, introducing a cyber-security improvement project and connecting it to agile methodologies in the PayPal organization has bought compatibility concerns. As witnessed in PayPal firm, agile methods and agile suitable filter tools are very consistent with the five security activities: security education and awareness, static code analysis, building security team, reviewing design security, and security requirement analysis (Leau et al., 2012). Compatibility between agile methodologies and security activities in firms remains a threat model. It serves as one of the firm’s significant security-orientated challenges.  On the other hand, incorporating a scrum development team in the PayPal organization is costly. The application of the scrum approach in the firm requires a security expert, and that applying a security sprint method is very expensive. The overall system would delay development, ensuring that security user stories are evaluated and created in a distinct sprint.

Recommendations

While PayPal effectively focuses on ensuring that the cyber security improvement project addresses its security issues, it faces significant challenges associated with it, which should be addressed (Maurer et al., 2004). To address its scrum framework issues, PayPal should propose a safer-enhanced scrum version known as S-Scrum. The version in the scrum process incorporates scrum events, and that it is the simplest and lightest method to prevent organization details from theft or damage. S-Scrum {Secure Scrum} is a scrum framework variation with a particular focus. Therefore, secure software development is incapacitated throughout the vast software development progresses, thus integrating security adhesively (Alliance, 2017). Also, secure scrum has other advantages, including increasing team members’ security awareness throughout the development process and incorporating external security resources, as noted in fig 01 below. Additionally, secure scrum has four practical components: the definition of done, identification, verification, and implementation. When integrated into the scrum parts, it increases software development security.

Conclusion

Cyber-attacks in software are skyrocketing, and that firms such as PayPal are focused on incorporating vast security in their software development to reduce cases of cyber security threats. PayPal’s cyber security improvement project follows the agile methodology and agile life cycle applications. As a result, it allows the firm to incorporate agile software development approaches, which follows essential parts of the software development process and are vital for improving its cyber security state. Besides, through its agile framework, the most popular and effective software development approach, it manages to adapt to the reduction of vulnerabilities and threats of information systems. In various technology innovation companies, incorporating secure, agile methodology prompts inbuilt extreme programming security. The latter adds safe and essential elements addressing securing issues in its software. Besides, agile methodology in software development introduces the application of secure scrum. It increases the team members’ security awareness, especially during development processes, and minimizes the cost of hiring a security expert in the development team. Order Similar Paper

References

Adrialdo Azanha, Ana Rita Tiradentes Terra Argoud, João Batista de Camargo Junior, Pedro Domingos Antoniol, (2017) “Agile project management with Scrum: A case study of a Brazilian pharmaceutical company IT project,” International Journal of Managing Projects in Business, Vol. 10 Issue: 1, pp.121-142, viewed 18 April 2019.

Alliance, A. G. I. L. E. (2017). Agile Practice Guide, Project Management Institute, 2017: Agile Practice Guide (Vol. 1). Bukupedia.

Awad, M A, 2005, “A comparison between agile and traditional software development methodologies,” Report, The University of Western Australia, viewed 17 April 2019.

Leau, Y., Lo, W., Tham, W. and Tan, S. (2012). “software development life cycle agile vs traditional approaches,” International Conference on Information and Network Technology, viewed 17 April 2019.

López-Martínez, J., Juárez-Ramírez, R., Huertas, C., Jiménez, S. and Guerra-García, C., 2016 “Problems in the adoption of agile-scrum methodologies: A systematic literature review”,pp. 141-148 ,4th International Conference in Software Engineering Research and Innovation, viewed 17 April 2019.

Maurer, F., Cohn, M., Griffiths, M., Highsmith, J., Schwaber, K., & Kruchten, P. (2004, August). Agile project management. In XP/Agile Universe (p. 201).

1. Introduction

This report particularly complements outdoor art festivals based on conducted interviews and surveys. It focuses on two case study festivals: Coachella Valley Music and Arts Festival and New York’s Times Square New Year Countdown Event outdoor art festivals. This report yields adequate information and insight on how outdoor art festivals efficiently contribute to creating artistic development and vitality in America and vast parts of the world. National surveys conducted note art festivals regardless of their types to increase the United States’ access to artistic works (Allen et al. 2002, p. 54). Also, the case studies reveal the essence of customers, effective production, ticketing, marketing, and staffing in outdoor arts festivals. Also, it notes why health and safety phenomena should be rampant in outdoor art festivals and the nudge to address event management issues since they provide future scope for outdoor arts festivals. Additionally, it notes that outdoor arts festivals among them welcome central and familiar public spheres, allowing socialization, giving access to artworks, and thus generally contributing to the community understanding of the artwork.

1. Methodology

The report studies and discusses adhesively data gathered as part and parcel of art festivals. It involves nationwide and online surveys on outdoor arts festivals. The essence of the study is gathering broad and contextualized details on festival audiences, specifical workers in the two event venues. Workers in live event venues have a systematic understanding of festivals (Tassiopoulos, 2000, p. 79). The data selection method also pays attention to various background researches on participant observations, focus groups, and interviews.

1. Case Study Festival Selections

Festival selection was based on various criteria: setting and geography, organization features, and overall discipline. Extracts were also based on responsive organization workers, grantmakers, administrators, producers, and other efficient personnel with background knowledge of outdoor arts festivals. The responsive personnel focused on providing suggestions for festival selections, categorizing the festivals depending on regions, and analyze the festivals based on the norms of the governmental structures, organization mission, and princes. Besides providing a balancing norm for outdoor arts festivals, the workers also produced final lists on the right geography, organization features, and balancing strategy to ensure the set festivals align with America’s festival diversity. Besides that, for one to participate in set activities, festival personnel such as organizers committed to incorporating and coordinating vital strategies for volunteer and support labor.

1. Field Research {Online Questionnaires & Data Analysis}

I managed to investigate incorporated festivals using particular approaches.  They included background researches on sponsoring personnel and organization for the festivals. Online questionnaires were shared through emails and SMS who responded adhesively to understand the various workers’ positions in the two festivals. A direct interview was conducted about Coachella Valley Music and Arts Festival to get explicit information about the festival hosted. On the other hand, for New York’s Times Square New Year Countdown Event, failure to contact the event organizers directly, participant interviews were incorporated to the audiences attending the events.

After selecting the festivals mentioned above, in-depth ground research was completed before field research interviewing and planning. Data on Coachella Valley Music and Arts Festival and New York’s Times Square New Year Countdown Event outdoor art festivals were collected from the archived library and online materials published by festival sponsors in addition to online questionnaires provided by the responders. Also, additional data were gathered from the festival sponsoring organizers. Other than providing information on the festival’s historical mission, they incorporated their financial positions.

Also, the telephone was used to interview festival administrators in the two venues. The Executive Director of outdoor arts festivals conducted the interviews. Also, the festival board members and personnel participated in the interview. The interviews, which took 1.5 hours, questions the festival history, audiences, mission, administration, health, and safety position of the venues and their crucial connection to the community and principal shareholders and stakeholders in the festivals. The guide for administrator interview festivals is provided in Appendix A.

Data analysis of the quantitative data collected was particularly descriptive. On the other hand, qualitative data analysis was interpretative. Gathered data from online and library materials and online questionnaires were incorporated in research templates based on the protocols aligned in interviews guidelines. The principal investigators then used the template to locate significant responses and themes cutting across the two venues.

• Profiles of the Two Case Study Festivals

1. Client Base

Coachella Valley Music and Arts Festival and New York’s Times Square New Year Countdown Event outdoor art festivals major customers according to organize volunteers and the researches team were divided based on demographic features. Outlining clients in festivals based on demographic characteristics provides an explosive data gathering vital for future reference surveys. According to the online questionnaire respondents, the primary audience demographics in the two festivals above are unique compared to other artistic audiences. In art festivals, customers are very inclusive and represent their community (Armstrong, 2001, p. 75).  Festival artists are also more knowledgeable and educated about the various artworks. The customers are benchmarkers for artistic works and are moderately higher incomes. Besides that, they have unique age, ethnicity, and race features. In the two festivals, the audiences are older, with an average attendance age of 37, and distinctive ethnic and racial diversity. According to various statistical reviews, the customers in the two festivals since time immemorial are of Hispanic and White ethnicity, African American races, or Native Hawaiian Pacific Islander.

1. Production Aspects

The primary production aspects in Coachella Valley Music and Arts Festival and New York’s Times Square New Year Countdown Event outdoor art festivals are necessitated by a live event producer. According to the online questionnaire responders, the live event producer manages and plans the production processes and elements. The live event producer at large and further incorporated in empirical findings is responsible for the event’s essential features, which as staging, lighting, sound, and crewing (Slack et al. 2004, p. 414). This also includes booking of the on-stage talents (Silvers, 2004, p. 26). The producers note the various production aspects of the live events. They incorporate creative and technological execution of the event, ranging from video, sound, lighting, and event design.

1. Ticketing

Coachella Valley Music and Arts Festival and New York’s Times Square New Year Countdown Event outdoor art festivals survey responders among workers in the venue argue that accessing tickets for live event art festival was practical. To get Coachella tickets, the audience, regardless of their type, goes to the purchase link, which is sent as SMS or email on their respective electronic devices. One would note the advance sale placed on Coachella.com and then select the weekend(s) they would like to purchase based on the homepage. Once the attendees have chosen the weekend, they are set to buy the Festival Ticketing website. On the other hand, New York’s Times Square New Year Countdown Event ticketing for the event attendance is free. It is based on the notion of a first-come, first-serve basis.

• Marketing

Based on conducted interviews and online questionnaires from the various workers and other personnel in the two festival venues, it was noted that marketing criteria were practical. Following the tremendous COVID-19 pandemic, most 2021 outdoor art festivals incorporate virtual events (Shone and Parry, 2004, p. 35). However, the responders of the research have argued in the past years, outdoor festival events have had distinct processes necessitating the marketing of various artists, products, and services in the respective venues. Marketing in festivals, as further noted in other researches, requires a specific procedure. The first step is for the respective organization marketers to book their respective products and services in the live event premise (Bowdin et al. 2004, p. 459). Once they have booked their Coachella Valley Music and Arts Festival locations, they make a down payment, ensuring their venues are secured afterward. On the other hand, New York’s Times Square New Year Countdown Event requires those interested in the festival to get their marketing spaces based on the notion of first come, first serve (Getz, 2008, p. 17).  It ensures that the forefront markets get the most appealing spaces for their respective services and products.

• Staffing

The various empirical findings and evidence provided argue that live event art festivals have similar staffing in the venue (Goldblatt, 2002, p. 49). For instance, the information provided in the administrator interviews and responses noted that staffing in live events, more so for arts festivals, requires first knowing the client’s values, expectations, and tastes and further ensuring that the production personnel aligns with the set norms. During staff, the second step requires that the workers for the designated live events festivals have defined goals based on their responsibilities. Also, they should estimate the size of the audience and set expectations depending on the estimate provided they know the target audience (Schroeder, 2000, p. 36). Adequate staffing is heaving important in live events. Besides noting the right group for the festival host members to work with, they also introduce activities meeting the audience’s needs and expectations.

1. Health and Safety in the Festivals

New York’s Times Square New Year Countdown Event and Coachella Valley Music and Arts Festival have been held among the world’s safest cities in the world (Johnston and Clark, 2008, p. 45). The live event mentioned above pays critical attention to health and safety measures (Raj et al. 2009, p. 19). Information provided by various workers in Coachella Valley Music and Arts Festival venue argues that before the events, the organization elected members to assess multiple security risks and try their best to keep the security measures visible. Besides that, they create security checkpoints (Parasuraman et al. 1991, 470). Also, the audience IDs and matched adhesively with their registration information before they attend the set event. Also, they have developed an emergency plan in case of any risk.

Risk and Security Assessment

Held in Indio’s Empire Polo Club, Coachella Valley Music and Arts Festival has a specific team for risk and security identification, procedure, and processes. In addition to New York’s Times Square New Year Countdown Event, based on answered online questionnaires by the workers in the festival venue, significant outlined risks that may affect festival events are vast. They include administrative risks dealing with the management system, human resources and procurement, financial risks, marketing risks, and other risks connected to mass management. To effectively assess the risks, the significant hazards in the venue are identified. The identified threats are temporary structure collapse, inefficient lit or poorly maintained pedestrian roads, and audiences working closely to the set event. Once persons who might be harmed are identified are provided with precaution measures to escape from ongoing hazards.

On the other hand, nine critical steps are often incorporated to assess security adhesively in the two festival venues according to empirical results provided by the event organizers and other works. The first step is system characterization containing inventory and identification of technological components linked to the event endpoint and operating systems devices in the information provided. The following steps are threat and vulnerability identification, and that a control analysis is further incorporated mitigating threats. The last five steps are assessing the probabilities of security threats, outlining their potential damages, establishing risk ratings on the event networking assets, introducing plans to implement security improvement, and later documenting security measures followed by management and operational team.

1. Issues in Event Management

The board of directors from Coachella Valley, Music, and Arts Festival, argue that the significant issues they have experienced in the past in their event management are environmentally oriented. Despite creating room for music festival sustainability, as noted in the interview with the various board of directors, the festival impacts adhesively on the environment. Besides focusing excessively on its annual manifesto to address its economic needs, the festival management team struggles with incorporating the right management strategies to prevent environmental harm. A festival that harms the environment affects the overall ecosystem, which affects the nation’s economic gain (Corallo et al. 2019, p. 1024). Coachella festival indeed strives to increase environmental sustainability even with the set activities in its live event. It introduces sustainable energy frameworks to manage ecological management issues (Wise, 2013, 340). New York’s Times Square New Year Countdown Event has one critical management issue. Following the rampant matters associated with the Coronavirus pandemic, it becomes hard to manage the overall event performance (Damster, 2005, 69). According to the focus group discussion result provided by the workers, it was noted that it is challenging to manage the festival set objectives while aligning with the COVID-19 pandemic. The pandemic, as noted, has vastly affected the management’s effort to meet their set expectations. Other than affecting the workload, it also deters from their overall motivation.

1. Future Scope for Events

Live events such as Coachella Valley Music and Arts Festival and New York’s Times Square New Year Countdown Event held in Indio’s Empire Polo Club and One Times Square roof to strive in the future should address their respective management issues (Retschitzegger, 1998, p. 9). According to information provided in the Journal of Event Management, to effectively manage management issues impacting the environment, the Coachella festival should, for instance, set strategies limiting environmental cases. Besides providing its members with environmental education programs, as noted from insights Journal of Convention and Event Tourism, they would develop precise techniques necessitating ecological restoration and further boost research prompting policies to introduce management principles favoring environmental sustainability even during music festivals.

On the other hand, to manage live events even during pandemics, New York’s Times Square New Year Countdown Event personnel should designate time and space for new decision-making processes. Incorporating room for new ideas among art festivals workers based on International Journal of Event and Festival Management boost their morale and job satisfaction which in the long run result to higher performances and fulfilling set goals.

• Bibliography

Allen, J., O’Toole, W., McDonnell, I., and Harris, R., 2002. Festival and Special Event Management. Milton (pp. 48-60).

Appley, P (2002). organizing a conference.How to Plan and Run an Outstanding and Successful Event. How to Books, Oxford (pp. 19-34).

Armstrong, J (2001). Planning Special Events, Jossey Bass, New York (pp. 67-85).

Bowdin, G., Allen, J., O’Toole, W., Harris, R, and McDonnell, I (2004). Events Management 2^nd edn. Elsevier, Oxford (pp. 104-592).

Corallo, A., Trono, A., Fortunato, L., Pettinato, F., and China, L., 2019. Cultural event management and urban e-planning through bottom-up user participation. In Smart Cities and Smart Spaces: Concepts, Methodologies, Tools, and Applications (pp. 1011-1030). IGI Global.

Dumpster, G., 2005. Event management: A professional and developmental approach. Juta and Company Ltd (pp. 45-70).

Getz, D., (2008). Event Studies: Theory, research, and policy for planned events, Butterworth-Heinmann, UK (pp. 14-21).

Goldblatt, J (2002). Special Events: Global Event Management in the 21^st Century, Wiley, Brisbane (pp. 12-50).

Johnston, R., and Clark, G., (2008). Service Operations Management, Prentice-Hall (pp. 10-59).

Parasuraman, A, Berry, L.L., Zeithaml, V.A (1991). “Refinement and reassessment of the SERVQUAL scale” Journal of Retailing, Vol. 67 No.4, pp. 420-50.

Raj, R., Walters, P., and Rashid, T., (2009). Events Management, An Integrated Approach, Sage Publications, London, Vol. 57 No.5, pp. 18-39.

Retschitzegger, W., 1998, August. Composite event management in TriGS—concepts, and implementation. In International Conference on Database and Expert Systems Applications (pp. 1-15). Springer, Berlin, Heidelberg.

Schroeder, G., (2000 and 2008). Operations Management Contemporary Concepts and Cases, Mc Grow-Hill, Vol 68 No.4, pp. 17-69.

Shone, A and Parry, B (2004). Successful Event Management 2^nd edn. Thompson, London.

Silvers, J (2004). Professional Event Coordination, Wiley, Brisbane, Vol. 12. No. 16-60.

Slack, M., Chambers, S., and Johnston, R., (2004). Operational Management, 4^th Ed, Pearson Education, England, Vol. 19. No 4, pp. 391-538.

Tum, J., Norton, P., and Wright, J., (2006). Management of Events Operations, Butterworth-Heinmann, UK (pp. 48-59).

Tassiopoulos, D (2000). Event Management: A Professional and Developmental Approach, Juta Education, Cape Town, Vol 89 No. 3, pp. 72-80.

Wise, N., 2013. Book Review: Key concepts in event management. Tourism: An International Multidisciplinary Journal of Tourism, 8(1), pp.339-341.

• Academic Journals, Periodicals, and Key Websites

Event Management-ISSN 1525-9951

International Journal of Event and Festival Management-1758-2954

International Journal of Even Management Research-ISSN 1833-0681

Journal of Sport Management-ISSN 0888-4773

Journal of Convention and Event Tourism-ISSN 1547-0148

Journal of Policy Research in Tourism, Leisure and Events-ISSN 1940-7963

• Appendices

Appendix A; Interview Guide for Festival Administrators

1. Introduction

Brief research confidentiality explanation description

1. Questions
2. Why was your event festival created?
3. Which needs or purposes does it address?
4. What is the organization set art and attendees total?
5. Has the reasons for incorporating the festival transformed over time?
6. Who do you feel attends the set festival?
7. Discuss why your designated organization set charges for this festival attendance.
8. Are there management issues the festival organization group faces? If anyhow, do you manage or address them?
9. What are the roles of the producers in the festival events?
10. How is the marketing and staffing process prompted in the festival organization venues? Are there any procedures required?
11. For the success of the festival, which governmental personnel or agencies do you work with?
12. Is there anything else you would wish to add?

Appendix B; Audience Interview Questions

N/B: These short-form interview questions are designated to understand the respective information linked to outdoor art festivals. It will have an influential role in characterizing outdoor art festival audiences. Besides being shared with civic leaders and festival organizations, they will share with policymakers and the general public.

We adhesively appreciate your time and assistance with this important study. Thank You So Much!

Please highlight or write (some) of your answers. Thank You!

The giraffe and Okapi are found in open woodlands and wooded savannas in Sub-Saharan Africa (Ishengoma et al., 9). While the Okapis are based in the Democratic Republic of Congo (DRC), giraffes are primarily situated in South Africa and Namibia. On most occasions, giraffes are based in reserves such as the Amboseli and Serengeti National Park, whereas Okapi is located in DRC’s Ituri Rainforest. Giraffes and Okapi have long years and rest their weights on their two toes. Besides that, the male okapi and giraffe have on their heads ossicones {hair-enclosed horns}, and they have extra-long tongues for self-cleaning, grabbing leaves, and licking individual eyeballs (Ishengoma et al., 32). Therefore, this essay analyzes reproductive isolation and genetics’s importance in the evolution of giraffes and okapi; it further explains the latter as provided by Darwin and other organisms.

Giraffes have incredibly long necks and legs. Also, they have horn-like ossicones and different coat patterns. They belong to the family of Giraffidae and serve as the tallest mammals because of their long necks and towering legs (Ramsauer et al., 115). Giraffes live in the savanna ecosystem featured with rolling grass, and that the ambient temperatures favoring their survival are 65 degrees Celsius. They feed on leaves, seedpods, and their favorite tree fruits, including wild apricot, acacia, and mimosa (Ishengoma et al., 11). Other giraffes feed on flowers and soil to get minerals. Okapi also feeds on fruits, buds, twigs, leaves, and vegetation. Giraffes and okapi have four stomachs boosting their digestion. Significant differences between giraffes and okapi are that while okapis keep to themselves and have small ranges, giraffes are social and have in-depth home ranges. Also, the giraffe evolved 12-15 years ago in Miocene, serving as the largest ruminant and tallest mammal (Ramsauer et al., 114). They inhabit dry and arid savanna zones. Okapi has a similar evolvement to the giraffe of about 12-15 years ago.

Reproductive isolation and genetics between giraffe and okapi are crucial in the evolution process. As one of the central focus in evolutionary biology, reproductive isolation remains significant in determining and analyzing the flow between former interbreeding populations (Ishengoma et al., 12). Conversely, reproductive isolation mechanisms compose evolutionary mechanisms among giraffes and okapis, which dictate their physiological and behavioral processes essential for speciation. It prevents at large okapi and giraffe from producing offspring and also ensuring the offspring are very sterile. On the other hand, genetic evolution among giraffes and okapi prompts increase natural selection or, in the already existing population, decrease allele frequency.

Darwin argues that diverse animals groups have been evolving from an ancestor(s) and that mechanism via which the evolution process occurs are called natural selection. Darwin defines evolution as a process of common descent, population speciation, gradualism, and natural selection (Ishengoma et al., 43). For instance, through Darwinian Theory, one would note that giraffes and okapi belong to Giraffidae. Also, via various random variations, they have evolved musculoskeletal system, cardiovascular system, and nervous system and thus would handle the obstacle of their unique body. Correspondingly, due to their long legs and necks, they could quickly locate their environment and adapt effectively. Thus they would access food, survive better and reproduce and that their offspring inherit long necks.  Also, giraffe and okapi proteins are very identical because of common descent. For example, according to Darwinism evolution timescales, okapi and giraffe have similar gene sequences.

Giraffe and okapi share standard features with Helladotherium organisms. For example, Helladotherium organisms which are extinct fed on vegetation like giraffes and okapi. Also, they were herbivores and ungulate mammals. Helladotherium organisms, okapi, and giraffes thus share similar characteristics. Helladotherium has long legs increasing their running speed just like giraffes and okapi at the moment (Ishengoma et al., 37). Besides that, they have digitigrade locomotion, which means they use their toes for walking similar to Helladotherium. The three do not touch or touched the ground directly via the help of their toes but their modified nails. Also, as herbivorous, okapi and giraffes eat plants, fruits and leaves, and other plant-oriented food for specifical nutrition (Ramsauer et al., 115). Helladotherium, okapi, and giraffe were/are primary consumers occupying level two in the food chain and have mutualistic gut floras aiding their plant matter digestion.

In conclusion, giraffes and Okapi are found in open woodlands and wooded savannas in Sub-Saharan Africa. Giraffe and okapi have incredibly long necks and legs and, they have horn-like ossicones and different coat patterns. Giraffes feed on leaves from commiphora and acacia trees while okapi feed on shoots, leaves, fruits and buds. Reproductive isolation among giraffes and okapi determines and analyzes the flow existing between their former interbreeding populations. Also, it dictates their physiological and behavioral processes essential for their speciation. Genetic evolution among giraffes and okapi prompts an increase in the natural selection or decreases allele frequency in the already existing population. Okapi and giraffes have similar characteristics, such as Helladotherium organisms. They are herbivores and have ungulate mammals.

Bonus Question

Huxley vs. Wilberforce debate thoroughly explains lectures on the scientific evolution evidence. Having known as “Darwin’s Bulldog,” and his grandparents and descent evolving from monkeys, Huxley would respond that his generation appearance had a connection with organisms’ development and their evolutionary histories. Huxley’s response to Wilberforce was linked to natural selection and that it was the primary technique for evolution (Pearce, 10). Evolution among species is fixed to natural selection, and thus a change in the environment enhances a species survival in the background. Order Cusomized Paper Now

Works Cited

Ishengoma, Edson, and Morris Agaba. “Evolution of toll-like receptors in the context of terrestrial ungulates and cetaceans diversification.” BMC evolutionary biology 17.1 (2017): 1-13. https://doi.org/10.1186/s12862-017-0901-7

Ishengoma, Edson, Morris Agaba, and Douglas R. Cavener. “Evolutionary analysis of vision genes identifies potential drivers of visual differences between giraffe and okapi.” PeerJ 5 (2017): 31-45. https://doi.org/10.7717/peerj.3145

Pearce, J. M. S. “Thomas Henry Huxley.” JMS (2020): 10-47. https://doi.org/10.1093/oso/9780198809531.003.0005

Ramsauer, Anna Sophie, et al. “Detection and Characterization of Okapi (Okapia johnstoni)—specific Papillomavirus type 1 (OjPV1).” Veterinary Microbiology 223 (2018): 113-118. https://doi.org/10.1016/j.vetmic.2018.08.010

Verizon communications inc

This paper presents A SWOT Analysis and forces of completion of Verizon Communication, Inc., which effectively analyzes external and internal factors. It also discusses the organization’s resources, capabilities, and core competencies. Incorporated elements are based on the firm’s information and communications technology conditions in the service industry and the mass media and telecommunications market. Verizon Communications, Inc., as noted in this paper, is the largest communication technology company worldwide and an award-winning networking organization delivering customer’s mobility demand, and that future improvement for its faced issues are also addressed.

General Environment

The two significant segments impacting Verizon Communications Inc. are social factors and environmental factors. Primarily, organizational culture is influenced by society’s way of doing things and overall culture. A population shared attitudes and beliefs determine a firm’s marketing design and message (Hitt et al. 2020, p. 25). On the other hand, distinctive markets have different environmental standards and norms impacting their profitability in the chosen market. Thus, before entering new markets, it is effective for Verizon Communications Inc. to evaluate the environmental standards in the area of operation.

Social Factors

Social factors adhesively impact the firm’s decision-making processes, among other activities (Hitt et al. 2020, p. 96). Verizon Communications Inc., for instance, in their area of operation, understands the society’s culture, which involves their shared attitudes and beliefs. The population norms affect Verizon Communication Inc.’s marketing position. Also, it determined its marketing and designing massage techniques for its set Telecom services. The firm at large, before initiating its goals and objectives based on social factors, is forced to consider critical elements. They include the skill and demographic levels of the population, the hierarchy, class structure, and society’s power structure and gender roles, social conventions and education, and standard level of its social targets.

Environmental Factors

In its area of operation, it often focuses on understanding the different markets, norms, and standards, which in the long-run impacts their profitability. Its daily process analyzes the liability and environmental laws in markets it wishes to operate (Marques, 2019, p.17).  Thus, it considers major ecological factors: climate change, weather, environment pollution regulatory laws, waste management and its relation in the technology sector, and the overall attitude designated towards ecological or green products. The factors mentioned above heavily influence Verizon Communication Inc.’s profitability.

Five Forces of Competition

Verizon Communications Inc. remains the largest in the United States wireless communications service provider. As of 2018, the firm’s market share was 35%, betting on its rivals such as T-Mobile (17%), AT & T (34%), and Sprint (12%) (Marques, 2019, p.39). The firm rampantly dominates the market based on its expansive network coverage and in customer service, outstanding reputation. Besides catering to high-level consumers, Verizon Communication Inc. also provides on embedding its services based on value perceptions. The standard forces of competition the firm has faced come from the threat of substitutes and suppliers’ bargaining power.

Threat of Substitutes

One of the most significant forces of competition Verizon Communications Inc. faces comes from the threat of substitutes. In their past surveys, the company has argued that services from Sprint or AT & T Mobile are a perfect substitute for its services. The chasm narrows adhesively the firm’s network with its financial shifting profoundly in different years such as 2008 (Barry, 2018, p. 221). Besides that, due to high competition, the company has been tempted to loom its services for the consumers who would undoubtedly impact its profit level.

Suppliers’ Bargaining Power

Verizon Communications Inc. has high bargaining power. The latter continuously present a significant threat to the firm. With high bargaining power, the industry becomes less attractive, and that the firm is likely to experience a decrease in profit from its seller (Hitt et al. 2020, p. 113). Its suppliers’ bargaining power has depended on the price and quality or reliability of services.

Future Improvement

Verizon Communications Inc. should ensure it remains focused and responsive to meet its set targets to handle the threat of substitutes. Verizon Communications Inc. should offer to its consumer’s extensive coverage and friendly coverage, prompting a competitive advantage. Also, its primary focus should remain to cater to its higher-income leveled consumers and imbued its services successfully depending on value perception (Marques, 2019, p.17). To address high suppliers’ bargaining power, the firm should switch its strategy to low suppliers’ bargaining power. It will help them interact with its suppliers for products helping expand and build its networking infrastructure and physical manufacture components and products. Also, it can negotiate from a power position and further switch from one supplier to the next.

Greatest External Threat

Verizon Communications Inc. faces competition and remains the most significant external threat to the firm. Competitors threaten the firm via their aggressiveness and strategies. Via progressive information and technology improvement from rivals, Verizon faces stiff competition (Barry, 2018, p. 268). AT & T constantly improves their technology process and aggressive marketing techniques, posing a severe threat to Verizon Communication Inc.

Greatest Opportunity

Verizon Communications Inc.’s significant opportunity is global growth and expansion. As noted, worldwide growth and expansion are linked to general information and communications network development (Barry, 2018, p. 229). Since time immemorial, Verizon Wire has expanded significantly of its services and offerings to other nations depending on the capitalized technology trends. As a result, it increases its economic upticks and customer spending, and that the dilution has prompted a competitive advantage to the firm.

Strength and Weaknesses

Verizon Communications Inc.’s greatest weakness is that it has a low diversification level. As a result, the firm is increased to market-orientated risks exposure. For instance, since Verizon Communication Inc. represents the most efficient business revenue streams, its risk exposure in the market of wireless telecommunication is likely to be high (Marques, 2019, p.54). On the other hand, Verizon Communications Inc.’s biggest strength is its strong branding image. It empowers the firm to compete efficiently with its competitors in the information and communications technology and service market. The strong brand image also boosts its emphasis on adequate product quality, differentiating it from its competitors.

Strategy or Tactic

Thus for Verizon Communications Inc. to continuously have a strong brand image and take advantage of its competitors, it should effectively identify its audiences, determine its fundamental business goals rampantly and develop central messages depending on its designated society’s culture. On the other hand, for Verizon Communications Inc. to fix the issue of low diversification level, it should focus on expanding its operation via the addition of services, markets, and products (Marques, 2019, p.62). Also, it should understand the various production stages existing in the organization; it should enter into new businesses by margining with other firms.

Resources, Capabilities, and Core Competencies

Verizon Communications Inc.’s significant resources are based on its innovation centers. In its innovation centers, the firm develops new ideas and strategies for its services and products (Barry, 2018, p. 221). Its resources also come from human resources existing in sales and marketing employees, industry experts, and customer service staff.

On the other hand, the firm’s significant capabilities are fixed to its business segments. Its business segments provide wireline and wireless communications products and services. They include video, conferencing; data services managed security and network services, and long-distance and local voice services, which boost their competitive advantage (Marques, 2019, p.69). Lastly, its core competencies are fixed to its personnel, marketing, leadership, and operation techniques. Its effective personnel selection strategies provide the firm with the best expertise and skills to negotiate group benefits packages. Besides that, it has well-defined marketing strategies leading to an increase in its marketing and sales.

Sources

1. Hitt, Ireland, & Hoskisson (2020). Strategic management: Concepts and Cases: Competitiveness and globalization (13th ed.). Mason, OH: South-Western Cengage Learning p. 17-184.
2. Marques, L. F. F. 2019. Equity research-Verizon Communications Inc(Doctoral dissertation, Instituto Superior de Economia e Gestão p.15-69.
3. Barry, M., 2018. Verizon Wireless Communications: A Financial Analysis p.220-365.