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How to Swim the Freestyle Stroke

Erika Eissler February 18, 2010 How to Swim the Freestyle Stroke The freestyle is also known as the front crawl or the sidestroke. It is used in competitions but there are no real regulations on how it has to be swum. Most swimmers choose to swim front crawl during freestyle competition because it is the fastest technique. For individual freestyle competitions, however, a swimmer can use any stroke they want, but during medley competitions they cannot use the breaststroke, butterfly stroke or backstroke.

The freestyle stroke involves: coordination, movement and breathing. First off, coordination is the key to successfully learning how to swim. Visualize a line running down the center of the body from the chin to the chest. This line is the axis upon which the whole body should move, and it should extend horizontally in the direction one is swimming. Keep the legs straight with the toes pointed out, and kick up and down. The secret is to continue kicking the entire time.

Remain horizontal in the water. A strong kick will keep the legs from sinking behind one’s body. The kick should not make a big splash, but rather, should just churn the surface of the water. Also remember to move the arms in a windmill motion opposite of each other. While one arm is extended completely out, the other should be all the way back, almost against the side of the body. Keep the hands flat, thumb separated from the index finger and pull the extended arm through the water beneath the body.

Bend the arm at the elbow and draw the fingertips along the imaginary line down the center of the body. Stretch each stroke out as much as possible without ever pausing from the windmill motion. Most importantly, remember to breathe on one side by turning the head to that side as the arm comes out of the water. After that, lift the other arm out of the water and move it all the way forward as the first arm is pulling beneath the body. Then while bending at the elbow, drag the fingertips along the surface of the water.

Penetrate the water with the fingertips and completely extend the arm. As the hands are being pulled through the water, keep them cupped firmly, but not rigidly. Fingers should be held just slightly apart. These few steps are the basics of learning how to freestyle swim. It is the most basic swim style and is very commonly used. Coordination, movement and breathing are the main factors in learning how to swim. These steps will definitely increase your swimming successfulness.

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Ageism: How Children and Teens Are Unfairly Stereotyped

Ageism: How Children and Teens are Unfairly Stereotyped Jazzie Collins Pacific High School Abstract Over the years, children and teens have been portrayed as immature and sometimes even stupid. Many adults think that they are incapable of many things and deserve no respect. However, young people have made many accomplishments in history. They have invented things and some have even become emperors. Kids and teens deserve more respect than they are getting. Children and teens are constantly being degraded as “stupid” and immature”.

They are put down and disrespected just for their age and adults often see them as incapable, weak and silly. In some cases they could be considered right but believing that all children are foolish is completely wrong. “Children should be seen, not heard,” a phrase often heard in olden times and even sometimes today, is a prime example of ageism. It is degrading to them as human beings. The law enabling citizens in America to have freedom of speech does not exclude children and teenagers. If it did, there would be many things today that we would be without.

Many inventions we have now came from the minds of young ones. For example, the earmuffs, a popular and stylish way to protect your ears from the bitter cold of winter, were invented by a 15 year old boy from Maine. The protective winter gear called Wristies was created by a 10 year old girl in the year 1994. There are numerous inventions from the minds of teens and children. Chester Greenwood, living in Farmington, Maine, invented earmuffs at the age of 15. While testing out a new pair of ice skates, he became frustrated with trying to protect his ears from the harsh cold.

Feeling very bulky, itchy and, overall uncomfortable, his scarf did no help. So instead, he made two ear-shaped loops from wire and had fur sewn into them by his grandmother. Chester then improved them by adding a steel bar to the top of the separate ear muffs, helping to hold them in place on a person’s head. Afterwards, he had the new and enhanced version of his invention patented. Then, with Greenwood’s Champion Ear Protectors, he established Greenwood’s Ear Protector Factory and made a large fortune supplying ear muffs to U. S. soldiers during World War I.

Chester then went on to patent many more inventions. In 1977, Maine’s legislative declared December 21 as “Chester Greenwood Day” to honor Chester Greenwood as a great contributor to cold weather protection. Another form of winter gear coming from the mind of a child was something called a Wristie. Wristies resemble wrist bands and are designed to worn under a coat and gloves to block out the wind, snow and cold from entering any unprotected gaps. The brain behind these was a 10 year old from Bedford, Massachusetts named Kathryn Gregory.

Kathryn invented and trademarked Wristies and, also while a kid inventor, started Wristies Inc. , a company that manufactured and sold Wristies. The young entrepreneur has made deals with the Girl Scouts, Federal Express and McDonalds and in 1997, Kathryn Gregory became the youngest person ever to sell on QVC, the television shopping show. Kathryn Gregory may have been the youngest person to ever appear on QVC, but King tut was the youngest Egyptian pharaoh to ever rule over Egypt in ancient times.

When Tutankhamun’s father died, coincidentally right after being forced to step down from his throne, Tutankhamun was made pharaoh at the young age of 9. In that same year, he married his half sister Ankhesenpaaten. King Tut, as he was later known as, then became the youngest ruling Egyptian pharaoh. He is still famous today due mainly to his great wealth and young age of ruling. Adults aren’t always wiser than children and teens. In many households, the child has to take care of their parent or guardians whether it be financially, mentally, physically or sometimes all three.

Usually, when the cold or teen is taking care of their parent or guardian financially, it is because the adult either blows all of their money on drugs and alcohol, the adult was laid off their job and has yet to find another or sometimes, the adult is simply incapable of working. In any case, the responsibility is left up to the minor to pay bills and put food on the table. Another kind of situation that is quite common is in households where the parents or single parent has undergone an injury or has acquired some sort of mental disability and are unable to really take care of themselves.

It is also present in households where something has happened in the parent or guardian’s life and they’ve slipped into such a depression that they no longer care for anything, leaving their kids to take on the responsibility of caring for not only the adult in the house but also for themselves and each other. They then must make sure things get done such as putting food on the table and making sure the bills are paid. In the movie/novel “What’s Eating Gilbert Grape”, a young man named Gilbert Grape must take on the responsibility of taking care of his morbidly obese mother and brother, Annie, who is mentally handicapped.

Gilbert Grape must also repair their old farmhouse all on his own because of his father’s death. Ever since his father’s death, Gilbert’s mom has been able to do nothing else but eat, leaving her unable to care of neither her children nor herself. A real-life example of a situation of the child having to care for their parent is that of a girl named Rebekah Knerr. Ever since Rebekah Knerr was very a young (around the age of 2), her father has had a mental illness causing him to disappear off to somewhere for long periods of time without telling anyone where he is whenever he gets too stressed.

Because of this illness, he will disappear for a few days up to, at the most, 2 weeks. Ever since Rebekah was young, she has had to take care of her dad by going along with him everywhere he goes and making sure he doesn’t wander off. It is a very stressful and aggravating job and requires a great amount of maturity and patience. An amount of maturity and patience teens and children are often underestimated of. When it comes to teens and children, credit it almost never given to the ones who truly deserve and have earned it.

It is almost non-existent. But those who look down upon them are fools themselves, because children and teens everywhere show more strength and maturity the adults in their lives. Some kids are young inventors and others are entrepreneurs and created many of the wonderful and handy inventions we have today. There is definitely more to children and teens that meets the adult eye. References Life of King Tut. (2009). Retrieved January 6, 2010, from http://www. king-tut. org. uk/life-of-king-tut/index. htm

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Discussion of Former Child Soldiers with Ptsd and the Available Treatments

In his magazine article describing the obscene violence that is currently going on in Uganda, Christopher Hitchenssits down with a boy named James at a rehab center. James was fortunate enough to escape being a slave to Kony, when he was marched all the way to Sudan, where an ambush ensued and James got away. Marching long distances was an initiation technique used by the Lord’s Resistance Army in order to herd out the weaker boys. If a boy was too tired to go on, the other slaves were forced to brutally beat him to death.

Before the march, James was savagely flogged with a wire lash and spared from having to kill his own family which is a frequent method of registration practised by the Lord’sResistance Army. No doubt, these experiences would have a negative developmental affect on any child, perhaps developing PTSD. Hitchens writes that when he was speaking to James, the boy would sit perfectly still in his chair, stoic, but when it came time for James to share his story, he began twisting in his chair.

Along with rubbing his eyes and making waving gestures with his arms, these restless and jumpy behaviours are common symptoms of PTSD. What is the impact on a child who was forced to kill someone? Are the outcomes of this experience just as severe as witnessing a murder or being raped? Future research must dissect these varying forms of war trauma and compare the severity of a specificexperience to the negative developmental outcomes. Though the analyses of the data collected from these smalls groups seems exhausting, it is vital in order to better understand the individual.

Slowly but surely, the research gathered surrounding specific traumatic experiences, will uncover more sophisticated strategies in the rehabilitation of former child soldiers. Participants were taught to verbalize the traumatic Overwhelming Events and that these events and the accompanying emotions might no longer be processed on a conscious level and could produce psychological disequilibrium. They were then taught that these traumatic events and emotions are often encapsulated in their subconscious memory as a coping device and that encapsulating the events and emotions can cause physical symptoms – Somatisation.

Participants learned to recognize the psychological and physical bondage of these traumatic events and to acknowledge that these were beyond their control. This was followed by selecting a Companion to Release the encapsulated events to and leads to greater freedom from the emotional bondage. Recognizing their own Resilience as based on their individual strengths leads to the emergence of a New-Self, which leads to Rebuilding their social structure. A final Commencement celebration serves to integrate the learning as well as to initiate a bridge between the former child soldiers and their community.

The vulnerability of a child who has just witnessed the destruction of their village and possibly the murder of their family, allows warlords to brainwash them and force them to perform sinister acts of violence. While being enslaved, a child’s once innocent mind is often flooded with warped views by their captor, and turned into an irrational killing machine. The effects of this are devastating on several levels; psychological, emotional, social and physical. As the previously discussed studies prove, it is crucial for research to continue surrounding the mental health outcomes of child soldiers in any war torn country.

References Bayer, C. P. , Klasen, F. , Adam, H. (2007). Association of Trauma and PTSD Symptoms WithOpenness to Reconciliation and Feelings of Revenge Among Former Ugandan and Congolese Child Soldiers. JAMA, 298(5), 555 – 559. Hitchens, C. (2006). Childhood’s End. Vanity Fair, Jan 2006, 58 – 64. Onyut, L. P. , Neuner, F. , Schauer, E. , Ertl, V, Odenwald, Shauer, M. , Elbert, T. (2005). Narrative Exposure Therapy as a treatment for child war survivors with posttraumatic stress disorder: Two case reports and a pilot study in an African refugee settlement. BMC Psychiatry, 5:7

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Sustainable Customer Relationships

Running Head: PROBLEM SOLUTION: CLASSIC AIRLINES Problem Solution: Classic Airlines Cecily Cornish University of Phoenix MBA 570/Sustainable Customer Relationships December 8, 2008 Instructor Sandra Payne, MBA Problem Solution: Classic Airlines Classic Airlines (CA) is the world’s fifth largest airlines that must balance its marketing program while coping with a mandated across-the board cost reduction by the board of directors. This calls for a of 15% cost reduction over the next 18 months while negotiating labor costs through the airline’s union employees and improving customer service.

Facing low employee morale, decreasing customer satisfaction, rising fuel costs, high union wages, a nonfunctional CRM system, negotiations with union officials and future airline alliances and partners, CA has elected to implement a new analytical Customer Service Management (aCRM) product development (University of Phoenix,2008,Classic Airlines,p. 1). The core problems stem around CA losing customer confidence in its Classic Rewards Program (CRP) and losing Wall Street and media confidence.

CA must focus on a marketing program to connect it the customer’s needs and sustain and attract loyal customers. The current executive team values are divided, with CEO Amanda Miller and CFO Catherine Simpson valuing the financial numbers which is in sharp contrast to the values of the customer, employees and shareholders held by CMO Keith Bolye and VP Renee Epson over customer service. The union senior VP Doug Sheflin knows that without a compromise between union and airlines the status quo will not be able to meet the current and future wage costs.

Senior VP John Hartman over human resources has trained the employees with the necessary skills and sees the employees as valuable assets in the customer and marketing effectiveness. Marketing in the form of environmental scanning can identify the factors of social, economic, technological and competitors that CA faces. Until CEO and the board establish a mission which will guide its organization, there may be organization resistance and delay in reaching its overall business strategies.

Customer relationship management (CRM) is a broad term that involves people, processes, and technology to improve relationships and existing customers who will result in improved customer retention and profitability (Kerin, 2006, p. 8). Using environmental scanning, identifying the marketing strategy and establishing a marketing relationship will direct and guide CA in meeting customer needs , identify the resources needed, the competitors they face and future trends in the Customer Relationship Management system.

Incorporating Enterprise Risk Management, profitability index with interactive marketing will allow the marketing program to address customer needs and sustain customer relationships to reflect the changing trends in customer purchasing behavior. Describe the Situation Issue and Opportunity Identification Classic Airlines is the fifth largest airlines in the world. In the business for 25 years, CA has 375 jets that service 240 cities with more than 2300 daily flights. Classic Airlines earned $8. 7 billion in sales.

CA made $10 billion profit which means that most of the revenue went to operating the company. With 32,000 union employees CA retains their top salary that is above industry’s average. In addition the board has voted for a 15% reduction over the next 18 months. The company is threatening bankruptcy, decreasing value on Wall Street, unfavorable media, decreasing customer satisfaction and low employee morale. The current CRM system is not fully functional and the Classic Reward frequent flier program has been losing loyal customers.

Other challenges include continual high fuel costs and high wages paid to the union employees. CA’s challenge is to find a way to improve customer satisfaction within their Classic Rewards Loyalty Program by identifying and meeting customer’s needs and, therefore, improve the return on investment (ROI) (University of Phoenix,2008,Scenario Two,2008). Several opportunities exist for Classic Airlines which includes a forecasting of sales, a marketing mix and a situation analysis to determine the feasibility of a new analytical Customer Relationship Management program.

CA may need for the present to just update the current CRM to a functional capacity to meet customer’s needs. Establishing the short-term of finding the solutions to update the current CRM might save costs and establish a long-term aCRM portfolio as a long-term goal .According to Seget (2008), the aCRM model uses analytical models and databases to integrate information that will enhance the customer desire for functionality as well as provide time sensitive information for prompt decision making by pharmacists, managers and others that rely on the CRM processes.

It will definitely allow CA to focus on negotiating with the high wages of its current union employees who are above the industry standards. The CMO Boyle can begin to devise marketing strategies on focusing on marketing segmentation, marketing-mix and focus on the needs of the customers who are loyal and attempt to retain them as well as attract new ones. To obtain customer feedback without alienating them CA may consider, online surveying, telephone surveying and other interactive marketing.

Interactive marketing creates customer value, customer relationship and customer experience. Kerin (2006) agrees, “Interactive marketing creates customer value by providing time, place, form and possession utility for consumers” (p. 6). Interactive marketing, marketing segmentation marketing-mix and forecasting can help identify customer needs and increase customer relationships. Stakeholder Perspectives/Ethical Dilemmas The ethical dilemmas in the Classic Airlines scenario are the conflict interests and values of the CEO Miller and CFO Simpson versus the rest of the leadership team.

A dilemma also exists between the values and interests of the CA management and leadership team and the stakeholders. While the CEO and CFO are driven by numbers and a “pragmatic approach” these interests conflict with the overall business strategies and that is to increase customer satisfaction by reducing costs (University of Phoenix, Scenario Two, 2008, p. 1). The company is trying to improve the return on investment (ROI) and at the same time improve the frequent flier program, pay the union employees high wages and implement a new aCRM product.

In fact, according to Seget (2004), “Wisdom prevails in conducting project feasibility, forecasting and marketing-mix and marketing-mix research before considering a new aCRM product . implementation” (p. 25). Classic Airlines must reach a balance through stakeholder’s involvements at all levels in attempting to balance the interests and value of all the individuals, departments and organizations. CA must focus on being a “best service” benchmarking company as a goal because providing the lowest price while utting costs and remaining competitive in the marketplace, is unrealistic thinking. “For example, it is not possible to simultaneously provide the lowest-priced and highest-quality products to customers and pay the highest prices to suppliers, highest wages to employees, and maximum dividends to shareholders” (Kerin,2006, p. 3). That is why an environmental scanning, a product analysis or four p’s, and a situation analysis will clarify where the company product or service has been, its status and where it wants to be.

The marketing program will identify where CA is, the competitor’s trends, and the customer current and prospective customers (Kerin, 2006, p. 12). Developing a marketing mix, an environmental scanning will identify the need of the stakeholders to be involved in every level of the decision making process and the development of an aCRM product implementation. The marketing program is a method of bringing an exchange between all the stakeholders to sustain valuable customer relationships. Frame the “Right” Problem

Classic Airlines will remain competitive in its industry and expand its global influence and brand loyalty by including its stakeholder’s voice and valuing its customer voice. Other opportunities for CA to achieve its goals of restructuring and implementing new initiatives such as its upgrade of its current CRM and a new aCRM product development will help sustain customer loyalty, increase customer satisfaction and provide the employees with the skills and automated technology that can meet the customers’ needs.

In order to meet the changing environmental factors such as regulatory and fierce competitors and reduce labor costs, CA will use marketing strategies such as environmental scanning, sales forecasting, segmentation are opportunities to increases return on investment (ROI) by identifying and meeting customer’s needs.

According to Kerin (2006),: “The American Marketing Association, representing marketing professionals, states that ‘marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders” (p. 1). CA will ensure that the ROI will be accomplished through accountability and leadership of the CEO, board members and senior executives. Valuing the voices all stakeholders will ensure that the values, thics and interests are filtered through a corporate decision making and implementation process. CA will ensure that its new initiative will be defined in its corporate governance, mission statement, employee booklet, union booklet and risk management policies. CA will remain a leading worldwide airline organization that focuses on marketing strategies that include direct forecasting, linear trend extrapolation, market segmentation, product differentiation, sales force surveys, survey of buyers intentions and usage rate strategies that will keep CA a leader among the airline industry.

Identifying customer changing needs via profitability index, customer audits will allow CA remain profitable as well as efficient in delivering the best practices in airline services to it loyal customers and future one. Fuel hedging, smaller planes, business partnerships and alliances will be strategies that will be analyzed and implemented to allow costs to be transferred into customer value benefits. Describe the “End-State” Vision

Classic Airlines(CA) will be restructured in its philosophy, mission and goals to be a cost-effective and efficient company by focusing on the “ stakeholders voice” in implementing a new analytical Customer Relationship Management (aCRM ) and a Enterprise Relationship Management (ERM) ) product development. Customer and employees as well as top executives who ethics values the customers, the employee and the shareholders will be valued within all levels of the stakeholders communication.

The core competencies includes values of the aCRM that will align with the overall organizational goals of valuing the customer’s voice , sustaining customer relationships, and providing utilities that will create efficient and effective services. Thus the goal of profitability will be achieved through the values of profitability and social accountability and responsibility of the CEO and board members of CA (University of Phoenix Scenario 2, 2008, p. ). Achieving US and globalization as a benchmarking organization stems from an aggressive and proactive marketing program that will operate through an updated CRM system and a future aCRM system that is designed to compensate future environmental changes and thus customer changing needs. An effective marketing program will benefit the customer and stakeholders by assessing the needs of the customer and satisfying those needs (Kerin, 2006, p. 5).

Remaining a competitor in the airlines industry means continuing open negotiations and compromise with the airlines union to keep pilots and employees competitive wages with the industry, while reducing costs and retaining loyal customer, increasing customer service and retaining skilled employees and sustaining the Classic reward program that is both efficient and effective in customer service. Recommended measures to determine if the CRM and marketing strategies are effective include profitability index, customer value benefits, and the measurement of rate and customer satisfaction surveys.

Identify the Alternatives and Benchmarking Validation Alaska Airlines began in 1932 in Anchorage, Alaska with 17 million passengers annually with flights to over 60 cities and 3 countries. Alaska Airlines is familiar with marketing strategies to remain competitive in the airline industry. Alaska Airlines faced a financial crisis similar to Classic Airlines who faces possible bankruptcy, a 10% decrease in stock market shares and negativity on Wall Street (University of Phoenix, 2008). In 1972 Alaska Airlines was in the then Ron Cosgrave and Bruce Kennedy came on board in 1972, the airlines was in a financial fight for its existence.

Led by quality leadership, the management restructured the goal of the organization and began bringing people together to save the failing company (Alaska Airlines, 2008). Leadership conducted a “differentiating marketing” in providing superior customer service as the key. Using a differentiating marketing allowed Alaska Airlines to survive more tumultuous times during the deregulation of airline industry and the recent rising fuel costs. Kerin (2006) agrees that, “The existence of different market segments has caused firms to use a marketing strategy of product differentiation.

The strategy involves a firm’s using differentiation mix and advertising to help consumers perceive activities such as product (service) activities as being better than the other competing products “(p2). Classic Airlines can begin improving its profits and market shares by focusing on marketing strategies such as “best services” in its industry by aligning a customer-centric focus and include the stakeholders in the new restructuring of the company. Classic Airlines can follow AKL’s lead in forming partnerships and alliances to expand its international market.

Both parties view the partnership as a pairing of their expansive international networks and allowing ALK an opportunity to build a platform for international growth from the West (Global airlines, 2008, p. 2). This means double benefits for their customers allowing them the additional options offering by the two companies and a chance to redeem mileage points from either of the two airlines. The Disney logo and brand name was built in 1923 on the foundation of The Walt Disney Company. Disney was founded by Walter Elias Disney and cofounded by his brother Roy Disney.

The Walt Disney Company has an estimated $35 million in annual revenues (Wikipedia, 2008,p. 1). Disney works includes his alter ego Mickey Mouse, Disneyland, records, movies and the Walt Disney World Resort. What is noteworthy of this entertainment, movie empire is the extent of its marketing strategies to communicate with their customers. Using a marketing mix, Disney’s business strategy encompasses the integrated marketing communications (IMC) that communicates a brand loyalty and consistent messages across all audiences.

The IMC is used by Disney via its management team and its internet customers. Disney takes many types of promotional mix as a direct marketing tool to communicate in an exchange with brand loyal customers and with potential customers. This allowed Disney to combine advertising, direct marketing, personal sales, sales promotion and public relations to inform customers of their products, persuade them to use them and remind them of the benefits after they have used them(Kerin,2006,p. ). Having targeted their population segmentation, Disney’s IMC and direct- marketing techniques via large mass mailings, an internet websites and internet-linked kiosks allow loyal customers and potential customers to inquire about their products and services. The IMC, direct marketing, marketing-mix and promotional-mix allows Disney to exchange information with consumers and keep updated of consumers changing purchasing behaviors.

As Classic Airlines works on updating the functionality of its current CRM and prepares for the aCRM product development, the company can benefit from a direct marketing approach. Therefore, Classic Airlines must streamline its operations in reducing staff, eliminating aircraft with high maintenance, negotiate wage salaries to match the industry market, focus on smaller planes and improve its rewards program. Once the costs have been reduce, investments can made towards the CRM system that will allow for targeting its marketing population segmentation.

Kerin (2006) states, “Like personal selling, direct marketing often consists of interactive communication. It also has the advantage of being customized to match the needs of specific target markets. Messages can be developed and adapted quickly to facilitate one-to-one relationships with customers “(p. 7). With a well developed functional CRM and aCRM data warehouse, Classic Airlines can focus on communication exchanges through direct marketing and other forms of IMC to attract new customers and maintain loyal customers. Evaluate the Alternatives

In Table 3, all the goals were ranked 5 because the aCRM is a software highly integrated system of providing massive information and data on a time-sensitive arena, there will take many stakeholders and business processes to make this new product development and implementation successful. The best features of the original alternatives were combined to create a short list of second –tier solutions because it was imperative that Classic Airlines created a change management by clearly defining its mission, objectives and align them with their aCRM objectives.

Once this has been accomplished it was in the best interests of the stakeholders that a culture of change be established internally before commissioning the aid of external CRM consultants. Due to the amount of organizational resistance due to Classic Airlines original exclusion of the stakeholders in particular the employees, it was best to incorporate any outside help only after internal organizational change and a culture of customer-centric, product-centric and employee rewards for performance were in place. Identify and Assess Risks

Many risks can be identified with the implementation of the new product development. Beginning with the risk of organizational resistance, CA will achieve more by including all the stakeholders, especially the customers in a buy-in or adoption of the new product initiative. If CEO and Board fail to incorporate a culture or organizational change by aligning the new aCRM product objective with the overall objectives of the company, the new product development and completion may be in jeopardy. As most benchmarking companies have found that an evaluation of product feasibility s the first research before adopting the new product initiative. The project feasibility will detail costs, risks, labor costs and other assessments needed to make an informed decision about proceeding with the idea. A more profound tangible risk is if enough skilled employees have. A more profound tangible risk is if enough skilled employees have the technical skills to make the new product development a success. Other risks include costs, going pass projected timeframes, and other external risks, such as the vendors failing to supply financial backing.

Other risks include software compatibility risks, decrease in profitability and returns. Risks can be mitigated by planning a risk analysis and risk management to align with every department decision making in investments and other decisions that impact the overall value of the firm. According to Seget (2008), key findings includes a risk management WBS plan is needed for CA to implement risk management principles and incorporate them in their job functions. Risks can be tracked and contingency plans in place in case they fail.

Implementing risk management in every phase of the aCRM process will ensure that “potential risks” are identified early on in the product development. A solid risk management plan can help CA face the “unknowns”; deal with “unfavorable outcomes” and “unexpected uncertainties. ” Just as the profitability analysis makes good business sense in considering any aCRM and marketing-mix program, conducting a profitability index makes good business sense to determine if the business objectives have been met. Make the Decision The final decision is to develop and implement a new aCRM to remain competitive within the industry.

However, to do that a project feasibility and project analysis will be conducted first. Both authors, Kerin (2004) and Segat (2006) agrees to results of a project analysis and market research be completed before any new CRM initiative. These finding will be placed into the new aCRM portfolio that will detail the labor costs, financial investments and workforce needed to complete the product. A management change and organizational culture will be adopted through the mission statements, governance policies, code of ethics and risk management policies.

An internal marketing approach will allow an exchange between all stakeholders. Marketing segmentation will allow CA to indentify the customers who will increase the return of investments (ROI) by conducting marketing-mix programs to identify their needs. Customer surveys will allow CA to not only identify those needs but to satisfy unmet needs and identify changing consumer behavior. The challenge for CA is not measuring the ROI or measuring the effectiveness of its total business strategies but determining the effectiveness of the customer-focused strategies.

Klenke (2003) suggests that, “It makes good business sense to bring the project to a final conclusion by determining if the projected results actually were delivered as suggested in the business plan that management approved… A decision must be made whether or to return to the pre-project situation if that is still an option” (para. 139). Develop and Implement the Solution The biggest opposition to any CRM new initiative is organizational resistance to organizational change.

The goals it to focus on the greatest resource of Classic Airlines and that is the employees, management and departments and divisions that will be equipped through communication, two-way feedback, employee communication surveys, and an organization culture that values the communication, feedback and decision making of the employees. CA will create an organizational culture within four weeks by communication, mentoring, modeling the new aCRM product project by allowing the employees to engage two way communication, decision making and two way feedback.

CA will resolve its unclear objectives by clearly stating them in their employee handbook. Once a feasibility report is conducted and the return on investment (ROI), market ratios and profitability ratios are concluded, CA will proceed to forecasting, internal marketing and environmental scanning. Employee surveys as well as feedback surveys and employee questionnaire will be distributed. The employees, customers and stakeholders will be engaged throughout the product development and implementation.

The senior management, change champion, financial officer and human resources departments will be responsible in gathering the research and reporting back to the CEO and board members. At that point information will be disseminated at all levels from the CEO and board through face to face meetings, employee internet, meetings, corporate magazine and other informational channels. Evaluate the Results The success of the current CRM and implementation of the new aCRM will be measured with ongoing forecasting and marketing-mix research.

Since these approaches allow for prediction of future trends of customers and organizational buying behaviors it can also predict the possible increase of revenues and profits that a certain product might generate. Measures such as productivity increase, cost reduction and increase in revenues are more reliable metrics in measuring and evaluating the benefits of the CRM implementation. (University of Phoenix, 2008) Many benchmarking companies like PeopleSoft, according to Seget (2004), may fail in its first product CRM attempt.

PeopleSoft adopted a PeopleSoft CRM that failed to deliver in terms of functionality for the end-user, the consumer. PeopleSoft developed another system called Peoplesoft8 that address the issues of functionality that their former system failed to deliver. Metrics such as productivity, increases in revenues were some of the measures used by PeopleSoft8. Like Classic Airlines they were facing criticisms of lack of functionality for their customers and had a problem with vendor, supplier and human resources staffing.

They became successful in adopting a new “PeopleSoft 8 CRM” that focuses on employees, targeting customers, supplier relationships and vendor relationships. Seget (2004) agrees that the success of PeopleSoft 8 CRM (PS8) was due to the focus on human resources centric or –HR-centric. Functionality was also a major concern for PS until their adoption of the PS8-CRM. Although Classic Airlines’ new aCRM is not up and running, CA can learn from PS8 by acting quickly by fully integrating the PS8 CRM system and forming a business alliances and partnerships to maximize their aCRM efforts.

PeopleSoft has been successful enough to use profits to acquire and merge with other companies and partners (Seget, 2004, p. 80). Other measures include SWOT analysis, gap analysis, and profitability index and churn rates to determine if the objective has been met. Evaluations and customer surveys must be ongoing to allow management to adjust and change their focus as customer behavior and trends change. Conclusion Classic Airlines like most industries are embarking on a fairly new concept, the CRM. Although CRM is a computer based software that provides integrated on demand information for customers, physicians, vendors and ther stakeholders, the system is only as useful if designed around the customer’s needs, wants and expectations. According to Seget (2004), the aCRM model uses analytical models and databases to integrate information that will enhance the customer desire for functionality as well as provide time sensitive information for prompt decision making by pharmacists, managers and others that rely on the CRM processes. While Classic Airlines is in its infancy, CEO Amanda Miller must present a project analysis and project feasibility before undertaking the new aCRM product development (Kerin, 2006).

According to Kerin (2006) environment scanning and must be conducted not only on its customers but on its competitors as well. Marketing target segmentation, internal marketing, aCRM initiatives, customer surveys and customer audit all work together in reaching an overall business strategy, satisfying the needs of the customer. Classis needs to reduce costs, maximize ROI, match union pay with the industry and restructure the organization with a product-centric and customer-centric focus.

Achieving US and globalization as a benchmarking organization stems from an aggressive and proactive marketing program that will operate through an updated CRM system and a future aCRM system that is designed to compensate future environmental changes and thus customer changing needs. An effective marketing program will benefit the customer and stakeholders by assessing the needs of the customer and satisfying those needs (Kerin, 2006, p. 5). Classic must remain competitive by promoting value for all vendors, supply chain and stakeholders.

To measure the effectiveness of the aCRM project and current CRM and marketing program must use customer surveys, profitability index and customer audits to determine if the objectives of CRM and marketing strat4egies are being met. Measurements must be conducted on a continual basis to allow management to make adjustments and decisions to align the CRM with the business overall business strategies. References Alaska Airlines. (2008). Retrieved November 26, 2008 from the Web site: http://www. Alaskaair. com/ Band, J. (2003). The CRM Outlook: Maturing to the next level. Computer Wire.

Retrieved November 9, 2008 from the University of Phoenix Library Business Insights Technology Web site: http://www. globalbusinessinsights. com. exproxy. |Global airlines face daunting challenges- more mergers and partnerships? (2008). Retrieved November 25,2008 from the University of | |Phoenix, Plunkett Research database. | |Kerin, R. A. , et. al. (2006). Marketing, 8e. Customer relationship and value through marketing. | |New York: McGraw- Hill. | |Klenke, M. , Reynolds, P. , Trickey, P. (2003). Leveraging Customer Relationships, 1e. Tactics to leverage customer relationship.

Leyh | |Publishing Company. | Seget, S. (2004). The Pharmaceutical CRM Outlook. Optimizing returns from operational and analytical crm. Retrieved November 5, 2008 from the University of Phoenix Library Business Insights database. University of Phoenix. (2008). Automating a Support System. Retrieved November 16, 2008, from the University of Phoenix, resource, Simulation. MBA570-Sustainable Customer Relationships Course Web site. University of Phoenix. (2008). Classic Airlines, Scenario Two. Retrieved November 21, 2008, from the University of Phoenix, resource, Scenario.

MBA570-Sustainable Customer Relationships Course Web site. Walt Disney. (2008). Retrieved November 26,2008 from the Website: http;//en. wikipedia. org/wiki/Walt Disney Table 1 Issues and Opportunities Identification | | | | | |Concept |Application of Concept in Scenario |Reference to Specific |Personal Experience at your| | |or Simulation |Course Concept Organization | | | |(Include citation) | | | | | | | |Classic Airlines has a lack of|To develop value added channels of |“Just as important is the communication |As a newly hired sheriff | |stakeholder alignment that |communication aligning key |between and within levels.

Gone are the days |deputy, jail division I had| |will hinder their ability to |stakeholders under a common vision. |when departments could stand as silos, |grew so fast and the funds | |implement new products and |This is an opportunity to increase |isolated from the rest of the organization by |to run the new facility had| |services/solutions. |organizational comprehension and |impenetrable barriers. Intra-national and |ran over its budget.

Rumors| | |employee involvement that results |international competition is now so fierce |were running rampant | | |in the garnering of trust and |that everyone (stakeholders) in the |throughout the organization| | |loyalty among stakeholders. |organization needs to collaborate closely on |that resulted in low | | | |solving organizational challenges and on |morale.

The problem for the| | | |achieving agreed strategic objectives. ” |Sheriff department was that| | | |(Wyatt,2008,para. 9) |they noticed a rise in | | | | |officer and inmate | | | | |conflicts.

The officer’s | | | | |union began to disseminate | | | | |information via brochures, | | | | |newsletters and roll call | | | | |meetings. |Classic Airlines lacks |Classic Airlines has an opportunity|Classic Airlines can select a marketing |My company focuses on brand| |marketing mix and environment |to conduct a marketing mix to focus|strategy such as, best price, best service or |electronics and brand | |scanning strategies to |on the price, product, promotion |best product from conducting a marketing mix |appliances at the “best | |identify the internal and |and place.

These are controllable |and environmental scanning. “Four elements in |price”. They also offer a | |external factors that will |factors. Environmental scanning are|a marketing program designed to satisfy |price match. Environmental | |meet customers changing needs |uncontrollable factors such as |customer needs are product, price, promotion, |scanning is conducted by | |and improve customer |social, economic, technological, |and place. Kerin,et. al,2006,para. 3) These five|physically going to each | |satisfaction. |competitive and regulatory factors |forces environmental)may serve as accelerators|competitor store and | | |that will impact CA’s overall |or brakes on marketing sometimes expanding or |retrieving information. | | |marketing strategies. |restricting. (Kerin,2006,p. 1) | | |Classic Airlines lacks |Classic Airlines has an opportunity|“If the objective is to increase customer |As a rehabilitation case | |measurable methods to |to develop and implement risk |loyalty, then measurement of churn rate |management, ongoing surveys| |determine if their aCRM, |analysis, gap analysis, and SWOT |(profitability index)and customer satisfaction|and targeted objectives and| |marketing segments, and |analysis and churn rate analysis |will be key in determining how well objectives|compares it to the achieved| |customer surveys to determine |and profitability index to |is being met”(Klenke,2003,para. ) |targets were completed by | |is their overall business |determine if the objectives of | |an automated computer case | |strategies are effective. |loyal customers focus are | |management program. | | |successful. | | | Table 2 Stakeholder Perspectives and Ethical Dilemmas | |Stakeholder Perspectives and Ethical Dilemmas | | | | | |Stakeholder Groups with Competing | | | |Values |The Interests, Rights, and |Course Concept | | |Values of Each Group | | |List: Group X | | | |versus Group Y | | | |CEO Amanda Miller and CFO Catherine|Interests include credibility on Wall Street, |“The American Marketing Association, representing | |Simpson vs. senior management team |stock prices and the media. Values remaining as a |marketing professionals, states that ‘marketing is an | | |viable competitor in the industry.

Interests |organizational function and a set of processes for | | |include “operational excellence” and “driven by |creating, communicating, and delivering value to | | |numbers” Failing to look to the exchange and |customers and for managing customer relationships in | | |communications will not develop a marketing |ways that benefit the organization and its | | |program to include stakeholders and meet customer |stakeholders. ”(Kerin,et. al,2006,p. 12 | | |needs. | |CMO Kevin Boyle, Senior VP of |Interests include the CRM program, “voice of the |The hallmark of developing and maintaining effective | |Customer Service Renee Epson Senior|customers” employee wage obligations, shareholders|customer relationships is today called relationship | |VP of General Counsel Ben Sutcliffe|and marketing and customer services functions. The|marketing, linking the organization to its individual | |and Senior VP of Human Resources |conflict is that there needs to be a decision |customers, employees, suppliers, and other partners for| |vs. CEO Miller and CFO Simpson |making process that includes all stakeholders. |their mutual long-term | | | |benefits. ”(Kerin,et. al. ,2006,p. 5) | |Classic Airlines vs.

Vendors, |Communities, media and competitors and other |“The process of (marketing) segmenting a market and | |Distributors, Suppliers, Contact |stakeholders expect that Classic Airlines |selecting specific segments as targets is the link | |Centers, Communities, Media, |management maintain accountability and social |between the various buyers’ needs and the | |Competitors, Investors. |responsibility in the new product development via |organization’s marketing | | |a market segmentation to meet customer needs. |program”(Kerin,2006,et. al,2006,p. | Table 3Analysis of Alternative Solutions[pic] Table 4 Risk Assessment and Mitigation |Risk Assessment and Mitigation | |Alternative |Risks and Probability |Consequence and Severity |Mitigation Techniques and Strategies | |Engaging stakeholders at all |Organizational resistance. |; Clash between middle management |Establish company culture that values | |levels of the new aCRM product |Increase costs |and employees. |employees and stakeholders. | |development. Delay in time projections |;Clash between different |Align marketing goals of aCRM with | | | |divisions. |overall business strategy. | | | | |Establish clear objectives, business | | | | |goals and mission statements. | |Business Alliance with Zurich |Organizational resistance. | ;Clash between external and |Establish company culture that values | |Airlines |Increase costs |internal teams |customers and products. | |Delay in time projections. |; Loss of skilled management and |Communicate, model and lead by example | | | |employees |from CEO, board and senior management. | | | |;Evaluation of team may result in |Establish clear objectives, business | | | |more costs to finance new aCRM |goals and mission statements. | | | |project. | | | | | | | | | | | |Environmental scanning and |Costly |;Research may find that current |Project scope and aCRM portfolio | |marketing-mix research and |Timely |aCRM product is not profitable. |Marketing-mix portfolio. | |profitability index, |More workforce | | | Table 5 Pros and Cons of Alternative Solutions |Alternative |Pros |Cons | |Engaging stakeholders in all levels of the new |Increase employee motivation and morale. Employees may feel over tasked vie new product,| |aCRM product development. |Increase productivity. |training new skills and training new hires. | | |Improve customer services |Increase resistance from some employees. | | | |Deliverables of goals require more time | |Develop business alliances with Zurich Airlines|Add to customer value and increase customer |Increase employee resistance. | |and form other partnerships to remain |benefits. |Time consuming. | |competitive. |Speed up production. Increase costs | | |May reduce overall cost |Organizational resistance | | | |Employees may see | | | |Jobs as being threatened | | | | | | | | | |Environmental scanning, marketing-mix research |May speed up production and implementation |Time consuming. | |and developing ongoing customer audits, |Aid in developing an overall software synergy |Increase costs. | |profitability indexes to measure overall |fit. |Delay overall time projections. | |effectiveness of the aCRM. |Increase profitability ratios, and return on | | | |investment(ROI) ratios, | | Table 6 Optimal Solution Implementation Plan Action Item Deliverable |Timeline |Who is Responsible | |Initiate a CRM project feasibility, forecasting and | |CEO, Board of Directors and Senior | |marketing-mix before developing and implementing new|4 weeks |Management Team, Financial Manager | |CRM product. | | | | Align new aCRM product objectives with overall | 4 weeks |CEO, Board of Directors and Senior | |business objectives and provide update for current | |Management Team, Project Leadership Team| |CRM. | | |Analyze a profitability analysis, return on | 4 weeks |CEO, Board of Directors, Senior | |investments (ROI) and market ratios to determine | |Management, Marketing, research and | |competitors and competitors prices. | |development and financial manager. | |Adopt marketing-mix strategies that will retain | |CEO, Board of directors, senior team, | |customer loyalty and identify value added incentives|Ongoing |champion leaders, cross functional team | |and rewards for loyal customers. |leaders, employees and customers. | |Train, mentor and lead the employees in the adoption| |Senior management, human resource | |of the aCRM product development by providing them | |management, champion leaders, | |with the highly technical skills, self- paced |20 weeks |cross-functional team leaders and | |training, | |technical skilled leaders, | |e-performance evaluation. | | |Attention to increase funding and workforce addition| |Senior managers, cross-functional team | |to the product support, administrative support, call|24 weeks |leaders, technical skilled leaders, call| |centers, e-business websites for customers and other| |center leaders, information technology | |product development customer enhancement support | |leaders and customer support leaders. | |systems. | | |Hiring new employees and training them with the | |Middle managers, team leaders, human | |needed KSA’s to provide excellent customer service. |24 weeks |resource manager and management team. | |Business alliances with Zurich Airlines and other | 48 weeks |CEO, Board of Directors and Senior | |business partners. | |Management Team, Financial Manager | |Conduct SWOT analysis, profitability index. | Quarterly/Annually |Team leaders and senior leaders. | Table 7

Evaluation of Results |End-State Goals |Metrics |Target | |Forecasting and marketing-mix will identify |Forecasting results from social economic and |Business customers and regular customers | |market synergies that will keep Classic |technical factors as well as market-mix results| | |Airlines a viable competitor and ahead in the |to identify trends and future trend of | | |CRM market industry. |consumers buying behaviors. | |Classic Airlines will adopt business |Using benchmarking examples from Microsoft, |Target is benchmarking and best practices CRM | |intelligence and align with business partners |PeopleSoft and other leading aCRM and eCRM |service providers. | |to enhance its new CRM product. |service providers, Classic will adopt the | | | |synergy fit for its CRM. | | |Classic Airlines will provide employees with |Providing skills assessments, skills training |Target is employees and stakeholders involve in| |the high technology skills to face a fast |and career advancement, Classic will retain and|customer relations and customer contact. | |changing technical environment. attract those with the technical skills to | | | |remain a viable contender in the CRM industry. | | |Classis Airlines will enhance the functionality|Providing internet and on line information so |Classic Airlines frequent flyer program, | |of the aCRM new product development by adopting|that feedback, information, and decision making|business customers, regular customers and | |personalized websites, target marketing via |can be conducted with more available |potential customers. | |e-business, customer email and other channels |information and time sensitive data. | |to market and sustain customer relations. | | | |Conduct SWOT analysis, profitability index and |Accomplished via multi-channeling, e-marketing,|All stakeholders | |customer surveys to measure the effectiveness |e-commerce and other web bases to measure and | | |of the CRM. |evaluate | | | |Customer loyalty retention. | |

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Theories of Group Formation

Theories of Group Formation Below is an explanation of the different models of group formation processes by Lewin, Tuckman, McGrath, and Gersick including the major features, steps, and characteristics. Tuckman (1965), stated these roles/processes are needed for group formation: Forming: Group members learn about each other, and the task at hand. Indicators of this stage might include: unclear objectives, confusion, and low morale. Storming: As group members continue to work, they will engage each other in arguments about the structure of the group which often are significantly emotional and illustrate a struggle for status in the group.

Lack of cohesion marks this phase. Norming: Group members establish implicit or explicit rules about how they will achieve their goal. They address the types of communication that will or will not help with the task. Indicators include: Questioning performance, Reviewing/clarify objective, Changing/confirming roles, Opening risky issues, Assertiveness, Listening, Testing new ground, Identifying strengths and weaknesses. Performing: Groups reach a conclusion and implement the conclusion. Indicators include: Creativity, Initiative, Flexibility, and Open relationships.

McGrath (1991), stated these roles/processes are needed for group formation: Mode I: Inception and acceptance of a project (goal choice) Mode II: Technical problem solving – solution of technical issues (means choice) Mode III: Conflict resolution – resolution of political issues conflict (policy choice) Mode IV: Execution – the performance requirements of the project (goal attainment) Unfreezing – this phase involves overcoming inertia and dismantling the existing “mind set”. Defense mechanisms have to be bypassed. Change – typically a period of confusion and transition.

One is aware that the old ways are being challenged but does not have a clear picture to replace them yet. Freezing – the new mindset is crystallizing and one’s comfort level is returning to previous levels. Phase 1 – behavioral patterns and assumptions through which a group approaches its project emerges in its first meeting, and the group stays with the framework through the first half of its life. Teams may show little visible progress during this time because members are unable to perceive a use for the information they are generating until they revise the initial framework.

Midpoint – at calendar midpoints, groups experience transitions-paradigmatic shifts in their approaches of their work enabling them to capitalize on the gradual learning they have done and make significant advances. This is an opportunity for the group to alter the course of its life midstream. Phase 2 – this is a second period of inertial movement, and takes its direction from plans crystallized during the transition. At completion, when a team makes a final effort to satisfy outside expectations, it experiences the positive and negative consequences of past choices.

I see many roles that leaders need to provide in the group development process. A leader needs understanding of critical theories about how people learn, an understanding of patterns of discrimination and inequalities, and the benefits and liabilities associated with individual groups. Along with the ability to articulate his/her own philosophy of education, and use it to empower others’ active participation in their own transformation. According to Katzenbach and Smith (2005), effective working groups need little time to shape their purpose, since the leader usually establishes it.

Despite the fact that many leaders refer to group reporting to them as a team, few groups really are. Leaders, however, should make sure the team succeeds in identifying specific purposes and goals. If the leader of a group wants to improve performance overall, he/she needs to find a way of the group taking shared ownership for the results. It is likely that a shift from individual responsibility to shared responsibility can only be achieved if the pay and reward system has a significant element that is dependent on the overall outcome.

The knowledge, skills and attitudes of the leader may also need to shift significantly to be effective in this new environment. For example, a leader may need to share all of the individuals’ results with the group. The group has the right to know how others are performing if their pay depends on it. This could be a challenging experience for a leader who has avoided the potential emotional stress that can be caused by this level of openness.

Kozlowski and Bell (2003), stated that team training and leadership interventions have the potential to enhance team development, it is a process that generally unfolds naturally without intentional intervention. Thus the potential for improving team development and team effectiveness in many organizations is high. “However, team training and team leadership are key leverage points for enhancing the developmental process by intervening before or as teams are formed (team training) and as they proceed through the developmental rocess in the work setting (team leadership and coaching). ” Kozlowski & Bell (2003). The theory that appeals to me the most is Tuckman’s theory of group formation. I believe I feel this way because it is most familiar to me, and have gone through the formal stages of forming, norming, storming, and performing. I was also a participant in a class called “How best to form your team”. This class went over these ideals that Tuckman mentions. Refer ences Gersick, Connie J. G. (1988). Time and Transition in Work Teams: Toward a New Model of Group Development.

Academy of Management Journal. Vol. 31, No. 1, 9-41. Retrieved from Business Source Premier database Katzenbach, Jon R. & Smith, Douglas K. (2005). The Discipline of Teams. The Harvard Business Review. July-August, 2005. pp. 162-171. Kozlowski, S. (2006). Group development. Encyclopedia of Industrial and Organizational Psychology. Retrieved from Sage e-References, Walden Library Kozlowski, S. W. J. , & Bell, B. S. (2003). Work groups and teams in organizations. In W. C. Borman, ed. , D. R. Ilgen, ed. , & R. J. Klimoski, ed. (Eds. ), ed. Handbook of psychology: Industrial and organizational psychology (Vol. 12, pp. 333-375). London: Wiley. Lewin, K. (1999). Experiments in social space. Reflections, 1(1), 7-13. Retrieved from Business Source Premier database McGrath, J. E. (1991). Time, interaction, and performance (TIP): A theory of groups. Small Group Research, 22(2), 147-174. Retrieved from SAGE Management and Organization Studies Full Text Collection Tuckman, B. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399. Retrieved from PsycARTICLES database

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C.S.I – Myth vs. Reality

Jennifer Weaver L. Leggo Law Monday April 19, 2010 C. S. I – Myth vs. Reality Crime Scene Investigation is a series that followers investigators that use evidence to solve murders. The show is very popular due to its courageous matter and popular characters. However, despite CSI’s popularity it has been heavily criticized for realism to actual crime solving. CSI portrays an inaccurate, to say the least, image of how police solve crimes. To begin with, CSI has depicted many manifestations to people who watch it. Two main things noticed in the episode watched are the myth of crime scene investigating and DNA testing.

The show does a really good job “hollywooding” the field of forensic science. One clear myth of the show is it’s characters and how attractive they are. Forensic scientists are more likely to look like fat men with glasses rather than sexy women who wear camisoles to a crime scene, as seen in the show. In addition, the show depicts solving a case as easy and not time consuming, when in reality the majority of these cases would take months or even years to solve. Moreover, when collecting evidence and DNA in the show, it shows DNA results returning in a matter or hours when it would normally take years.

This false interpretation contributes to viewers manifestation of DNA testing in real cases; thinking that its an easy process. The only reality of the show found was when one of the investigators collected a finger print, however, even that was glamorized because a print would never come out so clear, as it did in the show. Overall, the show itself is a good show, it is very entertaining, from its graphics to the acting, however, its realism is non-existent and it exemplifies the forensic field falsely.