The Three Theoretical Approaches to Strategic Management - Free Essay Example

Sample details Pages: 8 Words: 2501 Downloads: 10 Date added: 2017/06/26 Category Management Essay Did you like this example? Introduction Strategic management involves the construction and implementation of major aims and objectives taken by an organisations managers to represent the views of the owners. It is usually based on the consideration of resources, and on an assessment of the internal and external factors affecting the organisation (Nag, et al., 2007). It is an incredibly important factor for company owners to take into consideration as it is directly related to the success of an organisation. Don’t waste time! Our writers will create an original "The Three Theoretical Approaches to Strategic Management" essay for you Create order This report will explore the three theoretical approach to strategic management; resource based view, market based view and I/O view. Furthermore, it will also investigate three type of strategy, which are corporate strategy, business strategy and operational strategy. Resource Based View The resource based view to strategic management provides an explanation of competitive heterogeneity based on the premise that close competitors differ in their resources and capabilities in important and durable ways (Helfat Peteraf, 2003, p. 997). Furthermore, the resourced based view has become one of the most prominent and influential theories in management. This is because it aspires to explain the internal resources that an organisation can utilise to gain a competitive advantage (Kraaijenbrink, et al., 2009). The central theme of a resource based view to strategic management is that for a firm to achieve sustained competitive advantage it must acquire and control a wide range of resources and capabilities (Barney, 2002). Although the resource based view appears to be an incredibly appealing technique to use, it has been extensively criticised. The various criticisms of the resource based view can broadly fall under six main categories. These are (Kraaijenbrink, et al., 2 009); No managerial implications: The resource based view tells managers that certain resources, valuable, rare, inimitable and non-sustainable (VRIN), should be obtained. However, it doesnt give feedback on how managers should go about obtaining these resources (Conner, 2002). Implies infinite regress: Many theorists critique the resource based view because it will lead firms into an infinite loop of endlessly searching for the best resources. Collis (1994, p. 148) states a firm that has the superior capability to develop structures that better innovate products will, in due course, surpass the firm that has the best product innovation capability todayà ¢Ã¢â€š ¬Ã‚ ¦. Applicability is too limited: Conner (2002) believes that the resource based view can only be adopted by large firms who have a lot of market power. This alienates many, smaller firms, from being able to benefit from the success that a resources based view can hold. Sustained competitive advantage is not achievable: The resource based view is focused on sustaining competitive advantage. However, competitive advantage cannot really be sustained because Both the skills/resources, and the way organizations use them, must constantly change, leading to the creation of continuously changing temporary advantages (Fiol, 2002, p. 692). Not a theory of the firm: Most academics agree that the resource based view is not a theory of the firm, but with some turning it into a critique. As the resource based view does not take into account operational boundaries, values, internal structure or asset ownerships, it cannot be a theory of the firm (Dosi, et al., 2008). Definition of resource is unworkable: Many definitions of resources are extremely broad, and if all were taken account than anything of substance to a company would be considered a resource. As the resource based view does not take into account the different definitions and types of resource, it is hard to apply to specific situations (Kraaijenbrink, et al., 2009). Market Based View This perspective focuses on factors outside the firm on the markets in which it competes. Furthermore, the market based view states that the sources of value for the firm are embedded in the competitive situation characterizing its external product markets (Makhija, 2003, p. 437). This basically means that a firms sources of market power is a contributing factor to the organisations performance. Most academics highlight three main sources of market power, these are (Grant, 1991); Monopoly: If a firm has market power in the form of a monopoly then they should expect exceptional business performance. This is because they will be the only company operating within a market, and can dictate the pricing of their products at free will. However, they will also be susceptible to new companies penetrating the market. Barriers to entry: For a company operating as a monopoly they will want to impose strict barriers of entry to try and maintain control of the market for as long as possible Furthermore, this approach should be taken by most companies in a dominant market position, as they do not want other companies to penetrate the market and steal market share. Bargaining Power: The more bargaining power a company has, in regards to both consumers and suppliers, the higher the expected performance would be. This is because if the firm has a low of power over their suppliers and consumers, then the chances are that there are not many substitutes for the suppliers or consumers to choose between. Once again, this allows the company to have dominant impact on the pricing within the market. Furthermore, because many academics suggest that business markets evolve very slowly (Geroski Masson, 1987; Mueller, 1986), it means that market power does not erode rapidly, and a company can maintain it for a reasonably long time. However, even if the market were to dramatically change, a company can utilise their current market power to cushion the effects of any detrimental actions that may occur. Industrial/Organisation View The organisation view on strategic management focuses on how an organisation chooses which industries to operate. It suggests that if an industry is performing exceptionally well, then a business can enter that market and reap substantial financial benefits (Chin, et al., 2003). It is centred on Porters Five Forces (1980), as it analyses the different modes and restrictions of entry into a market. Makhija (2003) takes the view that the I/O view is about manipulating power asymmetries and trying to develop market power. It does this by attempting to minimise the impact of Porters Five Forces, such as industry rivals and threat of new entrants. Furthermore, an I/O view would view market power as a substantial defence against new entrants, and that the industry can have significant impacts on competitive advantage, not so much the market or the organisation. It is a relatively outdated view of competitive advantage, with the resource based view and market based view being preferred by most academics and corporations. Corporate Strategy Michael E Porter (1987, p. 1) defines corporate strategy as the concern as business as on how to create competitive advantage in each of the businesses in which a company competes. In essence, corporate strategy concerns every facet of the business, to add up to more than the sum of its business unit parts. Furthermore, Porter (1987) outlines four generic strategies that exist at a corporate level. These are; Portfolio Management: This is a corporate strategy that is in use by most organisations. It is primarily based on a diversification strategy through acquisition. Although acquisitions can be in a completely new market, corporate managers will often limit the differences to focus their own personal expertise. Furthermore, the acquired firms should run autonomous, with teams focusing on their own work and being reward based on unit results. Restructuring: This is quite dissimilar to portfolio management, as it involves the complete restructuring of businesses. A corporate manager will usually acquire a company with unrealised potential and then seek to actively review and restructure the business operations. This strategy benefits from underperforming companies that are at threat of going into liquidation. When well implemented, the restructuring strategy offers many benefits, it is a cheap mode of acquisition and still leaves a lot of freedom for development. Transferring Skills: The previous two strategies both rely on the acquisition or restructuring of companies and leaving them to operate autonomously. However, a transferring skills strategy seeks to build interconnected relationships between each business unit of the corporation. However, sometimes business units will not synergise well together and no matter how hard a corporation tries, the skills cannot be transferred. This can prove costly and timely for an organisation. Sharing Activities: The final strategy developed by Porter (1987) is via a sharing activities strategy. This strategy is a blend of the three previous strategies, as it leaves business units to act autonomously, but will seek to share a portion of activities between them. This could be in the form of production, supply chain or distribution. Furthermore, this strategy is becoming more and more prominent as sharing often enhances competitive advantage for a business by lowering costs. As all four strategies have a variety of benefits, a corporation must decide on what strategy is most beneficial to follow. In general, the sharing activities strategy will be very suitable, as it is a cheap strategic choice, potentially lowering costs, and maintains the autonomy between business units. However, if a company is looking for rapid strategic growth then they may just build up a large portfolio of acquisitions. Unfortunately, this does come with a substantial amount of risk and resource usage. Business Strategy A business strategy is fundamentally the way in which an organisation will set out to achieve any designated aims or objectives. Furthermore, a business strategy will typically cover a period of around 3-5 years and encompasses three generic strategies. These are; growth, globalisation and retrenchment. Growth and globalisation both look at how an organisation can expand their operations, either domestically or internationally. On the other hand, retrenchment is a defensive strategy, and looks into ways in which an organisation can reduce their operations to focus on what they do best (BCS, 2015). As with the other strategies, business strategy is still meant to give an organisation competitive advantage. There are a variety of ways in which a business strategy can achieve this, including lowering prices or product differentiation. Business strategy is significantly different to corporate strategy in this regard, as it relates to the finer details of operation and gives individu al employees a say on decision making. Functional/Operational Strategy Strategy in an operational context is essentially about how the organization seeks to survive and prosper within its environment over the long-term (Barnes, 2007, p. 24). Furthermore, Slack, et al., (2004) outline five key attributes that an operational strategy will try and achieve. These are; Cost: The ability for an organisation to produce at a low cost. Quality: The ability for an organisation to produce within specification and with minimal errors. Speed: The ability for an organisation to produce quickly and meet consumer needs and demands, such as offering a short lead time between when a customer orders a product and when it gets delivered. Dependability: The ability for an organisation to deliver their products in accordance with any promises made to the consumer. Flexibility: The ability for an organisation to be able to change their operations at any given time. This can include changing volume of production or the time taken to produce. If a company can perform exceptionally well in one or more of these factors, then it allows them to pursue a strategy that uses the factor as a competitive advantage. Barnes (2007) provides a table highlighting the different competitive strategies that a company can pursue dependent on where they are exercising efficient operations. Excellent Operations Performance in Gives the Ability to Compete on Cost Low Price Quality High Quality Speed Fast Delivery Dependability Reliable Delivery Flexibility Frequent new products/services Wide range of products/services Changing the volume of product/service deliveries Changing the timing of product/service deliveries Furthermore, it is highly unlikely that an organisation will be able to act proficiently at every one of the five factors mentioned above, so choosing one to excel it is a preferred method. If a company were to try and focus on all five factors they will likely cause confusion and actually lose their competitive edge. This concept was proposed by Skinner (1969) and is referred to as the trade-off strategy. It basically means that a company can trade-off performance in one facet of their operations to perform exceptionally well in another. Operations can play a fundamental role in strategic decision making, and a company must be clear on where they are performing well in order to market this as a competitive advantage. Conclusion There is not really an optimum strategy to pursue for an organisation, as it is dependent on a variety of external factors that could be specific to the organisation. Careful planning and preparation must be conducted before any organisation commits to following a certain strategy, otherwise they may risk losing substantial resources. Furthermore, the resourced based view and market based view both have their merits, with a combination of the two probably being the most optimum method. An organisation should order their resources to establish a strong market power within an industry. Once this market power has been attained, corporate level members can begin filtering down aims and objectives that can be accomplished by business and operational strategies. Strategic choice involves heavy integration throughout all levels of the business, as strategies can be implement by a number of different departments, all of which offer their own benefits to the overall aims and objectives o f the organisation. Bibliography Barnes, D., 2007. Operations Management. London: Cengage Learning. Barney, J. B., 2002. Gaining and Sustaining Competitive Advantage. s.l.:Prentice Hall. BCS, 2015. Business strategy. [Online] Available at: https://businesscasestudies.co.uk/business-theory/strategy/business-strategy.html#axzz3bWvHhfHY Chin, J. W., Widing, R. E. Paladino, A., 2003. Comparing the industrial organization view and market orientation, s.l.: Market Orientation and Relationship Marketing. Collis, D. J., 1994. How Valuable Are Organizational Capabilities?. Strategic Manamement Journal, 15(1), pp. 143-152. Conner, T., 2002. The Resource-Based View of Strategy and Its Value to Practising Managers. Strategic Change, 11(6), pp. 307-316. Dosi, G., Faillo, M. Marengo, L., 2008. Organizational Capabilities,Patterns of Knowledge Accumulation and Governance Structures in Business Firms: An Introduction. Organization Studies, 29(8), pp. 1165-1185. Fiol, C. M., 2002. Revisiting an Identity-Base d View of Sustainable Competitive Advantage. Journal of Management, 27(6), pp. 691-699. Geroski, P. A. Masson, R. T., 1987. Dynamic market models in industrial organization. International Journal of industrial organization, 5(1), pp. 1-13. Grant, R. M., 1991. A resource-based perspective of competitive advantage. California Management Review, Volume 33, pp. 114-135. Helfat, C. E. Peteraf, M. A., 2003. The dynamic resource based view: Capability lifecycles. Strategic Management Journal, 24(10), pp. 997-1010. Kraaijenbrink, J., Spender, J. C. Groen, A., 2009. The resource-based view: A review and assessment of its critiques, Munich: Munich Personal RePEc Archive. Makhija, M., 2003. Comparing resource based and market based views of the firm: Empirical evidence from Czech Privitisation. Strategic Management Journal, 24(5), pp. 433-451. Mueller, D. C., 1986. Profits in the Long Run. Cambridge: Cambridge University Press. Nag, R., Hambrick, D. C. Chen, M.-J., 200 7. What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal, 28(9), pp. 935-955. Porter, M. E., 1987. From Competitive Advantage to Corporate Strategy, s.l.: Harvard Business Review. Skinner, W., 1969. Manufacturing: The missing link in corporate strategy. Harvard Business Review, 68(3), pp. 136-145. Slack, N., Chambers, S. Johnston, R., 2004. Operations Management. 4th ed. Harlow: Pearson Education.

Essay about The Most Tragic Character in Medea by Euripides

The Most Tragic Character in Medea by Euripides Medea is the story of an estranged woman who wishes to seek revenge on her husband (who has left her for another woman) by poisoning his new wife. This, however, is made more difficult when the King of the land, Creon, tells Medea to leave, mainly because he is scared of her. She appeals to him for one more day to sort things out, and uses persuasion by making him feel pity for her when she says This one day let me stay, to settle some plans for my exileà ¢Ã¢â€š ¬Ã‚ ¦since their own father is not concerned to help them. Show some pity: you are a father tooà ¢Ã¢â€š ¬Ã‚ ¦their fate is very hard. Medea tells the Chorus, a group of women from Corinth that this one†¦show more content†¦He finds her, but Medea is set for Athens, they both argue about whose fault this is, both blaming each other. There is nothing Jason can do, and before Medea leaves she predicts an embarrassing death for him. It would be fair to say that, like all tragedies, the characters in this story all have some sort of tragedy throughout. The Nurse and the tutor, firstly experience tragedy because their mistress, Medea is so upset at the beginning of the play that she wishes to kill herself. The Nurse expresses her sadness saying, It was too much, I couldnt bear it; I had to come Out here and tell my mistresss wrongs to Earth and heaven. The tutor also expresses his concern when he hears of rumours at the fountain of Peirene (a holy fountain) that his mistress and her sons are to be banished from the land they live in. They would also be upset when they hear of the death of Medeas two sons, as they certainly would have been with their family since the childrens births. However, their grief/tragedy in this story is not as big as the other more central characters in this story i.e. Medea and Jason. The other lesser characters experience grief/tragedy throughout the story as well. 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Public Health Paper - 12265 Words

From past to present; the changing focus of public health by Maria Joyce Key sections include: Environment, infectious disease, locating public health, the enlightenment, the Sanitarians, national provision of services, the inception of the National Health Service, ‘crisis in health’, The New Right, The Third Way, new public health. Public health, the new ideology may be taken to mean the promotion of healthy lifestyles linked to behaviour and individual responsibility supported by government action; whereas traditionally the description tended to relate more to sanitary reform and ‘healthy conditions’. The chronological development of public health is mapped out, supported by the outlining and discussion of the emerging themes†¦show more content†¦The onus on notification of infectious disease is still seen today in the Control of Disease Act 1984 and the Regulation of the Infectious Diseases 1988. 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Television and Media Violence TV and the Death o Essay Example For Students

Television and Media Violence TV and the Death o Essay f Immagination Media Argumentative Persuasive Essays TV and the Death of Immagination Lia, hurry up. Didnt you hear me? The neighbors got a new refrigerator box, and they are going to give it to us! My younger sister was always a bit on the slow side, but I couldnt believe she didnt jump right out of her bed, knowing that we had that wonderfully huge box to play with. Eventually, she did get out of bed, and we both ran to see what tremendous possibilities that box held for us. We gathered all of the little girls who lived on our street and held a meeting about The Box. The first decision we made was that it would be the much-needed stable in the upcoming Nativity play we were planning for our neighbors. It served us well as a stable, and after Christmas, it became a fort in which we waged wars between Shera and Heman. After Shera had won enough battles to make us happy, it became a classroom in which I was the teacher. When everyone tired of doing schoolwork, it turned into a mansion for our Barbies, then an alien spaceship, and even a car. It finally rained on the box, and we had to let my Mom take it to the dump. We loved that box. We couldnt understand one thing, though. How could our neighbors, with children of their own, just give us something that marvelous? We were simply aghast that they could not see all the wondrous activities one could do with a refrigerator box! What, we wondered, could inhibit their vision with such magnitude? Looking back on that experience, I understand why our neighbors didnt quite catch the vision. Every time I went over there, they were sitting in front of the television with their eyes glued to the screen. When I tried to talk to one of them, he or she would respond somewhat distractedly, if he or she replied at all. They could not think of anything interesting themselves because their box was always in the corner thinking for them. Our box was literally worthless to them because it didnt come complete with moving pictures, talking morons, and a remote control. Their box was singlehandedly destroying all of their imagination and creativity. My neighbors are not the only unfortunate people in the world who have the problem of letting a box think for them. In fact, I have heard that it is a worldwide problem. Indeed, at least 99 percent of the households in the United States have at least one television, and it is blaring for an average of almost seven hours per day. (Statistics 1) Preschoolers, who are in the most impressionable years of their lives, watch an average of 28 hours of television per week. (Stevenson 3) The hours spent watching television are absolutely astounding, but the effects are even more surprising. When children are constantly stuck in front of the television by a parent who does not want to amuse them any longer, the children lose their ability to dream. (Stevenson 3) They start becoming dependent on the television as a relief from their boredom, which prevents any creative instincts from flourishing. (3) Jerry Mander speaks of that feeling of having nothing to do as being the first spark of creativity because its at that point that children will think of something original to do. (3) Nowadays, he so eloquently states, at the onset of that uncomfortable feeling, kids usually reach for the TV switch. Entertainment does not have to come in the form of an electrical box. Children can learn to entertain themselves and to come up with all sorts of creative games and toys. (3) Nearly all children are capable of developing fantasies and imaginary worlds in which they can dwell to their hearts content, if parents will let them. .uc83dcb1f9563a0e46e6edb5754d5e66c , .uc83dcb1f9563a0e46e6edb5754d5e66c .postImageUrl , .uc83dcb1f9563a0e46e6edb5754d5e66c .centered-text-area { min-height: 80px; position: relative; } .uc83dcb1f9563a0e46e6edb5754d5e66c , .uc83dcb1f9563a0e46e6edb5754d5e66c:hover , .uc83dcb1f9563a0e46e6edb5754d5e66c:visited , .uc83dcb1f9563a0e46e6edb5754d5e66c:active { border:0!important; } .uc83dcb1f9563a0e46e6edb5754d5e66c .clearfix:after { content: ""; display: table; clear: both; } .uc83dcb1f9563a0e46e6edb5754d5e66c { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uc83dcb1f9563a0e46e6edb5754d5e66c:active , .uc83dcb1f9563a0e46e6edb5754d5e66c:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uc83dcb1f9563a0e46e6edb5754d5e66c .centered-text-area { width: 100%; position: relative ; } .uc83dcb1f9563a0e46e6edb5754d5e66c .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uc83dcb1f9563a0e46e6edb5754d5e66c .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uc83dcb1f9563a0e46e6edb5754d5e66c .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uc83dcb1f9563a0e46e6edb5754d5e66c:hover .ctaButton { background-color: #34495E!important; } .uc83dcb1f9563a0e46e6edb5754d5e66c .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uc83dcb1f9563a0e46e6edb5754d5e66c .uc83dcb1f9563a0e46e6edb5754d5e66c-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uc83dcb1f9563a0e46e6edb5754d5e66c:after { content: ""; display: block; clear: both; } READ: Frito-Lays Dips Essay (3) Even worse than the lack of imagination television offers is the lack of education. Television has almost entirely replaced books. In fact, one study found that twice as many movies are checked out daily as books. (Statistics 1) Now, some people .

He think he Jesus Essay Example For Students

He think he Jesus Essay It was a typical day as any other with the only exception that it was nearly 50 degrees in the middle of December. People were operating as they always due skating through their business day while they sip on their Starbucks and yell at someone on their cell phone. But hey, thats the world we live in, blank stairs, exchanging un-pleasantrys and so on and so forth. Kids like me sit at tables trying to make some kind of pointless conversation with an attractive female while we stair into their eyes trying to figure out which words will get you laid up with them the fastest. All is moving fine until your plan is interrupted. Not by your game of course, never that, but by this bummy looking older man who decides to sit at the same table. Do you need help with your chemistry homework? He asks my potential prey and points to her chemistry book that has been opened to the same page for the past 20 minutes. He wears a look of confidence despite his tattered fashion and yellow teeth. Now I am not one too big on believing in stereotypes, however, I call it how I see it and he looked like a bum, point blank. He began to speak about the basics of chemistry while sipping on coffee heavily saturated in sweet and low. As he began to speak and shed light on this topic, he flipped the conversation to history and the lies weve all been told. Everything he was saying I was familiar with, however I could tell he was shocking the female that was sitting across from me. At this point I realized that she had become a lost cause for the moment since she was very enthralled by our new acquaintance. In the midst of the truths he was speaking, he rambled a great deal as if he couldnt maintain a single thought long enough to fully explain it. He then began to denounce the importance of money, however he bragged about the diamonds from exotic countries that he owned. He carried a paper bag that was pretty full. As he began to dig in it to as if to prove himself, he pulled out so called skins from different animals around the world. They were supposedly worth a great deal of money and he was carrying them since he was awaiting a business meeting. When he was posed with the question of how did he get them he would dance around the question and say something like the earth, everything is from the earth. The more the man spoke, the more I thought he was nuts. All his extraordinary stories of hanging out with Puff Daddy, Jay-Z and J-Lo completely discredited the FEW truths he spoke of about history from the beginning of the conversation. In addition to this, it became quite apparent that he too had set his sights on the female that I was talking to. I guess people that are nuts even have good taste. He began to try to sweet talk her by saying, your eyes are the window to your soul. This didnt make her melt, it just made her back up since she thought he tried to put a love spell on her. He began to talk about how they could hang out sometime and he could teach her the Chemistry that she was having trouble with. He insisted on buying her a cup of coffee and she declined every time. He sat back, mumbled something about loving your self, and true existence, and dug in his bag once more. He pulled out two thin, 90-degree metal wires and stated, I can show you a portal. A portal? Yeah, a portal, a door to an alternate universe. He stated that the 2 metal wires were the basic tools needed to do this. .uc40d8988084c139be0c7005e877635bc , .uc40d8988084c139be0c7005e877635bc .postImageUrl , .uc40d8988084c139be0c7005e877635bc .centered-text-area { min-height: 80px; position: relative; } .uc40d8988084c139be0c7005e877635bc , .uc40d8988084c139be0c7005e877635bc:hover , .uc40d8988084c139be0c7005e877635bc:visited , .uc40d8988084c139be0c7005e877635bc:active { border:0!important; } .uc40d8988084c139be0c7005e877635bc .clearfix:after { content: ""; display: table; clear: both; } .uc40d8988084c139be0c7005e877635bc { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uc40d8988084c139be0c7005e877635bc:active , .uc40d8988084c139be0c7005e877635bc:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uc40d8988084c139be0c7005e877635bc .centered-text-area { width: 100%; position: relative ; } .uc40d8988084c139be0c7005e877635bc .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uc40d8988084c139be0c7005e877635bc .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uc40d8988084c139be0c7005e877635bc .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uc40d8988084c139be0c7005e877635bc:hover .ctaButton { background-color: #34495E!important; } .uc40d8988084c139be0c7005e877635bc .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uc40d8988084c139be0c7005e877635bc .uc40d8988084c139be0c7005e877635bc-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uc40d8988084c139be0c7005e877635bc:after { content: ""; display: block; clear: both; } READ: Explication Casablanca Essay Hmmmmm, not so much. As if to prove he was for real, he spoke of his angelic language, his relation to Prince, and how he was the reason that Chicago was experiencing 50 degree weather in December. He began to defend his argument by saying Jesus was a black man. Ok,