Understanding Meta Descriptions and How Best to Use Them

Understanding Meta Descriptions and How Best to Use Them Although many people dont give meta descriptions much thought, they can play a huge role in determining what websites we click and how much traffic a given page will receive. Whether youre running a new website or trying to boost traffic to your company page, it is important to understand what meta descriptions are and the role they play. Stay tuned to learn more about meta descriptions! CortezTextbroker Marketing and CommunicationsEven if you dont realize it, you probably see meta descriptions on a daily basis. Although many people dont give meta descriptions much thought, they can play a huge role in determining what websites we click and how much traffic a given page will receive. Whether youre running a new website or trying to boost traffic to your company page, it is important to understand what meta descriptions are and the role they play. Stay tuned to learn more about meta descriptions, how long they should be, what information they contain and why they matter. What Are Meta Descriptions? Before diving into the value and purpose of meta descriptions, it is important to define exactly what they are. The short definition is that a meta description is an HTML attribute that briefly summarizes the content of a particular webpage. An HTML attribute is a way to provide additional information about an element using code. This makes it possible for search engines to understand and display information correctly.The longer definition of a meta description is that it is the information that a user will see when on a search engine results page (SERP). Say, for example, that you go to Google and search for vacation destinations near Boston. When you click search, youll see the first page of results. Each of those results will have a title tag, which is like a headline, and underneath that will be the actual link to the page, known as the slug. Both of those items are clickable, which means that users can click on them and be instantly directed to the webpage. Below those elements, there is a brief description in black text. This description is the meta description. It summarizes the content of the page linked above it, and it helps users determine which of the links on the SERP will be most valuable to them. Using Meta Descriptions to Boost SEO SEO is the acronym for search engine optimization. The objective of SEO is to get more users to your website organically. The goal is to have your website appear in SERPs and then have more people click on your website to learn more. There are many different ways that you can boost SEO through metadata, but one of the most effective is through the use of meta descriptions.Think about the last time that you navigated onto a SERP. You probably faced at least 10 results on a single page, not to mention endless other pages with countless more results. How do you choose which of these results to click on? Many people will click on the first link on the results page no matter what, and others will look for a website name they recognize. Others, however, will pay close attention to the meta descriptions under each link to find out which website is the right fit for their query.If your meta description is appealing and accurate and it communicates the right amount of information, then users are more likely to click on your link. Over time, this increases your traffic substantially. Perhaps even more importantly, it shows search engines like Google that users prefer your content to the content of your competitors, boosting all of your content over time. The Value of an Up-to-Date Meta Description In terms of timeliness, there are two major types of content: Timely content and evergreen content. Timely content is only relevant for a short period of time, but evergreen content can be valuable for years to come. Take a look at these two examples of timely and evergreen content titles:Timely Content: 10 Ways to Celebrate New Years in 2019 Evergreen Content: 10 Fun Ways to Ring in the New Year at HomeOften, websites go back and update older content so that it remains relevant. While this can be a great idea, dont forget to update the meta description as well. If a webpage talks about 2019 fashion trends but the meta description still talks about 2017, then both Google and users will skip over your content in favor of something more relevant.Plus, you want your meta description to be an accurate reflection of the content it is summarizing. If your meta description promises an in-depth analysis of the 2018 election but your content talks about something different, then users will leave your page quickly in search of the information they are truly after. What Is the Ideal Length of a Meta Description? There is only room for a sentence or two underneath the title tag and web address in a search engine results page. Because of this, youll need to craft a meta description that can sum up your content in a set amount of words. Ideally, your meta description should be at least 1 1 words long. This ensures that it contains enough information to be informative to users as well as to search engines.In the past, Google has recommended that meta descriptions be anywhere from 135 to 160 characters. However, that has recently been updated to a maximum of 230 characters. If you use more than 230 characters in your meta description, there is a risk that it will be cut off. To include the whole description, cut it down until youre confident that it is somewhere between 135 and 230 characters. Crafting the Perfect Meta Description Now that you know how long your meta descriptions should be and why they are so important, it is time to learn how to write the perfect meta descriptions. The following are some of the top tips to keep in mind when writing meta descriptions.Keywords or Key Phrases: One of the most critical things youll need to include in your meta description is a keyword or a key phrase. This ensures that search engines know when to suggest your content and your page. If youre writing about restaurants in New York, be sure to include those exact words in your meta description. At the same time, dont stuff keywords in your meta description. The writing should be natural and geared toward readers, not toward robots.Include a Call to Action: What do you want people to do after they read your meta description? Most of the time, the goal is for them to click on your link. Dont be afraid to include a call to action right in your meta description to encourage them to take the next step. Great words and phrases to include could be some of the following: Click here Check it out Learn More Read on DiscoverSummarize Your Content Accurately: It might be tempting to elaborate or embellish within your meta description. However, that can be a mistake. Your meta description should always accurately depict what users can expect to find if they click through. Accurate descriptions mean that users will be pleased with the results. If they click thro ugh and leave immediately, that wont help your business or your rankings on search engines like Google.Make Each Meta Description Unique: A surprising number of websites use the same meta descriptions for each of their pages. While that might save a little time, it wont help your SEO rankings. Your meta description should be specific to each page, so using the same description twice isnt going to be accurate. Every single time that you create new content in the form of an article or a blog post, make sure that you also take a few minutes to create a brand-new meta description for that content. Typically, it is best if the author of the content also writes the meta description.Use an Active Voice: To encourage people to click through to your link, and to excite them as they read your meta description, aim to use an active voice. Keep the tense present whenever possible since using past tense can make the description feel dry or outdated. Think about how you might talk to a friend. Yo ull probably have a conversational tone, and thats the same tone you should strive for when writing meta descriptions. Google Updates That Impact Meta Descriptions Google has made it very clear that meta descriptions do not factor in their algorithm when ranking websites. That might sound discouraging, but dont stop writing meta descriptions just yet. Your meta description will still impact the CTR, or the click-through rate. The better your meta description, the more people will click through to your link. Google does take the CTR into consideration when ranking pages. So, in a roundabout way, meta descriptions can impact your rankings over time.It is also important to know that in some cases, Google will override your meta description. If search engines dont feel that your meta description is accurate, or if they feel a different snippet of your webpage is a better representation of your content, they can replace your meta description with alternate content from your page.Meta des criptions are incredibly important, and they should be written with care. Once you understand the value of meta descriptions, youll start to see just how much they can impact everything from click-through rates to web traffic. With the right meta descriptions, your content will be seen by more users organically.

Organizations culture

Organizations culture Introduction Culture in an organization refers to the values, beliefs, history and attitudes of a particular organization. Culture also refers to the ideals of an organization that dictate the way members of the organization relate to each other and to the outside environment.Advertising We will write a custom essay sample on Organization’s culture specifically for you for only $16.05 $11/page Learn More An organization’s culture defines its values; the values of an organization refer to the ideology that the members of an organization have as pertains their goals and the mechanisms to be used to achieve these goals. The organization’s values map out the way employees are required to behave and relate to each other in the workplace (Allan, 2004). There is a very important need to develop healthy cultures in all organizations whether they are religious, commercial or institutional. The culture of an organization determines how it is perce ived both by its own employees and its stakeholders. The managers of an organization are said to be able to influence the culture of the organization. This can be done by the implementation of various policies that lead to a culture change. Many organizations have two types of cultures, the culture that management wants to enforce and a culture that dictates the relationships of the employees among each other. Many institutions have been found to have a persistent and hidden culture among the employees. This is the biggest task to organizational management; how to replace the employee culture with the desired culture (Young, 2007). There are two types of culture; namely strong culture and weak culture. Strong culture is whereby the actions and beliefs of the employees are guided by the values of the company. Such a culture ensures smooth and efficient flow of an organization’s activities. Strong cultures result in successful and united organizations. Weak culture on the other hand refers to instances where the activities of the employees are not guided by the values of the company. A weak culture results in the need for a strict administration that is bureaucratic so as to ensure that the company’s activities flow well. Weak cultures result in increased overheads and under motivated employees. Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Fig. 1: Organization culture (Burke, 1999). There are five dimensions of an organization’s culture namely power distance, risk taking tendencies, gender issues and employee psychology. The power distance aspect refers to the mentality among the employees on who wields more power and how much power they wield. This will vary among organizations as some have more powerful managers as compared to others. Risk taking tendencies refers to the willingness of the employees and the organization to take risks in an attempt to grow and improve (Jack et al, 2003). Employee psychology on the other hand is an aspect that covers issues such as individualism and collectiveness mentalities in an organization. Companies that have a collective psychology have been found to work and do well as compared to individualistic ones. The individualistic psychology has been found to cause a lack of coordination and flow of activities in organizations. Lastly the gender dimension refers to the mentality of an organization’s employees towards members of the male and female genders. Companies that view women as weaker and disadvantaged sexes have been found to discriminate among each other and result in a reduction of the employee cooperation levels (Jack et al, 2003). There are four types of cultures in modern day organizations, role cultures, power cultures, person cultures and task cultures. Role cultures exist in organized and systematic organizations where the amount of power that an employee ha s is determined by the need that they fulfill in the organization. Power cultures are those that have a few powerful individuals who are required to drive and direct the rest of the organization. Person cultures are cultures that exist when an organization’s employees feel superior to the company; this is a common culture in most law firms and firms that are formed by individual professionals who merge with others to form organizations. A tasks culture is a culture that is geared towards accomplishing tasks and doing things. Organisational culture and project management structure It is very important to understand the culture of an organization so as to enable an organization to map out the type of management that suits it. Culture as mentioned, is the accepted standard in which the employees of an organization relate to each other and to the stakeholders.Advertising We will write a custom essay sample on Organization’s culture specifically for you for only $ 16.05 $11/page Learn More There are several factors that affect the culture of an organization. These include technological exposure, environmental conditions, geographical situation, organizational rules and procedures and influence of organizational peers on a subject. Such factors affect the culture of an organization and in the long run its management structure (Johnstone et al, 2002). Organizational cultures can have both positive and negative effects on the organization. Negative and unwanted cultures are those that oppose change in an organization. These cultures have the tendency of inhibiting the innovation and implementation of change in an organization. Therefore the understanding of an organization’s culture can be used to determine: Why certain projects of the organization have failed or are failing Aspects of the culture that hinder innovation and change What needs to corrected so as to improve how the organization operates The origin of certain culture within an organization Measures that can be taken so as to introduce new culture or improve on the current culture An in depth understanding of an organization’s culture is important so as to allow project managers and other managers to affect the mode in which activities are carried out. To influence the performance of the organization an understanding of its cultures is very necessary so as it enables the management to filter its employees and choose performers from non performers (Johnstone et al, 2002). The proper understanding of organizational culture and its use in deciding a suitable management structure cannot be stressed further. The success of a project depends on how it is managed. There are three major types of project management namely; project, functional and matrix management structures. Functional management refers to the type of management that focuses on specialty areas and skills. The departments and responsibilities are determined by the skills of the members. There is vertical and horizontal communication between the departments. To allow operation of all arms of the organization bureaucratic means are used so as to ensure smooth flow of the business. This type of management tends to reduce operational costs and encourage the specialization of labour. Specialization in turn leads to better efficiency and standardization of activities. Disadvantages of the functional approach include the integration of budgets, operational plans and procedures into the project activities making it cumbersome to implement (Kloppenborg, 2009). Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Fig.1: Functional project management (Young, 2007). Project based organization on the other hand is whereby the activities of a company are organized according to its ongoing projects. This type of management is based on the objectivity principle that emphasizes the importance of solid objectives in improving the efficiency of an organization’s processes. This principle is used in scenarios that require the efficient management of projects that involve activities from different disciplines e.g. medicine, engineering, law. The advantages of such management techniques include the fact that power and responsibility is decentralized and is carried out by managers of different teams. Such a management technique also allows for the proper utilization of time, leads to reduced cost and enhanced quality levels. Such a management technique is suitable for certain company profiles and cultures, for example: Management of large projects and organizations that require the delegation of responsibilities Situations with restricted cost and specification parameters Situations that require the coordination and completion of projects from different but interrelated disciplines In cultures that value responsibility and accountability of ones actions / decisions Cultures that encourage communication among all management levels Fig. 2: Example of a project based management (Allan, 2004). The project based management structure also faces a few limitations like any other structure. Limitations include the inability of a project manager to mobilize all the resources of a company as he has direct control of only what falls under his area of specialty. Employees and managers of such projects have been found to become slack towards the termination of projects due to the fear of losing their jobs once their projects have been completed (Kloppenborg, 2009). Due to the limitations of both the operational and functional management structures the matrix was developed. This structu re combines both structures to form a hybrid structure. In this type of structure there are two types of managers, namely functional and operational who work together in the same system. The functional managers are responsible for the distribution of resources in their specialty departments and the operational managers coordinate and manage the activities of their departments. The functional managers are also responsible for overseeing all the technical decisions that fall under their departments. This method of management has its advantages such as: the project manager oversees all activities that fall under his department. He has all authority and power and thus this eliminates the wastage of time as a result of quarrels and conflicts among the top levels of an organization. Secondly the manager is able to use organization resources in facilitating the execution of the intended goals and objectives of the company. Disadvantages include the conflicts and coercion between project ma nagers and functional managers that is bound to occur in such a setting. This kind of relationship has an eventual effect on employee motivation as it often results in the demoralization of employees (Young, 2007). Fig. 3: Matrix management structure (Burke, 1999) There are various factors that are considered when choosing the management structure of a project. These include the type of activities to be carried out, their importance / order of priority, the human skill required, the amount of time needed and the resources that are required to accomplish the set targets. Situations that require extensive cooperation and interaction of the functions of an organization require matrix types of management. However there is no optimum type of organization and the organization must strive to come up with solutions to its unique needs and situations. For a project to be well managed a healthy culture of communication must be developed. Communication theories propose that the project manage r should always be like the hub of a bicycle. This means that the project manager acts as a focal point through which suggestions and results are received from various stakeholders. The project manager also acts as the supporting point for the communication wheel. It is therefore very important for project managers to assist in maintaining a good communicative culture within the organization (Burke, 1999). Factors such as nature of businesses in which the organization is in, size of projects and type of projects will also have a strong impact on the type of management structure that an organization may use. Formal management structure vs culture of parent organisation Formal management has an overall effect on the operations of an organization. The type of management that an organization has ultimately affects how its activities are carried out. Formal management is important in an organization as it serves as a foundation on which an organization’s goals and principles are g uided. There are various guidelines that dictate the behavior and characters of managers in formal systems. Managers in formal managements are required to have high integrity / moral standards, should be an effective communicators and listeners of others. Managers serve as the basis through which a formal management system is enforced. The project manager should also relate well with people. He should have the ability to motivate and influence his workers positively. The project manager is also bestowed with the responsibility of ensuring that all aspects and stakeholders of a project work together for the common good of the organization. The manager is also responsible for setting time frames and ensuring that the project adheres to the set schedules. This serves the purpose of ensuring that there is timely flow of an organization’s activities. Project managers are also required to make assessment of risks that could affect a project and try to manage the risks. In summary, project managers make up the backbone of any formal project management system and the performance of any project depends on the managers themselves (Burke, 1999). There are three distinct characteristics that define a formal management structure; formality, the presence of groupings and the implementation of various systems. There exist rules and regulations that govern the relationships of the members of the organization. These rules also guide the reporting mechanisms of the members and the responsibilities / power which each member holds. These rules and regulations form the basis of all relationships and activities within the organization. Formal organizations also group their members into teams and taskforces that are designed to suit various needs within the organization. For example accountants will usually be grouped together, designers with fellow designers and so forth. The groupings form departments and many departments form the organization. However formal management has been said to be a very rigid mechanism by which an organization / project should be kept in check. This is because failure on the part of the managers would result in the total collapse of the organization. This is because managers are expected to provide guidance, direction and ensure that all members perform their duties. Culture on the other hand is a better driver as it does not need to be enforced by anyone. Culture is self driven and once the members of an organization have adopted a desirable culture they will conduct themselves in accord to the culture without being supervised by a manager (Johnstone et al 2002). Culture is also a better means of ensuring that a project is completed as it allows people to go out of the set boundaries and make innovations. Culture driven projects are better as they allow for unified and independent thinking at the same time. Whereas a formal management structure relies on the manager to make decisions a culture driven project accepts all dec isions as long as they fall under the culture boundaries of the organization. Formal management structures are slow and time consuming. This is because all major decisions and control is dependent on the managers. This leads to a very slow decision making process as the managers have to receive reports from members, deliberate on the reports and then give their recommendations. In cases where the manager is slow or is not presence this hinders the further development of the project (Young, 2007). Many organizations that employ the formal type of management usually group their employees into departments. The departments are usually made up of people with common skills and areas of expertise. However such departmental setups hinder the exchange and sharing of ideas between people of different areas of expertise. Due to the formal setup members from different departments lack a common factor that would enhance cooperation between the departments. This leads to poor coordination between the departments. In culture driven organizations, the members are unified by the common culture and this enhances the cooperation levels of the employees. Culture driven projects are therefore much more organized and have a better flow of activities as compared to formal projects (Kloppenborg, 2009). Formal management of projects requires the mapping out and development of clear cut systems that will ensure the smooth flow of the project. These systems are essential in ensuring efficient execution of the project and its activities. Culture driven projects however do not need such a system so as to run smoothly. The culture itself forms a dynamic system through which all the activities are executed effectively. Strategic management is a major component of formal management systems. It involves the science and methodologies of formulating cross functional parameters that enable an organization to achieve its objectives. Strategic management involves the development of missions and vi sions, mapping out of objectives and the making of critical decisions for the company (Allan, 2004). Projects in formal management are stepping stones on which a firm uses to achieve its goals and objectives. The project development processes of a firm are driven by its strategic development goals and objectives. Examples of strategic elements include mission, objective, goals, programs and workable strategies. Formal management is however beneficial as it promotes proper and sober decision making as compared to culture based management. This is because decision making and planning activities in a formal management are usually done after careful consideration and assessment. Culture based management is however prone to errors and misguided actions due inadequate consideration and thinking. Conclusion From the study it is evident that culture is an important aspect of any organization. Culture has been found to affect the behavioral attitudes of a company’s employees and the m anner through which these attitudes are manifested. The strong impacts of culture have resulted in the need for managers to find ways to affect the culture of their employees and of the work places. By influencing the culture of an organization the managers are therefore able to influence the way the organization operates. Culture is an unsaid norm which the members of an organization abide to (Jack et al, 2003). Organizations implement different types of organization structures. The type of organization structure implemented depends on the size and project characteristics. The type of project management has an effect on the eventual delivery of the project. The study has shown that there is no perfect method of management. Managers of projects are therefore required to assess and identify the appropriate structure for their specific conditions. Project management structures have a great effect on the quality and effectiveness of the organization’s activities (Allan, 2004). T he study has brought to light the importance of proper culture in an organization. Culture has been found to be a better determinant of employee behavior as compared to formal management. Formal management is dependent on the enforcement of those in authority / wield power. Culture on the other hand is enforced by the members themselves as they are part and pertinent of the culture. Formal management has also been found to be excessively bureaucratic and procedural and thus its implementation is rather cumbersome and expensive. Culture has therefore been found as the most appropriate way of managing a project. References Allan, B., 2004. Project Management: tools and techniques for todays ILS professional.  London: Facet Publishing. Ashish, D., 2010. Project management Module. Hull: University of Hull. Burke, R., 1999. Project Management, Planning and control Techniques. Chichester: Wiley. Jack, M. Mentel, S., 2003. Project Management: A Managerial Approach. New Jersey: Wiley and Sons. Johnston, R. Chambers, S. Slack, N., 2002. Operations management. Essex: Pearson Publishers. Kloppenborg, T., 2009. Project management A Contemporary. Chicago: Xavier University. Young, T., 2007. The Handbook of Project Management, A practical Guide to Effective  Policies and Procedures. Washington: Kogan Page publishers.

Theories and Paradigms of International Business Activity Essay

Theories and Paradigms of International Business Activity - Essay Example Being a master of the ‘rules of the game’ or, more specifically, the rules in the alliances and acquisition entails an ability to navigate, solve and work around these variables otherwise the objective of globalising the organizational operations is doomed to fail. This paper will explain some of the most important variables why forging alliances or partnerships and the acquisition of foreign companies are legitimate and effective strategies. Leveraging Reputation Alliances and acquisition are tools for companies to leverage their brand and their reputation (Kotler and Pfoertsch, 2006, pp.255). For example, when Lenovo acquired IBM’s personal computer (PC) business, the organization was able to enhance its reputation, establishing its own global brand in the process. IBM is a global leader in the technology industry and its products such as the ThinkPad laptop series, enterprise technologies, and other patented technologies are popular the world over and equated w ith quality, premium branding and innovation (Gupta, Wakayama and Rangan, 2012, pp.195). This is explained by the theoretical model called â€Å"springboarding†. The idea is that for companies to effectively expand overseas, it is necessary to design a strategy that is typified by activities that can capitalize on the reputation of others in order to compensate for its absence in the organization, its products and its global brand. It is equivalent to the concept of exporting of goods through â€Å"piggybacking† or taking advantage of the â€Å"carrier†, in order to successfully enter a market, survive in it and claim sizable market share (Gilligan and Hird, 1986, pp.103). â€Å"Springboarding† or â€Å"piggybacking† work during an acquisition and is also achieved when forging alliances with established companies in a location that the organization intends to penetrate. This strategy is more important for companies located in non-traditional FDI co untries. The reason is that these economies do not have well developed institutions as well as a viable domestic market necessary to support an outward expansion. China has recognized this dilemma especially when it took into consideration the fact that it lags behind major global economic players in terms of outward FDI (Taylor 2002 and Zhang and Filippov 2009). What distinguished the country from other non-traditional investing states is the manner by which the country aggressively pursued a policy of internationalisation for its national firms (Bell 2008, pp.254). Favorable business, political and financial landscapes, featuring state support, has lead to a conducive environment that fosters the growth of MNCs. Other developing economies do not have this advantage. That is why there is huge opportunity for MNCs coming from these countries because the strategy allows the high degree of exploitation of the ownership-specific competitive advantages in foreign countries (Luo and Tung , 2007, pp.485). When Lenovo started expanding in Japan, its market share was estimated to be around 5 percent but when the forged an alliance with the Japanese firm NEC, which commenced in January of 2011, the figures