Book Will Always Exist Essay

We are living in a century of technical progress. More and more new gadgets appear in our everyday lives. If I had been told ten years ago that I would be able to check e-mails, listen to the music and read electronic books with the use of only mobile phone, I wouldn’t have believed it. Nevertheless nowadays it’s as easy as abc to read a book through computer, mobile phone or a special e-books reader. Major IT corporations raise competition for the invention of the most modern and convenient devise helping people among other options to read e-books. One of the advantages of e-books is that you can download it to your mobile phone, for example. Consequently there’s no need to take a heavy thick book with you anymore. Additionally some internet sources give the possibility to download files for free. You don’t go shopping, just to click on an icon. Hence, you simultaneously save your money and time – the most vital things in life. With the appearance of I-Pads, thin and light, more people change from paper books to this new handy gadget. However in spite of the variety of technical devises for reading, in my opinion, books will always exist. There is a large group of people who prefer simple paper to any modern equipment. Some people like the feel and the smell of paper. From my point of view that’s because paper is a natural material, produced from wood. Megapolis citizens often suffer from the lack of nature in the world of electronics and technology. Likewise when I think of myself recharging my batteries after a hard working day I imagine myself lying on a cosy sofa reading a thrilling book, a real paper book. I’d hazard a guess that I’m not the only one for whom a book may be associated with comfort and relax. That’s why it’s so pleasant to hold a book, turn its pages and feel yourself enjoying the atmosphere.

Gambino cleaning products salesman Essay

Description of the proposed system Description of the problem A new system of calculating and reporting on cleaning products salesmen is to be designed and implemented. Cleaning products salesmen commission is based on a set of data which is the monthly sales of cleaning products sold by the salesmen. Objectives The new system must: Â  Be automated as far as possible, needing no thorough knowledge of spreadsheets, databases or any other software in order to operate it. Â  Have fitted controls to ensure precision and completeness of data input. Â  Take into account commission payments from monthly sales. Print commission reports for each of the salesmen, and a summary report showing total paid to each salesman and overall total. Include an option to delete commission records previous to a given date so that the file does not increase for an indefinite period. The proposed new system can be shown in a level 0 data flow diagram as follows: A level 1 Data Flow Diagram of the proposed system is as follows: User functions 1. The Commissioning Salesman in the Sales Department will be responsible for entering all details of new cleaning products salesman and new products. 2. An Accounts clerk will have special responsibility for the commission system. 3. The Accounts clerk will enter each month the sales of each product, giving quantity sold and gross sales value (i. e. quantity X cover price). 4. Every 6 months, the Accounts clerk will produce the Commission reports for each cleaning products salesman. This will show the commission that has been earned in the previous 6 months. A payment is then recorded and a cheque issued to each cleaning products salesman to whom commission is due, together with the Commission statement showing sales details, and the statement from the Accounts system the total amount due. Database specification Menu structure The many functions of the Commission System will be accessed by means of a front-end menu, which will have the following structure. The data model There are three main entities in this system related in the entity relationship diagram shown below. Because a many-to-many relationship cannot be applied in a relational database, an additional entity named Salesman/Product is introduced. The ERD can now be drawn as follows: The database for Gambino cleaning products salesman system specification will have the following tables: tblSalesman (SalesmanID, Surname, FirstName). Foreign key in tblSalesman/Product ProductName Text (40) Product title tblProduct SalesTeam Text (40) All salesman who sell a product tblProduct Price Currency Product price tblProduct StandardCommission Number Percentage commission on each product sold 1-10 tblSalesman/Products BonusCommission Number Bonus percentage commission on each products sold 11-20 tblSalesman/Products SalesNumber Number 1=Standard commission 2=Bonus Commission 1 or 2 tblSales QuantitySold Number Number of products sold tblSales GrossValue Currency Data Dictionary Input Specification Three input forms will be required. frmProducts. This will be used to enter product details. frmSalesman This will be used to enter details of a salesman and all products on which they receive commission. The commission percentages for each product will be entered in a subform of the main form. Validation methods: The Product ID will be selected from a drop-down list of existing Product ID’s. Once a Product ID is entered, the product name will be automatically displayed. frmTransaction This form will be used to enter transactions. Validation methods: Only valid dates will be accepted. The Product ID will be selected from a drop down list of existing Product ID’s. Once a Product ID is entered, the product name will be automatically displayed. Selecting a radio button so that only a valid alternative can be selected will choose the transaction type. Process Specification Commission Calculations To calculate the commission for a given transaction, a query has to be performed to combine attributes from tblTransaction, tblProduct, tblProduct/Salesman and tblSalesman. The calculation of the commission is performed as follows: If TransactionType = 1 (i. e ‘sales’) ThenRate = StandardCommissionRate ElseRate = BonusCommissionRate endif Amount = Rate * GrossValue. These processes will be carried out in qryCommission. This query will be the source of both the commission report and the summary report. Maintenance Each year, transactions prior to a given date will be removed from tblTransactions. This prevents the transaction file from becoming too large and slowing down the system. The maintenance will be carried out as follows: Run a Delete query to delete records from tblTransaction. Test Plan Tests will be carried out using valid and invalid data and data at the extremes of acceptable values. The following test data will be used. tblSalesman Salesman ID Surname Firstname STEVED Stevens David. Test urpose Expected result 1 Select enter data from main menu, then select Products. To check if the menu options work and that a Products form opens at a new record. Products form opens at a new record. 2 Enter data from test data set. Try entering an invalid date i. e. 3/9/2001 To check the menu options work and that the Salesman form opens at a new record. Salesman form opens at a new record. 3 Select Enter Data from Main menu and then select Salesman. To check if the menu options work and that the Salesman form opens at a new record. Salesman form opens at a new record. 4 Enter data from test data set. To check if valid data is accepted. All valid data accepted. 5 Try entering product ID of BB113. Test that no product can be entered unless it exists on product table. Record rejected. 6 Select Enter Data from Main menu and select Sales To check the menu options work and that the sales form opens at a new record. Sales form opens at a new record. 7 Attempt to enter a new sale with date 3/9/2001 To test if date is validated. Error message will appear on leaving field. 8 Select reports from Main menu then select Product details. Test to see if the Product details display all products entered. All products appear on the report. 9 Select report from the Main menu then select Commission report. Check to see if Commission report details are correct. User is asked to enter start and end dates for report. All commission is calculated correctly. 10 Select Reports from Main menu the select Summary report. Check that Summary report is correct. User is asked to enter start and end dates for report. All totals are calculated correctly. 11 Add 2 transactions for dates in 1999. then select Maintenance from Main menu and identify deletion of records prior to 31/12/1999 Check that Maintenance option deletes records prior to date user enters. The two records are deleted from table. 12 Add a transaction for 31/12/1999. then select Maintenance from Main menu and identify deletion of records prior to 31/12/1999. Check that maintenance option deletes records for date user enters. The record is deleted from table. 13 Select Exit from Main menu To check if the main menu option works correctly. Database closes. Development Plan The planned schedule for development is given below. Week beggining Task Comments 29/01/2004 Detailed design spec 29/01/2004 Tables created 01/02/2004 Input forms created 15/02/2004 Queries and reports created Reports on products and salesman 21/02/2004 Standard commission report created 27/02/2004 Procedures for clearing file developed Clearing records prior to given date 29/02/2004 Testing and modifications 03/03/2004 Testing and modifications 06/03/2004 Documentation 08/03/2004 Installation and entry of master file data. A period of parallel running will follow with reports produced from old and new systems. Conclusion The system will be implemented by Microsoft Access 2000. It will run on any existing PC. The database will be accessible from any of the Departments which are responsible for keeping the data up to date. These departments include Accounts and Sales departments. The system is expected to be tested and installed by the end of April 2004. Sunit Dhadra 12K AVCE ICT AVCE ICT Unit 1 Sunit Dhadra 12K AVCE ICT.

Abortion law and policy Term Paper Example | Topics and Well Written Essays - 1500 words

Abortion law and policy - Term Paper Example The issue of abortion has been one of the most controversial topics of all times in the American history.Abortion is a global issue that has attracted diversified opinion across people based on culture and political affiliationsVarious states have developed different legislations on abortion; this has created lack of uniformity in handling of abortion cases. Most of the legislations have focused on reducing induced abortion, its advocates have had two lines of thoughts which have kept on changing with time. There are those who have stood by the ‘pro-life’ concept while others ‘pro-choice’. In addition, states have also begun to consider the issue of spontaneous abortion. Despite the anti-abortion laws, there several cases of abortion that continues to be experienced across the country. American laws on abortion have a long history, dating back in 19th Century. Individual states in America started making legislation about abortion, as incidences of abortion w ere becoming noticeable (Abortion Rights Coalition of Canada 2). . The states of Connecticut was one of the pioneers in legislating on abortion related issue where they made a law that was to prosecute apothecaries who were selling poison to women, a situation that led to abortion. Other states followed suit including the New York City. It is notable that the laws adopted by the United States at independence were based on the British Common Law, it was clear from the law that life began at conception and all should protect its dignity. At the beginning of the 20th Century, abortion was considered a felony across all the states. It was a criminal offense punishable in a court of law. A landmark ruling in a case by the Supreme Court allowing the use of contraceptives changed the view of abortion. They had declared that life began at conception that takes place after implantation and not after fertilization, as was the original view. This led to the era of use of contraceptives as a bi rth control method. The debate continued with various groups in support of legalization of abortion in some circumstances while, there are those who thought it should be completely legalized. One famous notorious group called Jane initiated an abortion program that facilitated those who wanted to have abortion around 1960s. The states began slowly changing the legislations, becoming soft on the issue of abortion. The first state to legalize abortion was the state of Colorado; however, it was not permitted under all circumstances, but in the cases on incest, rape, or situations where the pregnancy would subject the woman to a chronic condition. Following the regulations pressure from the activists made other states to begin embracing abortion. Other states that followed include North Carolina, Oregon, New York City, Alaska, Washington and California. The legislations went further to include the request of the mother to have abortion legalized, this first began in Alaska around 1970. The Supreme Court was again called to intervene in a case United States versus Vuitch, they established that when the law talks about health it includes psychological as well as physical well being (Gruskin 1). This created an avenue for abortion to be adopted. Several states upheld abortion as illegal while there are those who set conditions for the legalization of abortion. The states of Alabama and Massachusetts allowed abortion under all conditions of the safety of mother and her health while Mississippi only allowed under the circumstances of incest and rape. In the recent past abortion has been at the centre of legislations in some of the American states. An attempt to ban abortion in Mississippi flouted after there was disagreements between the Senate and the House, the bill had initially been given a go ahead by the House Public Health committee, this demonstrates the path that the states are taking in reversing the abortion issues. In another case, a pro-life statute was si gned into law by the South Dakota governor and was

Case analysis Essay Example | Topics and Well Written Essays - 2000 words - 2

Case analysis - Essay Example In principle, international markets require unique approaches due to the variation in market characteristics. Home Furniture Ltd is one of the business organizations that have expanded its business strategy in the international market in an effort to increase its profits. In these new markets, the organization has faced the challenges of deploying effective leadership in a multi-cultural environment. For the organization to position itself in this business market, it is crucial to re-strategize and develop effective leadership strategies desired in the modern business environment (Stahl & Brannen, 2013). A close analysis of the organizational management in Home Furniture ltd will reveal the weaknesses and the strategies that can be used to realign the organization in the international market. Globalization and cross-cultural management are terms that emerged as a result of organizations efforts to expand their business operations in the international market. Business globalization has many advantages to the organization and this is why many organizations are pushing their operations in the international market. Global strategy helps organizations to take advantage of emerging market segments where business potential is higher than in local markets. This provides an opportunity for the organization to optimize their profits by investing in rapidly growing markets. Also, globalization helps organizations to increase its customers which will have a positive impact on the performance of the organization. As competition becomes severe in local markets, organizations are pushed to invest in geographical markets to ensure that they survive the severity of this competition. However, the international business market has many risk factors that threaten new market entrants. First, the cultural factors influence business strategy. In the international market, the organizations has to work with different cultural attributes

Records Management System Essay Example | Topics and Well Written Essays - 3000 words

Records Management System - Essay Example This study outlines that the best source of information about the benefits and pitfalls of database management and the manner in which it can be successfully implemented is through the wisdom gleaned from the efforts of other corporations in this area. Moreover, another aspect that arise sin connection with the generation and maintenance of records of data is the ethical aspects, since records helps to keep track of the activities of individuals in the firm and helps to introduce higher levels of accountability and good governance within a firm. Destruction of such data that traces a person’s activity could give rise to issues of ethics, since fraudulent activity may be masked by destruction of documents. Therefore it is vital that data be preserved. However with the constraints of space, it is also necessary to seek those kinds of measures and methods that will help in the maximum efficiency in utilization of space for storage while also ensuring that data is protected and re mains accessible. Significant findings presented in this report are the link between corporate governance and data/records management. Furthermore, there is a need to streamline and reduce the generation of paper documents and to seek alternative methods of offline storage such as microfiche or other devices where large volumes of data can be compressed and stored in small spaces. Another important aspect that is highlighted in this report is the need or accuracy in data generation, since wrong data could prove harmful to an organization and also result in colossal wastes of effort, time and money.

Calculus Concepts Assignment Example | Topics and Well Written Essays - 750 words

Calculus Concepts - Assignment Example For instance, a function y +3x +2 = 0 is expressed with both dependent and independent variables. Although implicit functions can be converted to explicit functions, it may result to a complex function which may be hard to solve. Implicit differentiation is useful in differentiating implicit functions (functions not in the form y = f(x)). Given a function say , implicit differentiation demands we differentiate all elements of the equation with respect to x, even y variables but not treating y as a constant. This would give: In the second education, all functions of y are differentiated using chain rule where . Once the differential is performed is made the subject of the formula. Implicit differentiation is useful in performing implicit functions. Instead of putting y the subject of the formula and making the function a complex one, implicit differentiation assists in simplifying implicit functions. Logarithmic functions are useful in solving differential problems that involve complex product or quotient rule. In logarithmic differentiation, the function is expressed in the form of the natural logarithm, and it is implicitly differentiated. Given a function with a lengthy product that would give a huge sum while using the product rule, logarithmic differentiation comes in handy. For instance; One of the applications of Calculus is in curve sketching. Curve sketching involves using specific values of functions to estimate its structure. In curve sketching, we have the absolute maximum and a local maximum. The main difference between the two is that the absolute maximum is the maximum value of the function that takes over the whole domain. This means that in a given range, the absolute maximum is the largest value of the function obtained by performing a differentiation of the functions and equating it to zero. On the other hand, the local maximum is the largest value of the functions on a given section but not on the entire domain. The given image below

Governance and Sustainability Essay Example | Topics and Well Written Essays - 1500 words

Governance and Sustainability - Essay Example Tesco PLC Tesco is the leading food retailer in the UK and operates globally in excess of 2318 stores located in different countries across the globe. It is worth mentioning that Tesco operates in more than 1878 stores alone in the UK. Apparently, it can be stated that the UK is the largest market of the company. At the same time, the company engages more than 326,000 people globally. Primarily, the company has been viewed to operate under four operating divisions namely Superstore, Metro, Extra and Express that does not deal only in selling food products but also involved in selling of various non- food products (Dataminotor, 2004). Additionally, Tesco’s envisages establishing itself as greatly valued company by its customers and the communities where it operates. The company intends to be highly valued not only by its customers but also from its employees and shareholders perspective. Furthermore, it is expected that the market share of Tesco shall expand at a significant ra te in the UK and other parts of the world (Tesco, 2013). Hence, due to the steady growth in its international business, it has been estimated that the company will significantly strive to increase its overall profitability as well as consolidate its strengths in Asian and European nations (Datamonitor, 2004). Moreover, the company constitute the world’s biggest online market with the total annual sales of over ?577million. On the other hand, the profit of the company has also viewed to be increased steadily over the years. Evidently, during the fiscal year 2010-11, the profit before taxation of Tesco stood at 12.3%, which is quite greater as compared to the previous year i.e. 2009-2010. At the... This paper stresses that Tesco along with its competitors like Sainsbury are duly engaged in conducting various important CSR activities. Additionally, the analysis of CSR activities of Tesco and Sainsbury illustrates that the involvement and the accountability of all the stakeholders like customers, suppliers, communities, shareholders, investors and environmentalists towards ensuring sustainable business performance are crucial for the success of an effective CSR strategy. This report makes a conclusion that CSR activities are considered to be one of the important factors for the success of the businesses of different organisations. Evidently, CSR activities are not associated with earning substantial profit from the business operations; rather it deals with ensuring healthy environment and steady community development as well. In relation to CSR activities, Tesco, the UK based leading retail company has undertaken significant approaches towards improving and facilitating enhanced social and environmental development. It is worth mentioning that the business operations of Tesco is not limited within the UK only but scattered throughout the globe. The company strictly follows GRI framework for the preparation of its sustainability reports. Furthermore, the company has shown its firm commitment towards diminishing carbon footprint and other measure relating to CSR. Similarly, the efforts of its one of the major competitors like Sainsbury cannot be overlo oked.

Choose a good topic for me Essay Example | Topics and Well Written Essays - 1000 words

Choose a good topic for me - Essay Example Overview The first group that would have to be met is Plant XYZ’s personnel as meetings with the plant managers, staff, and associates are set up to get a feel of the problem. After the meeting this group, namely, the administration, would follow the main aim of becoming familiar with the functions of the plant’s business, its systems, and methods of reporting used (Ranier 23). Concerning the business side of the operation, it would be prudent to begin by seeking to address the immediate support and needs initiatives that are already in progress, as well as identifying the opportunities presented and the areas that need action. Next, the partnership side of Plant XYZ’s operation would have to be reviewed, which necessitates meetings and assessing customers and business relationships. For this, both external and internal partnerships will be considered. Finally, a meeting with the team is on the cards with focus directed on the plant’s leadership, as well a s the building of a rapport with the entire team and the company’s clients (Ranier 24). Personnel As far as Plant XYZ’s personnel are concerned, it would be prudent to review them as well as their functions. Through an organizational chart, it is possible to assess the depth inherent within the various departments (Ranier 25). In the period given for coming up with the action plan, time should be taken to become familiar with the capability and functions of the plant’s staff. On top of this, there needs to be a review of key personnel procedures, as well as policies. Finally, an in-depth review of payroll processes and functions is to be carried out. Administration For the administrative side of the company, the first item on the agenda is the review of all responsibilities and duties of each position. During this exercise, observation of the roles and functions of the staff is to be made, in addition to an endeavor of understanding these roles and functions (Ra nier 37). To do this, it is prudent to attend all meetings held by various departments, as well as a solicitation of feedback on the opportunities and strengths that these departments feel are vital for the company’s growth. Finally, a review of the company’s budget, as well as processes of forecasting needs to be carried out. Business For the business side of operations, a comprehensive review of the functions and processes of financial reporting will be carried out in the first ninety days. This will be supplemented by a correspondingly wide-range review of the processes of forecasting and budgeting (Ranier 39). A review of the company’s metrics of performance and reporting will also be carried out, coupled with the solicitation of feedback from every department at the plant concerning perceived opportunities. Finally, in order to get a feel of the goings on, participation in all meetings that discuss business operations will be essential. Partnerships A compr ehensive review of all inter-departmental functions and roles will be carried out during the first ninety days. This will be followed by a review of financials for every department and its contributions to the operations of the plant. I will also attend every meeting held by various departments and make contributions during the dialogue session. In addition, an enhancement of communications between departments will be vital to creating a sense of mission and this will be given importance (Ranier 67).

Boeing Company Research Paper Example | Topics and Well Written Essays - 1250 words

Boeing Company - Research Paper Example Boeing organization has a very unique business structure, which consist of two business solutions that are tied together. The two businesses of the Boeing organization are commercial airlines and the integrated defense system. The driving force behind the Boeing organization is the stakeholders, which include the employees, customers, communities and shareholders (Berridge, 2003). The management model used to direct the planning and focus of the company is a simple and effective method of planning and analysis that yield better results for the business. Good business results are driven by the Boeing’s aptitude to encourage leadership and growth in the organization. Boeing receives performance –driven management at all levels since it makes its employees to share in both their successes and failures through education. Planning is concerned with the future consequences and impacts of the present decisions of a company. In other words, Planning is a very important function of management and operation of Boeing Company. For this reason, staff cannot be mobilized and production can not begin unless planning is completed. The major function of management in any organization is to maximize the profits in order to benefit the company and the owners.

Air pollution in large modern cities Essay Example for Free

Air pollution in large modern cities Essay Pollution can be referred to as the scourge of the 21st century. Its effects are felt by the whole world both in the developed and developing countries. The greatest contributor to air pollution is emissions from cars that use fossil fuels. One way of ensuring that motor vehicles reduce the impact of air pollution, is the use of cars that draw on clean fuels for instance bio diesel and ethanol or by use of electric cars. Another way is by use of public transport. Public transport can reduce tremendously the amount of air pollution emitted when people drive in their personal vehicles. In this discussion, I’ll highlight the advantages that come with the use of public transport over personal means in relation to air pollution (David. 2010). Most of the personal cars used in our roads are not fuel efficient. Therefore they contributed greatly to pollution through exhaust emissions. To reduce this, there is need to trim down the number of private cars in our roads. Driving personal cars to work is a mistake that has both health and economic consequences for all the people living in this planet. It has been found out that the greatest contribution an average citizen can make towards air pollution is by driving a car. Thus by use of public transport, the overall air pollution emanating from the many personal vehicles can be reduced when the same number of people use public means (David. 2010). Therefore driving less can contribute positively towards reduced global pollution. In order to achieve this, there is need to improve the public transport in major cities around the world. For instance, introduction of electric trains as a public means can effectively reduce air pollution. This means is fast and environmental friendly and should be adopted by all governments as a measure to curb air pollution from personal vehicles. If implemented, it can act as an incentive towards more people using public transport as a means of commuting (David. 2010). In conclusion, the use of public means of transport is the more immediate solution to the problem of air pollution. But this should be accompanied by efficient modes of public transport. For instance, introduction of electric trains as a means of transport in many countries can greatly reduce pollution. Other modes that are pollutant free should be encouraged as much as possible to minimize air pollution from burning fuels. Car pooling can also be utilized and encouraged through giving priority to car pools. List of reference: David, D. Kemp. (2010). Exploring environmental issues: an integrated approach. New York: SAGE.

The Sale Of Burmah Castrol To Bp Amoco Commerce Essay

The Sale Of Burmah Castrol To Bp Amoco Commerce Essay This case study focuses on the detailed analysis of business environment, resources of the organisation, organisational structure and corporate parenting of sale of Burmah Castrol to BP Amoco case. This case study identifies different methodology of why Burmah Castrol sells its plants to BP Amoco. The Burmah Oil Company was founded in 1886 by Scottish entrepreneurs interested in exploiting newly found oil deposits in Burma. Burmah held a major shareholding in BP right through until the early 1970s. Indeed, after a long period operating effectively as an inter- mediate holding company for BP shares, the management of Burmah in the 1960s used the value of the shares as collateral to embark on an ambitious plan to turn Burmah into both a fully integrated oil company and a substantial conglomerate group. This analysis will contain a layout which will examine Burmah Castrol performance and their ultimate consequences through a step by step approach. An introduction has been given on Burmah Castrol sale to BP Amoco, a detailed analysis on performance gap such as goals and objectives, leadership, culture, organisational structure, corporate parenting, business environment of the company. Under each structural reform there in an explanation on what lead Burmah to sell it plants to BP Amoco, what are the characteristics of each structure and what lead to its failure. After the critical analysis of structure I will be mentioning the critical issue at Sony. In order to justify my argument I will be using strategic management models and theories such as, 5 forces model, GAP analysis, 7S matrix, SWOT analysis, PEST analysis, corporate parenting, value chain analysis and finally triple loop learning method. A separate segment of this report will target on answering the question is Castrol a growing company, and recommendation that have to be considered by them. After concluding the analysis I will deliver my recommendation for BP and it will be followed by a suggestion suggested for BP Amoco to buy Burmah Castrol. Finally an action plan is developed for what has to be done by the companies where I have concentrated on three main aspects, namely, marketing, structural reforms and cost effectiveness of the company. Critical issues The Burmah Oil Company is a Scottish entrepreneur company founded in 1886 with interested in exploiting newly found oil deposits in Burma. On establishing success was followed by a milestone investment in an exploration concession across a substantial area of Iran acquired from the Shah. Indeed, after a long period operating effectively as an inter- mediate holding company for BP shares, the management of Burmah in the 1960s used the value of the shares as collateral to embark on an ambitious plan to turn Burmah into both a fully integrated oil company and a substantial conglomerate group. The management ay Castrol are with skills in spotting both good managers and sound investment opportunities: the combination would enable all the Groups businesses to prosper and grow. There was sufficient similarity in terms of key factors for success between Castrol and the Chemicals businesses to enable senior management to add value across the portfolio. At late 80s there was an uncertainty, about where the Group was headed over the medium to long run. This has led them to search for moves that might provide such balance. The opportunity arose from Foseco after taking over its management; due to its depressed share price. There were also other issues to sort out in the Chemicals businesses where some were underperforming: work needed to be done to improve their overall operating efficiency. That was a task that was successfully set about and delivered: signi ¬Ã‚ cantly improved ratios were achieved through cost cutting and effective focus. In mid 1990s Burmah Castrol consisted of Castrol, blending and marketing lubricants; and Chemicals with a residual Fuels retailing business effectively the final relic of the past which was in the process of being sold off. The strategic review identi ¬Ã‚ ed an underlying theme of industrial marketing and quality service as the core competences of the successful chemicals businesses. ( Appendix 1) Castrols 75 per cent of its total profit came from passenger car engine oil business, faced the prospect of more efficient engines requiring longer and longer gaps between oil changes; and therefore of potential long-term volume decline. It has many strengths and weakness with is explained in appendix 2. In 1996, they had a difficult in North America after a run of consistently good volume and pro ¬Ã‚ t growth; and simultaneously we started to develop worries about long-run developments in the passenger car engine oil business in Europe. A problem was that some of the areas of business were suffering because of the dominant culture of the passenger car engine oil business. Castrol share price reached  £10 in the early 1990s and hadnt really moved from that level. It moved to  £13 at one point and down to  £7 at another, but these were the extremes of a dull range. Having split out the industrial business from the passenger car engine oil business, it further highlighted, for example, that there might be more similarities between the industrial lubricants business and the foundry chemicals business than there were between. Castrol its brand and marketing culture would represent a great prize to a number of the major oil companies because of economies of scale and the broader coverage of the lubricants market that it would provide. At a point they had some lack of belief internally, lack of belief externally and a possibly time-limited opportunity as a result of oil industry consolidation. In addition, one of their non-executives argued consistently at board meetings that there was indeed a time-limited opportunity to release value to shareholders. Therefore the critical issue is that Castrol should build up a model which is compatible with environmental changes in the shorter and the long run. Critical evaluation In strategic analysis it is important for Castrol to identify the current environment which the oil industry operates. In mid 1990s Burmah Castrol consisted of Castrol, blending and marketing lubricants; and Chemicals with a residual Fuels retailing business effectively the final relic of the past which was in the process of being sold off. The rapid fall in the sales revenue and the profitability of the Castrol due to poor management and severe competitions the management of the Castrol have been planning to restructure its business. They had a major drawback in management as they had some lack of belief internally, lack of belief externally and a possibly time-limited opportunity as a result of oil industry consolidation. Castrol must plan to face the rivalry and threat from other competitors such as BP which is one of the main competitors to Toyota. The bargaining power of the buyers can be reduced if the supplies of Castrol product are low. So Castrol should have strategy to maintain demand since it was the time of recession. The bargaining power of suppliers can be adjusted by having competitive buying from different suppliers of good needed for oil industries. (Refer appendix 3) During the financial year 1995-1999 the Castrol Corporation spent a massive amount to maintain its position in this competitive market spending more than 1000 million euro on restructuring of its strategy. However in 1999 the profit has decline largely comparing to previous year due to high interest payment and long term creditors to the company. The Castrol is facing many political, economical issues and mostly threats from American and Dubai oil industry with create a major uncertainly of Castrol survival in the market. Castrol environment has been analgised using PEST (Refer appendix 4). Castrol is in an uncertainty position to maintain price stability by differentiation of its own from others. Being close to the customers has also allowed them to segment the market effectively. Castrol adopted an organisational structure that was significantly different from a traditional approach to reflect the new business environment in the mid 1997s. Unlike the structure of many modern structure oil companies they have adapted to their traditional approach because of it convenience. The Tim Steven at the companys level holds a position as the CEO of Board of Directors, and the manager was in charge of all other functions at Castrol. All functional heads at Castrol also hold the position of party secretary at that function. These, to a great degree, facilitate the coordination between the CEO and management at Castrol, particularly at the functional level. (Refer appendix 5) Competitor analysis The oil industry is boiling over with changes. Deregulation, new opportunities in foreign fields and markets and environmental challenges are rushing together head-on to shape the energy and utilities business of the future. Castrol is facing threats from many foreign competitors producing vehicle oil. And whilst they have been very successful in developing world position, particularly in Asia Paci ¬Ã‚ c, that was unlikely to offer sufficient to offset the difficulties that might be going to encounter over a  ¬Ã‚ ve-year run absent of action in the bigger developed markets in Europe and North America. This had let to re-think what may happen to their passenger engine oil business and how competitor may take advantage over this situation. Further the Castrol group must increase its quality control procedure to avoid competitors defects in the production stage to avoid losses and meet competition effectively. Managing change The alternative which management developed, in considerable detail, involved is breaking the Group up. This acknowledged market skepticism about the coherence of the portfolio. Although the need for radical restructuring was accepted, an issue which management did not fully resolve at this point in the process concerned how the slicing should be carried out. The restructuring would not give the expected results unless the employees are satisfied with the changes. So Castrol should take measures to create confidence in the minds of the employee with regarding to changes. The employee participation in changes will make them success. In other word it should reduce resistance and increase cooperation within organisation. The management should increase two way communications from the top to bottom level of the hierarchy in order to implement the strategic changes successfully. Value chain analysis (Appendix6), balance score card (Appendix7) and cultural webs (Appendix8) are given in the Appendixes, which could be integrated in to Castrol organisation system to yield better results. Financial performance of Castrol The financial performance at Castrol during 1999 was very poor; either a lost or just break-even. This was attributed to several factors: high financial costs, low -margin product lines, poor sales, high interest rates and high procurement costs. (Gerry, n.d) Conclusion The case study evaluated by this report concentrates on different restructuring strategy and structure processors under taken by Castrol during the period of 1995-1999. In this analysis I have taken each structure one by one and commented on factors which led Castrol to do each restructuring process, characteristics of each structure and elements which led each structure to its failure. I have the identified the critical issue that are faced by Castrol as the lack of focus into future in making organizational structures for the corporation. In order to evaluate this case from a strategic management perspective I have used different models such as 5 forces model, 7S matrix, SWOT analysis, PEST analysis and Cultural web. Introduction has been given to each model applied and how it can be related to Castrol Company. Future Castrol is also looking towards further development of the engine oil business, possibly restructuring its strategy or by joint venture to survive in the competitor edge. Therefore I concluded that the success of most of the businesses was based on competences to do with high levels of service rooted in localized knowledge of how their product applications could meet customer need. Success was not so much based on the technical aspect of product as on industrial marketing and service on a local basis. An important exception to this pattern was that part of the passenger car lubricants business which involved sale of product through retail channels. After critically examining the company I will be giving my recommendation for Castrol and a proposed action plan for the required period. Recommendation The success of these businesses was much more to do with understanding customer needs than the production of oil. Therefore moving into much greater focus on devolution of responsibility to the market-facing business units is recommended. And Castrol was using the old approach which was not going to enable them to continue to grow the business at the previous rate of strategic plan. So its recommended for Castrol to develop a new strategy for their business in order to compete in this environmental market. They should also look at the other business such as the industrial lubricants business, the marine lubricants business and the commercial lubricants business which can be the key factor to survive in the market. Since their internal structure for managing the global Castrol lubricants business was no longer appropriate they have to re-structure the organisational structure if they want to optimize their position in each of the four markets. To reach that to optimize performance over the whole business, and to achieve economies of scale, they have to move away from a geographic structure to one focusing on each of the four areas of Castrol as global businesses in their own right. The old structure had been immensely successful. It had enabled a very strong ethic of customer focus and a strong esprit de corps. So its recommended to fellow as overall it benefiting the company. As an executive team they have to explore what opportunities there were for us to play a part in the process of consolidation. It concluded that the success of most of the businesses was based on competences to do with high levels of service rooted in localized knowledge of how their product applications could meet customer need. Similar to the earlier exercise on the Chemicals businesses, the conclusion was that success was not so much based on the technical aspect of product as on industrial marketing and service on a local basis. An important exception to this pattern was that part of the passenger car lubricants business which involved sale of product through retail channels. Justification Castrol is well recognized engine oil manufacture in the world have established in worldwide counties. Since there was a management deficiencies, the performance of the Castrol have reduced. Therefore practicing traditional approach as it helps the Castrol it is recommended to above so in case of problem in future the company can adopt old strategy to sustain its position in the market. As recommended above, moving into much greater focus on devolution of responsibility to the market-facing business units as the success of these businesses was much more to do with understanding customer needs than the production of oil. And Castrol was using the old approach which was not going to enable them to continue to grow the business at the previous rate of strategic plan. So it has been recommended for Castrol to develop a new strategy for their business in order to compete in this environmental market. By having tight relationship with customer can help Castrol to perform effective and efficiently by segment its product according to the need of the customers. And also having a well defined marketing strategy would increase the market share and the revenue of the company. Thus Castrol should make a long range plan to satisfy the needs of the two segments through increased product plan, research and development. References Hubbard, G. Rice, J. Beamish, P. (2005). Strategic management thinking analysis action. (3rd ed) .Pearson education Australia Johnson, Gerry (n.d). The sale of Burmah Castrol to BP Amoco.Exploring Corporate Strategy Kotelnikov, Vadim (Shared Values).[ n.d] retrived January 18, 2010 from http://www.1000ventures.com/business_guide/crosscuttings/shared_values.html. Plunkett (Business Information) [December 01, 2008]. retrived on January 22, 2010 from http://www.alacrastore.com/storecontent/Plunkett_Research-Energy_Industry_Market_Research_and_Competitive_Analysis_2009_from_Plunkett_Research-2082-13. Viljoen, J. Dann, S. (2003). Strategic management (4th ed.). Frenchs Forest, New South Wales: Pearson Education Pty Ltd. Appendixes APPENDIX 1 MC KINSEYS 7SMATRIX http://www.vectorstudy.com/management_theories/img/mckinsey_7s.jpg Strategy The strategy of the Castrol Corporation was to continue to develop as a very successful global business with an increasingly powerful brand, motivate functional managers to take part in corporate decisions making in order to improve performance and to meet competition efficiently. It is through this vision the whole organization should perform and it takes the leading role in getting other elements of the 7S matrix to follow in order to achieve those targets. Structure The structure of Castrol company had been a geographically based model, with four regional directors, the line managers responsible for over 50 country managers who ran their country businesses, very successfully hitherto, like individual freedoms. Traditional flat structure, where there were two way communications between the top management and the functional management. However by restructuring each department was converted into autonomous cellular structure where the C.E.O of each company was responsible for his own company. Systems Systems can be regarded as day today ongoing processors of the any company, thus these can vary from Human Resource procedures, accounting procedures, production lines, documentation etc. Castrol should try their best to make their systems more effective through innovations and management layouts. Style Castrol company had a straight span of management with most of the decision was made at the top level of management since it was vested with CEO of that company. This represented a autocratic style of leadership but under the restructuring Castrol can change its decision making style which was previously was under CEO and staffs can be encourage to make decision in critical situations. Staff Organizations are made up of humans and its the people who make the real difference to the success of the organization in the increasingly dynamic knowledge-based environments. The importance of human resources has thus got the central position in the strategy of the organization. This involves the methods how businesses develop employees to shape up value to improve performance. The two way feedback introduced after the restructured programmes improved the communication between the top management and the subordinate staff. Shared Values Shared values are what engender trust and link an organization together. Shared values are also the identity by which an organization is known throughout its business areas. These values must be stated as both corporate objectives and individual values.   (Vadim Kotelnikov, nd) All the employees of the Castrol should be encouraged to take the in the strategic implementation process. Skills Skills of staff member are not sufficient for Castrol since they had lack of trust internally with hindered the company performance. But after that restructuring and reconsidering strategy the company can improve its performance since present year profit have declined comparing to previous year profit.. This can be solved by training and educational programmes for the staff paradigm of operation, recruitments of young, dynamic, innovative technical staff to infuse organisational culture. Appendix 2 SWOT Analysis Strengths The Burmah Oil Company was founded in 1886 by Scottish entrepreneurs. Operates petrochemical businesses worldwide through the network of its subsidiaries and retail brands The passenger car engine oil business, which represented 75 per cent of total profits faced the prospect of more efficient engines oil suppliersCastrol strong brand loyalty for oil Very successful developing world position, particularly in Asia Paci ¬Ã‚ c. Weaknesses Castrol had some lack of belief internally, lack of belief externally and a possibly time-limited opportunity as a result of oil industry consolidation. Some of the areas of business were suffering because of the dominant culture of the passenger car engine oil business. Reduce in share price of Castrol Opportunities The strategic review identi ¬Ã‚ ed an underlying theme of industrial marketing and quality service as the core competences of the successful chemicals businesses. Extension of strategic oil and gas acquisitions in North Sea area; Launch of more flexible price policy to compete main rivals.   Threats Environmentally unsound policies due to oil and toxic spills; Possibilities for rendering the Chemicals portfolio as a whole more substantial and therefore more able to sit comfortably alongside Castrol Ceasing operations in a number of potential locations   with their further re-branding (Conoco); Sale of corporate-owned stations; Share price was sliced down to  £7 which was the extremes of a dull range. Since the passenger car engine oil business, which represented 75 per cent of total pro ¬Ã‚ ts, faced the prospect of more efficient engines requiring longer and longer gaps between oil changes; and therefore of potential long-term volume decline. Further lawsuits considering the companys ecological activities. Appendix 3 Industrial Environment analysis of Castrol by using Porters Five Forces model The strongest competitive force or forces determine the profitability of an industry and become the most important to strategy formulation (Porter .M,2008). Analysis by Porters five forces can be said that threat of new entrants is low due to huge capital and cutting-edge technology. Suppliers are weak because they are spread all over the world and cannot easily forward integrate. Buyers are weak due to low demand for non-consumer goods and high switching costs; moreover, buyers are not able to backward integrate. Substitutes are moderately strong due to different and less-expensive transportation facilities. On the other hand, intensity of rivalry is strong because of major players are dominant in the market by nearly same technology and manufacturing processes, suppliers relationship and distribution systems. Treat from New entrance Bargaining Power of Buyers Bargaining Power of Suppliers Revelry among Competitors Treat from Substitutes Threat of New Entrants- The expansion of foreign competitors began to decrease the market of car companies. As the world is experiencing economic downturn there is a great opportunity for the low cost customers to enter into the market. The conference of customers towards the brand is the only barrier to entry the market. Power of Suppliers A lot of suppliers depend on a certain oil companies to buy a majority of their products. If Castrol decided to change suppliers it could be the end of the suppliers business. Consequently, suppliers have little power.  Castrol should have a tightly bound network of suppliers, and partly to hedge against the loss of key suppliers. Threat from substitutes- There are oil companies such as BP, Shell, reliance etc which are the major competitor in the oil business market. Switching cost, change in buyers preferences and qualities of supply all create threat to Castrol Company. Power of buyers Castrol bargaining power of buyers, is quiet weak for Castrol and the entire automobile industry with a large number of alternative suppliers, hence, the aggressive pricing strategy. The five forces analysis gives an improved understanding of the degree of competition within the business environment. The analysis shows that the automotive industry is highly competitive, with buyers possessing and exerting a very powerful influence to the large number of substitute brands available to them. Appendix 4 PEST Analysis POLITICAL World energy markets are becoming more volatile due to the threat of geopolitical instability. Greater climate destabilisations from CO2 emissions are leading governments to encourage more sustainable forms of energy. World energy markets are becoming more volatile due to the growing oil requirements of a buoyant Chinese economy, creating tension between nations   Ã‚  ECONOMIC Economy is underpinned by its energy Energy markets will see demand increasing by almost 60 percent, with fossil fuels meeting most of this, and nuclear and renewable energy markets having limited relative contribution Alternative energy sources as a percentage of total energy supply are increasing and are expected to continue to do so. SOCIAL Kyoto Agreement, signed in 1992, has led to carbon funds (World Bank,) and emission trading in Europe and around the world, which is becoming a legal requirement. Peoples worldview is starting to change to a concern over the sustainability of the future, although this is not expected to change dramatically to justify widespread changes to energy use for some time.   TECHNOLOGY The International Energy Agency states that alternative energy markets will be underpinned by technological breakthroughs. Research shows technology is the key to competitiveness in the alternative energy industry; whilst alternative energy technologies are underpinned by 48 critical success factors across technological, commercial, socio-political and organisational categories. Appendix 5 Organisational structure Castrol adopted an organisational structure that was significantly different from a traditional approach to reflect the new business environment in the mid 1997s. Unlike the structure of many modern structure oil companies they have adapted to their tradional approach because of it convenience. The Tim Steven at the companys level holds a position as the CEO of Board of Directors, and the manager was in charge of all other functions at Castrol. All functional heads at Castrol also hold the position of party secretary at that function. These, to a great degree, facilitate the coordination between the CEO and management at Castrol, particularly at the functional level. The organisational structure that created for Castrol is shown in this figure, CEO Vice President (Production) Vice President (Technology) Vice President (Equipment) oil making oil rolling Production office Technology Automation Quality inspection Equipment Maintenance Planning Accounting Materials Supply Personnel Chairman Board of directors 50 country managers Line manager Regional director Regional director sident Regional director Regional director Appendix 6 Value Chain analysis Firm Infrastructure (Administration, Salaries and Wages, Assets of BMW, After sale services) Technology Development (New models, Development of new technological programs) Human Resource Management ( Recruitment and selection of qualified engineers and general managers, continuous training and development/ supervision) Procurement (Increase output of new models such as mini and Road rover) Inbound Logistic Getting contact with new supplier for back up and production of new models to attract different groups of customers Operation Carrying out activities such as acquiring technology and employing skill workers Outbound Logistic consumer loyalty created by quality Marketing and Sales Marketing is done by providing a Effective branding and establishes emotional contacts to the customers of Toyota Appendix 7 Balance score card of Castrol FINANCIAL PERFORMANCE How should we appear to our shareholders? Vision and strategy LEARNING AND GROWTH PERPECTIVE: To achieve our vision how should we sustain our ability to challenge improve? CUSTOMER FOCUS: How should we appear to our customers? OPERATINGPERFORMANCE: What business processes must we excel at? The balanced scorecard is a performance measurement and management tool which is gaining in popularity and which is particularly useful for the implementation and assessment of strategy. The balanced scorecard is a comprehensive framework that translates an organizations vision into a coherent set of strategic initiatives and performance measures. Financial perspective Burmah Castrol is in fact very much more than one homogenous business and indeed the Castrol Lubes business extends across a number of segments, each quite different in nature. Each business group is run independently from the others in Burmah Castrol and we have a strong tradition of local operating unit autonomy. Indeed, it is fair to say that we never operate as a centralized business and the size of our operating units runs right across the spectrum from the very small to the very large, as this chart of annual turnover illustrates. It have got 109 units, with an annual turnover of less than  £5m and then move down the scale; 26 less than  £10m; 20 at less than  £15m; etc. And then go right up the scale and there is what we would see as mega units: 1 at  £100m; 1 in the  £200m range; and 2 in the  £300m range. Customer perspective Castrol Consumer is world leader in the supply of car and motorcycle lubricants and services, marketing to workshops and retail chains, auto accessory stores and petrol stations. Principal products are engine oils, e.g. GTX, transmission  ¬Ã¢â‚¬Å¡uids and brake  ¬Ã¢â‚¬Å¡uids. To establish in todays market its vital for every company to establish a strong relationship between customer and the company. Complete customer satisfaction is what is needed to achieve this relationship. Castrol should build a strong relationship that reflects their values as individuals and members of the society. And they always try to build relationships with customers based on mutual trust and loyalty. Internal business process perspective Castrol Commercial provides products and services principally to on and off-road vehicle  ¬Ã¢â‚¬Å¡eets. Off-road business includes vehi

Energy Bars: An Athletes Friend or Foe :: Health Nutrition Athletics Sports Papers

I. What are "energy bars"? Definition and Contents: An energy bar is a convenient, fortified snack-food containing a blend of simple and complex carbohydrates, protein, fat, fiber, and vitamins and minerals. The primary source of protein in energy bars usually comes from milk and the fiber comes from grains and oats. Some bars also contain additional herbs, such as ginseng and guarana, "to help provide maximum energy" and to stimulate the central nervous system (http://s2.com.etj/ wn/sportsbars.html). Others include sodium and potassium phosphate to increase oxygen consumption capacity and to prevent lactic acid buildup in the muscles. The size of an energy bar varies with each brand and can range anywhere from one ounce to more than five ounces. The majority contain 100 to 300 calories and get most of these calories (at least 60 percent) from carbohydrates (Walsh 1997). The bars are usually easy to digest and come in a wide array of flavors and textures. They are advertised by most manufacturers as an "optimum energy fuel" and are us ed mainly as a way to replenish the body's energy stores as they are being depleted (http://s2.com/etj/wn/sportsbars.html). Who are they for? Where are they found? Energy bars are most often associated with top athletes and endurance sports, such as bicycling and running. Recently, however, they have started to attract outdoor enthusiasts, participants of team sports, and casual exercisers (McEvoy 1994). They are becoming so popular that even overweight individuals are eating them as a low-fat meal substitute (Runner's World 1994). Today they can be found almost anywhere: in sporting good stores, pharmacies, health food shops, and even several department stores (Lobb 1995). When do you eat them? Energy bars can be consumed before an event to ensure sufficient levels of muscle and liver glycogen (stored carbohydrate), during an event to stabilize or maintain blood sugar levels, or after an event to replace expended nutrients and to maximize recovery. Some people also eat them as a snack or meal replacement throughout the day. Specific times and amounts obviously vary for each person (http://s2.com/etj/wn/sportsbars.html). II. Two main types of energy bars: 1. High-carbo group Most energy bars are placed in this group because they are high in carbohydrates and low in proteins and fats. Producers of these bars argue that a high portion of carbohydrates provides "a superior source of fuel for endurance performance and that the fewer fat calories you ingest in a pre-workout, the better". Energy Bars: An Athlete's Friend or Foe :: Health Nutrition Athletics Sports Papers I. What are "energy bars"? Definition and Contents: An energy bar is a convenient, fortified snack-food containing a blend of simple and complex carbohydrates, protein, fat, fiber, and vitamins and minerals. The primary source of protein in energy bars usually comes from milk and the fiber comes from grains and oats. Some bars also contain additional herbs, such as ginseng and guarana, "to help provide maximum energy" and to stimulate the central nervous system (http://s2.com.etj/ wn/sportsbars.html). Others include sodium and potassium phosphate to increase oxygen consumption capacity and to prevent lactic acid buildup in the muscles. The size of an energy bar varies with each brand and can range anywhere from one ounce to more than five ounces. The majority contain 100 to 300 calories and get most of these calories (at least 60 percent) from carbohydrates (Walsh 1997). The bars are usually easy to digest and come in a wide array of flavors and textures. They are advertised by most manufacturers as an "optimum energy fuel" and are us ed mainly as a way to replenish the body's energy stores as they are being depleted (http://s2.com/etj/wn/sportsbars.html). Who are they for? Where are they found? Energy bars are most often associated with top athletes and endurance sports, such as bicycling and running. Recently, however, they have started to attract outdoor enthusiasts, participants of team sports, and casual exercisers (McEvoy 1994). They are becoming so popular that even overweight individuals are eating them as a low-fat meal substitute (Runner's World 1994). Today they can be found almost anywhere: in sporting good stores, pharmacies, health food shops, and even several department stores (Lobb 1995). When do you eat them? Energy bars can be consumed before an event to ensure sufficient levels of muscle and liver glycogen (stored carbohydrate), during an event to stabilize or maintain blood sugar levels, or after an event to replace expended nutrients and to maximize recovery. Some people also eat them as a snack or meal replacement throughout the day. Specific times and amounts obviously vary for each person (http://s2.com/etj/wn/sportsbars.html). II. Two main types of energy bars: 1. High-carbo group Most energy bars are placed in this group because they are high in carbohydrates and low in proteins and fats. Producers of these bars argue that a high portion of carbohydrates provides "a superior source of fuel for endurance performance and that the fewer fat calories you ingest in a pre-workout, the better".

Experiential Methods for Acquiring Self-Knowledge Essay -- Education C

Experiential Methods for Acquiring Self-Knowledge Do people ever know enough about themselves to determine the direction of their career journey? Various strategies have been developed to provide guidance toward this end; however, as the realities of work change due to such factors as global competition and new technologies, it is necessary to develop new awareness of self in relation to work. This Digest examines various processes by which learners of all ages, elementary to adult, can expand their self-knowledge--their interests and the importance of those interests to their personal satisfaction, their strength and weaknesses in relation to their interests, and the ways in which their interests and abilities are applicable in the changing social, economic, and work environments. Self-knowledge is the first of three integral competency areas in the National Career Development Guidelines (National Occupational Information Coordinating Committee 1989). The guidelines address the progressive acquisition throughout life of (1) knowledge of the influence of a positive self-concept; (2) skills to interact positively with others; and (3) understanding of the impact of growth and development. Studies conducted by Anderson (1995) and DaGiau (1995) among others demonstrate the influence that increased understanding of one's self-concept and its effect on roles and relationships has upon career maturity. According to Anderson (1995), "self-knowledge is a domain with many pathways" (p. 280). Historical self-knowledge--understanding of past experiences and influences that led to one's current level of development--is a key to shaping the future. Ask any first-time job seeker the main reason employers rejected them and they will ... ...llege, 1995. (ED 386 609) Lester, J. S., and Perry, N. S. Assessing Career Development with Portfolios. ERIC Digest. Greensboro, NC: ERIC Clearinghouse on Counseling and Student Services, 1995. (ED 391 110) Lock, R. D. Taking Charge of Your Career Direction: Career Planning Guide, Book 1. 3d ed. Pacific Grove, CA: Brooks/Cole, 1996. National Occupational Information Coordinating Committee. National Career Development Guidelines. Portland, OR: Northwest Regional Educational Laboratory, 1989. (ED 317 874-880) Savoie, J. M., and Hughes, A. S. "Problem-based Learning as Classroom Solution." Educational Leadership 52, no. 3 (November 1994): 54-57. (EJ 492 914) Willis, S. "On the Cutting Edge of Assessment: Testing What Students Can Do with Knowledge." Education Update: Association for Supervision and Curriculum Development 38, no. 4 (June 1996): 4-7.

Society and Sexuality in Waiting for the Barbarians and The History of

Society and Sexuality in Waiting for the Barbarians, and The History of Sexuality  Ã‚   Within our modern minds reside two very different ways in which we deal with the subject of sexuality. The conceptual framework of modern society, to some extent, has developed out of past notions about the body. We can see that springing from our historical roots, issues concerning sexuality have been dealt with through mutual feelings of desire and disgust. The relationship between these two opposed feelings arises from a dual sense of our awareness of our sexuality. One direction we are pointed in, is to view anything sexual in content, as socially digressive. The other crosses to the opposite extreme. Sexuality is something which is talked about constantly, but usually not openly. We are also, in some ways, drawn by our sexuality to feel desire for our "other side"--the side which we do not show to many other people. Both of the poles represent aspects of a spectrum on which all of us lie, at once drawn to both extremes. The fact that we fall somewhere on that scale in the first place, points to another reason outside the reaches of the immediate family. The situation we are placed in as individuals of modernity, is an arena of pre-constructed rules and regulations regarding our sexuality. The doctrine of sex in our world has been determined by the actions and thoughts of past generations. We build upon their conceptual machinery to g enerate our own meaning within the world. The duality between desire and disgust, in relation to sexuality, is something which has been passed down to us through generations of social learning. In his book, The History of Sexuality, Michel Foucault presents evidence pointing to the connection between... ...nterest in the subject as a hidden part of human existence. The double mechanism of distancing one’s self and the desire to personally experience something, serves to formulate the ways in which we view our sexuality. Through the creation of this binary relationship, we as a society, have been taught that there are parts of ourselves which are off limits in normal discussion. To go past those lines is to travel in realms which hint of "perversion" or of experiencing an "alternate lifestyle". This societal creation tells us that some parts of our personality are ones which we should not explore, though we might be driven to. It is because of those drives, which exist in all of us, that we are forced to come to terms with ourselves, and what it means to be a part of our society. Works Cited: Coetzee, J.M. 1980 Waiting for the Barbarians Harmondsworth, Penguin.

Multinational Corporation and Country Nationals

In the recent decade, international human resource management (IHRM) experienced tremendous research growth due to the increase number of organizations begun to extend their businesses into overseas markets. Multinational Corporation (MNC) is the term used to describe a business with overseas operation. Some of the main reasons for the growth of interest in IHRM are: 1) the number of MNC has increased with rapid growth of global competition which resulted in increased mobility of human resource. 2) Effective HRM strategy has been recognized as determinant of success or failure of organization. ) It is more difficult to exercise control and implementation of corporate strategy over remote subsidiaries with different culture and background. (Fernando, 2006)In this article, we will discuss the difference between international and domestic human resource management and the challenges that organization faced when selecting, developing, motivating and maintaining the employees for the over seas assignment and how these issues will affect the strategy of the organization. Finally, the article will conclude that IHRM is complex, difficult and critical to global business success. Stone, 2008) It faces a lot of challenges as compared to domestic human resource management mainly due to the geographic dispersion and multiculturalism. Defining International Human Resource Management (IHRM) There is no consensus about what the term IHRM covers although most studies in the area have traditionally focused on the area of expatriation (Brewster and Harris, 1999). Taylor et al. (1996) define IHRM as a range of people management functions, processes and activities which involve consideration of more than one national context.Difference between Domestic Human Resource Management and International Human Resouce Management IHRM has similar human resource activities as domestic human resource management except that it is at a global level. Regardless of whether they are specific to one or several countries, the external constraints such as political, legal, economic and cultural can significantly influence the way HR functions are carried out and the HR manager will have to plan for the human resources, do acquisition for the right people in the right number at the right time, train and develop, aintain and motivate the employees. As stated by Dowling and Welch (2005), the complexities of operating in different countries and employing different national categories of workers are a key variable that differentiates domestic and international HRM. Domestic HRM involved employees within only one national boundary while IHRM deals with three national or country categories: the parent country where the firm is usually headquartered; the host country where a subsidiary may be located; and other countries which may be the source of labour, finance or research and development.In addition, there are three types of employees of an international firm: parent-country national s (PCNs); host-country nationals (HCNs) and third-country nationals (TCNs) (Dowling, Welch and Schuler, 1999). Dowling (1988) argues that the complexity of international HRM can be attributed to six factors such as more HR activities; the need for a broader perspective; more involvement in employees’ personal lives; change in emphasis as the workforce mix of expatriates and locals varies; risk exposure and broader external influences.Types of employees Managers can be hired three types of employees: parent country nationals; host country nationals and third country nationals. Parent country nationals (PCNs) are residents of the international business headquarter who are transferred to one of its overseas operations. Even though communications and coordination with headquarters is typically facilitated when PCNs are employed since they share a common culture and education background with headquarter but the number of PCNs employed in an organization is limited.This is due to t he high cost in relocating and maintaining them in host country and the lack of knowledge of local laws, culture, economic conditions, social structure and political processes. Host country nationals (HCNs) are residents of the host country and are the most common choice of mid-level and lower-level job. Employing HCNs is popular because they are familiar with local laws, culture and economic. Even though HCNs may be cheaper than PCNs but HCNs may not be familiar with the firm’s corporate culture nor its business practices.Third country nationals (TCNs) are citizens of neither the headquarter nor of the host country. They are most likely to be employ in upper-level or technical positions. Expatriate Expatriates are people working and residing in countries other than their native country. TCNs and PCNs are collectively known as expatriates. Organization usually takes great care in selecting expatriate as important roles are usually assigned to them and the cost of transferring wrong person overseas is enormous. It is known as expatriate failure when the expatriate return homes before the assignment is completed.The cost of failure would incur direct and indirect cost to the organizations and the expatriate. The indirect costs are harder to quantify in money terms and it includes causing the organization to lose its market share and expatriate may lose self-esteem. Dowling & Welch (2005) had concluded that factors moderating performance would include: spouse/ partner dissatisfaction; inability to adapt; difficulties with family adjustment in the new location; culture and language difficulties. RecruitmentRecruiting and then deploying people to positions where they can perform effectively is a goal of most organizations whether domestic or international. Recruitment in international context is no easy job. Cross-national differences in work values influence how attractive a firm is perceived to be within any given culture because what individuals want from an employer may vary across culture. (Caligiuri, Lepak & Bonache, 2010) Therefore, companies should adopt different sets of selection practice and recruitment message based on the culture of the country they are recruiting.In MNCs, most positions are filled by HCNs as it is cheaper than hiring expatriate and they are more familiar with the local culture, economics and business environment. But it is still common to employ expatriate in management role since they had better understanding of the culture and business background. Expatriate selection is much more difficult than domestic selection. The HR manager may have stringent screening process as these expatriate will be mostly being employ in management level that has greater responsibility for the business.Therefore, only experienced candidates will be selected for overseas assignment. On the other hand, candidates are becoming increasingly selective regarding their choice of overseas assignment making it more difficult for expa triate to be employed. Selection is often conducted through supervisor’s interview of candidates. With expatriate being employed in management role could mean that they are the ones interviewing the HCNs. In this case, it would be especially challenging as behaviors may be interpreted through a cultural lens and unintended inferences may be made.Caligiuri, Lepak & Bonache (2010) had concluded that firm that dedicates the time to answer the strategic questions about employee competencies globally – and, in turn, effectively selects for them within the various countries where it operates – has a competitive advantage within its global workforce for implementing global business strategy. Training and Development The objective of training and development is to foster learning among the organizational members and to develop enriched and more capable workers, who, in turn, can enhance organizational competitiveness and effectiveness.As compared to domestic organizatio n, multinational organization faces a number of unique challenges in training and developing function. This is due to that multinational firms differ in their operations from those of domestic firms in terms of geographic dispersion and multiculturalism. (Adler, 2002) It may be difficult when translating training material; therefore it is important to understand the importance of sensitivity to local language and culture. Sims (2002) states that how people learn and the methods of training with which they are comfortable vary across cultures.In order to achieve success in oversea assignment, it is very important to train the employees based on the economics and practices of foreign countries. Dessler G. (2008), concluded that overseas candidate required special training like focusing on the impact of cultural differences, provides factual knowledge about the target country and provides skill building in areas like language and adjustment and adaptation skills. It is very challenging when come to designing training and development programs for multinational company. A unique training program for each subsidiary is needed based on the country language and culture.Performance Management Performance Management (PM) is a strategic HRM process that enables the immediate supervisor to evaluate the employee’s job performance and contribution towards the organization’s goals and rewards as outcomes of performance evaluation or appraisal. Training and development plan can be derived from PM to enhance the performance of the employees. As is stated by Armstrong (1994), PM involves the links to organizational strategy, setting individual performance goals, providing regular feedback on progress towards those goals, providing opportunities for improving and linking result and rewards.The scope of PM in multinational companies (MNCs) is much broader and complicated that in domestic companies. This is due to that MNCs operate in many nationals with various type s of employee groups. (Scullion H. & Linehan M. , 2005) Generally, an employee’s performance on the job is affected by their skills, perceptions, relationship with peers and superior, personal values, levels of motivation and commitment, the work environment and the level of challenge assigned to them.In a global context, this multiplicity of factors is further complicated by differences in culture, education, values and long distances between superior and subordinate. Fernando K. V. (2006), had concluded that the challenge of organization’s when it comes to performance management is to retain and develop their talent; enable the mass majority to perform at their best level; align performance at all levels globally to effectively deploy strategy; recognize and motivate performance at all levels and help differentiate employee performance.PM in IHRM will require different program and criteria based on the country culture to effectively measure the performance of the emp loyees. Simply exporting the head office program may end in disaster if it is not culturally sensitive. (Stone, 2008) Compensation Compensation is one of the most important HRM functions. In both IHRM and domestic HRM, compensation has the same common objectives that are to attract and retain the desired quality of employees and motivate employees to improve their performance and contribute their best to help to achieve the organization’s business objectives.According to resource-based theory, organizations that effectively apply appropriate compensation policies to maintain and retain knowledgeable and skilled employees can serve to protect this source of sustainable competitive advantage. As is stated by Dowling (1988), the key differences for HRM in MNCs lie in the increased scope; perspective and level of involvement required in employees’ live as well as the level of risk. Compensation in IHRM has the greater risk.The risk increased by the complexities of operatin g within multiple diverse economic, employment and taxation regimes and through direct and indirect cost inefficiencies associated with international staff transfers and also with the implementation of an international compensation strategy. (Harzing & Ruysseveldt, 2004) In IHRM, the compensation strategy is influenced by a list of internal and external variable. Some of the variables would include: (internal) capacity to pay; competitive strategy; organizational culture; (external) labour market characteristics; local culture and parent nationality.The most challenging part is to reduce the risk of perceived inequities by maintaining companywide pay scales and policies. By doing so, the organization can ensure that the same job grade will be paid within the same narrow range. Implementing companywide pay scale might not be fair for those who are being transferred to country, like Japan, where the cost of living is higher. One way to handle the problem is to pay a similar base salar y companywide, and then add on various allowances according to individual market conditions. (Infante V. Determining equitable wage in many countries is no simple matter due to the differences in culture and market characteristic. As a result, one of the greatest difficulties in managing multinational compensation is establishing consistent compensation measures between countries. (Dessler, 2008) Industrial relations It is difficult to compare industrial relations systems and behavior across national boundaries as national differences in economic, political and legal systems produce markedly different industrial relations systems across countries.Trade unions may limit the strategic choices of multinationals in three ways by influencing wage levels to the extent that cost structure may become uncompetitive; by constraining the ability of MNCs to vary employment level at will and by hindering or preventing global integration of the operations of multinationals. Trade unions will be a ble to cause the MNCs to suffer labour cost disadvantages which may narrow their strategic options or caused industrial or political problems. Therefore the HR managers should ensure that the practices adhere to and reinforce strategicHRM objectives and policies and are in harmony with the desired corporate culture, concessions granted in one location do not create damaging precedents for the rest of the organization and ethical and legal obligations are met. (Stone, 2008) MNCs must be well versed in international industrial relations and be aware that each industrial relations system is unique in order to translate organizational HRM objectives and policies into appropriate industrial relations practices on a worldwide scale. ConclusionIHRM is the handling of HRM activities at a global level. It is complex, difficult and critical to global business success. (Stone, 2008) It faces a lot of challenges as compared to domestic human resource management mainly due to the geographic disp ersion and multiculturalism. Individual business units in various countries may have different HRM strategies due to the different in culture. Although the strategies might be different but somehow it is still intact with the global strategy as define by international business headquarter.With this, the MNCs will have competitive advantage as compared to its competitors who are using HRM strategies at a national level. Challenge increases as they have to handle employees from three different nationals: parent country nationals (PCN), host country nationals (HCN) and third country nationals (TCN). Organization takes great care in selecting employees from parent country and third country which is known as expatriate. This is because the failure of the expatriate may cost the organization to lose its market share and the expatriate may lose self-esteem.Training and performance management in IHRM faces a number of unique challenges due to the different in culture. Different program need s to be design for different subsidiary. Simply exporting the head office program may end in disaster if it is not culturally sensitive. (Stone, 2008) Compensation is one of the most important functions. The most challenging part in IHRM is that it needs to reduce the risk of perceived inequities by maintaining companywide pay scales and policies.Various allowances should be added on top of the basic salary especially for those expatriate who are located in countries with higher cost of living. Last but not least, MNCs need to be well versed in international industrial relations in order to translate organizational HRM objectives and policies into appropriate industrial relations practices on a world-wide scale.

Assessing strategies to combat neighbourhood disputes (Anti-social behaviour)

Assessing strategies to combat neighbourhood disputes (Anti-social behaviour) in deprived council estate areas: A case study on the Isle of Dogs, in the London Borough of Tower Hamlets. Project Issue: The Crime and Disorder Act, 1998, defines anti-social behaviour as behaving: â€Å"In a manner that caused or was likely to cause harassment, alarm or distress to one or more persons not of the same household as (the defendant).† (Home Office (a) 2003) As this definition covers a wide range of crimes from prostitution, to having excessively high hedges1, I have decided to specifically focus on neighbour disputes such as noise pollution, violent occurrences, and inconsiderate rubbish dumping and similar neighbour to neighbour disputes. The central issue of the dissertation will be firstly, the evaluation of how well four researched strategies used to combat anti-social behaviour, all used in four case studies, actually combat and prevent anti-social neighbour disputes. Secondly, how well those strategies would be placed to deal with neighbour disputes in the Isle of Dogs. Each strategy that has been researched has a relevant case study that illustrates precisely how that strategy works when deployed in practice. Each strategy will be assessed in light of the relevant case study. Case studies have been used concerning anti-social neighbour disputes from the Isle of Dogs (East London), Blackburn, Manchester, and Scotland. The questions that this dissertation will be seeking to find out are: * What are the most prominent and researched strategies that have been analysed, evaluated, and used by academics and practitioners? * How useful are each of these strategies, and what are their strength's and what are their weaknesses? * To what extent, can each of these strategies be successfully applied to neighbour disputes within the Isle of Dogs, with its own unique situation e.g. diverse ethnic population, and extreme poverty on the doorstep to a wealthy area (Canary Wharf)? * How high is the level of anti social behaviour within the borough, relative to other London boroughs? * What is so different or peculiar about the Isle of Dogs? I will locate this central issue within the wider context of the causes of anti-social behaviour, and take into consideration the various dimensions of neighbour disputes. For example I will also consider the age and racial dimensions (Lucey & Reay 1999), and the gender dimensions (Nixon & Hunter, 1999), of anti social behaviour and in particular, neighbour disputes. METHOD Summary of the academic research required: The aim of this project is to research, analyse, and evaluate the various arguments and strategies concerning the best method to combat anti-social behaviour with regards to neighbour disputes. There are three main strategies or approaches to combat (anti-social) neighbour disputes that my research has discovered: 1. Improving exclusion from certain areas (as advocated by the government). This would include laws making it easier for social landlords to exclude or kick out tenants from social housing at little notice. It could also include restriction orders whereby the accused is not allowed to come within a certain distance of the property or use certain language in the presence, or audio range, of their neighbours as shown in one of the case studies I have researched (Home Office, 2003)2. It could also come in the form of issuing curfew orders3. 2. The second possible response is the ‘Dundee Families project model (Hunter, 2003). This is similar to the 1970's method of rehabilitation through intensive social work and constant nurturing of offenders, as well as the nurturing of community stakeholders. 3. The third approach is one of the Webster-Stratton programme as advocated by a senior lecturer at the Institute of Psychiatry Stephen Scott4. This is a parent teaching programme, similar to the rehabilitation method above, but involves working strictly with young children (below 10 years of age) and is based in a secure environment talking kids through a video presentation, and group discussions on how they should diffuse problematic situations when encountered upon. 4. The fourth possible approach is the one advocated by the Office of the Deputy Prime Minister: The new deal for Communities (NDC) approach whereby large sums of money, à ¯Ã‚ ¿Ã‚ ½800 million, is given to various neighbourhoods throughout the country for the regeneration of their local community. This could involve building a new park, refurbishing the local community hall, or creating a voluntary organisation aimed at cleaning up graffiti. Through my preliminary research in the form my annotated bibliography, I have discovered that there are widely contrasting views as to the causes of anti-social behaviour, and what strategies work in combating neighbour disputes and those that are a lot more contentious. Each of these strategies will be examined in my dissertation and I plan to analyse and evaluate the strengths and weaknesses of each of these strategies. For each strategy that I have researched I have also researched a corresponding case study that illustrates precisely how that strategy works in practice. With this in mind, I plan to test each strategy by examining the relevant case study against benchmark factors such as: * How well would this strategy work in the Isle of Dogs? * Who are the main beneficiaries, and who are the main losers? * Is it practical? (e.g. cost effective and workable in today's political climate) * Does it pay attention to gender ethnic, or cultural, differences? * Does it build relations within the community as opposed to exclude sections of the community? Anti-social behaviour is commonly thought to occur in regions and areas where there is a high density of council houses, high levels of unemployment, and low levels of education opportunities (Home Office (b), 2003). However this assumption can be challenged, and the main aim of my research is to do precisely that, provide a balanced yet provoking argument providing both sides of the argument to this debate. It could be argued that only by spending money in the regeneration (e.g. building new community facilities, installing double glazing windows, giving grants for local businesses etc) will people take pride in their communities and their housing and stop the anti-social behaviour (Home Office (d), 2003). However it could be argued that only by including those that commit anti-social behaviour crimes into society, would there be a decrease in the amount of neighbour disputes [as opposed to excluding them from housing, facilities, benefits etc] (Scott, 2001) & (Hunter, 2003). Alternatively it could be argued that only by some form exclusion can there be a settlement to anti-social neighbour disputes (Home Office (a), 2001. Data collection: I plan to research and investigate: (a) Various academics think tanks, and the government's views on how to combat anti-social behaviour. (b) How these strategies are deployed on the ground by evaluating the case studies that I have selected. (c) Research previous government funded anti-social behaviour projects and organisations, and evaluate these claims against the previously mentioned benchmarks such as: * Practicalities such as cost, manpower, etc * How the people within the community viewed the project * Does it pay attention to gender ethnic, or cultural, differences? * Does it build relations within the community as opposed to exclude sections of the community? My data collection process will rely heavily upon case studies that I have obtained from various academic journals and government reports. Case studies will be taken from the Isle of Dogs in Tower Hamlets (Nixon & Hunter, 1999), from Scotland (Scott and Parkey, 1998), from nation-wide studies (Nixon & Hunter. 2001), and the British Medical Journal (Scott, 2001), amongst others. I have refined my research sources to be more dependent on case studies and journal articles as opposed to other forms of data collection. This is because this specific dissertation is looking for detailed analyses of projects that have combated anti-social behaviour disputes, as opposed to general information, or the views of certain people. I have also devised a questionnaire that I will put forward to a representative sample of 50 Isle of Dogs residents. The questionnaire will not form a significant part of my research, as I will be relying heavily on the case studies. However the results of the questionnaires will be used to back up, or refute, the arguments that I will be presenting in my dissertation. The questions that I will put forward to interviewees are as follows: Questionnaire. What type of incidents would you describe as anti-social neighbour disputes? How big an issue would you rate anti-social neighbour disputes within the Isle of Dogs on a scale of 1 – 10? (1 being not significant and 10 being an extremely big issue) Do you feel that the Isle of Dogs has an above national average level of anti-social neighbour disputes? What do you think is the best method to prevent neighbour disputes concerning adults? * Punish the parents after several warnings * Punish the parents immediately * Give the children extensive social worker attention * Put the child and parent through a psychologically designed training programme on how to behave. * Or other, or a combination of these. If so please explain†¦ Have you been involved in an anti-social neighbour dispute within the last five years? If yes, then ask? (b) Where you an offender or a ‘recipient' of the dispute? I will be asking these questions to the interviewee on a one to one basis and will arrange these interviews by visiting the local Bengali cultural community centre, the local high street, the local cafà ¯Ã‚ ¿Ã‚ ½, and visiting the local benefits agency (dole office). In addition to these sources I will also collect data from reliable websites such as: Regeneration and anti-social behaviour organisations * http://www.crimereduction.gov.uk * http://www.socialexclusionunit.gov.uk * http://www.odpm.gov.uk * http://www.london.gov.uk * http://www.lda.gov.uk * http://www.go-london.gov.uk (Government Office for London) * http://www.englishpartnerships.co.uk * http://www.bura.org.uk (British Urban Regeneration Association) * http://www.cabe.org.uk (Commission for Architecture and Built Environment) * http://www.civictrust.org.uk * http://www.coalfields-regen.org.uk (The Coalfields Regeneration Trust) * http://www.towerhamlets.gov.uk * http://www.cprregeneration.co.uk * http://www.dta.org.uk/index2.html (Development Trusts Association) * http://www.europa.eu.int * http://www.idea.gov.uk (Improvement and Development Agency) * http://www.renewal.net * http://www.urcs-online.co.uk (Urban Regeneration Companies (URC's)) * http://bmj.bmjjournals.com/cgi/content/full/323/7306/194?maxtoshow=&HITS=10&hits=10&RESULTFORMAT=1&author1=Stephen+Scott&andorexacttitle=and&andorexacttitleabs=and&andorexactfulltext=and&searchid=1071092635458_16583&stored_search=&FIRSTINDEX=0&sortspec=relevance&resourcetype=1,2,3,4,10