British Airways “Flying into a Storm” Essay

Introduction 3 1. A brand new company management 4 1.1- Major evolutions in the corporate strategy 4 a) Several breaking points in the policy statement 4 b) Actions implemented 5 1.2- A less â€Å"people-oriented† leadership 7 a) Before Ayling: a severe but participative management 7 b) After Ayling’s coming: a management centred on administrative and financial objectives 7 2. A failure due to the negligence of three key factors: culture, leadership and structure 9 2.1- An unsuitable management to BA’s culture and identity 9 2.2- Bob Ayling : an ambitious but self-centred leader 11 2.3- A structure which does not square enough with the company 12 3. What should be Eddington’s main concerns for the future? 14 3.1- Increase the level of service thanks to structure and culture 14 3.2- Maintain and improve internal cohesion through a better communication 15 3.3- Go on improving rentability through organization and new values 15 Conclusion 16 Introduction London, March 2000. The reign of Bob Ayling as chief executive of the airline British Airways (BA) is over. The crisis reflects the economic difficulties the company has been experiencing for the last three years. In order to set the outlines of our study, let us define in a few words BA’s field of activity. As airline, BA’s basic function is to carry passengers. This is a customer service industry, which implies that BA also supplies in-flight services/products (various cabin classes, meal supplies, entertainment facilities†¦) and out-flight-services (luggage retrieval, e-sale of tickets†¦). This field of activity is characterized by a tough concurrence, a real sensitivity to economic cycles, thin margins available as well as increasingly demanding clients. In such a context, Bob Ayling didn’t manage to reach his strategic objectives. As one of Ayling’s predecessors puts it: â€Å"the airline’s strategy remained the right one but Mr Ayling was the wrong man to execute it.† This comes down to say that Ayling did not implement the strategy the right way. To which extent do we agree with this statement? We will first examine the major changes that were operated in BA’s strategy with Ayling. Then we will try to understand why he didn’t manage to implement completely his strategy and thus why he didn’t target his objectives. To end with, we will look into what Rod Eddington should do after Bob Ayling’s dismissal to implement the strategy of the company. 1. A brand new company management 1.1- Major evolutions in the corporate strategy a) Several breaking points in the policy statement Since Sir John King came over BA in 1981, strategic speeches followed each other, translating the leader priorities in a given environment. Nevertheless, we can easily notice a change in communication of the corporate strategy with Ayling’s arrival. At the beginning of the 1980’s, Lord King’s first preoccupation was to make as long as he could BA a customer service oriented company, with high standards of quality. He had to take the company out of its public sector approach. All along his reign as the company’s leader, and later within Lord Marshall too, the policy statement kept a focus on the customers without changing the priorities for 15 years. During Bob Ayling’s four years mandate as chief executive, yet really shorter than his predecessors, we can distinguish three very different phases in the announced strategic choices. Read more:  Swot Analysis of British Airways His first concern when he came to power in 1996 was to make costs cuts. He introduced the Business Efficiency Programme in 1996, requiring the company to take heavy structural decisions that were -according to him- vital to ensure BA competitiveness for the future. Costs reduction has always been a concern for BA’s managers, but to put it on the top of the agenda was a new kind of strategic vision. After that one-year quite painful period, he decided the company had to combine customer service excellence with cost competitiveness, with a target of doubling its operating margin during the next five years. This mix policy included concentrating on four key issues: * Customers, by providing the highest levels of service and innovative products * People, with an ambitious target: becoming the best managed company in the UK * Costs efficiency, by keeping a high level of profitability * New alliances (particularly with American Airlines), by using the potential of a global airline industry. This policy had the disadvantage to divide the attention on several problems in opposition to King and Marshall management that kept focused on one main objective. Soon after, Bob Ayling was confronted to a phenomenon of large strikes, and he decided to put people back on BA top agenda. His predecessors used human resources as a means to achieve their target of a high customer service but Bob Ayling was obliged to take it as a whole stake. Finally, we can observe that Bob Ayling’s policy statement changed quite often under the pressure of the environment; such a thing had never happened for the 15 years before his arrival. b) Actions implemented Audacious actions to assert BA as a leader Soon after he had been nominated chief executive, Bob Ayling started to implement a large panel of audacious actions to assert BA as a world leader company. First of all, he dared to cut the top executive team from 25 to 14, to improve its efficiency and limit its cost. One of his first concerns was an alliance with American Airlines, to ensure the two companies to control 60 % of flights between the UK and the US, the world’s most lucrative airline’s routes. In 1997, he decided to make an identity change because the airline, carrying 60% of foreign passengers, had to show off as a â€Å"citizen of the world† rather than a national company. The challenge of the new visual identity consisted in weakening the British nature of the company and modernising it. He chose 50 ethnic designs from artists across the world. Bob Ayling also decided the acquisition of 43 new aircrafts, as well as the building of a new head office. In 1998, to face the emergence of low costs airlines and the increased competition on short haul routes, Bob Ayling decided to launch Go, its own budget airline. Later in 1999, he innovated again with the concept of the â€Å"Lounges in the sky†, a high-standard new service, and some investment in e-commerce. Whatever are the results, we must concede that Bob Ayling did a lot on a short period to put BA as a world leader. An anticipative approach of cost competitiveness Cost cut is a very unpopular practice. Consequently, managers usually do it only when it becomes an emergency. Bob Ayling did not take it like that. He anticipated the future and he kept an unwavering stance to impose the BEP measures while a record profit was announced for the year: he sold sensible activities, relocated the accounting department†¦ He asked for volunteers to leave the firm not because he could not afford to pay them, but to replace them with flexible people having more appropriate skills. At last he decided to concentrate BA strategy on high margins activities, and implemented a rationalisation program, paring down unprofitable routes and cutting excess capacity. This anticipative approach triggered the admiration of financial analysts, but the consequences inside the company were not so positive. A changing concern on HR Unlike his predecessors, he did not invest a lot in human resources programs at the beginning of his mandate as far as he was too much involved in cost competitiveness. Eventually, people were affected by this low concern on them. The consequences were a decrease in the customer service level, and a strong mobilisation for a strike. After those events, Bob Ayling was strained to re-involve the company in people matters. He promoted an intensive drive to lift staff morale, actions to involve people in the company. He even decided, as a pendant to the construction of the head office, to build a hotel in Heathrow just for the staff. Bob Ayling set up many changes in the corporate strategy, but let us now see how his management style was different from his predecessors. 1.2- A less â€Å"people-oriented† leadership a) Before Ayling: a severe but participative management Lord King decided to restart from scratch in 1981, when he became the chief executive of BA, and he transformed the airline with Lord Marshall in fifteen years into one of the best carriers in the world. The two leaders helped their employees to turn the corner of privatisation in 1987; they achieved to manage the change slowly. They started to instil a customer service culture into the staff with two large training programs, and always involved their people in the improvement of the airline. Those participative management methods made people proud to work for BA. Thus, Lord Marshall created a new human resources system, a kind of competency-based management, built on the promotion for the best employees. Therefore, they had a real willing to do always better, and their chief executive progressively replaced the State as a strict but kindly father in their collective mind. Lord King and Lord Marshall always did what they said; they were regarded as strong leaders, but they knew how to inspire the whole staff with confidence and how to command their respect. With that support they could explain that drastic – maybe painful – measures were the only means to improve BA’s results and reputation. b) After Ayling’s coming: a management centred on administrative and financial objectives Everyone expected Robert Ayling to follow the footsteps of his predecessors. However, just before his taking over as chief executive, he clearly announced he would â€Å"throw off for all time the attributes and attitudes of public sector†. That simple first sentence is the symbol of the big change in BA’s management in 1996: Bob Ayling thought that people were ready to accept all the constraints of a private company, in terms of adaptability and competitiveness. First we can notice that Bob Ayling didn’t take so many precautions in his declarations: for example he directly announced in September 1996 that BA would replace 5000 employees by new recruits, supposed to be more efficient and flexible. He thought that internal training was not enough; competences were out of the firm. Eventually some people felt afraid by this new vision. Then, Bob Ayling decided an unexpected relooking of the aircrafts. That was an important symbol of what he intended to do: make BA forget its British identity, to become an international carrier. At the same time, one of the parts of Ayling’s Business Efficiency Plan concerned the freezing of wages. As he took that kind of decisions without consulting the employees and their unions, cabin staff, which had the habit of being well treated, felt deceived and went on strike. During his reign, Bob Ayling was the only leader, he was supposed to have the right solutions, he looked forward and his employees had to follow. He did not listen to them and seemed to believe that nobody could understand his long-term vision anyway. This new leadership did not include the human resources and the culture in the decisions; it was an economic management. These major changes in BA’s management had unexpected impacts ; let us explain the reasons of Ayling’s failure. 2. A failure due to the negligence of three key factors: culture, leadership and structure 2.1- An unsuitable management to BA’s culture and identity There is no denying that culture is often neglected in the field of firms and business in general. However, culture has to be considered as a real success key in so far as people need to feel all right and involved to be efficient. If the gap between the firm’s culture (that is to say employee’s culture) and the top-manager’s vision is too deep, it leads to huge damages for either the firm, managers and employees as we are going to discover it in the case of BA. In the mid 1980’s, BA was considered as a state-owned company with a dire reputation for customer service. Ayling’s two predecessors succeeded in turning it into a high-quality and cost-efficient company, voted from 1989 to 1996 â€Å"world’s best airline† in the independent â€Å"Business Traveller† survey (voted â€Å"airline to be avoided at all costs† in 1980†¦). Focusing on marketing and innovation / technology, both King and Marshall still put emphasis on human resources. They took care of people in the first place, involving and training employees (â€Å"Putting People First† and â€Å"Managing People First†), encouraging â€Å"brains trusts† and putting customers first. People were of course aware of that attention and were confident, loyal and devoted. In 1996, Bob Ayling stepped up as chief executive with challenging and radical changes in mind. The sentence mentioned above he pronounced in one of his first speeches meant that the very first thing Ayling did was to attack the firm culture and identity, thus disturbing and chocking people unwillingly. In June 1997, Ayling praised a striking new visual identity supposed to be based on market research but that generated emotionally charged controversy. The change was radical; symbols were simply scrapped (new design, new colours, new motto, denial of the psychological national belonging) as if it was possible to start from scratch with new company identity and culture. As strikes immediately showed it, BA’s culture was still one of a public sector company. Instead of trying to negotiate, Ayling harshly condemned strikers without taking in account this public sector company background. In spite of Ayling’s desire to eradicate â€Å"Britishness† from BA, employees and people in general (customers, the press, Margaret Thatcher) were not ready to accept it. Strikes were also the result of incomprehension from employees: were the new salary scheme (part and parcel of the efforts to reduce area costs) and the à ¯Ã‚ ¿Ã‚ ½60 million identity change coherent? Was it possible for employees to stay motivated and involved in BA under those conditions? Furthermore, 160 planes stayed with the Union flag instead of the new design in 1999 because BA lacked time to repaint it. The identity change was as a consequence first of all badly accepted and in addition badly implemented. However, Ayling began to understand after the strikes the high necessity of human resources as part of cultural background in a customer-facing business. He launched a campaign to raise staff moral in October 1997 and started to think about focusing on people on the front-line through interviews and speeches praising communication between management and staff. He built a hotel and developed a new concept for BA’s headquarter (no permanent desk-space). Again, in 1999, an opinion survey was sent to all employees, results were alarming, and Ayling introduced training and motivational programmes. We can not say if the improvement of BA’s results in 1999-2000 was linked to those efforts from Ayling concerning people but there is no denying that it was a little late anyway†¦ People had indeed a hard time with him, describing his management as a â€Å"macho-management that’s destroying people’s feeling for the airline†, â€Å"threatening and intimidating†. His vision of change was so ambitious (doing better and better, never enough for him) that he broke the firm culture and identity, introducing fear into staff’s feelings and breaking confidence that staff had always shown to management, in cutting jobs and financial bonus with no evident reason (for employees) or restructuring top-management. He questioned and modified too much symbols, values, norms, he disturbed employees in destroying their marks. Ayling justified himself in saying that he had a long-term vision and staff a day-to-day one, but he should at least have better explained and communicated around his decisions. It is however striking and surprising to notice that BA’s culture and identity was about the same from BA’s beginning to the start of Bob Ayling’s reign. Privatisation, higher competitiveness, globalisation do not seem to have modified anything. This can also explain why the gap between BA’s culture and what Ayling wanted was so deep. His new identity implementation may not have been irrelevant but just inadequate. 2.2- Bob Ayling : an ambitious but self-centred leader Lord Marshall explained in March 2000 that â€Å"the airline’s strategy remained the right one but that Mr Ayling was the wrong man to execute it†. We are going to study why below. Bob Ayling first dealt with BA in the early 1980’s. He began working for the firm in 1985 as legal director, became group managing director in 1993 and chief executive in January 1996. He was â€Å"well-waited† and had a rather good reputation. Following King and Marshall was quite challenging but he seemed to have strengths on his own such as strategic understanding, sharp mind, diplomatic skills or legal training. However, his first official act was to slim down the company’s top executive team of 25 to 14. Again, in September 1999 this executive team was reduced from 14 to 6. Those measures were aimed at â€Å"getting to a degree of unanimity quite fast†. It can also be noticed that at the end of Ayling’s reign, there is no realistic successor to him. Those two facts mean above all in our mind that Ayling can be considered as a narcissistic and authoritarian leader who wants to keep as much power and decision’s liberty as possible. It seems that he does and decides what he wants to without really thinking of all it involves and implies. As a consequence, he needs to change his mind often, and he forgets to focus on important things, he is distracted from the real job of keeping passengers on seats (his attention is for example consumed by trips between the UK, Europe and America to settle an alliance with American Airlines) which is not a good thing at all for his credibility. His credibility seems also to be affected by the gap between his speeches and his actions. He described for example his second objective for BA as â€Å"improving customer service in a more demanding environment†. Few months after this announcement, the Marketplace Performance Unit (responsible for generating information on customer preferences and perceptions) was scrapped. In 1997, a task group was created and responsible for missions including that of â€Å"getting the basics of customer service right†; but basics are supposed to be mastered if customer service belongs to the four main objectives specified one year ago. The same illogical thing can be noticed concerning putting people first or not. Ayling pretends to put people first and a little bit later states he is going to put people first now. His credibility can also be damaged when he promises staff, concerning the value of their BA’s share, â€Å"we are never going back to that price again† and when three months later the share loses 14p. He should not make promises on something he does not master. A leader needs of course to make decisions but needs also to listen to people and especially staff. Ayling thinks he takes employees in account in building a new hotel, create an open concept in the new headquarter but is it really what employees want and need? Several opinion surveys are mentioned but analysis or corrective measures do not seem to be done and taken, which means that those surveys did not match their targets and resulted in losing time, money, frustrating staff and enabling managers to have good conscience. Ayling also wants people to do exactly what he wants them to: â€Å"People have got to be†¦ they’ve got to do†¦Ã¢â‚¬ . â€Å"Often worn thin, revealing an intensely ambitious and stubborn individual who is only happy when he gets his way†. He is excessively exigent maybe with himself but also with others, he seems to be never satisfied and demands a â€Å"constant improvement†. Even when a good news is announced (BA: â€Å"second most admired company in Europe† according to the Financial Time for example), Ayling’s ambition looms (he asks on the same days 5000 volunteers to leave the company†¦), which reveals a huge lack of diplomatic skills. As a conclusion, we could say that Bob Ayling did not take enough people in account and that his vision was blurred by his ambition. 2.3- A structure which does not square enough with the company Firstly, actions on BA’s structure did not correspond to Ayling’s strategy. Indeed, the second objective of Ayling for building on BA’s existing success was to â€Å"improve customer service†. However, his actions on the structure did not match with this objective. For example, Ayling sold BA’s â€Å"in-flight catering operations†, BA’s â€Å"ground fleet services†, which were both significant aspects of BA customer service. By selling them, Ayling loosed any possibility of controlling the quality of this customer services. It was only after the strike of June 1997 that Ayling decided to set up a task force to ensure the airline â€Å"gets the basics of customer service right†. The words used clearly reflect a discrepancy with the initial objective. Thus, it appears that the structure did not emphasis enough the necessary development of customer service. Secondly, BA’s structure did not favour employee’s effectiveness and involvement. As we already pointed it, BA’s staff morale was at a time low. Employees needed to be motivated, to identify themselves to the company. The typically centralized structure of BA (the tasks of BA’s board were not divided into many units) did not foster employees’ motivation and employees’ feeling of identification to the firm. Consequently, the structure did not seem adapted to BA’s culture. In the same way, the centralized structure of BA did not square with environment and activity’s field: environment is characterized with an extreme sensitivity of airlines to economic cycles, which requires the necessity of reducing any risks the company could run, as well as a certain reactivity of the companies of this field. More and more demanding clients characterize the field of activity, what requires a non-negligible adaptability of the company to the market. In that context, BA’s centralized structure did not facilitate the reduction of risks (compared to a more decentralized structure) and did not enable a great adaptability to the market. For these reasons, the structure did not match with the environment. Having analysed the reasons of Ayling’s management failure, we will now consider how Eddington should manage BA internal factors to implement the strategy. 3. What should be Eddington’s main concerns for the future? It seems that Bob Ayling often tried to reach many objectives, which were not completely compatible. For example, he could not at the same time improve the level of service and constantly reduce costs. Now that he is gone, his successor has to focus on his strategy and on a few objectives, so that he can reach all of them before defining new ones. That means he probably will have to define some priorities between all his targets. He will also have to make sure they really are well matched so that they do not cancel each other. Rod Eddington claims that he wants to concentrate on people in the front-line, and to work hard with each level of responsibility. He seems to be conscious that an airline is a very particular type of company, where quality of customer service is decisive. Let us see how he can work and which tools he can use to meet his objectives. 3.1- Increase the level of service thanks to structure and culture Improving quality of service means two things: employing an obliging staff and making new fitting-outs in aircrafts. To achieve a high level of service, BA can use two main tools: – First of all, he can act on structure and organisation. BA could create for instance a marketing department, which could play two roles: studying client’s satisfaction and dealing with complains; and searching far in amount the likings of the customers to offer them what they expect. Thus, they will feel they really are BA’s priority. – Then, company culture could also help reaching objectives. If managers constantly praised the idea of the â€Å"client king†, everyone and especially front-line employees will take as an evidence that clients must be treated as â€Å"stars†. BA could also set up training programs so that everyone has the skills to deal with customers: for instance languages trainings for front-line employees who have to be able to answer any question asked by a client, wherever he may come from. 3.2- Maintain and improve internal cohesion through a better communication As Human Resources represent a precious asset for a company providing services, and especially for airlines for which the prestation is barely differentiating, BA’s managers have decided to focus on their staff. Therefore, they will have to enhance internal cohesion, thanks to structure. Indeed, an internal communication department could be created in order to update and communicate to everyone decisions taken by the CEO and the executive committee. Thus, employees would maybe understand more easily where the company is going and would certainly feel more concerned with the objectives. We can not reach objectives that we are not aware of. Then BA’s managers could use their speeches as a means to reach their objectives. If they let know while officially speaking (annual report, to journalists or directly to staff during trainings periods for example) that staff’s well-being is on top of agenda, and if they prove to be themselves coherent in doing exactly what they promise, then they will probably enter a new era of social relationships. 3.3- Go on improving rentability through organization and new values Since BA has to preserve its margins, it will have to go on saving money. But as one of Bob Ayling’s former co-worker explains, all the easy savings are already achieved at the beginning of the year 2000: it means that there are not many possibilities to cut purely costs any more. Thus, the challenge consists in finding new ways of saving money that would not injure service quality. – Here again, structure can be used: a new service could be created, that would immediately adapt tickets prices to demand: if many seats have been sold for a flight, then prices should maybe increase. However, if a little part of available seats has been sold, then the prices should decrease until all seats are sold. Such an initiative would avoid half-empty flights, and would eventually lead to savings. – Then a work could be done on internal culture: an â€Å"economy-awareness† could be implemented, encouraging everyone in the company to make savings. For instance, managers could show the example in booking middle-class hotels instead of four-stars ones when they have to travel. – At last, BA could go on focusing on rentable activities, providing higher margins, as for instance North Routes and First Class flights. Conclusion British Airways needed a charismatic leader; Bob Ayling was just an economic manager. He overestimated the ability of his people to change the way they considered their company and their implication in its evolution. Although he had got indisputable skills to deal with external constraints and to anticipate the environment evolutions, he forgot to take in account the importance of internal factors, such as the firm history and what it involved. Rod Eddington’s first reaction as he came over was to express his respect and his will to make BA’s employees happy. It is very likely that the new chief executive had drawn the lessons of his predecessor’s experience, and that he wanted to start from new bases. Maybe he is the â€Å"right† man for the job†¦

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Materials science - Assignment Example The development of bullet proof glass remains considered as an achievement of material science in the hope of offering a solution to the concern of safety in its usage. Achieving a product that would allow the transparent qualities of glass and still offer protection from lethal products such as bullets was a milestone achievement. Such is observed as an infusion of the bullet being a technology perceived under the same field of material science (Hsieh & U.S. Army Research Laboratory, 2004). Ballistic glass involves the infusion of two sets of materials that do not include the renown Kevlar used in the generation of bullet proof vest. The technology combines thermoplastics with the soft glass to allow a thick layer of ballistic panels. The aforementioned incorporation of different approaches ensures that the glass panes are ballistic and durable. The ballistic glass has found critical applications in banking and transit sectors. The glass is used in developing the teller stations in banking halls. It is, also used in developing armored vehicles, which aim to protect the users while driving in volatile locations. Additionally, the glass is used for protection of the VIP dais during the engagement of public events (Johnson, 2006). Hsieh, A. J., & U.S. Army Research Laboratory. (2004). The effects of PMMA on ballistic impact performance of hybrid hard/ductile all-plastic- and glass-plastic-based composites. Aberdeen Proving Ground, MD: Army Research Laboratory. Johnson, G. R., Hertel, E. S. J., Grady, D. E., Holmquist, T. J., Lopatin, C. M. Sandia National Laboratories., United States. (2006). High strain rate properties and constitutive modeling of glass. Washington, D.C: United States. Dept. of

John Wesley Essay Example | Topics and Well Written Essays - 1250 words

John Wesley - Essay Example Wesley’s preaching mainly focused in developing the Modern Methodist movement, which encompasses the concept of Pentecostalism, the Charismatic movement and Neo-Charismatic churches. Thus, he strongly emphasized on the evangelical status which was much more deviated form the Orthodox Catholic Christianism. Also, he insisted much on perfectionism among the Christians, where he focused on implanting holiness in their heart and life. He framed small groups through which he preached the sacraments and other religious instructions among the members of the groups. Thus the concept of Christian perfectionism was his major basic sacramental theology. â€Å"Wesley wished Methodist to become peculiar people; to abstain from marriages outside the societies; to be distinguished by their dress and by the gravity of speech and manners; to avoid the company of even relatives who were still in Satan’s kingdom.† (Bloy, n. d). Thus, pertaining to the above statement he insisted th at the Methodist to lead a disciplined and spiritual life. Moreover, he always opted for the Open-air teaching where he preached the essence of faith in Salvation and to feel that each and every human being is the child of God and they are filled with God’s spirit. Also he maintained a cordial and amicable relationship with his fellow followers. This part of the content will identify and link the relationship of John Wesley with his followers and his contribution to the Christian History. Wesley traveled all throughout his life meeting all sections of people propagating the vital elements of Methodism and the concept of evangelism. â€Å"He traveled almost constantly, generally on horse back, preaching twice or thrice a day.† (Theology thru Technology). As mentioned above, he formed small groups or societies and propagated his preaching through the groups. Each group had to follow the religious instructions strictly. He insisted the concept of personal responsibility i n developing the spirituality among the members of the societies. He also selected preachers among the groups and they had the role of spreading the concept of evangelism and taking care of the people. His main motive was to administer discipline among the members of the society and thereby allowing them to feel the spirituality and ultimate salvation. His link and relationship with the people, who were his followers, can be easily identified through various events that he implemented during his period. For example, he opened many chapels and made the people to assemble in those chapels and commissioned the preachers respectively. Importantly, he raised funds for the schools, orphanages and established charity homes in various regions of United States of America. Also, he assisted the poor and the sick people by providing them with appropriate medication and other treatment for illness. Thus, he rendered a helping hand for the people who were in need. Moreover he took earnest steps in preparing the religious literatures through which he could make even a lay man understand the essence of Christianity. Through his continuous and constant traveling he was able to meet people and enlighten them with his preaching. â€Å"He is believed to have traveled in the course of his itinerant ministry more then 250,000 miles and to have preached more than 40,000 times.† (John Wesley, n. d.). Thus he spread the vital essence of spiritual Holiness among the people. John Wesley can be considered as a keen observer of Human behavior,

Globalization Essay Example | Topics and Well Written Essays - 2500 words - 2

Globalization - Essay Example Globalization we can is inevitable in this day and age. Now that it has taken place there is no turning back and no country that has been touched by globalization can reverse the process and survive and prosper. This is because today economies are more complex and complicated than ever and technology has shrunk the world to such an extent that all countries and economies are interdependent and cannot survive individually (Kustin, 1993, pp. 4-8). Long Term Befits of Globalization The benefits of globalization are many and while there are many short term benefits of globalization likewise we can also name many long term benefits of it. Some of the short term benefits of globalization have been the lower cost of goods and services that have been achieved by the use of comparative advantage and also economies of scale. For instance having goods produced in China has lowered the prices of many goods that are currently sold in the United States. Big retailers like Wal-Mart contract manufacturers in China to produce for them due to the cheap labor that is available that will give them a price advantage, which they will not be able to gain if the goods were produced elsewhere - where labor was more expensive. Likewise globalization has helped increase service levels like has been done in the health care industry in North America. The issues related to the acute dearth of radiologists in North America has been addressed by radiologists in India, based in India being hired to fill the vacancies, however unlike in the past they are not physically present North America but carry out their duties virtually with the help of modern day... The essay looks at the external forces that have to be encountered by organizations that are preparing to go global or are already global. In the next section the essay then investigates why some organizations choose to stay local or regional while others decide to go global and how the local and regionally focused organizations survive in this day and age. The impact of the internet and other technological innovations on globalization are closely evaluated in the next section. The article then goes further and looks at the broad gains and losses that have been made from globalization in the last decade or so. Next the paper goes on to look at the main reasons behind international expansion being key to the growth and survival needs of today’s multi-national companies. Last but not least the author gives his personal opinion on globalization and concludes by summarizing the main points covered in this essay. This paper makes a conclusion that globalization today is inevitable and no country nor economy that has been touched by globalization can turn back the clock and survive without globalization because all economies and countries are interdependent on each other for their survival and globalization is the thread that keeps them all connected. There have been many short and long term benefits of globalization such as lower priced goods being manufactured and individuals having access to products and services that they never had before. Likewise though, there have been many long and short term drawbacks due to globalization.

Why juveniles run away, and what should be done with them when they Research Paper

Why juveniles run away, and what should be done with them when they are cought - Research Paper Example The issue of children running away from their homes has become popular in recent time due to their ever-increasing numbers. It is estimated that about one and a half million juveniles go missing from their homes, of which, only less than 20% returns into their homes (Zhang, Antonio, David & Victor, 2007). They also assert that about 12% of the youths in the united states run away from their homes at least once before they become adults due to various reasons that shall be discussed below. According to Chapple, Johnson & Whitbeck (2004), youths who have problems that are related to academic achievement, police contact, peer involvement shows high levels of juvenile run away. Most of the homes whereby juveniles run away are associated with limited supervision, limited help in schoolwork, limited opportunity to discuss personal problems and lack of emotional support in times of difficulties. Whenever there is limited support from family members, juveniles experience increased depression that leads to negative life that results to run away in search for a better environment to accommodate them. In some cases, families with high rates of runaway children are those whereby the parents are drug and alcohol addicts therefore they have less time to cater for the needs of their children (Sanna., Kimberly & Gregory, 2005). A high percentage of these families are those that give the children less social and economic support as they face the difficulties of growing up into adulth ood. Some parents and guardians are known to abuse their children excessively, leading to lots of discomfort and subsequently runway in search of freedom in the streets or elsewhere (Elizabeth, Andrienne, Gerald, Kathryn, Andrew, Jonathan & Cheryl, 2010). Continuous use of illegal drugs is also associated with the reason why the juveniles run away from their homes. Drug and alcohol abuse is strongly linked as one of the reasons why juveniles

Marketing strategies analysis Case Study Example | Topics and Well Written Essays - 1000 words

Marketing strategies analysis - Case Study Example Despite this factor, it is also imperative to know that the company has retained and even accumulated a high number of customers that have remained loyal and this is owing to the appropriate customer service they get from the company and the long services that they get from these commodities. There are many existing opportunities for disruptive innovation in this particular market and Apex has really integrated them and thus come out as strengths.. All these developments receive appreciation and are recognized as milestones in the contemporary technology environment. It is important to understand that coming up with a new technological marketing device in the company, such as a watch, where it is directly connected to the phone, the operator can directly hear the conversation between the seller, and the buyer has it leading in its industry. The connection is in a manner that the user does not require to get into the pocket to communicate with the head office regarding the pricing but rather just presses some buttons on the device and talks freely is a bold move that can revolutionize the technology world. This one disruptive innovation will work effectively in the contemporary world. Another strength is regarding the fact that the company has earned many loyal customers over the years and thus it is difficult for other companies to attract them. Competitors are very critical in any business. In order to understand the weaknesses presented by the company, it is important to put oneself as one of the competitors and show the various ways the competitor can beat Apex due to its weakness. If tasked with the role of bringing up a rival company, an effective strategy would ensure that the strategy was quite different from that adopted by Apex Foods. As opposed to Apex Foods’s strategy of marketing commodities to high-end customers only, the commodities produced would be of high

MGT499 - Strategic Management Essay Example | Topics and Well Written Essays - 500 words

MGT499 - Strategic Management - Essay Example Companies are not always able to be what they want to be; they fail to develop a clear strategy which will help them achieve their strategic goals and objectives. The reason for this positive tendency of Toyota’s activity and the stability in supplying and servicing its customers is in the fact that the company keeps to the principle of finding the rational balance in production – without overloading the equipment and overburdening the staff. The basis of the organizational knowledge and the companys long-term philosophy should be under constant protection, which is provided through the stability of personnel and its slow promotion. Fast promotion may serve as a negative factor in companys vision as it will make the staff feel the easiness of achieving the highest posts, while the career path of each worker should go through the each stage of production, assuring that this worker totally accepts the long-term philosophy of the company and his future activity will be aim ed at supporting it. All 14 principles show, that Toyota has created a new quality system, which works effectively for the benefit of the company. Intensive training is performed with the following formation of project team, aimed at increasing the profitability, reducing non-productive actions and the time of production cycle. However, In 2010, Toyota has become the object of the peer professional attention. During the first half of 2010, customers came to associate Toyota with regular troubles and the beginning of a deep strategic crisis. Whether these troubles are the result of the lack of strategic vision or a well-developed consumer fraud is yet to be discovered; but the company regularly recalls its cars for minor or major technical problems. The current state of literature treats Toyota like a company, which must learn the lessons of crisis and their influence on the company’s brand. For further analysis, the

Physical Fitness Test Essay Example for Free

Physical Fitness Test Essay Research Strategy and Design The researchers will be using the descriptive strategy to study the facts derived from the research. The researchers will be using the descriptive strategy in order to ascertain prevailing conditions and to give qualitative and quantitative description. This strategy is intended to answer questions about the current state of the problem the researchers are studying and the individuals involve. The researchers will also be describing each factor that contributes to physical deficiency of cadets. The researcher’s concern is not the relationship between these factors and the cadets but of the description and elaboration of these factors. On the other hand, the researchers will be using the survey research design to give a qualitative and quantitative description of the problem. The survey research design will be a fact finding study with accurate and adequate interpretation, (Calderon and Gonzales, 2007). This would help the researchers to gather data needed in the study in order to have a precise data for the researcher’s analysis. This will also provide a clear and accurate picture of the individual being studied. Population and Locale of the Study The total population of the study will be cadets of the Cadet Corps Armed Forces of the Philippines (CCAFP) composed of firstclass, secondclass, thirdclass and fourthclass cadets. The place of the study will be at the Cadet Corps Armed Forces of the Philippines, Philippine Military Academy, Fort del Pilar, Baguio City. The researchers will use the stratified random sampling in order to determine the number of respondents since the population totaled to 875 cadets. This method will yield the manageable sample that will be studied and be taken respondents. The researchers will use this sampling technique because the participants are randomly selected from the different classes in the CCAFP. The researchers will be using the Slovin’s Formula as statistical tool in getting the total sample of the respondents. Slovin’s Formula: n= ( N / (1 + Ne? ) ) in which: n= the size of the sample N= the size of the population e= the margin of error Computation: n= ( N / (1 + Ne? ) ) ( 875 / 1 + (875 ? 0. 10? ) ) = 89. 74 or 90 cadets There would be a total of 90 cadets that are needed to accomplish the study. The researchers will get 23 respondents for the firstclass and seconclass cadets and 22 respondents for the thirdclass and fourthclass cadets. Statistical Treatment of Data Statistical treatment gives meaning and interpretation to data (Calderon and Gonzales, 2007). Without it, the data gathered cannot be associated to give answers to the pr oblems posed in the research study. In order to arrive at precise analysis and interpretation of the results, the proponents will be utilizing different tools in treating the data. In the study, the researchers will be making use of the weighted mean to determine the extent of the factors that contribute to the deficiency of the cadets in Physical Fitness Test. In the second part of the questionnaire and 1st and 2nd specific statement of the problem, the weighted mean will be calculated using the following formula: ?fx X = ______ ?f Where: X = weighted arithmetic mean ?fx = sum of all products of f and x; where f is the frequency and x is the weight of each option ? f = sum of all subjects The obtained answer will be rounded off to the nearest whole number and whatever value obtained corresponds to the characteristic given by the scale. The profile of the respondents will be treated using percentage distribution. The researchers will then be able to assess the respondents or the population in general. In order to find a ignificant difference in the responses from the different age, class, Body Mass Index (BMI) and sex, the Analysis of Variance (ANOVA) is employed. This statistical tool will test the hypothesis that there is a significant difference in the: 1. Responses of the cadets belonging to an age bracket. 2. Responses of the cadets belonging to different class. 3. Responses of the cadets having different Body Mass Index (BMI). 4. Responses of the cadets having different sex. The formula for the Analysis of Variance will be given by: F = MS MSe Where : MS = Mean square MSe = Mean square error

The water loss from leaves through stomata Essay Example for Free

The water loss from leaves through stomata Essay Analysis conclusion As you can see from the table of results leaf 4 lost the least amount of water. Leaf 4 lost the most water because it had no petroleum jelly covering the stomata. This meant water vapour could diffuse from the leaf. My prediction was correct. However I also stated that leaf 3 would lose just as much water as leaf 1. I was incorrect. This was an anomalous result. Leaf 1 lost the least amount of water because it was covered in petroleum jelly. The water vapour, which is formed, was not allowed to diffuse into the air because petroleum jelly is non-permeable. My prediction was correct. This was be However I also stated that leaf 3 would lose as much water as leaf 4 but I was incorrect as leaf 4 lost more water. This was an anomalous result. In the result there are no patterns or trends. In the experiment I discovered that if petroleum jelly was put on the underside of the leaf, it would stop more water vapour escaping than if petroleum jelly was added to the top of the leaf or if none was put on at all. This is because at the underside of the leaf are stomata. There is water loss only through stomata. This occurs when heat from the sun causes water to evaporate from the surface of the cellulose wall. The water vapour formed then diffuses into the air. Stomata are found only on the underside of the leaf. When the underside of the leaf is covered in petroleum jelly the water vapour cannot diffuse through it into the air because it is non-permeable. This prevents the loss of water. When petroleum jelly is added to the top of the leaf (or if none is put on the leaf at all) then water vapour inside the leaf can escape through the stomata, which are found only under the leaf. The explanation is correct because there is proof of this on the graph and in the table of results Evaluation There were enough results obtained to draw a firm conclusion. The results were accurate and reliable. In the experiment however there were anomalous results of all of the leaves. Leaf 1 and 3 should have both lost the same amount of water and leaves 2 and 4 should have lost the same amounts of water. This may have happened because the leaves may have not have had the same amount of water in them at the beginning of the test. Also the leaves themselves may not have had equal surface areas. Also the amount of petroleum jelly may not have covered the whole leaf (this may have given unfair advantage to one of the leaves). The readings were not repeated when any of the values did not fit in with the pattern. The readings, which were taken, were far enough to make a firm conclusion. However the experiment could have improved. In the experiment the size and mass of the leaves were approximately the same but more accurate measurements could have been such as weighing the leaves at the start on an electro balance (before the petroleum jelly was added) to make sure the leaves had the same mass. Also the perimeter of the leave could have been measured to make sure the surface area was the same. To make the test more accurate it couldve been done twice. Also when petroleum jelly was added there may have been gaps in between (so water vapour could have diffused), this should have been checked. To take the experiment further it could have been repeated with different specie of leaf to see if the results were the same.

Board Committee Organization Structure Of Starbucks Marketing Essay

Board Committee Organization Structure Of Starbucks Marketing Essay In 1971, four people fill with passion of coffee open their first coffee retail store-Starbucks in Seattle, Washington. By 1981, the company had 4 retail stores, which were sale whole bean coffee. Howard Schultz, who is the chairman and CEO of Starbucks, was hired and join the marketing team in 1982. At that time, Schultz wanted to create an idea that Starbucks become Americans third place to go, which is a place people can enjoy, relax themselves and not far away from work or home. Hence, Schultz suggested company set up an espresso bar in the retail, hence, the idea was allow to test in the sixth store in 1983. From then on, the development of company increased significantly. Few years later, Schultz bought Starbuck. After Schultz took over the company, Starbucks turn into high-speed expansion stage. By 1992, Starbucks already had 140 stores, which serviced coffee, beverage, cake and some stores even sold jazz CDs (Tuck business school, 2002). Now, Starbucks is worldwide company wi th 17,800 stores in 49 countries including more than 10000 stores in US, 1000 in Canada and 800 in UK (google map, 2010) Methods Data collection methods Methodology As members of Group 8 (ASB 4431 Organisations People Assignment Groups 2010-11) perusing a Masters degree in Bangor University, have done a report on Starbucks critically evaluating the organisations structure, strategy, culture, and management/leadership style. Data collection method The research strategy that the study utilized is the explanatory or Analytical research approach. As this study is based on our analysis of Starbucks, structure, culture, leadership and other issues would be explored; questions will need answering thereby a need to understand the phenomena. The use of a Qualitative data analysis will be employed since the data we use will all be non-numeric data. Saunders et al, (2009) Source of data Secondary data was obtained from already existing data mainly from Starbucks website, other Internet sources, journals and textbooks. Issues and challenges There are three issues considered in this report, first is the resource constrains, most of the articles we found are all available online, however not all of them are free to assess, especially for those authoritative articles that always need to pay to assess, for example, the book named Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time, which written by Starbucks CEO Howard Schultz is a good reference for our report, however, we can not assess it without buying it. Second issues is the lack of critical review for Starbucks, most paper we found was regard Starbucks as the positive example in explaining organisational behaviour, there is no doubt that Starbucks doing a great job in rewarding their employees, however it brings challenges to be critical in our report. The final issues is the ethical and legal issues, as all the article we found can published publicly, and we all using appropriate reference, as a result, there is no ethical and legal issues to co nsider for our report. Analysis In this study, qualitative data analysis has been conducted to evaluate the organisational feature of Starbucks Corporation rather than using quantitative analysis such as statistical analysis.   In order to gather the data, remote data collection, such as Internet search and literature review about has been mainly conducted.   The purpose of this study is to critically evaluate the organisation structure, strategy, culture and management or leadership applications of Starbucks Corporation, therefore all information are gathered by internet search and literature review.   In order to analyse gathered data to evaluate feature of Starbucks Corporation, observed data analysis method has been practiced.   Comprehensive search for several facts related to structure, strategy, culture and management/leadership applications of Starbucks, has been executed by using Internet search and literature review.   Afterwards, critical evaluation has been conducted to link all information or ganically.   Finally, all analysis results were integrated and final conclusion has been created. Results Overview of corporate strategy business goals Mission statement A mission statement is a brief description of an organisations fundamental purpose, which is steered in outlining the existence of the organisation; this is to enable members of the organisation to be aware of the companys purpose as well as the general public. (David, 2009) A mission statement should be a short and brief declaration of goals and objectives. The primary goal of any business is to maximize stakeholder worth, which includes shareholders of the business, business employees and clients or customers who purchase business goods and services. (David, 2009; Abell, 1980) Diverse works have outlined what should be covered in a mission statement (Abell, 1980; Pearce and David, 1987). It is not the content of the mission statement that really matters but rather the process used to prepare the document and the principles employed to fulfil the prepared document (Mullane, 2002). In the mission statement of Starbucks which talks about inspiring and nurturing the human spirit one person, one cup and one neighbourhood with principles to live out every day as an organisation to fulfil their mission statement. The principles below are what Starbucks employ in achieving their mission statement; Our Coffee; It has always been, and will always be, about quality. Were passionate about ethically sourcing the finest coffee beans, roasting them with great care, and improving the lives of people who grow them. We care deeply about all of this; our work is never done. Our Partners; Were called partners, because its not just a job, its our passion. Together, we embrace diversity to create a place where each of us can be ourselves. We always treat each other with respect and dignity. And we hold each other to that standard. Our Customers; When we are fully engaged, we connect with, laugh with, and uplift the lives of our customers even if just for a few moments. Sure, it starts with the promise of a perfectly made beverage, but our work goes far beyond that. Its really about human connection. Our Stores; When our customers feel this sense of belonging, our stores become a haven, a break from the worries outside, a place where you can meet with friends. Its about enjoyment at the speed of life sometimes slow and savored, sometimes faster. Always full of humanity. Our Neighbourhood; Every store is part of a community, and we take our responsibility to be good neighbours seriously. We want to be invited in wherever we do business. We can be a force for positive action bringing together our partners, customers, and the community to contribute every day. Now we see that our responsibility and our potential for good is even larger. The world is looking to Starbucks to set the new standard, yet again. We will lead. Our Shareholders; We know that as we deliver in each of these areas, we enjoy the kind of success that rewards our shareholders. We are fully accountable to get each of these elements right so that Starbucks and everyone it touches can endure and thrive. Environmental Mission Statement; Starbucks is committed to a role of environmental leadership in all facets of our business Our Starbucks Mission Statement; Our mission: to inspire and nurture the human spirit one person, one cup and one neighbourhood at a time. (Starbucks: Our Mission Statements) Business strategy To understand and analyse corporate strategy and business goal of Starbucks, we firstly need to have a clue of what corporate strategy is. By Johnson and Scholes, corporate strategy is defined as: Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations. In the case of Starbucks, the organization is employing Porters Differentiation Focus Strategy. This strategy provides a product or service to a specific market niche and differentiates from competition in specific areas. (Rebecca Larson, 2009) Starbucks does not exist as a low-cost company to the competitors. It focuses on the specialized selections, provides specially tailored lines of coffee and tea related products for a premium price. Starbucks does not promote itself by using traditional means; they generally concentrate on high-level marketing and branding by word-of-mouth, as well as alliances and partnerships. They try not to promote the company, however automatically they are promoted by providing customer support and also their excellent works in which up to now has becoming a successful strategy. By the companys hard work, focusing on details and ethical decision-making, customers have experienced a wonderful service, as a result, the company gradually built up its reputation and becoming one of the most valuable global brands.(Theodore,2002,p.62) It is incredible that Starbuckss achievement with very few commercials, ads or any other kind of marketing means. Starbucks could not become a coffee-related products giant retailer and remain long-term success only by selling coffee on its own. One important part of the companys strategy is strategic alliances, which could also be called joint venture approach. This strategy leads the globalization of the company with higher recognition and reputation of the brand also exposing the brand to other potential customers. The variety of companys products is relatively being expanded demographically and geographically. For example, in order to advance social and economic equality, the company allied with NAACP, the company donated and together with NAACP organized events for social equality has becoming a great success. It showed that Starbucks is no longer a simple business organization, it also exists as a charity and that brings the company higher reputation. They also partnered with Barnes and Noble bookstores to be the in-house coffee shop in 1993, (Isidro, 2004) co-produce coffee-related drinks such as Starbucks Frappuccino with PepsiCo from 1996, formed alliances with ice-cream manufactures and hotel chains to offer Starbucks brand and flavored ice-creams and Starbucks coffees within the hotels (Rebecca Larson, 2009). Explanation of organisational structure Board Committee organization structure of Starbucks The structure of Starbucks Company is shown in Figure 1.   As mentioned by Starbucks Corporation Fiscal Annual Report (2009), as group member of the Board of Directors, Howard Schultz was appointed to Companys chairman and chief executive. Barbara Bass, William W. Bradley, Mellody Hobson, Olden Lee, James G. Shennan, Javier G. Teruel, Myron E. Ullman and Graig E. Weatherup were appointed to director individually. Kevin R. Johnson and Sheryl Sandberg were appointed to Chief Operating Officer individually. Additional, Starbuck Corporation consisted of 38 members of Senior Officers. Board Committees are composed of Audit and Compliance Committee, Corporation Compensation and Management Development Committee, Nominating and Corporate Governance Committee. Composition Job Design Board of Director The Board of Director inclusive twelve members, independence of each member are requested to meet of the NASDAQ Stock Market efficiently. When Board getting direction about recommendation of the Nominating and Corporate Governance Committee, the Board of Directors will appoint a new member in case of there is a vacancy occupation occur on the Board. The Board of Directors of Starbucks Company are responsible for monitoring company powers and ensuring that the company business meet goals which is requested by shareholders. The Board have responsibility to select nominees for the Board of Directors who have appropriate qualifications and diversity of backgrounds experiences. And also, it is in charge of appointing chief operating officer.   (Starbucks Corporation Fiscal Annual Report, 2009) Composition Job Design Audit and Compliance Committee The Audit and Compliance Committee are in charge of financial reporting and internal, external audit processes. The Committee assists the Board of Director reviewing financial issue. The Committee was appointed from the Board of Directors. The Committee have three members at least and all of them shall match The NASDAQ Stock Market requirements independence. The Committee be recommended by the Corporate Governance Committee, and finally appointed by the Board of Director. The Committee has authority to investigate any financial activity and free access to members of management. It is retain independent legal counsel. All employees have responsibility to assisting members of the Committee investigation (Starbucks Corporation Audit And Compliance Committee Charter, 2010) Composition Job Design Corporation Compensation and Management Development Committee The Compensation and Management Development Committee has responsible for working with management to establish appropriate compensation practices for the Company. There are deciding the benefits and compensations for senior officers of the Company. The Committee consists of three members at lease, which one member be required come from Board of Director. The members of Committee will be pointed from Board as well. The Committee conducts an annual review of companys compensation for Senior Officer instead of president and chairman. Together with the Chairman of the Corporate Governance Committee, the Chair of the Committee shall annually review the performance of the president and chief operating officer and meet with them to share the findings of such review when after discussing with the member of independent directors of the Board (Starbucks Corporation Compensation and Management Development Committee Charter, 2010). Composition Job Design Corporation Nominating and Corporate Governance Committee The Corporate Nominating and Corporate Governance Committee is responsible for developing and implementing policies and procedures of the Board of Directors. They are intended to constitute and organize appropriately to meet its obligations to Starbucks Company and its shareholders. The Committee will be comprised of at least three members, all of whom have to meet the independence requirements of the NASDAQ Stock Market, LLC as well as. Under Board of Directors direction, members of the Committee and a Chair of the Committee shall be appointed. The Board of Directors shall appoint a new member or members, which is a vacancy on the Committee. The Committee have professional capability to assist Board identifying candidates personality. Reviewing the Companys Corporate Governance Principles and Practices annually according to changing shareholders interests and suggesting appropriate modifications to the Board of Directors. And evaluate the overall effectiveness of the organization of the Board Committees performance. Evaluation of the organisation structure of Starbucks According to SeaZone (2009), organisation structure of Starbucks Company is Matrix structure.  Ã‚  This is one type of organisation structures that is presented by Gareth Morgan.   The organisation structure is quite important to manage organisation, it plays important role for organisations activities.  Ã‚  Moreover, the organisation structure is related to its business purpose and aims. (Mullins, 2005)   Matrix structure is the organisation structure that has both of vertical structure and strong horizontal structure.   It requires employees to have two reporting relationships concurrently.  Ã‚  In this structure, employees work in provisional group constituted by employees from different function.  Ã‚  There are two lines of authority in this structure and employees have two bosses in their team namely boss for their project and boss for their function. (Mullins, 2005) Specific future of matrix structure Matrix structure provides organisation flexibility, and contributes to keep security and control of project information.  Ã‚  Moreover, organisation can have a possibility to develop stuff well.  Ã‚  (Mullins, 2005)  Ã‚  However, there are some disadvantages of matrix structure.  Ã‚  At first, there is limitation of number of employees who report to the project manager directly, because most of all stuffs are assigned from department managers.  Ã‚  This situation may lead uncertainty in organisation and employees may be unwilling to accept that their situation is changed constantly and willing that they establish in their functional group.  Ã‚  Next, matrix structure has a possibility that organisation make more complex.  Ã‚  Thirdly, extension of the authority of manager to the stuff coming from other sections can be a course of problem in organisation.  Ã‚  Finally, it is expected that functional group may not attention to their normal tasks and role.  (Mullins, 2 005)   What is required in matrix structure? Matrix structure strongly deeply rely on teamwork spirits, it demand culture of co-operation.  Ã‚  In this structure, managers are required high level of behavioural and management ability and organisation needs culture of collaboration.  Ã‚  It is necessary to educate employees to support other stuffs and to create the teamwork spirits.  Ã‚  Moreover, stuffs must have a special competence to solve the conflict in their team in the matrix-structured organisation.  Ã‚   How organisation structure works in Starbucks There are some disadvantages in matrix structure as mentioned before, however, Starbucks, especially Howard Schultz, CEO of Starbucks Company, may have understood these problems.   Therefore he gave special statement to employees when he expanded Starbucks structure to reinforce their internal and external communication in 2008.  Ã‚  He has explained the difficulties of doing business in situation in those days and strongly suggested change of not only structure but also employees in order to enhancing the customer experience.  Ã‚  In that message, he also stated that structure of Starbucks Company faced the revolutionary  change, however it was necessary to improve customers and stuffs experiences and recapture the vigour and benefits in the company.  Ã‚  As he explained in that message, he recognised or realised that this structural modification was hard for some stuffs owing to increase and complex of their tasks, however he also described that he made this decision unde rstanding these kinds of issues.  Ã‚  He explained that he had decided this numerous change of structure with speculation and he respected for stuffs concerned.   (Starbucks, 2008) Analysis of organisational culture With the development of economy, the competitions between companies not only aim at the product they offered but also their internal organisation culture. Deal and Kennedy researched organization culture for 15 years and they found that organisation with weak culture always beaten by organisation with strong culture (1999). Edgar Schein who is generally consider the father of organization culture defined that organization is a pattern of basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problem (1985). Organization cultures pay attentions to individuals in a organization that it establish an appropriate platform make individual join in the organization quickly and help people work together toward the same organizati on goals. In addition, organization culture help employee improve their personal ability and knowledge to maximum. In the meantime, organisation culture forms the external performance and reputation, which are important to decision making during purchasing Starbucks is one of the successful chain coffee stores. It is because it has a unique organisation culture. In order to understand internal culture in Starbucks, we will use the Great Holsfedes cultural framework. Holsfedes used different five aspects to evaluate culture, which are power distance, individualism, masculinity, uncertainty avoidance, long term orientation (Holsfedes, 1991). . Base on this model, it can reveal that Starbucks have long power distance, because every employee in Starbucks have the same basic rights no special treatment. In addition, for the gander issue, Starbucks view all the employees the same regardless of their gender, thus, Starbucks has high masculinity and femininity. And it also has low uncertainty avoidance; due to it have a vast number of brunch stores abroad, Starbucks has to take huge risk for that. In terms of collectivistic, Starbucks belongs to high collectivistic, although it have branch store everywhere, but there is a core team to conduct the whole company. Starbuck still pay attention to environment and other charity event, so Starbucks is long term oriented. The strong power of Starbucks organisation culture appeals a great number of people, including both consumer and potential employee. Great quality of coffee and well service make Starbucks become a global company with hundreds of chain stores. Its organisation present a great service, consumer always be expected to be confronted with enthusiastic well trained employees with a great number of coffee knowledge and their service always base on consumers need. Starbuck also appeal people because of its values. As we talked above, Starbucks support many organisations in a long term, such as Conservation International, The Earthwatch Institute, Save the Children, Mercy Corps, the African Wildlife Foundation, and Planet Green. Starbucks convey a message that corporations need to concern about the society and environment around them. And then, Starbucks establish diversity internal working environment in order to satisfy the entire consumer. The strong organisational culture in Starbucks also embodied in the way they treat their employees. Starbucks hold a job fairs every year in different places, and there are also some guidelines for manager to interview the candidates and test whether they have full knowledge about the companys product, and who are adaptable, dependable and passionate in interacting with customers. Starbucks also need to deal with hundred of thousands of online applications using software developed by Taleo, this software help to screen out the candidates by answer the basic information and skills-based questions (Weber G. 2005). After recruiting people, Starbucks will also offer 24 hours of trainings to their employees, and learn how to use espresso machines, how to interact with the customers, the process and production of coffee beans. During the training, employees also need to understand the companys mission statement, and bring company culture to their customers (Cesario Minor, Jr. 2009), Starbu cks spends more on recruitment and development than on advertising which in 2004 is $68.3 million (Weber. G.2005), the mangers and assistance mangers also have trainings in computer, leadership and coffee knowledge. As Starbucks offers both product and services, people become an important factor in maintaining the quality, Starbucks treat their employees as partners by connecting their contribution to companys market value, and give the opportunity to share the success in the company, their employees are highly involved in companys activity by reporting their concerns to companys Mission review team, each employee will receive a comment card when they newly hired, and they can write down some suggestion, advice or disagreement in management decisions, the managers will response and sign for all the comment cards within two weeks, and their CEO Howard Schultz also review all the comments every month(Cesario Minor, Jr. 2009), the high involvement also increase the level of responsibil ity to the company. Starbucks also well known in retaining and rewarding their employees by good salary, stock options and health cares, according to Thompson Strickland (1999), the store employees were paid $6 to $8 per hour that is above the average minimum wages, their employees can also paying the initial years price and receiving the current years price by cashing in one-fifth of the shares granted each succeeding year. Part-time staffs is the major workforce in Starbucks, and they receive the same health insurance as full-time employees, the insurance including preventive care, crisis counselling, dental care, eye care, mental health care and treatment for chemical dependency. Howard Schultz also been invited to white house and meet with president Clinton to brief the Starbucks health care programme in 1994. Starbucks have a relative low turnover rage compare with the other companies, the turnover rage for Starbucks was about 65% compare with 150% to 400% for other retailers and fast-food chains, and the turnover rate for store manager was much lower, which is 25% compared with 50% in other retailers. Starbuckss organisation culture, especially the strong spiritual culture appealing lots potential employees, employees not only attracted by the salary, stock plans and health care, they would like to work for Starbucks because the trust, power and autonomy given by the organisation, Starbucks promotion for fair trade and environmental contributions also bring positive image and reputations. Critical evaluation of Management Leadership practices CE for business goal CE for organisational structure Critical evaluation of Management and Leadership practices As we have described previously, the organisation structure of Starbucks is the matrix structure. This structure influence management style and leadership style, too. The matrix structure strongly relies on the teamwork and relationship between employees and managerial stuffs. In the matrix structure, a line of command and report is complicating and the line is changed frequently. Therefore, employees are required more complex work rather than in other organisation structures. Moreover, organisation must provide employees good education system to create teamwork spirits in organisation. Additionally, in order to lead employees in the matrix structure, strong leadership and well-organised management style is necessary. (Mullins, 2005) It would appear that Starbucks Company might be able to overcome with these problems coming from disadvantage of the matrix structure and achieve to create good working relationship atmosphere. Therefore, they have been awarded a prize of 100 Best Compan ies to Work For by Fortune during 1998 to 2009, except 2001. (Starbucks 2010) CE for organisational culture There are two critical issues to discuss in Starbucks culture, firstly, David A. Pace, who has been an Executive Vice President of Partner Resources of Starbucks Corporation since 2002 said that, even company were to hit hard times, the strategy of above-average investment in training and rewarding employees isnt going to change (Weber G. 2005). Starbucks now is an successful company, and Paces announcement really help to build a good reputation on taking social responsibilities, however, once the company suffer from the crisis, can they still keep the promise, if they can, it helps to gain more support from their employee, but if they cant, the employees will feel disappoint and may break down the reputation. Secondly according to Weber G. (2005), Howard Schultz, the CEO of Starbucks on October told Business week Online that, for the following two years, Starbucks would spend more on employee health care costs than it does on coffee. What Schulze said may have both impacts on their employees and customers. For their employees, they will feel appreciate and proud to work for Starbucks, and it may also attract more people desired to work for Starbucks. For Starbucks customers, some may feel Starbucks is a responsible and ethical company and feel comfortable to buy coffee from Starbucks. However, spending less on coffee may misleading other customers that the company will pay more attention on employee health care rather than coffee, customers may feels they are not regarded. Conclusions recommendations Conclusion Business goal Organisational structure As previously mentioned, Starbucks adopts matrix structure for their organisation structure. (SeaZone, 2009)    Matrix structure has a complex aspect owning to the characteristics of that structure, namely it has both of vertical structure and strong horizontal structure.   Matrix structure provides organisation flexibility, and contributes to keep security and control of project information.   Moreover, organisation can have a possibility to develop stuff well. (Mullins, 2005)   On the other hand, matrix structure has disadvantages, for example, it has limitation of number of employee who report to the project manager directly, moreover, matrix structure has a possibility that organisation make more complex. (Mullins, 2005)   However, Starbucks seems to have good relationship and well-organised education system for managerial stuffs to overcome with these disadvantage and they seems to convert these disadvantages to advantages of matrix structure.   Moreover, Howard Schu ltz, CEO of Starbucks, has strong leadership and he is trying to encourage stuffs in order to achieve their business well. (Starbucks, 2008)   In reality, the fact that Starbucks have been awarded a prize of 100 Best Companies to Work For by Fortune during 1998 to 2009, except 2001 gives evidence that many stuffs who are working for Starbucks satisfy to work in this circumstances. (Starbucks 2010) Organisational culture To conclusion, the Comprehensive and thoughtful organisation culture is Starbucks core competitive strategy, which is not only appeal potential employees but also the customers. Almost all the customers satisfied Starbucks services because they are treated very well. At the same time, they are faced with passionate employees and high quality coffee. For employees, they have well trained before they participate in the work formally, which allow them to introduce customer professionally. In addition, employees are satisfied with the wage and even part-time employees have the insurance as well. Feedback makes Starbucks culture special then their company. Their employees have the rights to write down their disagreement or suggestion to company. Recommendations Business goal Organisational structure(included in conclusion) Organisational culture As we know, Starbucks turnover rate is low, because their rewarding system attracts a great number of employees. We recommend company could change its rewarding system to performance base system, which means employees rewarding base on their personal working performance (e.g. set up best employee of the month/year). In terms of health care of employees in Starbucks, it is excellent to treat their employees in such a good way. However, consumers need an image that Starbucks devote itself to improve the quality of coffee and develop the environment in stores. Hence, we recommend Starbucks could increase spending on retail store decoration and offering more kinds of food.

Essay Comparing Macbeth and Lady Macbeth -- comparison compare contras

William Shakespeare’s Macbeth tells the story of a general who commits regicide in order to become king. Early in the play, Macbeth is conflicted as to weather or not he wants to kill his kinsman the king. In the first two acts Macbeth is not portrayed as a ruthless killer; he is a sympathetic character who succumbs to the provocation of his wife and a prophecy foretold by three mysterious witches. In contrast, Lady Macbeth is a manipulative, immoral woman. Her ambition is so strong that she is willing to do anything to see her husband succeed. However, in the third act things begin to change. The death of the king and lord and lady Macbeth’s rise to power catalyze profound transformation in their personalities.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Before Macbeth enters the stage his reputation as a prestigious general is established. In the second scene of the play men who have fought with Macbeth rant about his courage in battle. The first account of Macbeth’s bravery comes from an injured captain. He says: â€Å" But all’s too weak/for brave Macbeth (Well he deserves that name)/ Disdaining fortune, with his brandish steel/. (1.2.17) The rest of the scene consists of other recounts of Macbeth’s success; the thane of Ross informs the king that Macbeth has successfully suppressed the joint efforts of the thane of Cawdor, and the king of Norway. Furthermore, in this scene the king announces that Macbeth is to be promoted as the new thane of Cawdor. In this scene Macbeth is portrayed as a mighty, patriotic, warrior and a loyal subject to the king. However as the play progresses Macbeth deviates from these traits. Macbeth’s encounter with the three witches c onfuses him. He begins to decide on a course ... ... to kill Banquo he says â€Å" Not I’ th’ worst rank of manhood say ‘t And I will put that business in your bosoms†(3.1.115) This was the same technique that Lady Macbeth used when she was persuading Macbeth to kill Duncan; she questioned his manhood. While Macbeth is loosing his morals, Lady Macbeth is developing hers. After Macbeth reveals his plot to kill Banquo she is reluctant to add another murder to those already committed: â€Å"You must leave this†(3.3.40)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In act three another prophecy foretold by the witches comes true. The paradox â€Å"fair is foul and foul is fair† characterizes the changes the protagonists undergo in acts one, two and three. Throughout the play Macbeth, the â€Å"fair† one, becomes overcome by guilt and becomes â€Å"foul†. While Lady Macbeth who was â€Å"foul† in her instigations becomes â€Å"fair†. Essay Comparing Macbeth and Lady Macbeth -- comparison compare contras William Shakespeare’s Macbeth tells the story of a general who commits regicide in order to become king. Early in the play, Macbeth is conflicted as to weather or not he wants to kill his kinsman the king. In the first two acts Macbeth is not portrayed as a ruthless killer; he is a sympathetic character who succumbs to the provocation of his wife and a prophecy foretold by three mysterious witches. In contrast, Lady Macbeth is a manipulative, immoral woman. Her ambition is so strong that she is willing to do anything to see her husband succeed. However, in the third act things begin to change. The death of the king and lord and lady Macbeth’s rise to power catalyze profound transformation in their personalities.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Before Macbeth enters the stage his reputation as a prestigious general is established. In the second scene of the play men who have fought with Macbeth rant about his courage in battle. The first account of Macbeth’s bravery comes from an injured captain. He says: â€Å" But all’s too weak/for brave Macbeth (Well he deserves that name)/ Disdaining fortune, with his brandish steel/. (1.2.17) The rest of the scene consists of other recounts of Macbeth’s success; the thane of Ross informs the king that Macbeth has successfully suppressed the joint efforts of the thane of Cawdor, and the king of Norway. Furthermore, in this scene the king announces that Macbeth is to be promoted as the new thane of Cawdor. In this scene Macbeth is portrayed as a mighty, patriotic, warrior and a loyal subject to the king. However as the play progresses Macbeth deviates from these traits. Macbeth’s encounter with the three witches c onfuses him. He begins to decide on a course ... ... to kill Banquo he says â€Å" Not I’ th’ worst rank of manhood say ‘t And I will put that business in your bosoms†(3.1.115) This was the same technique that Lady Macbeth used when she was persuading Macbeth to kill Duncan; she questioned his manhood. While Macbeth is loosing his morals, Lady Macbeth is developing hers. After Macbeth reveals his plot to kill Banquo she is reluctant to add another murder to those already committed: â€Å"You must leave this†(3.3.40)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In act three another prophecy foretold by the witches comes true. The paradox â€Å"fair is foul and foul is fair† characterizes the changes the protagonists undergo in acts one, two and three. Throughout the play Macbeth, the â€Å"fair† one, becomes overcome by guilt and becomes â€Å"foul†. While Lady Macbeth who was â€Å"foul† in her instigations becomes â€Å"fair†.

Summary of Danielle Steels Granny Dan :: essays research papers

Granny Dan Written By Danielle Steel, 1999, Delacorte Press (fiction, historical) I came upon this book one day while rifling through my mother’s yawn-inducing adult paperbacks, due to a lack of recent visits to the library. They were the kind of books that are thick, fine print, and usually about some unhappy beautiful heroine who finds true love through a turbulent 700 pages. Then I came across Granny Dan. It was hardcover, a mere 223 pages, and had no close-up shot of a gun, or broken glass, or some other imagery in that vein. So, I did the obvious thing, I opened it up and began to read. Granny Dan was a magical grandmother, who enjoyed roller skating in her kitchen, singing to her family in Russian, and mostly just loving her family in her own little ways. But when she passed away, no one knew anything about her past, which she’d spoken little of. When cleaning out her house after her death, her granddaughter is sent a small brown box, containing all the secrets of Granny Dan’s life, secrets just bursting to be understood. The box contained very few things, a pair of satin toe ballet shoes, a gold locket, and letters tied together. Granny Dan suddenly becomes more than just an endearing grandmother, she becomes Danina Petroskova, the great ballerina. Learning more of Danina’s past, her granddaughter slowly begins to unravel the mystery surrounding her life. As a young girl, Danina’s father and brothers gave her up to a ballet school in St. Petersburg, Russia, because so many men would not know how to raise the motherless girl. For years, Danina devoted her life to ballet, she did not know the outside world. While other girls fell in love and began to ruin their focus for training, Danina only ate, slept, and danced, it was a monastic life, enduring gruelling hours of training with her teacher, Madame Markova. By the age of seventeen, Danina was a prima, and from her performances, she was soon recognized by the Czar and Czarina, members of the royal family. As time went on, she became a favourite of the Imperial family, especially the sickly Czarevitch, Alexei. (The Czar is basically the equivalent of the king, the Czarina, the queen, and the Czarevitch, the prince. Alexei’s family, the Imperial family, were real) Many shattering events occur to Danina, from losing precious brothers to war, to falling in love with Alexei’s (the Czarevitch) doctor, Nikolai Obrajensky.

Essay --

Q1: A: According to Marx, historical materialism has been controversial and is a part of the evil that has caused class struggle. Ruling and lower were two classes that were struggling against each other till one finally wins and becomes the new ruling power. Marx and Eagle clearly highlighted the importance of both classes in Communist Manifesto, â€Å"The history of all hitherto existing society is the history of class struggles† (pg. 344). Marx, who began his argument by stating his belief that all humans should be able to live equivalent lives under self-governing rule, and materialism, is a system that stops such equality from being achieved. A great example is that Marx connects the existence of classes through the ownership of private property and the desire to gain more property. According to Marx those who own their own property (bourgeoisie) force others who do not have their own property (Proletariat) to work for them. For Marx, materialism is the desire to accrue more possessions and belongings therefore forms an unequal society and if the society is unequal in nature some people will gain more than others and will be in position of power over others. According to Marx, materialism is a key factor of the class struggle and inequality. b) A: According to Marx, economic exploitation is treating workers unfairly by not paying workers for their actual labor. He also said that workers are exploited in capitalism because they create value of a good; however, workers are not the ones who get the profit that is paid when that value is bought. According to Marx, such systems in which production people are allowed to own the labor power of other people the relation of class is known as slavery. On the other hand, when the rights and... ... other hand, Marx saw bourgeois democracy as a progressive force against the old feudal system. Marx supported democracy in capitalism. He worked for a society in which preliterate would take power and exercise the control over the means of production. c) A: In Marx’s view, class struggle takes a critical form with the development of capitalism. According to Marx two basic classes bourgeoisie, the owners of the means of production and Proletariat, the workers around which other less important classes are grouped, oppose each other in capitalist system. On the other hand, for Mussolini the idea of class system is pointless and for him fascist state is one where a hierarchical society exists. Mussolini assumes that in this universe there is a â€Å"fruitful inequality of mankind†. (pg. 443). Mussolini also believes that fascism is the only way to properly direct citizens.