What +-Motivates Me

Various things propel me to learn. I can identify with Sara’s story since I am about a similar way with regards to learning or accomplishing something. I have to realize I am going to pick up something from it. I realize that returning to class and showing signs of improvement help my me show signs of improvement profession and will profit my family over the long haul. I see myself making objectives and envisioning me with my degree as Chris does with his â€Å"finish line† visual. I generally set myself up for something coming up and easing back me down which it has previously. Genuine encounters have thumped me down more than once and I can legitimize with Fred’s story on future and past encounters. I have been laid off first since I had no degree from quite a while ago and I glance back at that and it rouses me a lot to prop up forward with school. I like to learn new stuff and acknowledge demands in a new position or discovering some new information simply like Jamie in her story. I think what content that spurs me the most me the most to learn is Practical setting. It is difficult for me to simply go accomplish something without realizing I am going to profit by it. I am the sort that must have somebody push me or put me on the right track. For instance I went on a prospective employee meeting and they truly enjoyed my experience and aptitudes however revealed to me I wasn’t going to work out on the grounds that they required somebody with a BA degree and disclosed to me that once I got such a large number of credits added to my repertoire they would consider me later on if a spot is accessible. I have seen a few activity postings and they need you to have school credits. I know whether I get my degree I am going to increase a great deal from it and that spurs me to get out there, learn and push ahead. Individual setting is something I can likewise identify with inspire me to learn in light of the fact that I generally imagine me understanding that degree and beginning my vocation as a Social laborer or a Parole official, so when I really observe myself doing this I get persuaded and eager to do my classes. In the event that I ever have uncertainty or think I can’t, I extremely simply picture how it will be and it causes me.

Declining Record Sales Who Is to Blame free essay sample

For quite a long while at this point, deals of new and mainstream music have consistently declined and give no indication of evolving. The record organizations rush to accuse the developing ubiquity of the Internet; music is being exchanged a computerized structure on the web, frequently secretly, with the utilization of document sharing projects, for example, Morpheme, Aziza, and Mimes, to give some examples. The ARIA (Recording Industry Association of America) prevailing With regards to disbanding the pioneer Internet document sharing project, Anapest, however is confronting showdown with comparable projects that are getting away from American copyright laws.While there is an undeniable association between declining mainstream music deals and expanding document sharing, there is more going on than the ARIA needs to concede. I will show that the chronicle organizations are overpricing their items, and not adequately utilizing the Internet as a chance to market and sell their items. I will start by portraying in more prominent detail the issue that the account organizations are confronting, just as the developing pl ague of online music exchanging. From that point, I will show the connection between's the two and portray different elements influencing record deals, and how these patterns could be earned around to support the business. The Record Industry is in a tough situation, says Jan S. Champ in a publication showing up in an ongoing Issue of Rolling Stone Magazine. Collection deals are currently down practically 20% from two years prior, and the record business Is confronting the greatest retail slide since the Great Depression (Winner). Individuals are purchasing fewer and fewer items discharged by the account organizations. No one questions that the music business is in trouble.Last year, worldwide deals of CDC were somewhere around 5% from 2000, the principal fall since the configuration was propelled (ANAPEST R. I. P). The Nielsen Sounds, used to report last deals to customers, uncovered a portion of Its figures In a September 2002 Issue of Billboard Magazine. Nielsen Sounds reports that general music deals contrasted and the prior year were off by 12. 6%;while collection deals were off by 9. 8%. All out first-half units offered tumbled to 317. 7 million units from 363. 4 million; the quantity of collections sold slipped to 311. 1 million units from 344. 8 million [l a 8. 1% drop (Gritty).Even the quantity of collections that become hits is diminishing. At mid-year 2001, 37 titles had sold more than 1 million units each; part of the way through this ear, just 21 titles had sold that many, as per Nielsen Sounds (Gritty). Indeed, even marketing projections for singles are down. Deals are off by 63. 9à CO7 million units were sold in the initial a half year of 2002 vsvs.18. 6 million joins in a similar period in 2001 (GaGritty Not just are simply the organizations confronting tough situations, however the retail locations that sell music are likewise enduring their own misfortunes. MuMusicianstores, the biggest music retailer in the U.S. coContinueso report misfortunes and declining sasalesroomhe second from last quarter, the Minnetonka, MiMin-based organization reports another loss of $16. miMillioncompared with a misfortune a year ago of $144. 6 million (Jeffrey). The organization was even compelled to close a portion of Its stores. At quarters end, MuMusiciansperated 1476 ststoresuring the quarter, the organization shut the accompanying: Nine Sam Goody/MuMusicianstwo Media plays, one On Cud, and on U. K. stStore(Jeffrey). This difficult hits home in diversion items like CDCDCnd audissociateswas compelled to close in view of lacking revenues.Inhabitants of VeVermilionre now compelled to head out somewhere in the range of 30 to 60 miles away to buy music disconnected. While this town clearly reflects ereremall level of buyers, the absence of promptly accessible music items surely won't help the declining record deals. The loads of music retailing organizations are additionally falling. Freely possessed music-retail chains have lost about $800 million in investor esteem in the course of the last not many {ears, as proceeding with value ward have made speculators escape these stocks and drive down their worth GeJeffreyThis has had an a lot bigger effect on retails than one may might suspect. Huge markdown chains like WaWallart and K-Mart have seen their stocks tumble or stay stale as of late, while others, as BrBeardlessave petitioned for aninerrancyrotection GeJeffrey An ongoing article in Rolling Stone surveys the year 2002 regarding the music business. At the end of an inauspicious year for the music business, deals were down thirteen percent, cutbacks and program cuts were inevitable at numerous marks, and significant record-store binds were att empting to endure (ElLilies20sasssusic, 11).The after diagram from that article shows the distinction in top selling collections of late years. 2000 Top Selling Albums 2002 Top Selling Albums 0 No Strings Attached 3. 9 million EmMine The EmMinehow 7. 4 million EmMine The Marshall MaMattersPALP 9 million NeNewly NeMelville. 8 million 3rrewrittenpears 0 Oops! 01 Did it Again 7. 9 million AvAprilaLeaving Let Go 3. 9 million Creed 0 Human Clay 5. 6 million Dixie Chicks 0 Home 3. 4 million rhereifference is apparent. At the main spot, EmMineold 2 million less duplicates n 2002 than ONOnionsid in a similar opening just two years earlier.EmAminesop selling collection in 2002 was beat by the best three selling collections of 2000, and the distinction between the main and the number two selling collections in 2002 is almost 3 million, contrasted with 20assessop two spread of 2,000,000. This graph likewise xhexhibitsn craftsmen backbone. EmMines the main craftsman inside the best four for the two years appeared. This represents how conflicting the market is at making acceptable Why is the chronicle business confronting such hardships? The RIARIAs brisk to point its finger at the developing prominence of Internet record sharing. What sort of music would individuals share online?Music lovers would commonly share CDCDChat were as of late recorded and discharged in the more mainstream types. The most noteworthy wrongdoer of online music sharing is the 18-to-24-year-old cacatastrophescomputer canny client (Thompson, c-336). In light of this crowd, different kinds of music, for example, traditional and Jazz were considerably less influenced. First and foremost, there was NaAnapestNaAnapestas the debut wellspring of unlawful music downloading in the Internet. Anybody on the planet with an Internet association can download NaAnapestor free. From that point, the client would assign which records the individual is willing to OsShareWhen running NaAnapestall the client needed to do was type in what tune or craftsman they were searching for, much like an online web crawler works for website pages. NaAnapestould then inquiry through the OsSharedfolders of different clients cap were as of now utilizing the program. As such, with no proper correspondence or assent (outside of the permit understanding expressed during establishment), clients approached the OsSharedfolders of different clients and could move any records in the OsSharedfolders to and fro without breaking a sweat. Individuals would commonly take thei r new CDCDCnd convert them in to mpMPHormat. From that point they could be downloaded from some other PC utilizing NaAnapestPeople out of nowhere had free access to for all intents and purposes any famous music wanted, with no proper assent from the music recording industry or the craftsmen having their documents shared. As one could anticipate, the RIARIAas speedy to charge NaAnapestf damaging this countrys copyright laws. NaAnapestas prosecuted and in the end requested to close down. At the point when an interests court gave a request last July driving NaAnapesto shut down, there was a moan of help all through the chronicle business. It was the day free music kicked the bucket (Warner).The passing of NaAnapestas not the demise of Internet record sharing. Whats had its spot is significantly more startling for the music inindustryserhaps relentless. Theyre called document sharing administrations, or P2POPpeer-to-peer) nenetworkedhe three most famous nenewsaAzizaGrGrosserand MoAmorphousness consolidated 70 million dynamic clients, contrasted and just 20 million for NaAnapestn its prime (Warner). In America, the quantity of exceptional clients of KaAzizaa NaAnapestlone, shot up by 1,491% in the a year to JuJunctureumber of clients in America of KaAzizaMoMorphemend AuAdditionallyall record sharing administrations, arrived at 14. 4mMmmore than 13. usUsingaAnapestt its pinnacle (NAANAPEST. I. P. ). A huge number of new clients Join the P2POParty each weweeklieshose organizes by one way or another get shut down, others will spring up in their place. 0TTheseetworks are Just devices to get what I need, a KaAzizaser named ErErikiidolshe record industry breaks these devices, you go out and discover another' (Warner). The business will experience difficulty closing down these NaAnapestlones. The makers of these P2POPetworks have little authority over what they made and cant tell whos downloading what document, regardless of whether its an EmMineong or Grandmas formula for blueberry pie (Warner).The makers blame this so as to get away from risk charges, essentially in light of the fact that they can't see or control the criminal behavior. In an ongoing court administering, it was demonstrated that there was no proof that GrGrossernd amnameuling closed generally that organizations behind internet providers for sharing music and motion pictures are not to fault for any illicit replicati ng led by the administrations clients (VeVega The new P2Pepsre likewise totally decentralized. One of the two makers of KaAzizaNiNikolaseCementerssays, the main way the framework can be closed down is if each client chose for debilitate his program (Warner). ShShermanthe organization framed by the makers of KaAzizaescapes copyright laws by finding itself on a gathering of islands in the South Pacific called VaVauntwhile GrGrossers situated in a 26-square-mile visitor heaven in the West Indies called Nevis. In light of the decentralization of these projects, just as their abroad home office, the RIARIAs compelled to concede that their cases against KaAzizaGrGrosserand MoMorphemeare not as solid as those against NaAnapest (Warner). What is accessible on these P2POPetworks? The appropriate response is basic: for all intents and purposes everything in visual and sound entertainment.MeMetallicirst start

How Cigarette Butts Pollute the Environment

How Cigarette Butts Pollute the Environment Addiction Nicotine Use The Inside of Cigarettes Print How Cigarette Butts Pollute the Environment By Terry Martin facebook twitter Terry Martin quit smoking after 26 years and is now an advocate for those seeking freedom from nicotine addiction. Learn about our editorial policy Terry Martin Medically reviewed by Medically reviewed by Sanja Jelic, MD on January 21, 2020 Sanja Jelic, MD, is board-certified in sleep medicine, critical care medicine, pulmonary disease, and internal medicine.   Learn about our Medical Review Board Sanja Jelic, MD on January 21, 2020 JLFCapture/E/Getty Images More in Addiction Nicotine Use The Inside of Cigarettes After You Quit How to Quit Smoking Nicotine Withdrawal Smoking-Related Diseases Alcohol Use Addictive Behaviors Drug Use Coping and Recovery As of Dec. 20, 2019, the new legal age limit is 21 years old for purchasing cigarettes, cigars, or any other tobacco products in the U.S. Thousands of smokers dont think twice about leaving a trail of cigarette litter behind them. According to Keep America Beautiful  (KAB), Americans are smoking fewer cigarettes than ever before, yet cigarette butts continue to be the most commonly littered item in the United States and around the world today.?? A Plague on Our Planet KAB specifies two reasons for this statisticâ€"lack of awareness on the smokers part, and the lack of availability of waste receptacles at transition locations, such as outside stores and other buildings, and at public transportation pickup spots. Surprisingly, 77% of people in a survey by KAB responded that they didnt think of cigarette butts as litter. KAB also notes that for every public cigarette butt receptacle, cigarette litter drops by 9% in that area.?? Cigarette Filters Are Bad for the Environment The core of most cigarette filters, the part that looks like white cotton, is actually a form of plastic called cellulose acetate. By itself, cellulose acetate is very slow to degrade in our environment. Depending on the conditions of the area the cigarette butt is discarded in, it can take 18 months to 10 years for a cigarette filter to decompose.?? But that isnt the worst of it. Used cigarette filters are full of toxins, which can leach into the ground and waterways, damaging living organisms that come into contact with them.?? Most filters are discarded with bits of tobacco still attached to them as well, further polluting our environment with nicotine, which is poisonous.?? Cigarette Filter Facts Here are some additional facts about cigarette filters: Cigarette filters were designed to absorb some of the toxins in cigarette smoke and collect solid particles known as tar. They are also intended to keep tobacco from entering the smokers mouth.Most cigarette filters contain a core of cellulose acetate and two layers of wrapping that are made of paper and/or rayon.Cellulose acetate fibers in a cigarette filter are thinner than sewing thread and a single filter contains more than 12,000 of these fibers.??The inner wrapper on a cigarette filter is designed to either allow air to flow through it from the core for light cigarettes  or to block airflow for regular cigarettes.The outer layer of paper is engineered to not stick to a smokers lips and attaches the filter to the tube of tobacco.Chemicals are added to cigarette paper to control the burn rate, and calcium carbonate is added as a whitener, in part to create appealing ash as the cigarette burns. The Toxins in Cigarette Butts Toxin-filled cigarette butts work their way into our waterways primarily through storm drains that dump into streams and lakes. Studies conducted by Clean Virginia Waterways have shown that just one cigarette butt in approximately two gallons of water is lethal to water fleas, a tiny crustacean found in freshwater and saltwater.?? And those tiny bits of tobacco left attached to cigarette filters carry more toxins than the filters do themselves. Cigarette filters are a threat to wildlife that could ingest them, mistaking filters for food, and to small children, who may eat them if theyre within reach. The Threat of Fire Discarded cigarette butts also pose a significant threat to our environment in terms of fire. Every year, forest fires ravage vast areas, killing off wildlife and vegetation that take years to return. Some of those fires are started by natural causes such as drought, lightning, and the like. But according to the National Fire Protection Agency, smoking materials like cigarettes, pipes, and cigars, cause around 90,000 fires every year in the United States and are the number one cause of fire-related deaths.?? Cigarette-induced fires claim hundreds of lives in the United States each year and injure thousands more, not to mention the millions of dollars that go up in smoke in property damage. Staggering Numbers and Statistics Think about this: One million is a large number, but when were speaking in terms of billions (a thousand million in U.S. terms) and trillions (a thousand billion), the numbers are so large its hard to truly fathom their proportions. As you read the following statistics, remember that most of the enormous numbers represented here are repeated yearly: There are more than 1 billion smokers in the world today,?? and if current trends continue, that number is expected to increase to 1.6 billion by the year 2025.China is home to more than 300 million smokers  (one-third of the worlds smokers) and they consume approximately 2.3 trillion cigarettes a year.??Worldwide, approximately 10 million cigarettes are purchased a minute, 15 billion are sold each day, and upwards of 5 trillion are produced and used on an annual basis.Five trillion cigarette filters weigh approximately 2 billion pounds.??Its estimated that trillions of filters, filled with toxic chemicals from tobacco smoke, make their way into our environment as discarded waste yearly.?? Taking the Steps to Quit Everythingâ€"absolutely everythingâ€"about cigarettes threatens life on our beloved planet. They pollute the ground we walk on and the air we breathe. And if we smoke, cigarettes poison us slowly, stealing our quality of life long before they kill us. If youre a smoker thinking about quitting, take steps today to put that last cigarette out and start a new chapter in your life. A chapter free of guilt and worry. A chapter filled with the self-empowerment that smoking cessation brings. Yes, recovery from nicotine addiction takes some hard work early on, but with support and a plan, you can leave your smoking habit behind for goodâ€"both for your health, and the health of the planet.

Authentic Assessment Is The Measurement Of Intellectual...

According to Wikipedia.org Authentic assessment is the measurement of intellectual accomplishments that are worthwhile, significant, and meaningful, as compared to multiple choice standardized tests. Authentic assessment provides ongoing information about a child’s progress to help parents and educators in working together to support the learning participation of a child’s life. Authentic assessment should always be ongoing .It is authentic because the assessment comes from observing the child during their routines and daily activities. As educators, we need to know what is appropriate along with the assistance of authentic assessment. With the data collected we can modify instructions to fit that child’s need. We have to think about the whole child and look at all the aspects of growth and development. Authentic assessments are derived from portfolios, work samples, teacher observation, and hands on tasks, open ended questions, reflection and performances. It is beneficial if conducted in different settings, on different days and around different people. These factors are especially important to the child. Developmental appropriate practices, as well as authentic assessment helps us teach and care for each child as an individual. This can be done when we continually observe children’s play and interaction with the physical environment and othe rs. We are able to learn about each child’s interests, abilities, and developmental progress. Teachers should make an effort to getShow MoreRelatedThesis: formative Assessment7006 Words   |  29 Pagesï » ¿ LEARNING ASSESSMENT STRATEGIES FIELD STUDY 3 A STUDENT PORTFOLIO ______________________________________________________ PRESENTED to COLLEGE OF EDUCATION JOSE RIZAL MEMORIAL STATE UNIVERSITY THE PREMIER STATE IN ZAMBOANGA DEL NORTE DIPOLOG CAMPUS, DIPOLOG CITY IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE COURSE FIELD STUDY 5 BY: MARY JANE C. ROJAS OCTOBER, 2013 TABLE OF CONTENTS I. 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Benefits and Controversy of Stem Cell Research - 547 Words

The benefits and problems associated with stem cell use and stem cell research. Problems Benefits There is a lot of controversy about laws and beliefs in respect to stem cells, specifically embryonic stem cells, regarding contraception, abortion, and in vitro fertilization. Many cultures and religions believe that the use of embryonic stem cells is unethical because they believe life starts from the moment of contraception therefore the destruction of a human blastocyst to obtain embryonic stem cells is murder and it is wrong to take away that embryos chance to live. This creates the debate of whether the embryo is human and has legal and moral rights. It is a common misconception of the general public that embryonic stem cells are obtained from embryos that have been fertilized within a woman’s body. This however is not the case. Scientists obtain embryonic stem cells from blastocysts that have been voluntarily donated by in virto fertilization clinics. These blastocysts are no longer of use to couples that have treated their infertility and would most likely be discarded by the clinic in the future, hence these blastocysts would never of gotten a chance to fully develop regardless, and therefore they should be used for research. Many researchers have pointed out the different points during development, for example after the embryo or fetus has developed certain organs, that indicate when it obtains rights as a human. Therefore the destruction of a human blastocyst isShow MoreRelatedThe Debate Over Embryonic Stem Cells851 Words   |  4 Pagescured with embryonic stem cell therapy. Some researchers regard this as the greatest potential for the alleviation of human suffering since the advent of antibiotics† (White). However, not everybody agrees with this. 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Stem cells are capable of performing a specific task, such as regeneration and replacement of a damaged or a diseased tissue. There are billions of cells, all with their own music. As the brain develops, it turns out theyre pretty harmonious—an orchestra of keyboards (Zerhouni, 2).The two broad types of cells are embryonic st em

Developments in Management and Organizational Thinking Free Essays

string(62) " is a widespread starting-point for a discussion of strategy\." Strategy has been defined as â€Å"the pattern of organizational moves and managerial approaches used to attain organizational objectives and to pursue the organization’s mission† (Thompson and Strickland, 1990). Current models of strategic management can be traced to the way in which strategy it was defined and applied to business (Chandler, 1962): â€Å"the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals.† Chandler identified two parts of the strategic process, formulation and implementation, known as strategic management. We will write a custom essay sample on Developments in Management and Organizational Thinking or any similar topic only for you Order Now Thus, strategy refers to the means a firm uses to attain its ends. Fundamental to every firm’s mission and competitive strategy is its value strategy. Generically, a value strategy is the pattern of decisions and actions that comprise the firm’s overall approach toward providing realizable net value to customers. A value strategy intrinsically involves all parts of a firm’s functional and organizational strategies that give value realized by customers or need sacrifices by customers. As due to excessive competition, firms must have a value strategy that must have completely conceptualized and obviously articulated value as the basis for competing. In fact, numerous firms are more competitor-oriented than customer-oriented. Consequently, many managers are more well-known with their firm’s competitive strategy than its strategy for improving customer value. Several inadvertently compromise net customer value either by producing products/services supposed to be of low quality or by requiring exceptionally high sacrifices of customers. Paradoxically, the most competitive firms are the customer- oriented, not the competitor-oriented firms. Customer-oriented firms are virtually driven by value-based strategies. Given a defined set of value expectations, a value-based strategy is that pattern of decisions and actions in which managers take accountability for: (1) delivering products/services that provide best net value, and (2) creating strategic suprasystems to develop that value and satisfy the obligations of the enterprise. Most basically, value-based strategies are customer oriented; business-level strategies aimed at giving best net value. Value-based strategy should not be confused with generic strategy. The basic generic strategies of low cost, differentiation, and focus (Porter, 1980) are the three most extreme examples of producer based, value-added strategies (Porter, 1985), but they are not customer value-based strategies. Each of the three is more competitor-oriented than customer-oriented. Each strategy can be pursued with no assertion of providing best net value. While low cost and differentiation are typically seen as mutually exclusive (Porter, 1985), a value-based strategy may need and achieve both. Since many customers now count time rather than dollar cost as their most precious asset, a high-quality strategy gives little competitive advantage unless it is paired with low cost (i. e. , low price and/or sacrifice reduction). Similarly, low-cost/price strategies can also fail if they are not complemented with quality supposed to be of sufficient value. The synergistic combination of low cost and differentiation that can come with a value-based strategy is a direct effect of managing critical systems that put in to value. As the globalizing world is shifting the nature and needs of organizations by requiring them to be more quickly responsive to developing circumstances. The corporate planners of the 1960s and 1970s were much concerned with issues such as the market and macroeconomic environment, the product portfolio, and the product life cycle. All of these underline characteristics of industry or sector and market. They leaned to underplay the role of competitors and competitive behavior in influencing outcomes (Ghoshal and Westrey 1993). certainly, it is still common to see plans which base output growth on forecasts of the market, or to view industries in which each individual firm extrapolates its own experience to give generally results which everyone knows are inept of realization. Having reviewed the business environment and its competitive position, the firm should go on to make its strategy rather go for old strategy. The rationalist school sees the definition of the objectives of the firm as the key constituent in strategy formulation. That view, which owes much to the continuing influence of Drucker on management thinking, is in itself comparatively uncontroversial, but the subject of substantial operational difficulty. There are two distinct historical phases in the development of thought on corporate strategy. Until the early 1980s, the primary aim of corporate strategy was the formation of a diversified business portfolio. Such a portfolio might include related diversification–motivated by synergy between old and new businesses and unrelated diversification supported by portfolio planning techniques. But by the early 1980s, evidence had accrued that unrelated diversification added little value and several of the conglomerates created in these earlier decades had succumbed to financial pressures. In using old strategies by formulating new ways led firms to focus on the critical importance of market share. Emphasis on competitive issues, the choice market position was seen as a central element in strategic decision-making. Quality, it was professed, had been a key ingredient in Japanese success. Over time most markets moved up the quality spectrum. With the aid of phrases such as ‘quality is free’ (Crosby, 1979) ‘total quality management’ became a preoccupation of the later 1980s. Many authors offered taxonomies of generic strategies–checklists from which corporations could choose the majority relevant objectives for particular markets. One early list was proposed by Ansoff (1965), who recognized market penetration, product development, market development, and diversification as alternative strategic objectives. The Boston Consulting Group’s alternatives are invest, hold, harvest, divest, and Arthur D. Little offers a list of no less than twenty-four strategic options (Jackson, Hitt, DeNisi, 2003). Porter (1980) taxonomy of generic strategies proved particularly influential. Porter’s (1980) ‘five forces’–of competition, entry, substitution, suppliers, and customers–offered a more comprehensive checklist of environmental factors (Porter, 1980). Moreover, In Porter’s framework there are two dimensions of choice. Firms can trail either cost leadership–the same product as competitors but at lower cost–or differentiation. They can range hardly, or broadly, thus generating a range of alternatives encompassing cost leadership, differentiation, and focus. Today, a debate on the content of the corporate mission is a widespread starting-point for a discussion of strategy. You read "Developments in Management and Organizational Thinking" in category "Management" Such a statement can cover objectives in both corporate and business strategy. The mission statement is planned to provide a link between the broad objectives of the firm (which may focus exclusively on profit maximization, or may state concern for other stakeholders) and its specific commercial activities. A rather diverse critique of these processes of rationalist strategy formulation–yet one still very much within the rationalist framework–is given by the shareholder value movement. As with numerous shifts in thinking about strategy, this is found more or less simultaneously in the thinking of practitioners and the writings of business school academics. American business was stunned by the emergence of a group of corporate raiders. Figures like T. Boone Pickens and the partners of Kohlberg Kravis Roberts, with little in the way of resources of their own, but with the aid of the ‘junk bond’ financing pioneered by Michael Milken, could make convincing bids for some of the largest corporations in the United States. This threat to incumbent managers led to apprehensive re-emphasis on major companies’ concerns for ‘shareholder value’. Academics (Day, Georges, and Robin Wensley 1988) were led to explicate and justify it, providing both a critique of accounting earnings as a focus of corporate attention and a rationale of the public benefits of restricted focus on the interests of shareholders. The most significant practical consequence of this activity was to give further impulsion to the break-up of conglomerate firms. The grouping of discrete businesses tended, it was argued, to conceal the potential strategic value of individual mechanism to specific purchasers. That message for corporate strategy was obvious, but for business strategy shareholder value had few clear implications. Proponents stressed the need to evaluate investment and acquisitions by reference to their probable cash flows–but this is a theme familiar from every elementary text in corporate finance–and texts on strategy in a shareholder value framework (Weinrauch, Donald 1986) do no more than juxtapose Rappaport’s critique with Porter’s taxonomies of competitive forces and generic strategies. The new way of this strategy spectrum is that the state of the art in rationalist strategy can entail the formulation of a statement of company objectives, often summarized in a ‘mission statement’ and encompassing both corporate strategic objectives-what sort of business are we in–with business strategic objectives-expressed in terms of plans for market share, product quality, and geographical scope. It is not astounding that attention is moving from the problems of formulating strategy to issues of implementation. The idea that successful strategies are often opportunistic and adaptive, rather than calculated and planned, is a view as old as the subject of business strategy itself. The adaptive strategies of reacting to the seasonal fluctuations of demand are actually important. The operations manager should try to accommodate whatever seasonality remains as cheaply as possible. Each type of adaptive strategy will acquire costs beyond what the company could achieve if demand were smooth. Thus, it is up to the operations manager to get the strategy or mix of strategies that will diminish this extra cost. One strategy for accepting the seasonal demands is just to ignore them and to produce at a constant rate throughout the year. By maintaining a balanced labor force, the company will help to sustain good relations with organized labor and will also ease the burdens of the personnel department. At the same time, short-term production planning and supervisory loads will be reduced as compared to a continually changing schedule. These effects will show up as real cost savings. On the other hand, maintaining a constant production in the face of fluctuating demands means that these fluctuations should be absorbed by inventory. That is, when demands are low, inventory stock will build up. As demands increase, inventories will be used up and can even run into a stock out or back order situation. Large buildups of inventory can sprain building capacities and can cause significant extra costs. But it is clear that there are costs associated with physically storing and handling inventory, as well as the more restrained opportunity costs of holding inventory. At the same time, there are costs linked with running out of inventory. While difficult to measure, the costs linked with dissatisfied customers, extra paperwork on back orders, and the interruption of schedules for catch-up work are quite real. The opposite approach would be to try to match the fluctuating demand by changeable production. There are numerous ways a company might do this. Probably the least disruptive would be for the workers to work overtime throughout heavy demand periods. In some situations workers can be eager to earn extra money; in others they may prefer not to work any overtime. If the company is unionized, the union can have the power to help determine the amount of overtime allowable. In any case, if a company uses an overtime strategy, it will have to pay an overtime bonus, and productivity can not be as good as usual because of such factors as fatigue. Similarly, in several operations systems it may be possible to work under time (shorter work weeks or forced unpaid vacations) when demand is lower. However, most workers would oppose having to work less and receive less pay. Some might quit in order finding steadier work. Another method of varying production would be hiring and lying off workers as desired. Here again, though, there are extra costs involved. The progression of selecting and training workers is costly, and their productivity can not be as good as experienced workers for a while. Also, when a worker is laid off, there are usually benefits that must be paid, as well as the less tangible chilling effect on labor relations. Thus, despite the use of strategic management process and content models, numerous managers fail to maintain or develop their firm’s competitive position. The new globally competitive framework requires using old strategies by formulating them accordingly. As â€Å"Knowledge-intensive firms compete differently – they fight vigorously to win the best experts and best projects, but thereafter cooperate with their rivals. † (Norman Sheehan) Jenster (1987) introduced a strategy planning and strategic control process that is firmly integrated with the firm’s information system. The new way is used for developing, monitoring and assimilating critical information into effective strategic management decision support that is CSFs (critical success factors) that clearly and briefly communicate critical elements of the strategy to members of the organization. More significant, the CSFs direct the attention of key managers to focus on the vital premises of the firm’s strategy. Shriberg et al. (1997) described how the BPM method can be used as a tool for strategy execution. This technique describes CSFs as the primary step towards strategic execution. These few factors should be executed with excellence to gain and protract competitive advantage. Once CSFs (or driving forces or core competencies) have been identified, the next step in BPM is to widen performance measures for the CSFs. CSFs specify to the firm what has to be done to attain goals. Performance measures determine how well the firm should perform and whether it has been successful. Lots of authors suggest that CSFs can be used in an organization’s planning function. Additionally, they can be used in increasing strategic plans, implementing a plan, helping managers attain high performance, managing resources and monitoring a corporation’s activities (Ferguson and Dickinson 1984). The motivating force behind world economic growth has changed. Consequently, the key success factor for various firms is maximizing strategic means. Rather than price and quality, formulating strategies in new ways has become the dominant. As a strategy itself provides the most sustainable long-term competitive advantage. References: Ansoff, H. I. (1965). Corporate strategy: An analytical approach to business policy for growth and expansion. New York: McGraw-Hill. Arthur Thompson, Jr., and A. J. Strickland Strategic Management: Concepts and Cases, 9th Edition (1990). Chandler, 1962, Strategy and Structures: Chapters in the History of the Industrial Enterprise, MIT Press, Cambridge, Mass Crosby, Philip B (1979) Quality is Free, Mentor Books, New York Day, Georges, and Robin Wensley (1988), â€Å"Assess Advantage: A Framework for Diagnosing Competitive Superiority,† Journal of Marketing 52 (April), 1-20. Ferguson, C. R. and Dickson, R. (1982) ‘Critical success factors for directors for the eighties’, Business Horizons, May-June, 14-18. Ghoshal, S. and Westrey, D. E. (eds) (1993) Organisation Theory and the Multinational Corporation, New York, St Martin’s Press. Jackson, S., Hitt, M. DeNisi, A., (eds). (2003). Managing Knowledge for Sustained Competitive Advantage: Designing Strategies for Effective Human Resource Management. San Francisco: Jossey-Bass. Jenster, P. V. (1987) ‘Using critical success factors in planning’, Long Range Planning, 20: 102-3. Porter, Michael E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press. __ (1985), Competitive Advantage: Creating and Sustaining Superiority. New Y ork: Free Press. Shriberg, A., Lloyd, C., Shriberg, D. and Williamson, M. (1997) Practicing Leadership: Principles and Applications, John Wiley Sons. Weinrauch, Donald J. (1986), â€Å"Franchising an Established Business,† Journal of Small Business Management 24 (July), 1-7. How to cite Developments in Management and Organizational Thinking, Essays

Business Operations Strategies

Question: Discuss about the Business Operations Strategies. Answer: Introduction Every business has a responsibility of ensuring that its customers are fully satisfied with its products or services. This is the real driver for customer loyalty in the business. If customers are fully satisfied, they remain customers to the business. If not fully satisfied, they are lost to competitors who offer better services in a very short period (Leinbach-Reyhle, 2016). Satisfaction will raise the number of customers through the word-of-mouth by the satisfied customers (Thompson, 2015).Coles being facing stiff competition from Woolworth- the largest supermarket chain, is determined to introduce new products and services that would make it more competitive. The sentiments of consumers are constantly changing, and the options available to consumers are many (Carter, 2016). From the information available in the internet, Coles noted how the number of customers to Woolworth rose after the introduction of the policy selling business. It is not however defined the extent to which Wo olworth will go into providing such services. Coles is, therefore, getting into a better position after the introduction of the financial service business. It is becoming unique from its competitors by introducing products with high demand (Ranade, 2012). This research will establish the reason for retaining customers in business. I.e. the things that make them stay loyal. Literature Review Coles is the second largest Australian supermarket chain which is owned by Wesfarmers. It is more than a decade since the selling of financial services by UKs grocery store and elsewhere begun. Although the local banking market proofed tough to break into, Macquarie the investment bank estimated that established banks would lose revenue amounting to billions of dollars to such a service. It was in the year 2010 when the push of Coles to financial service begun. The first service to be offered was the car insurance policies which had more than 350,000 customers in 2014. In May the same year expanded its services and started offering life insurance policies. Rob Scott, the finance director of Coles, accredited of the fast growth of technology. He noted that more focus on how their physical store could be used, would be the current issue if the financial services operation were started up 15 years ago (Jones, 2014). He also noted that their customers were proposing to base their transac tions through a digital process where they could use their phones and tablets. It was on July 15th 2014 when Coles made an announcement of its plans to expand its operations into an industry of financial services. In other words, its aim was to become a bank of its customers. Since 2010, Coles had already issued 400,000 credit cards. In 2014, it entered into a joint venture with the General Electric's (GE) Capital. The goal of the venture was to ensure that financial services of a wide range were accessible to the consumers by 2015. I.e. loans. There would be additional rewards that were to be offered by Coles to its banking customers. These included discounted groceries. The venture was on a 50-50 basis and was subjected to regulatory approval (Jones, 2014). The initial offers were, loans, mobile wallets and credit cards that were Coles-branded. The banking operation had been practiced by Tesco and Sainsbury since 1997. It is therefore from the playbook of UK supermarkets where this initiative originated. This idea was borrowed by both Coles and Woolworth supermarkets. Their leaders were noted to have spent some time in the UK where they found this initiative. John Durkan who was Coles new boss had spent 17 years in the Safeway of UK outfit, while Tjeerd Jegen who was the chief of Woolies had spent time with Tesco (Wenlei, 2014). Matt Levey, the choice director of campaigns, told news.com.au that the expansion into finance by Coles was a good thing for consumers and that it would yield many benefits. This is by shaking up the four large players in the banking markets. The main reason possibly why Coles invested in financial services is because of competing with Woolworth its biggest rival. The launching of the pet and life policies by Woolworth in 2011, and later expanding to home and travel policies enabled it to add more t han 125,000 customers by the end of 2014. The main aim is to make the products good enough to be attractive to customers. Since rewards program is attached to supermarket products, households would be more easily be influenced to choose the products. Jon Church who was the spokesman of Coles said that the core business of Coles was retail and predominantly a food retailer. It is around that the buildup of the other elements has occurred as a result of bringing value and choice to the customers (Wenlei, 2014). Jon noted that the growth of Coles business is determined by the customers; that they dont sell if the customers fail to buy. Coles financial services combine shopping with the Coles credit cards and loyalty programs (flybuys) (Simes and OMahony, 2015). The key insights of this combination include; Coles mobile strategy important part is the provision of integrated services by combining shopping experience with Coles credit cards and loyalty programs (flybuys) (Leinbach-Reyhle, 2016). The use of loyalty programs and cus tomer engagement has increased as a result of this combination (Levine, 2015). The fun of shopping experience is raised by the fact that customers earn points while they shop using their credit cards (creditcardfinder.com, 2012). The latest flybuys offers can be checked by the customers by using mobile apps which raise their engagement per the loyalty system. Coles revenues according to Mr. Scott, was predicted to be heavily impacted during the first year after venturing with the GE Capital Australia. But the main aim of introducing these products was to promote spending and customers loyalty (PR Loyalty Solutions, 2012). The spending on Coles increases when the customers obtain products of financial services with Coles. The prediction of Rob Scott was that before long, Coles would be offering its financial services to a million customers. However, the proportion of revenue contributed by the financial business of the grocery chain is small. This is despite the growth experienced over the years in this sector. The target for Coles financial service business has not yet been disclosed, but it was noted that increment on the number of their customers was their priority. Objectives and Research Questions General Objectives To determine the relationship that exists between credit card and customer loyalty of Coles supermarket and its impact on Australian revenue. Specific Objectives To determine how the loyalty of Coles customers was impacted by its introduction of the credit cards. To find out why financial services offered by supermarkets are more attractive to households than those in the banking market. To recognize the advantages the customers have when they use credit cards instead of direct cash payments. To establish the reason why Coles decided to invest in financial services. To determine the proportion of revenue contributed by the financial business of the grocery chains. Research Questions How did the introduction of credit cards impact the loyalty of Coles supermarket customers? What are the possible reasons that would make households more attracted to financial services offered by supermarkets rather than those offered by other large players in the banking market? What will be the advantages of using the credit cards over the regular payment system? Is profitability the reason why Coles supermarket decided to invest in financial services? Does the financial business have a significant contribution to revenue of the grocery chains? Research Methodologies and Techniques The collection of data for this research will be easier and cheap since no much traveling will be required. It will only require an interview with the Coles supermarket management team to provide the required information. A thousand customers will be taken as a sample and observation be done on their purchasing method. Of the 1000 customers observed randomly, the number of those using credit cards will be recorded. Since this financial business has only been in operation for a short period, monthly data will be used for the analysis. There will be the testing of hypothesis to test whether the introduction of the credit card has raised the customers loyalty. Both the null and alternative hypothesis will be tested. HO: The introduction of credit cards did not raise customers loyalty HA: The introduction of credit cards raise the customers loyalty The decision criterion will be such that, if the null hypothesis is rejected, so we shall fail to reject the alternative hypothesis, it shall be concluded that the introduction of the credit cards raised the customers loyalty. Description of the Research Process The first step to carrying out this research will be to write a project proposal. The proposal will consist the title of the project. The research questions that will consist of the opportunities identified will be drawn to guide the whole research process. Literature review on the identified topic will be obtained from the secondary sources. From the general objective of the study, there will be drawn some other specific objectives which will be in line with the research questions. The methodology and techniques provided in the research proposal will be applicable for the actual project. Data will be collected, analyzed, and various conclusions will be drawn. Recommendations will be provided. Description of Data Collection and Analysis Methods The data to be collected in this research will be both quantitative and qualitative. Primary data will be gathered in the supermarket itself through the method of observation. The data will be a qualitative data to help in the determination of the satisfaction level of the customers. A high number of credit card users will be an indicator that customers loyalty is high at Coles. A simple interview question can be asked to those customers who dont use credit cards - do you have a credit card? This will help in the comparison of the number of credit cards issued and those that remain in use. I.e., some are never used after they are issued. Secondary data will be obtained from Coles management. Data to be collected will include; the change in the number of customers who use credit cards every month and the increase in the number of customers to the supermarket every month, whether a credit or non-credit user. The data on revenue contribution will be obtained from the revenue authority website. A regression analysis will be carried out to proof whether the increased customers loyalty will contribute to the lower proportion of the revenue contribution of the grocery chains. It will also be used to confirm whether the introduction of the credit cards has raised the number of customers. Description of Expected Research Outcomes This research will establish that in deed the credit cards will raise the loyalty of Coles supermarket. The proof of increased number of the users of the credit cards will confirm the words said by Mr. Scott that before long, Coles supermarket will be having a million customers enjoying their offerings. In the consideration of the revenues contribution by financial businesses that were established earlier in the UK, and whose development has been recorded over the years, Coles supermarket contribution of the grocery chains is expected to be small. For instance, the contribution of Tesco to roughly 2% of the overall UK revenue (Jones, 2014). The banking income of Sainsbury's accounted for almost 1% of its overall revenue. The research will, therefore, confirm that Coles goal is not actually to raise more revenue, but to bring value to its customers- value brings loyalty to business (Ranade, 2012). Achievement of a significant customers loyalty positions a business at a competitive advantage level. This research will, therefore, pose a challenge to the other lower level supermarket chains to come up with unique products that will attract more customers to their business. The competition for customers loyalty will result in increased social welfare as quality products and services will be provided to the customers. References Carter, B. (2016). Customer Loyalty Statistics: 2016 Edition. [Online] Blog.accessdevelopment.com. Available at: https://blog.accessdevelopment.com/customer-loyalty-statistics-2016-edition [Accessed 8 Aug. 2016]. Creditcardfinder.com. (2012). Coles Platinum Rewards MasterCard| Credit Card Finder. [Online] Available at: https://www.creditcardfinder.com.au/coles-platinum-mastercard.html [Accessed 9 Aug. 2016]. Jones, D. (2014). Coles steps up bank competition. [Online] Theaustralian.com.au. Available at: https://www.theaustralian.com.au/business/business-spectator/coles-steps-up-bank-competition/news-story/35c6815d236748e9ad03be7f344523c6 [Accessed 7 Aug. 2016]. Leinbach-Reyhle, N. (2016). Forbes Welcome. [Online] Forbes.com. Available at: https://www.forbes.com/sites/nicoleleinbachreyhle/2016/04/20/customer-loyalty-in-todays-modern-retail-world/#34dbbf583008 [Accessed 8 Aug. 2016]. Levine, M. (2015). The ALDI effect: Australias changing supermarket scene. [Online] Roy Morgan. Available at: https://www.roymorgan.com/findings/6297-aldi-effect-australias-changing-supermarket-scene-201506220132 [Accessed 7 Aug. 2016]. PR Loyalty Solutions. (2012). What is Customer Loyalty?. [Online] Available at: https://prloyaltymarketing.com/customer-loyalty/what-is-customer-loyalty/ [Accessed 9 Aug. 2016]. Ranade, K. (2012). Customer Loyalty - What is it? How Can You Measure and Manage It? - Loyalty Research Center. [Online] Loyalty Research Center. Available at: https://www.loyaltyresearch.com/insights/customer-loyalty-what-is-it-how-can-you-measure-and-manage-it/ [Accessed 7 Aug. 2016]. Simes, R. and OMahony, J. (2015). Mobile nation - impacts of mobile technologies on retail industry | Deloitte Australia | Deloitte Access Economics. [Online] Deloitte Australia. Available at: https://www2.deloitte.com/au/en/pages/media-releases/articles/mobile-nation-impacts-of-mobile-technologies-on-retail-industry-020715.html [Accessed 7 Aug. 2016]. Thompson, D. (2015). 3 Ways to Increase Customer Loyalty. [Online] Entrepreneur. Available at: https://www.entrepreneur.com/article/244138 [Accessed 8 Aug. 2016]. Wenlei, (2014). How supermarkets have taken over your life. [Online] NewsComAu. Available at: https://www.news.com.au/finance/business/retail/woolworths-and-coles-have-taken-over-australians-lives/news-story/344d02196373c4f960a0d0014613ac1c [Accessed 6 Aug. 2016].