Consensual Relationship Agreements Case Study Example | Topics and Well Written Essays - 1500 words

Consensual Relationship Agreements - Case Study Example This discussion stresses that there might be emails, instant messages, phone chats etc. while two people are in a workplace relationship. These things will affect the performance of the employees. Still, these might be controlled if the boss makes it clear that these things will not be appreciated in workplace but then again, there might be rebellious behavior from them. The worst nightmare, however, can be when these people breakup and end their relationship on a bad note. This might affect their performance to great extremes. For example, if one is superior in rank than the other he/she might become biased, judgmental and the other might be discriminated against. Bad words might be exchanged and gossips about them might start which will eventually affect their work. There is also a chance that sometimes on e party might claim that he/she was pressured to be in the relationship. This can bring extreme results which will immediately affect company’s rapport and performance. From this paper it is clear that in such circumstances, the company cannot just tell the employees that there will be no workplace relationships as this will cause rebellion which might bring aggressive responses and attitudes from employees which is even worse. Moreover, more people will do it just to show their adventurous and thrilling side. Also, this can cause frustration among employees. In order to avoid all of the above, an approach might be taken which is called Consensual Relationship Agreements (CRA) which is a written contract signed by two people who are involved in a romantic relationship in an organization. In such a contract, both the parties agree to certain things that mainly cover that both of them are involved in the relationship willingly, with their full consent and are not under any pressure.

Cell Phones Essay Example for Free

Cell Phones Essay Cell phones are the way of life today. In the US, little kids are carrying around the newest iPhone versions. Closing the digital divide requires studying and learning about the country’s needs and capabilities of upgrading to the digital world. There are countries that are financially unable to afford a cell phone, but it should be the cell phone companies that should be able to work around various prices for cell phones. For example, in the U.S. the iPhone is taking over and consumers require the latest technologies. As the phones get older, companies should send those phones to less developed countries in an effort to grow the digital market and close the digital divide. As the article mentions, India leads the way with 756 million subscribers, while being a developing country. All it takes is an introduction to the country and cell phones begin to spread like wildfire. They market themselves once introduced in a country at a reasonable price. If the price is too much for a single family to afford, the family can set goals to attain a cell phone in the future. Either way, cell phones sell themselves. â€Å"To get a sense of how rapidly cell phones are penetrating the global marketplace, you need only to look at the sales figures. According to statistics from the market database Wireless Intelligence, it took about 20 years for the first billion mobile phones to sell worldwide. The second billion sold in four years, and the third billion sold in two. Eighty percent of the world’s population now lives within range of a cellular network, which is double the level in 2000† (Corbett, 2008). In 2008, these statistics show that cell phone market was on a rise. Since iPhone’s introduction in 2007, the cell phone market has grown even more substantially, especially in the U.S. I can speak for the ever-increasing mobile service in India as even rickshaw drivers who make about 50 rupees (about $1.25) in two hours are carrying a cell phone. Companies such as Obopay and Moka are transforming the service provider payment plan to pay as to go in various countries. â€Å"Obopay, for instance, is enabling third-world countries including India to receive and send payments via text message, while Moka provides language translations, such as English to Chinese† . This is a way to close the divide. If a family cannot afford to pay a consistent wage every month for a cell phone, companies such as Obopay are able to provide the pay as you go plan. Families and individuals in India pay as they go, they utilize their cell phones, as they need to, according to how much they are able to afford. Through these payment plans, cell phone companies can sell their phones to a mass audience in large countries like India and China. One company that has millions of customers in third world countries is Nokia. â€Å"There are entire chunks of the planet where Nokia has a virtual monopoly because no other manufacturer even wants to compete† . With the iPhone and Android dominating the U.S. market, Nokia has found its niche in third-world countries. The countries where consumers cannot yet afford the newest iPhone are turning to Nokia. They have positioned themselves as #1 ahead of Samsung, Apple, Motorola and anyone else. This is because they saw a market opportunity and are utilizing the need for cell phones around the world. The U.S. may be looking for new technology, but to the third world countries, simple Nokia phones are new technology. References: Corbett, S. (2008, April 13). Can the Cell Phone Help End Global Poverty. Retrieved April 18, 2012, from NYTimes: http://www.nytimes.com/2008/04/13/magazine/13anthropology-t.html?pagewanted=all Openshaw, J. (2009, May 24). Mobile Phones: Key To Developing Nations. Retrieved April 18, 2012, from Huffington Post: http://www.huffingtonpost.com/2009/04/23/mobile-phones-key-to-deve_n_190809.html Raby, M. (2012, January 30). Nokia still top mobile phone maker. Retrieved April 18, 2012, from TG Daily: http://www.tgdaily.com/mobility-brief/61102-nokia-still-top-mobile-phone-maker

National Crisis :: essays papers

National Crisis Our society is being forced to deal with uneducated, illiterate high school graduates. You may ask how is a high school graduate so ill prepared for the world. Have you ever been to a store where a young person, maybe a high school student is the sales associate and the register shuts down right before you receive your change? Did you notice the look of panic on their face because they were not sure how much change you were supposed to receive? It is because of the national crisis, social promotion that can be accredited to this dependency on everything except their educated brain’s. We as educated people must help find a way to save our children from wasting their academic careers due to social promotion. "Truly embracing the idea that all children can learn and making sure that all children do, requires that we all take responsibility for ending social promotion." (www.ed.gov) If we accept and aim to prove that all people are capable of learning life’s basic necessities we will start breaking down the wall of stupidity social promotion has built. Social promotion, the national crisis, is the promotion of students to the next grade level without mastery of their current curriculum.(www.ncrel.org) "More than half of teachers surveyed in a recent poll stated that they had promoted unprepared students in the last school year, often because they see no alternative." (www.ed.gov) If a teacher sees no option for a student other than failing or socially promoting them, the teacher generally promotes them, because it goes over easier with in society and authority. This is essentially depleting the educational standards of our country. Standards are lowered as students are continually cheated of the material necessary to independently survive in the "real" world. The realization that I was cheated by social promotion finally came about my senior year of high school. As far back as I can remember I have had problems with math, but I passed every year up until I met Coach Taylor. He was a nonconformist in nearly every sense of the word. He definitely did not jump on the bandwagon of socially promoting students. I learned the hard way about the true aftermath of social promotion that year. I was held accountable for things I didn't know. Therefore, I was fairly distraught to discover I wouldn't be graduating with all my friends.

Reinforcement and Employees Essay

Q3. What tools does Walmart use to motivate employees? How might a lack of motivation affect associates and how should managers respond? Give me a W! Give me an A! Give me an L! Give me a squiggly! Give me an M! Give an A! Give me an R! Give me a T! What’s that spell? Walmart! Whose Walmart is it? It’s my Walmart ! Who’s number one? The customer! Always! The good times continue at Walmart, and so do hard work and achievement. For many employees, seeing peers rewarded for a job well done proves highly motivational. Executives at Walmart refer to the company as one big family. There are no grunts or gophers –no employee, no matter how new, is thought of as low person on the totem. According to the company’s â€Å"open door† policy, all associates are encouraged to speak freely, share concerns, and express ideas for improving daily operations. In return, they can expect managers to treat all discussions fairly with an open mind. The policy is ri ght out of Walton’s playbook. â€Å"Listen to your associates,† Walton urged. â€Å"They’re the best idea generators.† The founder’s wisdom is routinely reaffirmed through the oft-repeated quote that â€Å"nothing constructive happens in Bentonville† – a reference to Walton headquarters. In Walton’s grass – roots ethic, local employees are the ones most likely to produce fresh ideas. One significant way managers can meet higher motivational needs is to shift power down from the top of organization and share it with employees to enable them to achieve goals. Empowerment is power sharing, the delegation of power or authority to subordinates in an organization. Increasing employee motivation for task accomplishment because people improve their own effectiveness, choosing how to do a task and using their creativity. Empowerment is one way managers promote self- reinforcement and self- efficacy, as defined in the discussion of social learning. Empowering employees involves giving them four elements that enable them to act more freely accomplish their jobs: information knowledge, power, and rewards. First of all, employees receive information about company performance. In companies where employees are fully empowered, all employees have access to all financial and operational information. Secondly, employees have knowledge and skills to contribute to company goals. Companies use training programs and other development tools to help people acquire the knowledge and skills they need to contribute to organizational performance. The third motivation is employees have the power to make substantive decision. Empowered employees have the authority to directly influence work procedures and organizational performance, such as through quality circles or self- directed work teams. And last but not least, employees are rewarded based on company performance. Organizations that empower workers often reward them based on the results shown in the company’s bottom line. Organizations may also use other motivational compensation programs described in Exhibit 16.8 to tie employee efforts to company performance. Exhibit 16.8 Many of today’s organizations are implementing empowerment programs, but they are empowering workers to varying degrees. At some companies, empowerment means encouraging workers’ idea while managers retain final authority for decisions; at others it means giving employees almost complete freedom and power to make decisions and exercise initiative and imagination. Current methods of empowerment fall along a continuum, as illustrated in exhibit 16.9 . The continuum runs from situation in which front- line workers have almost no discretion, such as on a traditional assembly line, to full empowerment, where workers even participate in formulating organizational strategy. Exhibit 16.9 Perhaps the most important things managers can do to enhance organizational communication and dialogue can encourage people to communicate honestly with one another. Subordinates will feel free to transmit negative as well as positive message to managers without fear of retribution. Efforts to develop interpersonal skills among employees can also foster openness, honesty, and trust. Second, managers should develop and use formal communication channels in all direction. Scandinavian Designs uses two newsletters to reach employees. Dana Holding Corporation developed the â€Å"Here a Thought† board- called a HAT rack- to get ideas and feedback from workers. Other techniques include direct mail, bulletin boards, blogs, and employee surveys. Third, managers should encourage the use of multiple channels including both formal and informal communications. Multiple communication channels include written directives, face- to- face discussions, and the grapevine. For example, managers at GM’s Packard Electric plant use multimedia, including a monthly newspaper, frequent meeting of employees’ teams and an electronic news display in the cafeteria. Sending messages through multiple channels increases the likelihood that they will be properly received. Fourth, the structure should fit communication needs. An organization can be designed to use teams, task forces, project managers, or matrix structure as needed to facilitate the horizontal flow of information for coordination and problem solving. Structure should also reflect information need. When team or department task are difficult, a decentralized structure should be implemented to encourage discussion and participation. Empowerment is the process of distributing decision-making power throughout an organization. It is a process which enables employees to set personal work goals, make minor decisions and to solve conflicts by using their personal authority. Team Bonuses, in situations in which employees should cooperate with each other and isolating employee performance is more difficult, companies are increasingly resorting to tying employee pay to team performance. For example, in 2007, Wal-Mart gave bonuses to around 80% of their associates based on store performance. If empl oyees have a reasonable ability to influence their team’s performance level, these programs may be effective. One way Wal-Mart facilitates respect for an individual is through an open-door policy that allows employees of all levels to communicate with managers in higher levels of the company. This open-door policy is also a way of keeping unions from forming in the company. The philosophy is that when employees have avenues for expressing their complaints and problems, there will be no reason to have union representatives (Cray, 2000; Slater, 2003). However, people may question how effective this policy is, because employees still attempt to form unions. Walton also believed in the importance of having a clear flow of communication with his workers, claiming that the more information they received the harder they would work for him. â€Å"The more they know, the more they’ll understand,† he said. â€Å"The more they understand, the more they’ll care. Once they care, there’s no stopping them.† To Walton, the free flow of information between him and his worke rs demonstrated the trust and respect he had for them. Without that trust, Walton felt he could not succeed. â€Å"Information is power, and the gain you get from empowering your associates more than offsets the risk of informing your competitor,† he said. For Walton, the bottom line was to appreciate his workers and to make them feel valued. He knew that a paycheck and stock options alone would not guarantee loyalty or hard work. Instead, he realized the importance of making sure his workers knew they were appreciated. â€Å"Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise,† he said. â€Å"They’re absolutely free – and worth a fortune.† By having motivated and loyal employees, Walton could then use them as his secret weapon. â€Å"The folks on the front lines – the ones who actually talk to the customer – are the only ones who really know what’s going on out there,† he said. By listening to his workers and their ideas, Walton could stay on top of his game; â€Å"This really is what total quality is about.† Listen to everyone in your practice/team. Obviously your team is a lot smaller than Wal-Mart, but Sam’s tactic of figu ring out ways to get â€Å"front line† people talking holds true for advisors. You can gain a lot of insight into your clients, and it will help strengthen relationships with support personnel. And yes, listen to your clients too. continuous communication is the most important thing to remember. Change usually causes fear about different things. Communication must be very open, honest and encouraging. It also has to cover all the parties involved in the change. Happy employees mean happy customers. Walton admitted that initially he was so stingy and did not give good pay to his employees. But eventually he realized that he should give a larger payment to his employees because they are considered as â€Å"business partners†. According to Walton, who treated the way management is the same business partner in a way that applied to the consumer. If the business partner treats their customers well then the consumer will come again and again therein lies the advantage and business success. Walton also often visited his shop and asked for their opinions, especially employees who are on the front lines, those who actually faced and talking with customers, as people who know the real situation on the ground. Management’s number one goal with their employees is to make working at Wal-Mart fun and rewarding. They even have their own cheer to boost associates morale and organizational spirit (Wal-Mart, 2008). â€Å"Who’s Wal-Mart? It is my Wal-Mart† (Wal-Mart, 2008). This is the type of leadership styles that all organizations need to use. This style makes employees want to come to work everyday and they feel secure knowing that they are working for a great organization. Wal-Mart is like one big family and like to make their associates feel like they are an important part of keeping the doors open for everyone. If Walmart this organization are lack of motivation it’ll affects associates also called employees. Lack of motivation equates to less work being accomplished. Productivity does not disappear; it is usually transferred to aspects not related to the organization’s work. Things like personal conversations, Internet surfing or taking longer lunches cost the organization time and money. Reduced productivity can be detrimental to an organization’s performance and future success. Low employee motivation could be due to decreased success of the organization, negative effects from the economy or drastic changes or uncertainty within the organization. No matter what the cause, having the reputation of having an unpleasant work environment due to low employee motivation will ultimately impact how existing and potential clients or partners view working with an organization. A reputation can precede an organization and dictate its future in the industry. The reinforcement approach employee motivation sidesteps the issue of employee needs and thinking processes described in the content and process theories. Reinforcement theory simply looks at the relationship between behavior and its consequences. It focuses on changing or modifying employees’ on –the-job behavior through the appropriate use of immediate rewards and punishments. Behavior modification is the name given to the set of techniques by which reinforcement theory is used to modify human behavior. The basic assumption underlying behavior modification is the law of effect, which states that behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated. Reinforcement is defined as anything that causes a certain behavior to be repeated or inhibited. The four reinforcement tools are positive reinforcement, avoidance learning, punishment, and extinction, as summarized in exhibit16.6 Positive reinforcement is the administration of a pleasant and rewarding consequence following a desired behavior, such as praise for an employee who arrives on time or does a little extra work. Research shows that positive reinforcement does help to improve performance. Moreover, nonfinancial reinforcement such as positive feedback, social recognition, and attention are just as effective as financial incentives. One study of employees at fast- food drive- thru windows, for example, found that performance feedback and supervisor recognition had a significant effect on increasing the incidence of â€Å"up- selling† or asking customers to increase their order. Montage Hotels &resorts, known for its culture of gracious yet humble service, uses a variety of employee recognition programs to positively reinforce employees for providing exceptional service. CEO Alan J. Fuerstman says â€Å"it’s simple psychology. People commit more acts of kindness when they are appreciated f or them.† Avoidance learning is the removal of an unpleasant consequence once a behavior is improved, theory encouraging and strengthening the desired behavior. Avoidance learning is sometimes called negative reinforcement. The idea is that people will change a specific behavior to avoid the undesired result that behavior provokes. As a simple example, a supervisor who constantly reminds or nags an employee who is goofing off on the factory floor and stops the nagging when the employee stops goofing off is applying avoidance learning. Punishment is the imposition of unpleasant outcomes on an employee. Punishment typically occurs following undesirable behavior. For example, a supervisor may berate an employee for performing a task incorrectly. The supervisor expects that the negative outcome will serve as a punishment and reduce the likelihood of the behavior recurring. The use of punishment in organization is controversial and often criticized because it fails to indicate the correct behavior. However, almost all managers report that they find it necessary to occasionally impose forms of punishment ranging from verbal reprimands to employee suspensions or firings. Extinction is the withholding of a positive reward. Whereas with punishment, the supervisor imposes an unpleasant outcome such as a reprimand, extinction involves withholding praise or other positive outcomes. With extinction, undesirable behavior is essentially ignored. The idea is that behavior that is not positively reinforced will gradually disappear A New York Times reporter wrote a humorous article about how she learned to stop nagging and instead use reinforcement theory to shape her husband’s behavior after studying how professionals train animals. When her husband did something she liked such as throw a dirty shirt in the hamper, she would use positive reinforcement, thanking him or giving him a hug and a kiss. Undesirable behaviors, such as throwing dirty clothes on the floor, on the other hand, were simply ignored, applying the principle of extinction. Reward and punishment motivational practices based on the reinforcement theory dominate organizations. According to the Society for Human Resource Management, 84 percent of all companies in the United States offer some type of monetary or non- monetary reward system, and 69 percent offer incentive pay, such as bonuses, bases on an employee’s performance. However, in other studies, more than 80 percent of employers with incentive programs have reported that their programs are only somewhat successful or working at all. Despite the testimonies of organizations that enjoy successful incentive programs, criticism of these â€Å"carrot- and- stick† methods is growing, as discussed in the Manager’s Shoptalk. If rewards and motivation are failed to fulfill the employees the manager of Walmart should apply some positive reinforcement in order to safe the situation. Positive reinforcement is the practice of rewarding desirable employee behavior in order to strengthen that behavior. For example, when you praise an employee for doing a good job, you increase the likelihood of him/her doing that job very well again. Positive reinforcement both shapes behavior and enhances an employee’s self-image. Recognizing and rewarding desirable employee behavior is the essential key to motivating employees to work more productively. This method will reap many benefits, first it clearly defines and communicates expected behaviors and strengthens the connection between high performance and rewards. It reinforces an employee’s behavior immediately after learning a new technique and promotes quick, thorough learning. It motivates effective workers to continue to do good work. Lack of reinforcement leads to job dissatisfaction. It increases productivity by rewarding workers who conserve time and materials. Employees who are rewarded after they successfully perform feel self-confident and become eager to learn new techniques, take advanced training, and accept more re sponsibility. Rewarding employees who suggest improved work procedures will produce more innovation – if you create a relaxed work environment, reward new ideas and tolerate innovative failures. Employees who receive recognition for their achievements are more enthusiastic about their work, more cooperative, and more open to change. Besides that, when you show appreciation and reward employees for good work, you’ll be able to increase their job commitment and organizational loyalty. In conclusion, giving positive reinforcement does not mean that what is done incorrectly by an employee is to be ignored. Instead, it means to recognize what portion of the work was done correctly first, then follow-up with what can be done better the next time and why the performance or work result was not quite what was expected. If this means the manager must take some of the blame for not giving detailed instructions for the desired behavior or result, they should do so in an apologetic manner and then proceed to explain how the manager personally will try to do better. This is an excellent time for the manager to let the employee know they still have faith in them but need their help and cooperation by their asking questions if the manager’s instructions are not clear. This allows both the employee and manager to get better at communication, which results in improved task completion. Remember mangers need to give positive results first, then follow-up with what improvements are needed, apologize if necessary, and then reinforce what was done right again. When working the improvement or follow-up statement do not use the word â€Å"but† as this word often negates anything said before it and the employee may stop listening as they know a negative is coming next.

How Far Do Sociologists Agree That Education Benefits the Ruling Class Essay

The debate outlined above suggests that some sociologists believe that education benefits the ruling class, however other sociologists may argue that education benefits everyone or just men. To address this issue I will be looking at both sides of the argument and I will assess to what extent sociologists agree that education benefits the ruling class. Some sociologists; such as Marxist agree with the statement above that education benefits the ruling class. One reason for this is that they believe that education brings about social class reproduction, to benefit them. This means that rich can afford to go to big successful private schools, and then go onto having successful jobs, whereas the poor will continue being poor, as they cannot afford to go to private schools and therefore will not achieve the same grades as the ruling class and will not get as well paid jobs. They believe that the working class do not achieve in education because of their material deprivation and cultural deprivation meaning that the working class will not achieve as much as the ruling class, as they cannot afford to buy books, tutors or equipment like the ruling class can. Another reason Marxists agree with this statement is because they believe that through education the wealthy learn to rule, and the working class learn to be ruled. They believe that there is a hidden curriculum where the working class learn respect, authority, punctuality and hard work. This will then prepare them to be obedient workers for the ruling class, who will then exploit them to make a profit. Furthermore, Marxists believe that education transmits ideology; this means it puts the working class in a false consciousness this means that the working class cannot see that education therefore they do not start to revolve, and do anything about it. According to Marxists meritocracy is just a myth, and education is not fair as it favours the wealthy. On the other hand, other sociologists such as functionalists disagree that education benefits the ruling class. According to the functionalism education benefits the whole of society. They believe that the main purpose of education is secondary socialisation; this is where pupils learn important norms and values e.g. respect, manners, punctuality, and hard work. They learn this through social control and sanctions; these sanctions could be punishments, rewards, formal or informal. Functionalists believe that education helps maintain order in society, and without order there would be chaos (anomie). They also believe that education provides a sense of national identity, like being a British citizen. Another reason that functionalists disagree with the statement is because they believe that education performs occupational role allocation, this is where pupils will get a job according to their talents or skills therefore the most talented or most skilled will get the highest paid jobs. Functionalists believe that education provides the institution of work with skilled workers; this is the idea of organic analogy, where each institution is society work together to benefit one another. Functionalists claim that education is a meritocracy and that education is fair and based on equality of opportunity. They also believe that education provides an opportunity of social mobility, where the working class can move up the social class system if they work hard enough. Another function of education is that it provides child minding, therefore when the child is at school it allows both parents to work and earn money. Another view this is the feminists view, they disagree that education benefits the ruling class, however they believe that education benefits men. They claim that the role of education is to benefit males, to maintain a patriarchal society, where men dominate society. They do this by socialising students into traditional gender roles, where the females learn to be a housewife and the males learn to be the breadwinner. This is achieved through subject choice, and career advice, these are often based on stereotypes. For example, males will learn engineering at school, whereas females will not more domestic subjects such as cooking and sewing. However, this view may not be as relevant today as since the 1980s girls have been achieving better at all levels, which suggests that society is now less patriarchal and girls now have more opportunities. After assessing both sides of the argument, it is evident that education does benefit both the ruling class, and the working class. I think this because although education doesn’t benefit the working class as much, it does teach them important morals such as not to steal etc., I also believe that the education does benefit the ruling class, as it teaches them skills for the future, however I feel as though education is no long patriarchal as girls are achieving better then boys. Overall, I have come to the conclusion that education benefits everyone, some maybe not so much, but I believe everyone gains from education whether it is skills to work, or morals.

Biography of Qin Shi Huang, First Emperor of China

Biography of Qin Shi Huang, First Emperor of China Qin Shi Huang (around 259 BCE–September 10, 210  BCE) was the First Emperor of a unified China and founder of the Qin dynasty, who ruled from 246 BCE to 210 BCE. In his 35-year reign, he caused both rapid cultural and intellectual advancement  and much destruction and oppression within China. He is famed for creating magnificent and enormous construction projects, including the beginnings of the Great Wall of China. Fast Facts: Qin Shi Huang ï » ¿Known For:  First Emperor of unified China, founder of Qin dynastyï » ¿Also Known As:  Ying Zheng; Zheng, the King of Qin; Shi HuangdiBorn:  Exact date of birth unknown; most likely around 259 BCE in HananParents: King Zhuangxiang of Qin and Lady ZhaoDied:  September 10, 210  BCE in eastern ChinaGreat Works:  Beginning construction of the Great Wall of China, the terracotta armySpouse: No empress, many concubinesChildren: Around 50 children, including Fusu, Gao, Jianglà ¼, HuhaiNotable Quote: I have collected all the writings of the Empire and burnt those which were of no use. Early Life Qin Shi Huangs birth and parentage are shrouded in mystery. According to legend, a rich merchant named Lu Buwei befriended a prince of the Qin State during the latter years of the Eastern Zhou Dynasty (770–256 BCE).  The merchants lovely wife Zhao Ji had just gotten pregnant, so he arranged for the prince to meet and fall in love with her. She became the princes concubine  and then gave birth to the merchant Lu Buweis child in 259 BCE. The baby, born in Hanan, was named Ying Zheng. The prince believed the baby was his own.  Ying Zheng became king of the Qin state in 246 BCE, upon the death of his supposed father. He ruled as Qin Shi Huang  and unified China for the first time. Early Reign The young king was only 13 years old when he took the throne, so his prime minister (and likely real father) Lu Buwei acted as regent for the first eight years.  This was a difficult time for any ruler in China, with seven warring states vying for control of the land. The leaders of the Qi, Yan, Zhao, Han, Wei, Chu, and Qin states were former dukes under the Zhou Dynasty  but had each proclaimed themselves king as the Zhou reign fell apart. In this unstable environment, warfare flourished, as did books like Sun Tzus The Art of War.  Lu Buwei had another problem as well; he feared that the king would discover his true identity. Lao Ais Revolt According to Sima Qian in the Shiji, or Records of the Grand Historian, Lu Buwei hatched a scheme to depose Qin Shi Huang in 240 BCE. He introduced the kings mother Zhao Ji to Lao Ai, a man famed for his large penis. The queen dowager and Lao Ai had two sons and Lao and Lu Buwei decided to launch a coup in 238 BCE. Lao raised an army, aided by the king of nearby Wei, and tried to seize control while Qin Shi Huang was traveling. The young king, however, cracked down hard on the rebellion and prevailed. Lao was executed by having his arms, legs, and neck tied to horses, which were then spurred to run in different directions. His whole family was also killed, including the kings two half-brothers and all other relatives to the third degree (uncles, aunts, cousins).  The queen dowager was spared  but spent the rest of her days under house arrest. Consolidation of Power Lu Buwei was banished after the Lao Ai incident  but did not lose all of his influence in Qin. However, he lived in constant fear of execution by the mercurial young king.  In 235 BCE, Lu committed suicide by drinking poison. With his death, the 24-year-old king assumed full command over the kingdom of Qin. Qin Shi Huang grew increasingly suspicious of those around him and banished all foreign scholars from his court as spies. The kings fears were well-founded. In 227, the Yan state sent two assassins to his court, but the king fought them off with his sword. A musician also tried to kill him by bludgeoning him with a lead-weighted lute. Battles With Neighboring States The assassination attempts arose in part because of desperation in neighboring kingdoms. The Qin king had the most powerful army and neighboring rulers feared a Qin invasion. The Han kingdom fell to Qin Shi Huang in 230 BCE. In 229, a devastating earthquake rocked another powerful state, Zhao, leaving it weakened. Qin Shi Huang took advantage of the disaster  and invaded the region.  Wei fell in 225, followed by the powerful Chu in 223. The Qin army conquered Yan and Zhao in 222 (despite another assassination attempt on Qin Shi Huang by a Yan agent).  The final independent kingdom, Qi, fell to the Qin in 221 BCE. China Unified With the defeat of the other six warring states, Qin Shi Huang had unified northern China. His army would continue to expand the Qin Empires southern boundaries throughout his lifetime, driving as far south as what is now Vietnam.  The King of Qin was now the Emperor of Qin China. As Emperor, Qin Shi Huang reorganized the bureaucracy, abolishing the existing nobility and replacing them with his appointed officials. He also built a network of roads, with the capital of Xianyang at the hub. In addition, the Emperor simplified the written Chinese script, standardized weights and measures, and minted new copper coins. Steve Peterson Photography /  Getty Images The Great Wall and Ling Canal Despite its military might, the newly unified Qin Empire faced a recurring threat from the north: raids by the nomadic Xiongnu (the ancestors of Attilas Huns). In order to fend off the Xiongnu, Qin Shi Huang ordered the construction of an enormous defensive wall. The work was carried out by hundreds of thousands of slaves and criminals between 220 and 206 BCE; untold thousands of them died at the task. This northern fortification formed the first section of what would become the Great Wall of China. In 214, the Emperor also ordered the construction of a canal, the Lingqu, which linked the Yangtze and Pearl River systems. The Confucian Purge The Warring States Period was dangerous, but the lack of central authority allowed intellectuals to flourish. Confucianism and a number of other philosophies blossomed prior to Chinas unification. However, Qin Shi Huang viewed these schools of thought as threats to his authority, so he ordered all books not related to his reign burned in 213 BCE. The Emperor also had approximately 460 scholars buried alive in 212 for daring to disagree with him, and 700 more stoned to death. From then on, the only approved school of thought was legalism: Follow the Emperors laws, or face the consequences. Qin Shi Huangs Quest for Immortality As he entered middle age, the First Emperor grew more and more afraid of death. He became obsessed with finding the elixir of life, which would allow him to live forever.  The court doctors and alchemists concocted a number of potions, many of them containing quicksilver (mercury), which probably had the ironic effect of hastening the Emperors death rather than preventing it. Just in case the elixirs did not work, in 215 BCE the Emperor also ordered the construction of a gargantuan tomb for himself. Plans for the tomb included flowing rivers of mercury, cross-bow booby traps to thwart would-be plunderers, and replicas of the Emperors earthly palaces. Tim Graham / Getty Images The Terracotta Army To guard Qin Shi Huang in the afterworld, and perhaps allow him to conquer heaven as he had the earth, the Emperor had a terracotta army of at least 8,000 clay soldiers placed in the tomb. The army also included terracotta horses, along with real chariots and weapons. Each soldier was an individual, with unique facial features (although the bodies and limbs were mass-produced from molds). Death A large meteor fell in Dongjun in 211 BCE- an ominous sign for the Emperor. To make matters worse, someone etched the words The First Emperor will die and his land will be divided onto the stone.  Some saw this as a sign that the Emperor had lost the Mandate of Heaven. Since nobody would confess to the crime, the Emperor had everyone in the vicinity executed. The meteor itself was burned and then pounded into powder. Nevertheless, the Emperor died less than a year later, while touring eastern China in 210 BCE. The cause of death most likely was mercury poisoning, due to his immortality treatments. Legacy Qin Shi Huangs Empire did not outlast him long. His second son and Prime Minister tricked the heir, Fusu, into committing suicide. The second son, Huhai, seized power. However, widespread unrest (led by the remnants of the warring states nobility) threw the empire into disarray. In 207 BCE, the Qin army was defeated by Chu-lead rebels at the Battle of Julu. This defeat signaled the end of the Qin Dynasty. Whether Qin Shi Huang should be remembered more for his monumental creations and cultural advances or his brutal tyranny is a matter of dispute. All scholars agree, however, that Qin Shi Huang, the first Emperor of the Qin Dynasty and a unified China, was one of the most important rulers in Chinese history. Sources Lewis, Mark Edward. The Early Chinese Empires: Qin and Han. Harvard University Press, 2007.Lu Buwei. The Annals of Lu Buwei. Translated by John Knoblock and Jeffrey Riegel, Stanford University Press, 2000.Sima Qian. Records of the Grand Historian. Translated by Burton Watson, Columbia University Press, 1993.

Battle of Short Hills in the American Revolution

Battle of Short Hills in the American Revolution Battle of Short Hills - Conflict Date: The Battle of Short Hills was fought June 26, 1777, during the American Revolution (1775-1783).   Ã‚   Armies Commanders: Americans General George WashingtonMajor General William Alexander, Lord Stirlingapprox. 2,500 men British General Sir William HoweLieutenant General Lord Charles CornwallisMajor General John Vaughanapprox. 11,000 men Battle of Short Hills - Background: Having been expelled from Boston in March 1776, General Sir William Howe descended on New York City that summer.   Defeating General George Washingtons forces at Long Island in late August, he then landed on Manhattan where he suffered a setback at Harlem Heights in September.   Recovering, Howe succeeded in driving American forces from the area after winning victories at White Plains and Fort Washington.   Retreating across New Jersey, Washingtons beaten army crossed the Delaware into Pennsylvania before halting to regroup.   Recovering late in the year, the Americans struck back on December 26 with a triumph at Trenton before achieving a second victory a short time later at Princeton. With winter setting in, Washington moved his army to Morristown, NJ and entered winter quarters.   Howe did the same and the British established themselves around New Brunswick.   As the winter months progressed, Howe commenced planning for a campaign against the American capital at Philadelphia while American and British troops routinely skirmished in the territory between the encampments.   In late March, Washington ordered Major General Benjamin Lincoln to take 500 men south to Bound Brook with the goal of collecting intelligence and protecting farmers in the area.   On April 13, Lincoln was attacked by Lieutenant General Lord Charles Cornwallis and forced to retreat.   In an effort to better assess British intentions, Washington moved his army to a new encampment at Middlebrook. Battle of Short Hills - Howes Plan: A strong position, the encampment was situated on the south slopes of the first ridge of the Watchung Mountains.   From the heights, the Washington could observe British movements on the plains below which stretched back to Staten Island.   Unwilling to assault the Americans while they held the high ground, Howe sought to lure them down to the plains below.   On June 14, he marched his army Somerset Courthouse (Millstone) on the Millstone River.   Only eight miles from Middlebrook he hoped to entice Washington to attack.   As the Americans showed no inclination to strike, Howe withdrew after five days and moved back to New Brunswick.   Once there, he elected to evacuate the town and shifted his command to Perth Amboy. Believing the British to be abandoning New Jersey in preparation for moving against Philadelphia by sea, Washington ordered Major General William Alexander, Lord Stirling to march towards Perth Amboy with 2,500 men while the rest of the army descended the heights to a new position near Samptown (South Plainfield) and Quibbletown (Piscataway).   Washington hoped that Stirling could harass the British rear while also covering the armys left flank.   Advancing, Stirlings command assumed a line in the vicinity of Short Hills and Ash Swamp (Plainfield and Scotch Plains).   Alerted to these movements by an American deserter, Howe reversed his march late on June 25.   Moving quickly with around 11,000 men, he sought to crush Stirling and prevent Washington from regaining a position in the mountains. Battle of Short Hills - Howe Strikes: For the attack, Howe directed two columns, one led by Cornwallis and the other by Major General John Vaughan, to move through Woodbridge and Bonhampton respectively.   Cornwallis right wing was detected around 6:00 AM on June 26 and clashed with a detachment of 150 riflemen from Colonel Daniel Morgans Provisional Rifle Corps.   Fighting ensued near Strawberry Hill where Captain Patrick Fergusons men, armed with new breech-loading rifles, were able to force the Americans to withdraw up Oak Tree Road.   Alerted to the threat, Stirling ordered reinforcements led by  Brigadier General Thomas Conway forward.   Hearing the firing from these first encounters, Washington ordered the bulk of the army to move back to Middlebrook while relying on Stirlings men to slow the British advance. Battle of Short Hills - Fighting for Time: Around 8:30 AM, Conways men engaged the enemy near the intersection of Oak Tree and Plainfield Roads.   Though offering tenacious resistance that included hand-to-hand fighting, Conways troops were driven back.   As the Americans retreated approximately a mile toward the Short Hills, Cornwallis pushed on and united with Vaughan and Howe at Oak Tree Junction.   To the north, Stirling formed a defensive line near Ash Swamp.   Backed by artillery, his 1,798 men resisted the British advance for around two hours allowing Washington time to regain the heights.   Fighting swirled around the American guns and three were lost to the enemy.   As the battle raged, Stirlings horse was killed and his men were driven back to a line in Ash Swamp. Badly outnumbered, the Americans were ultimately forced to retreat towards Westfield.   Moving quickly to avoid the British pursuit, Stirling led his troops back to the mountains to rejoin Washington.   Halting in Westfield due to the heat of the day, the British looted the town and desecrated the Westfield Meeting House.   Later in the day Howe reconnoitered Washingtons lines and concluded that they were too strong to attack.   After spending the night in Westfield, he moved his army back to Perth Amboy and by June 30 had fully departed New Jersey. Battle of Short Hills - Aftermath: In the fighting at the Battle of Short Hills the British admitted to 5 killed and 30 wounded.   American losses are not known with accuracy but British claims numbered 100 killed and wounded as well as around 70 captured.   Though a tactical defeat for the Continental Army, the Battle of Short Hills proved a successful delaying action in that Stirlings resistance allowed Washington to shift his forces back to the protection of Middlebrook.   As such, it prevented Howe from executing his plan to cut the Americans off from the mountains and defeat them in open ground.   Departing New Jersey, Howe opened his campaign against Philadelphia late that summer.   The two armies would clash at Brandywine on September 11 with Howe winning the day and capturing Philadelphia a short time later.   A subsequent American attack at Germantown failed and Washington moved his army into winter quarters at Valley Forge on December 19. Selected Sources The Battle of the Short HillsRevolutionary War New Jersey - Short HillsBattle of Short Hills Historic Trail

5 Reasons You Just Had a Really Bad Interview

5 Reasons You Just Had a Really Bad Interview So you went in to interview for your dream job, and you didn’t get it. You probably had a bad interview. No big deal! Here are 5 things you might have done wrong, and how you can fix that next time around. 1. You Dressed for FailureIf you didn’t dress for success, you stacked the deck against yourself before you even started. Appearances do matter, particularly for job interviews and first impressions in general. Was your clothing loose, wrinkled, inappropriate, too casual, dirty, or stained? Next time consult a trusted friend, relative, or colleague to help you pick out an outfit that will help present you in a better light.2. Your Body Language is LackingIt’s possible you came across as nervous or standoffish or untrustworthy, just by biting your nails or looking in weird directions or crossing your arms. Next time, have that same trusted advisor talk you through a mock interview and take note of any suspect body language you might not know you’re using. Then fix it before the real deal.3. Your Tone is OffThe tone of what you say is almost as important as saying the right things. Were you too quiet? Too talkative? Too confident? Not confident enough? To make sure your delivery is as good as your material, mock interview with this in mind as well. And practice until you nail it.4. Your Pitch is  LackingDon’t ever forget that an interview is an opportunity to sell yourself. Don’t just show up and answer questions; come armed with every thing you can. A professional portfolio, a list of your accomplishments or awards†¦ or send a digital version before you even walk through the door. Remember, you’re the product. Make sure you make them see how much they want you.5. You Didn’t Do Your HomeworkThe research you do before an interview is crucial. If you didn’t figure out everything you possibly could about the company, the position, your interviewer- even the CEO- before you came in to interview, then you set yourself up for failure. Don’t let that happen next time!Remember: practice makes perfect. Drill yourself until you’re sure you’re not making any of these mistakes.

A city that died (explaining why it grew and flourished and why Essay

A city that died (explaining why it grew and flourished and why ltimately it failed to survive) - Essay Example All these factors led to the fast growth of Buffalo city to its peak in the 1950s. Changes in transportation dynamics were the first shock that jolted the development of Buffalo. Road and rail transport of goods became a more viable means of transporting goods over water transportation on which Buffalo initially flourished. Compounding this was the opening of St. Lawrence Seaway that enabled bypassing Buffalo altogether in the transportation of goods. Improvements to electricity transmission removed the advantage that Buffalo held in the energy requirements of industry. Inclement weather was always a draw back for Buffalo and industries moved away to warmer climes, when Buffalo no longer offered advantages. The final nails in its coffin were a combination of other factors. Actions of the State and local administration only made Buffalo unattractive. The loss of industrial activity was hastened â€Å"high taxes, burdensome regulations, and pro-union laws† (Glaezar, 2007). The high property taxes coupled with the failure of the city administration to provide the safety and good schools were reasons for exodus of city residents. Racial violence, crime and lack of leadership at a time of crisis plunged Buffalo into its decline to virtual death (Glaezar, 2007). The decline of city and its gradual death arises from two reasons. The first reason is the loss of industrial activity and the jobs that it provides. The second reason is when there is failure of the city administration to make the city socially attractive (Bradbury, Downs & Small). When businesses no longer find it profitable to continue activity in a city, which in the case of Buffalo was compounded by high taxes, strict regulations and pro-union laws, they move away to other more suitable locations, leading to loss of jobs. High property taxes and the lack of appropriate social amenities cause the more affluent

Death Penalty Essay Example | Topics and Well Written Essays - 250 words - 1

Death Penalty - Essay Example Death penalties in previous times were charged for the theft, sedition and killing, etc. People of modern times raise questions against the execution of death penalties charged by the State as people think ethically there should be a thorough discussion based on evidences, rights and ethical values before such executions (Lee and Mooney). Since day one, the United States of America has been quite successful in controlling overall affects and consequences than any other country including Europe, etc. United States of America had set proper laws and regulations for the execution of death penalties for some of the identical crimes. People in the United States believe that the death penalty is not just a punishment for a single person but could equal to a proper torture for the entire family. Death is death, either killing or punishment so people raise issues and arguments. Therefore, Americans tend to choose death penalty as the last option for severe terrorists and criminals. Holding all other arguments constant, government does explain to people that some criminals are habitual of conducting severe crimes like murder or terrorism that it might not be feasible to let such criminals open as this way, they can commit more crimes in future. After the incident of nine eleven, the US has been stricter than ever before. In some ways, death penalties can not only prevent the citizens from dangerous habitual terrorists but can also be an example for other people to stay far of such

Marketing Plan for a Camera Phone Essay Example | Topics and Well Written Essays - 1500 words - 13

Marketing Plan for a Camera Phone - Essay Example From this study it is clear that the goals of the company are to launch the camera phone and capture at least 10% of the market in the first year. This means that the company has to ensure that the marketing is targeted and focused on the particular segments it wants the phone to be sold. Culture: The Company has a laissez faire and democratic culture in its dealings with employees and other stakeholders. This is part of the strategy to ensure that it remains in touch with the latest trends in the telecom space by aligning itself to the needs of the youth. Strengths: Apart from the technical strengths of the mobile phone and its perceived edge over the others in the design and features of the camera phone, the company also focuses on the emerging trends and tries to be ahead of the curve. According to the essay the Company hopes to gain market share proportional to the products that it is marketing and feels that this can be done. One of the aims of this marketing plan is to detail w ays in which the company can gain market share by targeting the customer segments appropriately. Market position: The Company does not have the market leader position but hopes to gain market share by launching its products into the market targeted at a particular segment and aimed at the brand conscious and style conscious customers. By this way, the company hopes to do well in the chosen market segments. Strengths: The competitors are well established and have a presence that is formidable. Only by playing to the company’s strengths in terms of features and style can the company hope to gain market share. Market shares: The market shares of the competitors are formidable but the company can rely on the product doing well in the market place. This is a sure way of ensuring that the market share is gained in a short time.

Financial crisis 2008 for corporate governance & ethics course Case Study

Financial crisis 2008 for corporate governance & ethics course - Case Study Example Moral hazard occurs when a party to a contract understanding that the consequences of their actions will be borne by a different party puts themselves under more risks. This paper aims at analyzing the characteristics that make the 2008 financial crisis an ethics and specifically moral hazard situation and the measures taken for effectively eradicating the recession. Reasons for the 2008 financial crisis include massive nationwide residential housing bubble, financial sector overleveraging, unregulated subprime lending growth at a large rate, and lack of transparency in new, complex, and more popular mortgage based funds. The other reasons for the global financial crisis in 2008 was resultant inability to measure risk, screening of borrowers and bank lending of precarious loans and lack of concern on ability to pay with main aim being origination of loans (Dowd, 143). These factors that resulted in the financial crisis shows the blatant disregard by the financial institutions of the needs of the stakeholders through taking on precarious loans depicting an example of the lack of ethics or moral hazard situation. Securitization and subprime mortgage origination rose until 2006 when household debt was 100% of US GDP, causing rising interest rates making refinancing difficult and drop of housing prices and 1.3 million housing projects were on forecl osure in 2007, the crash had began. The proceeding days would be so tough for banks and other financial institutions owing to bank runs and collapse including certain governments that depended so much on foreign market loans. The crisis could have been prevented through a reduction in the bailouts or the expectation of bailouts by firms since set precedence for firms to invest in risky activities. This is because when these activities are successful; the investors benefit, but in case of failure, there are bailout by the government. Having a law holding each person responsible for the risky actions that led to the

Subcontracting strategy for future SBM offshore projects and its Dissertation

Subcontracting strategy for future SBM offshore projects and its implemetntation - Dissertation Example Subcontractors have increasingly become important players in enhancing the productivity and economic strategies of a company. However, not much empirical studies have been done on these issues. The main purpose of this study is to investigate the process of subcontracting and find options for optimizing the value chain in the oil & gas industry by reviewing and analyzing previously written literature on the chosen topic for the research. In the literature review section, the concepts of subcontracting, risk management, contracts, project management, supply chain management, value chain and transaction cost theory are discussed. A single case study was applied in this thesis. The company chosen for the case study is SBM Offshore and is located in Netherlands. To carry out the research, a qualitative research approach was implemented. Primary data was collected through semi structured interviews. In addition to this, secondary data from different sources such as articles, journals, boo ks and company resources were used to construct or build the theoretical frame of reference for the thesis. The subcontracting philosophy should stipulate that the scope of the work to be subcontracted will be determined by risk assessment and performance of subcontracting companies. Also, contract requirements will meet regulatory compliance of safety and performance along with meeting the company’s standards. Table of Contents Acknowledgements 2 Abstract 3 List of Tables 6 List of Figures 6 CHAPTER ONE 1 1.0 Introduction 1 1.2 Background of the Study 2 1.3 Statement of the Problem 3 1.4 Purpose of the report 3 1.5 Introduction to SBM Offshore 4 1.6 Overview of Operations 4 1.7 Project Aims and Objectives 5 1.8 Project Objectives 5 CHAPTER TWO 7 2.0 Literature Review 7 2.1 Project Management 7 2.2 Subcontracting 8 2.3 Contracts 8 2.3 Risk Management 9 2.4 Theoretical and Conceptual Framework 11 2.4.1 Transaction cost analysis (TCA) 11 2.4.2 Supply chain management theory 14 2.4.3 Porter’s value chain 15 CHAPTER THREE 17 3.0 Research Methodology 17 3.1 Research Design 17 3.3 Research Strategy 18 3.4 Case study Approach 18 3.5 Population 19 3.6 Data Collection and Instrumentation 19 3.7 Data Analysis 20 3.8 Ethical Considerations 21 3.9 Limitations and De-limitations 22 CHAPTER FOUR 23 4.0 Data Presentation, Analysis and Interpretation 23 4.1 Quantitative Study 24 4.1.0 Participant Demographics 24 4.1.1 Subcontracted work 25 4.2 Case Study Analysis 26 4.3 Subcontracting Scope of Work 28 4.3.1 Structural topsides 29 4.3.2 Piping 30 4.3.3 Electrical 30 4.3.4 Instrumentation 30 4.4 Subcontracting Strategies 30 4.4.1 Lump sum or reimbursable contract 31 4.4.2 Subcontract strategy 31 4.4.3 Scope control 32 CHAPTER FIVE 35 5.0 Conclusion 35 References 36 Appendix I – Engineering deliverables by design phase 41 List of Tables Table 1: Demographics of the study participants....................

Financial crisis 2008 for corporate governance & ethics course Case Study

Financial crisis 2008 for corporate governance & ethics course - Case Study Example Moral hazard occurs when a party to a contract understanding that the consequences of their actions will be borne by a different party puts themselves under more risks. This paper aims at analyzing the characteristics that make the 2008 financial crisis an ethics and specifically moral hazard situation and the measures taken for effectively eradicating the recession. Reasons for the 2008 financial crisis include massive nationwide residential housing bubble, financial sector overleveraging, unregulated subprime lending growth at a large rate, and lack of transparency in new, complex, and more popular mortgage based funds. The other reasons for the global financial crisis in 2008 was resultant inability to measure risk, screening of borrowers and bank lending of precarious loans and lack of concern on ability to pay with main aim being origination of loans (Dowd, 143). These factors that resulted in the financial crisis shows the blatant disregard by the financial institutions of the needs of the stakeholders through taking on precarious loans depicting an example of the lack of ethics or moral hazard situation. Securitization and subprime mortgage origination rose until 2006 when household debt was 100% of US GDP, causing rising interest rates making refinancing difficult and drop of housing prices and 1.3 million housing projects were on forecl osure in 2007, the crash had began. The proceeding days would be so tough for banks and other financial institutions owing to bank runs and collapse including certain governments that depended so much on foreign market loans. The crisis could have been prevented through a reduction in the bailouts or the expectation of bailouts by firms since set precedence for firms to invest in risky activities. This is because when these activities are successful; the investors benefit, but in case of failure, there are bailout by the government. Having a law holding each person responsible for the risky actions that led to the

Lloyds TSB & HBOS Case Study Example | Topics and Well Written Essays - 2000 words

Lloyds TSB & HBOS - Case Study Example In order to better understand the culture of both the organisations we will analyse the cultures of both the organisations according to the five attributes used by Hofstede in a study involving 160000 IBM managers across more than 60 countries. According to Hofstede five fundamental differences in national styles were found while examining the culture of the organisation. The power distance in the Lloyds TSB seems to be lower as compare to HBOS where bosses are seen as more autocratic or paternalistic as compare to Lloyds TSB. The decision making at both the organisations is of consultative style. Again the employees at the Lloyds TSB are more participative and involved in the operations and decision making of the organisation as compare to HBOS (Higgs, 1996). Individualism is prevalent in the British culture as a result both the organisations have the culture of organising the work in such a way that the self interest of employees is aligned with the management of the organisation (Huczynski & Buchanan, 2007). As described by Hofstede (1997, p. 120) described uncertainty avoiding societies are a society where there are many formal laws and informal rules controlling the rights and duties of employers and employees. At Llyods TSB the uncertainty avoidance is at low level therefore the organisation effectively implement teams with higher levels of autonomy. Whereas again at HBOS the employee empowerment is lower as compare to Lloyds TSB. Masculinity In both the organisations masculinity and Femininity traits are prevalent and can be experienced by undertaking an analysis of the behaviours of the managers. Hence the notion of learning by experience is not centric (Burden and Proctor, 2000). Confucian dynamism As mentioned by Hofstede there is higher acceptance of the legitimacy of hierarchy and the valuing of perseverance and thrift, all without undue emphasis on tradition and social obligations which could impede business initiative in the Western cultures. The organisational cultures of both the organisations verify the findings of Hofstede. 2. How would you describe the prevailing leadership styles employed by each organisation A leader has the qualities to influence others through his persuasive measures such as the communication, display of confidence, can gain information regarding the problem being addressed and persuade the masses in the desired direction (Prasad, 2006; p. 264). SOCIAL VALUES ECONOMIC CONDITIONS LEADER STRUCTURE FOLLOWERS POLITICAL CONSIDERATIONS [Source: Taken from, Prasad LM, (2006) Organizational Behaviour, Fig 26.1 p 287] All these factors interact together to determine the leader's ability to influence others. In HBOS the leaders of the organization practice a distinct participative style. The strong

Systems Approach Essay Example for Free

Systems Approach Essay In the 1956 edition of Modern Systems Research for the Behavioral Scientist, A. D. Hall and R. E. Fagen define â€Å"a system as a set of objects together with relations between the objects and between their attributes†. (Scholtes, Peter R. 1998, 42)   The system concept has been taken from the exact sciences, specifically from physics, where exact laws lead to exact measurements. Though, the methods of the exact sciences are of little or no use for the social sciences, since these often deal with more composite and multidimensional systems.   A system is a whole that contains two or more parts that satisfy the following five conditions. The whole has one or more defining functions. Each part in the set can affect the behavior or properties of the whole. There is a subset of parts that is sufficient in one or more environments for carrying out the defining function of the whole; each of these parts is separately necessary but insufficient for carrying out this defining function. The way that the behavior or properties of each part of a system affects its behavior or properties depends on the behavior or properties of at least one other part of the system. The effect of any subset of parts on the system as a whole depends on the behavior of at least one other subset. Ackoff (1994)   In systems theory, organizations are viewed as open or socio-technical systems which trade with their environment. They import information, material, and energies, do something with or to them, and export them to an added system. The benefit of the systems approach is that it reveals organizations as social institutions which in some way or other beat the second law of thermodynamics, by which the amount of entropy (or disorganization) in the system is said to tend to exploit. Organizations achieve effectiveness by reducing entropy or disorganization. While information is received, uncertainty is reduced. Information can be considered by the amount of surprise it induces in the receiver, and organizations assist to bring the degree of surprise under control. Systems principles are based in part on the following concepts: The whole is more than the sum of its parts. A related principle is synergy, or the effectiveness of joint action. Organizations are goal seeking. The cybernetic ideas of feedback and balance affect system operation. Systems are arranged hierarchically. A system can attain the same state from a variety of beginning states—the principle of equifinality: ‘‘there’s more than one way to skin a cat.’’ Certo, S.C. (1998) In systems theory, organizations are seen as systems of information flows as sets of black (unknown-content) boxes linked by a series of inputs, transformations, and outputs. Information is the organizational currency, and it has to be searched for, bought, processed, and sold to some other system. The modern executive is a serial processor of information who needs to bring sensory data concerning the environment down to an optimal level where it can be handled. While the executive suffers overload or is placed in an environment of sensory deficit, bizarre behavior may result.   The most remarkable success of systems organization was the Apollo Project to put a man on the moon. This effort utilized project management, defined as ‘‘doing what we say we are going to do.’’ The conventional loyalties of the NASA people and the technicians from the aerospace firms broke down as the task became the focal point of their lives. The systems approach has spread to other industries, assisted by the widespread use of computers, which make information a key to raw material. (DeGuess, A. 1997)   The systems approach focuses instead on organization systems. It asserts that if employees can develop these systems, most work-related employee problems will disappear without individual counseling.   In addition to conceptual weaknesses, there are also staid process related weaknesses in quality improvement processes (QIP) s that stress the training phase and overlook others, especially the vehicle emplacement phase. For one thing, such efforts are typically top-down. Professional trainers, following the lead of those who organized the adaptation phase, begin by training upper and middle-level managers, who, in turn, are supposed to train lower-level managers as well as hourly workers with the support of the professionals. But there is a decisive difference between the familiarization phase and the training phase. While the up-front portion of the former can be offered to large audiences and completed in numerous weeks, the latter, when dealing with a company of any size, ultimately involves running several thousand students through efficient two- to three-day sessions. Such an effort is particularly drawn out so that by the time that everyone is trained, many of the earlier students have lost their enthusiasm, their workshop notebooks, or both.   At the same time, such training is rarely if ever sufficient Learning a technique in the classroom, even practicing it there, never gives students all the answers or prepares them fully for the real-life situation. A remarkable amount of support, therefore, is necessary when those primarily trained begin passing down their new knowledge and skills to lower-level managers and hourly workers. Such support, however, is rarely accessible. The corporate quality staff and consultants can visit just so many work sites during the year and can answer just so many phone calls (Depree, M. 1997).   Basically, systems approach is a theoretical tool used to organize and marshal resources (technologies, material, and workers) to get work done with optimal efficiency and to achieve a master purpose that meets precise standards.   The systems approach is often identified with efficiency. Because the systems approach is as much apprehensive with effectiveness as it is with efficiency, this is a mistake. Either efficiency or effectiveness can be pursued to the harm of the other in an intensely competitive market. However, efficiency gets special attention because of a prevailing doubt most things are not being done as well as they could be, and are, in fact, being mismanaged. If there was a will, it is believed, there would be a means to reduce costs. This belief is held especially for tax-supported public services. Though it may be true that one or another action could be run more efficiently, that is not the point. The point is whether the larger system, of which the activity is a part, can be run more competently and still deliver the product or service intended. And that is an issue of optimization.   A systems approach helps managers to channel vision, gives way, provides a basis for organizing resources and measuring performance, and it assists to allocate work so the purpose can be attained according to specified standards within a set time frame. In short, it unifies and focuses effort. We now continue to a discussion of the limitations of the systems approach.   The systems approach is necessary for effective decision making, for the utilization of models in outer factor, and for the application of computer technology. Systems analysis is a managerial get through, somewhat akin to breakthroughs in various sciences, and has given rise to influential concepts and tools of analysis.   The systems approach is based on the work of Von Bertalanffy, who is accredited with coining the phrase general systems theory. (Pearson, C.S. 1998) He conceived of a set of objects, their interrelationships, and their characteristics as systems. The objects were merely components of a system. Therefore, any groups of exterior activities and elements that can be delineated physically or abstractly constitute a system.   Moreover, it also assists in marketing systems that are collections of entities that form coherent groups. Channels of distribution that manage the activities of wholesalers, retailers, and manufacturers, or physical distribution activities resulting from the integration of warehousing, storage, transportation, handling, and inventory activities, are examples of marketing systems. The actuality that entities or activities are capable of being understood as a rational group, rather than as a collection of parts, makes them a system. This conceptual insight has led to the development of new disciplines such as industrial dynamics and systems engineering.   In marketing, the systems approach turns on the inner theme that marketing reality occurs in systems. A business, part of it, or its connection with others, can be signified by some suitable system that may culminate in a physical facsimile, chart, flow diagram, and series of equations, replication model, or just a concept.   The survival and growth of systems is mainly determined by the efficiency of flows and communications. External factors of systems contain flows of products, services, finances, and equipment through channels and communications to and from marketplace. Two units of action of a marketing system have been illustrates as transaction and transvection. Transaction focuses on negotiations and exchange. Transvection represents a unit of action of the complete marketing system, manufacturers, wholesalers, and retailers the matching of original producers with ultimate consumers (Denhardt, R.B., 2000).   The systems approach employs one type of model a systems model. This model recognizes a total marketing system that should be supported and reinforced so that the company can survive, adjust, change, and function professionally. While stressing coordination, it also distinguishes conflict and competition among units, the necessity for subsystem concessions, and the fact that resources should be used to maintain the system itself as well as to attain goals. Managers have the major accountability of recognizing the relations among the elements of the systems. They must understand their potential combinations, and organize and integrate business factors so that goals are achieved effectively (Joseph OConnor, Ian McDermott 1997). Significantly the adoption of a systems perspective depends on the individual manager and his discernment of the factors of variability in the system, the relations of inputs, and the predictions of outputs resulting from the inputs.   The improvement of cohesive groups, however, does not mean that all conflicts are eradicated or that the objectives of all mechanism of the system coincide. For example, although manufacturers, retailers, and wholesalers compose a system, their objectives. May conflict in part. However, it is the extent to which objectives are common that lends cohesiveness to systems components. This cohesiveness is more enthusiastically achieved among different functions within a firm than among firms. As firms become conglomerates of companies, this peculiarity tends to disappear. Although the systems-perspective direction tends to prevent sub optimization, it does not preclude the analysis of subsystems. Since management cannot investigate everything at the same time, it must digest smaller pieces.   Three basic types of equilibrating systems have been described, the atomistic, the organic whole, and the in-between limply coupled systems. In the atomistic system there is a tendency toward equilibrium amongst separate elements. The organic whole is a system with structured components joined together in a completely determined and inflexible pattern. They adapt to the environment by changing objectives, technologies, manpower, and organizational arrangements.   Systems theory facilitates the conceptual uncoupling and comprehensive analysis of components of a whole system as well as the investigation of the behavior of the total system based on an analysis of pertinent variables.   Moreover, Modern person-job match technology involves a diversity of disciplines to bring together the right kinds of information for personnel assignment decisions. A systems approach is desired to integrate the assignment process within the organization. The traditional static job assignment problem does not exist in practice. Within organizations there is the requirement for dynamic systems that respond quickly to changing personnel demands, supplies, costs, and objectives (Denhardt, R.B., 2000).   The modules of a personnel management system: projection of personnel requirements; forecasting the supply of candidates; planning, including the establishment of selection standards; making individual selection and job assignment decisions; and evaluating organization performance and alternative policies and procedures. The objective remains the same as in the original problem: to compare candidates against job requirements so that the best decisions can be made. The systems approach extends this process to include not only this decision but the determination of requirements and supply and execution and evaluation of the decision. While not all aspects of the system are equally important for all organizations, they are usually present and should be considered by the developer and implementer of person-job matching systems.   Determination of requirements is the essential first step in personnel planning. Personnel requirements are specified in terms of the numbers and types of positions that are associated with plans for the organizations size and structure. These in turn are based, at least in principle, on projections of the requirements/demand for the organizations output of products or services (M. A. Hersh., 1998).   For organizations in both the public and private sectors, these projections are made with considerable complexity and uncertainty, since they must be embedded in assumptions relating to the environment in which the organization will function. However, in spite of the difficulty and uncertainty, these projections serve a key function in providing the basis for the person-job matching method.   Moreover, a systems approach also helps managers to manufacturing suggests a systems approach to compensation that is, compensation practices that support the smooth and continuous operation of the system. This possibly means reducing distinctions between manual and white-collar workers, in particular elevating manual workers to salaried status. Incentive systems, if they are essential, should be indirect and broadly based, covering at least the work group and perhaps the entire operation. Some type of gain sharing emphasizing up-time objectives seems most suitable.   Thus, systems approach proposed the concept of semi-autonomous work groups based on the underlying assumption that learning and the development of social and occupational competences largely occur in cooperation and communication with others. In addition, industrial production does not provide itself well to the improved design of individual jobs, since most tasks are highly interdependent. The group thus is often the natural work unit. Optimal functioning of open, incessantly changing systems is seen as predicated on the extent to which the resources and competences for controlling the work of different organizational units are returned to the members of that unit. The principle of motivation through task orientation rather than external control is improved in relatively independent organizational units that permit increased scope for self regulation of work groups. Acknowledging that individuals are guided by varying goals and motivations, work has to be organized in a way that allows different individuals to satisfy varying needs and to develop new goals and aspirations. And rather than enriching jobs in consultation with external experts, employees themselves are to plan and regulate their work activities by means of direct contribution based on the principle of self-design.   This conceptualization of human nature and work leads to forms of work organization aimed at the development of competences by giving work groups the scope and latitude to complete tasks based on their own planning and guided simply by specified deadlines and standards. There is no longer a one best way for doing things; rather there is discretion and decision latitude rooted in the identification that different paths might equally well achieve the same goals. The symbol is that of an organism where different organs fulfill different functions but are reliant on each other, and can function appropriately only in relations with all other parts of the organism. Work Cited Ackoff, R.L. 1994. The Democratic Organization. New York: Oxford University Press. Certo, S.C. (1998). Modern management: Diversity, quality, ethics, and the global environment. Upper Saddle River: Prentice-Hall. DeGuess, A. (1997). The living company: Habits for survival in a turbulent business environment. Boston: Harvard Business School. Denhardt, R.B. Theories of Public Organization, 3rd Ed.; Harcourt College Publishers: Orlando, 2000; 16-17, 182-191. Depree, M. (1997, April). Attributes of leaders. Executive Excellence, 14 (4,) 8-10. Gharajedaghi, Jamshid. 1999. Systems Thinking: Managing Chaos and Complexity. Woburn, Mass.: Butterworth-Heinemann Publishers. Joseph OConnor, Ian McDermott (1997) The Art of Systems Thinking: Revolutionary Techniques to Transform Your Business and Your Life HarperCollins. M. A. Hersh. A systems approach to understanding the causes of instability in nations: a case study, Bucharest, Romania, 1998. Pearson, C.S. (1998). Thinking about business differently: Organizational systems and leadership archetypes. Alisa Viejo: InnoVision. Scholtes, Peter R. 1998. The Leader’s Handbook. New York: McGraw-Hill.

Relative Price And Performance Relationship

Relative Price And Performance Relationship 2.1 INTRODUCTION In essence, the job of a strategist is to understand and cope with competition. Often, managers define competition too narrowly, as if it occurred only among todays direct competitors. Lall, (2001, p. 6) stated that competitiveness in industrial activities means developing relative efficiency along with sustainable growth Moreover, agribusiness competitiveness has been defined as The sustained ability to profitably gain and maintain market share(Martin, Westgren, van Duren, 1991, p. 1456) or, in a more consumer-oriented way, as the ability of a firm or industry segment to offer products and services that meet or exceed the customer value currently or potentially offered by the products and services of rivals, substitutes, and possible market entrants (Kennedy, Harrison, Kalaitzandonakes, Peterson, Rindfuss, 1997). Yet, according to Michael E. Porter, the Harvard Business School professor, competition for profit goes beyond established industry rivals to include four other competitive forces as well as customers, suppliers, potential entrants and substitute products. Furthermore, the model of Five Competitive Forces was developed by Michael E. Porter in his book Competitive Strategy: Techniques for Analysing Industries and Competitors in 1980. It draws upon Industrial Organisation (IO) to develop five forces that determine the competitive intensity and therefore attractiveness of a market. Attractiveness in the context of business environment refers to the overall industry profitability. An unattractive industry is one in which the combination of these five forces acts to drive down the overall profitability. A very unattractive industry would be one approaching pure competition, in which available profits for all firms are driven down to zero. The character, mix, and subtleties of competitive forces are never the same from one industry to another. A powerful and widely used tool for systematically diagnosing the principal competitive pressures in the hydroponics market and assessing the strength and importance of each is the five-forces model of competition.(see figure) Moreover, three of Porters five forces refer to competition from external sources. The remainders are internal threats. Therefore, it is important to use Porters five forces in conjunction with SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) and PEST Analysis (Political, Economical, Social and Technological). Porters Five Forces 2.2.1 Threat of new entrants One of the defining characteristics of competitive advantage is the industrys barrier to entry. It is very expensive for new firms to enter an industry where there is high barrier of entry. Furthermore, profitable markets that yield high returns will attract new firms. In this situation, these new entrants could change major determinants to the market environment (e.g. market shares, prices, customer loyalty) at any time. In the 1993 reprint of the first edition of Bain (1956, pp. 53-166), three main factors are considered as entry barriers: economies of scale, product differentiation advantages, and absolute cost advantages. Moreover, as more firms enter the market, you will see rivalry increase and profitability will fall to the point where there is no incentive for firms to enter the industry. Likewise, the threat of the new entrants will depend on the extent to which there are barriers to entry. These are typically: Economies of scale According to Kislev et al, it is generally accepted that agricultural production is characterized by increasing returns to scale. If economies of scale exist, it represents a high barrier of entry. Firms within the industry will have achieved these economies and if we enter this industry we will have to match their scale size of production in order to compete with them. Thus according to Michael Porter, since EOS does not exist in a tangible way, we need to prove their existence first before trying to compete with the existing firms. Capital requirements This refers to how much money should the firms have to tie up to keep the doors open. This is also a barrier to entry as if firms have to tie up large amounts of capital for daily operations; this will deter smaller firms from entering. Dr. Pieter A.Schippers said that hydroponics requires high-cost installations marketing gourmet vegetables at ritzy prices. According to AREU, the capital investment for hydroponics in Mauritius is up to three million rupees. Brand identity According to Erin Ferree ,Brand identity is the combination of consistent visual elements that are used in your marketing materials. A basic brand identity kit consists of a logo, business card, letterhead, and envelope. It can be extended to include a Web site Where there is brand identity there is high barrier to entry and regarding the hydroponics market in Mauritius, there are no such barriers in the field of hydroponics as it is a newly grown market. Access to Distribution The new entrant must, of course, secure distribution of its product or service. A new food item, for example, must displace others from the supermarket shelf via price breaks, promotions, intense selling efforts, or some other means. The more limited the wholesale or retail channels are and the more that existing competitors have tied them up, the tougher entry into an industry will be. Sometimes access to distribution is so high a barrier that new entrants must bypass distribution channels altogether or create their own. Switching cost Switching costs are fixed costs that buyers face when they change suppliers. Such costs may arise because a buyer who switches vendors must, for example, alter product specifications, retrain employees to use a new product, or modify processes or information systems. The larger the switching costs, the harder it will be for an entrant to gain customers. Enterprise resource planning (ERP) software is an example of a product with very high switching costs. Once a company has installed SAPs ERP system, for example, the costs of moving to a new vendor are astronomical because of embedded data, the fact that internal processes have been adapted to SAP, major retraining needs, and the mission-critical nature of the application. 2.2.2 Bargaining Power of suppliers The term suppliers comprises all sources for inputs that are needed in order to provide goods or services and bargaining power is the ability to influence the setting of prices. Therefore, bargaining power of suppliers will identify the extent to which your suppliers can choose to raise prices, reduce quality or reduce service without consequence. The more concentrated and controlled the supply, the more power it wields against the market. Monopolistic or quasi-monopolistic suppliers will use their power to extract better terms (higher profit margins or) at the expense of the market. Moreover, in a competitive market, no one supplier can set the prices. Likewise, suppliers can group to wield more bargaining power. The conditions making suppliers, as a group, powerful tend to mirror those making the buyers powerful are as follows: Differentiation of inputs A primary goal of the theory of product differentiation is the determination of market structure and conduct of firms that can choose the specifications of their products besides choosing output and price. Traditional models of product differentiation and marketing have focused on products that are defined by one characteristic only. ( See Hotelling (1929), Vickrey (1964), DAspremont, Gabszewicz and Thisse (1979), Salop (1979), Economides (1984), Anderson, de Palma, and Thisse (1992), among others in economics and Hauser and Shugan (1983), Moorthy (1988) and Kumar and Sudarshan (1988) in marketing.) Threat of forward integration The traditional market foreclosure theory, which was accepted in leading court cases in 1950s-70s, viewed vertical merger as harming competition by denying competitors access to either a supplier or a buyer. (Arrow, K., Vertical Integration and Communication, Bell Journal of Economics, 1975, 6, 173-183.) The critics argue that the theory is logically flawed, and a vertically integrated firm cannot benefit from excluding its rivals (e.g., Bork, 1978; and Posner, 1976). The paper by Salop and Sche ¤man (1987) forms the basis for this argument, and Ordover, Saloner, and Salop (1990, hereinafter OSS) is perhaps the best-known paper that pioneered the equilibrium approach to the analysis of vertical mergers. In this paper, I shall argue that the new theories on vertical mergers have ignored an important point, namely that vertical integration not only changes the integrated firms incentive to supply inputs to its downstream rivals, but it may also change the rivals incentives to purchase inputs from alternative suppliers. Once this is realized,an equilibrium theory of vertical mergers can be developed without some of the controversial assumptions made in the literature, and this theory can provide a framework in which the competitive effects of vertical mergers are measured and compared. The basic insight of my analysis is that vertical integration creates multimarket interaction between the integrated firm and its downstream rivals. A rival may recognize that if it purchases inputs from the integrated firm, the integrated firm may have less incentive to cut prices in the downstream market, which will benefit the rival. Therefore, vertical integration can change the incentive of a downst ream rival in selecting its input supplier, making it a strategic instead of a passive buyer in the input market. Supplier concentration relative to industry concentration Trade theory predicts that if trade costs go down or if productivity rises exogenously in a pool of potential suppliers with heterogeneous productivity levels, the number of suppliers will enlarge (Helpman, Melitz and Rubinstein 2008).An exogenous taste for variety, or a desire to limit monopoly positions, would also lead to a larger number of suppliers, although these forces are static. In the presence of heterogenous quality, however, the dynamics of diversification/concentration can be different. Access of labour According to Bertram,G. (1986), he assumes that output is governed by a well-behaved, continuous, constant returns to scale, aggregate production function involving two factor inputs, capital and labour.( Bertram, G. (1986), Sustainable development in Pacific micro-economies, World Development, Vol. 14 No. 7, pp. 809-22.) Importance of volume of supplier According to Hahn et al., 1990; Humphreys et al., 2004; Krause, 1997; Krause et al., 1998; Li et al., 2007; Watts and Hahn, 1993, buyer-supplier relationships are becoming increasingly important as buyers realize that their success is often tied to the capabilities and performance of suppliers. Many organizations engage in supplier development to assist suppliers in improving supply chain performance and capabilities. Bargaining power of buyer According to Inderst (2007), buyer power is the ability of buyers to obtain advantageous terms of trade from their suppliers. Monopsonistic or quasi- monopsonistic buyers will use their power to extract better terms at the expense of the market. In a truly competitive market, no one buyer can set the prices. Instead they are set by supply and demand. Prices are set by supply and demand and the market reaches the Pareto-optimal point where the highest possible number of buyers are satisfied at a price that still allow for the supplier to be profitable. Porter states that a buyer group is powerful if it: purchases large volumes relative to seller sales; learns low profits; the products it purchases from the industry represent a significant fraction of the buyers costs or purchases; the products are standard or undifferentiated and face few switching costs; the industrys product is unimportant to the quality of the buyers products or services; buyers pose a credible threat of backward integration; The buyer has full information. Additionally, with the bargaining power, buyers can impose on suppliers and thus can choose their suppliers. According to Ghodsypour and OBrien, (1998); Weber et al., (2000) and Dahel, (2003), this can be done by using the linear programming models. Moreover, the multi-objective programming model developed by Weber and Ellram (1993) can helps buyer to select a pool of suppliers and determine the purchasing units to be allocated among the suppliers. Buyer switching cost Buyer-supplier relationships play a key role in the success of a supply chain (Chen and Paulraj, 2004; Lin et al., 2001; Storey and Emberson, 2006); however, organizations often face the problem of choosing appropriate suppliers (Pagell and Sheu, 2001; Chen and Paulraj, 2004; Wadhwa et al., 2006; Phusavat et al., 2007). The problem of choosing suppliers so that profits can be maximized has become increasingly vital to an enterprises survival due to keen competition in the micro-profit era (Giunipero et al., 2006). Numerous studies have addressed the issue of the buyer-supplier relationship in supply chain management. One stream of research examines related variables, such as cooperation, satisfaction, trust, and commitment, which make the supply chain relationship successful (Byrd and Davidson, 2003; Fynes et al., 2005; Malhotra et al., 2005). Another stream focuses on the criteria for choosing suppliers, such as quality, on-time delivery, and costs (Chen and Paulraj, 2004; Blackhurs t et al., 2005; Gunasekaran and Kobu, 2006; Phusavat and Kanchana, 2008). Among these criteria, costs have received the most attention because they are considered the key factor in choosing suppliers (Noordewier et al., 1990; Kalwani and Narayandas, 1995; Dahlstrom and Nygaard, 1999; Zhao and Yang, 2007). Buyer information Another reason why buyers were in such a strong bargaining position was because they had full information about demand, actual market prices, and even manufacturer costs. The buyers comparative information was often better than what was available to manufacturers, and thus with such full information, retailers were able to ensure that they received the most favourable prices offered to others, and were able to oppose suppliers claims that their viability would be threatened if prices were reduced. Owing to all of the above reasons, one can see that the bargaining power of the Australian food retailers was so great in the early 1980s that they were perhaps in a unique position of strength even in a global sense. The current barriers for purchasing organic products mainly relates to price, availability, and consumer awareness. Moreover, offering customers and obtaining greater value added by creating, developing, and maintaining lasting customer-supplier relationships (Rexha,2000; Van der Haar et al., 2001), such that both parties benefit (Gro ¨nroos, 2000; Kothandaraman and Wilson, 2001; Sharma et al., 2001; Walter et al., 2001; Leek et al., 2003), is considered fundamental for guaranteeing the success and survival of companies in the market. Suppliers adapt to the customers needs in order to satisfy them. This adaptation can encourage the customer to behave opportunistically (Brown et al., 2000; Wathne and Heide, 2000). But if the supplier is able to adapt, and satisfy customer needs better than its competitors, enduring relationships can develop between both agents. Brand identity of buyer According to Aaker, (1991, 1996), brand identity is a message about a brand that a firm seeks to communicate with. This communication is undertaken via the product, the brand name, symbols and logos, historical roots, the brands creator, and advertising (Kapferer, 1998 Some organisations base their competitive advantage on physical assets such as a manufacturing facility, some on their employees, and some on their distribution networks (Kotler, 2000). Many others, however, seek to attain a competitive advantage from intangible assets such as their reputation or the brands that they own (Beverland, 2005; Keller, 1993; Low and Blois, 2002). Yet, research to date on branding in business and industrial marketing has been limited (Beverland et al., 2006; Low and Blois, 2002; Mudambi et al., 1997; Nilson, 1998). Price sensitivity Porter (1985) has defined two primary types of competitive strategy that can provide a source of competitive advantage: differentiation and low cost strategy. The low cost strategy, which may enable a price leader position, can lead to price wars and is therefore risky for all digital products and services, including retail banking. Ultimately only one company can be the price leader, thus all other companies should contemplate alternative strategies. Likewise, marketers and researchers are familiar with the concept of price elasticity, which describes changes in the quantity of demand for a product associated with changes in price of the product. If demand is elastic, changes in price level have a proportionally greater impact on demand. Inelastic demand describes the case where changes in price have little effect on demand. The concept of price elasticity describes the aggregate response of a market segment to price levels. Price sensitivity is an individual difference variable describing how individual consumers react to price levels and changes in price levels. A consumer high in price sensitivity will manifest much less demand as price goes up (or higher demand as price goes down), and consumers low in price sensitivity will not react as strongly to a price change. Standardize products A large majority of respondents believed that many retailers considered most food products to be fairly standard, and thus, as they could most often find alternative suppliers, they played one manufacturing company against another. It was the respondents view that such tactics also extended towards substituting house brands and generics for brand names, and these aspects will be considered later. Thus, unless a manufacturer had very strong end-user demand for its brand (e.g. Vegemite, Milo, Pal), it found that its product was capable of being substituted unless it succumbed to retailer pressure. Threat of substitute products All firms in an industry are competing, in a broad sense, with industries producing substitute products. The impact of substitutes affected certain segments of the food industry more than others, the obvious examples being the yellow fats segment (butter versus margarine), the sweeteners segment (sugar versus sugar substitutes) and the pet foods segment (canned versus dry). The food industry as a whole is, in fact, competing with other substitute expense categories such as entertainment and personal items. While expenditure on food will never fall below an essential base level. Research done by Ogilvy and Mather (1983) seems to suggest that more people cut back on food during the early 1980s, in order to cope with inflation, than on other expense categories. The following factors are being considered when analyzing the threat of substitute products: Buyer propensity to substitute For sellers, it is crucial to win a buyers trust, then nurture it over the course of a relationship. Trust enables the buyer to economize cognitive and emotional energy and rely on a seller before extensive information can be gathered (Luhmann, 1979; Jones and George, 1998; Yamagishi, 2002; Mayer et al., 1995). As trust matures, the buyer identifies with (Lewicki and Bunker, 1995) and feels affection and devotion for the seller (McAllister, 1995). Trust is therefore strongly linked to buyer commitment (Moorman et al., 1992) and loyalty (Morgan and Hunt, 1994). A sellers violation of trust occurs when the buyer perceives evidence that the seller failed to meet the buyers confident expectations (Tomlinson et al., 2004). Relative price/performance relationship of substitutes Shapiro (1992) argues that institutional investors, who normally trade in large quantities, are concerned with the opportunity costs involved in undertaking these large trades. Many suppliers, in turn, face a growing trend towards commoditization of products (Rangan and Bowman, 1992) and search for new ways of differentiating themselves through improved customer interactions (Vandenbosch and Dawar, 2002). From an academic perspective, there is a rich and growing body of research focusing on buyer-supplier relationships in business markets (Ulaga, 2001). More broadly, researchers have coined the term relationship quality which is typically assessed through some combination of commitment, satisfaction and trust (Crosby et al., 1990; Dorsch et al., 1998; Hewett et al., 2002). According to Wilson (1995, p. 337) trust is a fundamental relationship model building block and as such is included in most relationship models. In addition to trust, Morgan and Hunt (1994) identified commitment as another key-mediating variable of relationship marketing. Furthermore in their commitment-trust theory of relationship marketing, Morgan and Hunt (1994) establish trust as a key-mediating variable that is central to relational exchanges. Moreover, customer satisfaction is widely accepted among researchers as a strong predictor for behavioural variables such as repurchase intentions, word-of-mouth, or loyalty (Ravald and Gro ¨nroos, 1996; Liljander and Strandvik, 1995). Satisfaction research is mainly influenced by the disconfirmation paradigm (Parasuraman et al., 1988). Competitive Rivalry The rivalry amongst existing firms analysis will help you to understand the risk that your competitors may compete for market position and if their competitive tactics are likely to be effective. Furthermore, you will find that your competitors may compete for market position using tactics such as pricing competition, advertising as well as increasing customer service. To analyze industry rivalry in your industry, you will need to consider the following factors: Diversity among competitors The first point of departure is found in Miles et al.(1993)and Miles and Snow (1986) proposition that strategy in diversity and structure is normal in any industry, that it is good for and industry and furthermore that various configurations of strategy and structure may be equally effective in producing high performance. Industry growth rate When hydroponics industry is in a growth phase there will be room for the industry to grow, as a result there will be a low risk of competitor rivalry. Thompson et al., (2008) stated that rivalry becomes stronger if demand growth is slow. Exit barriers Powell (1995) incorporated entry barriers and industry rivalry in his research and found a significant correlation of firm performance with entry barriers (r  ¼ 0:29; p , 0:05) and industry rivalry (r  ¼ 20:32; p , 0:05). These results indicate the higher the entry barriers, the lower the threat of new entrants and the better the opportunities for improved performance; and similarly, the higher the industry rivalry, the tougher the industry competition which would mean the lower the firm performance. A critique of Porters model There are, however, several limitations to Porters framework, such as: It tends to over-stress macro analysis, i.e. at the industry level, as opposed to the analysis of more specific product-market segments at a micro level. It oversimplifies industry value chains: for example, invariably buyers may need to be both segmented and also differentiated between channels, intermediate buyers and end consumers. It fails to link directly to possible management action: for example, where companies have apparently low influence over any of the five forces, how can they set about dealing with them? It tends to encourage the mind-set of an industry as a specific entity with ongoing boundaries. This is perhaps less appropriate now where industry boundaries appear to be far more fluid. It appears to be self-contained, thus not being specifically related, for example, to PEST factors, or the dynamics of growth in a particular market. It is couched in economic terminology, which may be perceived to be too much jargon from a practising managers perspective and indeed, it could be argued that it is over-branded. SWOT Analysis SWOT analysis, which is originally introduced in 1969 by Harvard researchers (e.g. Learned et al., 1991), calls for an external assessment of the opportunities and threats that exist in a firms environment and an internal assessment of the strengths and weaknesses of the organisation. The SWOT framework became popular during the 1970s because of its inherent assumption that managers can plan the alignment of a firms resources with its environment. Subsequently, during the decade of the 1980s, Porters (1980) introduction of the industrial organization paradigm with his five forces models gave primacy to a firms external environment, overshadowing the popularity of SWOT. More recently, at the start of the twenty-first century, SWOT is alive and well as the recommended framework for case analysis in many of the leading strategic management and marketing texts (Hitt et al., 2000; Anderson and Vince, 2002). However, despite its wide and enduring popularity, SWOT has remained an theoretica l framework, of limited prescriptive power for practice and minor significance for research (Dess, 1999). Generally, firms are asked to develop strategies to guide the organisation to ward opportunities that may be exploited using strengths of the organisation, push the organisation away from threats in the environment, maintain existing strengths and improve organisational weaknesses. Recently, Duncan, Ginter and Swayne (1998) suggested a four step model for assessing internal strengths and weaknesses. Their four steps include surveying, categorising, investigation, and evaluating. The tables below show the Strength, weaknesses, opportunities and threats of hydroponics in Mauritius. STENGTHS WEAKNESSES Growing demand for vegetables, both consumer and business markets. Environment-friendly practices favoured. Provide employment. Flexible in production. Poorly structured distribution channels. Finance: such project requires huge investments. Insufficient use of technology: growers in Mauritius cannot afford to adopt latest technology such as those used in Australia and USA due to high costs. Equipment and other materials have to be imported. Lack of trained trainers. OPPORTUNITIES THREATS Favoured business environment- laws and legislations have been modified so as to propel small business. Examples are the introduction of the Municipal Fee, replacing the Trade Licence, Special Tax Holiday Scheme, cancellation of customs duty on several products and Empowerment Programme. Incentives offered to registered enterprises by SEHDA, National Computer Board and so on. Examples are awards to the best business plans, business counselling and facilitation. Increasing cost of doing business. High inflation rate causing depreciation of the Mauritian Rupees. Favourable prices of the substitutes. PEST Analysis PEST (or political, economic, social and technological factors) is the most commonly used tool for environmental analysis (Beamish, 1996) and is possibly the second most widely known strategy technique after SWOT analysis. Political/ Legal Environment: in most countries, the government provides much needed support to those who want to invest in hydroponics technology. Examples are tax relieves on equipment, free counselling, training, incentives to set up small businesses, loan facilities and so on. Regarding the Economic Environment, these issues should be considered: Income is a major influencer of consumer purchasing power. For instance, a fall in income caused by an increase in the rate of inflation may result in a fall in purchasing power. Consumers may buy more of the organic vegetables, which are cheaper than the hydroponics vegetables. The reverse is also true. Changing consumer spending patterns influence the demand for hydroponics produce. It has been noted that there is an increasing tendency for consumers to spend more and more on leisure activities, transportation, medical-care and education rather than food. But with the new budget made by the finance minister, we can expect that the spending on education will decrease and ultimately result to and increase in food or other activities also. Social/ cultural Environment: a study by the NZ Vegetable Growers Federation (www.vegetables.co.nz) , found that nearly 40% of people who purchase organic food do so because they believe it is pesticide-free. Technological Environment: growers of hydroponics produce who do not adopt the best practice technology will be disadvantaged and gradually lose access to all but low margin residual markets. However, there is a profound gap between PEST and SWOT analysis, and this is only partly met by Porters five forces. A linking technique is that of Grundys growth drivers (Grundy, 2004). See the diagram below. Grundy gives an example of growth driver analysis, helping us to represent the forces that, directly or indirectly, cause or inhibit market growth over a particular time period. However, an important feature to note here is that it is part of a system. The system captures, in an onion model format, the key domains that need to be thought through, within the overall competitive climate, beginning with: _ PEST factors _ growth drivers _ Porters five competitive forces _ competitive position. These layers of the onion are highly interdependent, which might be a very useful phenomenon for managers to learn about and to apply. For example, where the PEST factors are generally hospitable, growth is encouraged and the full impact of the five competitive forces may not be felt and may thus be latent. However, where the PEST factors become inhospitable, this will clearly dampen the growth drivers, and if the growth drivers within a particular market are themselves tightening, for example due to life-cycle effects, then this will put a disproportionate and adverse pressure on Porters five forces, particularly in the bargaining power of buyers, and also upon rivalry. Furthermore, a high growth environment may encourage entrants and a low one will discourage these. The result can lead to a collapse in confidence and in prices unless there are lots of exits.