Applied Business Research and Statistics Essay Example | Topics and Well Written Essays - 2000 words

Applied Business Research and Statistics - Essay Example Yet, he understood that administrators can choose their preferred subordinates which can make the example one-sided. So he put the id and name of every representative in exceed expectations sheet and made one extra comparing section for every worker id which is filled by executing the capacity of irregular number. At that point, choosing the best ten outcomes in the wake of arranging the irregular numbers gives him impartial example. In above model, populace could have been taken cooperation from every worker for example information is gathered from every individual from populace. Be that as it may, the example has been picked as illustrative of populace to make the inference. Henceforth, the contrast between consequences of two situations is assessed by inspecting mistake. Examining mistake can be zero in a portion of the cases. On the off chance that we need to take the assessments of the considerable number of architects in above case, and test takes the genuine extent of 100% designer. It very well may be expressed in other manner as though the inspecting mistake is zero then the populace is uniform or ideal delegate test of populace is taken for research reason. Let us take a case of country which is consolidated unit of states. We can pick the arbitrary examples of states which can be additionally isolated into littler units like city from chose states. These urban areas can be bunched into littler regions for perception. Scientists can characterize his example of choosing the example information until information state of perception is completely fulfilled. 3) It is preposterous to expect to consider the whole populace and availability of them is tedious and troublesome For Example, Let us consider the instance of setting up a rundown of the considerable number of clients from a chain of tool shops. It is monotonous undertaking. Yet, it is advantageous to pick a subset of stores in stage one of group examining which can be utilized for meeting the clients from those stores in the second phase of bunch inspecting. 34. Data from the American Institute of Insurance demonstrates the mean measure of life protection per family unit in the United States is $110,000. This dispersion follows the typical dispersion with a standard deviation of $40,000. a. In the event that we select an irregular example of 50 family units, what is the standard blunder of the mean b. What is the normal state of the circulation of the example mean c. What is the probability of choosing an example with a mean of in any event $112,000 d. What is the like

Global business Essay Example | Topics and Well Written Essays - 500 words

Worldwide business - Essay Example Especially this conversation will be taking a gander at the issues that American organizations going in Russia need to comprehend so as to detail successful passage system. These two nations have major social distinction in language, authority, customs and standards in this way leading organizations in Russia present a correspondence and the board challenge. Correspondence is basic for any business, Russia not at all like America has a few authority language because of the enormous number of ethnic networks of around one hundred (Bloshteyn, 2007). This will require the organization to have individuals who comprehend an assortment of these ethnic dialects while in US English is their official language. Non-verbal communication help to pass on specific messages like gesturing the head to show understanding Russians don't utilize non-verbal communication as such like Americans do yet are supposed to be very feeling for example they can leave you during a gathering to show contradiction. Expert in Russia is brought together and chain of orders are start to finish and the youngsters staff are relied upon to play out their undertakings with no scrutinizing while the Americans top administrators give bearings and give space for discussing. Russians authoritative structures are bureaucratic in nature and this makes it hard to work together for example as per an official executive of Russo-British business chamber Stephen Danziel, ‘‘you need to fill structures for all most everything and have them marked by the correct specialists as a rule in triplicate’’. As per Trompenaars and Woolliams ( 2003), culture is the fundamental belief of any general public, organizations need to comprehend the social foundation of the client so as to have the option to address their issues. The belief systems and sexual orientation perspectives on these two nations are unique, Russians are viewed as communalism and have faith in collectivity while Americans are busi ness enterprise and serious. In this manner Americans organizations should know about these foundation which will empower the

Dont Think Youre a Feminist Read Gloria Steinems MY LIFE ON THE ROAD.

Dont Think Youre a Feminist Read Gloria Steinems MY LIFE ON THE ROAD. What seems to be one thing from a distance is very different close up, writes Gloria Steinem in the preface to My Life On the Road. Shes speaking, through a landscape, of usof people, all of us, in our wild, unpredictable singularity. Shes speaking against punditry. And shes asking usbecause our individual intricacy leads into grand interconnectionto look around, and to see each other. The recognition that we live together becomes a directing force in Steinems book, which, though about her life, spends considerable time celebrating other women. Flo Kennedy is given credit for helping to shape Steinems speaking voice. Bella Abzug helps her to see how critical political participation is. Wilma Mankiller becomes a guiding spiritual presence and a symbol of the reclamation of womens power. And Hillary Clinton is here, too, reminding Steinemand readers through herthat you can do everything right, and other women may still resent you for not being as mired as they feel. Gloria Steinems book so becomes about growing into ourselves through interactions with others. This is feminism at its intersectional best: self-aware, credit-sharing, inquisitive, and affirming. _ Gloria looms as a feminist talisman. Those who dont understand or like the movement swing against her wildly, and those of us who claim it regard her with due awe. My Life on the Road, though, seeks to root her amongst us. She was first the girl with the traveling father who always craved a home. She was first the young woman who lamented her mothers pushed-aside dreams. She grew into the traveling advocate whose work always sought, in part, to reconcile those threads. This is a travel narrative, sureGloria goes from India to Indian country, across segregated America, up to Washington to hear Martin Luther King, Jr., and across the States with candidates, students, and fellow organizers. She traverses some odd fifty years as a feminist advocate and a writer, taking us from Civil Rights protests to the upcoming election. Its equally a reminder that every pause in our movement may be of tremendous import. Gloria keeps running into people whose courses she affected decades earlier, some even before they were born. I was moved, in part, because I am one of those people. If feminism has become the guiding principle of my life, Gloria Steinem is my patron saint. Here are the minor miracles shes enacted for me:   Free to Be (You and Me), a Ms. project that untaught notions of gender conformity, courtesy of my Aunt Barbara. The Ms. clippings that my mom placed in my lap when I was home sick from school. Seeds. Women dont have to be any one thing, and one thing they can be is badass. Outrageous Acts and Everyday Rebellions at the right moment, too, because I really only meandered my way toward feminism. I was recalcitrant along the way, denying the existence of glass ceilings, dismissing unwanted pregnancies as a consequence, thinking my femininity was a barrier. That equality was still just a goal occurred to me too slowly. Glorias essays found their way into my lap when I was still publicly resisting the feminist label. I cried over them in an airport. I packed my reluctance away. I have not excused my feminism since. I cannot pretend that this book isnt gospel to me. This is total kvelling. Dont love Gloria Steinem yourself, yet? Buy My Life on the Road. Youll get there. Id like to prescribe My Life on the Road as a panacea for everything poisoning our national conversations. Dont think one political decision matters much? Read Gloria; shell show you how congressional votes can tumble into presidential upsets. Dont think our words matter? Read Gloria; shell show you how one student in an auditorium can offer a declaration that reverberates for decades. There are what might have beens: what if wed listened to Vietnam detractors, what if Eugene McCarthy had been less icy and more like Bobby Kennedy. There are reminders: that women have been equal in society before; that we only think of feminism as radical because our memory is so poor. There are lessons: about the people who preceded us, particularly those native to the United States, and how they might inform our values. Gloria records conversations with luminaries and people youve never heard of, and lets them all teach us something. She puts us in key historical moments: beside Geraldine Ferraro on the campaign trail, in Shirley Chisholms campaign, and at the founding of the National Womens Political Caucus. She remembers Betty Friedans stinginess, but lets that be a lesson, too. Along the way, she lights your torch. These are not just memories; these are encouragements to change the world with her. __ I recommend reading My Life on the Road before voting. I recommend reading it before next opining regarding feminism. I recommend reading it if you ever feel detached from the people around you. Inside, each of us has a purple motorcycle, Gloria insistsa vehicle to personal empowerment, and to greater connection through it. I recommend making a downpayment. Gloria Steinems autobiography may outwardly be about her own traveling life, but reading it, youll come to better understand your own road. Her story becomes its own kind of activism, and her hopefulness the planning that you wont want to resist. Read it. Change everything. Save

Overview Of Goodyear Tire Rubber Company - Free Essay Example

Sample details Pages: 19 Words: 5745 Downloads: 3 Date added: 2017/06/26 Category Business Essay Type Narrative essay Did you like this example? The Goodyear Tire Rubber Company was founded in 1898 in a time that seemed especially remarkable, but the commencement was a bit eventful. Frank A. Seiberling who was 38 years at that time founded the company. Don’t waste time! Our writers will create an original "Overview Of Goodyear Tire Rubber Company" essay for you Create order He made a purchase of the companys first plant with a $3,500 down payment. The amount was money borrowed from a brother-in-law Lucius C. Miles. It was challenging with sourcing of raw materials especially the rubber and cotton which were the lifeblood of the industry and this had to be transported from halfway around the world, to a landlocked town that had only limited rail transportation. Even the man, from which the company was named, Charles Goodyear, had died penniless 30 years earlier despite his discovery of vulcanization after a long and courageous search. The bicycle craze of the 1890s was booming. This meant that demand for bicycles was soaring. The horseless carriage, as some ventured to call the automobile, was a wide-open challenge for bicycles. AT this same time the depression of 1893 was beginning to fade bringing about a recovery. On August 29, 1898, Goodyear was incorporated with a capital stock of $100,000. 4.1.1 Shareholding of commenced Goodyear David E. Hill, who purchased $30,000 of stock, became the first president. But it was the dynamic and visionary founder, hard-driving Seiberling, who chose the name and determined the distinctive trademark. The winged-foot trademark, inspired by a newel-post statuette of Mercury in the Seiberling home, has been altered over the years. Yet, it remains an integral part of the Goodyear signature, a symbolic link with the companys historic past. People like Seiberling, actually trying to liquidate family-owned property in 1898 when he ended up taking that once-in-a-lifetime chance to buy at a bargain the seven-acre tract that became Goodyear. People like George M. Stadelman, a man who avoided crowds and never made a speech, yet had a gift of integrity and foresight that guided Goodyears sales through a critical 20 years. People like Paul W. Litchfield, whose conviction and leadership helped inspire Goodyears development for nearly six decades. 4.1.2 First production of Goodyear With just 13 employees, Goodyear s production began on November 21, 1898, with a product line of bicycle and carriage tires, horseshoe pads and fitting the gamble Seiberling was making poker chips. The first recorded payroll amounted to $217.86 based on the prevailing wage of 13 to 25 cents an hour for a 10-hour day. After the first full month of business, sales amounted to $8,246. Since the first bicycle tire in 1898, Goodyear pedalled its way toward becoming the worlds largest tire company, a title it earned in 1916 when it adopted the slogan More people ride on Goodyear tires than on any other kind, becoming the worlds largest rubber company1926. 4.1.3 Goodyear in the 20th century Goodyear in the 20th century measures sales of nearly $20 billion, although it took 53 years before the company reached the first billion-dollar-year milestone. And it all began in a converted strawboard factory on the banks of the Little Cuyahoga River in East Akron, Ohio. Spanning the years, through all of those yesterdays, a legion of firsts and facts and figures appears that reflect the making of a company Goodyear is one of the worlds largest tire companies. It employs approximately 70,000 people and manufactures its products in 56 facilities in 21 countries around the world. Its two Innovation Centres in Akron, Ohio and Colmar-Berg, Luxembourg strive to develop state-of-the-art products and services that set the technology and performance standard for the industry. 4.2 OVERVIEW OF CURRENT STRATEGY OF GOODYEAR A close look at the strategies adopted by Goodyear over the past 2 to 5 years revealed some successes for the firm as they deployed some cost strategies, innovation and integrated marketing capabilities to leverage new product engines with outstanding marketing programmes to both trade and end users. They have done that with products such as Eagle GT, Assurance, Eagle F1 All season etc. The Capex of Good year in 2008 shows that there has been an increase in high value added (HVA) capacity. An increase of 50% by 2012 is the target set for Goodyear. Currently, the company has achieved 15% so far as at 2007). Strategy in 2008 Good year deployed the strategy below in 2008 Strengthened their balance sheet to capitalize on growth to improve their competitive position. Leveraged on favourable union contract Rebalanced their global footprint focussing on their supply chain. Goodyear as a result of competition has had to change its business model strategies employing th e following: Leadership Product Leadership Increased distribution Brand building Lower cost strategy Cash is king and not customer They have had to change their strategies as they realise that competition is eating into their slice of the market share. 4.2.1 Challenges facing Goodyear Emerging markets represent significant opportunity China now has the largest commercial vehicle market; 2nd largest car market is Russian tire market which will soon surpass German market size. Brazil is sustaining 5% GDP growth driving volume and transition to HVA. The challenge that lies ahead of Good year is to leverage their expertise in market development to fully deliver in emerging markets. Good year will need a highly innovative business strategy to create a global competitive advantage so as to continue a high market share in the rubber industry. 4.3 ANALYSIS OF DATA A qualitative quasi -deductive paradigm interview was conducted to allow for further clarity, completeness of results so as to overcome elements of bias typical of quantitative methodological approaches in order to examine particular events (Miles and Huberman, 1994). In doing this the researcher arranged an interview with five of their managers from five of their branches to verify if managers should be actively involved in the business evaluation strategy of an organization to enhance global competitive advantage. The outcome of the interview was then analyzed using the grounded theory (Straus) Five interviews were conducted with Business Unit Leaders of Goodyear in order to obtain a strategic perspective on the knowledge management requirements of the enterprise (Corbin,1990). The researcher chose this method as it is widely employed offering help in the analysis of qualitative data. The purpose of grounded theory is to build theory that is faithful to and which illuminates the area under investigation allowing us to collect information on the knowledge requirements of the enterprise. Grounded Theory is more interested in theory building than theory testing, which makes it eminently suitable for areas of research that have had little attention and exploration (Yin, 1993). Grounded Theory specifically calls for the evaluation of cases. Some of the advantages of using Grounded Theory for research of this nature are as follows (Bajaj, 1998): Grounded Theory can be used where no general theory about the phenomenon (knowledge audit) exists. The purpose is to arrive at prescriptions and policy recommendations with the theory likely to be intelligible to, and usable by, those in the situation being studied, and is often opened to comment and correction by them (Turner, 1981). Below are the questions and responses broken down in headings: Resulting from this process, a specification was drawn up describing the priority knowledge management requirements of Goody ear. This specification was then assessed against key components of the firms information technology infrastructure, and gap areas identified. On the basis of these gaps, an integrated solution was proposed, and the content to be delivered by this solution was defined. The functional requirements, architecture and operation of an integrated solution were discussed. 4.3.1 INTERVIEW A. 13th December, 2010 What has contributed to the success of Goodyear since the 1990s 6 of the interviewees mentioned branding with increasing levels from 25% in 1970`s to 60% in 1990`s. With 9 mentioning the management of knowledge leading to innovation in types of tires which also saw rising levels of 32% in 1970`s to 80% in 1990`s while the remaining 5 indicated that the success has been due to information technology increasing from 18% to 68%. It can be deduced from the above that branding, knowledge management and information technology has contributed to the success of Goodyear and rightly so as these three in additions to other factors are mentioned in the success stories of some organizations. According to Ambler (1997), a successful brand provides an organization with profits and the potential to gain future profits, thereby creating an asset that has value. Knowledge on the other hand is an advantage competitively. It is well harnessed if it is linked with information technology. This is because information technology enhances the collection, mining and making sense out of data/knowledge to achieve a competitive advantage. Knowledge is very important for innovation regardless of how it is collected, analyzed and distributed. According to Hargadon and Sutton(2000) in their description of a knowledge brokering cycle good ideas are captured through scanning, exploration for new possibilities, these ideas are kept alive through their distribution, old ideas are brought back to life a new uses are found for them, and eventually these ideas are validated for its commercial use or potential. Do you think managers should be actively involved in the business evaluation strategy of an organization to enhance a global competitive advantage? Ohmae (1982) and Porter (1985) suggested that the survival of a business is impossible without a competitive strategy and that the actual strategy must be unique to the organization. It is against the backdrop that the 20 managers interviewed who for reasons of choice decided to be anonymous in the declaration of findings of this research. All the managers interviewed affirmed that they must be involved in crafting strategy (ies) indicating 100% support of this assertion. In support of Mintzberg (1994), they suggested that the following will be achieved if managers did the implementation. Manage stability- Managers must be implementing strategies of the organization and not planning them. Managers can detect discontinuity-Managers involved in implementation will be able to detect discontinuity from strategies set even though environments do not change regularly. Even the smallest of change effects not detected earlier can pose significant damages in the long term. Recon ciling change and continuity-crafting strategy requires a natural reflection of the future, present and past. Too much focus on change can be damaging. What strategic business evaluation model should be employed for business/ environmental analysis? Environmental scanning- ideas come from a plethora of sources and are often triggered off by external changes in the environment. No organization is exempt from the need to innovate. SWOT analysis-a deliberate move into defining our strengths and weaknesses as an organization vis-ÃÆ'Â  -vis our opportunities and threats is another business evaluation model to be used. With comparison to PESTEL, 5 FORCES, and ANSOFF MATRIX, SWOT analysis appeared as the most preferred and employed model for business analysis 13 of these interviewees representing 65% supported the use of SWOT analysis, but 4 of them mentioned 5 FORCES indicating 25%, while as the remaining 2 (10%) said PESTEL with Ansoff matrix no a preferred choice. It is not strange that respondents mentioned the SWOT, 5Forces and PESTEL as models to be employed for strategic evaluation. The SWOT serves as an introspection of Goodyear mirrored against the opportunities and threats in the external environment of the fi rm. It is the SWOT that feeds into the 5 Force as Goodyear can know its strengths in upping standards for new entrants coming in to the tire and rubber industry, or its strengths to combat switching of clients to competitive brands such as Pirelli, Bridgestone firestone etc. Who is responsible for innovation in Goodyear? Leadership is responsible for creating an organizations vision together with the right climate for creativity. This right climate will spark off creativity that will help achieve vision. It is only when the right climate is created that creativity and innovation will become a reality in Goodyear. So in answering the question, all in the organization must be responsible for innovation but the right leadership put in place will help complete the process for innovation in Goodyear. Gathering of information from different sources was aimed primarily at identifying the knowledge that the correspondents strongly perceive as things being of increasing value to the company and its performance. In order to institute the knowledge or strategy management requirement of the company, two forms of data gathered were under taken: Twenty of the top senior-most managers were interviewed in the various branches of Goodyear in order to obtain their perspective about the business evaluation stra tegy requirements considered to be highly innovative and effective in creating an advantage for them globally. Fifty five representatives of the various business divisions responded to questionnaire in order to understanding the operational requirement or strategy of each entity. Resulting from this process, a specification was drawn up describing the priority (rating) of the strategies (knowledge requirement) of the firm. This specification was then assessed against key components of the firms infrastructure and gap areas identified. On the basis of these gaps, solution was proposed. Once the interview was completed, a pattern and area of divergence were identified amongst the respondents. This was achieved by transferring portions of individual transcripts from senior managers interviewed into a shared spreadsheet under specific headings as identified during the process of analysis. Once this was done, areas of commonality were found. 4.3.2 An info-centric organization The interview with senior managers provided sufficient indicator of importance of knowledge management in the market place. Many businesses spend all their time and effort to create competitive advantage through either cost-cutting, quality-enhancement, speed of delivery or continuous expansion of market reach. However, according to the senior managers, one of the most effective weapons every business can deploy in the competitive market place is to create an info-centric organization. It is their objective to make it a standard practice for everyone in the firm to be on the look-out for important information that can benefit the company. In order to realize any significant benefit from implementing the info-centric plan, leadership must ensure that at general or strategic meetings, reserve the loudest applause for the person with the biggest scoop of information provided for improvement. They should create a contest that offers attractive rewards for the person with the best idea to raise sales by say 25% in the coming year. An info-centric firm will be customer-centered and will therefore look at the customer first for the critical information needed to improve. Talk to the client regularly both informally and also through questionnaire and surveys. The client is the North-Star of the firms compass and everything ultimately focuses on pleasing and satisfying the client. 4.3 3 A culture of continuous process improvement Commitment to continuous process improvement is extremely positive. Senior managers believed that the business must never get satisfied with their status or progress in the critical areas of their operation. They recognize that in a fast-changing world, rapid improvement is required to remain competitive. For the plan to materialize, they therefore will consistently acquire and apply relevant information to improve upon their business processes. It is common practice for them to have focus groups or quality circles with the main purpose of achieving specific reductions in lead time, cost, queues, clients complaints, etc. the firm should continuously seek to achieve improvements in the various points on the value chain. They should focus on suppliers, raw materials, marketing and sales, order processing, production operations, finance and administration. Once the feedback from the responses to the questionnaires by the employees had been analyzed, it became obvious that there were content needs that were common across all the divisions. The specific content required by employees is identified below. The knowledge levels (strategy) are grouped into four main subjects as follows: Knowledge about leadership and capabilities expressed across the firm Knowledge about marketing approach of the firm across the industry. Knowledge about speed and pricing conditions among competitors in the industry Knowledge about the business opportunities within the company with regards to contact relationship management. Based on the above mentioned key knowledge areas, the respondents were asked to identify and rate specific content within each of the above context, according to its importance in terms of enabling them to add value to their performance and also enhance their competitive advantage in the industry. Table 1. Knowledge condition: Leadership and Capabilities Content Specification Rating Trust systems Formally communicating the firms mission statement and philosophy that give basic values, purpose, direction and the desired level of performance. Low Periphery systems Organizational members activities fall within the acceptable domain of activity. That is, systems ensure that business activities occur in defined product market at acceptable level of risk. Medium Capability and solution Establishing terminology used to express and illustrate product and service offering. Demonstrating competence and aptitude to supervise subordinates. Medium Knowledge sharing Gathering, absorbing, transferring product/service information between organization and customers, third parties (suppliers) and employees in order to meet companys goals. High Prompt recognition Encourages and promote corporate intelligence to bring out innovation in the organization. What gets rewarded gets done; the behaviours you reward gets replicated High Table 2. Knowledge condition: Marketing approach Content Specification Rating Market opportunity The market size with respect to demographics and psychographics High Market KPIs The key industrial trends that are fuelling the companys success or trends inhibiting its success High Packaging creating a unique identity (brand) to capture market attention and hold their glaze and for that matter raising the companys value High Market segmentation The names of targeted market segmentations and its distinctiveness High Clients motivation Customers primary reason for purchasing or wanting to use the companys product or service Medium Feedback Customers testimonials and endorsement in the form of correspondents from happy or unhappy users. Media coverage and celebrity endorsement High Table 3. Knowledge Condition: Speed and Pricing Condition Content Specification Rating Delivery Ability to complete work faster (promptly responding to client-related demands and issues High Surprise element Keeping competitors continually questing about what the company will do next. For instance consistently giving added value through extra services offered as part of a holistic package. High Financial analysis Covers a complete thorough financial justification for company operation including return on investments, degree of risk and potential exposure of the organization Medium pricing competitiveness exploration of ways in making pricing more competitive in order to guarantee longer of your relationship with the customer Medium Pricing tradeoffs Customers expectation (decision) in making tradeoffs of price or value or both price and value. High Table 4 knowledge condition: relationship management Content Specification Rating Company profile a Name and contact details, websites and logos, vision and mission statements High Abstract of companys business status Companys core business actions, industry focal point and insight Medium Solution oriented Detailed action plan and relevant methodology. High Product/service requirement Adequately fulfilling its purpose, easy to use, meet quality requirement and worth it value. High Environmental sensors Pleasantry of working place i.e. what client see, smell, touches, hears at the site or our community works Medium Behaviour factors Customers interaction with employees High Catalogue and contacts of clients Names, contact details of segmented clients Low Activity tracking concern Emails, text messages in response to clients request and demand Medium 4.4 QUANTITATIVE ANALYSIS OF DATA 4.4.1 Interview with staff of Goodyear The researcher conducted an interview with 50 staff of Goodyear, 15 of its focus group at their main research centers and came out with the following: When staffs were asked of the departments they represented in Goodyear, 4 represented 20% were from finance department, 4 representing 20% were from marketing, another 4 representing 20% stated that there are factory hands and 8 representing 40% were in the research center. Table 1 represents the above-mentioned data from staff of departments that responded to the questionnaire. Table 5: Type of Business or work engaged by customers Responses Frequency Percentages Staff from research center 8 40% Marketing 4 20% Finance 4 20% Factory hands 4 20% Total 20 100% Source; Field Work, 2010 4.4.2 Perception of staff about products manufactured by Goodyear Respondents were asked about their perception of the products manufactured by Goodyear; they respond 90% representing 18 staff stated that there were excited about the current portfolio/ product line of Goodyear because it provided them with a formal way of segmentation and reduced their risk of loss of market share to competitors. Two staff representing 10% on the other hand stated that there are not satisfied with all the products manufactured by Goodyear, because their tires were not different from that of competition e.g. Semperit, Pirelli, Uniroyal etc. Table 2 below shows the percentage and frequency table of the perception of staff about products manufactured by Goodyear. Table 6: Perception of staff about products manufactured by Goodyear Responses Frequency Percentages Yes 18 90% No 2 10% Total 20 100% Source; Field Work, 2010 4.4.3 The Products/Services Offered to Customers Interviewed in focus groups I took the opportunity to interview a focus group of Goodyear about the products of Goodyear. The figure below shows the product/service offered to customers interviewed for the study. The products/services offered were categorized into Passenger vehicle tires; Commercial vehicle tire, Off road tires, ATV tires, RV tires, Racing tires. These categorizations were made from the data collected from the interview and also to aid easy analysis and interpretation of the data gathered. From the interview, 3 respondents representing 15% of customers stated that they had tried passenger vehicle tires; another 3 respondents representing 15% stated that they had also tried the Commercial vehicle, 6 customers representing 30% also stated that they had tried RV and similar tires of competitors and that of Goodyear and realized there was no difference. None responded on products such as ATV and Aviation tires. Figure 1: The Products/Services Offered to Customers Interviewed Source; Field Work, 2010 4.4.4 Global competitive advantage When staffs were asked if they have ever attended a strategic session in their working lives, 80% representing 16 staff stated that they have ever done that. 20% representing 4 staff however stated that they have not. Among the 80% who stated that they have ever attended a strategic session, they were further asked if they learnt that strategy could give an organization a global competitive advantage. 75% representing 12 staff stated that they believed that a good strategy could go a long way to creating a global competitive advantage for a firm if the right environment is created for it. The rest of the 25% representing 4 staff stated that they were indifferent about strategy as firms they have worked for were not doing anything different from what firms` are doing now. Figure 2 A: Staff that had attended strategic sessions Source: Field Work, 2010 Figure 2B: Can a highly innovative strategy create competitive advantage? Source: Field Work, 2010 4.4.5 Perception of staff interviewed about the innovation procedure and requirements of Goodyear. Staff were asked about their perception about the innovation procedure and requirements of Goodyear, the data depicts that 13 staff representing 65% stated that the procedures and requirements were complicated and not favourable to them because for instance the issues about idea generation were being restricted to a research center making it very difficult for staff not part of the research center to participate. 7 staff representing 35% stated that the procedures and requirements are less complicated and favourable to them because they are able to scale all the challenges involved with filling up idea forms and forwarding them to the right department. Table 7: Perception of staff interviewed about the procedure and requirements of Goodyear for the development of new ideas. Responses Frequencies Percentage Very Complicated and not Favorable 13 65% Less Complicated and Favourable 7 35% Total 20 100% Source; Field Work, 2010 4.4.6 Junior staff (1-5years experience) Interviewed Junior staff(with 2years experience of Goodyear) were asked if they have been able to generate an idea since they joined, 20% representing 4 junior staff in the category mentioned stated that they have not, 40% representing 8 junior staff (with experience between 2 and 5years) stated that they have done that once . These respondents were mostly factory hands, civil servants and contractors. Another 40% representing 8 respondents (2-5years) stated that they have suggested ideas for the development of new tires for Goodyear since they joined the company. Table 8: Experience and ability to generate ideas for Goodyear Responses Frequencies Percentages Staff with 2 yrs experience 4 20% Staff with (2-5 yrs)exp 8 40% Staff with (2-5)yrs exp Suggested ideas for development. 8 40% Total 20 100% Source; Field Work, 2010 Perception of business unit leaders about the current innovation strategies of Goodyear The figure below shows the perception of business unit about the current innovation strategies of Goodyear. 55% representing 31 unit leaders/branch managers stated that the current innovation strategy is favorable because, with the 1/3 cash security of the amount of the loan applying for, a customer in a way has paid 1/3 of the loan applied for. Salaried workers think that is convenient and flexible. 45% of the respondents representing 9 respondents stated that the strategy is not favourable since it is very difficult to get staff workers to participate in the idea generation process of Goodyear. Figure 3: Perception of Business unit leaders Interviewed about the current innovation Strategy of Goodyear Source; Field Work, 2010 CHAPTER FIVE 5.0 CONCLUSION AND RECOMMENDATIONS For competitive advantage to be sustained it will be necessary for staff of Good year to be prepared both in attitudes and abilities so that they can meet the demands of customers in due time. Competitive advantage can come from better products in this case tires, customer perceptions, costs, competencies, assets, attitudes and relationships etc. A key issue is ensuring that it is sustained. It will sad on the part of Goodyear if staff lack the necessary competitive attitude in order to create growth and opportunities for the company. From the findings of the study, it can be deduced that managers should continue to show active participation in the business evaluation strategy of the organization to enhance a global competitive advantage. Three areas to focus on are Technology, Branding and Knowledge management leading to innovation.Technology, especially IT in product and process innovation, is emerging as a powerful facilitator of market innovation in both personal and busines s markets. For example, in rubber industry many firms now see flexibility of core product features as a major competitive weapon. A companys ability to offer features such as flexible prices depends on whether its computer systems have been designed so that they can be quickly adapted to serve new market segments. In the rubber industry, application of new technology provides new entrants with the opportunity of rethinking the entire value proposition offered to customers. While the offer provided to customers by old-established companies is often standardized, new entrants can use advanced computing technology to provide more accurately targeted offers. They can do so themselves or in conjunction with partners. A recent trend is towards knowledge management, whereby firms work together in networks to create electronic packages of value for clients. It is new technology which provides market champions with the means for redefining markets on an economically viable basis. Importan tly, skilful application of IT has reduced the advantages of scale and market share and so has diminished the cost advantages of large old-established firms. The Internet provides particularly exciting opportunities; especially for new entrant challengers, because these are not burdened by traditional forms of distribution such as retail branch premises. It is likely that nontraditional competitors with a mastery of IT, who are intent on building superior networks, will continue to make serious inroads into other tire markets. Specific customer segments identified by market champions are provided with access points at which relevant offers are negotiated. It is advanced technology which allows customers to be served simultaneously in two main modes the relationship mode, and the transaction mode. In the relationship mode an integrated profile of a customers financial needs is acted on over time; in the transaction mode supply at the lowest possible price is the aim. In times of f ast changing markets and fast changing technology, businesses which want to safeguard their future must innovate. If they want to be proactive and develop further by organic means they must engage not just in occasional bursts of innovation, but in continuous change. Three main types of innovation can be pursued for this purpose. First, market innovation improving the mix of markets and how these are served. Second, product Innovation improving the mix of offers. Third, process innovation improving the mix of internal operations. In order to achieve and maintain competitive success in todays turbulent marketplace, top management must spend at least as much time thinking about customers needs and how these might be met innovatively as thinking about internal operations. The assertion experience is becoming irrelevant and even dangerous is probably a deliberate exaggeration. But, to compete effectively in the future, a business needs to focus beyond the markets it serves present ly and to concern itself with market innovation and the total imaginable market. Aggressive suppliers from other industries are adopting this wider approach. Not to be surprised by new competitors, incumbent suppliers in all industries need to concern themselves with market innovation. All businesses need to understand the changing needs of their customers. They must develop accurately targeted offers quickly and cost-effectively. Market innovation can help guide this quest by combining product line management with market opportunity analysis. When market innovation is bold and imaginative it provides not just a means for developing new business, but a revolutionary means for safeguarding existing business. The following conclusions are also drawn from the analysis and discussion of data collected in Chapter Four of the study: Goodyear is currently offering passenger tires, vehicle tires, commercial vehicle tires, RV tires and aviation tires. The departments represented in the survey results are finance, marketing, factory hands, research centers, focus groups. Focus groups representing customers claimed they were satisfied with the services provided by the company. . Majority of customers patronised RV, passenger vehicle, commercial vehicle with none for ATV and aviation tires. Goodyear had in place two research centers where ideas were approved and processed. Staff attendance to strategic sessions where strategies were formulated are as follows: 80% of the staff representing 16 staff had attended strategic sessions. Among the 80% who stated they had attended strategic session , 75% believed that a good strategy could go a long way to create a global competitive advantage. The rest of the 25% were however indifferent. 75% of those interviewed believed that an innovative strategy can create competitive advantage . However, 65% representing 13 of the staff stated that the procedures and requirements for innovation were complicated making reference to innovation as a preserve of the research center and not the entire organization.7 staff representing 35% however stated that the processes were less cumbersome and favourable to them. 55% representing 31 unit leaders/branch managers stated that the current innovation strategy is favorable . 45% of the respondents representing 9 respondents stated that the strategy is not favourable since it is very difficult to get staff workers to participate in the idea generation process of Goodyear. Finally, some analysts have referred to market champions as innovative entrepreneurs (Ghoshal and Bartlett, 1988). However, it is one thing to spot potential market opportunities, but quite another to make money from these. Potentially, there are large numbers of market opportunities. A business cannot win in all the markets open to it. Skilful market champions fight for the development of markets which their business can supply and dominate in some way. Effective market championing involves spotting positions in which the business can build and retain competitive strength. There is no point in choosing an innovation strategy which the business lacks the means to pursue over ti me. Skilful market innovation helps to focus the competitive strategy of a business. Customer analysis, competitor analysis and supply competence analysis are its essential ingredients. Skilful market champions appreciate the specific ways in which different customers buy. They know that some customers will have a preference for certain types of offers, while other customers will have quite different preferences. This means that the same core product can and indeed, should be offered quite differently to different market segments, if the aim is to meet buyers preferences as closely as possible. 5.2 Recommendations From the above discussions of the data gathered and analyzed, the following recommendations are made from the conclusions drawn: Goodyear should implement a centralized approach in all its 55 branches Standard procedures should not be imposed on branches. This means that there will be an avoidance of mistakes on limits of innovative solutions and awarding moves which should not be missed. Understand the economic consequences of knowledge management practices in the enterprise Understand how knowledge management practices in the enterprise compare to those in competing enterprises Understand the role of knowledge management function in building enterprise capability for the future. The company should make it compulsory for every staff to suggest an idea that will help Goodyear introduce new processes or products that will keep them ahead of competition. This could be done by setting up an ideas portal which could be accessed by all in all branches. Good year sho uld also intensify its environmental education programme, to educate both its customers and potential customers about effective management of the environment. The company should also collaborate with NGOs, Charities to organize alternative ways of disposing rubber so that customers will desist from pulverizing rubber which can be of severe damage to the environment. The company should also make sure that every idea is carefully scrutinized and any approval given should be based on the innovation strategy for Goodyear. The idea should meet all requirements and procedures for approval. The company should also strive to increase its client base by making the public especially car manufacturers, distributors in the various markets in and around its area of operation aware of its products so as to increase its market share. The Headquarters should not set strict orders for all branches as the former will influence a branches ability to bring its resources into alignment with the changing environment. This could stifle innovation leading to de motivation in staff. The company should look again at the changing trend of managing knowledge more as these changes if not monitored could lead to some losses in the market share of God year by Pirelli, Continental AG etc. The company should also improve upon its social development programme so that it improves its image in its areas of operations. The company should demonstrate the willingness to suffer some loss of control, give more ownership to the branch managers in different country markets and link rewards to market performance but tie together more closely personal and corporate strategies. Management should allow their leadership styles to evolve in accordance with the changes in the workplace as the leadership style adopted at any point in time could impact on the linkages that the former has in encouraging innovation. There should be a regular strategic gathering of all senior managers from the 55 branches to review the companys evaluation strategies. The use of webcasting could be an ideal way to saving costs deploying the power of technology. The regular review of the strategies could help Goodyear adopt newer and modern strategies thus staying ahead of competition. Strategies should be examined on its merits of whether it is acceptable to Goodyears stakeholders, suitable for the company and feasible to achieve.

Top 6 Personal Finance Software for Small Business Owners...

Top 6 Personal Finance Software for Small Business Owners A personal finance software lets you track your budget, costs, and your overall finances. It can give you a clear picture of where your money is going. A personal finance software gives you a clear idea where your money is going, and where it has been through graphs and report. If you are planning for your financial future, reports provided by these tools are very useful. With a personal finance software, you can now have a complete analysis of your finances. However, this graphs and reports can be a lot easier if you have some accounting background. It also lets you create a budget that you can stick in. These software create a realistic budget for you. Enter your basic†¦show more content†¦AceMoney AceMoney is a personal finance tracking software that offer tools for creating and maintaining budgets, tracking investments, and it also has online banking feature. It is a versatile tool idea for all financial stages. It is easy for anyone to install, and it is simple and convenient for optimizing personal finances. It also has all the necessary information to help you achieve your financial goals. A great aspect in AceMoney is the upgrade guarantee. Most personal finance software comes with the newer ones come out, but you need to pay for it. AceMoney offers a one-time license that guarantees youll have get the upgrades without paying for it. YNAB YNAB(You Need a Budget) offers the right tools for you to be financially stable. It is a personal finance software designed to help maintain a successful budget and achieve financial goals. YNAB is one of the most friendly personal finance software weve seen. It has its own philosophy that gives you a simple framework you can use to plan your budget. The goal is to rearrange finances so that you are able to live on the previous month rather than live paycheck by paycheck. 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Minimum Entry into Nursing Free Essays

The minimum entry perquisites for nurses have been a hot issue for the last three to four decades. All through this era, position proclamations have been frequently impending from a variety of specialized associations, undoubtly the most considered being the ANA â€Å"First Position on Education for Nursing† of 1965. These statements have lead to arguments and debate, in particularly within the area of registered nurses. We will write a custom essay sample on Minimum Entry into Nursing or any similar topic only for you Order Now The argument of these diverse proclamations have been to shift official nursing education out of the service division and into educational spectrum, to propose the nature of education desired for the coming years, and to deal with projected future of the profession of nursing. In general, entry into practice has been one of the most controversial subjects regarding nursing. (Gosnell, 2002) Disagreement concerning associate degree nursing as an entrance level for registered nurses has been surfacing from the time when it was initiated. Associate Degree Nursing (ADN) education offers a vibrant trail for entry into registered nursing practice. ADN provides handy, inexpensive, excellence teaching to an assorted populace. Commenced as a research assignment in reply to communal requirements, this instruction is repeatedly developing to be a sign of confined society needs and present health care inclinations. Graduates of this program are equipped to function in numerous health care circumstances, together with societal practice sites. In spite of the pertinent important impact this teaching has had on the entry into nursing subject, Mahaffey tells that assessments were occasionally made with no noteworthy demonstration of all curriculum categories. There is a necessary requirement for addition of the influence of ADN mentors, with nurses on job, in the groupings who are conniving an apparition for nursing. (Mahaffey, 2002) References Gosnell, D. (May 31, 2002)   Ã¢â‚¬Å"The 1965 Entry into Practice Proposal – Is It Relevant Today?† Online Journal of Issues in Nursing. Vol. #7 No. #2, Overview and Summary. Available: http://www.nursingworld.org/ojin/topic18/tpc18ntr.htm Mahaffey, E. (May 31, 2002)   Ã¢â‚¬Å"The Relevance of Associate Degree Nursing Education: Past, Present, Future† Online Journal of Issues in Nursing. Vol. #7 No. #2, Manuscript 2. Available: http://www.nursingworld.org/ojin/topic18/tpc18_2.htm    How to cite Minimum Entry into Nursing, Essay examples

Enlightenment vs Romanticism Essay Example For Students

Enlightenment vs Romanticism Essay Enlightenment vs. Romanticism The enlightenment was an 18th century movement that emphasized reason to change society and advance knowledge. The enlightenment changed how people all over Europe, and later North America, thought about religion, hierarchy, monarchy, and science. People began to question the church and there was a loss of unity in the Christian church. It was a time in which people began to think more about themselves without the influence of the government and their church. The enlightenment brought an age of rational, scientific and secular thinking. The Enlightenment resulted in greater freedom and more humane treatment for all individuals as well as the scientific process. Romanticism was an artistic and intellectual movement that originated in late 18th century. It emphasized on individuals expression of emotions and imagination. Some people see it as the opening to modernity and others see it as the as the beginning of a tradition of resistance to the enlightenment. I see Romanticism as the new movement for cultural and aesthetic values and the rise of individualism. The way I understand it, enlightenment is more about basic morality and knowledge. Romanticism is more self-oriented, more about self-discovery. If I had to choose to which side I favor the most Id go with the enlightenment because I believe more about that man are created equal and that education is important. However I can also favor romanticism because I believe every individual deserves freedom but also need to follow the rules so that we can be an orderly society. Hollywood Censored During the sass to sass moral censorship guidelines were established for many films produced by major studios in the United States. During the early sass there ere numerous of films that were morally questionable because they contained hardcore words, mature subject, and sexually suggestive dialogue. This lead to the creation of the motion picture production code, which established a series of restrictions to the production of films in the US. The church had to get involved on this subject because they were scared that their people would be morally hit. They turned in a list of the things that had to be restricted in the studios. Many of the restrictions were implemented because the studios didnt want the government to intervene. Many films even promoted traditional values that crime and sexual elations were not attractive. Films showed that crimes had to be punished. Like in the movie surface the producers had to change the ending multiple times, the character was brought into trial at last. The studios worked under code for several decades until the sass when explicit films started appearing again and then in 1968 the code was dismissed and a new way of classifying films was established such as G for general, M for mature, and so on. I believe that the code was a good way to minimize crime because I think violent movies do a commit crimes. T us and make individual

Battle of Cryslers Farm in the War of 1812

Battle of Crysler's Farm in the War of 1812 Â  The Battle of Cryslers Farm was fought November 11, 1813, during the War of 1812 (1812-1815) and saw an American campaign along the St. Lawrence River halted. In 1813, Secretary of War John Armstrong directed American forces to begin a two-pronged advance against Montreal. While one thrust was to advance down the St. Lawrence from Lake Ontario, the other was to move north from Lake Champlain. Commanding the western attack was Major General James Wilkinson. Known as a scoundrel before the war, he had served as an agent of the Spanish government as well as was involved in the conspiracy that saw former Vice President Aaron Burr charged with treason. Preparations As a result of Wilkinsons reputation, the commander on Lake Champlain, Major General Wade Hampton, refused to take orders from him. This led to Armstrong constructing an unwieldy command structure that would see all orders for coordinating the two forces pass through the War Department. Though he possessed around 8,000 men at Sackets Harbor, NY, Wilkinsons force was poorly trained and ill-supplied. Additionally, it lacked experienced officers and was suffering from an outbreak of disease. To the east, Hamptons command consisted of around 4,000 men. Together, the combined force was twice the size of the mobile forces available to the British in Montreal. American Plans Early planning for the campaign called for Wilkinson to capture the key British naval base at Kingston prior to moving on Montreal. Though this would have deprived Commodore Sir Jame Yeos squadron of its primary base, the senior American naval commander on Lake Ontario, Commodore Isaac Chauncey, did not wish to risk his ships in an attack on the town. As a result, Wilkinson intended to make a feint toward Kingston before slipping down the St. Lawrence. Delayed in departing Sackets Harbor due to bad weather, the army final moved out on October 17 using around 300 small craft and bateaux. the American army entered the St. Lawrence on November 1 and reached French Creek three days later. British Response It was at French Creek that the first shots of the campaign were fired when brigs and gunboats led by Commander William Mulcaster attacked the American anchorage before being driven off by artillery fire. Returning to Kingston, Mulcaster informed Major General Francis de Rottenburg of the American advance. Though focused on defending Kingston, Rottenburg dispatched Lieutenant Colonel Joseph Morrison with a Corps of Observation to harry the American rear. Initially consisting of 650 men drawn from the 49th and 89th Regiments, Morrison increased his strength to around 900 by absorbing local garrisons as he advanced. His corps was supported on the river by two schooners and seven gunboats. A Change of Plans On November 6, Wilkinson learned that Hampton had been beaten at Chateauguay on October 26. Though the Americans successfully bypassed a British fort at Prescott the following night, Wilkinson was unsure of how to proceed after receiving the news regarding Hamptons defeat. On November 9, he convened a council of war and met with his officers. The result was an agreement to continue on with the campaign and Brigadier General Jacob Brown was sent ahead with an advance force. Before the main body of the army embarked, Wilkinson was informed that a British force was in pursuit. Halting, he prepared to deal with Morrisons approaching force and established his headquarters at Cooks Tavern on November 10. Pressing hard, Morrisons troops spent that night encamped near Cryslers Farm approximately two miles from the American position. Armies Commanders Americans Major General James WilkinsonBrigadier General John Parker Boyd8,000 men British Lieutenant Colonel James MorrisonCommander William Mulcasterapprox. 900 men Dispositions On the morning of November 11, a series of confused reports led each side to believe that the other was preparing to attack. At Cryslers Farm, Morrison formed the 89th and 49th Regiments in a line with detachments under Lieutenant Colonel Thomas Pearson and Captain G.W. Barnes in advance and to the right. These occupied buildings near the river and gully extending north from the shore. A skirmish line of Canadian Voltigeurs and Native American allies occupied a ravine in advance of Pearson as well as a large wood to the north of the British position. Around 10:30 AM, Wilkinson received a report from Brown stating that he had defeated a militia force at Hooples Creek the previous evening and the line of advance was open. As the American boats would shortly need to run Long Sault Rapids, Wilkinson decided to clear his rear before moving forward. Fighting an illness, Wilkinson was not in a condition to lead the attack and his second-in-command, Major General Morgan Lewis, was unavailable. As a result, command of the assault fell to Brigadier General John Parker Boyd. For the assault, he had the brigades of Brigadier Generals Leonard Covington and Robert Swartwout. The Americans Turned Back Forming for battle, Boyd placed Covingtons regiments on the left extending north from the river, while Swartwouts brigade was on the right extending north into the woods. Advancing that afternoon, Colonel Eleazer W. Ripleys 21st US Infantry from Swartwouts brigade drove back the British skirmishers. On the left, Covingtons brigade struggled to deploy due to a ravine on their front. Finally attacking across the field, Covingtons men came under heavy fire from the Pearsons troops. In the course of the fighting, Covington was mortally wounded as was his second-in-command. This led to a breakdown in organization on this part of the field. To the north, Boyd attempted to push troops across the field and around the British left. These efforts failed as they were met by heavy fire from the 49th and 89th. All across the field, the American attack lost momentum and Boyds men began falling back. Having struggled to bring up his artillery, it was not in place until his infantry was retreating. Opening fire, they inflicted losses on the enemy. Seeking to drive off the Americans and capture the guns, Morrisons men began a counterattack across the field. As the 49th neared the American artillery, the 2nd US Dragoons, led by Colonel John Walbach, arrived and in a series of charges bought sufficient time for all but one of Boyds guns to be withdrawn. Aftermath A stunning victory for a much smaller British force, Cryslers Farm saw Morrisons command inflict losses of 102 killed, 237 wounded, and 120 captured on the Americans. His force lost 31 killed, 148 wounded, 13 missing. Though disheartened by the defeat, Wilkinson pressed on and moved through the Long Sault rapids. On November 12, Wilkinson united with Browns advance detachment and a short time later received Colonel Henry Atkinson from Hamptons staff. Atkinson brought word that his superior had retired to Plattsburgh, NY, citing a lack of supplies, rather than move west around Chateauguay and to join Wilkinsons army on the river as originally ordered. Again meeting with his officers, Wilkinson decided to end the campaign and the army went into winter quarters at French Mills, NY. Following a defeat at Lacolle Mills in March 1814, Wilkinson was removed from command by Armstrong.

Free Religion and Medical Practice Essay

Free Religion and Medical Practice Essay results on the link between religion and health. The book also concluded on the recommended clinical applications to overcome any controversies that emerge. Mathews (199) further considers conflicts between spiritual and health matters by observing that issues gravitating around ethics often arise. At this stage, it is significant to note that health is a diverse topic that extends to abortion, end of life debates, or assisted suicide among others. More precisely, ethical concerns are the primary aspects that put the two aspects in conflict. Koenig, H. G. (1998). Handbook of religion and mental health. San Diego: Academic press. The book considers mental health. The consideration is done in regards to the extension of healthcare services to people who come from different health backgrounds. Those considered include: Muslim, Christian, Buddhist, Hindu and Jewish. The book is designed for clinicians as it describes how religion-based beliefs are associated with mental illnesses. The book also goes further to capture how religious backgrounds affect the delivery of mental health care. The book has various chapters including some on religion, personality, anxiety, coping behavior, psychoses, etc. Koenig, H. G. (1994). Aging and God: Spiritual paths to mental health in midlife and lateryears. New York: Haworth Press. In the above book, the author gives an in-depth analysis on how religion relates to the treatment of mental illnesses. Focusing on elderly patients, the author establishes that religious backgrounds influenced how patients responded to treatment. Koenig (1994) also established that parents have cited religious beliefs as a reason for avoiding seeking medical care. Moreover, some jurisdictions bar governments or non-governmental organizations from taking corrective measures whenever parents use religion to prevent their children from seeking healthcare services. In views of healthcare practitioners, religion cannot be used as a defense to deny people medical care. However, spiritual matters impede such pursuits. Thus, based on this paper, health and spiritual matters may conflict at given instances. Conclusion It is factual that religion influences both the growth and development of people. Thus, it influences several choices that they make. Such influences also end up affecting health deliberations. Sometimes, the impact leads to taking decisions that are not amenable with healthcare expectations.

Workplace mediations in cyberspace Essay Example | Topics and Well Written Essays - 1250 words

Workplace mediations in cyberspace - Essay Example Bandwidth and connectivity speeds have been increasing. Parties in disputes are using technology to bypass the legal mechanisms or institutions (Armbrust 2000). The virtual platform is not only private but decentralized. This has enabled organizations develop a decentralized environment in the quest to develop dispute resolution mechanisms using cyberspace (Barrett and Barrett 2012). The participants of the cyberspace mediation are expected to develop a decision without involving the judges. The representation of multiparty disputes and other parties is not affected. Internet offers a platform for glass root information and development of information from the pluralistic nature of its architecture (Wang 2010). The applications within cyberspace make it possible to use enormous information from a variety of sources during the mediation process. The dispute resolution professionals are optimistic about the cyberspace mediation and the potential thereof (Hawk, Rieder, and Oviedo 2008). The development of a virtual dispute resolution mechanism is perceived to be the modern organizations’ highest aspirations (Barrett and Barrett 2004). The virtual architecture is expected to prove that mediators can use technology to resolve organizational issues within a short period (Armbrust 2000). This cyberspace mediation saves time and space. Research shows that virtual mediation shall cause organizations to invest in enhanced technology. This shall benefit other aspects about the operations of an organization (Breslow and Mousoutzanis 2012). Virtual negotiations eliminate travel costs and save money for the parties (Barrett and Barrett 2004). The mediators are said to be more effective in the digital platform given that the temperatures of the disputes appear to be low because of the geographical barriers. Numerous mediators argue that cyberspace mediations pose straightforward challenges (Doherty and Guyler 2008). However, the challenges are be overcome as a growing n umber of internet users get acquainted to online settings (Barrett and Barrett 2004). Critics argue that online communication and dispute resolutions cannot be a substitute to solving challenges while physically present (Breslow and Mousoutzanis 2012). This is linked to the values and attributes of communication during mediation. Many mediators argue that the fact that disputants are incapable of speaking is the reason for mediation (Armbrust 2000). The choice of using a digital platform which is perceived as slow and prone to breakdown is questionable (Hawk, Rieder, and Oviedo 2008). However, a growing number of organizations are targeting the global market and opening branches across the world (Gonc?alves 2008). The process of dispute resolution between to international branches or employees working in different continents has necessitated the use of technology (Barrett and Barrett 2004). The process of online mediation is said to ensure organizations or multinational operate as u nits despite the geographical barriers (Breslow and Mousoutzanis 2012). Online mediation offers better safeguards for caution and sensitivity compared to the conventional mediation (Breslow and Mousoutzanis 2012). The online mediums of mediation are lessening as a growing number of organizational or workplace activities become founded on technology (Armbrust 2000). The demands of the online platforms and the mediation process have advanced to the place of accepting online communications for exclusive transactions (Barrett and Barrett 2004). Technology has developed to an extent of replicating face-to-face interactions in comprehensive and inexpensive ways (Hartley 2007). Majority of participants in the online understand the dynamics and

Best Buy SWOT Research Paper Example | Topics and Well Written Essays - 750 words

Best Buy SWOT - Research Paper Example In the case of Best Buy, the strengths are powerful scaling capability, the people: culture and passion, strong market share, (Judge), high level of community service and local involvement and customer service (OPPapers.com). Best Buy Co., Inc. entered the business in 1996 when computers and internet are really gaining much popularity. It has "grown steadily and enhanced its business through inspired innovation" and "continually transforming into a dynamic, customer-driven, talent-powered company that focuses on enhancing our customers' enjoyment of technology" so that now it already has branches in U.S., Canada, Europe, China and Mexico (Best Buy). From one branch it was able to scale up its operation to cater to cross-country branches. With 155,000 employees, Best Buy is a hub of satisfied and energetic individuals with the strength of youth and innovation (Best Buy). Due to its strength in scaling up production and service, another branch in South America such as in Chile is very much possible. Best Buy always remembers to share its success with the community. It has strengthened its community partnership with the Best Buy Children's Foundation and other charitable programs (Best Buy). Best Buy also h as increasing market share. Forbes.com reported an increase of sales by 1.7% in the first quarter of 2007, while competitor Circuit City experienced a plummet of 5.6%. (Farrell). The recent report also reveals that from March to December 2009, "Best Buy's combined online and offline share of the notebook computer and digital camera markets gained 5.5%, flat-panel televisions increased 5.2%, and desktop computers gained 4.7%" (Vertical Web Media.). The increasing market share enables Best Buy to expand its reach, even to foreign countries. It is coupled with popularity, which it can capitalize on once it opens in Chile. Lastly, Best Buy has an excellent customer service which makes shopping more convenient. Opposite to the internal strength is the internal weaknesses. In the case of Best Buy, these weaknesses include too much bureaucracy, undifferentiated products or services and complicated shipping schedules (OPPapers.com). The absence of strengths on each of these aspects result to a business weakness, which can cause dismay to customers. Too much bureaucracy inside Best Buy results to lesser efficiency. If the hierarchy is so tall, transactions may take longer time to be accomplished. This problem is much worse given an operation in a foreign country such as Chile. The delay in delivery and logistics can harm the entire business. There is also the problem of undifferentiated products and services, which is primarily not beneficial to customers. Lastly, since there are already a lot of customers from around the world, Best Buy has not still found the best way of managing their logistics especially in shipping. This can cause delay and inconvenience on the part of the customers. Looking at the external environment may "reveal certain new opportunities for profit and growth" (Internet Center for Management and Business Administration, Inc.). The opportunities present for Best Buy are increased preference for the brand, more categories to enhance the brand (Judge), and more expansion opportunities (OPPapers.com) and the increasing use of computers and internets in other countries. The gaining of greater market share for Best

Design of a Sustainable House

Design of a Sustainable House This report will implement and evaluate how and what makes the design of a house sustainable and energy efficient to suit the needs of the Australian climate. Climate change is arguably the greatest challenge faced by society. Global greenhouse gas emissions continue to rise each year due to the continual usage of fossil fuels, despite attempts to limit them through mitigation and energy efficiency measures. To deal with this challenge, important goals for housing include using renewable energy e.g. Solar panels, Insulation is also the most practical and cost effective way to make a house more energy efficient, keeping it cooler in summer and warmer in winter and can create financial savings in heating and cooling bills. In addition, insulation may reduce condensation in the home. This can provide health benefits by reducing mould and damp. Saving energy in homes would also help Australias fight against global warming by reducing global warming pollution from homes would be the equiv alent of taking millions of cars off the road or shutting down several coals fired power plants. The model of our house that will be implemented will be designed to accommodate an Australian family. It will be energy efficient, spacious, cool, and warm to make it suited for the change of seasonal weather. It will also be designed to have passive solar heating which is the least expensive way to heat a home. The goal for this house is to make sure it has a potential future design option for builders and architectures to design and implement a house that can suit the needs for the Australian climate that can be cool in the summer and warm and comfortable in the winter. It must also be able to reduce its reliance on coal power. If we design and construct our house with insulation, it will not allow a conduction transfer of heat then the overall temperature of the room will be lowered. Our home will have energy efficient features such as orientated windows, doors and solar panels. The Design Phase of our project will exhibit the designs, materials used, purpose and aim for this project. The aim for this report is to exhibit the design and development phase of constructing a sustainable house model that is practical for the Australian climate. The Aim for this project is to encourage the use of sustainability in the housing and construction industry by being energy efficient in design and practicality. The proposed materials we will be using for construction are: Hot glue gun Paddle pop sticks Aluminium foil Soil Paper Coloured paper Toilet rolls Discs Dirt Our Houses design is intended to be liveable for the hot and humid Queensland climate, by providing features that will make the house cool in summer and warm in winter to live in. Main Features of our House: Swimming Pool: Great for recreational activities and for cooling down in summer, which can promote overall wellbeing. Garden: Is perfect for any home that has a backyard, designed for sustainability. Residents can grow their own trees and plants so oxygen can be produced in the backyard, benefiting your overall health. By growing your own vegetables, you can reduce your carbon footprint avoiding freight on these products. Alfresco dining area: Allows passive cooling throughout the home by allowing the breeze to enter the house and creates a cool and comfortable dining and entertaining area in summer. Underground Water Tanks: Provide water for flushing toilets, washing clothes, swimming pool, reduce water consumption, reduce water bills and can be used as grey water to maintain lawns and gardens. Insulation: Insulation in the walls and roof will keep the home cooler in the summer and warmer in the winter. This will reduce energy bills and the costs of cooling and heating the home. Windows and doors: Windows and doors create passive cooling through the home, it allows breeze to enter through the front door, and orientated windows allow sunshine to beam through perfectly in the summer and winter months, and allows the breeze to flow through the home of a one or multistorey home. The Measurements of the home are listed below: Height: 550mm Length: 410mm Width: 360mm The development phase of our project will exhibit the method we used for constructing the model house, safety procedures we used for construction and a photo exhibiting the model house. The method we used for constructing our model house are listed below: Step 1: We commenced the planning for the construction of our proposed house design. Step 2: We then prepared our workstation and wore safety clothing and equipment e.g. PPE glasses. Step 3: We then gathered materials and began construction. Step 4: When the house construction was completed, whilst sticking to safety procedures we commenced house room temperature testing. Step 5: We then measured the room temperature for the non-energy efficient house for 1 hour while simultaneously measuring room temperature for our energy efficient house. Step 6: Compare results from room temperature experiment. Hot Glue Gun: When using the hot glue, gun make sure that you avoid contact and minimise the distance with others as serious burns and blisters to the skin may apply. Outside taking experiments: Precautions need to be taken when experimenting outside. Wearing a hat while in the sun is the best method from keeping safe from UV rays. To minimise to much exposure from sunlight while you are not taking temperature reading sit in the shade to prevent getting burnt by the sun. Stanley knife: Stanley knifes can be extremely dangerous if used wrongly, they are only to be used to cut cardboard in equal parts for the walls of your house. If they are used incorrectly they will result in another student being injured. Scissors: Scissors can be dangerous if not used correctly. If used incorrectly they can result in a student injuring himself or another student. Splinters: While some students are cutting up planks of wood and using wood based supplies, this comes with the issue of splinters. Be mindful of sharp and wooden planks as they have the highest chance of giving us splitters, to avoid this make sure to sand them first. Looking after your workspace: Make sure there is a safe enough distance between yourself and peers in your workspace. After working, clean up any potentially hazardous and dangerous items from the ground to minimise the risk of injury. Space: Space is an important factor. If you are constructing your house in a cramped space near other students building theirs then accidents may happen. Make sure there is a safe enough distance between yourself and peers.          These results that were recorded from our 1 hour experiment was analysed and discussed below.          This table will compare and differentiate results received from an experiment analysing the change in temperature over a one hour period. Time: Non-Sustainable Home: Sustainable Home: 0 Minutes (Start) 33 degrees 29 degrees 5 Minutes 36 Degrees 30 Degrees 10 minutes 39 Degrees 34 Degrees 15 Minutes 31 Degrees 38 Degrees 20 Minutes 37 Degrees 39 Degrees 25 Minutes 35 Degrees 39 Degrees 30 minutes 39 Degrees 36 Degrees 35 Minutes 39 Degrees 36 Degrees 40 Minutes 40 Degrees 36 Degrees 45 Minutes 44 Degrees 37 Degrees 50 Minutes 45 Degrees 36 Degrees 55 Minutes 46 Degrees 35 Degrees 60 Minutes (Finish) 46 Degrees 35 Degrees The results we received from our experiment exhibited that our sustainable house was 10 degrees cooler than the non- sustainable house. There was a contrast between our house we designed and the non-sustainable house model. There were anomalies from the results we recorded, as our sustained home recorded temperatures over 35 degrees at some times, However the non-sustained home recorded a hot high 40s-degree average, Meaning our house more sustainable to the climate. The results were conducted on a day where the forecast was a 33-degree max, meaning our result was greatly affected. The placement of our house being on a hot concert surface in direct sunlight, thermodynamics may have alerted the results we received because hot air is less dense than cold air and hence air pressure will exert an upward force, making our overall house temperature warmer. Also, human error may have contributed to not receiving accurate results such as delay with completing construction and experimenting o n a different and warmer day, also the delay when recording minutes in 5-minute interval with the stopwatch and having measurement errors may have resulted for us to receive flawed data and faulty conclusions. Energy efficiency factors in the home vary according to geography, climate, home design and location. The design for ours followed the passive concepts such as passive cooling and heating, which minimize energy demands, such as solar orientation, latticework for shading, insulation and landscaping. To achieve this, we added a garden for landscaping, and alfresco house design for shading and entertainment, solar orientated windows and doors to allow breeze and fresh air throughout the house, a swimming pool for recreation activities to improve overall wellbeing and finally insulation in the walls and roof to keep the home cooler in the summer and warmer in the winter, because this will reduce energy bulls and costs of cooling and heating in the home. After analysing our results in depth, we can say that our house we designed contains several areas of insulation which is more sustainable and liveable than a non- sustainable home after analysing our results in detail. If we were to conduct a similar experiment again, we would change the way we operated the construction for our house. Our goal if we coordinate another experiment like this would be to minimise human error. To achieve this, we would not touch the bulb of the thermometer as it can alter the temperature readings, we could also minimise human error by recording the time over the one hour period more accurate otherwise or results may be altered and not consistent. If we were to work in pairs again we would use communication as our best method for achieving better and more accurate results to minimise injury, record accurate readings and work together well to build a smarter designed house. Also by keeping a detailed, written log of what part of the experiment we did that day, can help us learn from your mistakes. We would also change our safety procedures by taking safety more seriously by having an exceptional risk management to mitigate the risk of injury by following health and safety procedures extremely carefully. Technology available today can achieve dramatic improvements in home energy efficiency. Many people find it difficult to improve their homes comfort or reducing their environmental footprint. Every person and every home is different often there are no simple answers to peoples needs and wants. Houses need to be suited to their climate for their location such as a home in Tasmania would have a passive heating design that would allow a conduction transfer of heat to naturally warm the home and not rely on heaters during the winter. As the pace of technological change accelerates, we can clearly see that our home would be designed to be sustainable to live if it was to a real-life scale. You would be able to live in the design we created of our home, and it would suit the climate of Queensland easily. My hypothesis was predicted correctly that our home would record cooler temperatures over the 1 hour period than the non-sustainable home, however I didnt predict that the temperatures we would recorded would be in the 30-degree range, however the forecasted temperature for the day was recorded being a hot 33 degrees and there was no wind or breeze observed on the day to alter the results. If our house was to be built to a real-life scale, then it would be energy efficient in the summer as you would not need to relay on air conditioning meaning your power bill would be lower making the house energy efficient. Rather than adapting to climate change and global warming we can phase out our reliance on coal power to energise our homes by thinking and building smartly. Proficient design for a changing climate is a design that is flexible enough to adapt to prevailing conditions while optimising the residents comfort and the houses liveability. Adaptation and mitigation can complement each other and together reduce the threat of climate change. Architecture is one of the key drivers of climate change. Between construction and the energy required to keep buildings and homes up and running, the industry is responsible for nearly half of the carbon emissions in Australia. There are three ways we can use energy smartly, by using equipment that is more energy efficient, produce energy locally from renewable energy resources and finally share energy generated by solar panels which can be feed it into the energy grid. Progress can begin immediately because knowledge and technology exist today to slash the energy buildings use, while at the same time improving levels of comfort. By constructing houses with energy-savvy design it can lower carbon emissions tackling global issues such as climate change and global warming we can save energy for a brighter future. With the cost of batteries coming down houses could eventually be taken off the electricity grid completely ending their reliance on fossil fuels forever. References       Australian Government. (2017) Energy-efficient home design. Available at: https://energy.gov/energysaver/energy-efficient-home-design (Accessed: 3 March 2017). Queensland Government. (2015) Energy-efficient homes. Available at: https://www.qld.gov.au/families/government/sustainable/pages/homes.html (Accessed: 4 March 2017) Meres, A. (2015) House designs. Available at: http://www.yourhome.gov.au/house-designs (Accessed: 3 March 2017). Ergon Energy. (2011) Building an energy efficient home. Available at: https://www.ergon.com.au/retail/residential/home-energy-tips/energy-efficient-home (Accessed: 3 March 2017). Mark, P. (2015) Energy-efficient house plans available now | energy efficiency exchange. Available at: https://www.eex.gov.au/2015/09/energy-efficient-house-plans-available-now (Accessed: 3 March 2017). Green Homes New Zealand (2016) New home builders of energy efficient homes green homes New Zealand. Available at: http://www.greenhomesnz.co.nz (Accessed: 3 March 2017). Healy, C. (2012) NZs energy efficient house. Available at: http://www.stuff.co.nz/auckland/local-news/7446028/NZs-most-energy-efficient-house (Accessed: 3 March 2017) Department of Energy 2017, Energy, Australian Government, Canberra, http://www.australia.gov.au/information-and-services/environment/energy (Accessed: 10th March 2017) The Sydney Morning Herald. 2017. Majority of Australians fear the cost of converting to a sustainable home. [ONLINE] Available at: http://www.smh.com.au/business/consumer-affairs/more-than-half-of-australians-fear-the-cost-of-converting-to-a-sustainable-home-20160719-gq926t.html. [Accessed 12 March 2017]. The New Zealand Herald. 2017. Sustainability: Sustainable and profitable Business NZ Herald News. [ONLINE] Available at: http://www.nzherald.co.nz/business/news/article.cfm?c_id=3objectid=11683076. [Accessed 12 March 2017].

Heat Stress in Workplac

August 2001 . HEATSTROKE / SUN STROKE This is not necessarily the result of exposure to the sun. It is caused by exposure to an environment in which the body can no longer rid itself of excess heat. As a result, the body soon reaches a point where the heat-regulating mechanism breaks down completely and the internal temperature rises rapidly. SYMPTOMS Hot , dry skin which maybe red or bluish, severe headache, visual disturbances, rapid temperature rise, The v ictim s h o u ld b e r e m v d fro m o e t h e h e a t i mm d i a t e l y e and c o o le d r a p id ly , u s u a lly by wra p p i n g i n c o o l , we t s h e e t s .PRECAUTIONS Acclimatization: Acclimatize workers to heat by giving them short exposures, followed by gradually longer periods of work in the hot environment. Mechanical Cooling: Forced ventilation and spot cooling by mechanical means (fans, blowers) are helpful in cooling. Using power tools rather than manual labour keeps the body cooler. Rehydration: W o r k e r s should be advised to drink water beyond the point of thirst (every 15 to 20 minutes) . High-carbohydrate diet tends to increase fluid absorption and caffinated beverages like coffee tend to increase Safety & Fire DepartmentFor more detailed information on Heat Stress, please refer to the proceeding pages. HEAT STRESS IN THE WORKPLACE Heat stress includes a series of conditions where the body is under stress from overheating. It can include heat cramps, heat exhaustion, heat rash or heat stroke. Each produces bodily symptoms that can range from profuse sweating to dizziness to cessation of sweating and collapse. Heat stress can be caused by high temperatures, heavy work loads, the type of clothing being worn, etc. It is important to know the signs of heat stress and the proper first aid to treat it. See Common Forms of Heat Stress and recommended first aid on page 4). The signs of heat stress are often overlooked by the victim. The employee may at first be confused or unable to conce ntrate, followed by more severe symptoms such as fainting and/or collapse. If heat stress symptoms occur, move the employee to a cool, shaded area, give him water and immediately contact the supervisor. At Risk Employees Some employees are more likely to have heat disorders than others. Younger employees and those more physically fit are often less likely to have problems.Employees with heart, lung or kidney disease, diabetes and those on medications are more likely to experience heat stress problems. Diet pills, sedatives, tranquilizers, and caffeinated drinks can all worsen heat stress effects. It often takes two to three weeks for employees to become acclimatized to a hot environment. This acclimatization can subsequently be lost in only a few days away from the heat. Thus employees should be more cautious about heat stress after coming back from a vacation, when beginning a new job, or after the season’s first heat wave.In short, precautions should be taken anytime there are elevated temperatures (approaching 33 degrees C) and the job is physically demanding. Other Factors Other heat stress factors are also very important. In addition to temperature, increased relative humidity, decreased air movement or lack of shading from direct heat (radiant temperature) will all affect the potential for heat stress. Prevention of Heat Stress – Supervisors †¢ Allow time for employees to adjust to hot jobs when possible. It often takes two to three weeks for an employee to become acclimated to a hot environment. †¢ Adjust the work schedule, if possible.Assign heavier work on cooler days or during the cooler part of the day. †¢ Reduce the workload. Increase the use of equipment during the summer period to reduce physical labor. †¢ †¢ Establish a schedule for work and rest periods during hot days. Train workers to recognize signs and symptoms of heat stress disorders and be prepared to give first aid if necessary. †¢ Choose appr opriate employees. Avoid placing â€Å"high risk† employees in hot work environments for extended time periods. Realize individual employees vary in their tolerance to heat stress conditions. Prevention of Heat Stress – Site Workers Learn to recognize the symptoms of heat stress. Pace the work, taking adequate rest periods (in shade or cooler environment). †¢ Use adequate fans for ventilation and cooling, especially when wearing personal protective equipment (PPE). †¢ Site workers have to wear regulation overalls and hardhats. Always try to keep shaded from direct sunshine when possible. Your hardhat will not only protect your head from falling objects and such, but will also protect your head from direct sunshine. †¢ Drink plenty of water. In hot environments the body requires more water than it takes to satisfy thirst.Small quantities taken at frequent intervals, about 150-200 mL of water every 15 to 20 minutes is an effective method for body fluid rep lacement. COMMON FORMS OF HEAT STRESS Condition Heat Cramps Signs/Symptoms Painful muscle spasms First Aid Salt water intake (. 5% solution) Sport drink intake (Gatorade) Rest in cool environment Heavy sweating —————————————————————-Brief fainting Blurred vision Water intake Lie down in cool environment Heat Syncope —————————————————————-Dehydration Fatigue Reduced movement Fluid and salted food intakeHeat Exhaustion —————————————————————-Pale and clammy skin Lie down in cool environment Possible fainting Water intake Weakness, fatigue Loosen clothin g Nausea Dizziness Heavy sweating Blurred vision Body temp slightly elevated —————————————————————-Cessation of sweating Immediate, total cooling Skin hot and dry Transport to hospital Red face High body temperature Unconsciousness Collapse Convulsions Confusion or erratic behavior Life threatening condition —————————————————————–Heat Stroke Please direct any safety questions or concerns to SFE/2 the Safety and Fire Department, RAA. Tel: 440-2534