Impact of Mixed Ability Classrooms in Catholic School

Impact of Mixed Ability Classrooms in Catholic School A literature review is an account of what has been published on a topic by accredited scholars and researchers(Taylor, P.1). In this chapter, my purpose is to convey what knowledge and ideas have been established by others in my research field. I would discuss the literature which would help me answer my research questions: What is the impact of Mixed Ability Classrooms in a Catholic School since its implementation in 2005? Did low achievers ability grouping strategy of GCS have a significant impact on academic school achievement? Could Mixed Ability Classrooms and Ability Classrooms continue to coexist in the future? The literature reviews what international body has found on Mixed Ability and Ability Grouping and how it has impacted since implementation, as well as its implications in Mauritius especially for GCS. This chapter is schematically structured as follows: Mixed Ability Mauritian definition v/s others Mixed Ability Learning, Teaching and Assessment Strategies which could be applicable but are not used in the Mauritian context Mixed Ability Disadvantages Ability Grouping Definition and which one is adapted to GCS. The pros and cons of Ability Grouping Ability Grouping v/s Conclusions of other literatures on the correlation existing between grouping School achievement and achievement 2 Mixed Ability Mixed Ability is first defined before its implication in the Mauritian context is considered. Mckeon (2004) defines Mixed Ability Classroom as a group consisting of able, average, and children with learning difficulties in the same class. (cited in Bremner, 2008, p.2). Ireson and Hallam (2001) reinforce the idea of Mixed Ability classrooms as those catering for diverse learning styles and preferences. (cited in Bremner, 2008, p.2). These two definitions are consistent with what is found in the Mauritian context. In 2005, the BEC changed the corporate aim of all Mauritian Catholic Schools in adopting the Mixed Ability Policy. This was translated by a change in the intake criteria of these schools for Form 1 students. Admission criteria, under BEC aegis, for Form 1 students since 2005 are as follows: Aggregate of 15 to 20 units at the Certificate of Primary Education Zoning: The Secondary School where application is lodged should be in the same zone as the Primary School attended Social Cases: on Humanitarian grounds Individual results in English, Mathematics, Science, French or History/Geography (in that order) will be used for candidates with the same aggregate Aptitude tests/Interviews/Random selection if there are too many successful applications (Source: BEC, 2003) Thus the Form 1 classrooms in Catholic Schools had a diverse group of students since 2005. This situation harmonises itself with the Catholic Education mission which is to: humanise education, pedagogies, methods, means for students, teachers, parents to be more humanà ¢Ã¢â€š ¬Ã‚ ¦A human education is a collaborative and creative approach to learning (Bishop Piat, Le Mauricien, Jan. 2006). Mixed ability classes in catholic schools of Mauritius therefore are made up of low, middle and high achievers within the same classroom. This concept is acknowledged by Dauguet (2007) that in Mauritius Mixed Ability is related to performance-based groupings (p.58) and Merven (2005) where students with different academic levels will be in the same classroom (p.36). It is understood that Mixed Ability is related to differentiation since diversity means differences (Tileston, 2004, p.13). The concept of differentiation can be defined as meeting the individual needs of each learner, of customising instruction to help students learn (Fogarty, 2005, p.2). . Rose (2009) compared a Mixed Ability Class with an elevator. The class is a lift, and everyone needs to get into the lift. Some will get on while others have to be dragged in. Some will travel to the top while others may stop at the 3rd floor, others may only reach the first floor but everyone would have travelled successfully somewhere. (English Teaching Professional, p. 3). This story is in line with Mixed Ability philosophy where every student can leave the classroom feeling that they have been challenged and that they have achieved something. Teaching, Learning and Assessments are ingredients used as tools to make a Mixed Ability class effective. 2.1 Learning, Teaching and Assessment Strategies in Mixed Ability Classrooms GCS Mixed Ability Classrooms have features which are characteristics of both the differentiated classroom as well as the traditional one. (Appendix..). In my study I aim to find out whether Mixed Ability Classrooms at GCS were consistent with what is said on the topic in the international literature. Thus Teaching, Learning and Assessment strategies which are used currently under Mixed Ability Policy would provide material for comparative analysis in my research. Tomlinson (1999) suggested that an educator in a differentiated classroom would use as their planning basis, the students differences. The learners on the other hand would be guided to make learning choices based on their interests. In this context the learners would be provided with an array of learning profiles such as readiness, interest and their attitude to learning which would shape instruction. In a mixed ability classroom there is the possibility that students help their co-learners in difficulty as well as their teachers in finding solutions to problems. Furthermore students work with the educator to institute embracing whole-class as well as individual learning aims. In the same line of thought, the Mixed Ability approach expressed by Harris and Snow (2004) would make students become more effective learners and the use of learner-centred strategies would give them the choice of content as well as learning style. (cited in Bremner, 2008). Bremner (2008) acknowledged that Mixed Ability Classroom success depends on students learning as an individual rather than having a whole class teaching. The teacher in developing its teaching strategies would focus on multiple forms of intelligences found in diverse classroom as stipulated by Tomlinson (1999). She further advocated that in this context educators will make use of many instructional arrangements as well as multiple teaching materials or resources. Thus this would lead to multiple perspectives on ideas and events. In this way, the teacher/facilitator enhances students skills in view of making independent learners. The GCS educators in the study were concerned about the lack of resources. The scarce resources could be circumvented (Bremner 2008) by Educators teaching learners to be effective. This should be done by setting achievable goals, by making use of available tools and keeping those in good running conditions, and by managing effectively their time allocated for work. To reinforce the key factors which would make a Mixed Ability Class successful, Moutou (2006) advocated that resource person should have a well planned and organised lesson plan. The teacher should make provision to cater for individualised needs. In order to accommodate various students needs, it should be supported by multi tasks for one lesson. This scenario is more challenging for the teacher dealing with multi level class than a single level class. Similarly, this view is consistent with GCS educators who found Mixed Ability Classrooms challenging. This challenging attitude is reflected by the following quote from Hubbard, Jones, Thornton and Wheeler: Teachers attitude, their willingness to create, a sense of community in class, and a genuine desire to help, there can be progress at all levels (1983, p.318, cited in Moutou, 2006, p.1). This challenging attitude is contrasted with teacher centred approach where teaching emphasis is on text book context and very few activities thus breeding poor lessons. This situation is further reinforced by insufficient collaboration in groups as well as inadequate differentiated tasks in class. (HM Inspectors of Education cited in Bremner 2008). GCS Educators have been challenged by the new policy to seek new ways of teaching and to make use of available materials. Thus, training and resources are important tools to make a Mixed Ability class effective. This links well with what Corbel (1989) said: Professional development occurs naturally in Mixed Ability Classes. These are classes that compel us to find better ways of setting up routine tasks. They are the classes that make us think, create and grow as a teacher. (p.4). Learning, teaching and assessments are part of the student life. Thus, Tomlinson (1999) advanced that a classroom assessment is ongoing and diagnostic (p.16). He further acknowledged that various types of assignments should be used in Mixed Ability Classrooms. To be in harmony with a learners need time flexibility should not be a constraint. Differentiated/Mixed Ability instruction and assessment work together (Tomlinson 1999, Chapman and King 2005). Marzano (2000) suggested aims of assessment and instruction as follows: Assessment should focus on students use of knowledge and complex reasoning rather than their recall of low level information Instruction must reflect the best of what we know about how learning occurs. (cited in Chapman and King, 2005, p.) Fullan (1998) reflects the above in stipulating that assessment has to drive the educational change agenda around learning and student achievement (cited in Chapman and King, 2005, p.). Assessment is therefore part of instruction and has to be ongoing and embracing the learning process. Its aim is to provide teachers with information on students profiles: skills, interests and learning strategy(Tomlinson, 1999, p.). Teachers in differentiated classroom (Tomlinson 1999) saw assessment not as a tool that come at the end of a chapter or unit where it examined what has been learned rather it views assessment as a way of changing instruction strategy. Differentiated assessment should be used to collect information on the students: needs, skills, prior knowledge, way and speed at which they process new learning, and of demonstrating progress (Chapman and King (2005) p.). When sifting through the literature it is observed that varied means of assessment directs learning and instruction. In this context Formative Assessment which is ongoing before, during and after instruction provides feedback on effective student learning (Chapman and King, 2005). Diagnostic assessments, as acknowledged by Dryer (2008) are done during the learning process. They tried to detect learning difficulties in students and this has to be attended to. Assessments, as defined by Dryer (2008) occur at the end of the learning cycle or phase and measures achievement are called Summative. The results (p.17) are used as acknowledged by Chapman and King (2005) as evidence for a grade, for reporting to parents, to identify award recipients or to make placement decisions (p.). Differentiated Assessments are contrasted with traditional assessment still in use in Mauritian schools. Puhl (1997) reflects on traditional assessment which has as purpose summative tests that forces learners to study. Traditional assessment focus in on memorisation and teacher centred strategy and encourages instruction as a product. The resulting feedback on summative tests is final and usually these tests are written work. Mauritius, whose examining body is external UCLES, is a proponent of summative examinations. As it is an island and depends on export and imports for its survival, it has to compete. This overall competition brings forward an elitist society where Education follows the trend. The Mauritian education system allows for star or national schools where the best performing student is recruited, laureates (top ranked students at Higher School Certificate who benefits from a scholarship), and the parallel education wide tuition based. All this encouraged the elitist system to proliferate. As only final score counts in such system, summative examinations are adopted thro ughout the Mauritian school system. Although since the 70s in England, and under the different Education Mauritian policy papers, Mixed Ability philosophy has been encouraged, such classrooms have encountered problems. Salli-copur (2005) reported that it is difficult for a teacher even for a small group to follow each learner. Due to individual differences students react differently to text book which can be enjoyable for some and boring for others. There is also the fact that, students who feel confident voice out their answers quicker and more often than the shy ones. GCS Mixed Ability Classrooms are large. As a result of complaints from GCS Educators encountering difficulties in managing and instructing Mixed Ability Classrooms, Low Achievers Ability Classroom was formed. 2.2 Ability Grouping As a result of Mixed Ability Policy implemented in the Catholic School under investigation in the research, the low achievers ability grouping was formed and used as a strategy to promote learning and strengthen academic achievement. As stipulated by George (1988) the ability grouping practice at GCS is aimed at: increasing academic standards compared to what it was in a mixed ability environment, the students which could embrace a good feeling/attitude towards schools and also in their input as a learner, reinforcing teachers effectiveness. In perusing through the literature, it was discovered that the ability grouping is also known as: setting, banding, streaming, tracking. This is reflected in the following quote: The controversy of arranging students in classes by achievement levels, called setting or streaming in Scotland and tracking or ability grouping in the United States is over 100 years old. (Gamoran, 2002). Thus ability grouping is defined as: Ability grouping is the practice of dividing students for instruction on the basis of their perceived capacities for learning (Balanced View, 2002, Vol 6, No.2). The Balanced View (2002) makes the distinction between within class grouping and between class grouping. The former group separates students of same ability into smaller groups while the latter allocate students to different classes based on achievement. GCS has adopted the later system. Smith and Sutherland (2003) offered a rationale for ability grouping in the sense that teachers would feel not only more at ease with a smaller range of ability but also it could be a way of separating students with behaviour problems. Such a class would motivate students and learners to learn better than in a Mixed Ability one and thus have a chance in improving their results. (cited in the Journal of Research in Special Education Needs, 2003). GCS criteria for Ability Grouping would be consistent with Barker-Lunn (1970) idea that Teachers, faced with a Mixed Ability class, will group the pupils according to their abilities; in other words, they will solve the problems presented to them by the unstreamed school by streaming within the class (Cited in Kelly, 1978, p.96). Kelly (1978) further added that there is a direct correlation between achievement and grouping. The students with same working pace and past achievements would be grouped together. The practice in GCS is analogous to what is described by Oakes (15 16 cited in Johnson (2002). The latter acknowledged that students can be grouped through the following criteria: achievement through tests performance, teachers perception of where to situate the students level of understanding and learning, and their prospects of what students intend to do after graduation. Thus, Oakes acknowledged that a homogeneous group would be consistent with the learners needs. Johnson (2002) further emphasised that to group learners with their peers who are in similar process of learning is a positive move. Ability grouping would therefore make education efficient and effective for all students while recognising individual differences. (Johnson, 2002, p 2). Grouping according to ability is not new: Ireson and Hallam recount that: Historically, grouping in the UK had been based on measures of general ability or intelligence, such as verbal reasoning and cognitive abilities. During the 1960s and 1970s such test were used by many secondary schools to allocate pupils to streams on entry. Pupils were then taught in their streamed classes for all lessons (1999, p.343-344). GCS Ability grouping could turn out to be a discouraging strategy for the school if the disadvantages that are revealed in the literature become applicable to the school. Opponents of ability grouping as written in the Balanced View (2002) do not believe in its good effects as they prescribed that this type of grouping encouraged the channelling of poor and minority students to receive lower quality instruction thus contributing to enlarge the gap between the low and high achievers. (Vol 6, No.2). Other arguments advanced by Hollifield (1987) against ability grouping are, that the practice creates classes or groups of low achievers who are deprived of the example and stimulation provided by high achievers. Labelling students according to ability and assigning them to low-achievement groups may also communicate self-fulfilling low expectations.(p.1). This further links to Gamoran (1998) criticism that ability grouping creates status hierarchy in the school system. To label students as being incompetent or less smart could create inequities outside the classroom (cited in Johnson, 2002, p.2). 2.3 Ability Grouping v/s Achievement Since one of my research questions is to find out the whether there is a significant impact between ability grouping and academic achievement, it is worth noting the different literature on the subject. Slavin (1986) proceeded to a Best Evidence Analysis. To do so, he reviewed five comprehensive ability grouping plans in elementary schools. The grouping plans are: ability grouped class assignment, regrouping for reading or mathematics, the Joplin Plan, non graded plans, and within-class ability grouping (cited in Hollifield, 1987). The Ability Grouped Class Assignment placed students in a classroom on an ability basis. The evidence found by Slavin (1986) showed that this type of grouping has no effect on student achievement in the elementary school. The Regrouping for reading or mathematics is only done during those two classes as for most of the day the students are in their mixed ability classrooms. This grouping has proved advantageous on student achievement. This has been enhanced by the fact that level and instruction pace had been adapted to achievement level. However, it must be noted that the above regrouping to be proven efficient, it should be catered for not more than two subjects. (cited in Hollifield, 1987). The Joplin Plan regrouped students across grade levels for example high achieving fourth grades, average fifth graders, low achieving six grades form part of the fifty grade reading class. Slavins (1987) found strong evidence of such grouping increases reading achievement. This piece of information reflects what was said previously in the chapter, that the notion of high achievers stimulating low achievers when they are mixed into a classroom. (cited in Hollifield, 1987). The Non Graded Plan which channelled students into flexible groups based on performance, the subject curriculum is divided in such a way that students improve at their own pace. This plan has proved a positive relationship between grouping and achievement. Similarly Within-Class Ability Grouping where students are grouped according to their ability in one classroom, evidence has shown a positive correlation between grouping and achievement. However, Slavin (1986), found out that the effects were slightly greater for low achievers than for middle or lower flyers. (cited in Hollifield, 1987). Slavin (1986) concluded that schools and teachers should adopt methods that have proved its effectiveness where ability grouping is concerned. These methods include within-class ability grouping in Maths, Non graded plans in Reading, and the Joplin plan. If ability grouped class assignment use an alternative grouping where students are assigned on performance level then it can be used in ability grouping class. (cited in Hollifield, 1987). Slavins (1986) recommendations for successful ability grouping and positive achievement level: This type of grouping should be done only for some subjects while in other subjects the students should be in mixed ability classrooms. To teach a skill, for example, Reading, the use of grouping plans would reduce student heterogeneity ((cited in Hollifield, 1987). The same plan would not work if IQ or Achievement level is being tested. If the teacher formed small within ability groups this will help instruction better as the teacher will be able to give better support. (cited in Hollifield, 1987). The literature has also revealed that low flyers made as much progress as high flyers when they are submitted to certain conditions. Gamoran (1993) explained that a US Catholic schools applied a strict academic syllabus in lower ability grouping where the same teachers taught in low and high levels, the academic curriculum stayed the same for both groups and verbal interactions and discussions form part of the teaching and learning strategy. All this factors combined had a positive effect on achievement level. However, there have been studies where it has been found that ability grouping aggravate inequalities in achievement. Kerckhoff (1986) (cited in Gamoran (2002), commented on the impact of setting v/s achievement inequality. The evidence that he used came from the National Child Development Survey (NCDS) (data collected comes from a 1958 British cohort over 20 years). Data collected are from England and Wales. Kerckhoff showed that students achievement level is greater in schools or classes which apply ability grouping while those students in mixed ability classes have decreased achievement level. However, low levels schools and classes fell far behind. Kerckhoff (1986) also explained that there is an average level of achievement growth when comparing Mixed Ability and Setting grouping schools. This is due to the fact that high achievers success is balanced against low achievers loss. Inequalities in achievement could also be due to differentiated classroom instruction. In his article, Gamoran (2002) explained these findings from the studies of English classes in US secondary schools. The study revealed that higher level students who are channelled towards more academic courses with the support of experienced, qualified and prepared educators who cover teaching and learning materials challengingly and at a faster pace show higher level of achievement than the low achieving classroom. The low level of achievement for low level class was due to the disruptive behaviours of the students and where the teacher set written work rather than encouraging open ended questions and verbal interactions. Ability Grouping fell in disfavour, according to Hallam, Ireson and Davies (2004), when educational theory decided against ability grouping (setting and streaming) from the 70s onwards (BERJ 2004, vol 30(4) pp 516-533). However over the last decade there has been a resurgence of this type of grouping. Its reappearance is commented as being the means which would help raising standards. Hallam, Ireson, and Davies (2004) recapitulated the reasons for which ability grouping fell in disfavour: Low self-esteem and social alienation of lower stream students Inconclusive evidence for positive effects on attainment A shift of educational focus towards equality of educational opportunity (BERJ 2004, vol 30(4) pp 516-533) In my research study, students opinion on ability group has been sought. Hallam, Ireson and Davies (2004) admit that there has been few research on ability grouping (streaming, setting and within class grouping) where students voice out their perspectives. The research on ability grouping popularised the relationship between that type of grouping and academic, social and personal outcomes. The article from Hallam, Ireson and Davies (2004) cited previous research which embraces Pupils perspective has drawn out the following explanations: Streaming encourages both positive and negative attitudes towards school and higher achievers are pro streaming compared to lower flyers. Setting among mathematics students reveal that more students would like to move sets or join classes where mixed ability teaching is being done. In primary schools, the students having higher status in mind would wish to be in higher ability grouping. However, most students would prefer to be given whole class work or individual work. Streaming emphasized the negative effects towards lower streams. It is further acknowledged that if pupils of below average are taught by teachers who are for streaming in a mixed ability environment, this has a negative impact on the student. This can take the form that those students do not have any friends and are rejected by their peers. Mixed ability classes encourage social cohesion in the class. It is appropriate at this stage to review the following statistics on ability grouping. George (1988) (cited in Crosby Owens (1993) revealed that: Educators and parents are in favour of tracking/ability grouping. 85% of the research says that tracking is not beneficial while 85% of schools continue to practice it.(Solutions and Strategies,1995, (5) p.2). Furthermore George (1998) and Slavin (1991a) concluded that Ability Grouping research has not prompted any conclusive answers whether it be positive or negative (Cited in Crosby and Owens, 1993). This is what I intend to find out with the research question on significance of low achieving grouping with academic school achievement. I would like to find out whether it is consistent or in opposition with George and Slavins conclusions.

Marks and Spencers Business Strategy and Model

Marks and Spencers Business Strategy and Model Introduction Through a strategic planning an organization defines its strategy, or direction, and decisions making on allocating its resources to practice this strategy such as its capital and people. There are various business analysis techniques that are used in strategic planning such as SWOT, PEST, STEER and EPISTEL. The strategic planning, which indicates the future course of an organization, is the formal consideration involves three key questions; these questions mainly refer to what an organization does, who it deals to and how it excel. Another integral question can be phrased as how to beat competition (Bradford Duncan, 2000). The development of this business strategy is of great importance for organization as the whole structure of organization depends on it. An authentic business strategy development needs an appropriate analysis of the organization and its environment. This analysis must be executed at an internal and external level in order to identify the strengths and weaknesses o f internal environment (organization) as well as threats, opportunities of the external environment. Different factors are assessed in this regard including the economy markets, competition, supplier markets, labor markets, regulatory environment and Technology. Marketing plans and strategies are the tools that are used as helpful in understanding the goals of the business and to develop the activities to achieve them. Strategic Models and tools are employed by marketing participants to analyze marketing decisions. The 3Cs, the corporation, the customer and the competitors, can be employed when beginning a strategic analysis to get a broad understanding of the strategic environment. Different organizations often use it to convey strategic positioning of their market mix. In order to form a market plan to practice a defined strategy, 4Ps, the product, the price, the place and the promotion, can be used. Marketing theories provides the solution for achieving the marketing goals throug h procedure. The basic theory of marketing revolves around Target Audience, Proposition and Implementation. Organizations sum up their objective and goals into mission and vision statement. They are used to formulate objectives and goals. Every organization follows particular organizational ethics, which meant to show how ethically internal or external stimuli are responded by them. Organizational ethics also expresses the values of an organization to its employees and other entities irrespective of governmental and regulatory laws. Organizational Ethics is interdependent with Organizational Culture. Organizational Culture deals with the beliefs and personal and cultural values of an organization, Psychology, attitudes and experiences. This culture is defined as a collection of norms and values shared by group of the people in the organization and the way they interact with each other and with the stakeholders outside organization (Hill and Jones, 2001). A core competency is definit e factor that is seen as being central to the way it by a business, or its works and employees. It carries out three key criteria, it provides consumer benefits, it is not easy for competitors to imitate and it can be leveraged many products and markets. Competitive advantage takes place when an organization acquires and develops an attribute and combination of attributes that allows it to outperform its competitors. A timetable for the implementation of a strategy shows the timing for the each steps of the plan that is pursued to implement the strategies accordingly. The effectiveness, efficiency and economy have to be evaluated so that the success of the timetable can be estimated throughout the implementation of planning and strategy. This paper examines and assesses the different business models, development of strategic planning, its implementation and evaluation of the effectiveness and efficiency of implementation of the timetable of strategic planning of an organization. The chosen organization is Marks Spencer (MS). Marks Spencer is chosen because it is an important and major British retailer, with over 895 stores in more than 40 territories worldwide, over 600 domestic and 295 international stores (MS International Stores MS website, February 2009). It is also the biggest clothing retailer in the United Kingdom, as well as being an up market food retailer, and the 43rd largest retailer in the world as of 2008. (Wal-Mart remains largest global retailer, according to Deloitte survey). Its domestic stores also sell both food and clothing; it has started the store expansion into other ranges including furniture, home ware and technology. In 1998 it was the first and only retailer to make a pre-tax profit of over  £1 billion (BUSINESS | Marks Spencer profits top expectations. BBC News, 1998). The business assessments of such organization of such a big range and with glorious history will definitely be a remarkable addition in the study of business management and business strategic planning. In general terms provide examples (4to 6) and briefly explain them of theories and principles that underlie strategic planning? Every organization comes into being with a strategy, which is called an organizational strategy and aims to provide a guideline to guiding member of the organization. Since the future survival of an organization depends on its strategy, therefore, every organization is commenced with their own strategy. This strategy involves business strategy mainly focusing on development and progress of the organization including internal and external factors as well. An organization needs to analyze the strengths, weaknesses, threats and opportunities that the organization could face while developing strategy, political, economic, social, and technological environment other socio-cultural, ecological, and regulatory factors and environment, informatics, and legal matter are also as important to be analyzed as above factors. For this purpose, therefore, organizations summarize these strategies into their mission, vision and values, which illustrate their business strategy. Provide in outline form, using a diagram a framework which would enable your choice organization to develop its strategy in general terms? The preparatory phase of a business strategic plan relies on planning. At the first, business plan includes Analysis of the Current Situation and Marketing Plan Strategy and Objectives. Marks Spencer requires having analysis of the current situation including past year. This analysis includes analysis of Business Trends, Market Analysis, Competitive Analysis, Market Segmentation, Marketing-mix, SWOT analysis, Positioning analyzing perceptions and Sources of information. Marketing plan Strategy and objectives for next year should also be analyzed including Marketing strategy, Desired market segmentation, Desired marketing-mix, TOWS-based objectives as a result of the SWOT, Position perceptual gaps and Yearly sales forecast. Describe and critically evaluate a small range (3 to 5) of models tools and techniques that could be used to develop marketing for your chosen organization? There are many Marketing strategic models and tools employed to analyze marketing decisions. In order to find a broad understanding of the strategic environment the 3Cs can be used by Marks Spencer. This 3Cs model points out that focus should be on three key factors for success. Three main players must be considered when planning a strategy for business: Corporation, Customer and Competitors. These 3Cs can sustain a competitive advantage in a strategic triangle. From a corporation point of view, strategies are needed to maximize the strengths of a corporation relative to the competition in the area of function that are critical to achieve the success. The corporation does not have to exceed in every function in order to win. If it can achieve decisive edge in one key function, it will ultimately be able to progress its other functions which are now average. In case of swiftly rising wage costs, it is an important decision for company to contract out a major share of its assembly ope rations. If the competitors are not able to shift production so swiftly to vendors and subcontractors, the outcomes difference in cost structure and in the companys ability to cope with demand fluctuations can have integral strategic implications. The cost-effectiveness can be improved by adopting three ways. At first, reduction in the basic cost, exercise greater selectivity such as products offered, orders accepted and functions performed and share certain important functions with other business of corporation and other organization. Since clients and customers are the base of strategy therefore the basic goal is to be of customers interest rather than of the shareholders. This segmentation appears from a trade-off study of marketing costs versus market coverage. There always appears to be a point of reducing returns in the cost versus coverage relationship. The task of the organization is to optimize its range of market coverage, geographically and channel wise. Competitors are l ikely to be scrutinizing the market in similar ways in fierce competition. The effectiveness of a given first strategic segmentation will tend to decline over an extended period of time. It is useful to pick a small group of customers in such situations and reexamine what it is that they really want. A market segment change takes place where the market forces are changing the distribution of the user-mix over time by affecting demography, distribution channels, and customer size, etc. This kind of change is meant to be the allocation of corporate resources to be shifted and the ultimate level of resources committed in the business to be changed. The strategy based on competitor can be built by looking at possible sources of diversities in functions including purchasing, engineering, design, sales and servicing. The power of image and capitalizing on profit and cost structure differences are the ways to achieve the differentiation. I mage can be the merely source of positive differen tiation when performance of product and form of the distribution are difficult to differentiate. In capitalizing on profit- and cost structure differences, firstly, the difference in source of profit may be oppressed, from new products sales etc. Secondly, difference in the ratio of unchangeable costs and changeable costs may also be oppressed strategically. A company with lower unchangeable cost ratio can lower prices in a lazy market and hence gain market share. Another strategic tool that can be useful for Mark Spencer is Porters 5 Forces Model. Porters 5 Forces Model is structural analysis of the market. It rather focuses view of analyzing the strengths and weaknesses of a Market Segment through analyzing the different threats prevail in the market. It is a framework for the business strategy development and industry analysis. It draws upon industrial organization economics to develop five forces that determine the competitive intensity and in the result attractiveness of a market. Porters 5 Forces Model Structure Threat from potential new entrants Profitable markets that submit high returns attract the new firms. Its consequence is many new entrants, which ultimately decrease profitability for all firms in the industry. The profit rate will constantly fall unless the new entrants are not blocked. This is also known as perfect competition. New entrants can be blocked by the existence of barriers in the form of copyright etc. Attractive segment is the one in which barriers for entrance is high while barriers for exit are low. Thus only few new firm ca enter and only non-performing firm can exit easily. Economies of product difference also make an opportunity for small firms to enhance their businesses thus large firms who have their product out in the market in high price, products of low price can affect them. Marks Spencer has been going through the same situation. Brand equity, which refers to the effects of marketing or consequences that accumulate to a product with its brand name compared with those that would increase if the same product did not have the brand name (Leuthesser, Kohli and Harich, 1995). The threat of substitute products or services The existence of products outside of the sphere of the common product boundaries boost the inclination of customers to switch to substitute including relative price performance of substitute, buyer switching costs, perceived level of product differentiation, number of substitute products available in the market, ease of substitution. Information-based products are more flat to substitution, as online product can easily replace material product. There are many reason cause customers to switch to substitute of the product such as substandard product, and reduction in quality of the product. Increase in the features of the product develops the competitive market. Marks Spencer by increasing the features of its products can make the customers stick with their product. The Bargaining power of customers or buyers The customers bargaining power is also defined as the market of outputs such as the efficiency of the customers to put the firm under pressure; it also affects the sensitivity of customers to price changes. Customers concentration to firm concentration ratio, degree of dependency upon existing channels of distribution, bargaining leverage, specifically in industries with high fixed costs, customers volume, customers switching costs relative to firm switching costs, information availability for customers, ability to backward integrate, availability of existing substitute products, customers price sensitivity and differential advantage and uniqueness of industry products are the actors that increases the bargaining power of customers. Large number of supermarkets will provide better opportunity for the potential customers to reach thus it will decrease the bargaining power of the customers. The Bargaining power of suppliers The suppliers bargaining power is also defined as the market of inputs. Suppliers of materials, components, labor and services such as expertise to the firm are source of power over the firm, when there are a few substitutes. Suppliers may possibly refuse to work with the firm or charge excessively high prices for unique resources. Despite the fact that supplier switching costs is relative to firm switching costs, and degree of differentiation of inputs, impact of inputs on cost or differentiation, presence of substitute inputs, supplier concentration to firm concentration ratio, employee solidarity like labor unions and supplier competition and ability to forward vertically integrate and cut out the buyer and Competition among the existing suppliers mainly reinforce the factor. Number of suppliers across Britain will rather diminish this factor for Marks Spencer. The competitive rivalry within an industry For most organizations, the major determinant of the competitiveness of the industry is the intensity of competitive rivalry. Sustainable competitive advantage by innovation, competition between online and offline companies; click-and-mortar -v- slags on a bridge, Level of advertising expense, Powerful competitive strategy and the visibility of proprietary items on the Web all these factor define the competitive rivalry within an industry (Rainer and Turban, 2009). The situation of competitive rivalry is hhigh because there are majorly three rivals of Marks Spencer that provide it a competitive advantage and change its strategic planning. State a variety 7 to 10 of general and marketing strategic options which have been used or are available to the organization of your choice and evaluate the advantages and disadvantages of four of these Product Branded product helps in capturing market as it creates an identity of the firm with that brand. Marks Spencer has been selling out branded product but there is no single of theirs, because owning the brand can exceed the sell of that product. The advantage of owning a product as a brand is that it allows the customers to identify the organization with a particular name. While mostly brand products are supposed to be accessible for everyone as a result of its price. Price Price is another factor that is integral for Marks Spencer. Determination of price that depends on the market situation very much affects the market situation for the firm. An affordable Price of the product can be more successful for the firm. Affordable price offer of the Marks Spencer will allow to everyone to access them easily thus it will generate demand of the products if it could not maintain the supply and demand of the products it will have to suffer in the market. Place The place of selling also makes a difference in the marketing strategy of a firm. Since e-commerce has been so much in practice Marks Spencer can start e-commerce through which it can sell out its products online. Besides this, variety of distribution outlets can also be an option for Marks Spencer as it is a good promotion tool of the product. Placing the products in every distributions outlet may lead the firm to the low market level due to its order of supply. Promotion Promotion of the products must be designed in the way Across the Line. Across the Line promotion of the product provide the opportunity to access the customers at any length. Promotion of the products Across the Line will cost the firm highly as promotion across the line requires in order to meet the promotion target. People Work force or staff must be well trained and professional because a well trained work force increase the productivity of an organization. Marks Spencer is the 43rd largest retailer if it hires professional and trained work force it will definitely hit its economy. Process The standard of the services offered must be of good and must be integrated with customer support. Physical Evidence Physical evidence of a firm especially like Marks Spencer does matter. The overall environment of the firm can provide a pleasant impression on others and results in good sell. Who are stakeholders in the organization of your choice and state the three major ones of these. What affect have or could the major stakeholders have on the strategy that the organization has or could introduce. What considerations should be taken into account to ensure that the three major stakeholders can contribute to the development of the organization strategy through some form of participation? There are number of group of stakeholders of Marks Spencer: employees, customers, shareholders, suppliers, local communities, pressure groups and local and national government. All these above directly or indirectly influence the Marks Spencer in its strategy making. Employees, who are direct stakeholders of the organization, want secure jobs, well and good pay and fair treatment with all employees. Customers, also a direct stakeholder of the organization, want high quality, good service, and good choice of products. Shareholders look for growth and profit. These direct stakeholders can affect the strategies of the organization. If employees are not satisfied or if feel that they are not enough benefits from the offered strategy they can strongly resist it by so many act of barriers such as resignation or boycott from service. Organization understands that in order to keep the customers stick with product it is important to provide them quality products and services in affordable r ate. The customers who want quality product in affordable price with good services would also reject the strategy if found it not in their favor by rejecting the product or switching to another substitute. Shareholders, who are back bone in the economy of the Marks Spencer, possess the shares of the company; organization will want them to have profit so that the stay with them in the business. Thus there will not be any strategy which in any way annoys the shareholders. The contribution of employees, customers and shareholders is equally important for organizations interest. This contribution by them can part in the development of the organizations strategy through expressing their expectation from the organization. These expectations are not just to be of their favor but in the favor of the organization as well because their benefits and profits are interlinked with the success of the organization. In a laymans language define the term vision, mission statement, objective and value and go to provide professional definitions of these giving the source of these. Every organization comes into existence with a definite purpose which is called objective of the organization. This objective varies from organization to organization such as profitable organization and non-profitable organization. The organization expresses its objective through vision, mission statement. Vision: Vision is the intended or desired future statement of an organization or enterprise in terms of the fundamental objective and strategic direction. Vision refers to a long term view, describing how the organization would like the world in which it operates to be. A vision statement provides the organization with an inspiration that is the basis for all the organizations planning. It explains what an organization wants to do. Mission: Mission is the fundamental purpose of an organization or an enterprise, concise describing the reason of existence and path to achieve its Vision. It also draws a future picture of the organization. Values: Values can be defined as the beliefs of an organization shared among the stakeholders of an organization. Values are the means of driving the organizations culture, ethics and priorities. The vision statement is a realistic, credible, and attractive future for an organization (http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch18.html). Mission statement broadly describes the presence of an organization present capabilities, customer focus, activities, and business makeup (Glossary, Strategic Management: Concepts and Cases by Fred David). Provide the vision and mission statements and strategy of your chosen organization and explain how the effectiveness if these can be measured. Marks Spencer has defined its Vision, Mission statement and Values as follows: The Vision Statement The standard against which all others are measured. The Mission Statement Making aspirational quality accessible to all. The Values Quality, value, service, innovation and trust. Marks and Spencer has followed a value price strategy from its origin. Since Marks Spencer has focused on middle class customers, it has continued with the value pricing strategy. Although its most of suppliers have been Britain, which has higher textile manufacturing costs than other developing nations, Marks Spencer was able to maintain its value by developing strong economic bonds with its suppliers. Through its economies of scale in buying, MS has been able to require manufacturers to adhere to strict quality standards and to bargain lower prices for its customers (De Nardi-Cole, 1998). The standard against which all others are measured, as a vision statement thoroughly conveys the objective of the organization, as the organization has set up the standard as an objective of the organization to achieve. It is promoting inspirational standard of the organization in term of products, service, and quality and price. This vision has greatly affected the organization output as a consequence of achieving its objective through this vision. The mission statement of Mark Spencer revolves around its marketing strategy telling about the price of the products that are affordable enough to be accessed by everyone. Values of the organization describe the standard quality and value of products and services following innovation and trust of the customers. Define the term organizational g12 cultural and ethical values and explain the culture and ethical values of the organization of your choice. Organizational culture is an idea which illustrates personal attitudes, experiences, psychology, beliefs and values and cultural values of an organization. It is defined as the specific set of values and norms shared by people and groups in an organization. The organizational culture as well as ethical values is also known as beliefs and ideas about the kinds of goals of the organization and ideas about the appropriate kinds and standards of behavior members of the organization use to achieve these goals. From organizational ethical values develop organizational norms, guidelines, and expectations that prescribe appropriate kinds of behavior by employees in certain situations and control the behavior of organizational members towards one another (Hill, and Jones, 2001). Organizational Ethics refers the way an organization ethically responds to an internal or external stimulus. Organizational ethics and the organizational culture are interdependent. Although, it is similar to both org anizational culture and business ethics on the micro and macro levels, organizational ethics is neither Organizational culture, nor is it alone business ethics which includes corporate governance and corporate ethics. Organizational ethics express the values of the organization to its employees and to other entities irrespective of governmental and regulatory laws. The organizational culture of Marks Spencer is characterized as a reflection of taken for granted fashion the attitude that is shared by the all members of the organization. The basic assumptions and beliefs operate unconsciously among the members and also exist at the organizational level. The assumptions and taken for granted fashion have taken its roots from the basis of the success of organization. Marks Spencer strictly follow code of ethics, a detail document of the ethical codes, in order to get on with its internal matter. The document contains the responsibility of all belong to Marks Spencer and Behavior for customers, colleagues, shareholders and environment have been explained. Besides, there are policies about workplace and Business (MarksSpencer, Code of Ethics, 2010). Explain the term core competencies and critical success factor and state whether these are necessary to the success of the organization of your choice. Has the organization of your choice amended its strategy in response to changes in the current business and economic climate? A core competency is a particular factor that an organization looks as being integral to the way it, or its works, and employees. It performs three key criteria: provides consumer benefits, not easy for competitors to imitate and can be widely leveraged to many products and markets. A core competency can take many forms, such as technical or subject matter know-how, a dependable process and close associations with customers and suppliers. It also includes product development and culture, such as employee dedication. The core competencies are specific strengths relative to other organizations in the industry which supply the fundamental basis for the provision of added value. Core competencies are the organizations collective learning, and involve the way to coordinate different production skills and incorporate multiple flows of technologies. It is an involvement, a communication, and a strong commitment to working across organizational boundaries. Core Competencies of Marks Spencer The core competencies are vital for the existence of Marks Spencer; it is in its sourcing methods, gave it the power to deliver high value, reliable, consistent quality, investors and customers has trusted it, its quality of management was ranked very high, consequently feeling of what good for Marks Spencer was good for the Nation and epitomized the most honest face of commerce. Since the revolutionary change in the business world, Marks Spencer had to suffer a lot. After the crisis of 1999, Marks Spencer has remarkably amended its strategies in terms of products, customers, price and marketing strategy. As a result of e-commerce revolution Marks Spencer amended its strategy and started e-commerce which ultimately changed its marketing strategy. A large number of the same product in the market caused the Marks Spencer to adopt a differentiation way such as own brand products and Premium brand appearance. Since there are so many products out there in the market that is decreasing the sell of Marks Spencer, due to the threat of the substitute product Marks Spencer has reviewed its prices of the product in order to create competitive advantage. Explain how your organization has responded to change in its environment and consider whether this response has effective The change in the product price from Marks Spencer creates a competitive advantage fro it and it is much effective for the organization. The enhancement in the place of its firm can also be beneficial in the way that it is in the access of as many people as targeted. All these response to the environment from Marks Spencer could provide it some space to restore its position in the market. List what you would consider to be the major functional area in generally and discuss the three major functional areas of organization of choice and why this is so. Every business have work within certain functional areas, among them there are few general major functions performed in all businesses including finance and accounts, production and operations, administration and IT support, human resource, marketing and sales, customer services, and research and development. The major functional areas of Marks Spencer are sales and marketing, human resource and administration and IT support. They are the major functional areas of the organization because Marks Spencer is a retailer of goods, its business growth very much depends on the sales and marketing, human resource (the people and the staff serve the organization can make difference in the growth of the organization) and administration and IT support make the business process smooth and successful. Since the competition is so tough in the market, Marks Spencer must improve their major functional areas. How have the three major functional areas in organization been developed to provide it with a competitive advantage? Efficient and good sales and marketing strategy can play an important role to develop a competitive advantage for the organization. Decrease in the price by change in the marketing strategy increases the competitive advantage for the organization. Human resource is such a function that works as a back bone for an organization, skilled and trained human resource of the Marks Spencer can provide a competitive advantage through inputting the best to serve the organization. Administration and IT support has come out as one of the vital function of the organization since organization has initiated e-commerce, it can efficiently perform as support to e-commerce to give competitive advantage to the organization. Discuss how a timetable for the implementation of a strategy could be developed around key milestones. The implementation of a strategy roadmap needs a time table that defines milestones in weekly, one month, three month, and six month intervals. Implementation milestones should be established and communicated to all key business partners, the board of directors, stakeholders and investors, customers, and employees, from day one. The best timetable and milestones focus on at least the following dimensions: customers, competitors, finance, communications, and culture, intellectual property

Public Diplomacy :: International Relations Global Essays Papers

Public Diplomacy Utilizing more factually driven information than the vast majority of his other chapters, Stevenson’s chapter 14 â€Å"Persuasive Communication† is still error-prone. Discussing the public diplomacy campaigns that have become so prominent this century, Stevenson insists on presenting a negative and cynical viewpoint on a matter that has tremendous potential for real change in the global arena. Referring to public diplomacy and information efforts as â€Å"propaganda† repeatedly, Stevenson divorces himself from judicious and fair-minded reporting, and reveals himself for the hugely partisan scholar that he is. Speaking of the public diplomacy campaigns, Stevenson claims that it is debatable â€Å"whether mass media have mass effects or only limited effects on audiences† (Stevenson 364) and implies the futility of the efforts. In reality, however, public diplomacy campaigns are paramount to international relations and the continued success of the global system. The New York Times ran a special last December on the immense impacts that the United Nations Framework on Global Climate Change could provide. The treaty, signed last year in Kyoto, Japan, required extensive â€Å"public relations† efforts on behalf of the United States and the European Union in order to convince developing nations, like those in Asia and Latin America, of the enormity of the problem that every system and every people on Earth were facing. It is not possible to dismiss this concerted effort on the part of the West to influence the periphery as cultural imperialism, colonialism, dependency revisited, or as any singular cynical argument. The Kyoto treaty was a vital and necessary first step towards a problem that faces every country. The public diplomacy was necessary only because the peripheral states lacked the scienti sts and leading research institutions that the West had employed in order to explore the problem. As a further example of the benefits of public diplomacy, examine the United States’ position on nuclear deterrence. Although admittedly the US triumphs by restricting nuclear proliferation, the rewards are global. Hugely unpopular arms control treaties in the developing world have only been accomplished by the diplomacy initiated by the West. START-4 (Strategic Arms Reduction Treaty) set to be signed into law by the US, Russia, and for the first time, the former states of the USSR, required significant public relations campaigns in order to convince the population of the necessity of arms control.

Galactic Center at Very High Energies Essay -- The Universe, Black Hol

Every time a new ‘‘messenger† (different photon wavelengths or a different particle) has added to the list of observables accessible to astrophysicists, the Universe has appeared under a new light: it has revealed surprising features and triggered new questions, ultimately changing our understanding of fundamental physics and cosmology.Examples include the new elementary particles discovered in cosmic rays in the ‘30s and ‘40s, flavor oscillations from the solar and atmospheric neutrinos, or the revolutions brought by radio or X-ray astronomy. The last decade, a new branch of astronomy was born: high energy and very high energy gamma-ray astronomy. Especially, 2OO4 was a very importand year for the gamma-rays astronomy. Firstly it was the year that marked the 30th aniversary of the discovery of the compact radio source Sgr A* (Balick and Brown 1974) which is now strongly believed to be the revelation of a supermassive black hole of a mass of (3 imes 10^{6} M odot ) that seats in the rotanional center of the Galaxy, according to the measurments of star motions near the Galactic Center (GC). Moreover it was the year that the first detection of gamma-rays from a compact region of size (sim 10') around Sgr A* with the INTEGRAL ( extit{International Gamma-Ray Astrophysics Laboratory } ) observatory in the energy rage from 20 to 100 keV (Belanger et al 2004) and with the HESS (High Energy Stereoscopic System) Cerenkov telescope array between 165 and 10 TeV (Aharonian et al 2004) took place. The detection of a high energy radiation source that appears to be pointlike and coincident with the Galactic Nucleus seems to be the reword of 30 years of observations. The GC is now observed also by the Fermi space observatory. When J.Co... ...i.e. within (sim 100 ) Schwarzchild radii of the black hole). This fact must be explained by any model for the TeV gamma-rays and it seems to support the scenario where the gamma-rays are assosiated with electrons accelarated by the pulsar wind nebula. However, protons may be accelarated close to the black hole, but be converted to gamma-rays only after travelling a significant distance away from the accelaration region (e.g. Atoyan n Dermer 2004; Aharonian n Neronov 2005; Ballantyne et al. 2007a). In the scenario presented by Ballantyne et al. (2007a), proton accelaration was assumed to occur at distances only (sim 20-30 ) Scwarzchild radii from the black hole (e.g. Liu et al. 2006). The particles would then diffuse away from the Sgr A* through the magnetized turbulent ISM ? , until possibly colliding with the dense molecular gas in the circumnuclear disk.

It 284 Week 9 Capstone Checkpoint

IT/284 Week 9 Capstone Checkpoint: Establishing Seamless Support Establishing Seamless Support Enterprise computer support has experienced on-going development to better serve various consumer bases. Write a 200- to 300-word response encompassing strategies that would help minimize miscommunication between the two parties. What components of the problem solving strategy have the greatest effect within a computer support atmosphere?Miscommunication occurs often between two parties depending upon the scenario; the main focus is how the person that is communicating holds the audience. It is critical to tear down the communication lines and that by itself, would not be enough action open the lines of communication enough to conduct proper business. How might the support specialist and customer both be satisfied if there has to be compromise from one side of the conversation?Communication is directed towards an audience solely based on their comprehension of the entire thought process of the person presenting the material, in the message being delivered. Regardless of formatting, messages for the most part, are highly predictable, and repetitive; which helps individuals conquer difficulties brought on by barriers within the communication process.Also; repeating information effectively helps get the point across to an audience as the main part of the message, and this allows the audience to retain the focus points of the communication. An example of this would be, if the speaker gives a long presentation, which includes key elements of the message. In this case key elements would be lost, so it is imperative to emphasize the points of the message with a method of repetitious messaging; another method that can be utilized for the purpose of communicating main points.

Bama Pie Limited Company

Bama Pie, Limited is a company that reinforced â€Å"quality as a way of life.† Bama Pie has been the single source supplier of pies to McDonald†s† U.S. operations. By providing top-quality pie products and â€Å"never missing an order,† Bama had been able to expand its core pie business by landing 50 percent of McDonald†s† oven-ready, prebaked frozen biscuit needs. Another major customer includes Pizza Hut (for which Bama was producing approximately 25% of its bread stick requirements). Bama Pie produced more then 1 million pies per day from facilities in Tulsa, Oklahoma, for McDonald†s. The History of Bama Pie dates to 1927 when Henry C. Marshall decided to utilize the pie-baking talents of his wife, Cornelia Alabama Marshall, to provide employment for himself after a lengthy period of being out of work. The company†s CEO now was 38-year-old Paula Marshall-Chapman, who succeeded her father in 1985 as a chief executive officer of the company. i) Quality has always been the company†s top priority. à  The company had instilled a total quality management discipline in its approximately 600 employees through extensive training and educational programs offered through the in-house Bama Institute. Even fork truck operators have gotten involved in helping solve the inventory adjustments problem. ii) Long-term relationship with McDonald†s has allowed Bama Pie to grow along with McDonald†s as one of its key suppliers. iii) Diversity of expertise: Paula reshaped the management team significantly and assembled a highly professional staff with an average age under 40. The team members are all well-educated, experienced and young (they can serve the company for a longer period of time). iv) BEBOPP: In 1990, Bama instituted the Bama Employees† Bonus on Profit Plan to provide bonus incentives to all employees in the company. The plan was based on an annual return on sales objective that was established by Marshall-Chapman. The profit-sharing plan is a good way of getting employees involved. v) Management talents obtained by Paula: she was the person trained to run the new computer system, and in that capacity she learned the value of training people and helping people solve problems. She was known as the Bama†s problem solver. i) Relationship with McDonald†s: Although Bama has been McDonald†s principal supplier of biscuits for 24 years, they had never established a contract. ii) Relatively small company with limited capital: Compare to Quaker Oats, Bama is a very small company with limited capital for expansion. iii) Limited product line: Bama has a low variety of products. iv) Limited market for its products: Its major customers are McDonald†s, Pizza Hut, Wal-Mart and Sam†s Wholesale Clubs. v) Health Conscious Thinking: Consumers now are more health conscious and some of them do read the nutrition fact label prior to consumption. Pecan pies contain a lot of calories and fat. As consumers become more health conscious, the pecan pies† sales may drop. i) Bama can expand its brand by creating new products such as hard cookies, crackers and power bars. The company still has room for expansion in its under-utilized biscuit plant. ii) Buyout smaller companies that sell similar products. iii) Joint Ventures with foreign local firms: Bama can invite a foreign local firm to invest together to create a local business. They can share ownership, control and profits of the new company. . i) Lose business with McDonald†s: Since more than 70% of the company†s business comes from McDonald†s, if McDonald†s finds another supplier, which provides cheaper pies and biscuits, Bama may lose its business with McDonald†s. ii) Loss of Paula: As it mentioned in the case, Paula is the one who set up the company†s computer system and she is known to be the â€Å"Bama†s problem solver.† With her management talent, she is also described as a â€Å"unique chief executive† by her employees. She is the one who recruits all the professional staff together and she is the core of the company. iii) Competitors: There are a lot of big and small competitors out there. vi) Health Conscious Thinking: As I mentioned earlier, consumers now are more health conscious and some of them do read the nutrition fact label prior to consumption. Pecan pies contain a lot of calories and fat. As consumers become more health conscious, the pecan pies† sales may drop.

Margaret Fuller Quotes Writer, Journalist, Philosopher

Margaret Fuller, American writer, journalist, and philosopher, was part of the Transcendentalist circle. Margaret Fullers conversations encouraged the women of Boston to develop their intellectual capacities. In 1845 Margaret Fuller published Woman in the Nineteenth Century, now considered an early feminist classic. Margaret Fuller married in Italy while covering the Roman Revolution, had a child, and was drowned with her husband and daughter on their return to America in a shipwreck just off shore. Selected Margaret Fuller Quotations †¢ Very early, I knew that the only object in life was to grow. †¢ I accept the universe! †¢ What woman needs is not as a woman to act or rule, but as a nature to grow, as an intellect to discern, as a soul to live freely, and unimpeded to unfold such powers as were given her when we left our common home. †¢ In order that she may be able to give her hand with dignity, she must be able to stand alone. †¢ The especial genius of women I believe to be electrical in movement, intuitive in function, spiritual in tendency. †¢ Male and female represent the two sides of the great radical dualism. But, in fact, they are perpetually passing into one another. Fluid hardens to solid, solid rushes to fluid. There is no wholly masculine man, no purely feminine woman. †¢ Let it not be said, whenever there is energy or creative genius, She has a masculine mind. †¢ We would have every arbitrary barrier thrown down. We would have every path laid open to women as freely as to men. If you ask me what offices they may fill, I reply—any. I do not care what case you put; let them be sea captains, if you will. †¢ When not one man, in the million, shall I say? no, not in the hundred million, can rise above the belief that Woman was made for Man, — when such traits as these are daily forced upon the attention, can we feel that Man will always do justice to the interests of Woman? Can we think that he takes a sufficiently discerning and religious view of her office and destiny ever to do her justice, except when prompted by sentiment—accidentally or transiently? †¢ If the negro be a soul, if the woman be a soul, apparelled in flesh, to one master only are they accountable. †¢ It is a vulgar error that love, a love, to woman is her whole existence; she is also born for Truth and Love in their universal energy. †¢ Two persons love in one another the future good which they aid one another to unfold. †¢ Genius will live and thrive without training, but it does not the less reward the watering-pot and pruning-knife. †¢ Plants of great vigor will almost always struggle into blossom, despite impediments. But there should be encouragement and a free genial atmosphere for those of more timid sort, fair play for each in its own kind. †¢ Man is not made for society, but society is made for man. No institution can be good which does not tend to improve the individual. †¢ If you have knowledge, let others light their candles at it. †¢ For human beings are not so constituted, that they can live without expansion; and if they do not get it one way, must another, or perish. †¢ For precocity some great price is always demanded sooner or later in life. †¢ Humanity is not made for society, but society is made for humanity. No institution can be good which does not tend to improve the individual. [adapted] †¢ No temple can still the personal griefs and strifes in the breasts of its visitors. †¢ Reverence the highest, have patience with the lowest. Let this days performance of the meanest duty be thy religion. Are the stars too distant, pick up the pebble that lies at thy feet, and from it learn the all. †¢ The critic is the historian who records the order of creation. In vain for the maker, who knows without learning it, but not in vain for the mind of his race. †¢ I now know all the people worth knowing in America, and I find no intellect comparable to my own. Quote collection assembled by Jone Johnson Lewis. Each quotation page in this collection and the entire collection  © Jone Johnson Lewis. This is an informal collection assembled over many years. I regret that I am not be able to provide the original source if it is not listed with the quote.

Chapter II Literature Review - 2394 Words

Chapter II: Literature Review Company XYZ’s die converting production area has experienced waste due to scratching and delamination which cause scrap. Parts being scraped cause a reduction in profits and a decrease in production capacity for the company. The study leveraged Six Sigma techniques to pinpoint and address the waste created in the manufacturing process and will propose solutions to the manufacturing system. The primary manufacturing processes in the privacy filter manufacturing operation included steel rule die converting, sacrificial premask removal, and manual inspection. Based on the production methods listed, the literature was reviewed on manufacturing, six sigma, DMAIC, root cause analysis, and waste. Manufacturing The die converting department produces privacy filters that are sold to the customers of Company XYZ. Company XYZ has introduced a range of laptop and desktop computer privacy filters which address managers’ mounting information security concerns, particularly as more and more people use company laptops while travelling, or in public places (Filters shield sensitive on-screen data from prying., 2006). Manufacturing industry is in constant search of improvement and companies continuously aim for producing outstanding products that differentiate their offer from other competitors (Myklebust, Eleftheriadis, Capellan, 2014). Manufacturing drives quality and process improvements as a function of decreasing costs and increasing profits. AnShow MoreRelatedChapter II : Literature Review Essay2609 Words   |  11 PagesChapter II: Literature Review Introduction The transgender community faces many life challenges that the general population do not encounter. 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