Preferred language style Essay Example for Free

Preferred language style Essay Conduct a debate on: Most job candidates are concerned with baseline pay. Incentives and benefits do very little to persuade a candidate to accept an organization’s employment offer if baseline compensation is slightly below the candidate’s expectations. Incentives and other benefits are frequently given lesser importance by the candidates who want to join a new job. There are several reasons for this:- 1. Many of the employees do not give enough of importance to benefits and incentives that are not financial. They usually focus on improving their pay packages rather than their non-pay benefits. 2. Many candidates may not be sure whether they would be able to earn the incentives and other benefits provided. They would feel that such packages are merely eyewashes so that the job appears attractive and are able to take it up. 3. People often evaluate growth rate and the development rate in terms of monetary funds than by determining the incentives and other benefits. 4. Baseline pay is given greater importance to fairness by the employees than the incentives. 5. The external competitiveness is greater when the employees are being paid a higher baseline salary compared to incentives. 6. When the candidate comes for the interview for the job, he/she may consider to job duties to be tough. In such a circumstance, he/she would be considering earning the incentives very difficult, and hence would be looking at increasing their baseline salary. 7. People would more easily settle down for a job that offers more security (one that gives higher monetary funds) compared to those that are insecure and offer incentives. 8. Some employees may consider incentives as a form of encouragement for doing extra work. Many employees may even feel that incentives may prompt them to work beyond working areas, which may be not liked. References: Frederiskon, L. W. (1983). â€Å"Contents. † Journal of Organizational Behavior Management. http://www. haworthpress. com/store/Toc_views. asp? TOCName=J075v05n01_TOCdesc=Volume%3A%205%20Issue%3A%201 HRMC (2007). Baseline Pay, Retrieved on June 12, 2007, from My Own Private Radio Web site: http://www. citehr. com/baseline-pay-vt1462. html My Own Private Radio (2006). On employee compensation – note #3, Democracy in Action, Retrieved on June 12, 2007, from My Own Private Radio Web site: http://myownpirateradio. com/2006/02/13/on-employee-compensation-%E2%80%93-note-3-democracy-in-action/

Self Evaluation of Teaching Style in Nursing Education

Self Evaluation of Teaching Style in Nursing Education As a Lecturer in acute and critical care I am responsible for the education of adults with a formal registered, recordable qualification within a medical discipline, predominantly nursing and allied professions. I have a varied role, that of my own practice, education in practice and as a Lecturer within a University. I am a registered Nurse and Paramedic with experience of teaching and mentoring others. This critical self evaluation aims to demonstrate a knowledge and understanding of the theoretical educational frameworks and their application to my teaching, mentoring and how this may influence my colleagues and students. My intention is to show my appreciation of pertinent concepts and their application to my teaching style through a range of research into relevant topics. The term â€Å"Education† is derived from the Latin root ‘e out and ‘ducare to lead, so ‘educare has been translated for English interpretation â€Å"To Lead, to bring Forth from that which is within†. Epistemology, a branch of philosophy that investigates the origin, nature, methods and limits of human knowledge has been considered by key thinkers for centuries. Pedagogy is the study of teaching. As an example, Paulo Freire , referred to his teaching of Adults as â€Å"critical pedagogy†. Andragogy, a term initially used by a German Educator in 1883 and developed into a theory by Knowles, is the process of engaging adult learners within a structure of learning. Knowles asserts Andragogy should be considered separately to Pedagogy. Knowles assertion lies in the belief that a Greek translation of pedagogy is â€Å"Child-leading† and Andragogy is â€Å"man leading†. Like all adult learners Nurses, Paramedics and Health Visitors differ widely from one another in their personal characteristics. These differences come from alterations in intelligence, motivation, personality types and our individual learning styles. Human physical development completes at adulthood therefore we could be forgiven for believing that this is the same for psychological development. The main theories underpinning adult learning are from the humanistic approaches of Abraham Maslow and Carl Rogers, Malcolm Knowles and his work on the experiential learning approach within Androgogy, and David Kolbs extension of Knowles work with the Learning Cycle. Pedagogy is the study of teaching. Paulo Freire referred to his teaching of Adults as â€Å"critical pedagogy†. Androgogy is an educational approach characterised by student centred, self directed learning. (Merriam, 2001). Carr (2002) identifies we [humans], are all different and in particular our values, personalities and character are resistant to explanation and understanding. We do not lend ourselves to easy explanation and understanding in terms of the chemical, physical or biological construction. Carr (ibid), considers attempts to categorise education and our learners. He cites the doctrine of Rene Descartes known as Cartesian Dualism, the idea that minds and souls are separate to that of our physical bodies. Curzon (2004) states the most influential taxonomy of learning objectives is that of Bloom, an American psychologist from the University of Chicago, â€Å"Blooms Taxonomy†. Taxonomy is a formal way to classify a subject based on a belief of relationship within. (Curzon, 2004) suggests caution with the semantics surrounding Taxonomy in education. The study of science for example refers to taxonomy as a strictly ordered classification of objects and phenomena. Bloom however classifies areas such as â€Å"Knowledge† and â€Å"synthesis†. These classifications are unlike that of specimens of human anatomy such as a muscle fibre or mitochondria; these may be seen, discussed and placed within a hierarchical order based on size. Placement of ‘analyses or ‘appraisal within a category used by Blooms Taxonomy will lend itself to a degree of subjectivity and appears to support Cartesian Dualism. The great classifiers, Li Shih-Chen (1518-93) and Linnaeus (1707-78) when creating taxonomy reacted subjectively whilst following an ordered fashion (Curzon, 2004). There have been three clear models of learning offered that have been of particular influence in education. Cognivist, Behaviourist, and Humanist. Cognitive, assimilation and accommodation of the world. Behaviourist, a scientific positivist approach to learning. Humanist, wishing to empowered the learner. Piagets theory of cognitive development discusses an intellectuals adaption to an environment while intellect develops. (Piaget and Inhelder, 1969). According to Piaget (ibid) for this adaption to occur there must be a form of organisation within the individual. Schemas (organisational or conceptual patterns of the mind) are ways the individual makes sense of an environment. Schemas are like small inner theories that develop during infancy and become more complex as development continues. When a child is involved in a new situation they will have already formed schemas. They will assimilate the new situation and if the original schema appears inadequate they will modify it in order to make sense of the new situation. For example an apple is green therefore all fruit is green until they are given a banana. Piaget explains this as â€Å"assimilation and accommodation†. Piaget theorises that assimilation and accommodation are in balance and a dynamic process allowing for an individuals learning to develop. Levinson (1986) has further developed a model of adult development. This identifies four major periods and attempts to place adulthood into specific times of change. Levinsons theory, although sound, has yet to be widely accepted. I have taught across Levinsons methodology and unknown to me at the time created schemas (Piaget) of my own in order to engage with the range of adult learners within my groups. An example of this is a day teaching a class of Qualified Nursing Students studying towards a higher degree, the youngest in her early twenties and the oldest in her fifties. I requested feedback on the various teaching styles employed and asked for an anonymous score for each element taught. The day consisted of a variety of Presentations, Quiz style papers, group work and student presentations. I will revisit these results later in this paper while exploring the different ways in which people learn but I am attempting to theorise if older students may be better acquainted with more didactic approaches to education because of internal schemas made in earlier styles of teaching encountered in contrast to the more diverse nature of current teaching processs encountered by younger students? The feedback shows that although the group enjoyed the learning process, the employed seemed to please some more than others. A further consideration of this feedback shows that the older members of the class preferred to sit and listen to a constructed more didactic approach liking the group work and personal research less than the younger students. Rogers seeks to explain different ways adults engage in Education and places them into three categories. (Rogers, A 2002) These categories are listed with examples of my own educational involvement. Formal I deliver formal education for Post Registration students working toward higher academic standard within a university setting. Extra-formal I have taught on Courses run by other learning providers. Students working in mostly unrelated areas but obtaining a certificate. Informal I have taught my hobby to others for their own personal growth. Contributions from Kolb (1984) and Knowles (1984) led to Kolbs Androgogy. Kolbs Androgogy allows for a style of education that includes the experiences of its learners. Students are actively encouraged to consider their experiences and reflect upon them in order to improve learning outcomes and understanding. Reflecting on these experiences will allow for modification of cognitive structures (schemas) and this will enable preparation for the next cycle of experiential learning. Motivation of the student. This is a personal reflective list of my motivation to study the theory of Education and how it relates to practice as an example to be considered as we moved through some of the theory of motivation. My work requires me to achieve a Qualification in Education I want to be an excellent teacher I would like my students to enjoy learning with me I need my students to be able to learn with my guidance. Adult motivation is considered an important factor in the learning process. Theories of motivation assume that adult learning is with purpose and leading toward a goal. To explain motivation we reflect the views of different schools of psychology. The behaviourist views motivation as environmental rather than coming from within an individual. This approach is determined by how well things went before. If attending a course was considered dull and uninteresting they will not return and therefore their course attendance behaviour has been reinforced. Maslow (Maslow, A 1971) published the ‘Theory of Human Motivation. Maslow identifies motivation in an individual as them trying to grow. He believes that at any particular time an individuals behaviour is dominated by the stronger of his/her needs. Maslow arranges these into a hierarchy of needs. Each class of need is stronger than the one above in the hierarchy. The higher up the hierarchy the weaker the need becomes. Progression up is dependent on the individuals needs being met at a particular level. Maslows hierarchy of needs ranges from the very basic needs of food and warmth to the self actualising, the fulfilment of ones potential. If I stop to consider my motivation expressed above against Maslow I can see that I am aiming for self actualising, wanting to be an excellent teacher. I am looking to fulfil my full potential. However at the same time I am fulfilling some more basic needs by requiring a qualification in order to feed my family and pay my mortgage. This seems to disagree with Maslow and his theory that one basic need must be fulfilled before moving on to the weaker higher need? (although, of course I am not without food or shelter, yet!) According to Quinn I am not alone with my critique of Maslows theory. There are many documented incidents of people becoming highly creative despite a lack of basic needs; for example, in concentration camps in World War Two. So this theory suggests that my students will most likely be able to reach their own potential if they are at the top of Maslows hierarchy. If this is true then student accommodation will truly have improved also! The opponent-process theory, (Solomon, 1980); focuses on the emotional state. When an emotional reaction is generated within an individual an opposing reaction is also generated. The opponent- process theory For example a student Paramedic is finding the nervous system difficult to understand but has a Eureka moment; this triggers emotion A and B. Emotion A) pleasure, a student is pleased she now grasps the concept of neuro- transmitters and believes she can understand pain control and maybe pass her course, this also generates an opposite emotional state, B) displeasure but in lesser amounts, she may forget. Emotion B) remains the same at all times but each time emotion A) is triggered it increases in size. I like this theory, in essence it comments that emotions are an act of balance, homeostatic if you will and we can choose to increase the positive aspect of learning experiences creating happy students. Continuity with positive reactions within our students will continue to add to emotion A) allowing it growth and the student to retain a positive outlook with her education and the way it is delivered. This theory also explains why although a student is doing well with their studies they may also feel negative emotions. It has been criticised for being over general but I believe it is useful to understand that both positive and negative emotions are within our students continually but can be offset. I therefore must be mindful that I can also reverse the process leading to unhappy students. Psychologists have attempted to categorise motivation. They are presented under four headings. (Biggs, 1991) Instrumental motivation This type is described by Biggs as extrinsic, students are performing purely to receive a reward, such as a qualification or to avoid a reprimand such as loss of promotion. In order to educate an individual with this type of motivation Biggs suggests that teaching should be seen as constructive. This type of motivation is in complete contrast to intrinsic motivation. Intrinsic motivation These students want to learn for the pleasure of learning. I would link this to Maslows hierarchy and believe a student with purely intrinsic motivation must be, according to Maslow, looking to fulfil their personal potential, (self actualising). Social motivation A drive to please others and receive approval or praise lies behind this form of motivation. The student is generally unconcerned by the qualification but requires the reinforcement activity of the person they consider to be important. This is often someone they respect or admire. Achievement motivation. These students want to achieve success. Achievement motivation is further sub divided by (Ausubel, 1963) Cognitive drive- satisfaction of a believed need to know. Self enhancement- satisfying a need for self esteem Affiliation- seeking approval from others. How we Learn Kaminsky, James S, A New History of Educational Philosophy, Westport, CN: Greenwood Press. Carr, David 2002, Making Sense of Education: An Introduction to the Philosophy and Theory of Education and Teaching, Taylor Francis, Available from: http://lib.myilibrary.com/Browse/open.asp?ID=11208loc=iii8 December 20 Curzon, L.B 2004, Teaching in Further education: An Outline of Principles and Practice, 6th Edition. Continuum London. New York Merriam, S.B. (2001) Androgogy and self directed learning: Pillars of adult learning theory. New Directions for Adult and Continuing Education, Vol98. Kaufman DM, Mann KV, Jennett PA. 2000. Teaching and learning in medical education: How theory can inform practice. Edinburgh UK: Association for Studies in Medical Education, Rogers, A 1996, Teaching Adults, 3rd Edition, Open University Press Levinson, D.J (1978) Seasons of a Mans Life. New York: Knopf. Solomon, R.L. and Corbit, J.D (1974) An opponent process theory of acquired motivation, American Psychologist, 35, 119-41 Solomon, R.L. (1980) The opponent process theory of acquired motivation: the costs of pleasure and the benefits of pain, American Psychologist, 35, 691-712 Maslow, A. (1971), The farther reaches of Human Nature, penguin,Harmondesworth. Biggs, J.B. (1991), Teaching for Learning, Hawthorn, Victoria, Acer Ausubel (1963), The Psychology of Meaningful Verbal Learning. New York: Grune and Stratton Light, G and Cox,R (2001), Learning and Teaching in Higher Education-The Reflective Professional, London, Sage Publications

Business Strategy in a Global Environment

Business Strategy in a Global Environment Globalization is the eminent icon of the 1990s, and in the twenty first century. Globalization is absolutely soaring and gearing up dynamically competing lifes real scenes. Globalization refers to the growth and status of trade and investment, clustered by the growth in international business fields, and the integration of economies penetrating all corners of the world. Strategy Paradoxes and Debates The term strategy anchors its definition basically sprouting from military fields and origins and has been expanded into the business world and context where several authors and researchers have spread arguments and debates on strategy concerning both quantitative and qualitative manifestations and processes. Strategy in business is coined to survival; the battleground and arena during a match, or a game. Jarvis (2005) highlights the 5Ps concept of Mintzberg observing the term strategy which primarily means plan, ploy, pattern, position, and perspective. The Coca Cola Bottling Company has all these 5 Ps in particular and all companies in general. Strategy is a ploy which basically refers to any artifice, maneuver, trick, or game to outwit and defeat a competitor or rival raising an anticipation of what we are going to do to confuse, shake, deter, prompt or deceive competitor to perform a move or not to move at all. It articulates the necessary steps to be done like creating a pattern (as a post hoc application), reflecting on the done action with its pattern consistency whether or not its planned and intended. Seeing the pattern means its an intentional strategy showing the pattern stems from the plan. But theres no managing and supervising intentionality. So there are two types of strategy distinguishing such intention; namely, deliberate strategy and emergent strategy. Strategy as a position is pushed with the idea and analogy from the military view, Ill take care of the waves whilst, you take care of the ripples referring on the emphasis of tactics. Position strategy simply stares its focus on where you are standing or sitting for you to view your horizon and whole landscape in the world of business relating to the context or internal and external situation. Such position projects the relation and status within the competitive arena and the existing co-operative interrelations matching ones organization, team, or department against others and rivals and the lobbying environmental demands. Moreover, strategy-as-position situates different and several players not just one-to-one competition. A company that exposes itself to a market cubbyhole and tight competition is trying to position itself to secure, to brace sustainable competitive advantage. Strategy as perspective refers to the group of strategy creators or makers with their whims, views, retrospection, predilections, and preferences affecting the organization. Thus, strategy is a body of ideas, insights, anticipations and imperatives spoken and aired by a group of people articulated in different types of conversations and of distinct degrees of importance wherein ideas and propositions are scattered for a collective forum which is either imposed or consensus. Global Market Models and Concepts and Analysis Managers must be conscious that markets, supplies, investors, locations, partners, and competitors can be anywhere in the world. Successful businesses will take advantage of opportunities wherever they are and will be prepared for downfalls. Evidently, successful managers, in this environment, need to understand the similarities and differences across national boundaries, in order to utilize the opportunities and deal with the potential downfalls. In developing appropriate global strategies, managers need to take the benefits and drawbacks of globalization into account. A global strategy must be in the context of events around the globe, as well as those at home. International strategy is the continuous and comprehensive management technique designed to help companies operate and compete effectively across national boundaries. While companies top managers typically develop global strategies, they rely on all levels of management in order to implement these strategies successfully. Th e methods companies use to accomplish the goals of these strategies take a host of forms. For example, some companies form partnerships with companies in other countries, others acquire companies in other countries, others still develop products, services, and marketing campaigns designed to appeal to customers in other countries. Some rudimentary aspects of international strategies mirror domestic strategies in that companies must determine what products or services to sell, where and how to sell them, where and how they will produce or provide them, and how they will compete with other companies in the industry in accordance with company goals. The development of international strategies entails attention to other details that seldom, if ever, come into play in the domestic market. These other areas of concern stem from cultural, geographic, and political differences. Consequently, while a company only has to develop a strategy taking into account known governmental regulations, o ne language (generally), and one currency in a domestic market, it must consider and plan for different levels and kinds of governmental regulation, multiple currencies, and several languages in the global market (Heil 2010). Company Strategic Decisions for Sustainable Competitive Advantage Arie de Geus (1997) spelled out that a company with needs has the key characteristics he called a living company because it is helping itself. He stressed four key traits: (1) sensitivity to the business environment which reflects the ability and capability to learn and adjust; (2) cohesion and identity or the ability to create a community with vision, personality, and purpose; (3) tolerance and decentralization or the ability to build relationships; and, (4) conservative financing. Strategic Management is a constant object of curiosity among psychologists and thinkers. On several occasions, senior managers are asked how they come up with strategic decisions. They have one pattern of making these crucial and company-light decisions. One would suppose these to be mathematical, based on rigid rules of logic or statistical treatments. But heres the catch: The managers decisions were product of informal data gathering, intuition, innovation, and oral exchanges in 2-way communications. These managers have the feel of the whole situation besetting their companies and their impulse always has an accompanying relevance. Their minds transcend logical rules that are immutable and mechanical and perhaps by age and experience, they acquired an almost instantaneous and discrimination of what is effective and practical. They give a whole new meaning to the words feeling, judgment, common sense, proportion, balance, and appropriateness. They use these terms to effect viable ac tions that would sustain their companies in the tests of domestic or external competition, recession, changing market attitudes, inflation, to mention only the majors. These street-smart guys are not much into science when they make a decision. Instead, they stay at the helm of art which is a combination of wisdom, experience, common sense, and a lot of prudence and daring. Senior managers usually see problems of their companies as big opportunities in disguise. They remain flexible in finding ways but that does not mean foolish weighing the indefinite till the situation clears or worsens. They are flexible in making solutions to give provisions for modifications, adjustments, shifts, or even u-turn without compromising company principles. They are not namby-pambies who are easily swayed by fashion. They are as hard as nails on standards of excellence. Hence, they inspire, and prod those below them to follow suit and commit to live action. They are virtuosos in motivating people and so people tick to grow the limbs of their action plans and visions. It was noted in many studies conducted in most industrialized countries that executives are investing much of their time developing a circle of relationships. Thence, they gain insights and details to be applied in forming concrete strategic decisions. They have the inclination to use mental simulations and they display some gift of seeing with their minds. Intuition is the guiding light of the day and even after office hours, they would re-run what else can be done if strategy A should need a remedy. So before any pitfall or backsliding, there reserved a fallback program to reinforce the existing. Funny as it sounds but executives can sense first what they are going to do before they can explain why. No calculations but deep in their brain cells and feeling, this is the way to salvation and promised land. The way might not be a bay of plenty but they are sure when the dusts subside the rays of their strategy would save the organization. Information may change overnight and strategic planning is complex but they know how to combat challenges with concrete interventions. With the advent of technology, senior managers are more and more relieved of the so called strategic planning. Information Technology at last has created a great divide between senior managers and operational level managers. Through sophisticated programs on the computer, any manager can already function as an independent segment albeit following the general threads of the company culture. All that top brass management would do is to inspire, delegate, assess and appraise their subjects. They provide the vision, specify the substance, and direct the institutional goals. Their managers are expected to facilitate process, action plans, and fill out forms to make way for effective documentation, work accomplishment, accounting procedures, marketing, manpower accountability and networking. Executive leaders have followers, while managers have subordinates, according to an analyst. Managers are oftentimes blamed for the bankruptcy of businesses in America in the 1970s and 80s. Leaders make decisions while managers usually execute them. Leaders are careful to choose their managers because lack of leadership down the line can antagonize the growth of the whole organization. Normally, strategic decision-making takes place on two levels: aggregate and individual. Both of these are geared towards getting attention, storing information through encoding, retrieval thereof, strategic choosing, feedback and outcome. Aggregate and individual strategies are interdependent and they harmonize with each other in all stages of the organization. While it is true that aggregate is more supreme than the individual strategy, it is the individual that feeds to the strength of the aggregate. The aggregate can only sound strong on paper but without the individual strategy which is the action level that extends to clients, customers, consumers, financiers, lenders and debtors, it can just be a lameduck-a print of strong accent without teeth or bite because there is no execution by junior vice presidents, section managers, team leaders, and the rank and file. . Johnson, Scholes and Whittington in corporate strategy present a model in which strategic alternatives and options are evaluated against three key success criteria: suitability, feasibility, and acceptability. (1) Suitability. It gears to answer security questions such as Would it work?, Does it make sense to economy?, Would the organization obtain economies of scale, economies of scope, or experience economy? Would it be suitable in terms of environment and capabilities? Ranking strategic options and decision trees are the measuring tools to evaluate suitability. (2) Feasibility. Can it be made to work?. It is concern whether the resources required to carry the strategy are available and can be obtained and developed. Its resources include funding, people, time, and information. Consequently, cash flow analysis and forecasting, break-even analysis, and resource deployment analysis are the scaling tools for it. (3) Acceptability. Would this make sense among stakeholders? Would shareholders, company employees and customers respond with the targeted product or performance outcomes? What about returns? Will it yield the projected benefits by the stakeholders in terms of dollars or other essentials (financial and non-financial)? For instance, shareholders would anticipate the growth of their capital or wealth, employees would aim for the upliftment in their careers and customers would expect added value for money. When strategy fails, the probability of risks arisesfinancial or otherwise. These risks could be shareholders going against the issuing of new shares or employees and unions picketing against outsourcing for fear of losing their jobs. Most likely too, customers would have paranoia over a merger as regards quality and support. What-if analyses are tools employed to evaluate acceptability. Global Market Models and Concept Analysis In the midst of global market tight business competition models and concepts analysis is crucial and vital. Thus, any business manager must discern and decide whats the best move or course of action to be undertaken to outwit and win the market place and patrons. Several concept analysis are designed for managers to scrutinize business status to have an equilibrium and project sustainable competitive advantage among others in the field. One of these types is SWOT Analysis. A good look at the internal and external environment is an indispensable part of strategic planning. Environmental attributes internal to the firm usually can be classified as strengths (S) or weaknesses (W),while those external to the firm can be classified as opportunities (O) or threats (T). This analysis is referred to as SWOT analysis. This analysis provides insights that are keyl in matching the firms assets and capacities vis-Ã  -vis the competitive environment in which it exists. Therefore, it is crucial in strategy formulation and selection. What are strengths? The firms or companys strengths are its assets, resources and capabilities that can be utilized as the foundation for mapping out a competitive edge. Some of these are patents, reputed brand names, established repute among customers, cost advantages, exclusive access to precious natural resources and favorable access to marketing outlets. Weakness is of course the opposite of strengths like lack of patent protection, a so-so brand name, ill-repute among customers, high price structure, lack of access to the best raw materials or natural resources, and worst, lack of access to strong distribution channels. Take the case in which a firm has a large amount of manufacturing capacity. While this ability may be considered as a strength that competitors do not share, it also may be a considered as a weakness if the large investment in manufacturing capacity hinderss the firm from reacting quickly to shifts or fluctuations in the marketplace. Furthermore, opportunities may mean income and growth; like, a wanting in customer need, invention of new technologies, loosening of legal hindrances and lifting of international business hurdles. Moreover, threats are the present and intervening factors in the external environment; like changes in consumer tastes deviating from the firms product lines, introduction of rival products, new legalities and regulations, and further increase in trade barriers. Any company should not singly invest into very encouraging opportunities. Rather, it should have the caution and prescience to better understanding and analysis of a doable course of action to gain that competitive advantage by determining a blend between the companys strengths and upcoming opportunities. S-O strategies run after chances that are a good addition to the companys strengths. W-O strategies fiscalize weaknesses to run after opportunities. S-T strategies map out ways that the firm can use its strengths to minimize its exposure to external threats. W-T strategies create a defensive plan to protect the firms weak spots from making it highly exposed to outside threats. Another tool used to scan the environment in the business field is the PEST Analysis. This is a sophisticated external macro-environment probing that manifest how firm processing can be expressed in terms of the Political, Economic, Social, and Technological factors. Oftentimes, the acronym PEST (is made as STEP) is employed to describe a framework for the synthesis of macro-environmental factors. Political factors are government laws and legal issues and ascribe both formal and informal rules in which the firm must worklike tax policies, employment measures, environmental ordinances, trade barriers and taxes, and political instability. Economic factors include the purchasing power of prospective customers and the firms capitallike economic improvement, interest rates, exchange and inflation rates. Social factors involve the demographic and cultural facets of the outside macro-environment. These factors have direct effect on customer needs and the size of potential market bases like health consciousness, growth of population, age brackets, career paths, and consciousness on safety. Finally, technological factors can lower if not eliminate barriers to entry, cut the minimum efficient production stages, and highly affect outsourcing decisions; like, RD activity, automation schemes, technological incentives, and rate of technological change. In order to appraise, analyze and assess finished activities which will eventually create a companys competitive edge, a chain of value-creating activities must be in place. Michael Porter outlined a set of many generic activities common to a wide range of firms. Accordingly, the objective of such activities is to foster worth that exceeds the cost of providing the product or service. In consequence, this will generate profits as customers want worth congruent to costs. Everyone wants worth as tantamount to price so such value-creating activities is a very good psychology applied to business. If only all businesses employ this action plan, then what a better consumer base they create and a whole lot happier people they would account in their following. Another concern tackles inbound logistics which embraces the receipt, warehousing, and inventory of company input and output materials; operations are the value-creating tasks that transform the inputs into the finished product or outcome; outbound logistics are responsible for the finished product to reach the customer, including but not limited to warehousing, delivery and the like. Marketing sales are any effortstangible or not, direct or indirect, intentional or by chance-are those activities that have something to do with getting consumers to buy the product, channel selection, advertising, pricing, and much more. Service activities are those of maintenance and enhancing effect to the product value inclusive of customer support, repair services, etc. All of these vital activities are effective in developing companys competitive advantage. Logistics, as we all know, are crucial and vital for a contracting company to to distribute services, while service activities are the main focus for a company that offers on-site maintenance contracts for office supplies and machines. In addition, there are also at least four generic areas of support activities ensuring firm sustainability in the business shark-infested watersamong others, procurement, technology development, human resource management, and firm. Procurement entails the role of buying the raw materials and other essentials in the value-creating undertakings. Technology development includes studies and development, process machination, and other technology gadgets used to enhance the value-chain activities. Human Resource Management, are the tasks that include recruitement, enrichment, and just compensation of workers. Firm infrastructures are those activities of the finance, legal, quality, and management departments. Support activities are termed as overhead but some firms have sparingly used them to maintain a competitive advantage. For example, a company can do outreach works, medical missions, gift-giving to indigents, of renovation of a neglected public hospital. This can also take the forms of donating to a charity, to a depressed area because of typhoons, floods, or quake-shaken areas. These activities require definition, linkages, and coordination between and among partner companies, with the consent and knowledge of the customer base. Sufficient and effective media publishing through print, broadcast or satellite means can be employed to maximize efforts to establish such elusive state of companys competitive edge. It is a matter of concerted effort, a must-have if companies h ave to outlive and outdo competitors. A perfect grasp of interdependence and mutual benefit must be clear to make all strategies work for the betterment of the organization. If support is not totally ensured, then at least, majority of suppliers, advertisers, as well as the general public are involved. If response is not favorable, then executives have to do some side stepping, even taking back alleys so the companys goals will be served. If executives back out, then, what a pity to the organization. A company needs a sure-fire executive in the face of uncertainties. Hence, executives must see a rundown of these activities before implementation. That is why there is what we call value system. Great companies have very strong value systems that new hires would either subscribe to it or leave it. There is simply no half-way house in these great companies. In exchange, they offer palatable salaries, fringes, and other opportunities of growth-monetary, career or physical growth. In closing, strategies are useless unless acted upon, applied, or animated to make the company prosper side by side with competitive edge. With the fangs of globalization threatening to devour the weak and unprepared, executives of the 21st Century has many assignments to do. These begin from mapping out a vision, a mission, then the strategies needed to make these dreams come into fruition. Gone were the days when companies would only wait for customers to take their products because of limited choice or monopoly. Today, more than any era of the past, business is very precarious and risky. Hard earned capitals are washed away overnight once investment is not done with caution, sustainability and competitive edge. Only those who have the edge would survive. Application: The Coca Cola Bottling Company: Coca Cola soft drink was nothing but a local concoction in America. It was concocted by Dr. John S. Pemberta in Atlanta, Georgia. Frank Robinson, bookkeeper, suggested the name and crafted it in free hand script which stood the odds of changes till this very day. From a local drink, the founders of the company planned to market it on statewide scale. Their ploy is to give its package a handsome look so it would appeal to skeptical drinkers. The design of the brand name has been a consistent pattern to make sure the name will be associated with thirst quenching. Their marketers are very aggressive and effective that very soon after their debut in the drinking arena they salvaged the prime spot in the soft drink industry. They arrogate to themselves the saying, Get Ready for Tomorrow Today,-their corporate way of positioning. Their perspective to be global came into reality, riding in that slogan, Open Happiness! They convince people through ads that Coca Cola can refresh the world, can inspire to make people optimistic. In other words, they exist to make a difference. And then their advertisements are apt for specific seasons. During winter time, they show Santa Claus merrily dash through the skies as he drinks coca cola in his chariot on reindeers. During summertime, the theme, red hot summer is bannered on company sponsored parties. Before the competition could catch up, Coca Cola also introduces hundreds of other delights in its product line. But a wit may ask, how do they capitalize on their strengths, and address their weaknesses, opportunities, and threats, including antagonisms from politics, economy, society, and technology? They look ahead. They analyze trends that shape business in the future and adjust accordingly for whats to take place. Coca Cola was abreast with the Y2K scare along with giants in the business world. Hence, they won together with their bottling partners and financing allies. Concerning the current global crisis, the company is not at all hampered by leaps and bounds because it is consumer-based. The company applies core values on leadership (the resolve to create a better future), collaboration (collective ingenuity), integrity (being real), accountability (or responsibility), passion (heart-mind commitment), diversity (create more and more), and quality (doing well) as its anchor in its vision 2020. In addition, even their managers get out into the market and listen. They observe and learn. Coca Cola people possess a world view and they are curious to sift whats new. And lest we forget: They remain constructively discontent on their achievements, new markets and prospects. They are a cool bunch with a singular vision: To refresh the world. Sources: The Coca Cola Company 2009. Year in Review. Web. Retrieved 21 October 2010 from http://www.thecoca-colacompany.com/ourcompany/mission_vision_values.html Questions and Answers from Yahoo.com 2008 Web. Retrieved 21 October 2010 from http://www.righthealth.com/topic/Who_Invented_Coca_Cola Bradford, Robert W., Duncan, Peter J., Tarcy, Brian, Simplified Strategic Planning: A No-Nonsense Guide for Busy People Who Want Results Fast! Available from: http://www.quickmba.com/strategy/swot/. [10 October, 2010]. Heil, Karl 2010. Strategy in the Global Environment. Available from: . [10 October, 2010]. Geus, Arie de 1997. The Living Company. Available from: http://www.ariedegeus.com/ and [10 October, 2010]. Jarvis, Chris 2005. Business Open Learning Archive. Available from: . [10 October, 2010]. Quickmba.com 2010. Strategic Management. Available from: http://www.quickmba.com/strategy/swot/. [10 October, 2010]. Quickmba.com 2010. Strategic Management. Available from: . [10 October, 2010]. Wikipedia.org computer software 2009. 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Zero Tolerance Essay -- School System Education Discipline Essays

Zero Tolerance   Ã‚  Ã‚  Ã‚  Ã‚  There are many disciplinary actions that have been used and are still in use in order to deal with problems in the school system today. However, it seems that zero tolerance is now the most widely used and most controversial policy that has came into effect. Zero tolerance means absolutely no mercy for students when accused of doing something wrong. This policy leaves no room at all for error. These cases are not judged for their individual qualities. They are all treated the same regardless of the circumstances.   Ã‚  Ã‚  Ã‚  Ã‚  When zero tolerance is thought of, it seems like a very practical way of dealing with the problems that we face everyday in the school system. However, we then have to ask ourselves if it is fair to give all â€Å"offenders† of a crime the same punishment without looking at the circumstances of each case. There have been many cases of zero tolerance use that shows just how unfair this policy is. An example of the misuse of zero tolerance is this; a student was kicked out of school for writing a paper that involved guns. This paper said nothing about harming anyone but the student was still kicked out. Is this to say that by having the word â€Å"gun† in my paper that I will be kicked out of school too?   Ã‚  Ã‚  Ã‚  Ã‚  Zero Tolerance has a very good literal appeal. Parents and some students alike are happy to have this disciplinary action. However, zero tolerance would not have stopped the school shootings that have recently plagued the country. A recent po...

The Virtue and Vice of Reason in Mores Utopia Essay -- Thomas More Ut

The Virtue and Vice of Reason in  More's Utopia   When reason permeates society, it does not necessarily imply greater happiness. When brought to the point of rationalization, or when there are errors in the analysis used in reasoning, reason tends to have adverse effects. On the other hand, when analysis is well thought out, and the correct conclusions are drawn, reason can have an overwhelmingly positive effect on a society. Many may think that Sir Thomas More's Utopia infers that reason must be the foundation, and even the preoccupation, of any perfect society. In fact, according to Dr. Evans, More's contemporaries had no doubt that More was attempting to depict a perfect society, one firmly based upon the precepts of reason. However, More injects several major flaws in the Utopian system, which subverts the possibility of that society being truly ideal. In his attempt to expose the inherent limitations of reason, More presents us with the Utopian society, which both benefits and loses from reason in their handling of material we alth, religious toleration, and respect for human life. More uses the Utopians' total rejection of material wealth to present the possibility of reason overcoming petty greed. The Utopians' realization that material wealth has little value is, at least on face, one of the higher pinnacles of their civilization. As Raphael says, "Nor can they understand how a totally useless substance like gold should now, all over the world, be considered far more important than human beings . . ." (89). With this statement, Raphael is pointing out one of the great flaws of any capitalistic society, that human beings often pursue gold and riches at the expense of human dignity and morality. Some human beings, ... ...posing ideas within it, Thomas More is not only exposing the limits of reason, but he is encouraging intellectual discourse and diversity of opinions. He is challenging individuals and society as a whole to not accept the so-called "perfect society," but to think about the consequences that would occur if a Utopian system were to be adopted. Yet he presents to us the notion that even reason has its limitations and is only as good as the person who analyzes the situation. There is no perfect society, no perfect individual, and certainly no Utopia, but that does not mean that we should not strive toward that end. When we use reason, a perfect state of society, or a perfect individual is by no means guaranteed, but at least it's a step in the right direction. Works Cited: More, Thomas. Utopia, ed. And trans. HVS Ogden. AHM Publishing Corporation, Illinois, 1949.

Frankenstein by Mary Shelley Essay -- Frankenstein Literature Dopplega

Frankenstein by Mary Shelley Mary Shelley’s Frankenstein is widely hailed as literature’s greatest gothic novel, as well as its first science fiction work. Written by a young woman in answer to a challenge from a circle of male authors (which included her husband, Percy Bysshe Shelley), the tale is drawn from her personal experiences as well as from the writings of other authors. The monster in the story is a multifaceted symbol for humanity’s fears, representing unchecked technology and the un-mothered child, among other things. As a representative of these fears, the monster itself may be described as a doppleganger. The word doppleganger is taken from the German dopplegà ¤nger, meaning â€Å"double goer.† It appears as a reflection of a person, an apparition resembling a living being. When it appears, it is often taken as a portent of death, as it was by Elizabeth I when she saw a pale vision of herself lying still upon her deathbed soon before she died (Encyclopedia Mythica, 1). On a larger scale, Frankenstein’s monster could be described as a doppleganger of humanity, personifying our fear of ourselves and of our capabilities. One classic example of a doppleganger is the reflected image seen in a window at night, sometimes mistaken for a prowler. Frankenstein’s monster acts the part of this apparition when he appears to Frankenstein in his new bride’s window on her wedding night after killing her. The doppleganger that is the monster takes on many forms in terms of what it represents. One of these is the fear of science and its role in relation to God. As scientific advancements were made in the field of medicine, questions arose as to whether or not man should try to perform acts that only God was previously capable of performing. This moral issue is initially ignored by Frankenstein, overshadowed by his zeal for accomplishing his impossible feat of reanimation. After he animates the creature and shuns it for its horrible appearance, it acts on its impulses for revenge. As the story progresses, Frankenstein realizes that he should have thought more carefully before acting, and the repercussions of his dark deed eventually lead him on a self-destructive quest to ultimately attempt to annihilate his own creation. By trying to ascend past his place in God’s universe, Frankenstein, in the end, destroys himself and all that he ever loved.... ...etheus, Adam) and destructor (Satan) of life. (Desert Aine 2, 1-2) Frankenstein and his abominable creation are two characters inexorably linked with eachother, as father and son, as inventor and invention, and even as reflections of eachother. Their conflict deals with themes of the morality of science and the fears of child birth, and their characters are drawn from a wealth of experience and reading. Shelley’s doppleganger of mankind is like a twisted vision of reality; based in some sense on reality but wildly taken out of proportion, the monster is so inhuman that it cannot reconcile itself with its master or the world of humanity. Its tragic story serves as a warning of what mankind could become as well as a reflection of Shelley’s own personal demons, and her creation has changed the face of literature. Bibliography: Desert Aine 1. 3/13/1999. 3/14/1999. http://www.desert-fairy.com/birth.shtml Desert Aine 2. 3/13/1999. 3/14/1999. http://www.desert-fairy.com/franken.shtml Encyclopedia Mythica. 3/14/1999. http://pantheon.org/mythica/articles/d/doppleganger.html Mellor, Anne K. Mary Shelley, her Life, her Fiction, her Monsters. New York: Routledge. 1988.

Political Factors

Political risk, for examples the Gulf war and terrorism somehow damaging passenger confidence, particularly in the US. Presence of political support and lobbying for major EU/US aerospace businesses Support of EU aircraft manufacturer for Rolls-RoyceSubsidies by EU government US tax breaks for Rolls-RoyceCarbon emissions under the Kyoto protocol is targets for reduction by EU, creating pressures for reduced impact of air travel Policy formation for example Open Skies liberalisation package (2008), allowing any US or EU-based airline to launch scheduled services between the US and EU.PEST analysisFrom Wikipedia, the free encyclopediaJump to: navigation, searchâ€Å"PEST† redirects here. For the special forces unit of the Slovenian Military Police, see Specialized Unit for Special Tactics. PEST analysis (Political, Economic, Social and Technological analysis) describes a framework of macro-environmental factors used in the environmental scanning component of strategic management . Some analysts added Legal and rearranged the mnemonic to SLEPT; inserting Environmental factors expanded it to PESTEL or PESTLE, which is popular in the United Kingdom.The model has recently been further extended to STEEPLE and STEEPLED, adding Ethics and Demographic factors. It is a part of the external analysis when conducting a strategic analysis or doing market research, and gives an overview of the different macroenvironmental factors that the company has to take into consideration. It is a useful strategic tool for understanding market growth or decline, business position, potential and direction for operations. The growing importance of environmental or ecological factors in the first decade of the 21st century have given rise to green business and encouraged widespread use of an updated version of the PEST framework. STEER analysis systematically considers Socio-cultural, Technological, Economic, Ecological, and Regulatory factors.Contents [hide] 1 Composition 2 Applicabil ity of the factors 3 Use of PEST analysis with other models 4 See also 5 References 6 External linksCompositionThe basic PEST analysis includes four factors:Political factors are basically to what degree the government intervenes in the economy. Specifically, political factors include areas such as tax policy, labor law, environmental law, trade restrictions, tariffs, and political stability. Political factors may also include goods and services which the government wants to provide or be provided (merit goods) and those that the government does not want to be provided (demerit goods or merit bads). Furthermore, governments have great influence on the health, education, and infrastructure of a nation. Economic factors include economic growth, interest rates, exchange rates and the inflation rate. These factors have major impacts on how businesses operate and make decisions. For example, interest rates affect a firm's cost of capital and therefore to what extent a business grows and expands.Exchange rates affect the costs of exporting goods and the supply and price of imported goods in an economy. Social factors include the cultural aspects and include health consciousness, population growth rate, age distribution, career attitudes and emphasis on safety. Trends in social factors affect the demand for a company's products and how that company operates. For example, an aging population may imply a smaller and less-willing workforce (thus increasing the cost of labor). Furthermore, companies may change various management strategies to adapt to these social trends (such as recruiting older workers). Technological factors include technological aspects such as R&D activity, automation, technology incentives and the rate of technological change. They can determine barriers to entry, minimum efficient production level and influence outsourcing decisions. Furthermore, technological shifts can affect costs, quality, and lead to innovation.Expanding the analysis to  PE STLE or PESTEL adds:Legal factors include discrimination law, consumer law, antitrust law, employment law, and health and safety law. These factors can affect how a company operates, its costs, and the demand for its products. Environmental factors include ecological and environmental aspects such as weather, climate, and climate change, which may especially affect industries such as tourism, farming, and insurance. Furthermore, growing awareness of the potential impacts of climate change is affecting how companies operate and the products they offer, both creating new markets and diminishing or destroying existing ones. Other factors for the various offshoots include:Demographic factors include gender, age, ethnicity, knowledge of languages, disabilities, mobility, home ownership, employment status, religious belief or practice, and income level. Regulatory factors include acts of parliament and associated regulations, international and national standards, local government by-laws, and mechanisms to monitor and ensure compliance with these. Applicability of the factorsThe model's factors will vary in importance to a given company based on its industry and the goods it produces. For example, consumer and B2B companies tend to be more affected by the social factors, while a global defense contractor would tend to be more affected by political factors. Additionally, factors that are more likely to change in the future or more relevant to a given company will carry greater importance. For example, a company which has borrowed heavily will need to focus more on the economic factors (especially interest rates). Furthermore, conglomerate companies who produce a wide range of products (such as Sony, Disney, or BP) may find it more useful to analyze one department of its company at a time with the PESTEL model, thus focusing on the specific factors relevant to that one department. A company may also wish to divide factors into geographical relevance, such as local, na tional, and global Use of PEST analysis with other modelsThe PEST factors, combined with external micro-environmental factors and  internal drivers, can be classified as opportunities and threats in a SWOT analysis.