Emotional labor

Emotional labor is no more than the manifestation of the generally preferred feelings at any work place. Emotional labor encompasses the â€Å"control of a person’s behavior to display the appropriate emotions† (Chu, 2002, p.21). Essentially, lecturers at colleges and universities belong to the sphere of service provision, hence not segregated from emotional labor.Advertising We will write a custom article sample on Emotional labor specifically for you for only $16.05 $11/page Learn More The situation that is required is for the college and university tutors to work â€Å"with students on recognizing and managing their emotions in order to facilitate transformative learning† (Huyton, 2009, p.1). However, the concepts of emotional labor are also evident, not only in workplaces, but also in every aspect of an individual life. An individual charged with service work has a noble obligation to ensure suppression of his or her emotions. On e may deem this inappropriate to conformity with social affiliations since emotional labor constitutes essential catalysts for cute success in service provisions. Disclosure of entire personality traits to students according to Mortiboys â€Å"†¦is rarely appropriate in the courses in higher education† (2002, p.28). Given that learning institutions’ overall goal is to indulge in practices that lead to substantial transfer of knowledge without impairing the students’ community in any negative way, the lectures would thus definitely find themselves demanded to conceal some of their personality traits as part of conformance with the goals of the institutions. â€Å"Everyday experiences diminish students, making them vulnerable, damaged, and unable to exercise agency and resilience† (Huyton, 2009, p.4). This prompts the tutors to subscribe to the deployment of emotional labor by incorporating emotional intelligence in their work as part of the ways to hi nder strategies that may push students into emotional vulnerability. The opinion that â€Å"students need to view tutors as role models, which places on them a responsibility to be enthusiastic, confident and happy people† (Huyton, 2009, p.4) further escalates the concept of the need of the lecturers to participate in emotional labor. In my opinion, emotional labor is troublesome, as it impedes tutors in colleges and universities to amicably portray their true ‘selves’ during teaching since attempts to practically institute and express certain unreal emotions results to surface expressions which more often than not is not reflective of internal emotions.Advertising Looking for article on psychology? Let's see if we can help you! Get your first paper with 15% OFF Learn More This argument seem consistent with Huyton (2009) claim that, â€Å"practitioners will, on occasions, need to marshal the skills to communicate enthusiasm and confidence, when per haps these are not genuinely felt† (p.3). In as much as it results to positive effects on the students’ part, I feel that people need to look surface portrayal of enthusiasm deserve as problematic. Demarcating between display and feeling, on a different perspective end up problematic. Consider a situation in which a tutor is dissatisfied by a student’s performance or perceptions in some certain area of study. Attitudes of discontent and anger stand out as unavoidable on the part of the tutor. The tutor would feel relieved if he or she directs his or her anger towards the student. References Chu, K. (2002). The Effects of Emotional Labor on Employee Work Outcomes. Virginia: Virginia Polytechnic Institute and State University. Huyton, J. (2009). Significance Of Personal Disclosure: Exposing the Support and Development Needs of Higher Learning Engaged in Emotion Work Associated With Supporting Students. Journal of Learning Development in Higher Education, 1(1), 1-18 . Mortiboys, A. (2002). The Emotionally Intelligent Lecturer. London: SEDA. This article on Emotional labor was written and submitted by user Skyler Miles to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

De Havilland Mosquito in World War II

De Havilland Mosquito in World War II The design for the de Havilland Mosquito originated in the late 1930s, when the de Havilland Aircraft Company began working on a bomber design for the Royal Air Force. Having had great success in designing high-speed civilian aircraft, such as the DH.88 Comet and DH.91 Albatross, both constructed largely of wood laminates, de Havilland sought to secure a contract from the Air Ministry. The use of wood laminates in its planes allowed de Havilland to reduce the overall weight of its aircraft while simplifying construction.   A New Concept In September 1936, the Air Ministry released Specification P.13/36 which called for a medium bomber capable of achieving 275 mph while carrying a payload of 3,000 lbs. a distance of 3,000 miles. Already an outsider due to their use of all-wood construction, de Havilland initially attempted to modify the Albatross to meet the Air Ministrys requirements. This effort fared poorly as the performance of the first design, possessing six to eight guns and a three-man crew, projected badly when studied. Powered by twin Rolls-Royce Merlin engines, the designers began seeking ways to improve the planes performance. While the P.13/36 specification resulted in the Avro Manchester and Vickers Warwick, it led to discussions that advanced the idea of the fast, unarmed bomber. Seized upon by  Geoffrey de Havilland, he sought to develop this concept to create an aircraft would exceed the P.13/36 requirements. Returning to the Albatross project, the team at de Havilland, led by Ronald E. Bishop, began removing elements from the aircraft to decrease weight and increase speed. This approach proved successful, and the designers quickly realized that by removing the bombers entire defensive armament its speed would be on par with the fighters of the day allowing it to outrun danger rather than fighting. The end result was an aircraft, designated DH.98, that was radically different from the Albatross. A small bomber powered by two Rolls-Royce Merlin engines, it would be capable of speeds around 400 mph with a payload of 1,000 lbs. To enhance the aircrafts mission flexibility, the design team made allowance for the mounting of four 20 mm cannon in the bomb bay which would fire through blast tubes under the nose. Development Despite the new aircrafts projected high speed and superb performance, the Air Ministry rejected the new bomber in October 1938, over concerns regarding its wooden construction and lack of defensive armament. Unwilling to abandon the design, Bishops team continued to refine it after the outbreak of World War II. Lobbying for the aircraft, de Havilland finally succeeded in obtaining an Air Ministry contract from Air Chief Marshal Sir Wilfrid Freeman for a prototype under Specification B.1/40 which had been tailor written for the DH.98.   As the RAF expanded to meet wartime needs, the company was finally able to obtain a contract for fifty aircraft in March 1940. As work on the prototypes moved forward, the program was delayed as a result of the Dunkirk Evacuation. Restarting, the RAF also asked de Havilland to develop heavy fighter and reconnaissance variants of the aircraft. On November 19, 1940, the first prototype was completed and it took to the air six days later. Over the next few months, the newly dubbed Mosquito underwent flight testing at Boscombe Down and quickly impressed the RAF. Outpacing the Supermarine Spitfire Mk.II, the Mosquito also proved capable of carrying a bomb load four times larges (4,000 lbs.) than anticipated. Upon learning this, modifications were made to improve the Mosquitos performance with heavier loads. Construction The Mosquitos unique wood construction allowed parts to be made in furniture factories across Britain and Canada. To construct the fuselage, 3/8 sheets of Ecuadorean balsawood sandwiched between sheets of Canadian birch was formed inside large concrete molds. Each mold held half of the fuselage and once dry, the control lines and wires were installed and the two halves were glued and screwed together. To complete the process, the fuselage was covered in a doped Madapolam (woven cotton) finish. Construction of the wings followed a similar process, and a minimal amount of metal was used to reduce weight. Specifications (DH.98 Mosquito B Mk XVI): General Length: 44 ft. 6 in.Wingspan: 54 ft. 2 in.Height: 17 ft. 5 in.Wing Area: 454 sq. ft.Empty Weight: 14,300 lbs.Loaded Weight: 18,000 lbs.Crew: 2 (pilot, bombardier) Performance Power Plant: 2 Ãâ€" Rolls-Royce Merlin 76/77 liquid-cooled V12 engine, 1,710 hpRange: 1,300 milesMax Speed: 415 mphCeiling: 37,000 ft. Armament Bombs: 4,000 lbs. Operational History Entering service in 1941, the Mosquitos versatility was utilized immediately. The first sortie was conducted by a photo reconnaissance variant on September 20, 1941. A year later, Mosquito bombers conducted a famed raid on the Gestapo headquarters in Oslo, Norway which demonstrated the aircrafts great range and speed. Serving as part of Bomber Command, the Mosquito quickly developed a reputation for being able to successfully carry out dangerous missions with minimal losses. On January 30, 1943, Mosquitos carried out a daring daylight raid on Berlin, making a liar of Reichmarschall Hermann Gà ¶ring who claimed such an attack impossible. Also serving in the Light Night Strike Force, Mosquitos flew high speed night missions designed to distract German air defenses from British heavy bomber raids. The night fighter variant of the Mosquito entered service in mid-1942, and was armed with four 20mm cannon in its belly and four .30 cal. machine guns in the nose. Scoring its first kill on May 30, 1942, night fighter Mosquitos downed over 600 enemy aircraft during the war. Equipped with a variety of radars, Mosquito night fighters were used throughout the European Theater. In 1943, the lessons learned on the battlefield were incorporated into a fighter-bomber variant. Featuring the Mosquitos standard fighter armament, the FB variants were capable of carrying 1,000 lbs. of bombs or rockets. Utilized across the front, Mosquito FBs became renowned for being able to carry out pinpoint attacks such as striking the Gestapo headquarters in downtown Copenhagen and breeching the wall of the Amiens prison to facilitate the escape of French resistance fighters. In addition to its combat roles, Mosquitos were also used as high-speed transports. Remaining in service after the war, the Mosquito was used by the RAF in various roles until 1956. During its ten-year production run (1940-1950), 7,781 Mosquitos were built of which 6,710 were constructed during the war. While production was centered in Britain, additional parts and aircraft were built in Canada and Australia. The Mosquitos final combat missions were flown as part of the Israeli Air Forces operations during the 1956 Suez Crisis. The Mosquito was also operated by the United States (in small numbers) during World War II and by Sweden (1948-1953).

Phases in Primary Education Essay Example | Topics and Well Written Essays - 4750 words

Phases in Primary Education - Essay Example This essay declares that corporal punishment in the classroom is a form of institutional child abuse. It does hurt and it can be destructive, both physically and emotionally. Therefore, as advocates for children, we must work to abolish its use. By revealing that certain beliefs about punishment are myths, that there are potential serious problems with the use of punishment, and that there are positive and effective alternatives of discipline, we hope that people can be moved to actively protest the use of corporal punishment in the classroom. Unfortunately, more than just facts are needed. The politics of change are also involved. A great deal of effort can go into dealing with bureaucratic systems, getting the attention of policy-makers, organizing support from a wide range of disciplines, and articulating related community issues. This project makes a conclusion that it is especially important to have the support of those who are directly involved with the issue, such as teachers (award-winning teachers typically do not use corporal punishment). The task may not be easy as communities frequently fail to protect their weakest citizens. The goal of eliminating corporal punishment in education is worth these difficulties. The classroom environment should be characterized by positive mutual regard and be free of abusing and demeaning acts. Until the practice of corporal punishment ceases, many children may never have the experience of learning in such a supportive, encouraging and safe environment.

Practices and Procedures on the New Scottish Parliament Essay

Practices and Procedures on the New Scottish Parliament - Essay Example This essay stresses that Holyrood Progress Group (HPG) comprises of representatives of the Parliament and construction professional to work with the SPCB. The mission of this body is to finalise the design, control the progress of the building, complete the project in time and make periodical reports to the SPCB. In turn SPCB will advise the Members on the total amount spent so far on the project and the estimated time and cost for completion of the project. There were regular meetings and reports of the HPG since summer 2000 compiled and presented by the project director and key consultants. In June 2001, the Scottish parliament advised the SPCB to make quarterly reports to the Parliament’s finance Committee on the progress of the Holyrood building Project, highlighting especially the escalation in the costs of completing the project for getting the concurrence of the Committee for the increase in costs in the annual budget sanctions. The Chief Executive of the project made m onthly reports to SPCB on issues relating to program budgets and quality. All these reports were based on the regular meetings and discussions between HPG and the SPCB. This paper makes a conclusion that aesthetic construction features and usage of high quality materials the Scottish Parliament building project was made to a complex construction project. The project saw a lot of slippages during the progress, due to multifarious reasons.

Broad Strategy HR Management Essay Example | Topics and Well Written Essays - 2750 words

Broad Strategy HR Management - Essay Example This is what HR Strategy performs. HR Strategy is both beneficial to the organization and the individual because it realizes the capabilities and talents of the employees through a careful analysis of how to maximize and optimize an employee allowing them to be fully efficient. In this manner the organization in question has also a proper control in accomplishing their mission and goals as human resources are the means to reach these. It also can be said then that an organization with sufficient planning has what it takes to deliver quality products and services to consumers or clients (thereby soliciting consistent positive returns and success) rather an organization with a lack of planning. Planning can actually guarantee productivity in this regard. In turn such planning also leads to the individual's success as much as the organization as it realizes and enhances strengths as they remedy weaknesses. Human-resource planning is the first step in effective human-resource management as it involves forecasting the human-resource needs of the organization and planning certain useful and important steps that the organization must take in order to meet those human resource needs that will contribute a high percentage for its overall success as human-resource planning should be connected to the organization's strategic objectives and mission. (Butensky and Harari, 1983) It can be said that human-resource planning is a challenge because the needs of the organization are constantly changing and sometimes do not converge and such challenge can be greater if the recruitment pool is limited or if the people in charge of human-resource management have not been trained to forecast the Technika needs to maintain and achieve success in all areas of concern. (Butensky and Harari, 1983) Recruitment According to Daniel and Metcalf (2001), recruiting is part of the over-all management function of staffing that serves a major role player in ensuring that company strategies will be implemented. Spencer (2004) also emphasized that staffing requires both the process of attracting and selecting prospective personnel's capabilities and competencies with the company position. It is perhaps the most important function because it is the starting point in the whole HR process. Its importance is noted by Drucker (1992) as he said that "every organization is in competition for its most essential resource: qualified, knowledgeable people" (Drucker 1992). Recruitment is defined as the process of discovering, developing, seeking and attracting individuals to fill actual and/or anticipated job vacancies (Sims 2002). It has three general purposes: to fulfill job vacancies; to acquire new skills; and to allow organizational growth. There are several factors which influence recruiting efforts namel y: organizational reputation, attractiveness of the job, cost of recruiting, recruiting goals and recruiting philosophy (Sims 2002). Technika. projects an image to the community and it determines the attractiveness of the company to qualified employees. It may either be a potential barrier or a significant advantage depending on the ability of the HR team to

Negative Absolute Temperature Thermodynamics

Negative Absolute Temperature Thermodynamics T.H. Tennahewa Thermodynamics and Statistical mechanics at Negative Absolute Temperature We define the temperature, T; by in here S stands for Entropy which describes the measure of disorder in the system and U for Internal energy. In here x stands for the partial differentiation that should hold constant in the thermodynamic equation relating TdS and dU. this relation comes from the first law of Thermodynamics. That is; ; We can define temperature with relating Enthalpy (H) also. That is in here too y stands for the partial differentiation that should hold constant in the thermodynamic equation relating TdS and dH. Below is the derivation of above equation. We called absolute temperature as a temperature where on the Kelvin scale 0 K as the absolute zero point, where all motion in a classical gas would stop. Most systems, including a classical gas are limited to positive absolute temperatures. In order to be able to reach negative temperatures, a system needs to possess an upper bound for the energy of its particles, which is a maximal possible energy a particle of the system can have. This limit is not an external limit in the sense that there is just no more energy available. It is an internal limit the particles cannot absorb more energy even if there is plenty available. It is important to note that the negative temperature region, with more of the atoms in the higher allowed energy state, is actually warmer than the positive temperature region. If this system were to be brought into contact with a system containing more atoms in a lower energy state (positive temperatures) heat would flow from the system with the negative temperat ures to the system with the positive temperatures. By the definition of temperature we can describe above figure. If the energy in the system is minimum (Emin), all particles are in the lowest possible energy state and the entropy is zero. The curve is vertical at this point with an infinite slope and temperature is therefore zero. If the energy increases, the particles begin to occupy higher energy states, and the entropy increases. There are, however, always more particles at low energies than at high energies this is same as the usual Boltzmann distribution. (Figure 2 below) The slope of the entropy versus energy curve decreases and the temperature therefore increases. At some point, when there is enough energy in the system, the particles distribute equally over all energy states. Therefore the disorder and the entropy are maximum. The curve is completely flat at this point, with a slope of zero, and the temperature is therefore infinite. If the total energy in the system is further increased, more particles will occupy high energies than low energies this is same as the inverted of the Bolt zmann distribution. Because the energy distribution becomes narrower again, disorder and entropy starts to decrease. This is not a usual behavior because usually entropy increases with increasing energy. The slope of the curve is negative in this region and therefore the absolute temperature is negative. If the energy in the system is maximum (Emax), all particles are at their maximum possible energy. The entropy is again zero. The curve is again vertical therefore the temperature is again zero, but this time it is negative values. Thus, while a temperature of positive and negative infinity is physically identical, temperatures of positive and negative zero are very different. Because of that we could write temperature range as +0 K, +300 K, , +∞ K, −∞ K, , −300 K, , −0 K. Figure 2- The Maxwell- Boltzmann distribution In the Carnot cycle of a heat engine heat absorbed from the hot reservoir and heat rejected to the cold reservoir while work done by the system. In that case we define the efficiency of the process as, In here Q1 is a heat absorbed at temperature T1 and Q2 is a heat rejected at temperature T2. In heat engine T2 / T1 2 / T1 > 1, therefore efficiency is negative and can be very large. In this case work has to be supplied to maintain the cycle. It should be noted that when Carnot cycle is operated between two negative temperatures that is work is done by the machine while heat absorbed from cold reservoir and rejected to hot reservoir. Efficiency of the system is not only positive but it is also less than unity. Thus at both positive and negative temperatures cyclic heat engines which produce work have efficiencies less than unity that is they absorb more heat than produced work. Second law of thermodynamics should have to modify to use with this kind of Carnot cycle. In there, entropy formulation and Clausius statement remain unchanged and Kelvin-Plank formulation has to be changed. They are mentioned below. Entropy formulation The entropy of a system is a variable of its state and the entropy of an isolated system can never decrease. Clausius Statement It is impossible to construct a device operating in a closed cycle that will produce no other effect than the transfer of heat from a cooler to hotter body. Kelvin- Plank formulation It is impossible to construct an engine, which is operating in a cycle produces no other effect except to external heat from a single reservoir and do equivalent amount of work. Modified statement: It is impossible to construct an engine that will operate in a closed cycle and produce no effect other than the extraction of heat from a positive temperature reservoir with the performance of an equivalent amount of work or the rejection of heat into a negative temperature reservoir with the corresponding work being done on the engine. Carathà ©odory form In any neighborhood of any state there are states that cannot be reached from it by an adiabatic process. Both first and second laws of thermodynamics can be used at negative temperatures as at positive ones to derive other thermodynamic relations. From these laws it is interpreted that the difficulty of heating a hot system at negative temperatures is analogous to the difficulty in cooling a cold system at positive temperature. The important requirements for thermodynamical system to be capable for negative temperature are: The elements of the thermodynamical system must be in thermodynamical equilibrium among themselves in order to describe the system by temperature. There must be an upper limit of the possible energy of the allowed states of the system. It is need a lower bound for the energy in order to get positive temperatures and an upper bound in order to get negative temperatures. The system must be thermally isolated from all systems which do not satisfy both of the above conditions. To satisfy the second condition negative temperatures are to be achieved with a finite energy. In thermal equilibrium the number of elements in the mth state is proportional to the Boltzmann factor; here Wm is energy of the mth state. Boltzmann distribution function which is formed using Boltzmann factor is given below. In negative temperature case when Wm increases with that Boltzmann factor increases exponentially therefore high energy states are more occupied than low energy states. As a result of this we could say that without an upper limit to the energy negative temperatures could not be achieved with a finite energy. Since most of the systems do not satisfy this conditions negative temperatures are occurs rarely. Spin systems sometimes form the thermodynamic systems which can describe by using temperature. In there for a system of electron spins in a lattice, a temperature such that the population of the energy levels of the spin system is given by the Boltzmann distributionwith the spin temperature. To achieve thermodynamic equilibrium various nuclear spins must interact among themselves. This happened due to nuclear spin-spin magnetic interaction. Subatomic particles like electrons, protons and neutrons can be imagined as spinning on their axes. In many atoms these spins are paired against each other, such that the nucleus of the atom has no overall spin. In some atoms the nucleus has shown overall spin. The rules for determining the net spin of a nucleus are given below; If the number of neutrons  and  the number of protons are both even, then the nucleus has  NO  spin. (Classical Particles) If the number of neutrons  plus  the number of protons is odd, then the nucleus has a half-integer spin (i.e. 1/2, 3/2, 5/2) (Fermions) If the number of neutrons  and  the number of protons are both odd, then the nucleus has an integer spin (i.e. 1, 2, 3) (Boson) It is defined in Quantum mechanics that a nucleus of spinIwill have 2I+ 1 possible orientations. A nucleus with spin 1/2 will have 2 possible orientations. In the absence of an external magnetic field, these orientations are of equal energy. If a magnetic field is applied, then the energy levels split. When the nucleus is in a magnetic field, the initial populations of the energy levels are determined by thermodynamics, as described by the Boltzmann distribution. It means that†the lower energy level will contain slightly more nuclei than the higher level†. It is possible to excite these nuclei into the higher level with electromagnetic radiation. The frequency of radiation needed is determined by the difference in energy between the energy levels. This spin-spin process can be characterized by using relaxation process. Nuclei in the higher energy state return to the lower state by emitting the radiation. At radio frequencies, re-emission is negligible. There are two main relaxation processes; Spin lattice (longitudinal) relaxation Spin spin (transverse) relaxation Spin lattice relaxation (T1) Nuclei which are in a sample create a complex magnetic field. The magnetic field caused by motion of nuclei within the lattice is called thelattice field. This lattice field has many components. Some of these components will be equal in frequency and phase to the Larmor frequency of the nuclei of interest. These components of the lattice field can interact with nuclei in the higher energy state and cause them to lose energy returning to the lower state. The energy that a nucleus loses increases the amount of vibration and rotation within the lattice resulting in a tiny rise in the temperature of the sample. The relaxation time,T1(the average lifetime of nuclei in the higher energy state) is dependent on the magnetogyric ratio of the nucleus and the mobility of the lattice. As mobility increases, the vibrational and rotational frequencies increase, making it more likely for a component of the lattice field to be able to interact with excited nuclei. However, at extremely high mobilities, the probability of a component of the lattice field being able to interact with excited nuclei decreases. Spin spin relaxation (T2) This is describing the interaction between neighbouring nuclei with identical precessional frequencies but differing magnetic quantum states. In this case, the nuclei can exchange quantum states; a nucleus in the lower energy level will be excited, while the excited nucleus relaxes to the lower energy state. There is nonetchange in the populations of the energy states, but the average lifetime of a nucleus in the excited state will decrease. This can result in line-broadening. Most of the nuclear systems don’t satisfy the conditions in negative temperatures. By looking at all these things we can conclude that although the phenomena of negative temperature is a fully valid concept in thermodynamics and statistical mechanics they have less important than phenomena of positive temperature. 1

Mahatma Gandhi: Influence, integrity, and Tide of Social change Essay

Mahatma Gandhi- Influence, Integrity and Tide of Social Change The past has witnessed eminent men in the form of kings, political leaders and sages who made the world a better place to live. Only few were able to lead an entire nation and bring a significant change to millions. Many established power and authority and relied on the strength of armies. While, there was a man in India who explored the power of one; he raised consciousness without raising his voice. Mahatma Gandhi, a political and spiritual leader who led the way of non-violence and truth did significant contribution to humanity and people of India. Gandhi’s ultimate leadership principles and struggle set India free from 200 years old British reign. Gandhi, with his impeccable influence and integrity, brought a positive change formulating a new India. In South Africa, when Gandhi politely asked his followers to help him volunteer for the victims of pneumonic plague (in spite of knowing the risk of infection, by the contagious disease) they agreed and said, â€Å"We go where you go† (Barnabas & Clifford, 2012, p. 143,  ¶ 4). With his credibility as notable humanitarian and leader, he influenced a group of Pathans to pledge for non-violence. He worked behind the scenes willingly, without the need for constant recognition or approval from others. In South Africa, he used to walk past the president Kryer’s house in Johannesburg. One day there was a guard change; the new guard pushed and kicked Gandhi into the street. One of his influential friends saw this and asked him to go to court. Gandhi felt no resentment for the under-estimation of his self by the guard. Instead, he had forgiven his abuser. Gandhi preached forgiveness and always had the consistency in his words and actions. He practiced service-leadership and voluntary subordination. When Zulu rebellion took place, in South Africa, it injured many Zulus with no one to attend their injuries. Gandhi along with 23 of his volunteers nursed them back to health (Barnabas & Clifford, 2012). Unlike other leaders, who identified with the symbol of power, Gandhi identified with the symbol of service to humanity. He was people-centric and symbolized the people he served. Gandhi had an ability to empower people and truly believed in staff-development. He tried to mound a new free Indian who could stand on his own, to fight for freedom. Eventually, he developed a self-help culture in shining India. Wherever Gandhi went, he remained available for his followers and built real genuine relationships. He willingly spent his time with workers and carried out clerical work of the Congress office. Heath, the chairman of Indian Conciliation Group, London in 1939 wrote about Gandhi, †He is also the man of much physical work, very approachable, lovable and humorous† (Barnabas & Clifford, 2012, p. 140,  ¶ 2). With Qualities like integrity, people-centric, influence and self-discipline Gandhi brought out a positive change in people across the globe. Even though, Gandhi was the leader of the Indian National Congress on its formation, he did not seek after influential posts. Instead, when young leaders like Jawaharlal Nehru rose up he chose him his successor; even after independence he did not take any position in the government but remained humble as a servant to mankind. His deeds and fundamentals got him inscribed with golden words in the pages of history. The father of the Nation unheedingly ignited people with non-violence, truth and patriotism. References Barnabas, A., & Clifford, P. S. (2012). Mahatma gandhi- an indian model of servant leadership. International journal of leadership studies, 7(2), 132-152. Retrieved from http://www.regent.edu/acad/global/publications/ijls/new/vol7iss2/IJLS_Vol7Iss2_Barnabas_pp132-150.pdf Book, N. (n.d.). Ncert book english flamingo class xii. Retrieved from http://www.scribd.com/doc/14329823/NCERT-Book-English-Flamingo-Class-XII Court Verdict Published in Dailies: SC set aside Karnataka †¦ (n.d.). Retrieved from http://courtverdict.blogspot.com/2011/05/sc-set-aside-karnataka-mlas.html Palshikar, K. (2012). Charismatic leadership. Unpublished manuscript, University of North Carolina, Chapel Hill, NC, Retrieved from http://www.unc.edu/~ketan/documents/Charismatic Leadership.pdf

Negotiated Order

: â€Å"The Negotiated Order of organizational Reliability. †| | Watson (2008), â€Å"Organizational rules and hierarchies play a part of in the patterning of life in organizations but the overall organizational order is one that emerges out of the process whereby different groups make use of rules, procedures and information in the day- to-day negotiations that occur between them about what is about to happen in any given situation at any particular time. Paul Schulman, in his writings on the Diablo Canyon nuclear power plant unfolded the different aspects of management step by step showing how organization rules, hierarchies and cultures affect the efficacy of the plant. At the beginning of the article ‘The negotiated order of organizational reliability’, Schulman (1993) delves into the realm of both the worker and manager by introducing and further conceptualizing the idea of â€Å"slack†. He expounds the link of this concept, of slack by breaking it do wn into two varieties.Firstly â€Å"resource slack, in time money, personnel†¦can be viewed negatively as a nonproductive inefficiency in the organization, a suboptimal allocation of available means to desired ends. † This concept outlined inherently speaks to the idea of Taylor’s ‘systematic soldiering’, where Taylor explains this notion as â€Å" employee’s deliberate attempt to restrict output and still get maximum reward without tempting management to come back and tighten the rate. † The second aspect of slack zeroed in on is that of control slack.Despite the negative connotation of the word slack in essence from an industrial sociology standpoint can be viewed positively as a way to move away from a scientific management approach which helps to break down a centralized bureaucratic authority. Shulman’s aim on the paper being discussed is generally focused on the idea of organization function and efficacy and reliability from workers. One such way of doing such was by the work environment, the article outlined a quite detailed description of the surroundings of the plant; the Diablo Canyon nuclear plant is located on acres of beautiful farm land with beef cattle and crops on the way.Parker in his book Sociology of Industry (2005), noted from the Hawthorne studies conducted that environmental factors played a key role on motivating workers behavior. Industrial sociology would pinpoint the strategic effort places on environment to be all part of management’s way of motivating or just keeping workers happy. The author highlights a clear division of labor as well as support groups, separate departments to handle each problem example Safety and Emergency Services department as well as Safety Review groups, fire Marshalls, hygienists.This inherently shows the rigid bureaucratic structure eminent at the firm with each specific group having a designed task to take care of. Workers jobs are monitored via quality assurance who reports to the vice president of utility. He shows that the firm as well maintains a level of compliance when it comes to specific standards. Most importantly when it comes to employee interaction and say on the job, what separates this firm from a scientific management style is the fact that they have weekly meeting which inherently allow employees to be a part of the firm as well as support group for workers.Schulman highlights in his research that despite the high levels of specialization and organization there is pressure to â€Å"formalize† tasks and as a result there are some â€Å"established norms for operations—not formally but informally. † These norms the writer ties into the title of the article negotiated order which he highlighted there is at the firm however it was difficult to actually point out except with the case of improper communication between the day and night supervisor who did not tell each other about changes that were made.In all the case of Diablo canyon managers aim to diminish slack and gain maximum safe levels of performance, they have implemented formalized standardize hierarchical structures which help inherently promote cultures desirable for the organization as they saw that were arrogant were not seen as an ideal worker as well the internal polity had a system of somewhat overlapping powers thus decreasing centrality. Analyzing this piece from an industrial sociology standpoint brings up many issues.Firstly Schulman fails to show how really employees are motivated at Diablo Canyon. Despite all the programmes and meetings put in place there is no clear indicator of how the employee is in fact motivated. The author centralizes on management and management functions, and measures they put in place. His main issue of concern as mentioned prior was efficiency on the light of the manager’s perspective of the firm. A lot of the paper went on to â€Å"sort out units†, separate different part of the organization and highlight their role.For example there is a â€Å" Plant Staff review committee that meets weekly to approve procedural modification and design changes, as well as a Technical review group† , showing that management takes high level of importance in quality and control. With all these groups especially support groups and safety groups it acts as a motivator to workers. Thus here we can say that there is even though not mentioned by the author some sort of motivation taking place by implementation of these groups.Looking at the Pychologistic side in management, we see that Maslow (1954) believed that scientific management should be revamped and remodeled to and â€Å"centered on releasing people’s potential at various levels† Maslow designed and put forth a model he called the â€Å"Hierarchy of needs† in which he outlines various levels of motivation for workers. At the Diablo canyon we see that workers are motivate d on the second as well as some evidence of third level, which are safety needs and love needs respectively.Especially safety needs with all the inspection units, the Onsite Planning Engineering Group for example â€Å"engineered to verify activities are performed properly and looks over general safety of the plant as well as looks over equipment modification. † Worth mention is the comparison the author makes to a study entitle â€Å"The Hospital and it’s Negotiated order† (Strauss, Schatzman, Ehrlic, Bucher and Sabsin (1963) described what the write states as a â€Å"complex pattern of reciprocal yet unstated agreements† between hospital staff.Schulman clearly highlights as part of his issue that the aforementioned phenomenon of negotiated order which was brought forth by the Interactionist School in industrial sociology can in fact be observed within the plant. â€Å" not only are a range of informal interorganizational agreements observable, their ne gotiation and continual renewal are recognized and embraced formally in the organization†. Here one clearly understands that yes there is an existence of negotiated order however he fails to impact on its existence on the plant here at large.Instead he seems to bring out the idea of a more Durkheimian strand of groups and the importance of formal and informal groups at the workplace. Tony Watson (2008) highlights a case which can mirror a comparison with the idea of groups. A researcher found that within two departments that the department with a higher level of social solidarity, were more bonded with similar experiences, and just had a group or community type setting. Thus it lends the reader to ask whether or not the managers at the firm aimed to bring out such factors and create a motivator in and of itself out of the groups.Schulman (1993), shows the reader that â€Å"A new agreement had been negotiated between the Radiation protection officer and the night shift foreman to make minor modification in the design of scaffolding† however it was found that the night shift foreman failed to make mention to the day foreman. There is not sufficient evidence to show whether or not as well this could have been a case of negotiated order and they made the decision unknowing to the day because of their own benefits, as the day foreman did complain: â€Å"They are changing the rules in the middle of the game†. However the author shows how swiftly management resolves such an issue.Here management worked hard to ensure everything was cleared up and he states to â€Å"restore amicable relations between the two departments†. Therefore one can imply that at Diablo Canyon there is a focus of cohesion and agreement among the firm which takes a bit away from the scientific management realm that Taylor would talk about. Trust is a vital cohesive unit and this is brought about by as well the decentralization and separation of powers at the plant, aga in moving focus away from a manager centric role, at the plant there seems to be more of a worker oriented feel to an extent.This may be so whereby there are efforts to have weekly meetings hearing employee feedback as well as the breaking down of roles within the organization despite the rigid bureaucratic structure there is some flexibility which lends back to the point at the beginning of the paper by Schulman when he mentions â€Å"control slack†. To further contribute to the writing of Schulman using the thoughts and concepts akin to that of Industrial sociology, first to delve more into the issue of negotiated order as it relates to â€Å"slack†.A firm like Diablo Canyon can easily fall susceptible to unhappy workers, due to the type of environment managers ought to look out for informal social groups. While mention of it was made, looking at Durkheim’s analysis on social groups and how it impacts on a firm. In addition because of the environment being a p lant and having a somewhat scientific management style, the writer should have paid more particular attention to aspects of worker interaction and their feel of the job. Issues such as Deskilling and alienation of workers, how can a reader be sure that workers do not feel totally dissatisfied with their jobs.Watson (2008) brings forth the idea of Marx’s notion of alienation, whereby a worker because the monotonous nature of his job may start feeling estranged. One might argue that the mere groups and weekly meetings counter the feelings of estrangement and instead due to technology highlighted in the plant may be akin to Braverman’s (1974) idea of up skilling. The level of equipment highlighted needs a certain amount of skill even at the lowest level thus separating the workers of Diablo plant from a normal processing plant that may require much less skill.The entire focus of the writer delves into the aspect of as mentioned throughout efficiency of the worker this is achieved via motivation principles through groups and safety. The writer shows how management even though having a strong, rigid bureaucratic structure allows some control slack as well as the large number of informal groups may impact on negotiated order and other minor work disputes however due to the set of the organization these such disagreements are quickly dissolved and rectified.However the writer from an industrial sociologist standpoint failed to take in key considerations since it is a plant, issues such as alienation, deskilling could have been more addressed as well as more emphasis could have been put into the notion of negotiated order. Works Cited Parker, S. R. , R. K. Brown, Child J, and M. A. Smith. The Sociology of Industry fourth edition. London: Unwin Hyman, 2005. Schulman, Paul R. â€Å"The Negotiated Order of Organizational Reliability. Administration and Society 25. 3, 1993: 353+. Watson, Tony J. Sociology, Work and Indistry 5th edition. NewYork: Routledge, 2008. ——————————————– [ 1 ]. Watson, Tony J. Sociology, Work and Industry 5th edition. NewYork: Routledge, 2008. pgs 49-50 [ 2 ]. Schulman, Paul R. â€Å"The Negotiated Order of Organizational Reliability. † Administration and Society 25. 3, 1993: 353+. [ 3 ]. Watson, Tony J. Sociology, Work and Indistry 5th edition. NewYork: Routledge, 2008. pg. 3 [ 4 ]. Schulman, Paul R. â€Å"The Negotiated Order of Organizational Reliability. † Administration and Society 25. 3, 1993: 353+. [ 5 ]. Watson, Tony J. Sociology, Work and Indistry 5th edition. NewYork: Routledge, 2008. [ 6 ]. Schulman, Paul R. â€Å"The Negotiated Order of Organizational Reliability. † Administration and Society 25. 3, 1993: 353+. [ 7 ]. ibid [ 8 ]. Schulman, Paul R. â€Å"The Negotiated Order of Organizational Reliability. † Administration and Society 25. 3, 1993: 353+. [ 9 ]. ibid

Exam 3 Study Guide Essay Example

Exam 3 Study Guide Essay Example Exam 3 Study Guide Essay Exam 3 Study Guide Essay MIS Exam 3 study Guide l. IT Governance and Project Management CDM, NEU, Brose, Capital One, Choice Point 1 . How can we use the Project Life Cycle and the triple constraint triangle to assess a projects performance? CDM: They had a library of technical best practices from past projects stored in-house. Most employees knew each other Then company grew and a dispatcher emailed engineers and scientist with questions. He was a knowledge-sharing platform. Then it was changed to an intranet of technical disciplines. They also had ways of contacting experts through emails or contact info. CDM then changed to an ERP ystem and added a decision support platform to assess actual projects outcomes against best practices knowledge to continuously improve. Project life cycle: It lets reassess the projected solutions and improve it to have more efficient results that best fits the organization. With CDM they changed the way they managed knowledge multiple times. The PLC allowed them to implement a solution that was best for the company at that time. As the company grew they were able to reassess their solutions and change it. Project triple constraint triangle: When CDM had to increase the scope of their knowledge management solution that meant ncreasing cost (more dispatchers Intranet ERP system). Every time they reassessed their problem they had to incur more expenses. Brose Implemented an ERP system to connect their growing business from acquisitions They were able to collect data about key processes and it helped them learn about weaknesses and improve them like forecasting and long term planning They were able to implement the new system nicely with a consulting team that collaborated with end-users and gave training. They had a pilot approach. First testing new system with one plant and then expanding it to other plants Project life Cycle: The ay the project was planned, designed and implemented helped with the success of the ERP system with Brose. They were able to go through all of the PLC steps in the same order as well as in a way that would work for the company Project triple constraint triangle: It is a good way to control a big project that has many features and processes that needs to be considered. It allows setting a plan. If there are any changes done it reminds managers to consider all aspects Capital One They create new projects based on testing and analyzing a lot of data to create new products/services and enter new markets. They are very innovative and they foster Information technology is very important in this firm and highly used. Choice Point Hackers entered the system and stole identities of thousands of accounts. They created hotlines, compensations for victims and suffered lawsuits, federal investigations and drop in stock. 2. What challenges does an IT project face and how can such issues/challenges be addressed? (consider different stakeholders) The risk of the project is a major challenge since some projects can be more risky than others based on the project size, project structure, and level of technical xpertise needed by the IS staff and project team The main challenges start at the 4 stages of project management and the activities following up those stages. In addition, aligning the stages to the structure, technology, people and tasks from the business needs to the project. People business unit and IT staff, project team chart, PMO Process temporary, event = episode, releases Technology tools to record/monitor/track project activities outcomes 3. How might a companys IT governance affect the success of that companys IT services? Companies that work closely with their IT architect will be able to have more uccessful projects since their input can be valuable and helpful into creating processes and architectures that are more efficient, lean and useful for all parties. With deep assistance and guidance from IT professionals it will allow the company to fully benefit from his/her knowledge. The Feedback and user participation from executive to end user is facilitated by IT specialist. They facilitate communication and needs from both departments. They help with the design, implementation, post implementation and periodic reviews. As well as any changes needed and best 4. What are the project/lT sourcing options and why might a company choose one approach over another? Used when product/service is not a core competency of the company Best way to have another company that specializes in that product/service and not Jeopardize firms performance This helps company focus more on their core competency Outsourcing Option Reason Multi-vendor approach Multiple vendors that specialize in several services/products gives less burden to only one vendor Competition between vendors can also help get better services and prices Challenges: dedicated staff to oversee all relationships, more complex anagement systems, and all vendors needs to collaborate together. Single vendor Lower management overhead and time expenses Ability to get discounts due to large quantities Closer relationship can boost collaboration in many aspects and activities II. Strategic Value of IT within the Organization and Sourcing/ Staffing IT Services Young Audiences, Pepsi 1 . What role (by information processing level) does IT services play in the organization (i. e. , where do IT personnel add value)? In organizations with centralized structures IT services are usually located in only one department and is managed by a project manager. They dont collaborate much with other end-users from all the departments that will use the system. Therefore, it is more valuable to have IT staffing/sourcing to work in a decentralized method under a high level manager. This will allow more power from the IT specialist to give ideas on how to be more efficient and change old practices. In addition, it will yield more cost savings, lean processes and other efficient outcomes from the collaboration between IT specialists, end users, and managers. They add value in business demands, give new ideas on information requirements that are more technological driven, this ould also change the business demands of a company by moving towards technology. Young Audiences: At young audiences the IT specialists worked really close to all the chapters to fulfill any needs and add more functions to the base platform. They also had a middleman that was able to connect the chapters needs and communicate it to the IT vendor. This proved to be a good strategy. However, it was not the best suited for the non- profit organization. This method can be useful for an organization that is not centralized but has a degree of leadership, structure and rules to follow. The IT pecialist and the project manager was able to facilitate user participation too PepsiCo: The companys growth of product lines made them have to change their SCH systems as how they distributed and operated with customers. They had local delivery people that would manage and forecast (based on order history and guessing) day- to-day orders. When the product line grew it was hard to keep up inventory management with the right mix of products needed for each customer. They invested in SCM and ERP systems to integrated core business processes (purchasing, manufacturing, selling, warehousing and distribution) and automate data on every tep along the chain. This helped pepsi to have real time data to promptly address performance issues and improve overall business processes and services. Pepsis transition to ERP and SCM systems proves they understood where they needed that technology to fulfill their business needs. With the help of IT professionals, they implemented the best fit of new technologies that will allow improvements on current business processes and still consider the companys future growth. The IT staff guided pepsi into using systems that had potential to grow along with the company. 2. What makes an information system strategic in its adoption or use and how do you assess strategic alignment of IT investments? 1 . Scope of effects (across enterprise think Porters value chain): Where does it add value in the chain? And which departments does it reach? 3. Seniority of attention/planning (executive commitment who decides/cuts the check) 4. Strategic alignment (supports, enables high level competitiveness goals) 3. How might IT governance differ across different companies? larger/ smaller? newer/older? 4. What are the IT sourcing options and why choose one approach over another? Ill. Info. Security Policies, Procedures and Technology Zappos 1 . What preventative measures can be implemented proactively and what responses can be planned? . What are some of the non-technology steps required to improve information security? 3. What regulatory/legal compliance requirements do companies need to consider in addressing information security prevention (proactive) and reaction (reactive)? 4. How might where (geographically) companies do business influence their approach to information security and privacy? IV. MIS Integrative Learning Framework Capital One, Winter Gear 1 . What is the strategic focus of e ach company? nformation requirements? MIS capabilities? Winter gear is more focused on operational excellence -It needs to address the operations an transactions in a more productive way -It needs it improve the management and control of their sales and how to take orders By improving in IT they would be able to have a better way to receive orders and send the products -Business processes needs to be improved by reducing time -People in the organization need to be trained to use the new way and new programs they should get Capital one is more focused in product leadership and be able to offer credit card to veryone -They should improve their innovation and strategy of evaluating each customer separate and offer them business The management and control of their current customers need to be accurate in order to avoid future loss They need to improve their business processes in order to evaluate customers faster -They also need to train the people in the organization as well as get better IT components to address the customer inquires and offer a product What can you say about alignment for each company based upon how MIS capabilities fit with information requirements and how information requirements fit with business strategy? Winter gear: processes and have the people trained to do so is what enables the operations and transaction processing requirement they have which at the same time was the driver. At the same time the information requirements such as operations and transaction processing are the main issues to be address that would enable the main problem or main driver, which is operational excellence that at first was the driver to look for the Info requirements. Capital One: Their MIS capabilities such as improve their business processes and have the people trained to make the processes faster and have quicker responses is what enables heir information requirements which are innovations and strategy in order to deliver a good product for each customer. At the same time this information requirement is what enables the business driver that are product leadership as well as customer intimacy that at first was the driver to look for a whole solution. It starts as a goal and then by having the info requirements and MIS capabilities located we address and enable the rest of it to reach the goal. What can you say about how well the MIS capabilities at each company are integrated? Winter Gear: I believe its well integrated but they need to improve on the IT and Business rocesses as a more efficient and faster way, they have a legacy system they need to get rid of Since there is a need of change for operational excellence they should integrate the new IT required with the new business processes and train the people Every organization when making changes needs to have the 3 of them integrated in order to work efficiently -Capital one is doing a great Job by having the people involved in the new tests as well as the business processes by phone -Once they found the better way to address the new customers in offering them a product they should integrate the people to ave them all offering the same and doing the same procedures -The people need to be also familiar with the IT they are using or they would need to use in case more What can you say about how MIS capabilities could be used to improve each company through innovation, managerial control, and continual o perational improvements? -People in the organization could help to have a managerial control over the order that are sent. Also it helps people to be familiar and five new ideas to innovate Business processes are key to operational improvements, make automate processes, educe lead times -IT help to make processes faster and reduce the time that people spend working, make things faster for example: receiving orders and send invoice automatic -Business processes help to improve on times to offer customers something by phone right away -People and the structure help to give new ideas and innovation in order to try different tests and find the best outcome -IT its extremely important to look for the background of each customer that calls as well as make calculations based on the answers of the customers to give the people in the organizations something to offer to the customer

Free Essays on Confucianism Daoism And Legalism In Early China

Confucianism, Legalism, and Daoism in Early China The Spring and Autumn Period began when dignitaries and the capital of Zhou was forced from the Wei River Valley to the east by barbarians from the north. This loss resulted in the steady decline of respect felt by feudal lords for the Emperor of Zhou. It seemed as though the Mandate of Heaven for Zhou’s power was about to expire, and the struggle to replace it began. In the midst of all this chaos and violence, three solutions arose from the ashes. Legalism was seen first, in the Qin dynasty, while Confucianism and Daoism both had strong influences on the Han Dynasty. Legalism, practiced by the Qin, took Zhou’s mistakes and learned from them. They â€Å"sought to break up the patriarchal family (Creel 137). The First Emperor was told to send out his loyal son’s to rule regions under his regime that were distanced. Li Si, one of the brains behind the Qin institution of the legalist doctrine, reminded him of the fate of the Zhou family: as generations passed, the family was not as close, and soon thereafter the feudal lords were fighting with family. In an attempt to hold every officer accountable to the Emperor, the Qin empire was divided into 36 provinces, each with an appointed governor, military commandant, and superintendent. Legalism adopts the doctrine of using strict laws made by a centralized government to rule over the people, who are simple-minded and easily stray. Legalists in general had a low opinion of human nature. The First Emperor ordered that all books containing â€Å"non-relevant† information be bur ned. This included all histories not involving Qin, and any book not discussing pharmacology, divination, agriculture, or arboriculture. Discussion of Classic of Odes and Documents was punishable by death. This attempt at keeping the lower class ignorant was a manipulative way of keeping them in check. The common people, or â€Å"black-headed people... Free Essays on Confucianism Daoism And Legalism In Early China Free Essays on Confucianism Daoism And Legalism In Early China Confucianism, Legalism, and Daoism in Early China The Spring and Autumn Period began when dignitaries and the capital of Zhou was forced from the Wei River Valley to the east by barbarians from the north. This loss resulted in the steady decline of respect felt by feudal lords for the Emperor of Zhou. It seemed as though the Mandate of Heaven for Zhou’s power was about to expire, and the struggle to replace it began. In the midst of all this chaos and violence, three solutions arose from the ashes. Legalism was seen first, in the Qin dynasty, while Confucianism and Daoism both had strong influences on the Han Dynasty. Legalism, practiced by the Qin, took Zhou’s mistakes and learned from them. They â€Å"sought to break up the patriarchal family (Creel 137). The First Emperor was told to send out his loyal son’s to rule regions under his regime that were distanced. Li Si, one of the brains behind the Qin institution of the legalist doctrine, reminded him of the fate of the Zhou family: as generations passed, the family was not as close, and soon thereafter the feudal lords were fighting with family. In an attempt to hold every officer accountable to the Emperor, the Qin empire was divided into 36 provinces, each with an appointed governor, military commandant, and superintendent. Legalism adopts the doctrine of using strict laws made by a centralized government to rule over the people, who are simple-minded and easily stray. Legalists in general had a low opinion of human nature. The First Emperor ordered that all books containing â€Å"non-relevant† information be bur ned. This included all histories not involving Qin, and any book not discussing pharmacology, divination, agriculture, or arboriculture. Discussion of Classic of Odes and Documents was punishable by death. This attempt at keeping the lower class ignorant was a manipulative way of keeping them in check. The common people, or â€Å"black-headed people...

BUSINESS STRATEGY Essay Example | Topics and Well Written Essays - 1250 words

BUSINESS STRATEGY - Essay Example Buyers – the buyer power is high as there are several competitors that have entered the segment. Threat of new entrants – is low because of the high capital involvement in research and development. Substitutes – as people have become health conscious, and have increased knowledge of nutrition, they would not opt for something that is low cost. Competitive rivalry - They are better positioned than the competitors to understand the trends in the world; the only company with big nutrition business and a big food business. This suggests that Nestle enjoys a comfortable position in the industry because of its high bargaining power with the suppliers, and low threats from competitors due to its investment in technology and innovation. The consumers too are less likely to migrate because of lack of availability of substitutes. The industry is attractive as most forces are weak. 3. Value chain Any person, process, product or brand that adds value to a product or service constitutes a value chain (Mascarenhas, Kesavan & Bemacchi, 2004). Adding value is the strategic means to adding value and achieving competitive advantage. The value chain model helps to analyze each individual activity and assess its contribution. In-bound logistics - they produce locally, use less packaging and produce the unit size to local needs. Operations –They use state-of-the-art machines and innovative design for their products and packaging. Roasting and grinding is also based on expert technology; overall sustainable practices. Out-bound logistics – they can reach the products to the consumers quickly in multiple forms. Where necessary they replace the tradition models of delivery through local carts or even use local kiosks for display. They also have distribution... Nestle enjoys a comfortable position in the industry because of its high bargaining power with the suppliers, and low threats from competitors due to its investment in technology and innovation. The consumers too are less likely to migrate because of lack of availability of substitutes. The industry is attractive as most forces are weak. Any person, process, product or brand that adds value to a product or service constitutes a value chain (Mascarenhas, Kesavan & Bemacchi, 2004). Adding value is the strategic means to adding value and achieving competitive advantage. The value chain model helps to analyze each individual activity and assess its contribution. Inbound logistics - they produce locally, use less packaging and produce the unit size to local needs. Operations –They use state-of-the-art machines and innovative design for their products and packaging. Roasting and grinding is also based on expert technology; overall sustainable practices. Outbound logistics – they can reach the products to the consumers quickly in multiple forms. Where necessary they replace the tradition models of delivery through local carts or even use local kiosks for display. They also have distribution channels in department stores or standalone exclusive boutiques. Marketing and sales – they do not go for volumes in sales but value or quality. Service - They offer service 24x7 and delivery takes place within 48 hours. The value chain demonstrates that Nestle attempts to maximize value in each element of the chain – be it in people, product or process.

The work of Pollock, Newman, Rothko Essay Example | Topics and Well Written Essays - 2750 words

The work of Pollock, Newman, Rothko - Essay Example The essay "The work of Pollock, Newman, Rothko" analyzes the ways that late modernist abstract painting has been theorised. The focus is on such artists as Pollock, Newman, Rothko. One of the most vocal critics of Modern art, Clement Greenberg, also became the unwitting champion of this form of art as he wrote about the theories behind its use, the value of art as art and the importance of artistic purity in conveying these concepts in his essay â€Å"Modernist Painting† published in 1961. Also writing about the theories behind the avant-garde artist, Donald Kuspit recently explored the issues of the meaning or import of art especially as it applies to this more ‘pure’ art form. While exploring the theories of these two men regarding the purpose of art and how abstract art is in the best position to convey this purpose, the artwork of Jackson Pollock, Barnett Newman and Mark Rothko will be used as illustrative examples of how to apply these theories. When discussi ng the art practices of the late Modern movement, it is important to include the main ideas associated with the â€Å"politics of representation† that form part of the basis for the methods and theories behind abstract art’s creation and appreciation that are not necessarily separate from the reason or method by which the artist attained his expression. This collective term makes a distinction between the content of an image and the form of the image, or the sublime versus the visual. The reason for this phenomenon being that art is not static.