Qantas

INTRODUCTION: In the competitive market industries of category of domestic, international or global have very competitive rivalry. Cost leadership and differentiation strategies are commonly used strategic management dimensions in the literature (Dess and Davis, 1984; Nayyar, 1993). But to achieve market superiority over competitors and profitability it has to make clear choice over the strategy used in order to avoid ‘the inherent contradiction of different strategies’ (Porter, 1996, p. 67) In today’s market for a company to survive, it has to create two corporate strategies 1.Lowest price without jeopardizing the quality. 2. Better quality, simple way of operation and better look that means ability to be creative and innovative. According to Porter (1985) all generic competitive strategies have different way of cresting sustainable competitive advantage. And a company must always choose a strategy or else it will be stuck in the middle without coherent strategy (Acquaah & Yasai – Ardekani, 2006). Many companies for example Wal – Mart and AirAsia have been implementing a single strategy very successfully.Examples of companies which has used differentiation strategy as single strategy successfully: * Differentiation by Brand: Harley Davidson and Mercedes Benz * Differentiation by Design: Titan watches – with gold studded gems, diamonds, precious metals. * Differentiation by Positioning: Domino Pizza ‘ 30 minutes delivery’ * Differentiation by Technology: Apple Computers * Differentiation by Innovation: 3M. Furthermore there are successful companies which apply hybrid – strategy which implies both cost leadership & differentiation strategy at the same time.Eg: German’s Automotive, Tesco supermarket, IKEA. Competitive Strategy: It is the way by which firms choose to accomplish and hold their competitive advantage. Regarding competitive strategy Porter stated that â€Å"taking offence or defensiv e actions to create a defendable position in an industry, to cope with †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦competitive forces and thereby yield a superior return for the firm†. Companies have established different approaches to competitive strategy, as per the crisis companies should apply respective strategy. The basic of generic strategy:Porter stated that company’s strength is divided into two attributes: cost advantage and differentiation. By applying these attributes in a broad and narrow focus, three generic strategies result: cost leadership, differentiation and focus. They do not represent any industry nor they are specific to any company. PORTER’S GENERIC STRATEGIES: Diagram 1: (Porter, 1980) Normally means â€Å"pursue a quality approach†. Enables a price premium to be charged for the quality difference. Normally means â€Å"pursue a quality approach†. Enables a price premium to be charged for the quality difference.Aim to have lowest cost-base in dustry. Will facilitate favourable / cheaper pricing and thus grow market share in elastic industries particularly. Aim to have lowest cost-base industry. Will facilitate favourable / cheaper pricing and thus grow market share in elastic industries particularly. Competitive Advantage Competitive Advantage Differentiation Differentiation Lower Cost Lower Cost Broad Target Broad Target 1. Cost Leadership| Competitive Score Competitive Score 2. Differentiation| Narrow Target Narrow Target 3 A. Cost Focus| 3 B. Differentiation Focus|Concentrate on one or a small number of market segments. Can be differentiation or cost leadership. Concentrate on one or a small number of market segments. Can be differentiation or cost leadership. Porter initially advised Firms to avoid attempting both Strategies – Stuck in the Middle – as out and out differentiators and cost leaders will tend to be more competitive. The success of Japanese (and other) firms with JIT, Kaizen and TQM techniqu es appears to provide evidence contrary to this view. Requirements for generic competitive strategies:Generic Strategy| Commodity Required Skills and Resources| Common Organizational Requirements| Overall cost leadership| Sustained capital investment access to capital| Tight cost control| | Process engineering skills| Frequent, detailed control reports| | Intense supervision of labour| Structured organization and responsibilities| | Products designed for ease | Incentives based on meeting strict quantitative| | Low-cost distribution system| targets in manufacture| Differentiation| Strong marketing abilities| Strong coordination among functions in R&D, product development, and marketing| | Product ngineering| | | Creative flare | | | Strong capability in basic research| Subjective measurement andincentives instead of quantitative measures| | Corporate reputation for quality or technological leadership| Amenities to attract highly skilled labour, scientists, or creative people| | Long tradition in the industryor unique combination of skills drawn from other businesses| | | Strong cooperation fromchannels| | Focus| Combination of the above policies directed at the particular strategic target| Combination of the above policies directed at the regular strategic target|Four strategic types and their approaches to strategy (Miles and Snow)? : 1. Defender: * protect market share * hold current position 2. Analyser: * seek market opportunities but protect existing areas * hold market share but with some innovation 3. Prospector: * find new opportunities * exploit and take risks 4. Reactor: * respond only to other * often late and inadequate COST AND DIFFERENTIATION STRATEGY: Cost Leadership Strategy – The cost leadership strategy represents cost control and efficiency in all areas of operation (Porter, 1980).A company that decides to follow cost leadership actually achieves it by performing important value chain activities with lower cost (Porter, 1985). Cost â €“ Leadership strategy strives to supply a standard, no frills, high volume product with a competitive price to customers (Bingxin Li & Juan Li, 2008) which is preferred in developing countries India, China, Indonesia & Malaysia. This make product more competitive than others with brand image and good service (Hutchinson et al. 2007; Frambach et al. 2003; Porter, 1980).Cost Leadership aim requires strong focus on supply side as oppose to demand side of market – with high level competitor orientation (Day & Wendley, 1988). Cost Leadership strategy used by companies must benchmark them in a profitable position in the market place. As per Porter (1980), efficient cost leadership strategy minimizes cost in areas like R&D, Services, Sales and Advertising. In Japan, Toyota Company has successfully implemented cost leadership strategy with increased efficiency (Schonberger, 1994) which is a different factor make up in this strategy when compared to the western countries. Allen & Helms, 2001) Differentiation Strategy – The generic of differentiation strategy can be based upon design and brand image, distribution & so forth (Frambach. Et al. 2003). It involves by creating a place in the market that is realized as being different in the industry and has the capability to endure for a long run (Porter, 1980). The effectiveness of strategy depends on competitive offering to customers (Slater & Olson, 2001) with unique product for varied customer groups. This is with the aim to create minimum price of product in order to develop satisfaction and loyalty.A firm with differentiation strategy creates superior characteristics in terms of image, reputation, reliability and equality (Dean & Evans, 1994; Sashi and Stern, 1995). This creates qualitative difference in products & service, engaged in advertising programs, marketing techniques with premium prices (Miller, 1986). According to Acquaah and Yasai – Ardekani (2006). Firms with competitive strategie s has advantage over their rivals as they realized how unique their products and services are.The differentiation strategy has been successfully implemented in France, Sweden, Canada with companies having advantage of Financial and technology resources, human capital and modern management (Aulakh et al, 2000) Focus Porter defined focus as one of the generis strategies but later on mentioned it as moderator of cost leadership and differentiation strategy, Companies which apply this strategy normally focus on the market where there are less competition. (Pearson, 1999). Firms uses this strategy to stress on a specific positioning in the market and so it offers quality and specialized products for that position.Therefore sometimes focus strategy is referred as niche strategy (Lynch, 2003). This strategy allows the firm the possibility to charge a premium price for its specialized products. Ferrari and Rolls – Royce are examples of company using such strategy. The only problem wi th the strategy is that niche characteristic is not sufficient to justify company’s attention. Stuck in the middle – When a company fails to make a choice between the strategies then it is implied that the company is stuck in the middle. Thus affecting its profitability and resulting poor financial performance. (Peter, 1980)THE COMBINATION (HYBRID) STRATEGY: The Porter Generic competitive Strategies (1980, 1985) can’t be given excessive prominence. Competitive forces ( Allen and Helms, 2006; Miller, 1992; Spanos, et al. , 2004) has been termed â€Å" hybrid, mixed, integrated or combination strategies. (Kim. Et al. , 2004; Spanos, et al. , 2004). They combine both low cost and differentiation elements (Gopalakrishna and Subramanian, 2001; Proff, 2000). A combination of cost leadership and differentiation strategies should be distinguish from ‘stuck in the middle’ where firm fails to successfully pursue both. (Acquaah & Yasai – Ardekani, 2006 ).A combination or hybrid strategy has been proved to be viable and profitable (Kim et al. , 2004; Miller & Dess, 1993; Wright et al. , 1991). Firms pursuing combined strategy achieved higher performance than the other firms which apply single strategy. Combined strategy also helps the firm to minimize their vulnerability due to reliance on cost – based advantages only (Yasai – Ardekani & Nystrom, 1996). This hybrid strategy success depends on ability to deliver enhanced benefit to customers with low price and sufficient margins to reinvestment. Tesco Supermarket is following same the same strategy (Strategy Explorer, 2010)THE APPLICATION OF SINGLE STARTEGY: Cost Leadership Strategy: The cost leadership strategy is the basis for long – run compare to price competition. Price competition is easily duplicated (Porter, 1980; Ellis & Kelly, 1992). In retail business cost reduction must be exploited which minimizes cost throughout value chain activities. Important is sues in retail business are related with cost of goods sold. (COGS). Large retail business achieve more easily cost leadership due to more power supplier to secure low procurement prices for purchased goods (Ellis & Kelley, 1992; Anderer, 1997).Datuk Tony Fernandez as CEO of AirAsia Berhad said â€Å"Before business can grow it needs to have its cost under control, efficient and profitable and also it must create value†. AirAsia leader of LCC in Malaysia, Thailand and Indonesia will face competition from existing and new players and it need to make consideration & more stressed for the point of becoming the low cost carrier in the airline industries. Differentiation Strategy: It emphasis several dimensions such as image, gain customer loyalty, innovation and level of service (Kim et al. , 2004) by generating differences n product through intensive marketing & image management (Miller 1988) and creating products which are innovative, dependable, durable, and serviceable (Beal & Yasai – Ardekani, 2000) In retail business company, as for manufacturing companies two main arguments against Porter framework have emerged (Mintzberg, 1996; Worztel, 1987; Zentes and Anderer, 1994) – * Strategies that combine several competitive advantages are not considered by Porter. * The reduction of possible competitive advantage to two basic types is simplistic & especially differentiation advantages can be reached in different ways.The implementation of combination of Cost Leadership and Differentiation Strategy (Hybrid Strategy): This new hybrid strategy may become even more important and more popular as Global competition increase. With generic strategy company improve their ability to adapt quick environment changes and learn new skills and technologies involving customer’s value with products at low cost compare to competitor’s products. Cost leadership enables the company to charge the lowest competitive price and achieving competitive adva ntage by delivering value to customers based on both product features and low price.Competitive strategy is not only feasible but generates superior incremental performance result in multiple sources of competitive advantage. This will generate superior performance over the inability to success. The success of Japanese companies such as Toyota, Canon and Honda are best examples of cost leadership and differentiation strategies. (Ishikura, 1983). Porter’s Generic Strategies in Hospitality Industry: 1. Cost Leadership Strategy: Hotelier such as Fairfield Inns, Etap offer services which are basics. Thus by doing so, they keep the cost at minimum and attract lot of market segment. . Differentiation Strategy: Chain of hotels such as Marriott and Hilton apply this strategy by providing guests with high quality and special service and experience. 3. Focus Strategy: Four Seasons only stress on elite guests and Burj Al Arab hotel only target guests such as royal families, celebrities, and rich industrialists. Five Forces Analysis: Porter developed this model as a framework to understand the profitability about the industry. Mentioned below are the five forces: * Supplier’s power * Buyer’s power * The threat of substitutes * The ease of entry to the market The intensity of rivalry in the market Porter Five Forces that shape industry competition: Example of a pharmaceutical company in US: †¢ Potential New Entrants: There are high barriers for entry especially in the US market due to the regulatory compliance, patent laws and the risk associated with the industry this remains a weak competitive force. The cost related to the R&D also limits the Potentials New Entrants. †¢ Suppliers: Supplier power in low as the majority of the pharmaceutical sale is among the ten large pharmaceutical companies also they remain the major costumer for the chemical industry. Buyers: The power of the buyers is a moderate competitive force. Increasing pressure is being applied on the manufacturers to reduce the prices. In the pharmaceutical industry the end-user of the product has very low power as they buy the drugs that the decision maker or the doctor prescribes. †¢ Substitutes: This competitive power is weak when the products have the patent production but gets medium when they are off patent. CONCLUSION: Successful organization adopts a combination of competitive aspect to build a hybrid strategy. i. e. Design and low cost, quality and price .Only competing on price is not good enough (Daan Assens’s Learning , 2010). Cost leadership and differentiation strategies are very successful in much different kind of industries, for developing, transition and developed economics. Cost leadership, Differentiation and hybrid strategies have been successfully applied for very broad range of products and services from retail products to luxury products. TABLE 1: STRATEGIES USED BY THE COMPANIES No. | Strategy| Where has the strategy bee n applied | Products/Services that the strategy has been applied | 1. Cost Leadership| Developing, Transition and developed economics (worldwide)| Cars Industry (Toyota), Airline Business (Air Asia), Retail Business (Giant and Carrefour Supermarket)| 2. | Differentiation| Developing, Transition and developed economics (worldwide)| Cars and Motor cycle Mercedes Benz, Harley Davidson, Titan Watches, Domino Pizza, Apple , 3M| 3. | Hybrid – (Combination of Cost Leadership and Differentiation Strategy)| Developing, Transition and developed economics (worldwide)| Car Industry – Toyota, Honda, Furniture Industry – IKEA| REFERENCES: Acquaah, M. & Yasai-Ardekani, M. (2006). Does the implementation of a combination competitive strategy yield incremental performance benefit? A new perspective from transition economy in Sub-Saharan Africa. Journal of Business Research 61, 346 – 354. * Anderer, M. (1997). Internationaliseerung im Einzelhandel. Deutscher Fachverlag, Fr ankfurt. * Aulakh, Preet S. , Masaaki Kotabe. & Hildy Teegen. (2000). Export Strategies and Performance of Firms from Emerging Economies: Evidence from Brazil, Chile and Mexico. Academy of Management Journal, Vol. 3 (3), 342-61. * Bingxin Li, C. & Juan Li, J. (2008). Achieving Superior Financial Performance in China : Differentiation, Cost Leadership or Both? American Marketing Association, Journal of International Marketing, Vol. 16(3), 1-22. * Daan Assen’s Learning, (2010). Hybrid strategy: sustainable competitive advantage. http://www. daanassen. com/hybrid-strategy-sustainable-competitive-advantage (3 Jan, 2011). * Dess, G. , G. & Davis, P. S. (1984). Porter’s (1980) generic strategies as determinants of strategic group memberships and organizational performance.Academic of Management Journal 27, 467-488. * Frambach, Ruud T. , Jaideep Prabhu. & Theo M. M. Verhallen. (2003). The Influence of Business Strategy on New Product Activity: The Role of Market Orientation. International Journal of Research in Marketing, Vol. 20 (4), 377-97. * Hutchinson, Karise, Nicholas Alexander, Barry Quinn & Anne Marie Doherty. (2007). Internalization Motives and Facilitating Factors: Qualitative Evidence from Smaller Specialist Retailers. Journal of International Marketing, Vol. 15 (3), 96-122. * Kim, E. , Nam, D. & Stimpert, J. L. (2004).Testing the Applicability of Porter’s Generic Strategies in the Digital Age: a Study of Korean Cyber Malls. Journal of Business Strategies, Vol. 21, 19-45. * Miller, A. & Dess, G. (1993). Academy of Management Assessing Porter’s (1980) Model in terms of its Generalizability, Accuracy and Simplicity. Journal 36 (4), 763-788. * Mintzberg, H. (1996). Generic Business Strategies. In: Mintzberg, H. , Quinn, J. (Eds), The Strategy Process, thirded. Prentice Hall International, Upper Saddle River/Nj, 83-92. * Morshett, D. , Benhard Swoboda & Hanna Schramm-Klein. (2006).Competitive Strategy in Retailing – An Investi gation of the Applicability of Porter Framework for Food Retailers. Science Direct. Journal of Retailing and Customer Services 13, 275-287. * Nayyar, P. R. (1993). Performance Effect on Information Asymmetry and scope in diversified Service Firms. Academy of Management Journal, 36, 28 -58. * Pearce, J. & Robinson, R. (1994). Strategic Management–Formulation, Implementation and Control, Fifth Edition. Irwin, Burr Ridge/IL. * Porter ME. (1985). Creating and sustaining superior performance. Competitive Advantage. New York : Free Press. Schonberger, R. (1994). Human Resource Management Lessons from a Decade of Total Quality Management and Reengineering. California Management Review, Vol. 36 (4), 109-134. * Worztel, L. 1987. Retailing Strategies for to Day’s Mature Market Place. Journal of Business Strategy 8 (Spring), 45-56. * Yasai-Ardekani, M. , Nystrom, PC. (1996). Design for Environmental Scanning Systems: Test of a Contingency Theory. Management Science, 187-204. * Ze ntes, J, & Anderer, M. (1994). Retail Monitoring 1/94: Customer Service as a Way Out of Crises. GDI-Retailer- Trendletter, Vol. 2(1), 1-29.

In What Ways Did Deng’s Leadership Bring Change to China in the Late 1970s and 1980s Essay

After Mao’s death in 1976, Deng abandoned the Maoist economic model and decided to open China up to free market economic reforms and Western style capitalism – all carefully controlled by the state still. He also introduced the ‘One Child’ policy. The domestic social, political, and most notably, economic systems would undergo significant changes during Deng’s time as leader. The goals of Deng’s reforms were summarized by the Four Modernizations, those of agriculture, industry, science and technology and the military. The strategy for achieving these aims of becoming a modern, industrial nation was the socialist market economy. For agriculture, it changed for the better. Deng first took steps to repair the damage done to farm production during the Great Leap Forward. In place of the communes he established the contract responsibility system. Under this arrangement, the government rented land to individual farm families, who then decided for themselves what to produce. The families contracted with the government simply to provide a certain amount of crops at a set price. Once the contract was fulfilled, the families were free to sell any extra crops at markets for whatever prices they could get. This chance to make more money by growing more crops greatly increased China’s farm production. Since the introduction of the contract responsibility system, Chinese farmers produced about 8 percent more each year than they did in the previous year. And many farmers have benefited greatly from the new plan. Under the contract responsibility system, families still did not own the land. The long-term leases awar ded by the government, however, helped to develop an â€Å"owner† attitude among the farmers. As a result, many families have made improvements to the land. As for the economy, Deng attracted foreign companies to a series of Special Economic Zones, where foreign investment and market liberalization were encouraged. Which meant that China needed Western technology and investment, and that it could open the door to foreign businesses who wanted to set up in China. The reforms centered on improving labor productivity as well. New material incentives and bonus systems were introduced. Rural markets selling peasants’ homegrown products and the surplus products of communes were revived. Not only did rural markets increase agricultural output, they stimulated industrial development as well. With peasants able to sell surplus agricultural yields on the open market, domestic consumption stimulated industrialization as well and also created political support for more difficult economic reforms. Another change for China was it’s industry, the four modernizations affected the industry positively. It provided electricity in the rural areas, industrial automation, a new economic outlook, and greatly enhanced defense strength. His program for industry had two goals. First, he wanted people to spend more money on consumer goods. Therefore, he changed the focus from heavy industry to light industry, the production of small consumer goods such as clothing, appliances, and bicycles. He also wanted factories to step up production. So he gave more decision-making power to individual factory managers. And he started a system of rewards for managers and workers who found ways to make factories produce more. All in all, these changes brought good results, and changed China for the better and is the China that is here today. Deng’s leadership really helped modernize China.

Caledonia Products

The marginal value from the project would be in the incremental cash flow. The earnings would be much less if they were looking at it through the accounting profits. It would be less because of the depreciation would be considered an expense causing a larger expense for Caledonia. Describe factors Caledonia must consider if it were to lease versus buy First Caledonia must figure out if they will have enough cash flow to pay the bill each month. Leasing would give Caledonia the benefit of decreasing costs. The down side of leasing would mean that Caledonia will not be out of the lease until it has been paid off and the company who leased the property will be the owners until that is completed. Buying property means that the item is usually in better condition, better value, and they will own it. Prices are often better when buying than with leasing. Tax expenses may be a downside of owning the property. 2. Incremental Cash Flow Year1 Year2 Year3 Year4 Year5 Operating Cash Flow 5,949,200 9,909,200 11,493,200 6,741,200 3,771,200 Each year results in positive incremental cash flow and the new project appears to be a profitable business option. Accounting profits represent the total cost of doing business. The difference would be that this company requires additional net working capital every year which is not reflected in the incremental costs. 3. Initial Outlay Year 0 New Product Cost of new plant and equipment$(7,900,000) Shipping and installation costs (100,000) Total costs$(8,000,000) Initial working capital $(100,000) Initial cash flow (8,100,000) 4. Free Cash Flow Year0 Year1 Year2 Year3 Year4 Year 5 Project Revenues $21,000,000 $36,000,000 $42,000,000 $24,000,000 $15,600,000 Unit Costs (12,600,000) (21,600,000) (25,200,000) (14,400,000) (10,800,000) Gross Profit 8,400,000 14,400,000 16,800,000 9,600,000 4,800,000 Annual fixed costs (200,000) (200,000) (200,000) (200,000) (200,000) Depreciation (1,580,000) (1,580,000) (1,580,000) (1,580,000) (1,580,000) Net operating income 6,620,000 12,620,000 15,020,000 7,820,000 3,320,000 Taxes (34%) (2,250,800) (4,290,800) (5,106,800) (2,658,800) (1,128,800) NOPAT 4,369,200 8,329,200 9,913,200 5,161,200 2,191,200 Depreciation 1,580,000 1,580,000 1,580,000 1,580,000 1,580,000 Operating cash flow 5,949,200 9,909,200 11,493,200 6,741,200 3,771,200 Year0 Year1 Year2 Year3 Year4 Year5 Net Capital $(100,00) (2,100,000) (3,600,000) (4,200,000) (2,400,000) (1,560,000) CAPEX $(8,000,000) — —- —- — — Free Cash Flow $(8,100,000) 3,849,200 6,309,200 7,293,200 4,341,200 2,211,200 5. 6. 7. Should the project be accepted? Why or why not? Yes. This project should be accepted because the NPV ? 0. and the IRR ? required rate of return. Or No. This project should not be accepted because the NPV and the IRR required rate of return. Caledonia Products The marginal value from the project would be in the incremental cash flow. The earnings would be much less if they were looking at it through the accounting profits. It would be less because of the depreciation would be considered an expense causing a larger expense for Caledonia. Describe factors Caledonia must consider if it were to lease versus buy First Caledonia must figure out if they will have enough cash flow to pay the bill each month. Leasing would give Caledonia the benefit of decreasing costs. The down side of leasing would mean that Caledonia will not be out of the lease until it has been paid off and the company who leased the property will be the owners until that is completed. Buying property means that the item is usually in better condition, better value, and they will own it. Prices are often better when buying than with leasing. Tax expenses may be a downside of owning the property. 2. Incremental Cash Flow Year1 Year2 Year3 Year4 Year5 Operating Cash Flow 5,949,200 9,909,200 11,493,200 6,741,200 3,771,200 Each year results in positive incremental cash flow and the new project appears to be a profitable business option. Accounting profits represent the total cost of doing business. The difference would be that this company requires additional net working capital every year which is not reflected in the incremental costs. 3. Initial Outlay Year 0 New Product Cost of new plant and equipment$(7,900,000) Shipping and installation costs (100,000) Total costs$(8,000,000) Initial working capital $(100,000) Initial cash flow (8,100,000) 4. Free Cash Flow Year0 Year1 Year2 Year3 Year4 Year 5 Project Revenues $21,000,000 $36,000,000 $42,000,000 $24,000,000 $15,600,000 Unit Costs (12,600,000) (21,600,000) (25,200,000) (14,400,000) (10,800,000) Gross Profit 8,400,000 14,400,000 16,800,000 9,600,000 4,800,000 Annual fixed costs (200,000) (200,000) (200,000) (200,000) (200,000) Depreciation (1,580,000) (1,580,000) (1,580,000) (1,580,000) (1,580,000) Net operating income 6,620,000 12,620,000 15,020,000 7,820,000 3,320,000 Taxes (34%) (2,250,800) (4,290,800) (5,106,800) (2,658,800) (1,128,800) NOPAT 4,369,200 8,329,200 9,913,200 5,161,200 2,191,200 Depreciation 1,580,000 1,580,000 1,580,000 1,580,000 1,580,000 Operating cash flow 5,949,200 9,909,200 11,493,200 6,741,200 3,771,200 Year0 Year1 Year2 Year3 Year4 Year5 Net Capital $(100,00) (2,100,000) (3,600,000) (4,200,000) (2,400,000) (1,560,000) CAPEX $(8,000,000) — —- —- — — Free Cash Flow $(8,100,000) 3,849,200 6,309,200 7,293,200 4,341,200 2,211,200 5. 6. 7. Should the project be accepted? Why or why not? Yes. This project should be accepted because the NPV ? 0. and the IRR ? required rate of return. Or No. This project should not be accepted because the NPV and the IRR required rate of return.

Telecommunications Industry-Marketing of Vodafone Essay

Telecommunications Industry-Marketing of Vodafone - Essay Example From this discussion it is clear that the main products of the company as well as its main marketing activities, their evolution over time and the major hurdles in this regard are evaluated. Moreover, how they are successful in their decision making are also evaluated. The organization of the essay is as follows. Section 2 discusses the company in detail including its products and services and its mission and vision. Section 3 discusses the orientation of the company towards marketing including the attitude towards marketing, its evolution over time and the major barriers for the company to be faced. Section 4 discusses the  Ã‚   marketing research activities of Vodafone for the decision making purpose and its evaluation. Section 5 concludes the essay.As the paper highlights  Vodafone is one of the most famous mobile companies in the telecommunication industry with its headquarters at United Kingdom. The company has branches all over the world mainly focused in Europe.  It has been growing very fast in the last two decades with its financial performance increasing significantly. The main products of the company include web.  The main products of the company include web box and two varieties of Vodafone.  The main services of the company include business solutions, personal solutions, marketing solutions, personal ideas and mobile solutions. The main markets of this company include Europe, Middle East, Asia Pacific, Africa and the United States.... Section 5 concludes the essay. 2. The company Vodafone is one of the most famous mobile companies in the telecommunication industry with its headquarters at United Kingdom. The company has branches all over the world mainly focused in Europe (Vodafone, 2011a).It has been growing very fast in the last two decades with its financial performance increasing significantly (Vodafone, 2011b). The main products of the company include web box and two varieties of Vodafone. Moreover, the products include handsets, smart phones, voice and messaging services, and branded handsets. The main services of the company include business solutions, personal solutions, marketing solutions, personal ideas and mobile solutions (Vodafone, 2011).The main markets of this company include Europe, Middle East, Asia Pacific, Africa and the United States. The mission of the company is to become the world leader in telecommunications industry .The vision includes leading the telecommunications industry in response to public concerns like mobile phones, masts and health. The primary goals of the company include driving operational performance, pursuing growth opportunities in total communications, execution in emerging markets and strengthening market discipline. All these are aimed at the main objective generation of free cash flow. Accelerated customer growth and immediate geographic expansion had been the two guiding factors behind the company’s success. Based on these, the next section discusses the attitude of the company towards marketing and its evolution over time. The main barriers and challenges for the company are also shown below. 3. Orientation towards Marketing The company tries to retain its image in markets already existing as well as uses celebrities like David

National Health Care Essay Example | Topics and Well Written Essays - 1750 words

National Health Care - Essay Example However it lags behind when it comes to the quality of the service it renders for the welfare of its citizens. In a report published by World Health Organization (WHO) in 2000. the United States was ranked 37th in the world in health care (Neergaard, 2000). This only shows that America's opulence and superpower status does not mean that it has the healthiest populace. How come that despite the huge budget of Americans, compared to the French and the Japanese, in health care they are still left behind in terms of medical care What are the yardsticks by which we measure the effectiveness of the health care system of a nation According to the same WHO report that mentioned the poor heath care performance of the United States, the criteria that wherein they base their criteria on the three primary goals that a superb health system should do. The first criteria is the status of health of the people, the second refers to the responsiveness of the health care system to the medical needs to the citizenry, and the last refers to the fairness in financing the costs that the public incurs. There are many different indicators that present the overall health status and well being of a country's population. Among the most important of them are infant mortality rates and "disability-adjusted life expectancy ('the number of healthy years that can be expected on average in a given population.'). In 1998, the infant mortality of the United States was 7.2 per 1000 live births. This figure makes US 26th among the industrialized nations. Though, in the same report, the US ranked first in its responsiveness to client/patient health expectations, it does not provide an accurate picture of the real events that take place in the US soil. Though it is true that US health care provides the best service, another unfortunate revelation is the unfortunate fact that US has the most expensive health care system in the world. In 1998, the US spent $4,178 per person on health, more than twice the amount of the median of developed and industrialized countries, which was pegged at $1,783 per person. On top of this is the unequal access of Americans to health care. Millions of Americans do not have insurance or have limited access to finance health care. The United States is one of the two industrialized countries (the other is South Africa) that do not provide health care for all its citizens (World Health Organization, as cited by The University of Maine, pp.2-5). This leaves millions of Americans incapable of enjoying the quality of medical care service that is touted as the best in the world. All the above data were published in a WHO report published in 2000. What is alarming is after seven years this issue has not been resolved. In 2005, more than 46 million US residents are still uninsured and desperately need adequate health care. By increasingly shifting health care costs to employees, employers pass their responsibility of providing health coverage to US workers, leaving them struggling to pay higher premiums, deductibles, and co-payments. Because of this, most of them opted to forgo health insurance, risking their lives to be subjected to health hazards without appropriate and timely financial relief (American Federation of Labor - Congress of Industrial Organizations). Another glaring issue that haunts US health care is the existence of corporate

Casino questoin Term Paper Example | Topics and Well Written Essays - 250 words

Casino questoin - Term Paper Example The casino is operational in 24 hours per day and provides relaxed house rules to meet the competing needs of clients (Morse & Goss 49). It has amazing bonuses and rewards, good online casino security features and excellent customer services. The business operates around its main core values, which include accountability, respect, integrity, honesty and citizenship. The core values guide the direction, and services offered in the business. In this perspective, the core values extend beyond the business practices and incorporate every team member since they are an integral part in the business. The casino employs skilled workers with the similar values and objectives as of the business. The advent of casinos on tribal land has improved employment and social amenities such as hospitals and clinic facilities and schools. Gambling provides individuals and the community with economic resources, which allows them to make investments in other industries and enterprise. Other economic impacts include the increase in tax revenues, enhance recreational and tourism opportunities and rising property value (Morse & Goss 89). However, gambling has increased job insecurity since workers have no regulations to secure their interests. Gambling has economic value to the business as well as to the society, and therefore, I could focus on increasing technologically advanced gaming facilities. The trend aids to increase the social and economic values to clients, society and the business (Kilby & Fox 90). Regular improvements, innovations and good customer services could ensure the business remains on its core

English Exam Assignment Example | Topics and Well Written Essays - 1000 words

English Exam - Assignment Example The book focuses on African- American relationship of Jim a young man who lives in the Mississippi river. One of the major concerns is the use of the word ‘nigger,’ which is disliked by most readers and critics. In estimation, the word appears 215 times making the book to be banned from most of the classrooms in United States. The writing styles, the themes, and the language are not fit for the book to be used in a classroom setting. A major concern is the type of language used and the nature of racial discrimination that is illustrated by these pieces of arts (Born to Trouble). The books and the movies show in details the origin of the word ‘nigger’ and how the blacks were mistreated, hanged, and killed while being called the name. Adventures of Huckleberry Finn book is important as a historic book drawing a clear line on the treatment of the blacks by the whites. The book is most important in the curriculum since it clearly speaks and brings out the issue of racial discrimination, racial language, racial inequality, and many racial concerns that most white Americans fear and always avoid. It is for this reason that most of the parents and critics advocate for its banning. Twain himself shows a greater understanding of racism (Classic Literature). From these pieces of art, immorality has been expressed which is one of the shortcomings that has embraced most of the cities and states in the US. For example, Twain’s phrases that clearly indicate that the book is both immoral and vulgar in the way it presents itself hence not fit for the society. Twain writes, "Those idiots in Concord are not a court of last resort and I am not disturbed by their moral gymnastics.† From the Simpson’s we also observe cases of immorality especially when Homer the Heretic decides not to go to church but watch TV while drinking waffle batters and loafs while wearing his underwear. In addition to this, women have been used as symbols of sex and are observed as objects for sexual gratitude. For example, in the episode, I love Lisa, Lisa give Ralph a valentine’s card and Ralph interprets this as Lisa being in love with him. In the book the Custom of the Country, Ralph also considers Undine a sexual object. This is also widely shown with Twain in his book in abusive ways. Women have also been portrayed as lonely and hopeless people in these pieces of art. This is evident when Undine in the book Custom of the Country becomes pregnant and later neglects her son. This is because she did not like her in-laws and therefore felt so lonely to an extent of neglecting her own son. On the other hand, the Simpson season 4, Aunt Selma believes that getting a baby is the only way, which is able to relieve her of her loneliness. Question 2 Mad men season 1 themes of immorality, corruption, lies, and deception can be compared to Wharton’s The Custom of the Country. Peggy is suffering from sexual harassment from her male c olleagues at work. Peggy sleeps with Pete Campbell on his bachelor’s party just the eve before he gets married who is her junior accounts manager. On the other hand, Don is cheating on her depressed wife Betty. Roger Sterling is also cheating on his wife Mona. All these are cases of immorality in season 1 of the mad men. In comparison to The Custom of the Country Undine although married engage in an affair with Peter Van

Smoking Essay Example | Topics and Well Written Essays - 1000 words

Smoking - Essay Example This fact has been firmly established by the more than a hundred years of experience of the consequences of smoking. Concern in society on the implications of smoking has led to public policy towards controlling the decision of the teenagers to start smoking and cessation of smoking strategies in the adult population (Sloan, Smith & Taylor, 2003). Smoking in the United Kingdom The early twentieth century witnessed smoking becoming a mass phenomenon in the United Kingdom, riding on the smoking being the â€Å"in† thing in society. Almost 13 million of the population in the United Kingdom continues as smokers. Estimates suggest that half of the smoking population will have premature deaths, as a consequence of diseases caused by smoking, losing a minimum of eight years in their life span. The prevalence of smoking peaked in the 1940s in men and the 1960s women. Since then there has been a decline in the prevalence in smoking. However, two features stand out in this decline in th e prevalence of smoking in the United Kingdom, with the decline being not so marked among the socio-economic backward classes and among young adults (Edwards, 2004). Smoking surveys in Britain started in 1948 and the prevalence of smoking among men was put at 85%. ... Current estimates suggest that around10 million people continue to smoke in Britain (Cancer Research UK, 2011). Reasons for the Prevalence of Smoking Several key factors have contributed to this decline in the prevalence of smoking to its lowest levels in Britain and demonstrating that Britain has more effectively tackled the smoking menace than many of the other developed countries. The first such key factor is the information campaign against smoking, highlighting the dangers associated with smoking that has been carried out in Britain for several decades (Meikle, 2011). The socio-economic backward classes have been a high risk population for smoking. Reduction in the inequalities in the society in Britain has reduced the proportion of socio-economic backward classes in UK (Alder et al, 2009). Education levels have been rising in Britain. The higher education levels the better the awareness and assimilation of the dangers associated with smoking, which has a negative impact on an i ndividual taking to smoking or continuing to smoke (Bittoun & Browning, 2005). The price of tobacco products has an impact on the prevalence of smoking. The higher the prices of the prices of tobacco products are the lower the levels of smoking. Government action through a taxation policy has kept the prices of tobacco at higher levels (Hayes, 2007). Reasons for Continued Smoking Cigarette smoking starts as an adolescent. These children may look upon smoking as the right way to approach adulthood or they may succumb to peer-pressure and start smoking. Another possible reason for teenagers taking to smoking may be an attempt to demonstrate their rebellion against society. Whatever be

1-calculate the Z-Score & Comment on the results,2- Find a debt rating Assignment

1-calculate the Z-Score & Comment on the results,2- Find a debt rating & Comment on the rating - Assignment Example It can also be used to evaluate the managers of a company, if the Z-score is favourable then the managers are doing a good job and the converse is also true. Additionally, the model can be used to check the viability of the firm before seeking employment and also to predict business failure of the company Debt rating refers to the continued monitoring of the firm’s financial status after they have been issued with a debt (Javier, 2014). The ratings are expressed as letters ranging from ‘AAA’ which represents the highest investment grade to ‘C’ which represents the lowest investment grade. This rating has an impact on the returns that must be offered in order to sell the debt instrument. For a firm to be considered suitable for investment, it must achieve a greater credit rating which is a crucial threshold because many funds are prevented by their ratings from any investments in bonds. Using the Standard and Poor’s debt rating agency, the above ratios indicate that the firm has a credit rating grade of B and below which is the low credit rating also referred to as the non-investment grade and is an indicator that the company is facing significant financial risks. Therefore, the power corporation should take necessary steps to prevent the company from being declared

Ethical issues we face Essay Example for Free

Ethical issues we face Essay Ethical issues we face in the day-to-day job or private life Ethics is one of the most important aspects in our daily lives, whether we are employed within an organization or act as members of a society. Issues concerning ethics have increased significantly especially over the last two decades as a result of globalism and of a fast-changing world. Nowadays, the extensive usage of social media requires certain ethical behavior that goes hand-in-hand with the real world. Ethical issues in the workplace. Ethical issues vary on the type of business an organization is involved in. However, certain issues remain the same and dealing with them is very crucial since their effects on the future of an organization might be devastating. Among them I can mention: Health and Safety It is important to have a proper balance between the costs of production and the health of employees. All companies must ensure a safe work environment. However, there have been cases where in order to cut spending companies have failed to pay close attention to the health of their employees. Sexual harassment Sexual harassment is one of most common ethical issues in the workplace behind which a large number of legal trials exist. Asking sexual favors in exchange of promotions is not only unethical but also punishable by law in most of the countries. Conducting personal business on company time This can significantly impact personal job performance and the overall results of a company. Taking advantage of other’s work There are times when we are required to work in a team and thus having an interaction with others when reaching the predetermined goals. Sometimes this can cause that certain individuals might take advantage of other’s work at a time when their contribution was minimal or lacking professionalism. To tell or not to tell Observance of improper business practices conducted by managers or fellow employees can cause an ethical dilemma. In such cases we often ask ourselves to tell or not to tell. On one hand we are aware of their wrongdoing and  want to report the problem, but on the other hand fear of losing the job cause us to remain silent. Other issues include late arrivals, lying to customers, nepotism, laying off of an experienced workforce and hiring of cheap labor, whistle-blowing etc Ethical problems in private life Ethical problems in our private life have a broader range as we are part of more complex environments. Some of them are as follows: Finding money which does not belong to us. Gun control Abortion Global warming Stem cell research Environment Public goods Disparities in wealth Racism

Relationship Between Entrepreneur Human Capital and HR

Relationship Between Entrepreneur Human Capital and HR 1. Introduction 1.2 The research topic In modern economies the majority of firms are small firms, and these firms make a considerable contribution to the development of the socio-economic and political infrastructure (Matlay, 2002). Unfortunately, small firms also have a high failure rate. Fifty to eighty percent fail during the first five years of existence (Baumback, 1988). One of the main reasons for this high failure rate appears to be a lack of emphasis on the management of human resources in small firms (McEvoy, 1984). A range of studies indicate that effective management of human resources is one of the most critical challenges small firms face (e.g., Mazzarol, 2003; Deshpande and Golhar, 1994; Marlow and Patton, 1993; Hornsby and Kuratko, 1990). Especially as it relates to the management of HR issues. Managerial incompetence in handling HR issues is a major source of small firm failure (Dun and Bradstreet, 2001; Baron, 2003; Hornsby and Kuratko, 2003), and the way entrepreneurs handle HR issues in an early stage severely impacts downstream success of business (Cardon and Stevens, 2004). However, Cardon and Stevens (2004) did a literature review on HRM in small and emerging firms and concluded that despite the importance of HR issues to small and emerging firms our understanding about these issues is limited. While we have begun to understand when small firms experience varying levels of HR issues (e.g., Kotter and Sathe, 1978; Rutherford et al, 2003), and what these issues are (e.g., Horsnby and Kuratko, 2003), literature lacks much of the theory necessary to understand the role the entrepreneur plays with regard to HR issues in small firms. Given that entrepreneurs play a dominant role in determining how human resources are managed in small firms (Matlay, 2002; Klaas and Klimchak, 2006), it is likely that certain personal characteristics of entrepreneurs play a more significant role in determining HR issues in small firms. Surprisingly, this relationship has received very little attention in literature. This research study will address this gap in literature by focusing on the relationship between human capital characteristics of the entrepreneur and HR issues in small firms. Particularly, the relationship between prior education and experience of the entrepreneur and HR issues in small firms. Education and experience are generally regarded as key factors influencing small firm survival and development (Storey, 1994), and a range of studies show they are positively related to small firm performance (e.g., XXX). Given that HR issues are the main cause of small firm failure (Dun and Bradstreet, 2001; Baron, 2003; Hornsby and Kuratko, 2003), and that they have a strong negative effect on small firm performance (Cardon and Stevens, 2004), this could imply that somehow education and experience are related to HR issues in small firms. Since we do not know if that is the case, this research study will make a first attempt at getting a better understanding about this relationship. 1.3 The research objective According to Saunders et al. (2003, p.96-98) a research study can be done either to explore, describe or explain a particular phenomenon. They argue that exploratory research is done to seek new insight into a phenomenon, to ask questions and to approach a phenomenon in a new way, that descriptive research is done to get an accurate description of events, situations or persons, and that explanatory research is done to explain the cause and effect relationship between given variables. Malhotra (1996, p.99) argues that in some cases more than one research type (exploratory, descriptive or explanatory) is used in a single study to achieve the objectives. This research study will be of an exploratory nature, as there have been few (if any) attempts in literature at getting a better understanding about the relationship between human capital of the entrepreneur and HR issues in small firms. The objective of this research study is to more precisely define the variables that are in play in this relationship, by making a very first attempt at developing a conceptual framework linking human capital characteristics (education and experience) of the entrepreneur to HR issues in small firms. 1.4 Contribution to the literature The contribution of this research study to the literature is threefold. First, by focusing on HRM in small firms, this research study focuses on a neglected group of firms and responds to several appeals for more research at the intersection of the human resource management and entrepreneurship fields (e.g., Barret and Mayson, 2006; Baron, 2003; Katz et al, 2000; Heneman and Tansky, 2000). Second, by looking at the role human capital of the entrepreneur plays in determining HR issues in small firms, this research study offers a new and different perspective on HR issues in small firms. Last, by making a very first attempt at developing a conceptual framework linking human capital of the entrepreneur to HR issues in small firms, this research study provides a foundation and stimulus for future research into the links between human capital of the entrepreneur and HR issues in small firms. 1.5 Key concepts Bygrave and Hofer (1991, p. 15) argue that â€Å"good science has to begin with good definitions†, and Marlow (2006) states that â€Å"if basic concepts are not clarified or defined, then it becomes extremely difficult to develop coherent and comparable research endeavors that build understanding of a particular field of study†. Therefore key concepts will briefly be explained and defined in order to make sure that the reader fully understands the topics under investigation in this research study. Small firms Storey (1994, p.8) states: â€Å"there is no single, uniformly acceptable, definition of a small firm†, and defining the small firm seems to be complex and somewhat problematic (Wilkinson, 1999). First, there is the issue of size. There is no consensus as to what is actually meant by â€Å"small† with regard to the number of employees in this category. In literature the number of employees in firms classified as small range anywhere from 1 to 500 employees depending upon the study. The same problem exists with various statistical agencies across the world. CBS (Dutch statistics) defines firms having less than 100 employees as small, whereas in the European union Eurostat uses a threshold of 250 employees, and the Small Business Administration in the United States even defines firms with having less than 500 employees as small (Flanagan and Deshpande, 1996). Second, there is also the issue of heterogeneity. Wilkinson (1999) argues that the danger of defining small firms lies in the assumption that there is a homogenous small firm sector and that all small firms within it have similar characteristics. He argues that while size may be a factor, it alone is not sufficient to explain patterns of employment relations, because a variety of influences (both internal and external) explain behavior (Wilkinson, 1999). This is in line with the view of Hornsby and Kuratko (2006). They argue that it is not a case of small versus large firms, as there are small established firms, small start-up firms, and small high growth firms, and these firms vary in ownership based on family ownership, ownership by founder, and some type of privately held stock ownership. Cardon and Stevens (2004) argue that co-joining small firms all into one overall category is problematic as the management needs of established and emerging firms, or firms with 1, 10, 50, 250, a nd 500 employees are significantly different from each other. This makes summarizing and providing generalizations of research findings in literature on small firms somewhat problematic. However, despite the fact that there is no uniformity of approach to defining the small firm, for this research study a practical definition of a small firm is needed. Therefore a small firm is defined as: â€Å"a privately held firm with fewer than 100 employees in which the entrepreneur is responsible for the day-to-day management and decision making in the firm†. Entrepreneur There is an ongoing debate in literature about the differences and similarities between owner-managers and entrepreneurs. According to Carland et al. (1984) the critical factor that distinguishes entrepreneurs from owner-managers is innovation. They argue that entrepreneurs are characterized by a preference for creating activity, manifested by some innovative combination of resources for profit, and that owner-managers establish and manage a business for the principal purpose of furthering personal goals. In line with this Freel and Robson (2004) state that entrepreneurs initiate change with the aim of challenging the status quo whilst maximizing profit and generating new employment, and that owner-managers focus on firm durability and sustainability, limiting operational reach of the firm, either because of market constraints or by personal choice (Freel and Robson, 2004 as cited in Marlow, 2006). However, this research study will make no distinction between an â€Å"owner-manager† or an â€Å"entrepreneur†. The most important characteristic for this research study is the dominant role the individual plays in the firm, and not whether the individual is engaged in innovative activities or not. Given that both terms represent an individual generally solely responsible for the day-to-day management and decision making in the firm (Cooper et al, 1994), this research study will treat them the same, but uses the term ‘entrepreneur to address this individual. This research study defines the entrepreneur as: â€Å"an individual who independently owns a small firm and is responsible for the day-to-day management and decision making in the firm†. Human capital Human capital can be explained as the skills and knowledge gained by a worker through education and experience. Human capital theory (Becker, 1964) is based on the idea that people acquire individual resources to increase or enhance their productivity, and that these acquisitions are related to prior education or training, as well as prior work experiences (Brush and Manolova, 2004). In this research study the focus is on human capital of the entrepreneur and how it influences the day-to-day management and decision making in the firm. Education In this research study education is defined as: â€Å"formal college education, together with received specialized training†. Training is defined as: â€Å"†¦the process by which managers acquire the knowledge and skills related to their work requirements by formal, structured or guided means† (Deloitte, Haskins, and Sells, 1989, p.3). Experience According to Lee and Tsang (2001) experience consists of three main components; entrepreneurial, industrial and managerial. Entrepreneurial experience refers to â€Å"the number of previous new venture involvements and the level of the management role played in such ventures† (Stuart and Abetti, 1990, p. 151 as cited in Lee and Tsang, 2001). Industrial experience refers to experience in the industry the firm is in, and managerial experience is the total experience in management regardless of the industry (Lee and Tsang, 2001). However, for this research study experience will not be divided into three components. In this research study experience is defined as: â€Å"accumulated knowledge of practical matters in the past† (Wikipedia). Human resource management (HRM) Storey (2001) states there is considerable confusion among researchers whether HRM â€Å"†¦is a generic term, simply denoting any approach to employment management†¦(or) as one specific and arguably minority form of approach to employment management† (Storey, 2001 as cited in Marlow, 2006). This confusion becomes clear from the many explanations and definitions of HRM in literature. For example, Bratton and Gold define HRM as â€Å"the part of the management process that specializes in the management of people in work organizations. HRM emphasizes that employees are critical to achieving sustainable competitive advantage, that human resources practices need to be integrated with the corporate strategy, and that human resource specialists help organizational controllers to meet both efficiency and equity objectives† (Bratton and Gold, 1999). Armstrong defines HRM as â€Å" the strategic and coherent approach to the management of an organizations most valued as sets the people working there who individually and collectively contribute to the achievement of the objectives of the business† (Armstrong, 2006). Boselie states HRM â€Å"involves management decisions related to policies and practices which together shape the employment relationship and are aimed at achieving individual, organizational, and societal goals† (Boselie, 2002). And last, Schermerhorn (2001) defines HRM as â€Å"the process of attracting, developing, and maintaining a talented and energetic workforce to support organizational mission, objectives, and strategies†. In this research study HRM is considered a generic term, simply denoting any approach to the management of employees, and therefore a practical definition of human resource management is needed. Schermerhorns definition of HRM is the most practical, and fits best with the informal, flexible, and ad hoc approaches associated with HRM in small firms. Therefore HRM is defined as: â€Å"the process of attracting, developing, and maintaining a talented and energetic workforce to support organizational mission, objectives, and strategies† (Schermerhorn, 2001, p2400). HRM activities and HRM issues Rutherford et al. ( 2003) argue that in literature the distinction between HRM issues and activities is not always clear. Therefore it is important to define what is meant by HRM issues and what is meant by HRM activities. Rutherford et al. (2003) define HRM issues as â€Å"people-related issues or concerns perceived by the entrepreneur or managers in the firm† and HRM activities as â€Å"specific human resource management practices used by the firm†. They explain the difference by saying: â€Å"HRM activities are (formal) practices that are put in place to deal with HRM issues† (Rutherford et al, 2003). Guest et al. (2004) make a further distinction within HRM activities between HR practices and HR techniques. They argue that for every HR practice (e.g., â€Å"recruitment†), there are several different techniques (e.g., â€Å"newspaper ads†, â€Å"online ads†, â€Å"head hunters† etc.), or for example (e.g., â€Å"selection†), and (e.g., â€Å"interviews†, â€Å"assessment centers† etc.). This research study follows the definitions of HRM activities and issues by Rutherford et al. (2003), and acknowledges the distinction within HRM activities between HR practices and HR techniques as described by Guest et al. (2004). 1.5 Main research question and sub questions In order to be able to complete the research objective as stated in paragraph 1.3, the main research question and several sub questions have been formulated. The main research question states: How is human capital of the entrepreneur related to HR issues in small firms? In order to be able to answer the main research question, several sub questions have been formulated: How do HR practices and techniques differ between entrepreneurs with varying levels of human capital? How do HR issues differ between entrepreneurs with varying levels of human capital? How does the perceived importance of HRM and HRM issues differ between entrepreneurs with varying levels of human capital? 1.6 Conceptual model Although this is an exploratory research study, some variables have been identified in literature that could play a significant role in explaining the relationship between human capital of the entrepreneur and HR issues in small firms. These variables are shown in this preliminary conceptual model This research study builds upon ‘upper echelon theory and ‘human capital theory to explore the relationship between human capital characteristics of the entrepreneur and HRM issues in small firms. Upper echelon theory (Hambrick and Mayson, 1984) states that everything that goes on in a firm is a reflection of its top managers. It found that the nature of managerial processes and organizational outcomes are partially predicted by managerial background characteristics of its top managers. While originally applied to large firms, this theory seems to be even more applicable to small firms, given that small firms are generally build around the entrepreneur who is often primarily responsible for management and decision-making in small firms (Cooper et al, 1994). Therefore the entrepreneur can be seen as the upper echelon in small firms. Human capital theory (Becker, 1964) states that people acquire individual resources to increase or enhance their productivity, and that these acquisitions are related to prior education or training, as well as prior work experiences (Brush and Manolova, 2004). Cooper et al. (1994) argue that education is presumably related to knowledge, skills, problem-solving ability, discipline, motivation, and self-confidence, and it enables owner-managers to cope with problems and thereby be more successful. In line with this Lee and Tsang (2001) argue that in general education has a positive effect on the growth of the firm, because education equips an individual with the analytical and technical skills essential to managing a business. Furthermore, according to Cooper et al. (1994) owner-managers who have started or managed a firm prior to launching the current firm would perform better. They argue that prior experience would better prepare them for the wide variety of problems confronting new firms. Within small firms human capital theory is concerned with the knowledge and capabilities of entrepreneurs acquired through education and experience, which influences the way these firms are managed. With regard to HRM in small firm, prior studies indicat e that human capital characteristics impact the nature of HR practices and techniques in small firms (e.g., Mazzarol, 2003; Maes et al, 2004; De Winne and Sels, 2006). Link A B The presumed direct link between human capital and HRM issues is based on findings by Tocher and Rutherford (2009). They found that entrepreneurs with more human capital (higher educated and experienced) were more likely to perceive HRM issues as their firms most critical concern. Whether these firms actually experienced HRM issues or that it was only the perception of the entrepreneur remains unclear. However, given that results in this research study come from the individual lived experiences of entrepreneurs, their perception of HRM issues in their firm must be regarded as ‘the truth, and therefore a direct link might exist. Link A B C Based on the link A B, it might be the case that entrepreneurs perceive that they have a lot of HRM issues, and that as a result they implement more HRM practices and techniques (reactive). Link A C B There is evidence that human capital characteristics of the entrepreneur impacts the nature of HR policy and practice within small firms (Mazzarol, 2003; Maes et al, 2004; De Winne and Sels, 2006). It might also be expected that human capital equips entrepreneurs with knowledge about a range of HRM practices and techniques, which they will put in place in order to avoid or overcome HRM issues. It is expected that more use of HRM practices and techniques leads to less HRM issues. Link A D C B It is expected that more human capital makes entrepreneurs more aware of the value and importance of HRM and HRM issues to small firms. If entrepreneurs acknowledge the importance of both HRM and HRM issues to their firm, it is expected that they will put more emphasis on HRM and implement a range of HRM practices and techniques pro-active rather than reactive in order to avoid HRM issues. This is expected to lead to less HRM issues. 1.7 Methodology This exploratory research study uses a two-tailed multiple case study method design. Cases were divided into two groups of extremes. One group with two cases of highly educated and experienced entrepreneurs, and one group with two cases of low educated entrepreneurs with limited or no experience. This two-tailed multiple-case study method makes it possible to use direct replication of findings within the two groups, and also to find possible contrasting situations between the two groups. For this research study interviews are chosen to acquire case study evidence, following the general interview approach by Patton (2002). In this approach topics and issues to be covered are specified in advance in an outline form, and the interviewer decides the sequence and wording of questions in the course of the interview. For this research study I have taken several steps before I started doing case studies in order to be well prepared. The steps taken were: Extensive literature review on the topics under investigation Two interviews with entrepreneurship experts to get a better understanding about the research topics from a practitioner point of view The design of a case study protocol Conducting a pilot case study A total of four entrepreneurs (two in each group of extremes) actively involved in running their business were selected via non-probability sampling using the REACH database. The entrepreneurs were first contacted via a generic email, and later after being selected by telephone to make the appointment. The interviews were held face-to-face at the offices of the entrepreneurs, at convenient times, in silent and comfortable rooms. The interviews were tape recorded. In order to be able to triangulate data, I also interviewed an expert on human resource management and human resource issues in small firms. The interview was held in exactly the same way as with the entrepreneurs. 1.8 Thesis outline In order to be able to answer the main research question, the sub questions, and to meet the objective of this research study, this research study will first look at relevant literature and theories in chapter two. In chapter three the methodology used in this research study will be presented and explained. Chapter four shows the results and within case analyses of the four case studies and of the interview with the expert. In chapter five these results will be analyzed using cross case analyses. And finally chapter 6 will contain the conclusion, limitations, and implications of this research study 2. literature review There is an abundance of literature on HRM in general. Therefore it would be impossible to do a complete literature review on HRM within the time constraints given for this research study. Since the real issue discussed in this research study is the relationship between human capital of the entrepreneur and HR issues in small firms, only prior research that is relevant from this standpoint will be discussed. It must be noted that due to definitional problems in literature on both small firms and HRM, providing generalizations of research findings is somewhat problematic. However, given that all researchers in the field are confronted with these definitional problems, I follow the approach of DAmboise and Muldowney (1988). They reviewed all studies and papers in which the author â€Å"claimed† to be writing about small firms or any variation thereof (e.g., entrepreneurial firm, SME). In this review of the literature, I do the same. 2.1 HRM in small firms While there is an abundance of literature on HRM, the majority is based on HRM in large firms (Wilkinson, 1999). Heneman et al. (2000) reviewed over 400 articles on HRM and found that between 1984 and 1999 only129 empirical studies focused specifically on HRM in smaller firms. Only 17 of these studies applied quantitative methods to analyze results. According to them â€Å"the literature appears to be rich in prescriptions, limited in sound descriptive surveys, and sparse in analytical research†. Similarly, Hornsby and Kuratko (2003) found that â€Å"in spite of the considerable volume and diversity of HRM research, relatively little is understood regarding the HRM-related needs, practices, behaviors, and outcomes of smaller ventures†. More recently, DeKok and Den Hartog (2006) stated that even though research on HRM in small firms has increased lately, the majority of researchers still tends to ignore small firms. Heneman et al. (2000) argue that â€Å"the deficiency of research regarding HRM in small firms is problematic for theory, research, and practice†. When looking at literature on HRM in small firms, it seems that for long it has polarized into the ‘small is beautiful or ‘bleak house perspective (Wilkinson, 1999). According to Wilkinson (1999) the ‘small is beautiful scenario facilitates close and harmonious working relationships with good communication, greater flexibility, and low levels of conflict, and in the ‘bleak house scenario firms are dictatorially run with employees suffering from poor working conditions (Wilkinson, 1999). However, according to Ram (1991, as cited in Wilkinson, 1999) â€Å"workplace relations in SMEs may be ‘complex, informal and contradictory rather than simply either harmonious or autocratic†. Indeed, by now we know that â€Å"small firms are complex, varied, and influenced by a range of factors† (Loan-Clarke et al. 1999; Carrol et al. 1999; Wagar, 1998; Mazzarol, 2003, as cited in Kotey and Sheridan, 2004). A number of studies indicate that small firms are characterized by informal, flexible and ad hoc approaches to HRM. Barret et al. (2007) explain this by saying: â€Å"the practices used to recruit, select, manage and appraise employees performance are not written down (for example, a list of skills and qualifications for each job), regularly applied (for example, yearly performance reviews) or guaranteed they take place (for example, employer sponsored training)†. For example, Hornsby and Kuratko (1990) studied 247 smaller firms in order to establish the progress in developing HRM practices and policies in small firms. They found that firms with less than 50 employees had very little formal HRM practices in place, and similar HRM practices were found in firms with 50 to 100 employees and firms with 100 to 150 employees. A little over a decade later Hornsby and Kuratko (2003) did a replication and an extension of their 1990 study and found evidence that suggests that human reso urce management practices in small firms in all three size categories has generally stagnated and even regressed in some areas over the decade. Similarly, Kotey and Slade (2005) conducted a survey of 371 small growing firms in Australia in order to establish the rate of adoption of formal HRM practices with increasing firm size. Their results showed that micro and small firms are indeed characterized by informal HRM practices, but the adoption of formal HRM practices increased with firm size with a move toward formal practices early in the growth process. In contrast, there are also studies showing there is a greater level of sophistication of HRM practices in small firms than would be expected. However, it must be noted that these results are often derived from case studies with very small samples. For example, De Kok and Uhlaner (2001) studied 16 firms with between 10 and 41 employees and found that some of these firms used HRM practices that were more formal than expected. In line with this Duberley and Walley (1995) did a comparative case-study with sixteen organizations in the United Kingdom to study the extent to which HRM has been adopted in small firms. Although the majority of the studied firms (13) did not adopt a strategic approach towards HRM with an integrated set of policies related to corporate strategy, they found that three of the firms did indeed approximate quite closely to the model of strategic HRM. Barret et al. (2007) state that while an informal and ad hoc approach to HRM may work for some small firms, in periods of growth the sustainability of that approach can be problematic. In line with this Arthur (1995) states that if growth is to be sustained, formal HRM practices and policies are necessary to cope with the increasing complexity as a result of greater number of employees. A study by Kotey and Slade (2005) on the rate of adoption of formal human resource management practices in 371 small growing firms in Australia indicated a move toward hierarchical structures, an increase in documentation, and more administrative processes as the firm grew. Similar results were found by Barret and Mayson (2007) when they conducted a survey of 600 small Australian firms. Their analysis showed that growth-oriented small firms were more likely to use formal HRM practices than non-growth small firms. Roberts, Sawbridge, and Bamber (1992, as cited in Wilkinson, 1999) explain this by saying : â€Å"when a firm employs more than 20 staff, the limits of informality become apparent: informal networks of recruitment dry up; informal styles of management communication are stretched; and ad hoc responses to personnel issues create problems†. In line with this Jennings and Beaver (1997, as cited in Bartram, 2005) state that when the entrepreneur becomes over-extended because the firm has grown above a certain size, the management of human resources needs to be professionalized and delegated. However, there are also researchers like Wilkinson (1999) and Welbourne and Cyr (1999) who state that putting an emphasis on formal rules and procedures in small firms is outdated, because entrepreneurs operate in an environment where they have to make rapid decisions in order to be able to respond to market changes. They argue that ‘bureaucratic HRM may reduce flexibility and increase firm inertia. Similarly, Hill and Stewart (1999, as cited in De Kok, 2003) argue that small firms should be more flexible and informal to be able to cope with higher levels of environmental uncertainty. 2.2 HRM activities in small firms According to Barret and Mayson (2007) the most commonly found HRM activities in small firms reflect operational needs and pragmatic concerns. For example, record keeping, staffing activities (recruitment and selection), and to a lesser extent motivation and retention activities (compensation and reward practices). Cassel et al. (2002) conducted an empirical study on HRM activities in small and medium sized enterprises (SMEs), and found that there is a considerable diversity amongst SMEs in relation to their use of HR practices and techniques. They stated it appeared that â€Å"key managers within SMEs, rather than taking a coherent, strategy based approach to the implementation of HRM, are taking a more ‘pick and mix contingency approach†. â€Å"Which practices are chosen, and the extent to which they are used and formalized is based on a number of characteristics about the SME and the current business climate within which they find themselves† (Cassel et. Al, 200 2). Although there is no generally excepted list of HR practices and techniques used by smaller firms, attempts have been made to identify practices and techniques commonly used in smaller firms. For example, McEvoy (1984) studied small business personnel practices in 84 small businesses with 25 to 250 employees located near a Midwest metropolitan area. A thirty-six item questionnaire was administered and filled in by an interviewer interviewing the person responsible for HRM in the firm. The questions focused on the usage of HRM practices like HRM structures, policy and planning, staffing, performance evaluation, employee motivation, job satisfaction and turnover, and compensation and unionization. Important findings relevant for this research study are that when firms reached an average of 73 employees the management of human resources shifted from one person (often the entrepreneur) to a newly formed separate personnel department. About 80% of the firms sampled used written personnel

Technology - Robots Enlisted as Sodiers :: Exploratory Essays Research Papers

Robots Enlisted as Sodiers "Attack, Attack" the soldier typed into the computer as quickly as he could. He types every little action he wants the robot to respond to, in this specialized computer made for the robot. He directs the robot through the territory, through rocks and potholes, avoiding hidden land mines. After spotting human figures on the screen, the robot informs the soldier of enemies lurking ahead. This all started in the summer of 2013, during the next World War (World War III). The United States were concerned about Korea's nuclear powers that they were using against the United States. During the years before this war had started, the U.S. military was working on creating a robot, fighting machine. This robot was designed to fight for the soldiers, which in return would allow the soldiers to be safe, and stay with their families instead of fighting on the front line. The training for soldiers was much different lately, instead of training them for combat and one-on-one fighting, they were trained using a computer. For hours on end they would learn the techniques of the military computers. These computers were what the robots ran off, what controlled their brains and their thinking. Every move was typed into the computer. It seemed so simple, but the soldiers still had to go through intensive training. Just as soldiers, these robots would fight the enemy; therefore, they needed a strategy and some idea of what the capabilities of the robot were. The robot was tiny and had two tracks similar to a snowmobile. It had a protective shield above, which blocked any sort of weapon that would be fired. Behind the shield, there was a camera about the size of a grown man's hand. This camera viewed all directions, in all lights. It had night vision, radar detection, and other military used items. The great thing about these robots was the fact that it could distinguish between enemy and our military. While detecting all these different commotions, it would detonate any land mines located ahead of the robot. It was the day, June 13, 2013, when the war seemed like it took a run for the better and a run for the worst for Korea's army. Each soldier sat in front a screen ready for the war of the United States army, while Korea's army was also ready for the battle against our robots. A young man named, Joe ages 18, and has been sitting patiently ready to trigger his robot. Technology - Robots Enlisted as Sodiers :: Exploratory Essays Research Papers Robots Enlisted as Sodiers "Attack, Attack" the soldier typed into the computer as quickly as he could. He types every little action he wants the robot to respond to, in this specialized computer made for the robot. He directs the robot through the territory, through rocks and potholes, avoiding hidden land mines. After spotting human figures on the screen, the robot informs the soldier of enemies lurking ahead. This all started in the summer of 2013, during the next World War (World War III). The United States were concerned about Korea's nuclear powers that they were using against the United States. During the years before this war had started, the U.S. military was working on creating a robot, fighting machine. This robot was designed to fight for the soldiers, which in return would allow the soldiers to be safe, and stay with their families instead of fighting on the front line. The training for soldiers was much different lately, instead of training them for combat and one-on-one fighting, they were trained using a computer. For hours on end they would learn the techniques of the military computers. These computers were what the robots ran off, what controlled their brains and their thinking. Every move was typed into the computer. It seemed so simple, but the soldiers still had to go through intensive training. Just as soldiers, these robots would fight the enemy; therefore, they needed a strategy and some idea of what the capabilities of the robot were. The robot was tiny and had two tracks similar to a snowmobile. It had a protective shield above, which blocked any sort of weapon that would be fired. Behind the shield, there was a camera about the size of a grown man's hand. This camera viewed all directions, in all lights. It had night vision, radar detection, and other military used items. The great thing about these robots was the fact that it could distinguish between enemy and our military. While detecting all these different commotions, it would detonate any land mines located ahead of the robot. It was the day, June 13, 2013, when the war seemed like it took a run for the better and a run for the worst for Korea's army. Each soldier sat in front a screen ready for the war of the United States army, while Korea's army was also ready for the battle against our robots. A young man named, Joe ages 18, and has been sitting patiently ready to trigger his robot.

Poetry Of Sound :: essays research papers

Rhythm and How it affects Poetry. Poems usually begin with words or phrase which appeal more because of their sound than their meaning, and the movement and phrasing of a poem. Every poem has a texture of sound, which is at least as important as the meaning behind the poem. Rhythm, being the regular recurrence of sound, is at the heart of all natural phenomena: the beating of a heart, the lapping of waves against the shore, the croaking of frogs on a summer’s night, the whisper of wheat swaying in the wind. Rhythm and sound and arrangement –the formal properties of words—allow the poet to get beyond, or beneath the surface of a poem. Both of Charles Roberts poems "The Herring Weir" and "The Skater" emphasize poetic sound to express their themes. Assonance—the repetition of the same or similar vowel sound, especially in stressed syllables—can also enrich a poem. Assonance can be used to unify a poem as in Roberts' poem in which it emphasizes the thematic connection among words and unifies the poem’s ideas of the humanoid and nature. Roberts indirectly links certain words and by connecting these words, he calls attention to the imagery that helps communicate the poems theme of how different mother nature and humans can be. In addition to alliteration and assonance, poets create sound patterns with rhyme. The conventional way to describe a poem’s rhyme scheme is to chart rhyming words that appear at the ends of lines. Naturally, rhyme does not have to be subtle to enrich a poem. Rhyme can also be classified according to the position of the rhyming syllables in a line of verse. Poets, too, create rhyme by using repeated words and phrases. â€Å"The red flats are uncovered, mile on mile" (31). Me ter, the pattern of stressed and unstressed syllables that govern a poem’s lines, largely creates poetic rhythm. This gives readers the â€Å"beat† of the poem and approximates the sound of spoken language. A way of varying meter is to introduce a pause in the rhythm often created by a caesura--a â€Å"cutting† within a line. Both Brooks and Bradstreet use caesuras to complete individual thought and to add to the beat of the poem. Although the end of a line may mark the end of a metrical unit, it does not always coincide with the end of a sentence. Poets may choose to indicate a pause at this point, or they may continue, without a break, to the next line.

Definitions of Tourism and Tourists :: Travel, Non-residents

According to Smith (1988), an author of a specialist dictionary on tourism, the word ‘tourist’ was reportedly introduced in 1800 and the word ‘tourism’ in 1811. However, what exactly is tourism? Who are tourists? Regardless of the fact that both terms have now been part of the English language for over two centuries, there is still no universally acknowledged effective definition for either. For over many decades, researchers and practitioners have produced many precise definitions for both ‘tourist’ and ‘tourism’ but no definition of either term has become widely recognised. According to Smith (1988), he suggests that there â€Å"probably never will be a single definition of tourism† as economists, psychologists and geographers perceive certain things about tourism in their field (Smith 1988 as cited in Leiper 1995:3). However, any approach to defining tourism can be useful for the persons proposing it and for those who perc eive the world in the subjective way. In this essay, academic authors such as Krapf and Hunziker (1942), Stear (2005) and McIntosh and Goeldner (1977) each define ‘tourism’ in different methodical approaches. After discussing ‘tourism’, the focus then shifts to ‘tourists’ where again, Stear (2005), Leiper (1979) and Weaver and Lawton (2006), defines ‘tourists’ and its heuristic concepts. One of the first attempts to define tourism was that of two Swiss academics, Professors Hunziker and Krapf of Berne University. They defined tourism in a 1942 study as a complex of environmental impacts: â€Å"the sum of the phenomena and relationships arising from the travel and stay of non-residents, in so far as they do not lead to permanent residence and are not connected to any earning activity.† This definition has been acknowledged by many international associations including the International Association of Scientific Experts on Tourism (AIEST). The advantages of this definition are is acknowledgements of wide-ranging impacts; it bases a very large number of issues that is studied under the name ‘tourism’. Additionally, Krapf and Hunziker’s definition is highly intellectual as they manage to distinguish tourism from migration however; its theory is based on â€Å"travel and stay† making an assumption that this is necessary for tourism, thus preventing day tours. While the definition’s approach is reasonable, the definition is noticeably â€Å"too vague† (Leiper, 1995: 17) as it includes a huge amount of human activity that few thinking individuals would regard as coming within the scope of tourism. Because of their broad definition on tourism, prisoners, hospital patients, boarding students and soldiers at war can easily fit in the definition, thus exposing a major defect.

Actual advantages to block csheduling via research studies Essay

A Temple University study found that block scheduling had distinct advantages in academic achievement. Students who made the honor roll at the three schools studied rose from 22% to 31%. SAT scores rose by an average of 14 points. In addition, the number of detentions declined while student attendance increased (Evans, Tokarczyk and Rice, 2000). Most recently, a 2006 study indicated a variety of advantages to block scheduling. Five Connecticut high schools were studied to determine what, if any, positive outcomes would result. The researchers used test scores and surveys as a means of data collection from school guidance counselors, teachers, administrators and students. The study found that gains in math rose significantly over a two year period, achievement test score averages rose in a statistically significant manner over three years, and PSAT and SAT scores increased within the first three years but then leveled off. (Wilcox, 2006). This study is one of the few longitudinal studies available. This study also stressed the importance of time as a factor in determining the success of block scheduling. â€Å"Almost all of the results which indicated significant differences were shown after two or more years† (Wilcox, 2006). Clearly some time is necessary in order for students and teachers to become accustomed to the changes. Some of the school studies Wilcox (2006) examined had been operating on a block schedule for as long as ten years. Unfortunately, not all the schools had baseline data for years before the block schedule or had opened with a block schedule. The study further stresses the level of support by the staff can be a determining factor as to the success of any type of block scheduling, which seems to correlate, at least on surface examination of the results, with training procedures and teacher confidence. 2. 2. 4 Actual Disadvantages to Block Scheduling via Research Studies A University of North Carolina at Chapel Hill study studied achievement in reading and mathematics of students in a high school which ran a tri-schedule. This schedule consisted of a traditional schedule, a 4 x 4 schedule and hybrid schedules which all operated in the same single school. The NC state mandated tests in reading, language and math were used to determine achievement. For reading and language test results, there was no statistically significant difference based on the types of schedules. There was, however, a statistically significant difference in math computation subtest. The traditional schedule saw slightly higher scores in understanding and retention of mathematical computation for tenth grade students. Thus, this study â€Å"supports the importance of daily instruction and contact time to student achievement in mathematics as distinct from other academic skills† (Veal and Shreiber, 1999). Another study tested students in the Wilmington area of North Carolina. It, too, found that students on traditional schedules scored higher on tests of algebra, English, biology and history than did students on a block schedule (Lawrence and McPherson, 2000). 2. 2. 5 Studies that were Inconclusive in Determining the Efficacy of Block Scheduling in Increasing Academic Achievement. A third North Carolina study, this one undertaken by the Department of Public Instruction, compared End-Of-Course (EOC) test scores in five areas (English I, Algebra I, Biology I, US History, and Economic, Legal and Political Systems (ELP)). It sample scores from schools that operated on block schedules and on traditional schedules for 1993 to 1996. It mentions at the outset that the first schools to adopt block schedules in NC were those that had lower achievement scores to begin with. These schools’ scores were adjusted for the purpose of this study. The overall results were inconclusive. Some blocked schools showed some improvement in some years but then lower scores in other years. â€Å"At present, there are essentially no significant differences between groups of blocked and corresponding non-blocked school groups in terms of student performance in state EOC Tests† (North Carolina Department of Public Instruction, 1997). Walker (2000) conducted a study of students in the Kansas public school system. He focused primarily in math scores with a purpose to see if students’ math scores would increase from year to year using block vs. traditional scheduling. He found that â€Å"while the block-scheduled schools did make better percentage gains than the traditional schools, such gain was found to be insignificant when using split-plot analysis of variance. Therefore, there is not a significant measurable difference in the impact of block-scheduling or traditional scheduling on this mathematics assessment† (Walker, 2000). A test conducted by the Georgia Department of Education found similar results. This study tested four types of scheduling systems (4 x 4, A/B, hybrid and traditional) among nearly 40,000 students in various GA schools. Students were tested in eight subject areas (9th Grade Literature, American Literature, Algebra, Geometry, Physical Science, Biology, US History and Economics). No significant differences were noted among the scheduling types, but one general comment was made that Algebra scores in all blocked schedules were slightly higher than in traditionally scheduled schools (Domaleski, 2004). This study relied primarily on test score results. In the Spring of 2004 the mean Algebra score for students on block scheduling was 601. 78 which the mean score for those on traditional scheduling was 599. 73. Over 73,000 students were tested and scores analyzed for each. In all the other subject areas, the scores were very nearly the same, and no statistically significant differences were reported (Domaleski, 2004). The reasons for the differences are not clear, but one might suggest that schools which adopted block-scheduling early were those with serious problems, behavioral and/or academic and done so as an attempt to create a positive change in those schools. Another reason might be that some schools operated on a hybrid block schedule, so even though a school is designated as a ‘block’ school, a student may not have taken that particular course in a block format. Another possible limitation to this study is the fact that the Spring 2004 scores were obtained before the decision to count the EOCT as 15% of the student’s grade. â€Å"Since the use of the EOCT as an accountability assessment likely differed among schools and systems for this administration, it should not be assumed that the motivation of all examinees in each conditions was consisten† (Domaleski, 2004) 2. 2. 5 Returns to a Traditional Schedule from Block Scheduling Some districts have returned to a traditional schedule from a block schedule. According to Canaday and Rettig (2003), this change may be premature. In a study of over 200 Virginia schools, some of the reasons for change were less the result of poor academic performance and more a result of the following issues: â€Å"The use of a flawed decision-making process to adopt a block schedule; poor preparation for teaching in the block, including insufficient staff development and/or inattention to course pacing; unclear goals, overpromising or not meeting promises made; and poor scheduling decisions in the adoption phase (Canada and Rettig, 2003). Perhaps planning prior to the implementation of block scheduling would make the transition run more smoothly.

After the murder of Duncan Nothing goes Right for Macbeth and his Wife Essay

Shakespeare first showed Macbeth in the court of a newly crowned King James the First. Some people would argue that in places this was written as a piece of flattery for James the first. James was meant to be a descendant of Banquos’ and therefore Shakespeare shows Banquo to be a valiant and heroic character throughout the play. However, Shakespeare had to be careful what he said in the play, as he didn’t want to upset the King. This play could be written as a piece of propaganda or a warning to anybody who went against the King. The play supports the Stuarts doctrine of the â€Å"Divine Right† of kings. This states that kings are appointed by God and therefore going against them is as sinful as going against God himself, the greatest punishment should be put against anybody who does so. This is shown all the way through the play up until the death of Macbeth himself. Macbeth starts the play as a great hero and is well respected by his fellow lords and friends. He has shown himself to be a great warrior and is referred to by some as â€Å"Bellona’s Bridegroom† who helped to save Scotland from invasion by the King of Norway and an attack by MacDonald. Macbeth is highly regarded by the King, who calls Macbeth a â€Å"valiant cousin, worthy gentleman†. Macbeth is rewarded, by the King, the role of Thane of Cawdor after the previous Thane proved to be a traitor and tyrant. However, by the end of the play Macbeth is hated by all and is considered to be a traitor and tyrant. I believe that had Macbeth not have murdered Duncan, he would have carried on his good name and maybe gained the role of King without having to do anything to gain it. We can see that Macbeth starts to suffer from the murder almost directly after when he says that he thinks he hears a voice: Methought I hear a voice cry ‘Sleep no more! Macbeth does murder sleep’, This could be seen as the first part of Macbeths punishment for murdering the king. He has been cursed so that he can no longer sleep because he has murdered the king whilst he sleeps. We can see that this is true because throughout the rest of the play Macbeth does not sleep well again. Macbeth knows now that he will never be forgiven for what he has done and almost immediately regrets his actions and wishes that he could undo it. Macbeth panics after he does the deed and he murders Duncans guards before anyone goes into the room. He thinks that this will be seen as an act of courage and loyalty to the King but doesn’t realise that instead he is getting rid the only other people that could have been blamed for the murder and taken the suspicion away from himself and lady Macbeth. In doing this Macbeth draws suspicion to himself straight away from Macduff who says, â€Å"Wherefore did you so?†. This is the first time we see Macduffs suspicions and they carry on to the very end of the play at which time he goes on to kill Macbeth himself. Macbeth realises Macduff and does not feel safe. Macduff shows the extent of his view of the murder of Duncan by not attending the coronation of Macbeth. Macbeth notices this and his fear grows. After becoming King, Macbeth realises that it does bring him nothing more. He becomes more and more suspicious of Banquo, who is beginning to query Macbeth over the murder of Duncan. Macbeth realises how big of a threat Banquo could be to him and says: To be thus is nothing, But to be safely thus: our fears in Banquo Stick deep. Macbeth is constantly tortured by the witches prophecy of the desendants of Banquo becoming King. If it were true then Macbeth would never built a true dynasty. Macbeth hates this thought and we see it plague him all trough the play. We then see Macbeths change. He orders Banquo and Fleance to be murdered. Yet, unlike the first, his wife is not involved and he hires criminals to do it for him instead of doing the deed himself. This, in my opinion, is the first time we see Macbeth going it alone and leaving lady Macbeth out of his plans. Macbeth believes that by killing Banquo and his son he will be preventing the second prophesy from coming true and put his mind at rest. However, the plan is not completely successful and Fleance escapes. Macbeths reacts to this by saying: Then comes my fit again:I had else been perfect Macbeth is saying that if that had not have gone wrong then it would have been perfect but now it has brought back his unsettlement because if Fleance still lives that means that the prophecy may still come true. His feeling of never having any satisfaction of king returns to him. Macbeth then has a banquet with all his lords and ladies and he gives the game away. He sees the ghost of Banquo sitting in a seat and in his shock and panic he begins to shout out in madness excuses for what he has done. Lady Macbeth tries to cover up for him but Macbeth carries on. The lords become ever more suspicious as begin to understand what Macbeth has done. After the lords have gone Macbeth tells his wife what he done to Banqou and I think this is when Lady Macbeth realises what her husband has turned into and what Kingship has brought him and her. After the feast the lords begin to feel that Macbeth is not a worthy king, referring to the feast as the â€Å"tyrants feast†. Lennox refers to the situation as: ‘our suffering country Under a hand accurs’d’ This means that Scotland is under the rule of a hand (Macbeth) which is unworthy or bad. This tells us that Macbeth is growing more and more unpopular within the lords and he has now lost all of the respect and ‘good name’ that they once gave him. Macbeth begins to fall ever more into despair and goes to see the witches for some more advice. They tell him that he is safe and gives a feeling of security. Macbeth now feels better but the witches then rob him of any happiness by reconfirming Banquos descendants becoming king by showing him an image of kings to come who all look like Banquo. Macbeth is now unhappier than ever and we can see the full extent of which being king has brought absolutely no satisfaction whatsoever. Macbeth, in his despair, says: ‘I am in blood Stepp’d in so far that should I wade no more, Returning were as tedious as go’er. This shows us a gory view of him wading through all of the blood of his victims and to turn back and try and do right would be as hard or ‘tedious’ as it would be to finish off what he has started and to carry on with the murders. Macbeth has by now lost all of his kindness and any compassion that he once had. His lords are slowly deserting him and his wife and him are further apart than ever. From the beginning of the play Macduff has suspected Macbeth of the murder of Duncan and he now has proof enough to flee to England and join Malcolm. Macbeth has now turned bitter and twisted and vows that he will now do whatever he thinks without thinking about the consequences: ‘From this moment The very firstlings of my heart shall be The firstlings of my hand.’ Macbeth then decides to do his worse deed yet, he orders the murder of Macduffs wife and child. This shows Macbeths lords openly that he is a true tyrant and nothing but a bloody killer. He now loses even more support when Ross leaves him. Not only does he lose support but he also gives Macduff even more reason for revenge and makes Macduff even more eager to overthrow him. Macbeth now realises that he has lost all his support and that he is hated over all the land and is close to despair. By now Macbeth has lost all human feelings that he once had and even when he learns of his wife’s death he simply shrugs it off saying, â€Å"she would have died hereafter†. All feelings of love or hatred or guilty have now been wiped from him and he is now a bitter and lifeless person. He begins to believe that life has no meaning. When Macbeth learns of Macduffs oncoming he is not afraid and says, â€Å"I will not yield†¦Ã¢â‚¬ ¦ lay on Macduff†, he is saying that he will not retreat but instead will wait for Macduff and take him on. Macbeth is not afraid anymore and now just waits for his fate. Macbeth fights to his death and ends up being killed by Macduff in the final confrontation. We can see Lady Macbeths slow spiral of despair throughout the play to the point of suicide. She started off as an ambitious woman who was in love and who wants nothing but the best for husband. She assists in the murder and tries her hardest to make her husband gain Kingship. At the beginning she was in complete control of her husband and the marriage yet by the end she loses all of this and Macbeth pays no attention whatsoever to her. Being queen gives her absolutely no satisfaction and realises that all of the plans were nothing more than a complete waste of time. I believe that after the murder of Duncan nothing goes right for Macbeth and his wife. It eventually pushes Lady Macbeth to suicide and causes the murder of Macbeth himself. I believe that if they had not carried out the murder then Macbeth would have kept his good name and maybe the witches prophesies would have come true without any encouragement. Macbeth had everything and should have been grateful for it. Lady Macbeth became greedy and should have let her husband do what he wanted to instead of pushing him into the initial murder.