Political Corruption and Vigilance Essay

â€Å"Greater transparency is an unstoppable force. It is the product of growing demands from everybody with an interest in any corporation-its stake holder web-and of rapid technological change, above all the spread of the internet, that makes it far easier for firms to supply information and harder for them to keep secrets. Firms now know that their internal e-mails may one day become public knowledge, for instance, and many big companies must co- exist with independent websites where employees can meet anonymously to air their grievances. With greater transparency will come greater accountability and better corporate behaviour. Rather than engage in futile resistance to it, firms should actively embrace transparency and breathing the values and generally get in better shape.† Don Tapscott, co-author of â€Å"The Naked Corporation† Contents Sl.no Contents Page no. 1 Prologue I 2 Message by CVC regarding Vigilance Awareness Week II 3 The Malaise of Corruption 1-4 4 Evolution of the concept of Vigilance 5-7 5 Vigilance and line managers 8-11 6 What is Vigilance angle? 12 7 Relevant extracts of IPC relating to public  servants 13-14 8 Prevention of Corruption Act 15-27 9 Right to Information Act 28-47 10 FAQ on PIDPI resolution 48-50 11 CVC circulars on tendering 51-99 12 Preventive vigilance circulars 100-132 13 Vigilance case studies 133-145 14 Checkpoints on handling of tenders 146-151 15 Epilogue Prologue It gives me immense pleasure to state that in an attempt to inculcate a spirit of Vigilance Awareness amongst the employees of NCL, a modest effort has been made by the Vigilance Deptt. of NCL to publish a magazine named â€Å"Vigilance Perspective†. The magazine is intended to be quarterly in its periodicity. The contents of this issue have been calibrated and fine-tuned to include topics that have direct nexus with the perceived need to promote vigilance awareness/consciousness amongst the employees of NCL. In this endeavor no attempt has been made to project the claim of originality in any manner. CVC vide their instruction no.008/VGL/069 dt.7.10.08 had directed to use the Vigilance Awareness Week to publicise the protection informers resolution (Popularly known as Whistle Blower Resolution). Having regard to the instruction of CVC, a writeup on lodging complaint under PIDPI Resolution has been incorporated in this issue. Apart from Right to Information Act, and Prevention of Corruption Act, it contains chapters on leading vigilance case studies of NCL and system improvement circulars issued as a consequence of vigilance activities in NCL. Handling of contracts and public procurement of goods and services are generally perceived to be corruption prone areas. Considering the requirement of making public procurement efficient, transparent & equitable important CVC guidelines on tendering procedures have been made a part of this publication. Besides, the gist of CVC’s findings on irregularities found by them in handling of public procurement forms a chapter in this issue under the head â€Å"Checkpoints in handling contracts/supplies/purchase†. It is hoped that the checkpoints could be quite useful and handy for executives/employees in handling contracts/supplies/purchases. The maiden attempt has been possible on account of the untiring efforts of and unceasing/relentless endeavor of the executives/non executive of Vigilance Deptt. of NCL. Especially, but for the diligence of Shri Ashok Kumar, Sr.PA, Ms Reeta Pandit, Sr.PA and Shri R.Swansi, Sr.PA, it would not have been possible on the part of the undersigned to bring this out. Message by CVC regarding Vigilance Awareness Week Vigilance Awareness Week would be observed in all Governent organizations from 3rd. November to 7th. November 2008. It is the time of the year when we rededicate ourselves and renew our commitment to the cause of creating conditions to eliminate rent seeking behaviour and to ensure that public services are rendered with utmost honesty, sincerity and efficiency. 2. The Commission would like to see promotion of Preventive Vigilance Activities with emphasis on development of a foolproof system. A system that encourages strict adherence to the principles of non discretionary decision making on the basis of well defined rules would go a long way in obviating the need for disciplinary action well after the event is over. There cannot be a more apt description in this regard than the old adage: â€Å"Prevention is better than cure†. 3. The role of the Secretaries to the Govt. of India and the CMDs of the PSUs and the Public Sector Banks, as heads of the vigilance administration, in this regard, hardly needs any emphasis. Vigilance is very much a management tool and, as such, should be used synergetically with the other tools to improve efficiency by promoting competitiveness, equity and transparency. 4. The fight against corruption is too serious a task to be left to the heads of vigilance in Govt.Organisations or the Commisison alone. The civil society and citizens in general must play a far more effective and pro-active role in this fight. Of particular importance in this endeavour is the recourse to Public Interest Disclosure and Protection of Informers’ (PIDPI) Resolution, 2004, under which the complainants can approach the Commission directly as â€Å"Whistle Blowers†. The Commission remains committed to protecting the safety and identity of the Whistle Blowers and urges more such persons to come forward in order to expose corruption in public life, taking advantage of PIDPI Resolution, 2004. (Sudhir Kumar) (Ranjana Kumar) Vigilance Commissioner Vigilance Commissioner (Pratyush Sinha) Central Vigilance Commiassioner THE MALAISE OF CORRUPTION-IT’S DIAGNOSIS & PROGNOSIS Gandhiji once remarked â€Å"Nations are born of travails and suffering†.The Independent India was born because of the dedication, suffering and sacrifice of our freedom fighters. Our freedom struggle is a testimony to the indomitable spirits of Indians to counter an oppressive regime and usher in anew era for us. Nehru’s â€Å"Tryst with destiny† speech set the tone for optimism for post- independence of India. Though the nation has made giant leaps in it’s position in the comity of nations,  yet crippling poverty of some, low per capita income & the standard of living of an average Indian as compared to the citizen of a developed nation remain as enduring features of Indian economy. A large chunk of Indians live under the poverty line. â€Å"Roti , kapda & makan† still remain a distant dream for toiling millions of Indians. It is a strange irony that India prides itself on having it’s presence in the Moon when quite a few Indians fail to make both ends meet. It is a story of contrasts-of successful Indians making a  mark in all spheres of human activities in the international level when millions of Indians are unable to make two ends meet. â€Å"World Hunger Index† of IFPRI, the â€Å"human development index† of UN, World Bank data on â€Å"child malnutrition and maternal mortality rate†,†Corruption perception index† of Transparency international, a survey of the center for media studies on â€Å"petty bribes†, â€Å"index of economic freedom† published annually by the heritage foundation and Wall Street Journal, the world bank annual series on † Ease of Doing business†, infraction of â€Å"rule of law† and â€Å"difficulty in closing business† do not show India in good light. CORRUPTION-THE VILLIAN OF THE PIECE Undoubtedly, Corruption is one of the predominant reasons for India’s backwardness in respect of some of the socio- economic indicators of development. The growth of economy is inversely related to the corruption index. To put it the other way, the GDP of a nation rises as the corruption index falls and vice-versa. The corrosive nature of corruption is indicated by the following negative impacts of corruption: †¢ It adversely affects the performance of the system as a whole and compromises the economy’s long term dynamics. †¢ It generates negative economy wide externalities that denigrates efficiency of the system. †¢ Corruption leads to the favoring of inefficient producers †¢ It distorts the allocation of scarce public resources and causes leakage of revenue from government coffers to private hands. †¢ It distorts the allocation of scarce public resources and causes leakage of revenue from government coffers to private hands. †¢ Large scale tax evasion erodes the tax base and in the process helps the generation of black money. Hence, it is not uncommon to find schools without students, teachers without schools, hospitals without doctors or medicines and so on ,though on paper all expenditures have been accounted for. †¢ Large scale tax evasion erodes the tax base and in the process helps the generation of black money. †¢ The result is crowding out of investment in priority sector such as education or health. †¢ Corruption in the economy leads to inflated government expenditures and scarce resources are squandered on uneconomic projects because of their potential to generate lucrative payoffs. No wonder that corruption is anti-poor and anti-national. In the immortal words of Mahatma Gandhi, â€Å"The progress of the nation will be hindered to the extent to which corruption seeps in† THE PERCEIVED NEED TO FIGHT CORRUPTION: As Dr. Manmohan Singh, the PM of India has observed, â€Å"Good governance rests on the honesty and integrity of civil servants and transparency of the administrative machinery.†Because of the negative impact of corruption on public governance and its intrinsic nature to baulk at the developmental process, there is both real and perceived need to combat corruption. HOW TO FIGHT AND DECIMATE CORRUPTION? The pessimists would lament that corruption is an invincible hydra-headed monster, which Phoenix like, rises from the ashes of it’s own destruction. On the contrary, the perennial optimists harbour a contrarian viewpoint . Their self-belief to wrestle with the malady of corruption stems from their  conviction that within each corrupt official inhabits an honest person with the vanity of an honest individual. Besides, they reckon with the fact that the vast majority bitterly resents corruption – they suffer in silence, somet imes in fear. Such resentments, if harnessed, would constitute a potent weapon against corruption. Success they say is a self-fulfilling prophecy. In other words , if it is thought that corruption can be defeated, then it surely will be. However , if it is believed that corruption is intractable, then the pessimism will in all certainty fulfill itself. ———————————————————————————————————— â€Å"On this earth there is enough for everyone’s need , but not enough for their greed†-GANDHIJI ———————————————————————————————————— 7 The fight against corruption can only be successful when public awareness is coupled with anti-corruption efforts. The primary objective of creating public awareness is to sensitize the public about about the consequences of corruption and to educate the people about the improvements needed to create a corruption free society . As the current President of India,Mrs Pratibha Devsingh Patil has succintly observed, â€Å"A corruption free society is only possible if basic tenets of righteousness are deeply ingrained in our hearts and minds.† The CVC in their message on Vigilance awareness week have appropriately contended, â€Å"However, to fight the menace of corruption , collective and concentrated efforts are required in which the common man , who is the ultimate victim and beneficiary is an important partner. An evil like corruption can be eliminated only when the common man is empowered to become  fully aware of his rights , feels the need and has the urge to stand up against corrupt public servants. The right to information Act,if used to the optimum and in a judicious manner, has the potential for such empowerment.† When the common man becomes aware of his rights and duties, is familiar with rules, regulations ,laws,instructions etc he jettisons being the willing accomplice to corrupt practices. It needs an attitudinal change in him to non-co-operate with venal officials. Besides , a realization should dawn upon public officials that: †¢ They are the servants of the public and not their masters †¢ They should remind themselves that they should be so high that law is above them. In other words they should respect law and believe in rule of law. †¢ Their actions are subject to public and judicial scrutiny. †¢ They should be sensitive to the grievances of employees †¢ They should act reasonably, fairly and judiciously in exercise of discretion †¢ They must not do what they have been forbidden to do, nor must they do what  they have not been authorized to do. †¢ They must act in good faith, must have regard to relevant considerations, must  not be influenced by irrelevant considerations and must not seek to promote puposes alien to the letter and spirit of legisation. †¢ Their actions should be rational, legal and regular in nature. †¢ Law should not be administered with an â€Å"evil eye, unequal/oppressive mind and  unequal hand† †¢ Hostile discrimination without intelligible differentia should be avoided at all  cost. †¢ To avoid disproportionate administrative action. ———————————————————————————————————— Among a people generally corrupt, liberty cannot long exist. Edmund Burke (1729-1797) British political writer ————————————————————————————————– 8 The vigilance awareness week provides an opportunity to rededicate ourselves to this mission and devise strategies in priority areas like system improvements and preventive vigilance . It also provides an opportunity to reach out to the stakeholders with a n open mind and to invite suggestions to chalk out ways and means to deliver services in a transparent and efficient manner and to devise a methodology to eliminate corruption from public life. The primary objective of the observance is to generate vigilance awareness amongst the stakeholders of NCL i.e., customers,employees , vendor partners etc. It was intended to sensitize the people about the need to wrestle with the dragon of corruption.It is possible to reduce corruption if only we convince ourselves that it can be done. The way out of corruption is to; 1. eliminate the corrupt practices in our official procedure. 2. combine- consider one integrated service counter instead of  many 3. re-sequence which can improve efficiency and reduce  corruption 4. substitute -offer the option to download routine forms from  the web to finish off the nexus of the peddlers 5. modify procedures 6. We must all understand the evils of corruption and imbibe the  culture of honesty,integrity, transparency and probity. Russel said if you articulate a point of view often enough it acquires  respectability.† Nothing is as powerful as an idea whose time has come- so lets open our minds to the idea that corruption can indeed be defeated.†De tocqueville has said that the inevitable can become intolerable as soon as it is no longer perceived to be inevitable- so lets reject the inevitability  of corruption and soon we may find it to be truly intolerable.Shaw -success comes to the unreasonable man who wants to change; so lets resolve to be unreasonable. ———————————————————————————————————– â€Å"Corruption is like a ball of snow, once it’s set a rolling it must increase.† Charles Caleb Colton (1780-1832) British clergyman, sportsman and author. ————————————————————————————————– ———————————————————————————————————— â€Å"I have often noticed that a bribe has that effect — it changes a relation. The man who offers a bribe gives away a little of his own importance; the bribe once accepted, he becomes the inferior, like a man who has paid for a woman.† Graham Greene (1904-1991) English writer. 9 EVOLUTION OF THE CONCEPT OF VIGILANCE By: B.Pradhan Chief Vigilance Officer/NCL Etymologically, VIGILANCE connotes watchfulness and the planned effort to uncover and punish corruption and bribery. But the concept of vigilance has undergone metamorphosis in the course of inexorable march of human history. The present concept of vigilance, however, is inextricably connected with its history. It can be understood properly only when it is read in conjunction with its history. An man emerged stumbling and slouching from the jungles and put forward his tentative steps in the direction of a civilized existence, he has been seized of the problem of combating corruption both at the individual as well as the societal place. In other words, the problem of corruption is as old as the human race and mankind’s war against corruption dates back to Adam’s Original sin. Before human beings coalesced into society, the life of human beings was either  Ã¢â‚¬Å"solitary, poor, nasty, brutish and short† or â€Å"one of noble savage†. In either case, the ye arning or search for an ordered, regulated, corruption-free and peaceful life has exercised the minds of thinkers, philosophers and social scientists. Concurrently, with the evolution human society, mankind has devised structures, systems, rules, regulations, legal framework and principles for regulating human behaviors so as to obviate the scope for corruption in socio-economic- political order. We may have a glimpse of the tectonic changes or shifts that have taken place in man’s quest for justice, liberty, equality & integrity. It is a matter of history that highly developed civilization existed in China, Egypt, Mesopotamia, Babylon and India in ancient days. It is also a fact that corruption, in its different forms, also coexisted during those days. So also, the human endeavor to curb and eliminate corruption in its different manifestations. The wide prevalence of corruption in Ancient India is evident in Kautilya’s Arthasastra. Kautilya drew a parallel between a fish in water and an official of the state invested with power for discharging the functions of the state. With words, pregnant with wisdom and indicating his pragmatism/political sagacity, he observed that just as it is difficult to say whether a fish deep in water is drinking water or not, so also, it is not easy to say whether government servant is corrupt or not. He also says that just as it is impossible not to taste the drop of honey or poison that is placed at the tip of the tongue, so it is rather impossible for the government employee not to eat up at least a bit of king’s revenue. In his monumental work, Kautilya lists 40 ways of embezzlement. Not only that, he prescribes different punishments for different crimes. Besides, Indian folklore is replete with stories of kings and nobles employing the services of spies for keeping an eye on potential criminals, enemies of state and offenders of discipline. Further, the concept of policing was an integral part of and an important element in the criminal administration during the ancient age. A study of the justice system prevalent then gives an insight into the notion of vigilance in vogue then and shows that preventive as well as punitive vigilance were in practice then. The middle ages, however, marked a new phase in the evolution of state and state craft. The spirit of republicanism, the growth of democracy and the germination of the concept of rule of law was aborted by the â€Å"concept of divine right of kingship.† The  absolute monarch claimed his ancestry to god and ruled by the power of his sword a s the regent of the god. The acts of omission and commission of the king were given a religious colour. He was referred to as the march of god on earth. The religion of man was exploited to legitimize the rule of the monarchs of those days. The church and the kind reinforced each other in maintaining their respective positions in the social scale. The long and short of it was that the boundary wall between the political and the religious domain was smudged/blurred. Consequently, enormous powers were concentrated in the kings, princes, priests and those in their close proximity. Such concentration of power bred corruption, injustice and oppression of the downtrodden. Kings, princes and nobles governed as per their whims, facies and caprices by giving their acts a religious colour. The advent of renaissance and reformation in western Europe marks a watershed in man’s search for shacking absolute power of monarchy. Reformation challenged the dominance of Papal church and questioned it’s supremacy in the maters of faith. ——————————————————————————————————————————– â€Å"Corruption is worse than prostitution. The latter might endanger the morals of an individual, the former invariably endangers the morals of the entire country.† Karl Kraus (1874-1936) Austrian satirist.

Managing and Developing People: Team Working and Management Styles

Unit 9: MANAGING AND DEVELOPING PEOPLE Task 2: TEAM WORKING AND MANAGEMENT STYLES Introduction As part of my unit 9, managing and developing people, I will be discussing and assessing the management styles and team work of a recent event I have been involved in. The event that I have chosen to base my assessment on is the Christmas disco. I have selected the Christmas disco as it was a recent event I have been involved in, where as a team we planned, organised and ran the event. By using this event, I am able to gather in depth data and draw on my own personal experiences. Team’s task The team’s task was to plan and organise and event that would be feasible within the school. The event held must make a profit, which would then be donated to a chosen charity. The event must be suitable for a school and its pupils. For this task, each member of the team was assigned and allocated a job role with each member having individual responsibilities. Team work in this assignment was vital in the organisation of the event as we not only needed to ensure that the event was successful, and that we provided and enjoyable experience for the pupils, but also we needed to make sure that we communicated well within the organisation. In order to ensure the event was a success, we also needed to work well with each other, which would create an enjoyable atmosphere for those attending the event. Brainstorm It was important for us to decide on the choice of event at an early stage, which would allow us to have plenty of time to research and organise before the event was staged. As a team we thought of a number of suggestions for an event that was feasible. After we had thought of the basic ideas we discussed each idea. This was important as we had to be sure there were good enough reasons for holding the event and that there wouldn’t be too many constraints during organisation process. Disco This type of event can cater for the whole school, which in theory could probably raise the most money. A disco can be held in the school hall as it is big enough, meaning that we don’t have to hire a venue which would be quite expensive. This event can be carried out any time of year and will not be dependent on the weather as the event will be held indoors. As well as selling tickets to the pupils to raise money, we can also sell snacks and drinks to increase the profits. We can also hold competitions for the pupils, and include the teachers in the entertainment. However for this type of event we will need extra staff to monitor the behaviour of the pupils at the disco. There will also be various health & safety procedures that will need to be followed, which is crucial to get right. Another issue is that it may be quite chaotic when the pupils are arriving at the hall and trying to take pupils tickets. This will have to be controlled and may need to stagger classes to avoid crowding at the doors. Also it may be quite expensive to hire a DJ and we may find it hard to cater for everyone’s music tastes. For this type of event there will need to be contingency plan put in place, encase we run out of snacks or drinks. Prom Prom is a very popular and enjoyable event that all involved look forward to. As this is an enjoyable event there will staff who want to attend and able to monitor the pupils. Also for this type of event we would be able to charge more for the tickets as it would be an exclusive event for the pupils. However, this event will only be available for year 11 pupils which would mean that we will not make as much money as the other events. We will also have a problem with the venue for the event. Prom is usually held at a different location, which could prove expensive or the usual venue may not want the pupils there. As it is only year 11 at this event, there is a chance that they may bring alcohol, or manage to get hold of alcohol at the venue as there is a bar. Teachers will have to attend the event to ensure that pupils do not misbehaviour at the prom. This type of event needs a lot of organising and will prove to be quite stressful and confusing. Fete For this type of event, we have the facilities available to us to hold the event, as we have a large school yard. As the event will be held on school ground there will be staff available to monitor the event and the pupil’s behaviour. We can easily make profit from selling confectionary. Also health & safety procedures can be monitored as all facilities needed are easily available through the schools caretaker. However, as this type of event will be held outside it will depend on the weather. There is a risk that we may not make money. We cannot ticket the event as it will be held on the school yard, which cannot be cordoned off and is too large an area. Also if nothing is sold at the fete we will not make any profit. Conclusion After we had looked at the reasons for and against organising each type of event, we decided that the most feasible event for us to hold would be the school disco due to the fact that business studies in previous years held one every year, and it was a successful event, with the majority of pupils attending. From this it showed us that it was an event that the majority of pupils at St. Albans enjoyed. Another reason for holding the school disco, is because we already had the facilities available and we would not have to spend money on initial equipment. We decided to organise the event around Christmas time, so we would be able to set up the Christmas disco for the years 7-11. We then created a name and logo for our chosen event. During a meeting, as a team we came up with a few suggestions and suitable logo ideas. The name and logo needed to symbolise and reflect the type of event we were going to organise. As a group we discussed all ideas and voted on a final logo design and name. We decided on the name ‘iDisco’ as it reflects what type of event we were organising and we feel plays on the idea of the well known mp3 product, iPod, as this is a musical product and music is the main feature of our event. As a team we believed that the name was different, simple and unique. Our logo is a combination of ideas. We wanted a logo that was simple but reflected our business. We agreed that our logo was eye catching and symbolised our business well. Teamwork Team working is relevant to all industries, from manufacturing to the service sector, and it is very useful in small businesses. Team working involves working cooperatively and making use of individual strengths within a group to achieve a common goal. Teams can be based around a particular product or be part of a process or service. They often cut across organisations' structural and functional divides and it is to an employer's advantage to try to recruit staff who works well in a team. Working in a team has many benefits and can give employees: * Exposure to a variety of tasks using several skills Autonomy in deciding the order or pace of work * Identity, as the task forms a whole job or a large part of the whole job * Responsibility, so team members are accountable to each other for what is produced * Valuable feedback on their work * Social contact and an opportunity to interact with colleagues * Balanced workload, as team members can help each other to even out peaks and trough s in their work * Clarity on their roles so the team can deal quickly with any problem of ‘who does what' * Achievement and satisfaction with a job well done Development opportunities, such as improving interpersonal or leadership skills There is no strict rule on the size of a team, but most successful teams have six to 15 members. If it is any larger, the team tends to split into sub-groups. Advantages of Teamwork Team working can increase product quality, encourage product innovation and make team members more autonomous and accountable. The varying skills of team members can better support the introduction of new technology and teams are often able to adapt to differing customer expectations. It can also boost employee morale, motivation, commitment and encourage employees to work collaboratively and share their skills and knowledge. As well as improving productivity, team working can maximise team members' strengths, improve delegation and reduce some levels of management. Teamwork is often introduced when costs are being cut and the workforce is being reduced, for example because of redundancies in a recession. For more information see our guides on reorganisations, restructurings and other major changes and making an employee redundant. Features of the team From the start of any enterprise, it is important that all the participants are allocated clear responsibilities for various aspects of the operation. These roles do not have to be set in stone for the whole life of the project, but can be changed around so that everyone gets experience of more than one area of responsibility. There needs to be someone who is clearly in charge, someone who chairs meetings, has the final say on decisions and to whom all the other members involved in the event. Someone must also be allocated responsibility for the role of secretary – the really important role of keeping a record of all meetings, setting agendas and communicating between all members of the enterprise. Finance is also an important area of responsibility that must be clearly allocated and managed meticulously from the outset. Other areas of responsibility might include market research, sales, publicity, logistics (booking the venue, checking electricity supplies, checking the availability of equipment and organising the post-event clear-up), catering and any other areas that are key to the event’s success. If a role is particularly large or an area of high risk such as finance then more than one person may wish to take on the role so that the area is always covered even if one member is unable to make a key team meeting or take care of an activity. Within each role, there ought to be a clear set of responsibilities. The team member carrying out that role should be set objectives and targets. There should also be regular opportunities for team members to reflect on how well they are meeting their individual targets and how they can improve their performance. Individual roles Managing Director – Aron Roden A Managing Director is the person responsible for planning and directing the work of a group of individuals, monitoring their work, and taking corrective action when necessary. For many people, this is their first step into a management career. Managers may direct workers directly or they may direct several supervisors who direct the workers. The manager must be familiar with the work of all the groups he/she supervises, but does not need to be the best in any or all of the areas. It is more important for the manager to know how to manage the workers than to know how to do their work well. Sales Manager – Christie Watkins Irrespective of the kind of business being carried out, an effective and efficient sales manager is required for higher sales values and ultimately higher profits. Be it the food industry, control panel accessories, cosmetic, automobile or even insurance industry, they all depend on the efficiency of their sales managers as they form the face of the company and are the ones dealing with the final consumer. This is why this position holds a very important place and is a crucial one for the future of the company. However, what exactly does the job description for sales manager entail. * Setting Objectives * Planning and Organizing * Overseeing Sales Team * Inventory Control Production Manager – Dominic Rowles The term â€Å"production†, is mostly linked to engineering industries and factories, and production managers are related to the management, co-ordination, planning and successful execution of the production plan, so that productivity of the firm increases and production targets are met in time. No doubt that production manager’s are key people who have the responsibility of overseeing the production process, managing the budget, ensuring the supply of raw materials and monitoring the quality of the products. Production managers can decide about the purchase of the equipments and the instruments for a firm, if they're need replacement. A production manager is involved in all the stages of production. Be it the pre-planning stage or the stage of production control and evaluation of the plans. Legal Officer – Jason Roynon Legal officers fulfil an important duty of viewing, interpreting and deciphering legal documents. Legal officer’s work within government legal departments, as counsels for corporations, and within profit and non-profit organisations. Legal officers are tasked with reading legal jargon and providing advice to the company they work for on a course of action in legal cases. In some instances, they handle court cases on behalf of their employer. They oversee real estate purchases, compliance with tax laws and state regulations, draw up contracts, and in some cases oversee company budgets and projects. Finance Manager – Wing Hong Lau A financial manager is responsible for providing financial advice and support to clients and colleagues to enable them to make sound business decisions. Financial considerations are at the root of all major business decisions. Clear budgetary planning is essential for future planning, both short and long term, and companies need to know the financial implications of any decision before proceeding. In addition, care must be taken to ensure that financial practices are in line with all statutory legislation and regulations. Secretary – Sophie Price A secretary or administrator provides both clerical and administrative support to professionals, either as part of a team or individually. The role plays a vital part in the administration and smooth-running of businesses throughout industry. Secretaries/administrators are involved with the co-ordination and implementation of office procedures and frequently have responsibility for specific projects and tasks and, in some cases, oversee and supervise the work of junior staff. Human Resources Manager – Jordan Meaney Human resource management is concerned with the development of both individuals and the organization in which they operate. HRM, then, is engaged not only in securing and developing the talents of individual workers, but also in implementing programs that enhance communication and cooperation between those individual workers in order to nurture organizational development. HRM consists, often with the help of other company areas, the nature and responsibilities of various employment positions. This can encompass determination of the skills and experiences necessary to adequately perform in a position, identification of job and industry trends, and anticipation of future employment levels and skill requirements. Staffing is the actual process of managing the flow of personnel into, within (through transfers and promotions), and out of an organization. Once the recruiting part of the staffing process has been completed, selection is accomplished through job postings, interviews, reference checks, testing, and other tools. Marketing Manager – Joe Norris Marketing executives are involved in developing marketing campaigns that promote a product, service or idea. The role includes planning, advertising, public relations, organising events, product development, distribution, sponsorship and research. The work is often challenging, varied and exciting. The responsibilities of a marketing executive will vary, depending on the size of the organisation and sector, and whether the focus is on selling a product or service or raising awareness of an issue that affects the public. Why the needs of individuals and teams conflict Sometimes the individual needs and motivating factors of employees may conflict with the needs and aims of the business. For example, in a small business there maybe few opportunities for promotion. There will be therefore be little incentive for people whose main motivation is career development. However, if the business can provide valuable experience and skill development, perhaps through job rotation, then working for that business might be seen as an important step in a career. Conflict may also arise when employees look for higher salaries and wages. Labour is often one of the largest costs of a business. If a business is trying to reduce expenditure, it may keep increases in salaries and wages to a minimum, which can have an adverse effect on employees’ motivation. Management Theorists In practise, management styles do not always fit neatly into the tree categories of autocratic, democratic or laissez-faire. There have been many other attempts to characterise different management styles and to offer advice to managers on how they can adapt their approach to get the best from their staff. Rensis Likert (1903 – 1981) Dr Rensis Likert has studied human behaviour within many organisations. After extensive research, Dr. Rensis Likert concluded that there are four systems of management. According to Likert, the efficiency of an organisation or its departments is influenced by their system of management. Likert categorised his four management systems as follows; Exploitive authoritative – system 1 In this type of management system the job of employees/subordinates is to abide by the decisions made by managers and those with a higher status than them in the organisation. The subordinates do not participate in the decision making. The organisation is concerned simply about completing the work. The organisation will use fear and threats to make sure employees complete the work set. There is no teamwork involved. Benevolent authoritative – system 2 Just as in an exploitive authoritative system, decisions are made by those at the top of the organisation and management. However employees are motivated through rewards (for their contribution) rather than fear and threats. Information may flow from subordinates to managers but it is restricted to â€Å"what management want to hear†. Consultative – system 3 In this type of management system, subordinates are motivated by rewards and a degree of involvement in the decision making process. Management will constructively use their subordinates ideas and opinions. However involvement is incomplete and major decisions are still made by senior management. There is a greater flow of information (than in a benevolent authoritative system) from subordinates to management. Although the information from subordinate to manager is incomplete and euphemistic. Participative – system 4 Management have complete confidence in their subordinates/employees. There is lots of communication and subordinates are fully involved in the decision making process. Subordinates comfortably express opinions and there is lots of teamwork. Teams are linked together by people, who are members of more than one team. Likert calls people in more than one group â€Å"linking pins†. Employees throughout the organisation feel responsible for achieving the organisation’s objectives. This responsibility is motivational especially as subordinates are offered economic rewards for achieving organisational goals which they have participated in setting. Likert’s Ideal System Likert believes that if an organisation is to achieve optimum effectiveness then the â€Å"ideal† system to adopt is Participative. Meredith Belbin (1926 -) In the 1970s, Dr Meredith Belbin and his research team at Henley Management College set about observing teams, with a view to finding out where and how these differences come about. They wanted to control the dynamics of teams to discover if – and how – problems could be pre-empted and avoided. As the research progressed, the research revealed that the difference between success and failure for a team was not dependent on factors such as intellect, but more on behaviour. The research team began to identify separate clusters of behaviour, each of which formed distinct team contributions or â€Å"Team Roles†. The co-ordinator. Any group needs a leader, an overall chairperson who can co-ordinate the efforts of all members in the team. This role calls for someone who is an effective and well disciplined organiser. The co-ordinator must be able to communictae well with others, to focus their minds and efforts on the objectives of the group as well as the job in hand. They must be able to work with and through other group members. In formal project and work teams, the co-ordinator is often appointed before a team is formed, although in informal groups a leader or co-ordinator is likely to quickly emerge. The shaper. In many ways, the shaper acts as the co-ordinator’s second-in-command, and will often take charge in their absence. The shaper can be the catalyst who turns plans or ideas into action. The role of shaper suits someone with an outgoing and dominant personality, ideally a person who is committed to the successful performance of the group and enthusiastic about the task. The plant. The innovator of the group, the plant tends to be intelligent and imaginative. It is the plant who comes up with original ideas, suggestions and proposals. Often the role of plant suits a more introverted personality who needs to be encouraged in order to contribute fully. The monitor-evaluator. Someone who analyses the ideas and plans of the group to point out inconsistencies, difficulties and flaws. The monitor-evaluator may remain on the periphery of the group, stepping into make a contribution before final decisions are made. The resource investigator. Someone who identifies and locates the resources needed to complete a task, often from sources and contacts outside the group. The role of resource investigator suits an extrovert personality keen to take on the ideas of the group. The implementer. An implementer is usually a good organiser and administrator. The implementer sees to the practical planning and scheduling of the task. The teamworker. By themselves, teamworkers do not take a leading role in a group, but rather support and encourage other group members in their roles by listening and helping. A teamworker will often help to smooth things over if there is a disagreement within the group. The completer. The group member who consolidates the effort of the group as a whole. It is the completer who ensures the group meets its targets, both in terms of time and quality. The completer is usually finicky about details, checking that the task has been completed fully and on time. The specialist. People with the specialist knowledge and skills required for the task or parts of the task. Belbin stresses the importance of each role being fulfilled in a group. If too few of the roles are fulfilled, there will be a risk that tasks may not be completed satisfactory. In small groups with a few members each member may have to fulfill more than one role. Fred Fiedler (1922 -) Fred Fiedler, an American management consultant, suggested that the ability of a manger or leader to manage or efficiently depends upon the situation facing the team. According to Fiedler, there are three critical â€Å"dimensions† or factors which have to be taken into consideration: * Position power – the power and authority given the leader by the organisation. * Task structure – the extent to which tasks and outcomes can be clearly defined to * those responsible for carrying them out, as opposed to tasks that are unclear or ambiguous. * Relations between the leader and the other team members – the extent to which the members of a team like and trust their leader, and are willing to follow his/her lead. Fielder also identifies three conditions (or sets of conditions) which can affect the effectiveness of management styles. Condition 1 where position power of the manager is high, the task highly structured and relationships with team members are good. Fiedler suggested that in this condition an authoritarian, task-centred management style is most appropriate, as relationships are already good and the manager is able to maintain control. Condition 2 in which the position power of the manager is relatively low, the task is poorly structured or ambiguous, but relationships between the manager and the team members are moderately good. In this condition, Fiedler suggested that a democratic, employee-centred management style is more appropriate in order to maintain relationships and to enable the manager to exert some influence. Condition 3 where again the position power of the manager is low and the task poorly structured, but relationships between the manager and team members are also poor. In this condition, Fiedler suggested that an authoritarian, task-centred management style is more appropriate, giving rise to more positive action and better performance than a more conciliatory democratic, employee-centred style. Victor Vroom (1932 -) An alternative contingency theory has been proposed by the US psychologist Victor Vroom. In his model, Vroom identified these five stages of management from which mangers can choose the most appropriate to their situation. 1) The manager makes all decisions and solves problems without reference to team members. 2) The manager obtains relevant information from team members, and them makes the decision or solves the problem. 3) The manager consults team members individually for opinions and suggestions, and then makes the decision or solves the problem. ) The manager consults with a group as a whole, and then makes the decision or solves the problem. 5) The manager consults with the team, and a decision is taken or the problem solved by the team as a whole. Team’s Management There are many management strategies that a business can choose to run its organisation by. However many of these strategies focus on the authoritative figure, (managing director), of t he organisation. Within the team, communication is key to ensure the success of the business, allowing information to reach all members of the team, in particular with management. Rensis Likert’s theory asserts that the most successful leaders are those who are able to establish work teams that are fully co-operative and have a high level of job satisfaction. Relating to his theory, the teams management strategy could be seen as consultative. All major decisions were first of all made and discussed by the team, but ultimately made by the managing director. This showed the confidence and trust the managing director had in the team. Using meetings to make constructive use of team members ideas and opinions, allowing participation in decision-making from the team. In this instance communication is two-way between the managing director and the rest of the team. However the strategy I agree that represents the team’s management the most, is Likert’s system 4, participative. This team management strategies states that the manager demonstrates complete trust and confidence with the team. Also through meetings, full use was made of team participation in decision-making and setting targets, as we regularly used our gantt chart to set deadlines, and discussed the issues we faced to resolve them effectively. I felt there was a supportive atmosphere as the managing director helped and advised rather than dictating and commanding. As communication flowed freely in all directions, responsibilities for decisions and performance were shared throughout the team. Meredith Belbin’s theory identifies nine basic roles which must be fulfilled for a group to be fully effective. Team roles are rarely allocated through a conscious decision process. Some roles are adopted because a member wants that particular role, either because they feel most comfortable in it, or because it fits in with their personal agenda. Other roles are adopted by members subconsciously, because their personality or temperament best suits them for the role. During our first team meeting job roles were allocated, and with many of these job roles can be instantly related to Belbin’s team management theory. The co-ordinator was instantaneously adopted by the managing director as he was an effective and well disciplined organiser. As the co-ordinator, the managing director communicated well with the team, to focus on the objective of the group as well as the job in hand. The monitor-evaluator, I feel was adopted by the sales manager as she analysed ideas and plans of the group and pointed out inconsistencies. Also the sales manager adopted the role of the plant, as she is an intelligent and imaginative individual who came up with original ideas and suggestions. Logically I think the role of the implementer was taken on as the secretary, myself. I feel as the implementer I had good organisation and administrative skills, and I planned and scheduled team tasks. The role of the shaper was taken by the production manager as he stepped in if the managing director was absent. I feel that the shaper was committed to the successful performance of the group and enthusiastic about the task. I would regard the finance director as the specialist within the group as he used his specialist knowledge and skills required for the task. The teamworker was a role that was adopted by the human resources manager. Although he did not take a leading role within the group, he supported and encouraged others in their roles. Furthermore the teamworker often helped to defuse any difficult situations or disagreements. The legal officer, I believe, took on the role of the resource investigator as part of his job was to locate resources from outside contacts, such as contracts and insurance policies. Finally, I would consider the role of the completer was adopted by the marketing manager. One of the marketing managers tasks was to create the logo for the team. Using the teams ideas, he consolidated their work to produce the logo. He ensured that the group met deadlines and checked quality of the teams work. However I feel that Belbin’s roles could have applied to each individual member of the team. Many aspects of his theory could have applied to individual tasks as well. On the other hand, I see the significance of these roles, as it allows team members to be identifiable and recognise their roles. Teams and Management Styles Ultimately, the performance if the team is the responsibility of the leader. However, any team is only as effective as the combined efforts of its members, and all members must play their part. A leader must therefore be aware of and sensitive to the varying needs of the organisation, the team and individual members. So a team leader must draw out contributions from all members by co-ordinating their activities and by making sure that they work positively towards the team’s objectives. A good leader will listen to the opinions, ideas and concerns of members. If conflict exists, the leader must decide on a course of action that is in the interests of the team and organisation. The style of leadership or management adopted by managers has an impact on employees. It can affect employee motivation and morale, and therefore affect their work, with consequences for the performance of the organisation. Obviously, any business organisation wants to get the best performance out of its workforce. A considerable amount of research has therefore been undertaken into the effectiveness of different management styles and approaches to business leadership. The underlying goal of this research is to find the style – or styles – of leadership which is more likely to encourage subordinates to work better. Theories of management have usually contrasted three styles: Autocratic In an autocratic management style, power and authority are exercised by the manger without reference to others within his or her department or team. The autocratic manger plans and controls the activities of the team, dictating what is to be done and spelling out how it should be done. Autocratic management tends to be task-centred, and more focused on the satisfactory completion of the task than on the welfare or motivation of employees. Democratic In a democratic management style, on the other hand, while power and authority still lie with the manager, plans and decisions on future activities are made by the team as a whole. A democratic manager may even delegate some power and authority for making decisions to others in the team and may encourage staff to take some independent action. Democratic management is employee-centred, being based on the theory that employees will be more motivated and work better when they are involved in decision-making. Laissez-faire A manager who adopts a laissez-faire management style allows members of the team to carry out their functions and tasks without interference. This type of manager will remain in the background, co-ordinating and supporting the work of the team members, and representing them at management settings. Leadership style analysis Initial, my first analysis of the leadership style for the team would be that our Managing Director adopted a very laissez-faire style. As this was the first team we had worked in a team with each other, but we all knew each other from the previous year, the leadership style was quite laid back and everyone was left to carry out their roles and responsibilities. Yet through regular meetings, as a team we were able to come together, review our work and our managing director was then able to co-ordinate our work. However I would now say that there was more of a democratic leadership style by the managing director. Although the managing director was the authoritative figure within the team, everyone is given a seat at the table, and discussion is relatively free-flowing. The ideas and decisions were discussed openly and final decisions were made as team. This style meant facilitating the conversation, encouraging the team to share ideas, and then synthesizing all the available information into the best possible decision. I believe that this type of leadership allowed the managing director to trust the team to make their own decisions. Through our meetings we knew what our tasks were, and our deadlines as they were organised by the managing director, yet I felt that we were encouraged to make our own decisions with our work and we were not required take their ideas. Also I felt that as a team we all involved in making the decisions and it was our company, not just the managing directors. Because of this, I believe that our business was more of a success as we were all motivated to achieve more than was expected. Meetings A meeting are called together to discuss or investigate problems, give information, consult the views of others, take decisions or plan courses of action, when more than one person is involved. As methods of communication, involving employees in the management of the business, and spreading information, meetings have an important part to play in motivation. They are, therefore, an important management tool, and any manager needs to have the skills and experience to use meetings. Meetings are an important part in the management of any business and are called on several levels. * At director level, meetings are called to discuss and take decisions on the future strategy of the business and to set aims and objectives. * At senior management level, meetings are called to decide on plans of action to implement strategy and achieve objectives. * At department or team level, meetings are called to disseminate or given information, investigate problems or ways of doing things, consult the views of team members, and plan the work of the team to achieve its targets. As with any team activity, the effectiveness of a meeting is also affected by the style of leadership and decree of control exercised by the person chairing the meeting. ————————————————- ————————————————- ————————————————- Below is a copy of the minutes from a team meeting. 1st October 2010 Meeting started at 2:30 – ended 2:40 Agenda 1. Decide food 2. Questionnaires 3. Welsh Bac group. Present at meeting -All. Food discussed. Discussed what food and drink we want to supply at the disco. With each ticket purchased, pupils will be provided with a free drink and packet of crisps. Prices of products have been researched, as a group have decided to purchase the cheapest product. Have decided that we will not be giving fizzy drinks as the free drink, but will be selling them throughout the disco. Also we have decided to offer other crisps, chocolate and sweets, although products will need to be checked for nut allergies. Questionnaire discussed. Production manager to produce a questionnaire to find out what pupils want at the disco. We have decided to issue two questionnaires, one for lower school and one for upper school. By doing this we can cater the for both disco’s effectively. Welsh Bac group discussed. Along with the disco we need to include a Welsh Bac group for their business enterprise. We have decided on a group who will be selling glow sticks at the disco. All profits made from sales of their products will be added to total donated to our chosen charity. Date of next meeting: 12th October 2010 ————————————————- Detailed discussion of meeting Throughout our task, we regularly held meetings on a fortnightly bases. This enabled the team to review the task and deadlines. During meetings the team were able to communicate ideas and discuss problems. In the meeting included above, the reasons for holding the meeting were to discuss the agenda: * Decide food * Questionnaires * Welsh Bac group. During this meeting we were able to decide that we would give pupils a free drink and packet of crisps with their ticket purchase. We all agreed that this would be an incentive for the pupils to attend the disco, and thought that it was fair to provide one free drink and one free packet of crisps as the disco would only last an hour and a half. After looking through research from the production manager, we decided that the free products would be the cheaper of our stock. From the research we concluded that we would be purchasing small squash cartons and space raider crisps, as the free products. As these were the products that all pupils would be given, we decided that they shouldn’t be full of additives, like a fizzy drink or sweets. As well as the free products, at the disco we sold additional snacks and drinks. We decided that these products should be named brands and widely recognised by the pupils, which we felt would persuade the pupils to purchase them. At this meeting we decided that extra research was needed to guarantee all products sold would not contain nuts, ensure we would not cause any allergic reactions to any of the pupils. The second topic on the agenda was the questionnaires. We needed to gather data and primary research for our event. We concluded that the best possible way to do so was through a questionnaire, getting answers directly from the target market it was aimed at. During this meeting we discussed what types of questions needed to be included in our questionnaire. To begin with we discussed what needed to be included in the questionnaire. We wanted to find out what products the pupils would want to purchase at the disco and if the products we were researching would be suitable. Also we wanted to ask the pupils what types of music they wanted to listen to at the disco, and if they would like to hear Christmas songs at the disco, as this would enable us to cater for all their music tastes. We had previously discussed inviting a band to our event, but we needed to know if the pupils wanted this along with any items they would like available at the event. As we were having two discos’ we needed to cater for both. We decided that we would need to produce two questionnaires, for both upper and lower school. This would allow us to design the discos around the pupils. After discussing the questions, the managing director delegated the task of producing the questionnaire to the marketing manager. We all felt that he was the right person for the task. We have been approached by a Welsh bac group, who as part of their course need to include business enterprise. This group would like to be a part of our disco, and wish to sell glow sticks during the event. As a team we decided that glow sticks would be an ideal product to sell at a disco, and agree that the pupils would enjoy them. We agreed as a team and with the welsh bac group that the profit they make will be contributed to our total, and donated to our chosen charity. Analysis of the meeting It was important to have regular meetings through our task, as it allowed us to come together as a team, to evaluation our work and organise tasks. I would consider these meetings beneficial to the team, as it motivated us to work together and focused us on the job at hand. The advantages of the above meeting: * Analyse individuals work. * Make decisions as a team. * Able to keep track of progress. Resolve problems as a team. * Discuss future tasks. * Easy way to communicate within the team. * Problems resolved quickly and efficiently. * Agenda was met. The disadvantages of the above meeting: * Meetings quite short. * No future deadlines set. * New ideas were not discussed. * No alternative agenda’s were discussed. * Welsh bac group was discussed without their presence. * Meetings were not set on regular bases. Even though I regard our team meetings as an effective means of communicating within the team, I feel that there are areas that need to be reviewed and improved. Initially the length of the teams meetings is an area I believe could be improved. The majority of our meetings would last 10-15 minutes. I personally believe that this was not enough time to discuss all topics on the agenda, and allow team members to raise additional topics. Also by having meetings at 2. 30, didn’t leave us much time in a normal school day to get tasks done that have been discussed. If we held all our meetings first thing in the morning, it would leave us the rest of our lesson (and free lessons) to address issues raised in our meetings. On many occasions deadlines were set during meetings, however this did not happen at all meetings. I believe that by not setting team deadlines during meetings, team members did not know what their tasks were or how to address them. Also this meant that progress was slowed, which lead to work being rushed as we came closer to the event. If we had set deadlines and tasks during every meeting, I feel that progress could have been made earlier, allowing us to concentrate on the more important issues. Furthermore it would have enabled team members to identify their progress what they need to do next.

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How did the Civil war affect government in the United States - Essay Example The American Civil War affected the government of the United States in both positive and negative ways. The positive effect was the fleeing of slaves meaning there was no more slavery, no segregation of people that was done by looking at skin color and every citizen is being treated equally. Additionally, because of war the economic power of America increased and defeated that of stable countries of that time. Apart from the positive effects of the American civil war, there were negative ones such as the government becoming stronger and powerful making it to be known as a government with unlimited powers, the Southern citizens were forced back to the union, and their voting rights were taken away (Taylor 18). In addition, many families were also divided and without knowledge brothers fought each other which led to the intensifying of the civil war (Taylor 2). There were improvements that were noticed in the transportation sector the Erie Canal was opened in the year 1823 due to government support. In addition, the construction of the railroad in the year 1840 was termed a credit on the government side. Second, land policy was another issue of the civil war whereby the government distributed the land equally among the people in America. Thirdly, the federal government took part in regulating and leasing rules that were to govern the banking system in the United States introduced banking systems. Fourthly, the government took part in solving tariff differences that existed between the Southerners and Northerners. The Southerners on one hand were for the idea of buying produced goods externally with no duties imposed on while the people from the west had no idea of which side to go, and this caused a lot of controversy that forced the government to interfere (Ransom). Moreover, because of the civil war the government was obliged to acquiring loans from other developed nations to meet its financial obligations. This was to be paid easily by imposing revenues

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Business Statistics - Essay Example Nearly 17 states had $1.8 as their average fuel price. But the coefficient of variation is obtained as 9.67. The median shows that about 25 states have average fuel prices above $1.84. This clarifies that the data is normally distributed with just one state having the $2.3 as the average price. However, the histogram shows two states, Alaska and Hawaii as outliers with their average fuel prices around $2.5 which is considered to be the highest fuel price. The scatter plot (Fig. 2) of the state by state average fuel prices for diesel fuel and premium unleaded fuel2 shows that both fuel are almost equally priced. Most of the pricing is in the range of $1.8 to $ 2.5. However, the graph shows that when the price of diesel is low (or high) the price of premium fuel tends to be high (or low). We also find that Alaska and Hawaii are the two states highlighted as outliers measuring the highest diesel and premium fuel prices. The Colorado weekly regular unleaded gas prices3 for the past 8 weeks from 5th January 2009 to 23rd February 2009 has been plotted as a line chart (Fig 3). The graph shows that there has been a gradual increase in the price every consecutive week. However there have been fluctuations in the price rise in the 6th, 7th and 8th weeks. The time series plot also shows a smooth linear upward trend indicating a smooth increase in the fuel price every week. The above study on the state by state average fuel prices of unleaded regular, premium gasoline and diesel in the United States shows that the prices are fairly equal among all the states except Alaska and Hawaii where the prices are very

Rational-Emotive Behaviour Therapy Theory Essay

Rational-Emotive Behaviour Therapy Theory - Essay Example The fundamental premise of the theory is based on the fact that almost all emotions and behaviors are caused by what people believe about the situations they face. The theory posits a bio-psychosocial explanation of how individuals come to feel and behave. This stems from the belief of Ellis that both biological factors and social factors are involved in the experiencing and action processes. This idea is important, for it proposes that there are limits to the extent that a person can change (Ellis A. , 2003). Ellis argues in his theory that all humans have the ability to interpret reality in a clear, logical and objective manner and avoid unwanted emotional behavioural disturbances. Furthermore, he argues that in addition to these abilities, humans are also predisposed to irrational interpretations (Collard & OKelly, 2011). They are predisposed to twisted or illogical thinking, draw illogical conclusions that are impartial and are cognitive distortions of reality (Levinson, 2010). Ellis identified four standard characteristics that represent an irrational interpretation of reality. These four standard characteristics are demands of something that is not of the real world, other people or the individual; amplification of the awfulness of something an individual dislikes (Macinnes, 2004); conclusion that one cannot tolerate the thing they dislike and finally condemnation of the world, other people or the individual (Dryden, 2003). The characteristics identified above are expressed in speci fic irrational ideas and beliefs (Macinnes, 2004). Ellis suggested that the targets for change in psychotherapy are those thoughts, attitudes beliefs and meanings that cause emotional-behavioural disturbances and then goes ahead to present the rational emotive behaviour therapy (REBT) (Windy & Neenan, 2004).   REBT teaches individuals how to identify their own self defeating ideas, thoughts, beliefs and actions and replace

Zara Plus Sized A Case Study for a New Product Line Assignment

Zara Plus Sized A Case Study for a New Product Line - Assignment Example Accordingly, Zara does not currently have any offerings in plus sizes or for the fuller figured woman. Therefore, this is a lucrative market in which Zara’s competitors are capitalizing and Zara apparel is not. If Zara intends to maintain its competitive edge in this evolving market, it will be forced to integrate a full figured line of clothes into its product offerings. Normally, the apparel industry is already one that is almost wholly driven by consumer tastes; however, now that consumer needs play such a key role, the evolution of the industry takes place even more rapidly than prior market demands dictated. Objective The overall objective is to create a prosperous new line of plus sized/full figured women’s clothing to augment the existing profitability of the Zara apparel firm. This objective will be accomplished by designing and producing a new line of full figured/plus sized women’s clothing, internally marketing that new product line, working to streaml ine and maximize the profitability of the new product line, monitoring its growth and success, and expanding the product line to different markets based on the profitability both online and in the initial US market introduction. As such, Zara’s primary objective is to achieve market share in an existing market with existing products. According to analysis of Ansoff’s matrix referenced below in Figure 1.0, this strategy is the safest of Ansoff’s 4 strategies. Figure 1.0 However, it is a well known fact that even with this safest of strategies, it is not without its limitations. Most prominent among these drawbacks is the fact that competitors will necessarily react to Zara’s entry into the market. As Zara will be attempting to cut down on the number of customers and market share which these firms previously held, expect the competition to be fierce. By carefully measuring Zara’s objectives within the metrics of SMART (specific, measurable, attainabl e, and time bound), Zara apparel will ensure that the metrics and milestones of the product launch are well defined, possible, and timely. SPECIFIC/Measurable With the plus sized clothing market approaching US 20 billion dollar a year industry in the United States alone (Stark, 2012), it will be Zara’s intent to capture 0.00875% of the US market - equating to total sales figures of around US 165 million dollars per annum. Figure 2.0 below shows overall sales objectives for the first year of the new product line as compared with the overall size of the plus sized clothing economy in the United States. Figure 2.0 Attainable/Time Bound It is the understanding of this analysis that such a figure is attainable given Zara’s current market share and net profits as of fiscal year 2011 totaling over US 2.14 billion dollars (Irish Times, 2011). Even without accessing total internet sales into the overall tally, each of Zara’s 49 stores in the United States will be respons ible for generating around US 3.34 million dollars in sales of plus sized clothing in order to reach the sales number set forth by this analysis. For purposes of this analysis, the sales goals, both online and in

Dr, Charles R. Drew Essay Example | Topics and Well Written Essays - 1250 words

Dr, Charles R. Drew - Essay Example In 1922, he got the opportunity to join the Amherst College. In his time of study at Amherst, Drew received numerous athletic awards. Later after graduating from Amherst College, he took the position of director of athletics and lecturer of chemistry and biology at Morgan State College. He worked at Morgan College for a period of two years, and later joined a medical school using the savings he had made when working as a lecturer (Hoover 837). Drew had chosen Howard University as his first choice, but the University declined to offer him an admission because he did not have two hours of English credits. However, Drew was offered an admission at McGill University in Montreal, Canada, where his credits in English were satisfactory. At McGill University, Drew was elected to Alpha Omega Alpha and acquired a master of surgery together with a doctor of medicine. Later, Drew went for an internship at the Royal Victoria Hospital and then proceeded for internal medicine at the Montreal Genera l Hospital. After one at Montreal, Drew returned to Howard University to work as a lecturer in pathology. While working as a lecturer, he also worked as a resident surgeon at Howard University (Cornwell 612). Achievements and Contributions At Howard, Dr. Numa Adams, a dean at the time Drew was working as a lecturer was developing a clinical faculty of high standards with the main aim of providing accredited graduate residency programs to physicians of black origin. Dr. Adams took interest in Drew and organized for a two year Rockefeller fellowship for Drew. This saw Drew moving to Columbia University, where he was put under the supervision of Dr. Allen Oldfather Whipple. At Columbia University, Drew was assigned the laboratory of Dr. John Scudder and practiced there from 1938-1940. Drew and Dr. Scudder worked together and went on to perfect in the science of extracting plasma from blood. Their perfection in the science of blood transfusion was a major contribution in saving peoplesà ¢â‚¬â„¢ lives during the World War II. The contribution of Drew’s work of blood transfusion during the World War II remains one of the things drew is remembered for throughout the world (Gordon 223). Other contributions of Drew in surgical science included a better understanding of causes of shock and accurate measurement and replacement of fluids, blood, and electrolytes. In his first year of his fellowship, the Columbia University issued a vacancy in the surgical residency program, and Drew was lucky to get the appointment. While, at the surgical resident at Columbia, Drew got permission to attend an annual meeting of the John Andrew clinical society in Tuskegee. The organizer of the annual meeting was John Andrew Memorial Hospital. On his way to the annual meeting, Drew was involved in a road accident near Burlington, NC (Gordon 223). In June 1940, Drew was awarded a doctor of science in medicine by the Columbia University for his thesis titled â€Å"Banked Blood: A study in Blood Preservation†. In the same year, Drew went back to Howard to work as an assistant professor of surgery. In 1939, Drew married Minnie Lenore Robbins and was blessed with Bebe, Charlene, Rhea and Charles. In 1941, Drew got a certification from the American Board of surgery and also received the coveted Spingarn Medal from the NAACP. The medal came as a result of

Comparing IFRS to GAAP Essay Example for Free

Comparing IFRS to GAAP Essay GAAP rules for recognition are detailed regarding specific industries, such as real estate and software. It uses the complete contract method and has special rules for rendering software services. Organizations can recognize revenue from the sale of goods made delivery from a definitive agreement for a fixed fee that they are reasonably sure they will collect. Under GAAP, companies must wait until the whole process of the contract is complete to recognize revenue. GAAP also has specific types of transactions, and it required public companies to follow rules that are set by the Securities and Exchange Commission. IFRS Revenue Recognition IFRS revenue recognition states that revenue can be recorded when it becomes economically significant: IFRS revenue recognition can be defined as not as strict as opposed to GAAP. IFRS is considered universal; standard 18 sets forth general principles and examples applicable to all industries. IFRS allows recognition when the rewards and risk of ownership is transferred, giving the buyer control of the goods, revenue is understood and the economic benefits will flow to companies or in other words, you will get paid. IFRS bans the completed contract method and under certain circumstances will allow the percentage of completion method. IFRS allows you to combined contracts. However, applies different criteria compared to GAAP. (Ref. Eric Bank, Demand Media). IFRS Order of liquidity IFRS does not require a specific order of classification on the Statement of financial position. IFRS provides the same set of objectives for business and non-business entities. The separation of assets and liabilities is required, and deferred taxes are shown on a separate line item on the  balance sheet. Minority interests are included in equity as a separate line item. The financial statements include an income statement, balance sheet, changes in equity, footnotes and a cash flow statement. IFRS main goal is to give a financial statement with a clear understanding of the companys asset structure. GAAP Order of Liquidity GAAP has a specific requirement that all accounts are measured by liquidity. The framework has no provision that the expressly requires management to consider the framework in the absence of a standard or interpretation for an issue. GAAP requires a balance sheet, income statement, statement of comprehensive income, changes in equity, cash flow statement and footnotes. The difference, as opposed to IFRS, is that deferred taxes are shown with the assets and liabilities. IFRS Commonly used Terms IFRS terms that are commonly used together are statement of financial position, balance sheet and share capital ordinary to common stock. The statement of financial position and balance sheet are synonymous. The formats may be different. It is made to show a comparison of liabilities and equity to assets. IFRS picked the term financial position because it describes the purpose of the statement. The heading stands for the position of receivables and assets on one side and all the liabilities and equity on the other side which can be done at any given date. These statements provide how financial strong the company is. IFRS terms that are commonly used together are share capital ordinary and common stock. IFRS uses the term share capital ordinary to explain the stakes of the ownership. Common stock is identical to share capital ordinary which shows the equities values that the owners have in exchange for cash. The European Union utilizes the term share capital ordinary which is why it was chosen by the IFRS as the norm. The heading shows the equity shareholders what the capital value is. The heading is equity of net worth subheading. Understanding Gains, Losses GAAP defines expenses, revenues, losses, and gains as it correlates with the income statement. The losses and gains would not appear since they do not constitute as operating activities. Even though gains and losses would not appear it will specify the information that would need to be reported on the  income statement. It would only allow expenses by description or function. The bottom line would be called as a loss of profit. It prohibits extra ordinary items to be reported in the notes or income statement. The losses and gains that are reported on the income statement are shown separately so the cash flow that can be assessed in the future. Income defines both gains and revenue. Revenue from a company from activities and are in the form of rents, interest, sales, fees, and dividends. Gains are items that are accrued in a form of income from ordinary activities from a company. Gains can include the gains of long-term assets sale. They can be gains from securities. Securities and Exchange Commission The Securities and Exchange Commission (SEC) has several aspects to consider when it comes to trying to get the United States to adopt IFRS. First, the people and the overall cost that it would have on their business should be something for SEC to consider. SEC should consider the overall costs impact this will have on businesses. It would cost millions if not billions of dollars for U.S corporations to implement IFRS using a good portion of their time and money to put this into effect. Accounting firms would now have to change their education requirements. In a predictions report released in 2008 by the SEC, it stated that large U. S. based companies with revenues in excess of one billion dollars would be paying more than its European counterparts in converting to IFRS. In this report, it also states that small businesses could be hit with more costs than larger companies. This is due to the need for new trained staff members that are educated in IFRS and the need for new IT systems to meet the needs of the conversion. The implementation of new systems will also require new training standards for current employees, which will cost companies time and money. The conversion from GAAP to IFRS can and will have an effect on U. S. companies overall operations, taxes, and their internal reporting processes. Sarbanes-Oxley Act The Sarbanes-Oxley Act of 2002 (SOX) was signed into law by President George Bush in response to issues in accounting at several major US companies. It was intended to address corporate responsibility, combat fraud and improve a companys financial disclosures. Some would argue that guidelines enacted by  SOX puts US companies at a disadvantage competitively to companies operating abroad. One principle of the act was the requirement of an independent auditor to evaluate the financial records of businesses at the cost of the business to boot. Executives must certify that the records are accurate and are subject to imprisonment for fraud. The threat of oversight may cause some businesses to refrain from taking the necessary risks to help business grow. The advantages of SOX to some far outweigh the costs. The most important of them all could be that companies and the executives that run them are kept honest about financial records. The act created an organization with the responsibility of oversight of auditors called the Public Company Accounting Oversight Board. With such oversight, it helps in restoration of public/investor confidence. According to Forbes Magazine a Harvard Business School professor Suraj Srinivasan â€Å"Markets have been able to use the information to assess companies more effectively, managers have improved internal processes and the internal control testing. (Forbes, 2014) References Goodbye GAAP. (2008, April). CFO Magazine, Retrieved from: Goodbye GAAP Hanna, J. (2014, March 10). The Costs and Benefits of Sarbanes-Oxley. Retrieved October 30, 2014. KPMG cutting through complexity. (2014). Retrieved from http://www.kpmg.com/global/en/issuesandinsights/articlespublications/ifrs-guide-to-financial-statements/pages/default.aspx Chapter 4 Income Statement and Related Information. (n.f.). Retrieved from http://higheredbcs.wiley.com/legacy/college/kieso/0470587237/ifrs_supp/ch04.pdf

Philosophy and theories Essay Example for Free

Philosophy and theories Essay Different philosophers have different ideas and theories. This has always been true. In this course, we looked at a number of different philosophers, including Russell, Christian, and Wittgenstein. Each has a unique perspective. Russell looks at philosophy as a very broad field, while others don’t. His definition places philosophy as ideas which fall between science and religion, which he says means it gets attacked from all sides. He also believes that religion has given answers which are too definite without any proof, and science tells people only what is actually true, while philosophy examines questions, to determine what might be true. Christian agrees in some areas. He, too, looks at philosophy as a way to examine questions, to figure out what is possibly true. He extends on this to say that one must also look at the relationships between ideas. He does not mention philosophy as having anything at all to do with religion and science, at least not in the way that Russell does. Wittgenstein believe something much more simple than either Russell or Christian. He looks at philosophy as â€Å"untying the knots† in one’s thinking. He looks at philosophy as answering questions, much like the others, but he doesn’t describe it in terms of religion and science like Russell, nor does he outline several different points as does Christian. Instead, he looks at philosophy as simply a way of thinking in order to understand what is going on (which he is careful to explain does not mean it is simple). In general, all these philosophers agree that philosophy is a way of thinking and of answering questions. However, they each disagree exactly where it came from and how it relates to the rest of the world. That is where philosophy is open to continued discussion.

Strategic marketing management for Boots the pharmacy

Strategic marketing management for Boots the pharmacy Boots is the largest pharmacy chain in Europe with an with an excellent reputation for differentiated health and beauty products and customer care. Our strategy is to develop Boots into the worlds leading pharmacy-led health and beauty retail brand,focused on healping people look and feel their best. Alliance Healthcare is the backbone of Alliance Boots wholesale and distributions service with twice daily deliveries to around 5,700 pharmacy shops in the UK alone. Internationally,Alliance Boots distributes drugs and cosmetics to around 150,000 outlets and operates from 360 delivery depots.In addition to supplying Alliance pharmacies ,the Alliance Healthcare distribution subsidiaries also deliver to NHS central warehouses and hospitals in the UK,alone with private hospitals, GP surgeries,local health centres and private pharmacies throughout Europe,Asia and Australia. Marketing Strategy Options. Boots is a member of Alliance Boots, an international pharmacy-led health and beauty group. Our purpose is to help our customers look and feel better than they ever thought possible. Our customers are at the heart of our business. Were committed to providing exceptional customer and patient care, be the first choice for pharmacy and healthcare, offer innovative products only at Boots, with great value our customers love. Our people are our strength and they tell us that Boots is a great place to work. We are always be the employer of choice, attracting and retaining the most talented and passionate people.The strategy is to focus on its two core business activities of pharmacy led health and beauty retailing and pharmaceutical wholesaling and distribution,while increasingly developing and intenationalising our product brands to create a third dimension.growing the core businesses in existing markets,continuing to deliver productivity improvements and other cost savings,pursuing growth opportunities in selective new high growth markets and launching our product brands in new markets. This strategy is underpinned by our continue focus on patient or customer needs and services selective partnerships and our strong financial diciplines.we are commited to providing exceptional customer and patient care be the first choice for pharmacy and healthcare offer innovative products only at Boots,with great value our customer love. Pharmacy-led health and beauty strategy : Boots is the largest pharmacy chain in Europe with an excellent reputation for differentiated health and beauty products and customer care.Our strategy is to develop Boots into the worlds leading pharmacy-led health and beauty retail brand,focused on helping people look and feel their best. The key steps we are taking in the uk to execute our strategy are:- -Making Boots more convenient and accessible for our customers. -Developing our people to be at their very best for our customer -Improving our customer in store shopping experience -creating a compelling multi-channel health and wellbeing consumer offering -Increasingly differentiating our product offering -Continuing to provide customers with excellent value -Opening new stores in markets where Boots is already well established -Developing new store in markets where Boots is already well established -Developing country specific Boots branded trading formats to meet local needs. SWOT analysis STRENGTHS Boots as being one of the bigest UK pharmacy-led health and beauty group market, its brand has been well-known and already built up its reputations over Healthy and Beauty Product retailing. Under the leadership team with Alex Gourlay, the chief executive of Health Beauty Division it is showing tremendous increase in its profit. It also keeps into account the green and environmental issues. As a result it has a positive impact on consumer brand especially the green activists consumers. Strengths Weaknesses Strong Brand Equity Low profitability Store Network Lack of International Presence Opportunities Threats Store expansions in UK Intense price competition Expanding product offerings High regulatory oversight Reference: Data monitor, 2006 WEAKNESSES Boots is only presented in UK. Therefore there can be an issue if the company wants to have growth in the retailing Health Beauty Division sector. Declining Reputation OPPORTUNITY Boots alternative business, investing in properties can have major growth in the future. Staff which works at Boots are essential buyers, administrators, systems designers, finance workers and so on all are part of the whole team that must work together to make things operate smoothly and efficiently Online sales are a great opportunity for future growth. THREATS Boots operations have become a topic on various issues like environmental, planning and other factors. As a result there needs to be investment related to environmental and green issues. Porters 5 forces analysis Competitive rivalry The retail market is filled up with high competitors as more and more companies are trying to step into the Health Beauty industry All the other retailers have different competitive advantages. Boots reach in different stores allows it to reach large number of customers. The other factors which compete with the Boots bank is different banks and building societies Barriers for entry Barriers to entry is high due to a number of factors: Firstly, company looking to set up its business in UK requires lots of investment, brand development, which takes years to establish. Secondly, company in retail sectors are increasing, which itself means there is very less chance for any new entrances. Local knowledge is required for a new business in order to establish, which is highly difficult for new firms to replicate. Threats of Substitutes The threats for newcomers or substitutes is less, as the consumers views that as a necessity, especially in the developed world. The retail market is always trying to look around for new innovations with respect to Health Beauty products, alternative businesses. As a result of which it is difficult for substitution. The only major threat of substitute is an internal industry threat, wherein one supermarket can lap up the business of other supermarkets. Buyers power Because of the presence of too many competitors in the retail Health Beauty sector selling the same product, buyer power is high in the industry. During the time of recession consumers wants are taken into more demand, thereby increasing their power. Supplier power Suppliers in itself is huge company providing products to the supermarkets. If the products are not sold, consumer will shift loyalties, making suppliers more powerful. And also when the products do not reach the supermarket, sales do get affected hugely. Competitive strategy by Michael Porter MARKETING STRATEGY TO ACHIEVE COMPETITIVE ADVANTAGES The main aim of Boots is to provide Health Beauty Product to the consumers, delivering the products of outstanding quality and great service. It always looks for profit growth through a balance of strong sales growth, reduction in cost and continuing margin improvements. There are many techniques in order to achieve its aims and goals PORTERS GENERIC STRATEGY MARKET MATRIX PORTERS GENERIC STRATEGY: Michael Porter had argued that a companys strength depends on two headings: cost advantage and differentiation. By applying these strengths three generic strategies result: Cost leadership Differentiation Focus Target scope Low cost Product uniqueness Broad (industry wide) Cost leadership Strategy Differentiation Strategy Narrow (market segment) Focus Strategy (low cost) Focus Strategy( differentiation) Cost leadership strategy: Cost leadership is a strategy built on offering a customer a lower pirce than competitors and maintaining an advantage by ensuring the cost are lower than those of competitors. Factories are built; labor is recruited and trained in all sorts of knowledge for the lowest cost of production. In the process cost advantage is the focus. However low cost not always allows low price. Producers could price at competitive parity, other than the competitors. For example, such as Toyota, are good in producing autos at a low price, but have the brand and marketing skills. Differentiation strategy: It is a strategy that involves offering a product which is different to, is differential from, those of competitors. The advantage of the product will appeal to the whole market and not in a narrow segment. The company that succeeds in differentiation strategy often follows the internal strengths Access to scientific research Highly skilled and creative development team. Strongly sales team with the ability to successfully communicate the perceived strengths of the products. Corporate reputation for quality and innovation. Focus: The focus strategy strives on a narrow segment and within that segment tries to achieve either a cost advantage or differentiation. A company following the focus strategy often enjoys a high degree of customer loyalty, and this in turn leads to more customer lifetime value. The focus strategy has two variants. In cost focus a firm seeks a cost advantage in its target segment, while in Differentiation focus a firm seeks differentiation in its target segment. Cost focus exploits differences in cost behavior in some segments, while differentiation focus exploits the special needs of buyers in certain segments A company following narrow market focus and pursuing a focus strategy, have lower volumes of bargaining power with their suppliers. A company following differentiation focused strategy may be able to pass higher costs on to customers since close substitute products would not exist. Firms that succeed in a focus strategy are able to lead a broad range of product development strengths to a relatively narrow market segment Finally, other focusers may be able to carve out sub-segments that they can serve even better. Industry Force Cost Leadership Differentiation Focus Entry Barriers Ability to cut price in retaliation deters potential entrants Customer loyalty can discourage potential entrants It develops core competencies that can act as an entry barrier Buyer Power Ability to offer lower price to powerful barriers Large buyers have less power to negotiate. Large buyers have less power to negotiate Supplier Power Better insulated from powerful suppliers Better able to pass on supplier price increases to customers Suppliers have power because of low volumes Threat of Substitutes Can use low price to defend against substitutes Customers become attached to differentiating attributes, reducing threat of substitute Specialized products and core competency protect against substitutes Rivalry Better able to compete on price Brand loyalty to keep customers from rivals Rivals cannot meet differentiation-focused customer needs TASK2 MARKETING ENVIRONMENT Using of PESTEL analysis, marketing mix elements can be produced to contribute the goals and values of Boots, after analyzing the current marketing environment. PESTEL analysis: Political factors: Increasing globalization, gives challenges and opportunities to Boots. Using this company can enter into new markets through partnerships. The ongoing investigation of price fixing among the UK retailers which can have a negative impact to the industry which can make the consumer feel cheated and my lead to a negative impact on the reputation of the company. Economic factors: Because of the food crisis all over the world, can result in the purchasing cost of the company, which in turn can increase the Health Beauty Product prices which affects the purchasing power of the consumers. Because of credit crunch, the consumers purchase power would decrease, but they would still consider that as its basic necessity. Lot of incentives is given to the consumers. This affects Boots as prices have to be reduced most of the times. Social factors: There seems to be more attention on fresh and easy style cooking. This gives Boots an opportunity to encourage new Health Beauty Product. Recently government has given more emphasis to promote healthy eating because of the increasing obesity. As a result the consumer would move on to healthy eating which in turn will be an opportunity to Boots to stock in more of healthy Health Beauty Product and as a result of which there would be an increase in consumers number. Technological factors: The internet phenomenon seems to be growing more rapidly. Boots can use internet for its advantage. Standing in the queue system for few items in the shopping market is time consuming. By installing the self checkout machines it can reduce the queue system for which the customer would not have to wait for few items which in turn will increase the sales for Boots. Environmental factors: It should be mandatory to reduce carbon footprint and increasing energy efficiency. One of the important and ethical issues is, like sales of organic food and ethical treatment of animals, this can clearly affect Boots on various levels. This is a sensitive issue. This can be done by maintaining on the public stand and environment. Legal factors: The current UK grocery market is highly regulated in many aspects, which is commonly in the developed countries. The recent inquiry by OFT could act as one example, which would potentially reduce the profitability of the supermarkets. Moreover, Trade Union would also protect employees to receive lack benefits, and this would make the grocers difficult to lay off employees. Marketing audit: Mckinseys 7-S framework can be used to design an internal appraisal of an organization. The 7-S framework of Mckinsey is a management model that describes 7 factors to organise a company in a holistic and effective way. They are Strategy Plans for the allocation of firms scare resources, overtime, to reach identified goals. Structure The way in which organisations unit relate to each other centralised, de-centralised and matrix. Systems The procedures, processes and routines that characterise how the work is to be done like financial systems, recruiting and performance appraisal systems. Staff Number and types of personnel within the organisation. Style The style of organisation and how key managers behave in achieving the organisations goals. Skills Distinctive capabilities of personnel or of the organisation as a whole. Shared values What does the organisation stand for and its central beliefs and attitudes. Conclusion To survive in such a competitive market place, Boots must continue to build a strong brand in order to create a strong differentiation in the market, attract customers with a credible value proposition and to constantly engage customers in ways that would endear them to the brand and to the company. This can help improve their market share especially during periods of recession when lower priced private brands are sought by consumers. And thereby achieve competitive advantages and long-term growth.