To Kill A Mockingbird The Brave Jem free essay sample

To Kill A Mockingbird: The Brave Jem Finch Essay, Research Paper To Kill A Mockingbird: The Brave Jem Finch The book To Kill a Mockingbird, by Harper Lee, has manycharacters and subjects. The chief subjects are racism and theinteraction of coloured and white people in the South. The settingis Maycomb County, Alabama. The chief characters are the Finchfamily ; father Atticus, girl and narrater Jean Louise ( Scout ) , and her older brother, Jem Finch. Jem was a courageous male child. He was brave plenty to stand up and make the things he had to, even if they scared him. An illustration is when he had to assist bring around Mrs. Dubose # 8217 ; s drug job. The following Monday Jem and I climbed the steep front stairss to Mrs. Dubose # 8217 ; s house # 8230 ; # 8221 ; # 8220 ; So, you brought that dirty small sister of yours, did you? # 8221 ; was her recognizing. Jem said softly, # 8220 ; My sister International Relations and Security Network # 8217 ; t dirty and I ain # 8217 ; t scared of you, # 8221 ; although I noticed his articulatio genuss agitating. We will write a custom essay sample on To Kill A Mockingbird The Brave Jem or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Jem Finch # 8217 ; s courage had many ways of demoing itself. He frequently got frightened but he didn # 8217 ; t want anyone ( particularly Scout ) to cognize it. He would frequently make things even if he truly didn # 8217 ; t want to, because he was courageous and proud. This pride was for himself and his fa mily.His male parent was really of import to him ; Jem thought it was his dutyto stick up for his male parent when others in the town said thingsabout him. # 8220 ; Jem, # 8221 ; he said, # 8220 ; are you responsible for this? # 8221 ; # 8220 ; Yes sir. # 8221 ; # 8220 ; Why # 8217 ; vitamin D you do it? # 8221 ; Jem said quietly, # 8220 ; She said you lawed for niggas and trash. # 8221 ; Jaish-i-mohammeds courage was besides apparent in other character traits ; emotions were a big portion of his life. Because Atticus was a attorney, Jem frequently went to the tribunal room and noticed the assortment ofstrong emotions that are invoked by the force per unit area and atmosphere ofthe courtroom. Jems bravery makes him witting of his emotionsand he doesn # 8217 ; t ever want others to cognize how he feels. Scoutknows that he ever waits until he thinks it is the right clip toreveal his emotions. # 8220 ; I can acquire the janitor to allow you in # 8230 ; Scout? # 8221 ; # 8220 ; Hm? # 8221 ; # 8220 ; Nothing. # 8221 ; Jem hadn # 8217 ; T started like that in a long clip. Merely as the secret plan is really complex and can # 8217 ; t be described in one sentence, so are the characters. A chief character like Jem Finchis really complex and it would be impossible to lucubrate on all ofhis traits in merely one page. Jems courage is evident in hislifestyle, his pride, and his emotions. The Brave Jem Finch

The eNotes Blog Explaining the Kindle toDickens

Explaining the Kindle toDickens Recently, Rachel Walsh, an illustration student at the Cardiff School of Art and Design, was given the following project: Explain something modern/internet based to someone who lived and died before 1900. Cardiff chose the Kindle and to explain it to Charles Dickens. She took forty books Dickens either wrote, were among his noted favorites, and a few books of her own selection she thought he would enjoy. Then she painstakingly created miniatures of each work, rendering their covers in minute detail, carved small portals into a regular sized book and placed each tiny tome in the spaces. That way, she could show Dickens how an eReader stores dozens (in reality, hundreds) of books in a single slim volume. What else might we explain about our modern/connected world to someone who died before the turn of the twentieth century? Here are some suggestions from loyal Official Blog readers: Explaining Farmville to John Chapman (Johnny Appleseed) How do you explain the thrills of virtual farming to the man who single-handedly, and largely on foot, populated the American Midwest with apple trees? Explaining Wikipedia to Noah Webster I wonder how Webster, called the Father of American Scholarship and Education, would feel about this equal-access encyclopedia. Maybe hed be fine with it, but I have my doubts Explaining Match.com to Jane Austen Somehow I do not think Ms. Austen would be amused. Explaining Google Earth to Christopher Columbus Native Americans probably wish this had been around. Explaining Modern Crime Scene Forensics to Sherlock Holmes (Okay, we know Holmes is a fictional character, but you get the idea.) How about you?   Wed love to hear what sorts of modern marvels you might try to explain to a person living before 1900. What would your pairing be?

Telework Term Paper Example | Topics and Well Written Essays - 2500 words

Telework - Term Paper Example From this paper, it is clear that employers of the companies may feel a split among their employees because there is a feeling of alienation among those, who are working at home and those, who are working in the office. A lack of visual control over teleworkers is one of the main preventive factors for employers in order to evaluate whether an employee spends his time effectively or not. The economies of the companies gain benefits from telework in case the level of â€Å"downtime† is decreased among teleworkers. In spite of the findings that environment gains benefits and there is a smaller number of cars and different means of transportation commuting, teleworkers have more free time and during this time they may travel or go by car wherever they want. There is also reduction of taxes paid by the companies in case they are free from the option of renting and that will take money from the national economy for sure.As far as we can see, there are more positive issues about tel ework than negative ones. Telework is a perfect option for the modern business world to satisfy the needs of employees, employers and the government. Balanced work relations among employers, employees and support groups lead to high levels of satisfaction from telework. The benefits of telecommuting outweigh the costs and we can talk about the increase of efficient work, growing levels of productivity and reductions in real estate costs, numerous environmental benefits, greater work flexibility and many others.... Moreover, it should be noted, that the option of telecommuting is relevant both to large and small firms and businesses. In accordance with the survey, conducted in 2009: â€Å"At companies with between 1,000 and 4,999 employees surveyed last year, an average of 16% of employees telecommute one or more days per week, compared with an average of 14% of employees at firms with between 5,000 and 19,999 employees, and an average of 18% of those working for organizations with 20,000 or more employees† (Brownlee 2009, p. 2). Moreover, there is a greater opportunity for employees, who often telecommute, to travel to different countries regularly. The highest percentage is found in the North America. Benefits for companies There are numerous advantages for the companies, which implement telecommuting. In spite of the fact that there are essential benefits, many businesses are afraid of cost of supporting telecommuting, which is too high. There is a need to hire IT specialists and crea te IT groups in order to support telework. More innovative and risk-taking businesses realize advantages of telework (Vega, 2003). They are able to send millions of dollar a year on real estate, because they provide their employees with an opportunity to work at home. Moreover, the levels of employee productivity are also essential. Managers underline that it is more convenient for them not to interrupt offline work and thus it is the right way to work delivery, especially in cases of urgency. First of all, there is a need for organizations to establish written telecommuting policy. It should be reviewed and corrected by IT specialists, financial department and human resource department. The majority of the companies and organizations correlate the

Opening a new sport shop Essay Example | Topics and Well Written Essays - 3000 words

Opening a new sport shop - Essay Example Scott McPherson is starting out as a small-scale businessman, testing his market and value chain before going full blast into an entire chain of stores. McPherson must therefore start out with a single store and expand gradually after that after gaining a stronger foothold on the business. The choice of a business should be one that has a quick cash cycle that would turn over sales at a relatively fast pace, but which has the potential of growing to a chain of store catering to retail sale of consumer goods. For this purpose, a sports retail business would be a good enterprise for McPherson, whose twenty years as secondary school teacher would have kept him abreast of the various sports events at least in the school level. The appeal and demand for sports and outdoors gear and equipment has a stable market because of the strong interest in sports and fitness. An image attaches to being associated with a healthy lifestyle, even if it be conveyed by one’s clothes or footwear. Fi nally, sports activity is usually complemented by a desire for healthy and nutritious A comprehensive analysis of the sports retail sector follows: SWOT ANALYSIS The SWOT analysis is a helpful tool for formulating the strategic plan of a business. It identifies the strengths and weaknesses of the firm and juxtaposes this against the opportunities and threats in the environment, maximizing strengths for opportunities and minimizing weaknesses to avoid the threats. The SWOT analysis for McPherson’s store chain follows: STRENGTHS A source of strength is the familiarity of McPherson with secondary schools’ sports programs, and his contacts with sports teachers and program directors in the different schools. It should be recalled that McPherson’s twenty year history as a secondary school teacher would have created friendships that would be useful for his business, from a relational point of view. Another strength of McPherson’s business would be its financial stability, having skipped the period of economic crisis which had ruined or weakened the finances of many small (and large-scale) businesses. OPPORTUNITIES A good number of schools and universities located in the South England area provide a lucrative market, which could still expand and absorb additional supply despite the existence of other stores. Retail customers are in constant search of new shops which may provide better product offerings, or better terms of sale. A further opportunity presenting itself is the growing interest in new media sports, where indoor digital sports consoles games enable persons interested in keeping fit but without the

Software to support assessment Essay Example | Topics and Well Written Essays - 750 words

Software to support assessment - Essay Example I would also have the ability to look at the students’ quiz and test scores, as well as time spent in answering individual questions and how much time was spent in finishing the test. Results from the assessment would aid me in the identification of the areas that students did not comprehend satisfactorily. Following the analysis of the results, it is easy to reconstruct the methods of teaching that would allow me, as an educator, to teach lessons in a way that the students can comprehend (Russell 1). Formative assessment is embedded, typically, within the process of instruction. A simple way of defining formative assessment is that it is used during instructions. It can be utilized to determine the topics or needs that require addressing with a student. It can be used to identify gaps in what has been learnt and the reason they are struggling (Hickey 1). It includes homework, tests, and interaction with the students. For instance, discussions can include allowing children to put down questions and answers before learning topics. One very valuable component of this assessment process is descriptive feedback where, using technology, the teacher can point out the areas the student did well in, as well as offering suggestions for specific improvement. Summative assessment, on the other hand, is given to students following specific instruction points to measure how they understand a subject. Various examples include final and midterm exams, interim or districts tests, standardized state exams, and high stakes exams (Hickey 1). They can be utilized for checking subject mastery after a few months or weeks. Technology can be used send questions to parents to conduct summative assessment using provided questions. Use of technology to assess student learning has various advantages. First, it can improve authenticity, as well as alignment with outcomes of learning. TEA can take many forms and the flexibility of design allows for the assessment of a wide array of c ompetencies and skills. It also provides the educator with opportunities to replicate tasks expected of students in a workplace in an environment that is risk free (Penuel & Yarnall 1). Secondly, it also helps in the clarification of marking criteria. Virtual learning environments allow the educator to present criteria for assessment in the module, which ensures the criteria, is accessible and transparent. Thirdly, it spreads, for students and staff, the assessment load. TEA eases resource re-use and repurposing while enabling automatic marking that reduces the workload. Finally, it improves engagement with students, as well as the promotion of deeper learning. Technology used in assessment-enhancement enables diverse methods to be used in improving grades, allow frequent formative assessment, and support active learning (Penuel & Yarnall 1). However, TEA use has a number of disadvantages. One major issue in the implementation has to do with cost in terms of effort, time, and money that should be weighed against pedagogic benefits (Penuel & Yarnall 1). There are also issues with accessibility as most staff and students’ digital literacy is not on a level playing field, making some uncomfortable in using TEA. Special students’

Supplier Relationship Management In Todays Increasing Economic Environment Business Essay

Supplier Relationship Management In Todays Increasing Economic Environment Business Essay Abstract In todays increasing economic environment, organisations are looking for new techniques to improve their competitive advantage. The focus of my research is in the area of purchasing which have now become a strategic function and a key reason in positioning competitively among all other competitors. The paper discusses that in recent years, the relationships between buyers and suppliers have been continuously receiving a considerable attention for effective operations within organisations. Traditionally, supplier-buyer relationships were regarded as adversarial, arms length transactions. However, the approach towards managing this relationship is changing and moving towards a more collaborative approach due to the fact that now suppliers are important sources to gain competitive advantage to operate in global markets in terms of their expertise, knowledge and ability of sharing risks. [Research paper Journal] The research aims to provide an understanding of supplier relationship management, factors of supplier evaluation and selection process, and the elements that contribute to the establishment of a productive customer/vendor relationships. Such a study is important for buyers to build and maintain effective relationships with their suppliers for consistent cost reductions while working together to mutually create revenues and other benefits. The paper recommends that this information may work as a reference guideline for buyers when initiating cooperative relationships with their supply sources resulting in advanced purchasing and strategic supply chain management in their organisation. The research method adopted in this dissertation is secondary exploring various business journals, business websites, textbooks and articles. Due to continuous new product developments, product innovations and increase in costs, managing supplier relationships will further become crucial in the near future. Due to this reason, therefore, this paper discusses the requirement of supplier relationships and how this shift in organisational strategy towards building relations has and will going to change the employees role, companys processes and organisational goals. The findings from this research provides an evidence of how companies have improved their supply chain operations through understanding the importance to develop effective supplier relationships as part of their core business activity for not only to achieve success within procurement department but also to successfully complete other supply chain cycle such as maintaining production flow at all times, planning accurately, inventory handling, logistical issues and achieving financial benefits. Examples included findings from large organisations of Hong Kong, Rolls Royce, GE, and Japanese firm Toyota. The main conclusion that can be drawn from this research is that every organisation must emphasise the need to actually develop world class suppliers that helps in building long-term relationships, reduction in costs, improved QCDS (quality, cost, delivery and service) criteria, improved customer service, mutual information sharing, reducing the NPI (new product inspection) costs and becoming world class organisation in the market. Introduction Nowadays, the majority of Organisations believe that their companys real assets are embedded in the quality of the relationships shared between the business and their stakeholders such as clients or customers, employees and suppliers. Developing and managing supplier relationship will be the main subject throughout this project. The objective of this research is to investigate the importance of the need to focus more on building collaborative relationships with their strategic suppliers by large manufacturing companies. With increase in globalisation and restructuring of several organisations, procurements role has changed focusing more towards costs, quality, flexibility and technology. [Herbig and OHara, 1995; Goh and Lau, 1999] In the previous years (traditionally), purchasing was considered as a secretarial function in which the buyer-supplier relationships were viewed as being adversarial and unsurprisingly results in a win/lose outcome. Before, business operations from manufacturing to assembling the finished goods were prepared in-house but now many organisations have moved towards a more combined approach where manufacturing firms have started concentrating more on their core competencies only and rest outsourcing nationally and internationally to satisfy their customer expectations. Organisations are going lean i.e. working towards continuous improvement, adopting just-in time and total quality management and eliminating wastes. This highlighted the requirement for most of the lean organisations to grow cooperative supplier-buyer relationships to achieve real productivity, improved design and quality that are unattainable unless the supplying partners assist in product innovation. Hence, several manufacturers have recognized their ability to become world class competitors based on establishing high levels of trust and cooperation among their suppliers. [They and Briggs (1994)] For example, highlighting the case of Rolls Royce, the engine manufacturer, that outsources 70% of their material from external supply chain and thats the reason Rolls Royce try to encourage their suppliers to work openly and jointly contributing to their performance. Rolls Royce belief in building good supplier relationships assures quality and competitiveness to their product offerings and helps to achieve customer standards. The growing face of domestic and global competition has led to understand the manufacturing companies to practise global sourcing which is a strategy to improve companies competitiveness in the international market through reducing costs, improving quality, increased exposure to universal technology, and improving delivery and reliability. A connection or association is known as a relationship. Relationships are said to be when individuals, organisations and internal or external groups to an enterprise interact. At recent times, relationship marketing describes long-term marketing strategy that emphasise on building and maintaining long-term relationships with customers rather than just focusing on one-time sale approach. At business level, relationship marketing is applied to variety of purchasing supplier relationships in the context of a broader network of interconnected purchasing, supplier and competitor organisations. Supplier relationship is defined as a systematic approach to supplier evaluation, selection and ongoing relationship management with the goal of cutting the costs of goods and services boosting profits. Supplier relationship management is a proactive approach of an ongoing business links to secure a competitive advantage within the organisation, focusing more on overall relationships between the supplier and the customer (buying organisation) rather than focusing on specific contracts. The idea is to develop trust and understanding of each others requirements and interests while providing assistance to each other. For example, Rolls Royce sends their experts to their sub-contract suppliers to improve their technology and performance standards. Such relationships bring profit and provide competitive advantage. [http://www.ogc.gov.uk/process_supplier_performance_and_contract_management_6368.asp] Today, most of the companies have realised that doing business jointly with their strategic suppliers will enhance their organisational ability to respond quickly to demand changes, focus on core business only and hence, results in implementing best practises. For example, Rolls Royce believes their supplier make very essential contribution to their business performance as over 70% of their manufacturing costs comes from external supply sources. focus more on their core competencies such as encouraging suppliers to work with transparency, openly and together to enhance continuous improvements. rather than Small to Medium size Enterprises and many local businesses use Transactional Purchasing whereas Large Enterprises use Relationship Purchasing to compete strongly in this economic climate. Transactional Purchasing Relationship purchasing Focus on short, discrete purchasing Focus on supplier retention Short-term orientation Long-term orientation Arms length Closeness Simple buyer-seller relationship Complicated, including internal relationships Emphasis on price, quality and delivery in the offered product No Innovation Emphasis on price, quality, delivery other factors, like innovative design as a collaborative exercise b/w purchaser and supplier Moderate supplier contacts High level of supplier contact with each contact being used to gain information strengthen the relationship Little sharing of information Significant sharing of information, including cost information and transparency Introducing Supply chain management The project is focused on process for choosing world class suppliers, importance of building supplier relationships, various supplier development approaches and process of negotiation required in purchasing that plays a vital role in todays supply chain management. Explaining what is supply chain management and its various elements that are necessary for the movement of goods and services within the business. Supply chain management consists of the intra and inter-organisational co-ordination of business functions that act as both transformative and support functions. This emphasises managing supply chain effectively must be a key activity within the businesses. [Mentzer et al. (2001)] Supply chain combines flow of materials, goods, and information (includes money) that floats within and between organisations linking with a variety of tangible and intangible facilitators, e.g. relationships, processes, activities and integrated information systems. Different views of supply chains are implemented in terms of a process when operations are emphasised, a logistical channel when emphasises marketing, a value chain whey looking at value added activities, and a demand chain when considering customer satisfaction. [Peck H. (2006)] Key elements of supply chain The key elements of supply chain are that links with each other by the movement of products. The following explains that supply chain starts and ends with the customer: [http://logistics.about.com/od/supplychainintroduction/a/into_scm.htm] Customer This is the customer that starts the value chain by deciding to make a purchase of a particular product for example, in an aviation industry procuring turbine blades or a fan shaft which is offered for sale by an organisation. At this stage, the customer contacts the sales team and places purchase order with a right quantity and delivered on a right date. If in case, this product needs manufacturing then the purchase order includes a requirement that must be fulfilling by the production facility. Planning The requirement for planning occurs when customers purchase order is received and processed with other existing orders. Production plans are created by the planning department to generate products to accomplish the customers order. If manufacturing requires, then raw materials are purchased to complete the process. Purchasing The list of materials e.g. raw materials and services is obtained which is required by the production department to complete the purchase order. Then purchasing team issues purchase orders to procure raw material from selected suppliers on their manufacturing site on a requisite date. Inventory The raw materials that are received from suppliers are checked for quality and moved into the warehouse. The invoice is received for the parts that are delivered by the supplier and then materials are stored until there is a demand from a production area. Production According to the production plan, the raw materials from the inventory are moved into the production area where product manufacturing takes place and creates the finished product. Once the parts are completed, they are again sent back to the warehouse and stored prior to delivery to the ultimate customer. Transportation Logistics department then finds the most efficient shipping method in order to achieve on-time delivery at the right date mentioned by the customer. After goods are received by the customer, an invoice is sent by the organisation (supplier) for delivered products. Outlining Case study: GE-Aviation In this project, there will be discussion on relationship purchasing within aviation industry considering GE Aviation as a case study. Suggesting methods of procurement and ways of maintaining GEs existing and new relationships with suppliers. On-line procurement is one of the major processes that I will be focusing in my project which GE adopts within their business that not only reduces the cost and saves time but also provides the right amount of communication with its suppliers at the right time. For example, GE-Aviation has its own department for RB211 jumbo jet engine where there are teams responsible for engineering, operations, purchasing and billing. The engine gets repaired and maintained on site. For RB211 engine type, GEs biggest supplier is Rolls Royce who is the OEMs and can provide material many times. Using SAP software within the whole organisation saves a huge amount of time for purchasing transactions and also makes easy for GE purchasing team to analyse demand raised and provide forecasting to their suppliers for each product by just looking into the system and working through its historical past. GE uses Relationship Purchasing in which they believe to maximise their revenue it is very important to have good supplier relationships. Some of the key approaches/strategies required before working towards building relationships are as follows: Selecting a world class supplier Companies that outsources internationally their materials opens the opportunity to identify potential suppliers, evaluate and reasonably short list them that result with the best supplier. This is considered as one of the most important process to perform by the procurement team that aims to choose the best supplier that ensures reliable supplies with low risk involved and maximises the overall value to the buyer. The following are the seven key steps involved in supplier evaluation and selection process: (Fig 7.5 Supplier evaluation and selection process [pg 163]) Recognise the need for supplier selection The first step is to recognise the actual need for selection of supplier. Purchasing team must work with new product development department in order to recognise future buying behaviours. Purchasing groups proactively select suppliers and anticipate demands rather than wait until a demand rises. The process to start this evaluation arises due to the following scenarios: Through new product development Poor performance received from existing internal and external suppliers Closure of the contract Procuring new tools and equipments Thinking to expand business into new markets or products Due to inadequate capacity of existing suppliers Throughout outsourcing and re-engineering analyses Deciding to reduce the size of the supply base Identifying the main sourcing requirements All the way through evaluation process, procurement team must keep an eye on what they are intended to do. Acquiring materials is not just important but also focus to meet specific requirements set by the other internal customer and indirectly by other supply chain members. For example, an aviation company like GE that makes engines has to buy all the machinery and spare parts along with buyers taking care to ensure a perfect quality products are delivered on time. Establishing sourcing strategy Developing purchasing strategies results in long term alliances that buyers look each time to compete in todays growing competition. Several vital strategic decisions that affect the selection of suppliers are: Picking single or multiple suppliers Creating short-term or long-term contracts Suppliers wish to develop working partnerships rather than arms length relations Working with suppliers that can provide support with product designs rather than those who cannot modify designs Having choice of local, domestic, foreign or global suppliers Therefore, sourcing strategies and policies must be carefully re-evaluated during supplier selection as requirements changes frequently in shorter times because of changing market conditions, changing consumer preferences and accustomed corporate goals. Identifying potential suppliers This stage identifies a list of suppliers that can actually have the capability to deliver of what is required by the customer. Buyers can use various numbers of sources to develop the preliminary list of supply sources by a quick search of company websites as well as long and detailed search for companies that can support with design and make specialised products. A rule of thumb must take place to determine the effort to be used into supplier selection by comparing the existing suppliers efficiency and strategic importance of an item because too much effort and expensive resources are wasted; too little effort and potential suppliers might be missed in this initial search criteria. Following are the sources of information widely-used to identify potential suppliers: Current suppliers Using existing suppliers who are already on the preferred list which are consistently meeting buyers requirements that reduces the purchasers time and effort in evaluation of supplier capabilities. But at the same time, existing supplier may not always provide the world class long term results and that is the reason why organisations scan information continuously to recognize potential new sources. Sales representatives and agents Marketing information received from these individuals can become a valuable source of information for new product offerings. Buyers keep this information in their file for future reference even if there is no urgent requirement for a supplier service. Internet searches Nowadays suppliers launch customer websites as part of their marketing approach and help the buyers with detailed information from a simple search of possible suppliers. Various other websites can also help in discovering and assessing important information like reviews, comparisons, comments, analyses and case studies of potential suppliers. Experience Experienced individuals working within purchasing team generally carries a wide knowledge about various capable suppliers as experienced buyers have already worked in a particular industry for many years and familiar with the main suppliers and their features. Internal sources Operating different business units within large organisations, each may have their own procurement department. Therefore, other units in the same organisation becomes a valuable source of information exchange to buyers through informal meetings, formal team sessions, an internal database, purchasing newsletters, etc. Limit suppliers in the selection pool At this stage, the procurement team must consolidate and analyse the information gathered on potential supply sources that helps them to make informed decisions. Getting a long list of suppliers is just the initial task but buyers then have to eliminate the weakest suppliers until they attain the strong shortlist. Therefore, the final supplier is then selected from this list. The following are the entry qualifiers features that influence buyers final decision [Howard (1998)]: Financial strength Appropriate business strategy Strong supportive management Proven manufacturing capability Design capability There are also many reasons that influence buyers decision to procure material on the following basis: Buying directly from the original manufacturer or distributor Original equipment manufacturers mostly offer lower prices that avoid the costs of wholesalers and retailers along with profit margins. The final choice must be considered on the basis of four factors including the size of the purchase, the manufacturers policies of direct sales, availability of storage at buyers facility, and the required additional services. Local, national, international and global suppliers Choosing international suppliers are more favourable as they usually offers the best price along with technical support but these have to be balanced by higher shipping costs, stocks, communication problems and common risks involved. Also, choosing local suppliers are considered more responsive to fluctuating demands, small deliveries and regular changes in purchase orders using Just-in-time method that not only supports local suppliers and allows the buyers to enhance local economy but also helps in building community goodwill. Large or small suppliers Usually buyers focus on suppliers capability to do the work rather than selecting on the basis of its size. But a buyer must keep in mind the unexpected increase in demands that can only be dealt by larger firms providing extra capacity to overcome these fluctuations. At the same time, in order to create a diversified supply base, buyers intentionally deal with smaller suppliers. Multiple or single sourcing When there are numerous different suppliers available then it becomes very difficult to make a decision of how many to use? Most of the organisations have chosen a trend to reduce the supply base that will benefit them accordingly. Determining method to select supplier This is the last stage where buyers are left with four to five suppliers in their shortlist and decide to evaluate these remaining organisations by looking at the alternatives in more detail for example, using supplier-provided information, supplier/customer visits, preferred list of suppliers and third-party information. Supplier-provided information Detailed information can be acquired through requesting price quotations. Information received from quotations are then used to understand the product description and supply which is then followed by another requests of a detailed cost breakdown of the price quoted by suppliers initially that must include the costs of labour, materials, overheads and profit as buyers also require operational details to finally evaluate them. Supplier visits One of the most efficient ways of getting an overall view of suppliers capabilities and performance is to visit suppliers facilities by a cross-functional team. Generally, these visits are expensive and time consuming so a buyer must balance their desire to gather as much information as possible confidentially. The following table shows important information points that a buyer must collect during its visit: Management capability Quality management Technology levels Planning and scheduling effectiveness Financial strength Personnel relations E-business capabilities Sophistication and efficiency of operations ISO certifications Skills, knowledge and experience of workforce Evidence of good management and housekeeping Types of inventory Nature of the goods inwards, stores and outwards areas Environmental practices Employee employment contracts Any significant changes planned or expected Contact details of key decision makers Use of preferred suppliers This is a list of suppliers created by the purchasers to reward their best suppliers that consistently meets their strict performance criteria. The list can also be used as an incentive to improve the existing suppliers performance and assessed accordingly. External or third-party information This consists of all the other information available about a potential supplier. For example, Total quality management is a system that insists suppliers to meet the quality standards as similar to buyers and generates a flow of related information throughout the supply chain. Selecting supplier and signing agreement This is the final step to choose the supplier followed by signing a contract. This includes different purchasing orders required for routine and major items, i.e. using standard purchase orders for routine items whereas, detailed negotiation is required to agree on specific details for major items that increases the complexity in the purchase order. Supplier evaluation criteria After considering various steps in selecting suppliers, the buying organisation must analyse the following questions with the supply organisation in order to progress outside their traditional purchasing relationships and possibilities for long term relationships with them: [Spekman (1988)] Has the supplier signified a dedication or willingness for a longer term relationship? Is the supplier enthusiastic to perform resources to develop this relationship? Is the supplier willing or able to participate at the early stage or throughout the stage of product design? Has supplier brought any unique service to the business? Is the supplier showed their interests or commitment towards customers problems and effectively solving them together? Is the supplier is interested in improvements and innovations in the operations? Is there any openness of sharing and exchanging information between both companies? How much knowledgeable is the supplier about the customers industry and business? Is the need for confidentially exchanged information taken seriously? Supplier management and development In todays time, the need to improve supplier performance is open in large or small organisations and for this reason; the purchasing teams must introduce a supplier relationship management (SRM) approach to achieve their organisational goals and success in global purchases of technology. Therefore, this calls for managing resources efficiently throughout supply chain collaborations, dedication required from supply managers, creating standardised best practices effectively and tools required for tracking and evaluating the results. The process must begin with effective supplier performance measures required to undertake strategic supply or procurement decisions for the organisation. [Minahan T. And Vigorose M. (2002)] Effective supplier performance measurements What to measure The factors important to assess the performance includes: Delivery performance The purchase orders that are sent to suppliers involves all the appropriate information on deliveries, with quantities, lead times and due dates. Therefore, it is buyers responsibility to check regularly that how well a supplier actually meets their expected conditions. Cost performance There are many ways that can measure cost performances for example, monitoring real price delivered by the supplier after adjusting increase in the prices (inflation). Quality performance In order to measure quality, the best criteria for buyers is to check that products are delivered in 100% perfect condition with no defects. This also includes comparing previous performances, latest performance with mutually agreed standards and various other figures. Other qualitative factors in supplier performance Factor Explanation Problem solving Suppliers attention to provide solutions to the problem Technical skills Comparing suppliers manufacturing capacity with other business suppliers Reporting progress Suppliers incomplete reporting of existing problems and identifying and communicating other potential problems Corrective action Suppliers timely response to requests for corrective actions and requests for changes Cost-reduction plans Suppliers enthusiasm to find techniques that helps to reduce the total purchase cost New-product development support Suppliers capability to reduce time and cost required for new product development Buyer/seller compatibility Rating subjectively how well a purchasing firm and a supplier work together Therefore, the above are various other factors that help the buyers to measure the suppliers technical ability and closeness of both parties relationships. Reporting frequency This includes preparing reports to provide a clear feedback to supplier on their performance. Purchasing management must communicate with their buyers to send these reports by reviewing them weekly, monthly, quarterly or annually which is then followed with more face-to-face team meeting that reviews their actual performance, discussion on targets, identify potential improvements, examine changes, and so on. Any problems (for example, supplier fails to meet the required standard) occurred during crucial time must be addressed with special reports and meetings to avoid any financial and operational problems. Use of measurement data Procurement staff can make use of data collected from its measurement systems in many ways including: Identifying suppliers which are not meeting the performance goals and highlighting areas that calls for improvements, followed by corrective actions taken to raise the performance to acceptable levels or else finding new suppliers. It helps in discovering excellent performances achieved from supplier which then helps identify preferred suppliers that qualify for long term alliances. It also recognises the worst performing suppliers that are continuously not improving and needs to be removed from supply base whereas offering more work to superior suppliers. Supplier measurement techniques There are three techniques discussed for evaluating performance of suppliers, each differs in their use, level of subjectivity, resources required and implementing cost. Categorical techniques These techniques considers a particular aspect of performance, for example lead time and classifies a set of categories for performance rating as excellent, good, fair or poor and therefore, helps buyers in deciding which supplier is good or bad. This is an easiest system of measurement, easy to use, comparatively inexpensive and also the most subjective. There are some drawbacks of using this technique as they do not provide a clear analysis of performance, slower than automated systems and regarded as the lowest of the three techniques in terms of reliability. Scoring model This method overcomes the subjectivity of categorical technique by calculating a weighted score for different performance categories. This is more reliable and requires reasonable implementation cost providing flexibility for buyers to change the categories included as well as weights allocated to each. Cost-based techniques -This technique is the most comprehensive that can help the buying organisation to look for the total cost required for doing business with a particular supplier by identifying the lowest purchase price is no

Personal Sense of Identity :: essays research papers

Identity What influences a person’s identity? Is it their homes, parents, religion, or maybe where they live? When do they get one? Do they get it when they understand right from wrong, or when they can read, or are they born with it? Everyone has one and nobody has the same, is there a point in everyone’s life when they get one? A person’s identity is his own, nobody put it there and nobody can take it out. Everyone in this world has a different identity because they all make their own over the course of their life. A person’s identity also causes a person to have masculine and feminine traits. There is no one thing that gives a person their identity, there are however many different factors that contribute to one’s identity. What is someone’s identity? Is it the way they look, the way they dress, or it could be many things all put together, or is it none of the above? To me someone’s identity is a part of their being. Nobody will ever hold it, touch it, or even see it, but it is there. Everybody has one, it guilds your decision making, your thoughts, ideas, and dreams. You may think something is terrible while someone else does not even care and yet another person may laugh, why? The answer is simple, everyone has his own identity and personality. Everyone feels, acts, thinks, and dreams differently. People may have some of these things in common with one another, but they will not be totally the same, it is like a fingerprint, unique. There are many origins to a person’s identity, their family, friends, home life, religion, environment and others. But how does it get there, you do not go into a store and pick on off the shelf. A person’s identity is developed over many years and put together by the person themselves. It comes from the individuals ability to think, reason and form an opinion. Nobody has the same mind, or the same or the same conscious, so how could anyone have the same identity as another. A person’s identity is developed over many years from the time they become aware of their surroundings, to the time they decide if they are going to college, and even as they grow old there identity will change with them. As people’s dreams are dreamed and goals are accomplished their identities will change with the individual.

Nonfiction Reaction

â€Å"Salvation† by Langston Hughes â€Å"Who Will Light the Incense When Mother’s Gone? † By Andrew Lam Nonfiction Reaction University of Phoenix ENG/125 Jill Greene Nonfiction Reaction â€Å"Salvation† by Langston Hughes Langston Hughes, author of the nonfiction short story â€Å"Salvation,† was born James Mercer Langston Hughes on February 1, 1902 to Carrie and James Hughes in Joplin Missouri (New World Encyclopedia, 2008). Langston Hughes was among the principle figures of the Harlem Renaissance. He is a major influence to writers and poets of different races and creeds. His writings, inspired by the rhythms and language of the black church and blues and jazz music of his era, send messages of equity, harmony, and unity. Hughes believed music to be the true expression of the black spirit. In Hughes’ nonfiction story, â€Å"Salvation,† he writes about his salvation from sin that was instead an abandonment of his belief in Jesus. The story begins with the revival at his Auntie Reed’s church. Hughes was told: When he becomes saved he would see a light, and something would happen inside. Jesus would come into his life and God would be with him from then on. He would be able to see, hear, and feel Jesus in his soul. Hughes, 1940, p. 351) During the revival that night the children were brought to the front of the church. At the end of the sermon the preacher asked the children enter the fold of Jesus and save their soles from sin. Some of the children went right away. People of the church prayed for the other children until they went t o the altar. Hughes did not go because he was waiting to see Jesus and the light. Hughes and Westley were the only children left. Westley became tired and went up to the altar to save his sole from sin. Hughes was still waiting to see the light and Jesus. The congregation continued to pray for Hughes. Hughes was waiting to see Jesus. Jesus never came. Hughes began to wonder why he could not see Jesus and what would happen to Westley for taking Jesus’ name in vain and lying in the church. He finally rose and went to the church alter to join the other children. The congregation began to rejoice with shouts of Amen. That night in bed he cried. His aunt thought his crying was because the Holy Ghost had come into his life, and he had seen Jesus. He was crying because the Holy Ghost had not come into his life, he had not seen Jesus, and he could not tell her of his lies (Hughes, 1940, p. 352). He could not tell his aunt he no longer believes that there is a Jesus. In this nonfiction story Hughes uses irony to show that no matter how bad a person wants something to happen, chances are that something may not happen. Hughes was told that he would see a light and Jesus. Jesus does not come. This causes Hughes to doubt his salvation and religion. Hughes has to give in to the painful truth that he would not see a light or Jesus. As the preacher sang of â€Å"the ninety and nine safe in the fold,† Langston could not help but believe he was the â€Å"one little lamb left out in the cold† (Hughes, 1940, p. 51). This song was a comparison of the children to lambs. The children were lambs, innocent and with a need to be led to Jesus. Within this flock Hughes and Westley were the strays that needed to be led back to the right path to Jesus. These boys came to the altar for the wrong reasons. Hughes demonstrates that temptation still exists, much like the temptation of th e apple in Eden. Hughes gives in to the temptation of lying about seeing Jesus. This causes Hughes to doubt the existence of Jesus because â€Å"he did not come to help him† (Hughes, 1940, p. 352). This story reminds the reader of the pressure that adults can unknowingly place on children. â€Å"Who Will Light the Incense When Mother’s Gone? † by Andrew Lam Andrew Lam, author of the nonfiction short story â€Å"Who Will Light the Incense When Mother’s Gone? † was born in 1964 in South Vietnam. He came to the United States in 1975 at the age of 11. The nonfiction short story â€Å"Who Will Light Incense When Mother’s Gone? † is about the loss of old traditions. When Lam’s mother turns 70, she and her sister wonder who will keep the tradition and light the incense to the dead when each sister is dead. Their children have become Americanized and do not want to keep the tradition. Their grandchildren will not because they do not understand this tradition. The ladies assume that the ritual will end with them. The children, born in America, know nothing of their ancestors in Vietnam. The ritual consists of lighting joss sticks at the ancestral altar. Then talking to the ghosts and saying prayers to the spirits of dead ancestors asking for protection. Lam uses imagery about the incense slowly burning and his mother mumbling indecipherably to dead people to show how this tradition is old and nonsensical to him. Lam’s mother is afraid that he has become too American. She believes that he has become a cowboy. â€Å"A cowboy in Vietnamese estimation is a rebel who, as in the spaghetti westerns leaves town—the communal life—to ride alone into the sunset† (Lam, 2003, p. 1078). Lam uses metaphors, cowboy, to describe how his mother views him. Lam expresses his fear to be left alone in the world when his mother leaves, but hesitates to take up her traditions. Lam’s mother wants her children to be Americans, to finish high school, go to college, and receive employment in the field of study. She would also like them to keep Vietnamese traditions. Lam believes he and his mother live in two different worlds. â€Å"His is a world of travel, writing, and public speaking; hers is a world of consulting the Vietnamese horoscope, attending Buddhist temple on the day of her parents death anniversaries, and telling stories of the past† (Lam, 2003, p. 1078). When Lam considers the traditions that will be lost, he has feelings of guilt. â€Å"I wish I could assure my mother that, after she is gone, each morning I would light incense for her and all the ancestor spirits before her, but I cannot† (Lam, 2003, p. 078). His mother and other Vietnamese mothers connect him and his generation to the traditional past. When she is gone this will be lost. â€Å"I fear she’ll leave me stranded in America, becoming more American than I expected, a lonely cowboy cursed with amnesia† (Lam, 2003, p. 1078). Both of these stories, â€Å"Salvation† and â€Å"Who Wil l Light Incense When Mother’s Gone? † are about loss. Hughes writes about the loss of his faith and Lam writes about the loss of his family tradition. I understand these feelings of loss. Traditions that my family did when I was younger, I no longer do as an adult. When gathering together with family and talk of these times, one begins to wonder why these times had to stop. Our lives have gone in different directions, and we no longer make time for extended family outings. Nonfiction stories such as these bring back memories to the readers. Everyone has a time when they have lost faith in something or questioned the loss of a family tradition. While reading these stories one can imagine themselves becoming a part of the story. Imagination is more useful for the reader. I believe that imagination is already a part of nonfiction writings. The writer is using imagination while writing about the past. The writer has to imagine as he writes. References Hughes, L. (2011). Salvation. In S. Barnet, W. E. Cain, & W. Burto, Literature for composition: Essays, stories, poems, and plays. (9th ed. , p. 351-352). Boston, MA: Pearson. (Original work published 1940). Lam, A. (2011). Who will light the incense when Mother’s gone? In S. Barnet, W. E. Cain, & W. Burto, Literature for composition: Essays, stories, poems, and plays. (9th ed. , p. 1077-1078). Boston, MA: Pearson. (Original work published 2003). New world encyclopedia. (2008). Retrieved from http://www. newworldencyclopedia. org/entry/Langston_Hughes

National Fabricators Essays

National Fabricators Essays National Fabricators Essay National Fabricators Essay Key Events/Case Synopsis National Fabricators Inc. is a company that specializes in the manufacturing of lockers, school furniture, toilet partitions, steel shelving, and is now currently owned by Tom Kruger after buying out $75,000 of shares from shareholders in 1992. The industry is very competitive as costs are rising and prices being cut while the economy declines at the same time. As the president of National Fabricators, Tom Kruger needs to bring the company back on its feet in order to generate profits and reduce its losses of $480,315 and outstanding bank loans of $784,000. Tom Kruger also predicts that sales would fall as much as 10% during the 1994 fiscal year due to government cutbacks on medical and educational spending as well as a sluggish level of consumer confidence. Tom Kruger is now faced with trying to get a 60 day extension for his temporary line of credit in order to get the company to start making profits again. Problem Statement and Objectives To save the company, Tom Kruger needs to get an extension of 60 days on his temporary line of credit so that he can keep losses to a minimum and start generating more profits. At the same time, the economy is declining, competitors are setting low prices, and the government is cutting back on educational spending. Tom Kruger realizes that his plant is not being utilized at full capacity and most of the operations were being primarily financed on bank credit due to insufficient cash at hand. To address these problems, Tom Kruger is now planning on developing a new plant layout for efficiency as well as requesting a line of credit extension in order to finance debt. Situation Analysis Porters As we can see from the case, the metal industry is not an attractive industry because of high competition with low bids, unstable economy, high bargaining power of buyers, and high start up costs. Since the buyers have very little suppliers to choose from to do business with, it can be concluded that suppliers have bargaining power in this industry. Buyers on the other hand only have power when they are specialized at what they do and offer a very low price. Substitution is quite limited due to different specifications offered by the major companies. Barriers to entry on the other hand are very high due to the huge amount of capital needed to get a foot in to the industry. All in all competition is very high in this industry and one must bid aggressively in order to gain a contract. However, this is hard when everyone is giving their lowest bid. SWOT Analysis Overall, for National Fabricators the weaknesses outweigh the strengths for due to its failure towards managing both finance and operations for approximately 10 years. The threats also outweigh the opportunities mostly due the intense competition whcih provides a negative trend towards profits for National Fabricators within the industry. Strengths: The company has kept all of their old employees at the management level and this will allow them to keep stability while the company is under new ownership. With a strong sales team being compenstated on a commission basis, this will isnpire each employ to work harder to make and close sales; which in the long run will increase company profits. National Fabricator has contracts from purchaser who are very unlikely to default on their payables, because majority of them come from the government. Mr. Kruger, is well experienced for this position mostly due to his education and qualifications Weaknesses: The company lacks in a sufficient inventory management and cost management system, which impacts profits. With a deficiency of cash flow it forced the company to purchase materials from more costly war ehouses other than Steelmills which is cheaper, which inreturn had increased manufacturing cost. Inproper scheduling and status reporting for work in progress caused a major ineffectiveness on plant capacity use, which had openly increased operating cost and reduced net profits. Opportunities: Buying from the Steelmills will result in an increase of operating profit while costs are being decreased. The company has the opportunity to grow in various markets and aquire new customers such as malls, hotels, offices, and motels not only in Canada but as well as the United States. Threats: Tremendous price and wage competition in a recurring industry will lead to additional losses in profits. The highest risk for National Fabricators is the three companies which are dominating the industry that have the investment ability to control industry standards and requirements, which could lead to a decrease in profits. Due to the long term contracts from the government it is impacting the com pany’s cash flow in a negative trend. Historical Financial Analysis Sales fluctuate due to the frequently cyclic nature of the industry but they aim to remain above 3 million annually. In 1993 cost of goods sold being 90% of sales and 9. 6% gross profit of sales. Company’s lack of ability to manage inventory and lack of cash forced them to order from more expensive (12-15%more) warehouse than steel mills. Net profit margin has been negative and no major patterns over the 9 year period on net profit since the trend of the industry is based mostly on economic factors, and whether or not they secure contracts. Due to high percentage of COGS they are only left with a net profit of $980 or 0. 024% of sales in 1993. As a result, if the company lower the material cost, the profit margin will improve drastically. In 1984 current ratio went from 2. 07 to 1. 2 in 1993 which still is at an acceptable level, mainly due to the fact that operations were losing money in the past few years and there was a large cash drain on the company which resulted in the lowering of the current ratio. Operations were being financed by National Fabricators bank credit which resulted in outstanding bank loans of $784,000; this could cause serious problems on thei r credit rating from the local bank due to the worse intereage coverage ratio. Their average age of receivables in days is 78. 79 which had been steady around that number except in 1993 with 101 days mainly due to the holdback on large accounts. Since it is taking longer for them to convert accounts receivable into cash, the liquidity ability for the company is getting worse. | |1993 |1992 |1991 |1990 | |Liquidity | | | | | |Current Ratio |1. 12 |1. 34 |1. 32 |1. 58 | |Quick Ratio |0. 70 |0. 4 |0. 81 |0. 81 | |Profitability | | | | | |%Sales Growth |25. 7% |(17. 6%) |14. 4% | | |Gross Margin |9. 6% |10. 7% |7. 0% |7. 0% | |Net Margin |0. 02% |(1. 8%) |(5. 6%) |(6. %) | |Expenses/Sales |10. 0% |13. 3% |12. 8% |14. 1% | |ROE |0. 2% |(11. 4%) |(37. 8%) |(26. 3%) | |ROA |0. 04% |(4. 1%) |(12. 8%) |(11. 9%) | | | | | | | |Debt/Assets |75. % |64. 2% |66. 1% |54. 7% | |Debt/Equity |310. 4% |179. 4% |195. 0% |121. 2% | Recommendation and Analysis We have chosen to recommend alternative #1, which will focus on improving their profits because they will be reducing the cost of materials from purchasing directly from Steel Mills rather than buying from the warehouses. By doing so this will help them convince Confederation Bank. Purchasing from producers rather than the warehouses will significantly save us an approximate 12-15%. This can help drastically with their profits being made. Another way to improve profit is by increasing profit margins and to do so they need to cut the cost of materials, which will be approximately 68%. By having cut material cost by 13. 5% National Fabricators will have $314,600, which is the amount they saved from the materials and it would increase their gross profits by that amount. Having laid out this plan everything looks very convincing but there are a couple set backs, which need to be worked out. Delivery is three months once purchased from the producers directly rather than one-day delivery from the warehouses, this may cause problems for daily operations. National Fabricators now has to pay off their suppliers in 30 days payments. It used to be 60-90 days but the change requires the need for more cash on hand. Nationals Fabricators will require the financial support of Confederation Bank in order to solve these set backs that will take place if they dont receive the help financial help they require. Being able to execute this plan we believe that National Fabricators would be able to convince the bank to extend the loan. This will benefit the company because not doing so will increase the financial problems. The reason being we didnt choose alternative 2 was because it was just too risky and way too costly especially with the risk at hand. Yes it was to better their sales but factor in that their attempts to migrate in the U. S. market also have the risk of not being successful. Also the number of other companies already settled their will give a great competitive market and putting all this together would just show that there is much more risk at hand than reward. Exhibits and Analysis: Attached on next page

Writing with Computers Too Easy

Writing with Computers Too Easy Writing with Computers Too Easy Writing with Computers Too Easy By Hugh Ashton Last week we looked at antiques: quill pens, fountain pens, and typewriters. And so we come to word processors and computers. The word processor brings obvious advantages to writers. The ease with which you can write and revise, having typing and spelling mistakes corrected as you go, leads tocarelessness. I’m not simply referring to over-reliance on spell-checkers that’s been covered adequately in other articles* on this site but to sloppy style and composition. It’s all too easy, as I have found in my nearly 30 years of using word processing software (I started with WordStar 3.1 on CP/M80 for the archeologists among you), to write using these tools. The obvious advantage is that it is easy to go back and change your words and your mind about what you want to say. But one of the serious disadvantages is that you can write half a sentence, break off and come back to write the other half, which may not match the first half in style, content or overall meaning. Of course, this is technically possible with any other writing method but somehow it seemed harder to stop in the middle of a sentence with a pen or a typewriter. In any case, with a typewriter, you felt honor-bound to finish the page. Dropping one piece of writing mid-sentence, taking out the sheet of paper, re-setting margins, etc. and continuing the original on the re-inserted piece of paper usually didn’t work too well. This ability to stop writing a sentence, do something else, and continue from where you left off without always finishing the thought with which you started can make for very disjointed writing. The â€Å"something else† can be totally unconnected with writing (food breaks and the like) or can be something writing- and computer-related (e.g. answering an e-mail message or Twitter message in a completely different writing style to the one used in your main writing assignment) or can even be within the same document, going back and revising something that’s already been written. While writing this piece, I’ve been guilty of all three types of mid-sentence breaks. Can you see them? I hope not, because I do go back and re-read what I have written, matching style and making sure the logic flows neatly from one part to the next. However, it does seem painfully obvious to me reading some writing (including some of my own past work) that the flow of thought hasn’t been checked, and that the â€Å"first fine careless rapture† is the final published product. It may not be as exciting to polish a diamond as to dig it out of the ground, but unpolished uncut diamonds are not nearly as valuable as their processed counterparts. Take time to polish your gems before putting them on display to the world. More about word processors next week. *Spell Check isn’t foolproof Site, sight, and the spell check syndrome Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Freelance Writing category, check our popular posts, or choose a related post below:100 Mostly Small But Expressive Interjections34 Writing Tips That Will Make You a Better WriterWriting a Thank You Note

Report Essay Example | Topics and Well Written Essays - 2000 words - 3

Report - Essay Example The Managerial Escalator The â€Å"managerial escalator† concept seeks to explain how specialists grow in their careers to become managers. In most companies and organizations, specialists are employed to perform a specific activity that is in line with their profession (Rees and Porter 7). For instance, an engineer may be hired to specifically deal with the design and implementation of technical concepts. This specialization cuts across various fields for professionals such as accountants, scientists and other professional fields. After some time in the job, a specialist may acquire some minor supervisory duties. For example, a senior engineer may have the responsibility to guide new employees with their job assignments and also check on their progress. These supervisory duties may be very informal since the specialist may not have a direct managerial role. Once the specialist attains experience of say five years, it is not uncommon for him or her to be promoted to a senior r ole. The new role may require the specialist to officially perform some sort of managerial duties albeit on a smaller scale (Schermerhorn & Schermerhorn 2011). Foe instance, an accountant may be put in charge of a small division within the accounting department. The role of leading a team inherently requires some level of managerial skills from the specialist The specialist may get further promotions as he or she attains more experience on the job. In the course of their duties, specialists often gain some managerial experience albeit informally. The managerial escalator concept argues that specialists may actually end up spending most of their time in management roles unknowingly. It is imperative that amount of time that an individual spends on a given position will depend on the individual’s skills (Mintzberg, 2009). Thus, the course of progress in the managerial escalator will vary from person to person. Even though a specialist may continue spending time in the area of s pecialization, the managerial shift occurs when the specialist finds himself spending more time managing people rather than engaging in the specialized activities himself (Rees and Porter 6) The progression from being a specialist to being a manager may not necessarily be similar for all individuals. One of the critical elements that dictate the evolution of specialists to managers is the structure of an organization (Schermerhorn & Schermerhorn 67). Specialists who are given some level of responsibilities and independence progress faster to managerial positions in comparison to those who have limited responsibility. In some organizations, there are specific guidelines that determine the career progression of its employees. It should be noted specialists who transition into managers may not have the requisite managerial skills. In fact, most organizations do not train their specialists with managerial skills and in the rare occasions where the managers are trained, the skills give a re not effective. Thus, it is common in organization to find specialists turned managers who have only informal management skills. The transition from a specialist to a manager may also face some challenges. Management requires specialist skills in order to lead and instruct others appropriately. The possession of specialist skills may also come in handy especially in

Scottish & Southern Energy plc Case Study Example | Topics and Well Written Essays - 1500 words

Scottish & Southern Energy plc - Case Study Example "SSE's strategy is to deliver sustained real growth in the dividend payable to shareholders through the efficient operation of, and investment in, a balanced range of regulated and non-regulated energy-related businesses. The successful implementation of this strategy in 2006/07 delivered another year of excellent financial performance, with profit before tax exceeding 1 billion for the first time, and strong operational performance, with our policy of responsible pricing helping us to gain more than one million additional customers" (Miranda.com, 2007). "We are committed to offering customers a combination of price, service and products which will enable us to achieve further growth during the rest of the financial year and beyond" (Ian Marchant, as quoted by Hamish Rutherford, The Scotsman, 2007). Scottish and Southern Energy plc, believe that the company's rapid growth has been due to a consistent and continuing focus on four essential areas: the maintenance and investment in present energy networks; continued investment in SSE's "leading-edge portfolio" (Annual Review, 2006, p.1); increasing and developing energy supply; and through the development of a strong presence in businesses such as gas storage, contracting connections, and telecoms. As a result of the achievements and progress made within these central goals, the company's 2006 reported its financial performance, with adjusted profit before tax, as being at approximately 858.2 million (Annual Review, 2006). Scottish and Southern Energy was formed in 1998, following the no-premium merger of Southern Electric and Scottish Hydro Electric, and required Connect South West contracting business just a year later. Following this Scottish Hydro Electric Contracting was launched, while by 2000, the company had acquired the energy supply business, SWALEC, it had completed its 50% investments into the Seabank 2 gas-fired power station, and the number of customers had exceeded more than four million. Then, in 2001, SSE began operating Cuilieg, the corporation's hydro election power station - it's first in forty years - and in 2002, the company's Annual Report showed profits of some 597.2 million (Annual Report, 2002). SSE's growth continued in 2003, the year in which the company acquired Neos Telecom, and customers passed the five million mark. It was also during this period that Scottish and Southern Energy announced its plans to construct the Glendoe hydro-electric power station, while also acquiring the balance of equity for the