Sensing The Environment Student Created Water Quality...

Sensing the Environment: Student-Created Water Quality Sensors Liesl Hotaling, Eidos Education Rustam Stolkin, University of Birmingham, School of Mechanical Engineering Abstract (250 words) The Student Enabled Network of Sensors for the Environment using Innovative Technology (SENSE IT) program provides an infrastructure and curricula for teachers and students to learn core science, technology, engineering and math (STEM) knowledge through building, testing, programming and deploying their own environmental sensor networks. The project prepares and motivates young people for the future STEM workforce by providing: 1) a motivating, meaningful and hands-on scenario for learning a wide range of STEM topics, 2) an engaging link between†¦show more content†¦Students learn best if they are immersed in complex experiences and are given the opportunity to actively process what they have learned (Caine, 1991). Unfortunately, only 16 percent of instruction in U.S. classrooms could be characterized as application oriented (Stevenson and Stigler, 1992). To assist students in achieving content mastery, teachers must create learning environments which present students with c hallenging problems to demonstrate their knowledge through application. This emphasis on application through design has been informed by research on the use of design for learning complex and interrelated ideas (Brown, 1992; Blumenfeld et al., 1991; Harel Papert, 1990, 1991; Perkins, 1986; Mishra Koehler, 2006). The process of building ocean technologies in classrooms can introduce authentic and engaging, ill-structured problems that reflect the complexity of the real world. The Student Enabled Network of Sensors for the Environment using Innovative Technology (SENSE IT, www.senseit.org) project, brings real-world environmental sensor networks into the classroom. SENSE IT challenges students to construct and deploy sensors and interpret data from their own sensor network to monitor water quality. SENSE IT integrates fundamental science, technology, engineering and mathematics (STEM) principles and providesShow MoreRelatedReport On University Of Florida Water Consumption And Methods Of Reduction1998 Words   |  8 PagesReport on University of Florida Water Consumption and Methods of Reduction Yanfang Ao. James K. Clover. Andres E. Cubeddu. 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The Story Of An Hour And Still I Rise - 1449 Words

Comparative Texts How do â€Å"The Story of a Hour† and â€Å"Still I Rise† express the problems faced by women? Both texts express some of the struggles faced by the protagonist woman in their retrospective time periods. ‘Still I Rise’ is very empowering and mirrors Angelou’s own struggles with her lack of freedom. and how the strength of women will allow her to be treated as equal. However, ‘The Story of an Hour’, conveys its message of the oppression faced by women in a more subtle manner. It discusses how Mrs Mallard’s life and death are dictated by, â€Å"the doctors†, which are men. In ‘The Story of an Hour’ the struggles and hardships of women in day to day life are conveyed. In ‘The Story of an Hour’, Chopin implies that marriage, even when†¦show more content†¦Chopin also uses repetition to highlight key ideas such as openness and freedom in the upcoming plethora of days to come. 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Sony Case 1991-2003 Free Essays

Exploring Corporate Strategy CLASSIC CASE STUDIES Restructuring Sony Vivek Gupta and Konakanchi Prashanth The electronics and media giant Sony was struggling through the late 1990s and early part of the 21st century. With each disappointment, it seemed that Sony’s management launched another restructuring of the company. By 2003, commentators were beginning to ask whether restructuring was part of the solution or part of the problem. We will write a custom essay sample on Sony Case 1991-2003 or any similar topic only for you Order Now How should Sony be managing its strategic renewal? G G G As conditions change, Sony has to change accordingly, because their conventional strategy won’t transcend to the Internet-enabled model. 1 Mitchell Levy, author of The Value Framework INTRODUCTION For the first quarter ending 30 June 2003, Japan-based Sony Corporation (Sony)2 stunned the corporate world by reporting a decline in net profit of 98 per cent. Sony reported a net profit of ? 9. 3 million compared to ? 1. 1 billion for the same quarter in 2002. Sony’s revenues fell by 6. 9 per cent to ? 1. 6 trillion for the corresponding period. Analysts were of the opinion that Sony’s expenditure on its restructuring initiatives had caused a significant dent in its profitability. In the financial year 2002–03, Sony had spent a massive ? 100bn on restructuring (? ?500m; ? a750m). Moreover, the company had already announced in April 2003 about its plans to spend another ? 1 trillion on a major restructuring initiative in the next three years. Analysts criticised Sony’s management for spending a huge amount on frequent restructuring of its consumer electronics business, which accounted for nearly two-thirds of Sony’s revenues. In 2003, the sales of the consumer electronics division fell by 6. 5 per cent. Notably, Sony’s business operations were restructured five times in the past nine years. Analysts opined that Sony’s excessive focus on the maturing consumer electronics business (profit margin below 1 per cent in 2002–03), coupled with increasing competition in the consumer electronics industry was severely affecting its profitability. 1 2 ‘Sony Analyzed via the Value Framework’, Mitchell Levy, posted on www. ecmgt. com, October 2002. Sony was established in 1946. The company invented the video recorder, walkman and mini-disc recorder. It is a leading manufacturer of audio, video, communications and information technology products. Sony has also forayed into diverse fields like music, television, computer entertainment and motion pictures. The company is engaged in five main lines of business – electronics, games, music, pictures and financial services. This case was prepared by Vivek Gupta and Konakanchi Prashanth of the ICFAI Center for Management Research, Hyderabad, India. It is intended as a basis for class discussion and not as an illustration of either good or bad management practice. Â © V. Gupta and K. Prashanth, 2004. Not to be reproduced or quoted without permission. Exploring Corporate Strategy by Johnson, Scholes Whittington 1 Restructuring Sony Table 1 Sony’s financials (1991–2003) Year ended March 31 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 * ? 100 = approx. A0. 75. Source: Annual Reports 1991–2003, www. sony. net. Sales Operating Revenue (? bn)* 3695. 51 3928. 67 3992. 92 3744. 8 3990. 58 4592. 56 5663. 13 6755. 49 6804. 18 6686. 66 7314. 82 7578. 26 7473. 63 Operating Income/loss (? bn) 302. 18 179. 55 126. 46 106. 96 ? 166. 64 235. 32 370. 33 520. 21 338. 06 223. 20 225. 35 134. 63 185. 44 Net Income/loss (? bn) 116. 92 120. 12 36. 26 15. 30 ? 293. 36 54. 25 139. 46 222. 07 179. 00 121. 83 16. 75 15. 31 115. 52 However, Sony’s officials felt that the restructuring measures were delive ring the desired results. According to them, the company had shown a significant jump in its profitability in the financial year 2002–03. Sony reported a net income of ? 115. 52bn in the fiscal 2002–03 compared to ? 15. 31bn in 2001–02. (See Table 1 for Sony’s key financials in the past 13 years. ) A statement issued by Sony said, ‘The improvement in the results was partly due to the restructuring of its electronics business, especially in the components units. ’3 At the beginning of the new millennium, Sony faced increased competition from domestic and foreign players (Korean companies like Samsung and LG) in its electronics and entertainment businesses. The domestic rivals Matsushita and NEC were able to capture a substantial market share in the internet-ready cell phones market. Analysts felt that the US-based software giants like Microsoft and Sun Microsystems and the networking major Cisco Systems posed a serious threat to Sony’s home entertainment business. BACKGROUND On 7 May 1946, Masaru Ibuka (Ibuka) and Akio Morita (Morita)4 co-founded a company called Tokyo Tsushin Kogyo Kabushiki Kaisha (Tokyo Telecommunications Engineering Corporation) with an initial capital of ? 190,000 in the city of Nagoya, Japan. They gave importance to product innovation and decided to offer innovative, high-quality products to their consumers. The founders introduced many new products like the magnetic tape recorder, the ‘pocketable radio’, and more. By the 1960s, the company had established itself in Japan and changed its name to Sony Corporation. During the 1960s, the company focused on globalisation and entered the US and European markets. In the 1970s, Sony also set up manufacturing units in the US and Europe. During this period, Sony developed and introduced the Walkman, which was a huge success. It significantly boosted Sony’s sales during the 1980s. By the mid-1980s, Sony’s consumer products were marketed in Europe through subsidiaries in the UK, Germany and France. 3 4 ‘Financial Results for the Second Quarter, FY 2002’, posted on www. sony. net, 28 October 2002. Akio Morita was a graduate in physics, while Masaru Ibuka had a degree in electronic engineering. When Morita joined the Japanese navy as a Lieutenant, he met Ibuka at the navy’s Wartime Research Committee. Exploring Corporate Strategy by Johnson, Scholes Whittington 2 Restructuring Sony Table 2 Sony’s businesses (1994) Business Electronics Product Groups/Companies Video equipment Details Comprises 8mm, VHS, and Beta-format VTRs, laserdisc players, broadcast and industrial use video equipment, Hi-Vision-related equipment, and videotapes. Comprises CD players, Mini Disc system, headphone stereos, personal component stereos, hi-fi components, digital audio tape recorders/players, radio-cassette tape recorders, tape recorders, radios, car stereos, car navigation systems, professional-use audio equipment, audio tapes, and blank MDs. Comprises colour TVs, Hi-Vision TVs, computer displays, professional-use monitors, satellite broadcast reception systems, projector systems, and large colour video display systems. Comprises semiconductors, electronic components, cathode ray tubes (CRTs), telephone and telecommunications equipment, computers, computer peripherals (including floppy disk systems and CD-ROM systems), home video game systems, batteries, and FA systems. Includes Columbia Records Group; Epic Records Group; TriStar Music Group; Sony Music International; Sony Classical; Sony Classical Film Video; Sony Wonder; Sony Music Entertainment (Japan) Inc. Includes the Columbia TriStar Motion Picture Companies; Sony Television Entertainment; Columbia TriStar Home Video; and Sony Pictures Studios and The Culver Studios. Sony Retail Entertainment includes Sony Theatres. Comprises the insurance business of Sony Life Insurance Company Limited and the finance operations of Sony Finance International. Audio equipment Television Others Entertainment Music Group – Sony Music Entertainment Pictures Group – Sony Pictures Entertainment Inc. (SPEI) Insurance and Finance Sony Life Insurance and Sony Finance International Source: Sony Annual Report 1995, www. sony. net. In 1989, Norio Ohga (Ohga) took over as the chairman and CEO of Sony from Morita. Under Ohga, Sony began to place greater emphasis on process innovations that improved efficiency and controlled product costs. By 1994, Sony’s businesses were organised into three broad divisions – Electronics, Entertainment and Insurance and Finance (see Table 2). Each business division was in turn split into product groups. The electronics business division was split into four product groups, which produced a wide variety of products. The entertainment division, which consisted of the music group and the pictures group, made music videos and motion pictures. The finance division consisted of Sony’s life insurance and finance business. The company’s growth was propelled by the launch of innovative products and by its foray into the music and films business. Restructuring of electronics business (1994) Under Ohga’s leadership, Sony witnessed negligible growth in sales during 1990 and 1994. Sales and operating revenues improved by only 2 per cent during that period. However, the net income and operating income registered a drastic fall of 87 per cent and 67 per cent respectively. Analysts felt that the stagnation in the electronics industry coupled with factors such as the recession in the Japanese economy and the appreciation of the yen against the dollar led to the deterioration in the company’s performance. Exploring Corporate Strategy by Johnson, Scholes Whittington 3 Restructuring Sony Table 3 Sales performance of the electronics business (1991–95) (in ? bn)* Year/ Business 1991 1992 1993 1994 1995 * ? 100 = approx. A0. 75. Source: Sony Annual Report 1995, www. ony. net. Video Equipment 928 896 828 669 691 Audio Equipment 882 948 928 841 899 Televisions 552 593 634 618 709 Others 619 793 772 817 909 It was noticed that in the electronics business (see Table 3), the revenues of the video and audio equipment businesses were coming down or were at best stagnant, while the television and ‘Others’ group were showing s igns of improvement. The ‘Others’ group, which consisted of technology intensive products such as computer products, video games, semiconductors and telecom equipment, was performing very well and had a growth rate of nearly 40 per cent. In order to focus on the high growth businesses, Sony announced major changes in the structure of its electronics business in April 1994. Sony’s management felt that the ‘Group’ structure, which had fuelled the company’s growth in the 1980s, was proving to be redundant in the dynamic business environment of the 1990s. In the new structure, the product groups of the electronics businesses were regrouped into eight divisional companies. The eight companies were the Consumer Audio Video Products Company, the Recording Media Energy Company, the Broadcast Products Company, the Business Industrial Systems Company, the InfoCom Products Company, the Mobile Electronics Company, the Components Company, and the Semiconductor Company. The restructuring exercise laid special focus on the products that formed the ‘Others’ group. Each divisional company had its own goals and was responsible for all its operations (production, sales and finance). The presidents of the divisional companies were authorised to decide upon the investments to be made up to a prescribed limit. They could also take decisions regarding the HR issues for all employees up to the level of divisional director. In addition, they were made responsible for the financial performance of the companies headed by them. Sony’s presidents were expected to perform a role similar to that of CEOs and were accountable to shareholders. The restructuring of Sony’s electronics business was aimed at improving the company’s focus on high potential products and expediting the decision making process to make the company more responsive to changing market conditions. Following the restructuring, the number of layers in the decision-making process was reduced from six to a maximum of four layers. Commenting on his responsibilities within the new structure, Ohga said, ‘First of all, I would like for the divisional presidents to run their companies as if they were reporting to shareholders once a year at a shareholders’ meeting. My role will be to review their strategies, examine any points I feel should be questioned and provide advice when and where necessary. ’5 The main goals of Sony’s newly formed organisation system were explained in a memorandum entitled ‘The Introduction of the Company within a Company System’ (see Table 4). Explaining the rationale for the new system, Ohga said, ‘By revitalising its organization, Sony aims to introduce appealing products in the market in a timelier fashion while further strengthening cost-competitiveness companywide. ’6 In 1995, after the implementation of the divisional company structure in the electronics business, changes were announced in Sony’s management structure. Under the new framework, Sony was to be led by a team of executives at the top management level. The team included the Chairman CEO, Vice Chairman, President Chief Operating Officer (COO), Chief Officers and the presidents of divisional companies. Analysts felt that Sony’s management took this measure to reduce the company’s reliance on 5 6 ‘From a Business Group System to a Divisional Company System’, posted on www. sony. net. As quoted in the 1995 annual report, posted on www. sony. net. Exploring Corporate Strategy by Johnson, Scholes Whittington 4 Restructuring Sony Table 4 Five main goals of the new system G To further enhance core businesses while developing new ones. G To introduce an organisational structure in which sales and production work closely together and respond quickly to market changes. G To simplify the structure to clarify responsibilities and transfer authority, thus ensuring quick responses to external changes. G To reduce the levels of hierarchy in the organisation. G To encourage the entrepreneurial spirit in order to foster a dynamic management base for the 21st century. Source: ‘From a Business Group System to a Divisional Company System’, posted on www. ony. net. a single leader. In March 1995, Nobuyuki Idei (Idei) was appointed the President and Chief Operating Officer of Sony. Despite the organisational changes, the financial performance of Sony deteriorated in 1995. For the fiscal year ending March 1995, Sony reported a huge net loss of ? 293. 36bn. The write off of goodwill during 1994, the poor performance of the Pictures group and the strength of the yen were regarded as major reasons for this loss. During 1994, the yen was at an all-time high against the dollar, making Sony’s exports uncompetitive. Analysts also felt that Sony’s consumer electronics business lacked new, innovative products. Given this poor financial performance, the top management of Sony decided to integrate the company’s various domestic and global business functions such as marketing, RD, finance, and HR. The functions of its numerous divisional companies were thus brought under the direct purview of headquarters. Idei also decided to strengthen the existing eight-company structure and to lay more emphasis on RD in the IT field. He felt that Sony needed to focus on developing IT-related businesses. Accordingly, Sony’s management reorganised the existing structure to create a new ten-company structure. THE TEN-COMPANY STRUCTURE (1996) In January 1996, a new ten-company structure was announced, replacing the previous eight-company structure (see Table 5). Under the new structure, the previous Consumer Audio Video (AV) company was split into three new companies – the Display Company, the Home AV Company and the Personal AV Company. A new company, the Information Technology Company, was created to focus on Sony’s business interests in the PC and IT industry. The Infocom Products Company and the Mobile Electronics Company were merged to create the Personal Mobile Communications Company. The other companies formed were the Components Computer Peripherals Company (formerly called the Components Company), the Recording Media Energy Company, the Broadcast Products Company, the Image Sound Communications Company (formerly called the Business Industrial Systems Company) and the Semiconductor Company. Table 5 Basic features of the ten-company structure G A new company structure to promote quicker, more effective operations that better reflect market changes. G The establishment of an Executive Board to reinforce headquarters and corporate strategy and management functions. G The appointment of new companies and groups for entering into the IT and telecommunications businesses. G The consolidation of marketing functions. G The establishment of Corporate Laboratories for new business development. G The training of promising young talent to foster future managers. Source: ‘Sony Announces a New Corporate Structure’, posted on www. sony. net, dated 16 January 1996. Exploring Corporate Strategy by Johnson, Scholes Whittington 5 Restructuring Sony In order to devise and implement the corporate strategies of the Sony Group, an Executive Board was created. The board was chaired by Idei. The other members of the board included the Chief Human Resources Officer, the Chief Production Officer, the Chief Marketing Officer, the Chief Communications Officer, the Chief Technology Officer, the Chief Financial Officer, the Executive Deputy President Representative Director and the Senior Managing Director. In an attempt to consolidate the marketing operations of Sony, the marketing divisions that belonged to the previous organisational setup were spun off to create three new marketing groups – the Japan Marketing Group (JMG), the International Marketing Operations Group (IMO) and the Electronic Components Devices Marketing Group (ECDMG). The JMG was responsible for all marketing activities in Japan for five companies – the Display Company, the Home AV Company, the Information Technology Company, the Personal AV Company and the Image Sound Communications Company. The IMO was responsible for supporting all overseas marketing efforts for these companies. The ECDMG oversaw the worldwide marketing operations for the Semiconductor Company and the Components Computer Peripherals Company. Analysts felt that this consolidation was done to separate Sony’s Japanese marketing operations from its worldwide operations so that the company could operate in a focused manner. To centralise all the RD efforts of Sony, the previous RD structure (in which each company had its own RD division) was revamped and three new corporate laboratories were established. The laboratories were the Architecture Laboratory (responsible for carrying out RD for software, network and IT-related technologies), the Product Development Laboratory (RD for product development in AV businesses) and the System LSI Laboratory (RD for LSI and system design, the basic components of hardware products). In addition, a new D21 laboratory was established to conduct long-term RD for future oriented technology intensive products. Sony also gave emphasis to grooming young, talented people to take up top management positions. The company also introduced the oncept of ‘virtual companies’ – temporary groups consisting of people from different divisions for launching hybrid products. Sony applied this idea when developing the latest generation Mini Disk players. For the financial year 1995–96, Sony registered a 15 per cent increase in revenues and became profitable again. In April 1998, a new organisation, Corporate Information Systems Solutions (CI SS), was established to realign and upgrade Sony’s information network systems and its global supply chain. The CISS comprised an advisory committee of individuals from management consultancy firms and Sony’s CISS representatives. The committee members advised the President on technological and strategic issues related to CISS. Representatives of the CISS were placed in all divisional companies to accelerate the implementation of corporate IT projects. During early 1998, Sony formed Sony Online Entertainment in the US to focus on internet-related projects. In May 1998, Sony changed the composition of its board of directors and established the new position of Co-Chief Executive Officer (Co-CEO). Idei was appointed Co-CEO. Idei reshuffled the management system to facilitate speedy decision making, improve efficiency, and provide greater role clarity to managers. The new system separated individuals responsible for policy-making from those who were responsible for operations. Under the new system, Idei was responsible for planning and designing Sony’s strategies and supervising the growth of e-business. Along with Ohga, he had to supervise the performance of the entire Sony group. President Ando was made responsible for overseeing Sony’s core electronics business, while Chief Financial Officer (CFO) Tokunaka was made responsible for the company’s financial strategies and network businesses. In addition, the top management positions of Sony’s global subsidiaries, which were previously called Corporate Executive Officers, were redesignated Group Executive Officers. Explaining the rationale for these changes, a Sony spokesman said, ‘These changes are aimed at making Sony’s management more agile’. 7 7 ‘Sony Names Management Team’, by Yoshiko Hara, EE Times, 9 May 2000. Exploring Corporate Strategy by Johnson, Scholes Whittington 6 Restructuring Sony Table 6 Sales performance of Sony’s businesses (1995–99) (in ? bn)* Year/Business 1995 1996 1997 1998 1999 CAGR (4 years) ? 100 = approx. A0. 75. Source: Sony Annual Report, 1999, posted on www. sony. net. Electronics 3027 3283 3930 4377 4355 8. 55% Game 35 201 408 700 760 215% Music 481 506 570 660 719 10. 5% Pictures 282 317 439 643 540 17% Insurance 113 207 228 291 339 31% Others 52 78 88 84 81 11. 7% The implications From 1995 to 1999, Sony’s electronics business (on which the restructuring efforts were focused) grew at a compounded annual growth rate (CAGR) of 8. 55 per cent (see Table 6). The music business had a CAGR of 10. 5 per cent while the pictures business had a CAGR of 17 per cent. Significant gains were, however, recorded by the games and insurance business. The games business registered a CAGR of 215 per cent, while the insurance business registered a CAGR of 31 per cent. In the late 1990s, Sony’s financial performance deteriorated. For the financial year 1998–99, its net income dropped by 19. 4 per cent. During that period, Sony was banking heavily on its PlayStation computer game machines. It was estimated that the PlayStation (Games business) accounted for nearly 42 per cent of Sony’s operating profits and 15 per cent of total sales for the quarter October–December 1998. In the late 1990s, many companies across the world were attempting to cash in on the internet boom. At that time, Sony’s management felt the need to establish a link between its electronics business (TVs, music systems, computers) and its content-related businesses (music, video games, movies and financial services) by making use of the internet. The management felt that in future, the revenues generated by internet-related businesses might even surpass those earned through the consumer electronics business. It wanted to use the internet as a medium for selling its electronic products as well as its content (music, movies and so on). In order to achieve this, Sony announced another reorganisation of business operations. Analysts felt that Sony was in a good position to exploit the opportunities offered by the internet since the company already had an established position in the electronics and content-related businesses. THE UNIFIED-DISPERSED MANAGEMENT MODEL In April 1999, Sony announced changes in its organisational structure. Through the new framework, the company aimed at streamlining its business operations to better exploit the opportunities offered by the internet. Sony’s key business divisions – Consumer Electronics division, Components division, Music division and the Games division – were reorganised into network businesses. This involved the reduction of ten divisional companies into three network companies, Sony Computer Entertainment (SCE) Company and the Broadcasting Professional Systems (BPS) Company (see Exhibit 1). SCE Company was responsible for the PlayStation business while the BPS Company supplied video and audio equipment for business, broadcast, education, industrial, medical and production related markets. The restructuring aimed at achieving three objectives – strengthening the electronics business, privatising three Sony subsidiaries, and strengthening the management capabilities. The restructuring also aimed at enhancing shareholder value through ‘Value Creation Management’. 8 8 It aimed at creating value by dividing the group into networked autonomous business units such that the resources within the Sony Group complemented each other. Exploring Corporate Strategy by Johnson, Scholes Whittington 7 Restructuring Sony Exhibit 1 The unified-dispersed management model Source: ‘Sony Announces Organization Structure for New Network Companies’, posted on www. sony. net, 29 March 1999. Strengthening the electronics business The three network companies created were the Home Network Company, the Personal IT Network Company and the Core Technology Network Company. Each network company was governed by a network company management committee (NCMC) and a network committee board (NCB). The NCMC was responsible for developing management policies and strategies. Its members included the officers and presidents of the concerned network company. The NCB was responsible for managing the day-to-day operations of the network company while keeping in mind the overall corporate strategy of the entire organisation. Each NCB was chaired by the concerned company’s President CEO, Deputy President, President and Representative Director, two Executive Deputy Presidents and Representative Directors, and Corporate Senior Vice President. The new structure aimed at decentralising the worldwide operations of the company. The corporate headquarters gave the network companies the authority to function as autonomous entities in their corresponding businesses. To facilitate more functional and operational autonomy, the corporate headquarters also transferred the required support functions and RD labs to each network company. To give a further boost to Sony’s electronics business, the management created Digital Network Solutions (DNS) under the purview of headquarters. The role of DNS was to create a network business model by charting strategies and developing essential technologies for exploiting the opportunities offered by the internet. The basic aim of creating DNS was to develop a network base that would provide customers with digital content (such as music and movies) and financial services. Privatising Sony’s subsidiaries As part of its strategy to promote functional and operational autonomy and to devote more attention to units which contributed significantly to its revenues and profits, Sony decided to convert three of its companies – Sony Music Entertainment ( Japan), Sony Chemical Corporation (manufactured printed circuit boards (PCBs), recording media and automotive batteries), and Sony Precision Technology (manufactured semiconductor inspection equipment and precision measuring devices) – into wholly Exploring Corporate Strategy by Johnson, Scholes Whittington 8 Restructuring Sony owned subsidiaries of Sony. In addition, Sony converted SCE, which was jointly owned by Sony and Sony Music Entertainment ( Japan), into a wholly owned subsidiary of Sony. Strengthening the management capability To strengthen the management capability, Sony clearly demarcated the roles of headquarters and the newly created network companies. Accordingly, distinction was made between the strategic and support functions. Sony’s headquarters was split into two separate units – Group Headquarters and Business Unit Support. The role of Group Headquarters was to oversee group operations and expedite the allocation of resources within the group. The support functions, such as accounting, human resources and general affairs, were handled by the network companies so that they could enjoy more autonomy in their operations. Significant long-term RD projects were directly supervised by the headquarters, while the immediate and short-term RD projects were transferred to the concerned network companies. In order to evaluate the performance of the network companies, a value based performance measurement system9 was introduced. The implications While pursuing its restructuring efforts, Sony started developing products which were compatible with the internet. Its electronic products, such as digital cameras, personal computers, music systems, and Walkman, were made web compatible. Through its website, www. sony. net, consumers could participate in popular television game shows, listen to music, and download songs and movie trailers. Sony also ventured into e-business with the acquisition of Sky Perfect Communications. 10 While focusing on offering internet-enabled products, Sony also attempted to increase internet penetration by offering internet connection at lower cost and higher speed to consumers in urban areas. Sony’s restructuring efforts in 1999 were well received by investors. Following the announcement of the restructuring programme, Sony’s stock prices nearly tripled. This positive trend continued even in 2000. By March 2000, its stock prices were at a high of $152. Having already offered its PlayStation game console on the internet, Sony successfully launched its PlayStation 2 (PS2) video game console in Japan in March 2000. The PS2 sold 980,000 units within the first three days of its launch. However, Sony still faced problems since its other businesses, including electronics, movies, personal computers, and mobile telecommunications, were not performing well. Analysts felt that the low internet penetration rate in Japan (estimated to be 13 per cent in 1999) was proving to be a major hurdle for Sony. Consequently, Sony’s financial performance deteriorated by the end of 1990s. For fiscal 1999 –2000, Sony’s net income fell to ? 121. 83bn compared to ? 179bn in the fiscal 1998–99. This resulted in a major fall in its stock prices. By May 2000, Sony’s stock prices fell by 40 per cent to $89. Analysts were quick to criticise Sony’s efforts towards transforming itself into a web-enabled company. They commented that the company had created more hype rather than taking a few significant steps in this regard. In response to these financial problems, Sony announced a reshuffle in its top management. Idei became the Chairman and Chief Executive Officer of Sony. Ando, who headed Sony’s PC division, was 9 A system that helps in effectively determining the cost of capital. The measurement is based on economic profit, which is calculated by subtracting the cost of debt and equity from the operating profit after tax. Sony planned to use this system of measurement to set targets and evaluate business unit performance. The performance was to be linked, in future, with management compensation. 10 A popular satellite broadcasting company in Japan which owned Sky Perfect TV and had successfully ventured into the internet service provider (ISP) business by launching the website, www. so-net. This website enabled online shopping, interactive games, fortune telling as well as stockbroking. Exploring Corporate Strategy by Johnson, Scholes Whittington 9 Restructuring Sony made the President, while Tokunaka, who previously headed the PlayStation unit, was made the Chief Financial Officer of Sony. Sony also undertook a massive cost-cutting exercise. Its global manufacturing facilities were reduced from 70 in 1999 to 65 in 2001. Sony planned to further bring down the number of manufacturing facilities to 55 by the end of 2003. This move would result in the elimination of 17,000 jobs. While implementing these measures, the company had to deal with severe resistance from employee unions and local governments (in areas where jobs would be eliminated). Despite the above measures, Sony’s financial condition did not show any significant improvement in 2001. The company was severely affected by the slowdown in the IT industry during 2000–01, which led to a decline in the demand for its computer-related products. As a result, in spite of a 9. 4 per cent increase in revenue in the fiscal 2000–01 (mainly due to the improved sales of the PlayStation games console) Sony’s net income dropped significantly from ? 121. 83bn in the fiscal 1999–2000 to ? 16. 75bn in the fiscal 2000–01. Analysts commented that Sony required a new business model. The company had immediately to take concrete measures to increase its net income. Sony’s management also felt that with the emergence of net-compatible devices like cellular phones, audio and video gadgets and laptops, PCs were losing their charm. It felt that in the emerging age of ‘broadband’11 the demand for the above products was likely to increase in future. Sony’s management felt that in order to boost profitability and exploit the opportunities offered by the broadband era, there was a need for yet another organisational restructuring. RESTRUCTURING EFFORTS IN 2001 Sony announced another round of organisational restructuring in March 2001. The company aimed at transforming itself into a Personal Broadband Network Solutions company by launching a wide range of broadband products and services for its customers across the world. Explaining the objective of the restructuring, Idei said, ‘By capitalising on this business structure and by having businesses cooperate with each other, we aim to become the leading media and technology company in the broadband era. ’12 The restructuring involved designing a new headquarters to function as a hub for Sony’s strategy, strengthening the electronics business, and facilitating network-based content distribution. New headquarters to function as a hub for Sony’s strategy Under the new structural framework (see Exhibit 2), Sony’s headquarters was revamped into a Global Hub centred on five key businesses – electronics, entertainment, games, financial services and internet/ communication service. The primary role of the Global Hub (headed by the top management) was to devise the overall management strategy of the company. Sony’s management decided to integrate all the electronics business related activities under the newly created Electronic Headquarters (Electronics HQ). In order to achieve the convergence of Audio Video Products with IT (AV/IT convergence), Sony devised a unique strategy called ‘4 Network Gateway’. Under this strategy, the games and internet/communication service businesses were combined with the electronics hardware business so that innovative products could be developed and offered for the broadband market. The three businesses were under the supervision of Ando. In order to provide support services for the entire group, a management platform was created, which consisted of key support functions in diverse fields such as accounting, finance, legal, intellectual 11 An acronym for broad bandwidth, it is a high-speed, high-capacity data transmission channel that sends and receives information on coaxial cable or fibre-optic cable (which has a wider bandwidth than conventional telephone lines). This channel can carry video, voice and data simultaneously. 12 As quoted in the Annual Report 2002, www. sony. net. Exploring Corporate Strategy by Johnson, Scholes Whittington 10 Restructuring Sony Exhibit 2 Sony organisational chart: electronics-related business (as of 1 April 2001) Source: ‘A New Group Structure for the Next Stage of Integrated, Decentralized Management’, www. sony. net, 29 March 2001. copyrights, human resources, information systems, public relations, external affairs and design. The management platform was later split into the Engineering, Management and Customer Service (EMCS) Company and the Sales Platform (which comprised the regional sales companies and region-based internet direct marketing functions). The management platform was headed by the Chief Administrative Officer, a newly created position. Sony’s management also converted the product-centric network companies into solution-oriented companies by regrouping them into seven companies. Group resources were allocated among the network companies on the basis of their growth potential. Exploring Corporate Strategy by Johnson, Scholes Whittington 11 Restructuring Sony Strengthening electronics business To enhance the profitability of the electronics segment, Sony’s management decided to give emphasis to product development efforts. The management felt it was also essential to enhance the quality of the electronic devices manufactured. In order to achieve this, Sony’s management devised an innovative business model called the Ubiquitous Value Network,13 which connected the company’s existing hardware, content and services through an agency of networks. Sony planned to develop a wide range of products which could be connected through this network. Network-based content distribution Like the electronics, games and internet/communication service businesses, the entertainment and financial services businesses were also developed in a network compatible manner to facilitate electronic content distribution. In the entertainment business, music and movies were converted into a digital format and distributed over the internet (apart from being distributed through traditional channels such as music stores and theatres). In Japan, Sony Music Entertainment launched online music through its website. This website allowed customers to download popular songs for a fee. In the financial services business, Sony Life Insurance Japan launched the ‘Life Planner’ consultancy system which offered personalised financial services online to its customers. Sony Life Assurance Japan also went online and started selling its insurance policies over the internet. The implications Soon after the reorganisation, Sony launched some innovative products to cater to the broadband market. For instance, in 2001, the company launched a series of internet-compatible mobile phones. However, the product was unsuccessful (owing to problems in the software used in the mobile devices) and in early 2002 Sony had to recall three batches of phones sold to Japanese companies. In consequence, Sony had to write off $110m in the quarter ending June 2002. In April 2003, Sony announced another major restructuring exercise (to be carried out in the next three years) in order to strengthen its corporate value (see Exhibit 3). Following this announcement, Sony was reorganised into seven business entities – four network companies and three business groups (see Exhibit 4). These business entities were given the authority to frame short-term and long-term strategies. According to analysts, the company’s financial performance did not improve in spite of the frequent restructuring by Sony’s management. For the financial year 2001–02, Sony’s operating income fell by a significant 40. 3 per cent while its revenues registered a marginal increase of 3. 6 per cent. According to a BusinessWeek report, sales of Sony’s most profitable products – the PlayStation and the PS2 game consoles – were likely to fall (see Exhibit 5). Due to Sony’s poor financial performance, the management planned to further reduce the number of manufacturing facilities and shift some production activities out of Japan. Analysts also criticised Sony for being a diversified business conglomerate engaged in several businesses from semiconductors to financial services. They felt that the company should focus on a few highly profitable businesses like games, insurance, and audio-video equipment and hive off the unprofitable businesses. Analysts felt that spending huge amounts of money on restructuring was not justified, particularly since the restructuring exercises had not yielded the expected results. In 2001, restructuring efforts had cost the company ? 100bn; and the proposed restructuring in April 2003 was expected to cost another ? 40bn. 13 The Ubiquitous Value Network is an environment in which PC and non-PC consumer electronics devices are seamlessly connected to each other and to the network, giving users access to all types of content or service, from anywhere across the globe. Exploring Corporate Strategy by Johnson, Scholes Whittington 12 Restructuring Sony Exhibit 3 Sony organisational cha rt (as of 1 April 2003) Source: ‘Sony Announces Executive Appointments and Organizational Reforms Effective as of April 1, 2003’, www. sony. net, 31 March 2003. Exhibit 4 Responsibilities of network companies and business groups No. 2 3 Network company/ business group Home Network Company Broadband Network Company IT and Mobile Solutions Network Company 4 5 6 Micro Systems Network Company Game Business Group Entertainment Business Group Responsibility To create a new home environment with networked electronic devices centred on next-generation TV Development of next-generation electronics devices and linkages to Game devices To realise a connected world with PC and mobile devices and strengthen the B2B solutions business To enhance key devices and modules as core components of attractive set products To promote Game businesses for the broadband era To develop entertainment content businesses based on pictures and music and develop a new content business model for the ne twork era To integrate various business units providing services based on direct contact with customers (finance, retail, etc). Strengthen synergies and develop attractive new business models for customers through the application of IT. 7 Personal Solutions Business Group Source: ‘Sony Announces Executive Appointments and Organizational Reforms Effective as of April 1, 2003’, www. sony. et, 31 March 2003. Analysts also felt that the convergence of consumer electronics, PCs and the internet was not only opening up new opportunities for Sony but also creating more competition for its core businesses. As Sony took steps to strengthen its networking capabilities, the company faced new forms of competition in both domestic as well as foreign markets. For instance, in the US, software giants like Microsoft and Sun Microsystems (as well as a few startups) were planning to enter the home entertainment market. Exploring Corporate Strategy by Johnson, Scholes Whittington 13 Rest ructuring Sony Exhibit 5 Break-up of Sony’s businesses (31 March 2002) Business Electronics Games Insurance Films Music Others Sales ($bn) 35. 6 7. 4 3. 7 4. 6 4. 5 0. 6 Operating profits ($m) 125 578 91 147 203 NA Source: ‘Can Sony Retain the Magic’, by Irene M. Kunii Cliff Edward, BusinessWeek, 11 March 2002. Even Cisco Systems, which provided network solutions, had started manufacturing consumer electronics products. A BusinessWeek report said that Sony lacked any distinctive competencies in the internet-related businesses. It was neither an aggregator of content like Yahoo! , nor a limited-product vendor with an efficient distribution network such as Dell. Exploring Corporate Strategy by Johnson, Scholes Whittington 14 How to cite Sony Case 1991-2003, Essay examples

ICT Project Management for Planning and Control Techniques

Question: Discuss about theICT Project Management for Planning and Control Techniques. Answer: Definition of Project Methodology Any type of project becomes successful only when the goals as well as objectives are achieved by specific methodologies of project management. This project is successful only when it is strictly followed by a defined schedule and budget. According to Schwalbe, 2015, there are various methodologies that help the organization to complete and execute its project properly. A project management methodology is a specific model that any project manager utilize for the employment to design, to plan, to implement and finally to achieve each and every project objective and goal. These are extremely beneficial for any project. There are various advantages or benefits that a project management methodology has within it and thus it helps to understand the entire scope of their work (Pinto, 2015). The most important advantage of a project methodology is that it helps to capture every element of project upfront and also educate the entire team of the project on several elements with their relations hips. The second advantage of this project methodology is that it helps in the proper implementation of the project by perfectly defining the project objectives. The output of the project completely depends on how much better methodology is being applied in the project (Fleming Koppelman, 2016). This, in turn is responsible for the improvement tracking of the project and for the perfect communication between the project team members. Moreover, the project management methodology also helps to reduce as well manage the risk of the project. This project methodology focuses on the deliberate approach for building the capacity within the project team to execute by proper training and perfect definition of the assets, tasks, roles, responsibilities, assets and anything or any activity related to project could be easily executed with project methodology. As per Burke, 2013, the most critical impediments of any project are timely availability and data consistency. All the structured approa ches remove the short comings with the help of project management methodologies. There are various methodologies that are utilized in project management. These methodologies help the project to be successful and become flexible. The most popular and exclusive project management methodologies majorly involve PMBOK, PRINCE2, Waterfall, Agile, Scrum, Agile XP, RAD, Spiral, SDLC and many more (Kerzner Kerzner, 2017). These methodologies are extremely advantageous for any project and thus help any project manager to understand the scope and benefit of the project perfectly. All the above mentioned project management methodologies are broadly classified into two kinds of approaches, which are modern approach and traditional approach (Walker, 2015). The traditional approach is the basic approach of project management methodology and is utilized for all types of smaller projects. Waterfall methodology is the most important example in the traditional approach. The second kind of project management methodology is the modern approach. Larson Gray, 2013 state that, this ty pe of approaches are majorly utilized in the modern industries like information technology. It provides perfect output and does not follow the previous ideology of project management. PRINCE2, PMBOK, Six Sigma and Scrum are the most famous methodologies in the entire broad concept of modern methodology. The methodology of project management plays the most important role in the project life cycle of any particular project. The major role of this project management methodology is that it helps to execute the entire project by not involving into any type of complexities (Schwalbe, 2015). Te budget of the project is strictly maintained in the methodology and thus is responsible for the overall growth of the project. The project life cycle starts from starting of a project and till ending of that project. Similarities and Dissimilarities between PMBOK and Agile XP PMBOK and Agile XP are considered as the two most significant methodologies in project management (Snyder, 2014). Both of these have their own benefits and disadvantages and they help to achieve the project goals and objectives perfectly. These two methodologies thus have various similarities as well as dissimilarities. The major and the most important similarities between PMBOK and Agile XP are given below: i) Excellent Outputs: The first similarity between PMBOK and Agile XP is that is that both of them excellent and accurate outputs for the projects (Turk, France Rumpe, 2014). These methodologies would be extremely beneficial when they are properly utilized by the project managers. ii) Project types: The second important similarity between PMBOK and Agile XP methodologies is that both of them are utilized in the bigger projects. Although, PMBOK is also used in the smaller projects, Agile XP is only used in the bigger projects or in projects that are bigger in size. Methodology Approach: This is third important similarity between PMBOK and Agile XP (Abrahamsson et al., 2017). Both of them fall under the category of modern approach in project management. PMBOK and Agile XP do have few of the dissimilarities as well. The most important differences between these two methodologies are as follows: i) Guidelines: This is the most important dissimilarity between these two methodologies of project management. PMBOK provides various guidelines for their users and how these could be utilized; whereas, there are no such guidelines present in Agile XP and thus often the project manager faces problem in utilizing this methodology (Popli Chauhan, 2013). ii) Risk Assessment: In PMBOK, the risks of the project are mitigated by proper risk management planning, risk identification and proper risk analysis. However, in Agile XP, this risk assessment is done by creating a specific prototype of the project. Communications Management: In PMBOK, the management of communications in a project is done by communications planning and by information distribution (Mishra Dubey, 2013). However, that in the Agile XP is done by utilizing system metaphor and daily meetings. Relating Agile XP with PLC Agile XP is the type of project management approach that is utilized for developing software under which the relevant requirements as well as the solutions are evolved via the collaborative effort of teams and end users. This approach helps in adaptive planning, early delivery and constant improvement in the project (Popli Chauhan, 2013). Moreover, this particular methodology is solely related with the project life cycle or PLC. The phases of this methodology helps to reduce the complexity of the project by not following the traditional approach. References Abrahamsson, P., Salo, O., Ronkainen, J., Warsta, J. (2017). Agile software development methods: Review and analysis.arXiv preprint arXiv:1709.08439. Burke, R. (2013). Project management: planning and control techniques.New Jersey, USA. Fleming, Q. W., Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute. Kerzner, H., Kerzner, H. R. (2017).Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Larson, E. W., Gray, C. (2013).Project management: The managerial process with MS project. McGraw-Hill. Mishra, A., Dubey, D. (2013). A comparative study of different software development life cycle models in different scenarios.International Journal,1(5), 64-69. Pinto, J. K. (2015).Project management: achieving competitive advantage. Prentice Hall. Popli, R., Chauhan, N. (2013). Agile Software Development.International Journal of Computer Science and Communication,4(2), 153-156. Schwalbe, K. (2015).Information technology project management. Cengage Learning. Snyder, C. S. (2014). A guide to the project management body of knowledge: PMBOK () guide.Project Management Institute: Newtown Square, PA, USA. Turk, D., France, R., Rumpe, B. (2014). Limitations of agile software processes.arXiv preprint arXiv:1409.6600. Walker, A. (2015).Project management in construction. John Wiley Sons.

Can we trust our emotions in the pursuit of knowledge Essay Essay Example

Can we trust our emotions in the pursuit of knowledge Essay Essay I feel that cognition is larning or experiencing something that you didn’t cognize before. The chase of cognition comes through sheer experience. Knowledge surpasses formal schooling. Schooling is educational but neither text edition nor instructor can let one to see cognition that is experienced when on a journey. a journey to research new things. With emotion on will dig deep and learn more than of all time opening up avenues neer seen earlier. That is the chase of cognition. With emotions helping the chase of cognition one will larn a broader spectrum of things. Using emotions in history and the humanistic disciplines is a trusty action. In history one will see that emotions are entwined in every narrative because that is what history is. a digest of narratives from different beginnings and point of positions. Who’s to state what the truth in history is? Who is the justice on whether a historical history is true or non? No 1 is the justice. This is what makes the chase of cognition in history a strictly emotional experience. It is difficult to truly cognize what is true because in different civilizations and parts of the universe history is told from different angles. We will write a custom essay sample on Can we trust our emotions in the pursuit of knowledge Essay specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Can we trust our emotions in the pursuit of knowledge Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Can we trust our emotions in the pursuit of knowledge Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer History that one learns in school is non told from different angles. It is told from an angle that portrays a certain attitude from the compiler of historical facts. Depending on what side you are on in history reflects the promotion of certain events. In schools certain subjects are talked about more frequently. such as triumphs. Although the events in history may be emotional the chase of this cognition is non emotional. It is lone information ; hence. emotions should non be trusted when covering with this type. Familial history is different for every individual because everyone has backgrounds that are of many beginnings. When a individual learns about their history it is many times unwritten history that has been told for coevalss. Oral history is bound to alter dramatically because as the narrative is told. different fluctuations and hyperboles are added. When one individual tells a narrative one part of the narrative may be enhanced and talked about more. but that parts that aren’t told as much may be the truth and most of import parts of the narrative. Familial history is emotional. This history encompasses battles and successes. Each thing that happens in a family’s history holds an emotional impact on the individual or people that witnessed these things. Many times if the yesteryear is difficult to speak about. due to heavy emotional impact. the narrative is changed or non reported. Tiing emotions to pursuit of cognition in history is unpreventable because history is an emotional topic. When a individual sees art many emotions arise that causes admiration. The journey to understanding what art is conveying is what brings Forth emotion that lead one to understanding. African drumming and dance is something that I grew up making and listening to. In the beginning it was something that I did and neer wondered about. After my retirement from beating and dancing I saw a public presentation and it set me on a roller coaster of ideas. Through the rotations and deep thump traveling in synchronism I experienced something I neer felt while playing all of those old ages. Through the drumming I felt the beat of my ain bosom and through the motions life was breathed into the auditorium. The Swift and athletic motion represented construction and heroism. The membranophones frequently turned into a unsmooth chant that spoke combatant tones and softened. as the motions became more fluid. The membranophones spoke and the motions of the dancer’s organic structures told a narrative. Through emotions. art comes alive and new cognition was gained from that individual experiences. Because there is non a incorrect reply in art it is frequently easier to swear emotions. Art is emotional. Emotional is what worlds are ; this makes us all creative person. Because swearing emotions in art is simple one can dispute their head and seek to understand what is behind the art signifier. Through pictures and assorted media different ideas could be conveyed harmonizing to what emotions it causes a individual to hold. The creative person could hold intended for it to convey one emotion when harmonizing to past experiences of the spectator it conveys a different tone. In the linguistic communication arts†¦ Although one can swear emotions in the chase of cognition one mustn’t trust emotion to formalize cognition. Peoples have their ain truths. Truth alterations. but knowledge doesn’t. Truth alterations because of a different perceptual experience that each individual has. Truth is what we all believe to be valid. Knowledge is different in every individual. The chase of cognition is a journey. When the finish is met one can’t trust emotions to weave through the truths and disproofs. but swearing your emotions on the journey is decidedly possible and makes the expedition unique to the traveller.

Free Essays on Knowledge Economy

From the articles, the author said that, â€Å"the knowledge-based economy is a new business environment that is driven by rapidly changing technology and rampant globalisation. Hold the degree does not mean that we are the knowledge worker, meaning that graduates are not automatically being the knowledge worker. The difference between the graduates can be seen during their job interviews are competencies. The author defined that competencies have the same meaning with â€Å"Boleh†. So that, graduates who are unsure about themselves can ask themselves with the questions that are normally ask during the interview. If the answer â€Å"Boleh†, it is assured that the graduated have the competencies to do the job that they are going for the interview. In the employer side, they seem that graduate with competencies is a safer option for them. This is because, contribution is immediate, while a graduate armed with his academic qualification offers only a potential to contribu te. Employers will obviously favor those who possess competencies. The hands-on skill is a requirement in most office jobs these days. Hands-on skill is the demonstration made by the graduate during first day of work as he utilises the tools to get his work done. Therefore, the more hands-on competencies that a graduate has, the more highly regarded he would be in his employer’s eyes and of course the employer will be encouraged to upgrade him to more responsible positions such as to be the supervisor for the practical students. Conceptual competencies are the ability to think through problems and processes. It is how concept is applied to solve real life problems that differentiate between conceptual competencies and the academic ability. The integrative competencies are also become the important thing. Integrative competency is the ability to see things in holistic manner, rather than from a single view. Manager that have the integrative competency see the differen... Free Essays on Knowledge Economy Free Essays on Knowledge Economy From the articles, the author said that, â€Å"the knowledge-based economy is a new business environment that is driven by rapidly changing technology and rampant globalisation. Hold the degree does not mean that we are the knowledge worker, meaning that graduates are not automatically being the knowledge worker. The difference between the graduates can be seen during their job interviews are competencies. The author defined that competencies have the same meaning with â€Å"Boleh†. So that, graduates who are unsure about themselves can ask themselves with the questions that are normally ask during the interview. If the answer â€Å"Boleh†, it is assured that the graduated have the competencies to do the job that they are going for the interview. In the employer side, they seem that graduate with competencies is a safer option for them. This is because, contribution is immediate, while a graduate armed with his academic qualification offers only a potential to contribu te. Employers will obviously favor those who possess competencies. The hands-on skill is a requirement in most office jobs these days. Hands-on skill is the demonstration made by the graduate during first day of work as he utilises the tools to get his work done. Therefore, the more hands-on competencies that a graduate has, the more highly regarded he would be in his employer’s eyes and of course the employer will be encouraged to upgrade him to more responsible positions such as to be the supervisor for the practical students. Conceptual competencies are the ability to think through problems and processes. It is how concept is applied to solve real life problems that differentiate between conceptual competencies and the academic ability. The integrative competencies are also become the important thing. Integrative competency is the ability to see things in holistic manner, rather than from a single view. Manager that have the integrative competency see the differen...

Explain how the existence of externalities (whether from congestion or Essay

Explain how the existence of externalities (whether from congestion or pollution) cause a less than optimal allocation of resources in road transport - Essay Example The resource allocation changes through externalities since the market fails to completely fund the external belongings caused by economic actions. Markets prices tend to reflect a price based on the original personal utility, while disregard the payback on the third parties. Therefore, personal costs may deviate from social costs as the pricing means fall short to replicate the social economic actions. When the demand for road uses rises above a given level, additional costs (externalities) such as congestion, pollution may result in increased costs such as increased fuel consumption, increased journey times and other running costs as shown below. Additionally pricing arrangement results in a sub-Pareto, most select allocation of resources as the marginal cost of an action equals its marginal private cost where equals its cost due to the failure of all relevant effects. The actual price of a product does not entirely resolve its allocation and consequently the purpose of the market to resourcefully distribute resources based on their accurate prices breaks down consequential in a misallocation. Lastly, according to Schmidtchen (2009, p.30), the continuation of externalities leads to sub-optimal allocation since both too many resources used in processes presenting and uncompensated collective repayment while the return maximizing production is less than the socially best

Commentary on quotations Essay Example | Topics and Well Written Essays - 2250 words

Commentary on quotations - Essay Example the rights to equality to black citizens but in modern day America, there are other problems created by the inability that still exists to resolve racial tensions and build more empathy and understanding between races. The quotations from famous works below explore some aspects of freedom and independence for all races. In this extract from a latter, John Winthrop is actually speaking of the privations endured on a ship and the relief that they were able to receive. But in these words that speak of Heaven, a Heaven that can be attained although it is necessary to pass through Hell to get to it, there is an underlying symbolism that indicates happiness and godly ends can only be achieved after much struggle and suffering. The heaven that is described in the Declaration of Independence and the Constitution of the United States, which aims to bring equality and liberty to every individual, can only be achieved after much upheaval and turmoil. This is especially notable in the civil rights movement and the long struggle endured by the slaves in achieving their freedom; they have literally passed through Hell and fought for the equality promised in the Constitution, so that successive generations would not have to endure the privations they did. These poignant words, drawn from the American National hymn, express the spirit of the unity and equality that the nation’s forefathers desired when they framed the Declaration of Independence. These lines clearly state the ownership of American soil is not restricted to any particular race or class, it belongs to every American, irrespective of age, sex or race. The practice of segregation which was practiced in America would therefore rise in contravention to the spirit of equal ownership of land, because it declared certain territories off bounds for slaves. Any practice that seeks to isolate members of particular group within a particular geographical terrain and refuse to let them be free would also rise in

Discuss the role of marketing and the marketing department of tesco to Essay

Discuss the role of marketing and the marketing department of tesco to illustarte the points you make - Essay Example marketing department has to either seek new territories or new products or, most importantly, create new demand within an established market. Innovative ideas and affirmative action can generate new demand even for existing products. Initiatives like consumer loan schemes in association with banks, discounts, incentives, gift schemes, limited time offers and targeted promotion are the forte of marketing departments. Thus marketing plays a crucial role in any organisation. The famous four Ps (product-price-packaging-promotion) together with distribution and service form the tools of a marketing department. For successful marketing, it is necessary to understand the customer preferences for products, distribution logistics and strengths of competition. Customer preferences depend upon price, packaging and promotion. In all these matters, the marketing department has a vital role as it acts as the communication bridge between the customers’ preferences and the company. It also constantly monitors distributor / retailer activity, their inputs regarding customers feedback on product quality, price and attractiveness. While these activities keep the marketing department on its toes all the time, there is the ever-present threat of newer products and newer players entering the market, taking away customers on the one hand and the demands of management for improved performance on the other. Within the allotted budget, marketing department has to maint ain the existing market share and take actions for garnering new customers or entering new territories. These activities form the ‘challenging role’ for any marketing department. ‘Customer is the king’ is the marketing mantra and the efficiency with which he is serviced will determine an organisation’s success or failure. offering a basic product with variations in features, quality and packaging in order to service different customer segments. Obviously, this is intricately related to

Importance Of God In Peoples Lives Philosophy Essay

Importance Of God In Peoples Lives Philosophy Essay Text: Thinking about God helps us to resolve many problems of life, provided we take it with faith. We are too much engrossed in our material life, which may benefit in living a life of comfort. However, this alone is not sufficient to remain in peace and achieve true happiness. Much of the troubles in the present time are due to loosing our connection with God that has resulted in dilution of moral values. When people think of God and develop own spiritual beliefs, they will find life is easier. As we bring God in realm of life and depending on how long we search and how deep we delve, we may find answers to the purpose of life. It will bring purpose and sense to many things that are happening in life. We will be less impacted from both pleasures and sufferings. When we feel alone in this life and when the going is rough, it makes us feel depressed and unhappy, unless we feel that someone is there within us to protect and make us sail through not this life but subsequent lives also. Such feelings of loneliness affect our courage, and no amount of positive attitude, behavior changes and strategies could be fully effective to keep life going. It is our spiritual interconnectedness with God that makes us to think God as our companion within us. Thinking about soul is nothing but essence of God within us. It is a force that generates love for human beings. What can be the need of soul other than love? Inner self wishes to connect with others through love. At the time of original creation, everybody has come from one source. Soul is the reflection of that source. The connection with the source can be felt when we realize essence of soul and relate our self with the soul. Soul does not think and feel differently from other fellow beings; it remains connected with other human beings with feeling of love. We cannot feel united with others by any other force but through love. It is difficult to feel oneness with others while continuing to generate hate and ill feelings. It is the love and feelings of love that connects us with other human beings. Remaining connected with God makes us to remain aligned with inner self. We are able to realize the full potential by remaining connected with others through the force of love and compas sion. When we feel that God is within us, we look to inner consciousness for guidance that prompts us to remain on right path. We look to HIM for help that provides hope and makes us to sail through the difficult times with less pain. A person who does not believe in God keeps on thinking about result of his actions and wishes to take charge of his destiny. Failing to get rewards of his effort makes him tense and stressful. He feels to have been deceived and cheated. He blames others and become cynic. However, a different thinking is held by the person who develops faith in God. He does not get bogged down with rewards as his faith in natural justice makes him to believe that divine will take care of him. He prefers to wait for the results of his actions. This is a very positive contribution to our well being from divinity and spirituality. It is similar to the child who loves his or her mother and remains unmindful of own self. He or she looks towards the mother for all the care and support. A person with the faith in God also tries to behave in the similar fashion. He /she takes God like his/her mother to defend and protect in all adversaries. It helps to bring calmness in life. As we realize presence of God or his essence within us, it makes us remain in right direction. We will better avoid doing any thing for momentarily pleasure that will harm our own consciousness. People who believe in spirituality try to remain more sincere in their dealings with others. The advantage of all these are that they face less of conflict, less of inner turmoil, and are better placed to generate happiness. We talk about positive attitudes to make us feel happy. It is not easy to develop positive attitudes and shed negative feelings unless we feel dire inner need. People remain egoistic, selfish, cunning in nature as they do not feel need for inner development. Those who believe in God try to fulfill need of soul to shed negative tendencies. They develop inner need to improve attitudes, develop love and remain humble. The challenges from life can often leave us feeling battered and alone.ÂÂ   A strong belief that we are being guided and supported by God can help feel stronger and better able to cope with difficulties and disappointments. As we believe in rebirth makes a person feel happier and more secure because it derives certain meaning to pain and suffering. We look for results not in only this birth but hope to be rewarded and compensated suitably if not in this birth then in subsequent births. Spiritual beliefs give an expanded view of life that would not otherwise have.ÂÂ   Lack of spiritual beliefs can often give feeling that life is empty and meaningless, while a strong spiritual foundation can help see that there is a deeper meaning.ÂÂ   All human beings like to see purpose and direction in life. As child we seek help from parents and remain happy unmindful of our troubles and worries. Similarly, as we develop faith on God, our perspective of life will undergo change. We will stop to attach too much importance to end results but will believe in right action. It will make us to wait for our rewards with patience. We will derive meaning and comfort even at the times of troubles. All the worldly activities will be accomplished in a state of love and good feelings for others. We will find doing a job as a means to interconnect with others; to provide our services to all the other people; it will not then remain only a mere source of income. We see all other human beings very close to us, thereby reducing interpersonal conflicts and troubles. We will derive more lasting love and comfort from our family, our spouse; it will be a spiritual love that will be unconditional. Mere knowledge on these issues is not sufficient. It is practice to bring essence of God in every aspect of our life that will help in bringing changes desired for living a life filled with calmness, kindness and peace. The main benefit of looking to God is that we will gradually lose the attachment of the material world, and less affected with the worries that go with it. The mind will remain calm. The realization about God and the dormant energy, the soul can do well to our self. This will enable us to realize the divine force that generates positive feelings towards others, and stop our mind wandering here and there. The moment our mind thinks positively about others will provide bliss of peace and calmness. It has to go on a continuous basis so as to derive maximum benefit to reduce the worries from our mind. Dealing with others is affected by ego, superiority complex and selfish tendency. We try to think of own benefit in each and every dealing and interaction with others. Tendency to remain in peace is affected. We think of various things happening at a time and remain worried about any loss of prestige, wealth, status or material comfort. We remain in competition with other people all the time. This is the basic reason of our worries, fear, hate and anger. Thinking about God will reduce negative feelings. This will naturally make us to love others that will do lot of good to our own life. Little irritants that spoil our life will subsidize. When remembering God makes other things happening around us less important. We perform duty towards family in a loving and caring manner. The entire process brings more happiness and peace in our married life. We learn to respect our spouse and not to compete with each other. We need not to fear about our weakness. We reveal true feelings and need not hide anything. We feel protected and see other people as a mirror of our own reflection. The advantage of God is that all the time you remain connected with the pure thought within while performing your duty. We feel whatever we do is being dictated by the power within. We feel our self as non-entity in front of our creator. Hence, we perform duty in a state of surrender. This helps us to avoid ego. The distractive tendencies are reduced. Mind rests and do not wander here and there by constant remembrance and meditation. It is through the process of meditation that we try to bring love of humanity and God.

The Problem with Presidential Primaries Essay -- Politics Political Es

The Problem with Presidential Primaries Ever since the election season of 1972, presidential primaries have become â€Å"the dominant means of selecting the two major party candidates.†i[i] The primary system is one in which the eligible voters of each state do one of the following: 1) Vote for a presidential candidate to run for their party in the general election. 2) Vote for a delegate pledged to vote for a certain candidate at the party’s national convention. As intended, this process would bring the candidate selection processes out into the open and â€Å"let the people vote for the candidate of their choice.†ii[ii] On the surface, this may look very democratic (and admittedly, in some instances it was/is), but upon closer examination, it becomes overwhelmingly clear that the candidates are chosen long before the people cast their vote. The culprit: the structure of the presidential primary system. The most influential structural element of the new primary system is the newfound practice of the political parties choosing a favored candidate before the primary season. The parties then throw all their support and financial backing behind this candidate and instantly make him/her a front-runner. While this element is standard among the two parties, the remaining structure of the primary system differs between the two main political parties. While both the Democratic and Republican parties hold open and closed primaries, the two parties hold many of their state primaries on separate dates. Additionally, the two parties have different rules that determine how each state’s delegates are allotted. The Democrats practice the proportional representation method of delegate allocation. The Republicans, on the other hand, pract... ... Online. Internet. 18 Mar. 2000. Available: http://www.thegreenpapers.com/Definitions.html#Prop. i[iv] â€Å"New Hampshire Republican Delegation 2000.† The Green Papers: Election 2000. 1 Mar. 2000. Online. Internet. 18 Mar. 2000. Available: http://www.thegreenpapers.com/PCC/NH-R.html. v[v] â€Å"Delaware Republican Delegation 2000.† The Green Papers: Election 2000. 9 Feb. 2000. Online.Internet. 18 Mar. 2000. Available: http://www.thegreenpapers.com/PCC/DE-R.html. v[vi] â€Å"South Carolina Republican Delegation 2000.† The Green Papers: Election 2000. 4 Mar. 2000. Online. Internet. 18 Mar. 2000. Available: http://www.thegreenpapers.com/PCC/SC-R.html. v[vii] â€Å"The Green Papers: Election 2000 Presidential Primary Season.† The Green Papers: Election 2000. 18 Mar. 2000. Online. Internet. 18 Mar. 2000. Available: http://www.thegreenpapers.com/.

Rowe and Flexible Work and Success at Best Buy

ROWE and Flexible Work and Success at Best Buy I. Point of View: Consultant II. Statement of the Problem: ROWE program has a difficulty of implementation for retail employees compared to employees in corporate offices and nonretail jobs. III. Objective/s: 1. To identify what are the factors that the ROWE program for retail employee is more difficult to implement. IV. Areas of consideration: 1. With increased productivity, as claimed by the ROWE program, employer expectations of outcome by employees may rise. 2.Retail industry is usually dependent on when the costumer wants to purchase their product, so if the person at the retail store isn’t there when the costumer is there because of â€Å"flexible time schedules† then potential sale could be lost. 3. Employees would want only certain times of the year to meet results. 4. Features of ROWE program. a. No timetables. b. No compulsory meetings. c. No impression-management hustles. d. Work no longer a place to go. Work is something to be done. e. Performance would be based on output, not hours. 5.The basic premise of ROWE was that productivity was the cornerstone of work, and work meant the achievement of results and not presence at the workplace. Accordingly, employees working under ROWE were allowed to work when they wanted and where they wanted, as long as they achieved their targets. 6. Implementing ROWE is not easy. In the first place, it requires a complete overhaul of people's attitudes towards work. Traditionally, employees were programmed to think that displaying a commitment to work by coming in early and leaving late could ensure them success. But this was eliminated as a criterion for judging performance under ROWE.Several employees who were working with ROWE admitted to having misgivings about whether they would be able to cope with the new system. Some people reportedly felt confused about what would be expected from them at the workplace. Staying longest at the office was no longer a g uarantee of success. 7. In theory, ROWE program would work for anyone whose work is project or task based, regardless of whether the employee is an individual contributor or part of a team. 8. After two years, Best Buy saw a 77 percent increase on average in involuntary turnover across three ROWE departments.Meaning, the number of people the company fired for underperformance soared 9. As to legal issue is concerned. ROWE program is complicated when it comes to issues such as nonexempt hourly workers. Law requires that hourly workers log the time they work so that they can be paid overtime if necessary. V. Conclusion & Recommendation: ROWE had several kinks that needed to be ironed out before the program could become a workplace standard. One of the biggest concerns about ROWE was that the difference between the work and personal time of the employees could become blurred. ROWE requires manager to set clear goals and objectives.It requires manager to plan ahead and clearly communica te. The new design required a system in which all employees’ schedules could be accounted for and that everyone is in communication with one another. Invest in technology so that it’s easy for employees to work remotely. This was done through the use of cell phones, since they never knew when or who was in the office and by the managers being informed of their employee’s schedules for that week. The new emphasis placed upon managers trusting their employees is the most crucial change. Trust helps not only improve morale but can also be a strong motivator.When you take the time to trust the people on your team you give them the opportunity to prove themselves. If they succeed it helps twice over, in that not only does the manager know they can do the job but also the employee now knows they can, which strengthens their self-confidence. The beauty of ROWE makes employees accountable to each other, not their managers. It is great to work remotely, but employees los e that sense of unity and teamwork due to the lack to interaction. Implementing ROWE varies on a case to case basis. Whether ROWE or onsite, both options have their pros and cons, so there is no right or wrong options.