The Father Of Participant Observation - 870 Words

Furthermore, functionalist emphasized fieldwork much like historical particularism. The â€Å"father of participant observation† Malinowski was a psychological functionalist. His stay in the Trobriand Islands was not his choice due to war, however, his method of ethnography made him one of the greatest ethnographers known today (McGee Warms 2012: 152). Compared to historical particularism, he reinforced that anthropologist should immerse themselves in the local culture. Malinowski describes ethnographic fieldwork as â€Å"where the most generalized inferences are obtained as the result of long inquiries and laborious inductions,† (Malinowski 2012: 157). The long inquiries he is referring to is the same design Boas and Radin were doing. All three men resided with the natives for extensive periods of time to collect a complete understanding of what culture is to another group of individuals. In addition to the emphasis on fieldwork and learning the native language, functionalism and historical particularism also share concepts related to Kroeber as well as Radcliffe-Brown. Both anthropologists were interested in the roles and rules of societies and not the individual. They were stressing the super-organic nature of society. It is important to note that the idea that the individual is unimportant is not true for all advocates of historical particularism. Kroeber is the anthropologist that strays from his mentor Boas in this example. Kroeber’s idea is civilization is apart from theShow MoreRelatedThe Cognitive Behavioural Approach to Counselling Therapy.1244 Words   |  5 PagesThe cognitive behavioural approach to counselling therapy. The cognitive behavioural approach to counselling therapy. Participant observation How do we really find out about the way of life of a group of people? 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The basic process for conducting psychology research involves asking a question, designing a study, collecting data, analysing results, reaching conclusions and sharing the findings. Case studies, surveys, naturali stic observation, and laboratory observation are some of the examples of descriptive or correlational research methods psychologists use to conduct their studies. Case study a collection of data about a person, event, group, or community. The data can be primary or secondaryRead MoreIncreasing A Desired Social Skill For A Typically Developing Male1623 Words   |  7 Pagesto target it in other environments with his peers to promote generalization of this skill. Student Description The participant chosen for this study is a four-year-old typically developing male. In order to obtain anonymity we will call this client, Sean. Sean is currently enrolled in a private pre-kindergarten class. Sean s primary caregivers are his mother and father who reside with him and his younger sibling, who is 14 months of age. Sean typically struggles with sharing toys withRead MoreQualitative Research : Quantitative Research1442 Words   |  6 Pagesphenomena in terms of the meanings people bring to them. (Denzin Lincoln, 2005, p. 3) Different from quantitative research that collects and analyzes numerical data, qualitative research deals with non-numerical data such as interviews, participant observations, audio and visual images, field notes, reflexive journals, and document. Additionally, different from quantitative research that data are collected and interpreted based on large size of samples, qualitative research usually generate dataRead MoreCorrelation Between Prosocial Behaviors And Prosocial Behavior1491 Words   |  6 Pagesbehaviors and empathy-related responding at later ages than compliant sharing, helping, or spontaneous helping. Sample Participants included 16 males and 16 females (30 Caucasian, 2 of Hispanic origin) interviewed 11 times across the period from 4 to 24 years of age. Parents level of education averaged 16.0 years for the mother and 17.0 years for the father. By the time the participants had reached age 23-24, 2 had earned junior college degrees, 14 had earned a college degree, 4 were in graduate school

Child’s learning and development Free Essays

Identifying the beliefs of Children ‘s Learning, Development, and the Social Influences that shaped them. A kid ‘s acquisition and development Begins from the minute they are born, the early old ages from birth to five are an of import milepost in a individual ‘s life, what a kid experiences in the early old ages has a major impact on their hereafter opportunities in life. A safe, secure and happy childhood is of import in its ain right. We will write a custom essay sample on Child’s learning and development or any similar topic only for you Order Now We can determine a kid ‘s acquisition from an early age, kids learn through experience and grownup engagement, hence interaction with babes and immature kids is basically of import, it helps to construct thoughts, creates believing and helps them develop as scholars. Babies are born with an involvement in people and a thrust to happen out about their universe. Detecting and measuring babes and immature kids is an of import footing in their acquisition and development. ‘Watching kids learn can open our eyes to the capacity of how they learn ‘ ( Pugh, 2001, p. 66 ) , and this shows us the importance of these first few old ages in a kid ‘s life. Over the decennary ‘s early instruction, policies and patterns have seen important alterations. We still use many of the earlier theories and methods through the Early Years Foundation Stage ( EYFS ) in our early instruction scenes today. The EYFS is portion of a 10 twelvemonth Childcare Strategy introduced in 2008, it relates to the Childcare Act 2006, and its purpose is to give immature kids the best start in life, it sets criterions to enable early twelvemonth ‘s suppliers to implement the rich and personalised experience many parents give their kids at place. It provides legal demands associating to larning, development, appraisals and public assistance. The EYFS rules which guide all practicians consists of four subjects ; a Unique Child, Positive Relationships, Enabling Environments, Learning And Development. It implies that all kids from birth to five will get the same accomplishments and cognition in readying for school while at the same clip recognizing that all kids are persons that require single acquisition schemes. The building of early instruction and attention of kids and immature people dates back many old ages, every bit early as the seventeenth century. Friedrich Froebel a major theoretician was born in 1782 in Thuringia what is now Germany and was good known for stating â€Å"play is a kid ‘s work† , he formulated the thought of kindergarten intending ‘children ‘s garden ‘ as a agency of educating immature kids. Play and the out-of-door environment were of import in Froebelian kindergartens. His attack emphasized that kids are able to develop their capacity for larning through drama, and that active acquisition is indispensable with counsel and appropriate way. He believed that preparation of workers within the early old ages was indispensable, and the importance of parents as spouses in the instruction of immature kids. The influence of Froebel‘s methods are good established in early old ages scenes to day of the month, his work was one of the theories that made the footing of early instruction. Many recent theoreticians based their work on these early findings, and state, he was in front of his clip as one of the EYFS subjects and committednesss, of today provinces active acquisition. Active larning it is implemented through the acquisition and development rule of the EYFS, it provides physical and mental engagement, decision-making and individualized acquisition, and it occurs when kids are acute to larn and are interested in happening things out for themselves. Play is a dynamic procedure that develops and alterations, it provides kids with chances for developing cognitive, societal, emotional and physical accomplishments. ‘Froebelian kindergartens were seen to be in-between category ; despite this his methods were adapted for usage with deprived kids and households ‘ within developing twentieth century baby’s room and infant schools. ( Pound, 2008, p. 16 ) . The first nursery school opened in Scotland in1816 by Robert Owen ( 1771-1858 ) , he was a factory proprietor who refused to use kids less than 10 old ages of age, he believed that instruction should be a common right for all kids, and that kids are inactive, contrived and by due readying and accurate attending can be formed into any human character. He managed their behavior through kindness, which in the19th century was unusual, kids every bit immature as 2 old ages attended his school. The gap of his nursery school influenced altering attitudes on kid labor, and set the footing of early instruction for immature kids. The start of the course of study method was one of Owens ‘s thoughts, his vision on education-inspired coevalss of militant ; he recognised the nexus between societal public assistance and early instruction this is an of import portion of pattern in modern twenty-four hours scenes. ‘His committednesss to instruction were extremist as were his thoughts on t he importance of equality, although his policies were a bold measure frontward, he was criticised as being rooted in his desire for net income. ( Pound, 2008, p. 13 ) ‘ ‘In the UK the development of early instruction was really slow compared to Europe, it was In 1870 that publically funded instruction became compulsory for kids age 5, the demand to understand these early childhood services is of import as they laid down the foundations of our instruction system ( Pugh, 2001, p. 8 ) ‘ During the 1960 ‘s the voluntary playgroup motion emerged. A missive sent to the Guardian by Belle Tutaev, a immature female parent of a four-year-old expressing concern to the deficiency of appropriate nursery proviso within our instruction system. For many old ages the chief agencies of early instruction was province primary schools, and this was aimed at kids over 5 old ages, after runing to the governments to no help she opened her ain playgroup, this progressed and by the 1970ss playgroups became a recognized signifier of pre-school proviso. Over the following 2 decennary ‘s the altering household forms and employment forms meant early old ages proviso were a much needed beginning, this saw the growing of private baby’s rooms. Merely after a reappraisal in 1988 on early childhood and instruction services, ( The Education Reform Act ) did the authorities realise at that place was a turning job. It found defects, in uncoordinated services, which varied between different parts of the state, compared to the remainder of Europe there were low degrees of public support. It had different services ran by a diverseness of different administrations, this meant a broad scope of clients used them, all with different purposes and intents. The instruction system needed the authorities to step in. A figure of national studies was to be published, one of them the Rumbold study published in 1990, expressed concerns about instruction and the deficiency of entree to Early Years services. It highlighted the demand for the devel opment of good quality proviso in the early old ages, and ‘believed it to be critical that all that work, or are involved with immature kids recognize the importance of their educational function and carry through it. She urged those who make proviso recognize the turning demand for and the enlargement of high quality services to run into kids and parents demands ( rumbold, 1990 ) . The study besides highlighted the manner in which immature kids learn are every bit of import as what they learn, and argued against the debut of formal acquisition. At the clip, this study was ignored but it is now used as a footing for best pattern in today ‘s Early Old ages scenes. ‘The constitution of the Early Childhood Education forum in 1993 meant conveying together all national bureaus working in the field, ‘ ( Pugh, 2001, p. 11 ) it clarified that an early twelvemonth ‘s policy is needed, and an enlargement in services, the forum gathered strength with over 45 national administrations by 1998. Its purposes were to defend kids ‘s rights and entitlements, back up the preparation development and instruction of early childhood practicians, and all those who work with kids and their households. The authorities took action and in 1995, funding for the instruction of 4 twelvemonth olds was introduced this was in the signifier of verifiers that could be redeemed in private, voluntary, or local authorization baby’s rooms, the verifiers were highly criticised at the clip and was abolished in 1997 when Labour Government was elected. The election of the Labour Government brought large alterations in the manner our whole Education System was run, particularly Early Education ; its cardinal issue is to eliminate child poorness, and supply more household friendly policies and kids ‘s Centres. The Certain Start enterprise, launched in 1999 under the National Childcare Strategy plays a major function in making this, by assisting households in local communities of demand with kids under 4years old. The authorities pledged 1.4 billion lbs over 6 old ages. This meant that parents had entree to a multi bureau of services within the Certain Start Children ‘s Centres. They are now a cardinal influence within our communities assisting kids, households and society, by larning and developing life accomplishments in the early old ages so that immature kids turn up to be happy, healthy and are able to accomplish their ends in life. The Centres are at the Heart of the Every Child Matters Change for Children 2004. The green paper Every Child Matters was published in 2003, in response to a study by Lord Laming in 2001, into the decease of Victoria Climbie. Victoria was a immature miss who was horrifically abused, tortured and killed by her great aunt, Marie-Therese Kouao and spouse Carl Manning ; they were the people who were supposed to be caring for her. Black weaknesss within a figure of systems meant on 12 occasions over 10 months the opportunities to salvage Victoria were missed. Evidence from this Inquiry demonstrated the dangers of staff from different bureaus non carry throughing their separate and typical duties. The decease of Victoria showed a cardinal demand for an incorporate service that would be portion of a political docket for many old ages, despite the Children Act 1989 commissariats, kid protection schemes and services stayed within the societal service system, and the degree of communicating and co-operation between these and other services in wellness and instruction were v ariable. The Every Child Matters docket is recognised by five results ; be healthy, stay safe, enjoy and achieve, do a positive part, and achieve economic well-being ; these results are a cosmopolitan aspiration for the authorities, and organize a strong footing for the EYFS course of study used in Early Education Settings to day of the month. The transportation of duty for kids under 8-years-old were made from the Department of Health, to the Department of Education and Skills and from 2001, an incorporate review service was introduced, conveying together all the services, enabling multi-agency working, which was an of import measure frontward. The Early Years Development and Childcare Partnership in local governments were besides introduced, assisting to increase degrees of proviso in Childcare. Working in partnership with the Local Education Authority, each authorization completed an audit, with a program to make the authorities ‘s marks for early instruction topographic points for all 3- and-4year-olds. This was made easier in the alteration of policy earlier, that allowed not maintained sectors to use for baby’s room grants, ‘children in private twenty-four hours baby’s rooms, pre-schools and some childminders could now entree their free half-day nursery proviso. In this manner the scheme sta rted to undertake the long-run split between Early Years instruction services and the child care services. ‘ ( Macelod- Brundenell, and Kay 2nd edition 2008 pg 352 ) . It has been without uncertainty that Early Education has come a long manner since Froebel in the seventeenth century, and the gap of Owen ‘s nursery school in 1816, but non many things have changed, it was apparent so that kids learn through drama and geographic expedition, and early acquisition is of import in the first five old ages. Possibly many coevalss of kids have missed out the opportunities given to immature kids of today. The EYFS has been an of import milepost for early instruction and immature kids, and is now the manner frontward in fixing a kid for school, but its existance is still in the primary phases, and many little nursery scenes may happen accommodating to these alterations and prolonging them quiet hard as the criterions and public assistance demands set are extremly high. Mentions ( Department of Children Schools and Families. ( 2008 ) . The statutory Framework for the Early old ages Foundation phase Every kid affairs change for kids. Puting the criterions for Learning Development and attention for childeren from birth to five. Macelod-Brudenell Iain and Kay Janet ( 2nd Edition 2008 ) . Advance Early Old ages And Education For Foundation grades and degree 4 A ; 5. Heinemann Oxford Pound, Linda. ( 2008 ) . How Children Learn From Montessori to Vygotsky. London: Step frontward publication. Pugh, Gillian ( 2001 ) . Contemporary Issues In The Early Old ages. Paul Chapman. London How to cite Child’s learning and development, Essay examples

Operations Management free essay sample

Some of the tools used to determine these constraints include networking and determining the critical path of a project, which is the sequence of activities that forms the longest chain in terms of time to complete. Not until these sequences have been determined can analysts and managers see the effect of various elements on an entire project as seen in the Campus Wedding cases. Network diagram: Case questions: Case A: 1. Given the activities and precedence relationships described in the (A) case, develop a network diagram for the wedding plans. SEE ABOVE) 2. Identify the paths. Which are critical? The main pathways have been identified in the diagram above. The critical pathways are as follows:  ·Start a choose pattern of dress a order and receive lace a sewing the dress a cleaning pressing a fitting a finish  ·Start a choosing invitation a printing by Bob a addressing a mailing a postal time a finish (In both the cases the time taken is 21 days, which is exactly the maximum ti me available for the wedding). ? Use the Worked examples and Problems and applications to improve your use of key quantitative and qualitative techniques, and work your way to better grades in your assignments and exams. ? Follow up on the recommended readings at the end of each chapter. They’re specially selected to enhance your learning and give you an edge in your course work. And in particular, look out for the references to MyOMLab in the text, and log on to www. myomlab. com* where you can ? check and reinforce your understanding of key concepts using self-assessment questions, audio summaries, animations video clips and more; ? practice your problem-solving with feedback, guided solutions and a limitless supply of questions! We want Operations Management to give you what you need: a comprehensive view of the subject, an ambition to put that into practice, and – of course – success in your studies. So, read on and good luck! Nigel Slack Stuart Chambers Robert Johnston * P. S. In order to log in to MyOMLab, you’ll need to register with the access code included with all new copies of the book. Further reading in Operations Management Take your study and interest in operations management further with these leading textbooks written by the same team of expert authors. OPERATIONS MANAGEMENT Sixth Edition Nigel Slack Stuart Chambers Robert Johnston Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www. pearsoned. co. uk First published under the Pitman Publishing imprint 1995 Second edition (Pitman Publishing) 1998 Third edition 2001 Fourth edition 2004 Fifth edition 2007 Sixth edition 2010  © Nigel Slack, Stuart Chambers, Christine Harland, Alan Harrison, Robert Johnston 1995, 1998  © Nigel Slack, Stuart Chambers, and Robert Johnston 2001, 2004, 2007, 2010 The rights of Nigel Slack, Stuart Chambers, and Robert Johnston to be identi? ed as authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS. All trademarks used herein are the property of their respective owners. The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any af? liation with or endorsement of this book by such owners. ISBN: 978-0-273-73046-0 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data Slack, Nigel. Operations management / Nigel Slack, Stuart Chambers, Robert Johnston. – 6th ed. p. cm. ISBN 978-0-273-73046-0 (pbk. ) 1. Production management. I. Chambers, Stuart. II. Johnston, Robert, 1953– III. Title. TS155. S562 2010 658. 5–dc22 10 14 9 8 7 6 5 4 3 2 1 13 12 11 10 Typeset in 10/12pt Minion by 35 Printed and bound by Rotolito Lombarda, Italy The publisher’s policy is to use paper manufactured from sustainable forests. Brief contents Guide to ‘operations in practice’, examples, short cases and case studies Making the most of this book and MyOMLab Preface Part Three PLANNING AND CONTROL xi xiv xviii To the Instructor xx To the Student xxi Ten steps to getting a better grade in operations management xxii About the authors xxiii Acknowledgements xxiv Part One INTRODUCTION 1 1 Operations management 32 3 Operations strategy 60 268 297 333 340 373 406 422 429 457 495 520 2 2 Operations performance 10 The nature of planning and control 11 Capacity planning and control Supplement to Chapter 11 – Analytical queuing models 12 Inventory planning and control 13 Supply chain planning and control 14 Enterprise resource planning (ERP) Supplement to Chapter 14 – Materials requirements planning (MRP) 15 Lean synchronization 16 Project planning and control 17 Quality management Supplement to Chapter 17 – Statistical process control (SPC) 267 Part Two DESIGN 4 Process design Part Four IMPROVEMENT 539 18 Operations improvement 540 19 Risk management 571 85 20 Organizing for improvement 601 86 Part Five CORPORATE SOCIAL RESPONSIBILITY 631 21 Operations and corporate social responsibility (CSR) 632 Notes on chapters Glossary Index 652 658 670 5 The design of products and services 112 6 Supply network design 138 Supplement to Chapter 6 – Forecasting 168 7 Layout and ? ow 177 8 Process technology 206 9 People, jobs and organization 233 Supplement to Chapter 9 – Work study 259 Contents Guide to ‘operations in practice’, examples, short cases and case studies Making the most of this book and MyOMLab Preface To the Instructor To the Student Ten steps to getting a better grade in operations management About the authors Acknowledgements xi xiv xviii xx xxi xxii xxiii xxiv Part One INTRODUCTION 1 Chapter 1 Operations management 2 Introduction What is operations management? Operations management is important in all types of organization The input–transformation–output process The process hierarchy Operations processes have different characteristics The activities of operations management Summary answers to key questions Case study: Design house partnerships at Concept Design Services Problems and applications Selected further reading Useful web sites 27 30 30 31 Chapter 2 Operations performance 32 Introduction Operations performance is vital for any organization The quality objective The speed objective The dependability objective The ? exibility objective The cost objective Trade-offs between performance objectives Summary answers to key questions Case study: Operations objectives at the Penang Mutiara Problems and applications Selected further reading Useful web sites 58 59 59 Chapter 3 Operations strategy 60 Introduction What is strategy and what is operations strategy? The ‘top-down’ and ‘bottom-up’ perspectives The market requirements and operations resources perspectives The process of operations strategy Summary answers to key questions Case study: Long Ridge Gliding Club Problems and applications Selected further reading Useful web sites 60 62 65 68 75 79 80 81 82 82 2 4 6 11 15 19 23 25 Part Two DESIGN 85 Chapter 4 Process design 86 Introduction What is process design? What effects should process design have? Process types – the volume–variety effect on process design Detailed process design Summary answers to key questions Case study: The Central Evaluation Unit Problems and applications Selected further reading Useful web sites 86 87 88 91 96 108 109 110 111 111 Chapter 5 The design of products and services 112 32 34 40 42 44 46 48 54 56 57 Introduction Why is good design so important? The bene? ts of interactive design Summary answers to key questions Case study: Chatsworth – the adventure playground decision Problems and applications Selected further reading Useful web sites 112 114 129 134 135 136 137 137 viii Contents Chapter 6 Supply network design 138 Introduction The supply network perspective Con? guring the supply network The location of capacity Long-term capacity management Summary answers to key questions Case study: Disneyland Resort Paris (abridged) Problems and applications Selected further reading Useful web sites 138 140 142 146 155 161 162 166 167 167 Supplement to Chapter 6 Forecasting 168 Introduction Forecasting – knowing the options In essence forecasting is simple Approaches to forecasting Selected further reading 168 168 169 170 176 Chapter 7 Layout and ? ow Introduction What is layout? The basic layout types What type of layout should an operation choose? Detailed design of the layout Summary answers to key questions Case study: Weldon Hand Tools Problems and applications Selected further reading Useful web sites 177 177 179 180 187 189 202 203 204 205 205 Chapter 8 Process technology 206 Introduction What is process technology? Understanding process technologies Evaluating process technologies Implementing process technologies Summary answers to key questions Case study: Rochem Ltd Problems and applications Selected further reading Useful web sites 206 208 209 221 227 229 230 232 232 232 Chapter 9 People, jobs and organization 233 Introduction People in operations Human resource strategy 233 235 236 Organization design Job design Summary answers to key questions Case study: Service Adhesives tries again Problems and applications Selected further reading Useful web sites 238 241 255 256 257 258 258 Supplement to Chapter 9 Work study 259 Introduction Method study in job design Work measurement in job design 259 259 262 Part Three PLANNING AND CONTROL 267 Chapter 10 The nature of planning and control 268 Introduction What is planning and control? Supply and demand affect planning and control Planning and control activities Summary answers to key questions Case study: Air traf? c control – a world-class juggling act Problems and applications Selected further reading Useful web sites 268 270 272 277 293 294 295 296 296 Chapter 11 Capacity planning and control 297 Introduction What is capacity management? Measuring demand and capacity The alternative capacity plans Choosing a capacity planning and control approach Capacity planning as a queuing problem Summary answers to key questions Case study: Holly Farm Problems and applications Selected further reading Useful web sites 297 299 301 309 317 322 327 328 331 332 332 Supplement to Chapter 11 Analytical queuing models 333 Introduction Notation Variability Incorporating Little’s law Types of queuing system 333 333 334 335 336 Contents Chapter 12 Inventory planning and control 340 Introduction What is inventory? Why is inventory necessary? Some disadvantages of holding inventory The volume decision – how much to order The timing decision – when to place an order Inventory analysis and control systems Summary answers to key questions Case study: Trans-European Plastics Problems and applications Selected further reading Useful web sites 340 342 342 345 346 357 362 368 369 371 371 372 Chapter 15 Lean synchronization Introduction What is lean synchronization? Eliminate waste Lean synchronization applied throughout the supply network Lean synchronization and other approaches Summary answers to key questions Case study: Boys and Boden (BB) Problems and applications Selected further reading Useful web sites Chapter 16 Project planning and control Chapter 13 Supply chain planning and control 373 Introduction What is supply chain management? The activities of supply chain management Types of relationships in supply chains Supply chain behaviour Supply chain improvement Summary answers to key questions Case study: Supplying fast fashion Problems and applications Selected further reading Useful web sites 373 375 377 386 391 394 400 401 404 405 405 Chapter 14 Enterprise resource planning (ERP) 406 Introduction What is ERP? How did ERP develop? Implementation of ERP systems Summary answers to key questions Case study: Psycho Sports Ltd Problems and applications Selected further reading Useful web sites 406 408 408 415 417 418 420 421 421 Supplement to Chapter 14 Materials requirements planning (MRP) 422 Introduction Master production schedule The bill of materials (BOM) Inventory records The MRP netting process MRP capacity checks Summary 422 422 424 425 425 428 428 429 429 431 435 447 449 452 453 455 456 456 457 Introduction 457 What is a project? 459 Successful project management 461 The project planning and control process 462 Network planning 475 Summary answers to key questions 487 Case study: United Photonics Malaysia Sdn Bhd 488 Problems and applications 493 Selected further reading 494 Useful web sites 494 Chapter 17 Quality management 495 Introduction What is quality and why is it so important? Diagnosing quality problems Conformance to speci? cation Total quality management (TQM) Summary answers to key questions Case study: Turnround at the Preston plant Problems and applications Selected further reading Useful web sites 495 497 501 502 508 515 516 518 519 519 Supplement to Chapter 17 Statistical process control (SPC) 520 Introduction Control charts Variation in process quality Control charts for attributes Control chart for variables Process control, learning and knowledge Acceptance sampling Sampling plans Summary Selected further reading Useful web sites 520 520 521 527 528 532 533 533 535 536 536 ix x Contents Part Four IMPROVEMENT Chapter 18 Operations improvement 539 540 Introduction Why improvement is so important Elements of improvement Approaches to improvement Improvement techniques Summary answers to key questions Case study: Geneva Construction and Risk Problems and applications Selected further reading Useful web sites 565 569 570 570 Chapter 19 Risk management 571 Introduction What is risk management? Assess the potential causes of and risks from failure Preventing failure occurring Mitigating the effects of failure Recovering from the effects of failure Summary answers to key questions Case study: The Chernobyl failure Problems and applications Selected further reading Useful web sites 540 542 542 549 558 564 571 573 573 586 592 593 596 597 599 600 600 Chapter 20 Organizing for improvement 601 Introduction Why the improvement effort needs organizing Linking improvements to strategy Information for improvement Improvement priorities – what to start on? Improvement culture Implementing improvement Summary answers to key questions Case study: Re-inventing Singapore’s libraries Problems and applications Selected further reading Useful web sites 601 603 603 606 612 617 620 624 626 628 628 629 Part Five CORPORATE SOCIAL RESPONSIBILITY 631 Chapter 21 Operations and corporate social responsibility (CSR) 632 Introduction What is corporate social responsibility? How does the wider view of corporate social responsibility in? uence operations management? How can operations managers analyse CSR issues? Summary answers to key questions Case study: CSR as it is presented Problems and applications Selected further reading Useful web sites 632 633 646 648 649 650 651 651 Notes on chapters Glossary Index 652 658 670 637 Guide to ‘operations in practice’, examples, short cases and case studies Chapter Location Company/example Region Sector/activity Company size Chapter 1 Operations management p. p. p. p. p. p. p. 3 8 9 14 21 21 27 IKEA Acme Whistles Oxfam Pret A Manger Formule 1 Mwagusi Safari Lodge Concept Design Services Global UK Global Europe/USA Europe Tanzania UK Retail Manufacturing Charity Retail Hospitality Hospitality Design/manufacturing/ distribution Large Small Large Medium Large Small Medium Chapter 2 Operations performance p. p. p. p. 33 41 43 44 Dubai and UK UK General India Transport Agricultural Healthcare General service Large Small Medium Large p. p. p. p. 47 49 51 57 A tale of two terminals Lower Hurst Farm Accident recovery Dabbawalas hit 99. 9999% dependability BBC Aldi Hon Hai Precision Industry Mutiara Beach Resort, Penang Global Europe Taiwan/China Malaysia Media Retail Manufacturing Hospitality Large Large Large Medium Global/Europe Large Large Large Europe Manufacturing service/ transport Retail Retail/business services Military UK Sport Small Chapter 3 Operations strategy p. 61 p. 68 p. 74 p. 77 p. 80 Two operations strategies: Flextronics and Ryanair Giordano Amazon what exactly is your core competence? Sometimes any plan is better than no plan Long Ridge Gliding Club Asia Global Large Chapter 4 Process design p. p. p. p. 87 90 107 109 McDonalds Daimler-Chrysler, Smart car Heathrow The Central Evaluation Unit (European Union Directorate) USA France UK Belgium Quick service Auto manufacturing Transport Non-governmental organization Large Large Large Large Chapter 5 The design of products and services p. p. p. p. p. p. 113 116 120 122 125 135 Airbus A380 Dyson Square water melons Daniel Hersheson Art Attack! Chatsworth House Europe Global Japan UK UK UK Aerospace Design/manufacturing Retail/Agriculture Hairdressing Media Tourism Large Large Various Small Small Medium Chapter 6 Supply network design p. 139 Dell Global Large p. 145 Hon Hai, Quanta and Compal Taiwan p. 147 p. 149 p. 151 Tata Nano Tesco High-tech subcontracting India Thailand India/China p. 162 Disneyland Paris France Computer manufacturing Computer manufacturing Manufacturing Retail Research and development Entertainment Large Large Large Medium/large Large xii Guide to ‘operations in practice’, examples, short cases and case studies Chapter Location Company/example Region Sector/activity Company size Chapter 7 Layout and ? ow p. p. p. p. Tesco Surgery Yamaha Cadbury Global UK Japan UK Large Medium Large Large 178 180 185 186 p. 203 Weldon Hand Tools UK Retail Healthcare Piano manufacturing Entertainment and manufacturing Manufacturing Chapter 8 Process technology p. p. p. p. p. p. p. p. Airlines Robots Yo! Sushi IBM Farming QB House SVT (Sveriges Television) Rochem Ltd All All UK USA Netherlands Asia Sweden UK Airlines Security Restaurants Disaster recovery Agriculture Hairdressing Media Food processing Large Various Medium Large Medium Medium Large Medium Chapter 9 People, jobs and organization p. 234 W. L. Gore and Associates Global Large p. p. p. p. 237 247 250 256 Google McDonalds Lloyds TSB Service Adhesives Global UK Europe Europe Manufacturing and research e-services Restaurants Banking Manufacturing Large Large Large Large Chapter 10 The nature of planning and control p. p. p. p. 269 273 281 286 UK Global All All Service and repair Airline Healthcare Food processing Medium Large Large Large p. 292 p. 294 BMW dealership Air France Accident and Emergency Chicken salad sandwich (Part 1) Robert Wiseman Dairies Air traf? c control UK All Milk distribution Air travel Large Medium Chapter 11 Capacity planning and control p. p. p. p. p. p. p. p. 298 304 309 310 315 317 326 328 Britvic Seasonal products and services British Airways London Eye Lettuce growing Seasonal products and services Greetings cards Madame Tussauds, Amsterdam Holly Farm Europe All UK Europe UK/Global All Netherlands UK Distribution Various Tourism Agriculture Food processing/media Design Tourism Agriculture/ entertainment Large Various Medium Large Large Large Medium Small Chapter 12 Inventory planning and control p. p. p. p. 341 348 356 369 UK National Blood Service Croft Port The Howard Smith Paper Group Trans-European Plastic UK Europe UK France Healthcare Beverages Distribution service Manufacturing Large Large Large Large Chapter 13 Supply chain planning and control p. 374 Siemens Europe Large p. 379 p. 384 Ford Motor Company Levi Straus Co Global Global p. p. p. p. TDG Northern Foods Seven-Eleven Japan HM, Benetton and Zara Europe Europe Japan Global Service and manufacturing Auto manufacturing Garment design/ retailing Logistics services Food services Retail Design/manufacturing/ distribution/retail 207 210 211 213 218 220 224 230 385 397 398 401 Large Large Large Large Large Large Large Guide to ‘operations in practice’, examples, short cases and case studies Chapter Location Company/example Region Sector/activity Company size Chapter 14 Enterprise Resource Planning p. 407 p. 410 p. 411 Global Global All Aerospace IT services Food processing Large Large Small p. 414 p. 417 p. 418 Rolls Royce SAP Chicken salad sandwich (Part 2) SAP What a waste Psycho Sports Ltd Global US All IT services Waste management Manufacturing Large Large Small Chapter 15 Lean synchronization p. 430 p. 440 Toyota Motor Company Hospitals Global UK Auto manufacturing Healthcare Large Medium/large Chapter 16 Project planning and control p. p. p. p. 458 465 47 488 The Millau Bridge The National Trust Access HK United Photonics Malaysia Sdn Bhd France UK Hong Kong Malaysia Construction Heritage Charity Research and development Large Various Small Medium Chapter 17 Quality management p. p. p. p. p. p. p. 496 499 500 505 507 512 516 Four Seasons Hotel Tea and Sympathy Magic Moments Vitacress Surgical Statistics IBM Rendall Graphics Global/UK USA UK Europe US Canada Canada Hospitality Hospitality Photography services Agriculture Healthcare IT services Manufacturing Large Small Small Large Various Large Medium Chapter 18 Improvement p. p. p. p. 541 548 556 565 Heineken International (Part I) Erdington Xchanging Geneva Construction and Risk (GCR) Netherlands UK Europe Europe Brewery Beverage Process outsourcing Insurance Large Large Large Large Chapter 19 Risk management p. 572 p. 575 p. 577 Global USA Global Confectionary Airline Internet Large Large Various p. 592 p. 597 Cadburys Salmonella outbreak Not what you want to hear Viruses, threats and 30 years of spam Otis Elevators Chernobyl Global Ukraine Facilities services Power generation Large Large Chapter 20 Organizing for improvement p. p. p. p. 602 620 622 626 Taxing Quality Heineken International (Part II) Work-Out at GE Singapore Libraries Denmark Netherlands Global Singapore Public service Brewery Various ? Large Large ?Large ? Chapter 21 Corporate social responsibility (CSR) p. 635 p. 638 p. 642 Ecological footprints HP Recycling Program The Gap between perception, reality and intention CSR as it is presented All Global Global All Manufacturing Retail All Large Large Various Various Various p. 649 xiii Making the most of this book and MyOMLab Check your understanding Each chapter opens with a set of Key questions to identify major topics. Summary answers conclude the chapter. You can check your understanding of each chapter by taking the Sample tests of self-assessment questions on MyOMLab at www. myomlab. com. 56 Chapter 2 Part One Introduction Summary answers to key questions Check and improve your understanding of this chapter using self assessment questions and a personalised study plan, audio and video downloads, and an eBook – all at www. myomlab. com. Operations performance ? Why is operations performance important in any organization? Introduction Key questions ? Why is operations performance important in any organization? ? How does the operations function incorporate all stakeholders’ objectives? ? What does top management expect from the operations function? ? What are the performance objectives of operations and what are the internal and external bene? ts which derive from excelling in each of them? ? How do operations performance objectives trade off against each other? Operations are judged by the way they perform. There are many individuals and groups doing the judging and there are many different aspects of performance on which the assessment is being made. The people doing the judging are called ‘stakeholders’ and the aspects of performance they are using are called ‘performance objectives’. And if we want to understand the strategic contribution of the operations function, it is important to understand how we can measure its performance. So this chapter starts by illustrating how operations performance can impact on the success of the whole organization. Second, we look at various perspectives on, and aspects of performance. Finally, we examine how performance objectives trade off against each other. On our general model of operations management the topics covered in this chapter are represented by the area marked on Figure 2. 1.  ¦ Operations management can either ‘make or break’ any business. It is large and, in most businesses, represents the bulk of its assets, but also because the operations function gives the ability to compete by providing the ability to respond to customers and by developing the capabilities that will keep it ahead of its competitors in the future. ? How does the operations function incorporate all stakeholders objectives?  ¦ At a strategic level, performance objectives relate to the interests of the operation’s stakeholders. They relate to the company’s responsibility to customers, suppliers, shareholders, employees, and society in general. ? What does top management expect from the operations function?  ¦ Operations can contribute to the organization as a whole by: – reducing the costs – achieving customer satisfaction – reducing the risk of operational failure – reducing the amount of investment – providing the basis for future innovation. ? What are the performance objectives of operations and what are the internal and external bene? ts which derive from excelling in each of them?  ¦ By ‘doing things right’, operations seek to in? uence the quality of the company’s goods and services. Externally, quality is an important aspect of customer satisfaction or dissatisfaction. Internally, quality operations both reduce costs and increase dependability.  ¦ By ‘doing things fast’, operations seek to in? uence the speed with which goods and services are delivered. Externally, speed is an important aspect of customer service. Internally, speed both reduces inventories by decreasing internal throughput time and reduces risks by delaying the commitment of resources.  ¦ By ‘doing things on time’, operations seek to in? uence the dependability of the delivery of goods and services. Externally, dependability is an important aspect of customer service. Internally, dependability within operations increases operational reliability, thus saving the time and money that would otherwise be taken up in solving reliability problems and also giving stability to the operation.  ¦ By ‘changing what they do’, operations seek to in? uence the ? exibility with which the company produces goods and services. Externally, ? exibility can: – produce new products and services (product/service ? exibility); – produce a wide range or mix of products and services (mix ? exibility); – produce different quantities or volumes of products and services (volume ?exibility); – produce products and services at different times (delivery ? exibility). Figure 2. 1 This chapter examines operations performance Check and improve your understanding of this chapter using self assessment questions and a personalised study plan, audio and video downloads, and an eBook – all at www. myomlab. com. Making the most of this book and MyOMLab Practice makes perfect Worked examples show how quantitative and qualitative techniques can be used in operations management. Problems and applications at the end of the chapter allow you to apply these techniques, and you can get more practice as well as guided solutions from the Study plan on MyOMLab at www. myomlab. com. 306 Part Three Planning and control Effective capacity Utilization Ef? ciency Chapter 11 Capacity planning and control run continuously at its maximum rate. Different products will have different coating requirements, so the line will need to be stopped while it is changed over. Maintenance will need to be performed on the line, which will take out further productive time. Technical scheduling dif? culties might mean further lost time. Not all of these losses are the operations manager’s fault; they have occurred because of the market and technical demands on the operation. The actual capacity which remains, after such losses are accounted for, is called the effective capacity of operation. These causes of reduction in capacity will not be the only losses in the operation. Such factors as quality problems, machine breakdowns, absenteeism and other avoidable problems will all take their toll. This means that the actual output of the line will be even lower than the effective capacity. The ratio of the output actually achieved by an operation to its design capacity, and the ratio of output to effective capacity are called, respectively, the utilization and the ef? ciency of the plant: Utilization = Ef? ciency = Problems and applications These problems and applications will help to improve your analysis of operations. You can ? nd more practice problems as well as worked examples and guided solutions on MyOMLab at www. myomlab. com. 1 actual output design capacity actual output effective capacity 2 Worked example Suppose the photographic paper manufacturer has a coating line with a design capacity of 200 square metres per minute, and the line is operated on a 24-hour day, 7 days per week (168 hours per week) basis. Design capacity is 200 ? 60 ? 24 ? 7 = 2. 016 million square metres per week. The records for a week’s production show the following lost production time: 1 2 3 4 5 6 7 8 9 10 Product changeovers (set-ups) Regular preventative maintenance No work scheduled Quality sampling checks Shift change times Maintenance breakdown Quality failure investigation Coating material stockouts Labour shortages Waiting for paper rolls 20 hrs 16 hrs 8 hrs 8 hrs 7 hrs 18 hrs 20 hrs 8 hrs 6 hrs 6 hrs 3 4 Design capacity = 168 hours per week Effective capacity = 168 ? 59 = 109 hrs Actual output = 168 ? 59 ? 58 = 51 hrs Utilization = actual output 51 hrs = = 0. 304(30%) design capacity 168 hrs Ef? ciency = actual output 51

Conflicts and Their Effects on Group Performance

Table of Contents Introduction Conflicts Factors through Which Conflict Affects a Group Group Characters that influence effects of conflict Conflict Effectiveness Conclusion References Introduction The production process has improved nowadays becoming complex day by day hence requiring people to change the method of production as the technology changes. On the same note, due to division of labor that has become the order of the day; many people have chosen to specialize in certain areas only in order to advance their productivity.Advertising We will write a custom research paper sample on Conflicts and Their Effects on Group Performance specifically for you for only $16.05 $11/page Learn More This has led to the need of people to work together so that each can perform the task he or she is well qualified in hence enhancing productivity and quality. As group working becomes more important so are the issues that affect the groups. Difference in opinion s and the fact that people are socialized differently, gives rise to disagreements in any group thus affecting its performance either positively or negatively. Conflicts are evident in every group and their effects to the performance and continuity of the group varies due to different factors. Conflicts These are disagreements over various issues affecting the group which can vary from personal behavior and interaction to professional and process accomplishment. Conflicts can be divided into three broad groups that are seemingly distinct from each other and each of which can be addressed separately (Thompson 2008). These are task conflict, process conflict and relationship conflict. Task conflict can be defined as the disagreement among the group members on how to accomplish a given task given the different ways that are available (Draft 2011). Task conflict is majorly unavoidable since people have different views on how to perform any given duty and many people have the tendency of trusting their view more than that of others. Disagreements on how the current promotion criterion is implemented or on the data base security system are examples of task conflicts (West 2012). On the other hand, relationship conflict is disagreements on personal factors which are not related to the tasks being performed such as; personal clothing, family issues and social political opinions among others. It is quite difficult to understand the complexity of human diversity which brings about difference in views and opinions, hence a group can perform well if it develops a common culture that relies on shared norms and values thus eliminating the possibility of opinion conflict (Draft 2011). Relationship conflicts tend to touch on the self esteem of a person and adversely affect how the members of the group will relate with each other. It also to some extent touches on the willingness of a member being ready to interact with others in the group.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Process conflict has been defined as the disagreement among the group members as regards to the execution of a given task, and the most qualified person to perform a certain duty. It highly touches on matters of logistics and division of labor among the participants (Passos 2005). In most cases it has been discovered that process conflict has quite different effects on group performance as compared to task and relationship conflict. Factors through Which Conflict Affects a Group It has been noted that conflict affect certain issues that directly influence the outcomes of the group and that it does not in itself directly affect the group. Such issues as the amount of trust that group members have both on the group as a whole and on individual group members highly determine the productivity of the group (West 2012). In conjunction with that, the bond that puts together in dividual members in the group is of importance, as it determines the likelihood that the members can enjoy working together hence, influencing group outcomes. The cohesiveness of the group if threatened by the conflicts will therefore negatively affect the outcomes of the group besides hindering the processing of any input. On the same note, loss of trust, in either a member of the group or the group in general, due to given conflicts will also impact negatively on the group productivity (Sosik Jung 2002). When there is argument as to why one should be given a certain duty and not any other, trust among the group members is affected thus, reducing the morale of working together therefore reducing the output of the whole group. Additionally, group members need to feel that their contribution is valued in the group’s proceedings for them to confidently give their opinions. When one’s contributions are openly challenged each time, the person feels that either him or her as a person or the contributions are not respected and therefore becomes unwilling to work with others. This has negative impacts on the group as it reduces productivity while at the same time it jeopardizes the group’s continuity (Child 2006). Besides, all forms of conflicts have varied effects on the cohesiveness of the group which in turn affects performance given that the productivity directly depends on the ability of people to work as a group. Therefore, conflict through affecting the confidence that people have with their surrounding, the feeling that group members have as regards to the respect they have from other group members and strengthening or weakening the group bond, is able to influence both group viability and performance (Shaw, Zhu, Duffy, Shih Susanto 2011).Advertising We will write a custom research paper sample on Conflicts and Their Effects on Group Performance specifically for you for only $16.05 $11/page Learn More Group Characters that influence effects of conflict Certain characters among the group members influence the way conflict affects the group. The way the group perceives and receives a conflict coupled with how the group members think the conflict will affect them individually plays a greater role in determining the effects conflict will have to the group (Brody 2005). Anger and frustration are common emotional reactions that accompany any form of conflict and these emotions tend to impact negatively on the group performance. Strong and negative emotional attachment to conflicts will reduce trust, respect and weaken the bonds that hold the group together thus reducing the group’s productivity. On the other hand, members who have had a heated debate, especially over personal issues, where emotions were high and negative would not be able to give any task the concentration it requires for its optimum execution thus they produce below their ability and expectations (Shaw et al. 2011). It is important to note that, negative emotions tend to mostly affect the outcomes of the group, if the conflict in question is relationship conflict. On the contrary, as far as task and process conflicts are concerned, negative emotions does not in any way influence the performance of the group. The way various conflict issues are addressed also influences the effects of conflicts on group performance (Thompson 2008). If members felt that they would openly discuss their opinions with others, then the effects of task conflict on cohesion, trust and respect among the group members is positive hence the performance of the group is enhanced. But as relationship conflict is concerned, the norms of discussing openly the issue of the conflict have adverse negative effects on self esteem and thus, reduces the viability and productivity of the members. On the other hand, encouragement of open discussions as regards to process conflict will encourage people to feel free to seek for guidance where they are not sure of which action to take and therefore, increase the productivity of the group (Passos 2005). It is therefore advantageous if the group encourages open discussion on matters that are directly related to the task to be completed and the logistics of completion, while discouraging the same on personal issues which are not task related (Brody 2005).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The probability that the group members perceives in the opportunity to resolve the conflict will also to larger extent influence how the conflict will impact on the group’s output. If a certain member who has a relationship conflict with another in the group has no hopes that the conflict can be resolved, there is no possibility that the two can ever be at ease when working together and this will negatively impact on the group’s continuity. Process conflict and task conflict are also highly affected by the possibility of conflict resolution among the individual group members. When group members have the belief that it is possible to solve any issues that may arise from a conflict, they stop thinking that conflicts are only detrimental to the group and thus, their personality is boosted which triggers positive effects on trust as well as group bonding therefore, improving group output. On the same note, high possibility of conflict resolution enhances cooperation among the group and reduces competition which would lead to every person wanting to outdo the other in their actions thus, disregarding some contributions which would be helpful (John, Greer, Levine Szulanski 2008). Though some researchers have argued that the importance attached to a certain conflict by group members influences the effects of the conflict to the group, this has been refuted by many recent researchers who have noted that it is not necessarily the case. In recent researches, it has been depicted that the interpretation of the level of importance is what matters (Child 2006). Conflict Effectiveness Relationship conflict tends to have negative effects on the group performance though mostly, people try to avoid directly working together with those they share different views with or they avoid bringing personal issue to work place hence, effects of relationship conflict are not very pronounced. On the other hand, task conflict is moderated by open discussions which tend to re store trust and respect of the group members. Furthermore, task conflict and process conflict can be avoided by developing, as part of the group culture, the opinion that it is actually possible to solve any conflict that may arise (John et al. 2008). It should however be noted that to some extent some level of task conflict is advantageous as it has led to innovation. Additionally, all these types of conflicts are correlated to a larger extent and therefore, the possibility of one conflict leading to another one is very high. It is important to note that, open discussions are partly advantageous and partly detrimental as far as process conflict is concerned and should therefore be handled with care. Conclusion Group working is inevitable and therefore group conflicts will always be an issue that should be addressed diligently for the sake of performance. Though research on the effects of conflicts to group performance and how the negative effects can be mitigated, more still needs to be done as these researches present several limitations. The interrelationship of the conflicts together with the effects of different group characteristics, still need to be explored more. Furthermore, given that sometimes the conflicts present both positive and negative effects, it is paramount that it is known what type of conflict to encourage to what extent and the method of achieving this. References Brody, R. (2005). Effectively Managing Human Service in Organizations. Thousand Oaks: Sage Publishers. Child, D. (2006). The Essentials of Factor Analysis. New York: Continuum International Publishing. Draft, L. R. (2011). Management. Stanford: Cengage Learning. Passos, A. M. (2005). Exploring the Effects of Intragroup Conflict and Past Performance Feedback on Team Effectiveness. Journal of Managerial Psychology, 20, 231-244. Shaw, D. J., Zhu, J., Duffy, K. M., Shih, H. Susanto, E. (2011). A Contingency Model of Conflict and Team Effectiveness. Journal of Applied Psychology, 9 6 (2), 391-400. Sosik, J. J. Jung, D. I. (2002). Work-Group Characteristics and Performance in Collectivistic And Individualistic Cultures. The Journal of Social Psychology 142 (1), 5-23. Thompson, L. L. (2008).Making The Team Work: A Guide for Managers. Upper Saddle River: Prentice hall. West, A. M. (2012). Effective Teamwork: Practical Lessons from Organizational Research. Hoboken: John Willey sons. John, A. K., Greer, L., Levine, S., Szulanski, G. (2008). The Effects of Conflict Types, Dimensions and Emergent States on Group Outcomes. Springer Science Business Media B.V 2008, 465-495. This research paper on Conflicts and Their Effects on Group Performance was written and submitted by user Jaydin J. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

About Me Essay

About Me Essay About me essay is an exercise that is given to students so that they can learn writing on different topics. It is the first step of writing, when you will learn to write about yourself, you will also learn about writing other topics. For writing about me essay, all you have to know is your own self. The essay about myself comes under the category of narrative essays. In about me essay, you have to include the details of your life such as your birth location, your family, your relationships, your schooling, your college life, your quarrels, your friendships, your appearance, your likings and disliking and the incidents that you feel have influenced your life. To write an essay about me, remember to arrange all your ideas, thoughts and facts in a pattern that one paragraph discusses only one thought or idea because if a paragraph talks about more things, the reader will feel problematic in terms of comprehension. The about me essay should be written by using simple vocabulary and its style should be simple so that the reader feels no difficulty in understanding it. You must use less idioms and quotations and should express your own views about each and everything because the essay you are writing is an essay about myself. Your custom essay about me should be a written copy of your personality or you can say it must be your coloured photocopy. To write an essay about me, you must read the autobiographical style of standard writers so that you can get an overview of how to write an essay on me. Generally, autobiographies are very lengthy and are written accompanied by the minute details of ones life but an essay about myself will be quite a shorter version of a full-fledged autobiography. An autobiography contains chapters while an about me essay contains only paragraphs, it can be considered as a summarized version of an autobiography. The writer of an about me essay should have to do concise writing and should have to highlight only the major things of his life, the minute and trivial details will not come in an about me essay. An about me essay should be a representation of your personality and as every human being is with differences and some similarities so your about me essay will be attractive one if you write it by following your true personality. Never try to copy anyone, as it will not reveal your personality but the personality of that person from whom you have copied. Try to be straightforward, use simple language and style and be true to yourself. Your about me essay should follow the conventional pattern of introduction, body paragraphs and conclusion as this pattern gives a shape and organization to any essay whether it is about me essay or any other. These general instructions should be followed to write a good and attractive essay that contains the capability of attracting the readers’ attention. We can write and help you out in such situations, feel free to contact our custom essay writing service.

Weighted Avarage Cost of Capital Research Paper Example | Topics and Well Written Essays - 500 words

Weighted Avarage Cost of Capital - Research Paper Example In other words, WACC also indicates about the minimum required return on the total project outlay. The cost of equity is directly proportional to its return. That means higher the return on equity; the greater will be the cost of equity. In other words, higher return will increase the weighted average cost of capital. The calculation of WACC often helps to determine the economic feasibility while undertaking any mergers of the two different entities or expanding existing business activities. WACC is the actual cost that takes into account both equity and debt based on their actual proportion involved and that is why it is the most appropriate rate while doing capital budgeting exercise. When an organization raises any long-term capital, the WACC cost will get altered as per the new proportion of equity and debt. Initial public offering is made to raise the capital (equity) required for the project. When the promoter of the project is unable to finance the project fully through their own resources, they go to public and issue part equity and thereby raise the capital required for the project. Thus, depending upon the confidence levels shown by the public in the promoter and their project, the required amount in the form of the equity can be raised. This additional capital raised from the public completes the minimum requirement of the equity as proposed by the institutions. Usually, the financial institutions appraise the project and provide the necessary debt necessary to meet the entire financial needs of the project. Each time, when funds are needed for expansionary purposes, the financial needs are met through equity and debt components derived in an appropriate proportion. Mergers and acquisitions are done to take advantage of synergy in the operations. In mergers, two organizations merge and form a single organization. Shareholders of the

Analysis of a Marketing News Story Essay Example | Topics and Well Written Essays - 1000 words

Analysis of a Marketing News Story - Essay Example Although this particular news report talks about the business tactic of Google, it also brings up new idea with regards to the future developments in online marketing options. Advertisements are referring to a â€Å"paid-message in a form of media† with the purpose of attracting the attention of the target consumers (Faber, Lee and Nan, 2004). Aiming to reach for the target audience, the traditional advertisers utilizes newspapers, magazines, radio, television, mail, telephone, billboards, posters, fliers, CDs, and audiotapes as a communication channels (Kotler, 2000, p. 15). On the other hand, the use of on-line advertisements such as the use on-line banners (usually appears at the top end of a web page), e-mail, search engine advertisements such as Google.com or Yahoo.com, the interactive on-page media ads, streaming audio and video among others has been widely used to catch the attention of online viewers. In fact, the use of online advertisement tools is considered as on o f the fastest growing medium for modern advertisements (Faber, 2002). According to Kotler (2003, p. 4), the main reason why large-scale companies are advertising their products is to â€Å"inform, persuade, remind, or reinforce† the public consumers’ purchasing behaviour. ... 7, 12). Based on consumers’ response with regards to the use of online and traditional advertisements, Gallagher, Foster, and Parsons (2001) revealed that the use of a traditional print ads and advertiesements in Web format does not necessarily provide any significant difference with regards to the viewers’ ability to recall the advertised message. After exploring the impact of pop-up windows and animation on the memory of 60 online advertisement viewers, Diao and Sundar (2007) revealed that the viewers ability to recall the pop-up advertisements is higher as compared to the use of banner advertisements. Not all advertisements are effective in terms of sending the company’s message accross their target customers. For this reason, a lot of researchers have focused their studies on examining the effectiveness of online advertisements (Callaway, 2010; Chtourou and Abida, 2010; Shukla, Sharma and Swami, 2010; Diao and Sundar, 2007). After conducting a researh study w ith regards to the effectiveness of online advertisements, Shukla, Sharma and Swami (2010) explained that the ability of the online advertisers to make the online viewers satisfied with what they see and read about the advertised products and services increases the public viewers’ intention to make online purchases. Therefore, online advertising companies are looking for new ways to improve their existing online advertising services through product and technology innovation. Recently, Sparkes (2012) mentioned that roughly 16,000 businesses are already using the social media as part of their marketing campaign. In line with this, Chtourou and Abida (2010) revealed that the continuously increasing number of existing