Imitation of Jonathan Swift’s Satire “Modest Proposal”

AP English 7 October 12, 2012 The solution(Imitation of Jonathan Swift's Modest Proposal) It is sad thing to see our learning environment; the place where we come to play sports, meet people, have a good time, learn many interesting things as a place where drugs are also associated. Furthermore, it is depressing to observe an intelligent kid become a person who just doesn’t care about school due to the substance that made them not.The fact that they started ads more to the big idea that it needs to end. It’s clear and apparent that by all parties that this prodigious problem has affected and continues to affect our lives and needs to come to an end by having to deal with the students that do not care no reason about school and I have formulated a great plan to reduce if not illuminate this problem and that is by hosting a assembly in our institute for the students to come and try out all the drugs!This would be a great solution for the reason that students try the drugs and experience their affects so they will not be curious about the drug. What I have concluded is that the curiosity of the student followed by the peer’s pressure will make the student more susceptible to potentially buying drugs from the dealer that could have in fact treated the substance to be more addictive. By eliminating the main factor of curiosity would abolish the first step of a student taking or buying the drug.Furthermore, by the school providing the drugs would make it the safest way to get the curiosity out of their system. For example, the school may provide safe items to use the drugs. I believe that every other way to tackle this problem is futile since everything that we try is not working as we hope it should, like using a dog to track down drugs is just plain dumb and threating the students with not being able to participate in school activities for a set amount of time if cot is unheard of.

Unit 9 Nvq Level 3

Unit 9 1. 1 As a nursery nurse you need to contribute to a programme of age-appropriate activities designed to stimulate the children you are working with: †¢ Keep an accurate record of achievement file on your key children †¢ Be a pro-active team member, offering appropriate support to your colleagues †¢ Liaise with and support parents and other family members †¢ Attend ALL out of working hours activities, e. g. training, monthly staff meetings, parents’ evenings, summer fayre, Christmas party, etc. †¢ Be flexible within working practices of the Nursery.Be prepared to help where needed, including domestic jobs within the Nursery, e. g. preparation of snack meals, cleaning equipment etc. †¢ Work with the Manager and her team to ensure that the Nursery’s philosophy is reflected †¢ Record accidents in the accident book. Make sure that parents read and sign the report. †¢ Look at the Nursery as a ‘whole’, where your help is most needed and how you can most effectively meet the needs of the children in your care †¢ Make sure that every child is collected by someone known to the Nursery †¢ Respect the confidentiality of information received Develop your role within the team, especially your role as a key worker †¢ Specified Child Care Tasks: a. Prepare and complete activities that match the child’s stage of development b. Make sure that mealtimes are a time of pleasant social sharing c. Wash and change children as required d. Provide comfort and warmth to an unhappy or sick child †¢ Help to make sure that the environment meets the needs of Nursery children, reflecting their cultures and religious backgrounds, and stages of development †¢ Be aware of the high profile of the Nursery and to uphold its standards at all times. . 2 In my role I am expected to support the staff, to be reliable and build a good relationship with the children, encouraging them to the best of th eir ability in their learning, to assist their growth in knowledge and assist in enhancing their development, so they can grow holistically. To be aware of any weak areas that I come across whilst working with the children, for example a child that may need extra support within their numeracy, literacy or phonics time. I am also expected to deal, to the best of my ability, with challenging aggressive, rude or traumatised children.Whilst I may need to do this at times I am also aware that the class teacher is there for support. I have had to deal with bad language used by a pupil when dealing with the child I explained that the words used where not words that should be used. I found out why the pupil had said those words and asked what words we could use instead. As well as working with my own class teacher I can be asked at times to go and support another teacher in another class. I am expected to adapt very quickly to the other class and to the lesson there having.My role also mean s that I will support the children so they are confident in their journey though the school. It is important that I conduct myself in the correct manner within the school as children will often mirror others actions. I remain professional at all times and act appropriately. 2. 1 As part of our job role it is important to carry out reflective practice especially because we work with children/young people and our effectiveness will have an impact on them and their learning.Reflective practice means thinking about and evaluating what you do and discussing any changes which could be made. This means focusing on how we interact with colleagues, service users and the environment. It means thinking about how we could have done something differently, what we did well, what we could have done better. How we can improve what you have done. It also means reflecting our own values, beliefs and experiences which shape our thoughts and ideas.This will allow us to obtain a clearer picture of your own behaviour and a better understanding of our strengths and weaknesses- so that we can learn from our own mistakes and take appropriate future actions. Improving the quality of our performance: – Allows us an objective look at our practice in order to improve    – Helps us to recognise what we do well so that we can apply these skills in other situations    – Improves professional judgment – Helps us to learn from successes and mistakes to enhance development    –Helps us to plan for future situations and therefore respond more positively to change    – Enables us to apply the skill of reflection to the personal development cycle Reflective practice allows us to support the children better and better- if we have concerns about how the session went we can look back and work out what more we could have done. We may have used one resource and found it useful and then choose it again with another child. 2. 3 Everyone has different valu es, beliefs and preferences.What you believe in, what you see as important and what you see as acceptable or desirable is an essential part of who you are. The way in which you respond to people is linked to what you believe in, what you consider important and what interests you. You may find you react positively to people who share your values and less warmly to people who have different priorities. When you develop friendships, it is natural to spend time with people who share your interests and values. However, the professional relationships you develop with people you support are another matter.As a professional, you are required to provide the same quality of support for all, not just for those who share your views and beliefs. This may seem obvious, but knowing what you need to do and achieving it successfully is not the same thing. 3. 1 It is a nursery nurse’s duty to provide a safe, warm and caring environment where children feel welcomed and loved and are able to lea rn and develop at their own pace, with guidance and supervision as appropriate, in order that parent may have peace of mind to go to work knowing that their child’s well-being is paramount.The duties and responsibilities are: †¢ To listen to parents as experts on their own children, to respect families traditions and childcare practices and to follow parents’ wishes as closely as possible within the context of caring for children from several different families. †¢ To plan and provide activities and resources appropriate to each child’s age, stage of development and individual needs and interests with due regard the requirements of the Early Years Foundation Stage (EYFS). †¢ To provide a safe environment, both at the child minders property and on outings.To teach children safe practices and to hold a current first aid certificate. †¢ To maintain discipline and encourage positive behaviour. †¢ To be aware of the signs and symptoms which i ndicate the possibility of abuse and to be aware of the current procedure for reporting concerns. †¢ To provide a varied nutritional menu with due regard to the dietary requirements of each child, parents wishes and the current professional recommendations for children’s diets. †¢ To provide a healthy environment and to encourage children to make healthy choices. To liaise with and, where necessary, to seek advice from professionals, with due regard to confidentiality, including preschool leaders, school teachers, health visitor. †¢ To adhere to requirements set out by relevant authorities such as Ofsted, insurance providers, inland revenue. †¢ To comply with relevant legislation such as that covering health and safety, food hygiene, fire or planning requirements and to keep appropriate records with due regard to confidentiality. †¢ To meet the requirements of the Early Years Foundation Stage (EYFS).A child minder should also love and nurture every ch ild so they grow confident and strong and develop into healthy and caring young people and adults. 4. 1 While at work it helps me when I have an appraisal meeting with the manager, this is because I can pick out the things I think I do best and the things I don’t do as good as I should be doing. This is also useful as the manager will have some points to speak to me about things so then I can use these to help me become a professional nursery practitioner. It’s also useful when I get supervised through new things e. when I first got key children I got so much help and supervision through this that it made me become stronger at work. 5. 1 The reasons why it is important to evaluate learning activities are: †¢ To see what is working and what needs removing or changing       †¢ To assess how the activities are being delivered and how they could be improved       †¢ To see how the activities are being received by the participants Evaluation is import ant as it helps out when planning and helps you to think about the learning that has taken place.Spending time going through the learning activities and seeing how students have responded to a certain task or question, can really help re-shape it for future classes. It is also important to look back at the learning objects so you can measure what the children have learned. If you do not think carefully about learning objectives at the planning stage, it will not always be possible to evaluate whether pupils have achieved them. Learning objectives need to be clear for this to be possible. †¢ Learners must understand what the outcomes mean. †¢ They must be achievable. †¢ We must be able to assess pupils against them.Evaluating helps you to see if something is succeeding or may need changing. If students whizzed through the activity and then looked rather bored then it would be obvious that the task was a bit too easy and not really suitable or beneficial for that group. Therefore you would need to try and make it more engaging and stimulating, perhaps by making it more difficult or time-consuming so the students really have to work to complete it. If the activities are taking longer than expected and you can see that the students are really struggling, things again would need to be addressed.

Fashion Industry China: Csr Case

Fashion Industry China: CSR Case Subject Submission Date Class Team Members CSR cross-analyses on fashion Industry Tuesday 15, 2012 MBA Pudong – Corporate Social Responsibility Christiane Pagsisihan Damien Dandelot Jose Antonio Mallen Tendai Chitapi Vera Boisa Harbhajan Khalsa Executive Summary The research paper trough four main Corporate Social Responsibilities (CSR) issues (Children Labor, Working condition, Environmental impact and Environmental Sustainability) indicates several glaring trends within the fashion industry.First of all, there appears to be an overall evolution in the CSR practice and actives during the last decade in the fashion industry. Moreover, it seems evident that CSR is more and more considered as important issues in the fashion industries whatever the specification and the market are. Finally, after having make a close comparison between six fashion companies, it seems that if companies continue to develop its CSR actions in activities such as eco-fr iendly ingredient sourcing, fair pricing, eco-manufacturing, and efficient non-wasteful distribution, as well as corporate sponsorship, they will result competitive advantage.Indeed, with the implementation of CSR initiatives brands build a positive image and then are more able to counter criticism for other issues that may affect the company. Introduction Over the last decade, corporate social responsibility has moved to the forefront of consumers’ minds and has elicited numerous responses on the part of the fashion industry.It should not come as a surprise given that it encompasses the design, manufacturing, distribution, marketing, retailing, advertising, and promotion of all types of apparel (men’s, women’s, and children’s) from the most rarefied and expensive haute couture (literally, â€Å"high sewing†) and designer fashions to ordinary everyday clothing (Encyclopedia Britannica, 2012). Within the industry there are different kinds of activit ies, such as model agencies, creative agencies, media specialized in fashion (i. e. Fashion TV) and textiles etc.According to Market Line Report, Global Textiles, Apparel & Luxury Goods (2012), the global textiles, apparel and luxury goods market (men, women and children clothing, textiles, footwear and luxury goods) had total revenues of about $3 trillion in 2011, representing a Compound Annual Growth Rate (CAGR) of 3. 7% for the period 2007-2011. The performance of the market is forecast to accelerate, with an anticipated CAGR of 4. 2% for the five-year period 2011-2016, which is expected to drive the market to a value of more $3. trillion by the end of 2016. Put simply, the fashion industry is a huge sector and thus deserves a closer examination as to the human rights and environmental impacts. Due to the fact that the industry encompasses a myriad of companies, we have selected six companies established in China (Table 1 and Exhibits 1 to 6). Indeed, in China, the textile and cl othing industry is the largest 1|Page Fashion Industry China: CSR Case – Team 7 MBA Pudong manufacturing industry. There are about 24,000 enterprises that employ 8 million workers.In addition, China is the largest clothing producer in the world, and has the largest production capacity for textile mill products consisting of cotton and silk (Qiu, 2005). Table 1 – General description of the six companies selected (data from 2011) Company Inditex SA H&M Gap Inc. Levi's Hermes LVMH HQ Spain Sweden USA USA France France Market Mid to low income Mid to low income Mid to upper income Mid to upper income Higher income Higher income Total revenue (billion) $ 17. 53 $ 15. 1 $ 14. 55 $ 4. 8 $ 4. 8 $ 30. 08 Net Profit (billion) $ 2. 45 $ 2. 76 $ . 83 $ 0. 14 $ 1. 2 $ 3. 81 Number of Stores 5,527 2,325 3250 470 283 3095 Number of Markets 82 43 44 110 57 60 Number of Employees worldwide 109,512 59,440 132,000 17,000 8370 98,000 CSR issues relevant to the fashion industry Then, befor e moving on, the major CSR issues in the fashion industry are outlined below (Table 2). Indeed, this table aims to highlight the major issues that fashion industry must consider into practices. These table has been made according some information coming from diverse councils and web site, but with a primarily focus on the Nordic Fashion Association, Code ofConduct and Manual (2012). Table 2 – List and describe the CSR –related issues relevant to the industry CSR issues relevant to the fashion industry Description of the issue Human Rights Exploiting people for profit. This concern is widespread throughout the fashion industry worldwide. Freedom of association and the effective Ensure that workers participating in unions are not subject to discrimination recognition of the right to collective bargaining or punitive disciplinary actions. Forced Labor Trafficking and exploiting human beings for the purpose of monetary gain.Issues Child Labor Discrimination Working Conditi ons Wages, payroll records and deductions Labor contracts Environment Corruption and Bribery Ethical Animal Ethics Models Employing children under the legal age to work in factories, sweatshops or even in their own homes. Unfair treatment in favor or against a person based on their religious affiliation, skin color, nationality, gender, race, economic class etc. Forced labor. Extended work hours with little or no compensation. Occupational health and safety. Withholding pay and legal documentation. Refusing to negotiate with unions. Abuse of power and authority. Toxic waste.Heavy chemicals and dyes. Abuse of power by officials, corporate or otherwise, for illegitimate gain. Use of real animal fur or exotic animals. Animal abuse and testing. Refraining from the promotion of unattainable body ideals and unhealthy lifestyles. Note that due to the fact that the fashion industry requires extensive manual labor and the use of raw material and chemicals, the two most critical global issues according to the classification to the United Nations Global Compact (UNCG) are Human Rights and the Environment. However, these categories are still very broad; therefore, the analysis will be split into four sub-categories: ? Human Right: Child Labor, Working Conditions, Environmental: Impact and Sustainability. 2|Page Fashion Industry China: CSR Case – Team 7 MBA Pudong The six companies are combined according to the filter: UN: Human Rights – Child Labor Company LVMH Inditex SA Gap Inc. Levi’s H Hermes Main Action Supplier Code of Conduct Staff Sponsorship Supplier Protocol Based on Best Practices California Transparency in Supply Chains Act Terms of Engagement Supplier Protocol Control Supplier Code of Conduct Impact Effective abolition of child labor. Provide financing & education material.Develop projects for children End forced Child Labor/Human trafficking Sponsoring children to go to school Improvement of child labor conditions. Effective abolition of child labor. Provide financing and education material. Impact Train managers in â€Å"best practices†. Training and improvement of suppliers (safety protocols). 50 CSR specialists – End forced labor. Improve building and fire safety standards. Train suppliers in their own language – they know what to look for during factory audits. Reduction in Chemicals Train managers in â€Å"best practices†.Impact Reduction of CO2 emissions Reduction of CO2 emissions Guidelines for sustainable garment production Reduction of CO2 emissions Direct impact on the environment Control illegal activities of hunting. Genuine / Greenwashing On the way to be Genuine but still Greenwashing. Genuine Greenwashing Genuine Greenwashing On the way to be Genuine but still application of the policy is still Greenwashing. Genuine/ Greenwashing Elimination of forced labor. Freedom of association. Genuine Greenwashing Genuine Genuine Elimination of forced labor. Freedom of association.Gen uine/ Greenwashing Genuine Genuine Genuine Genuine Genuine Genuine Company Risk Reputation HIGH Reputation HIGH Reputation HIGH Reputation – HIGH Reputation HIGH Reputation HIGH UN: Human Rights – Work Conditions Company LVMH Inditex SA Gap Inc. Levi’s H Hermes Main Action Human Resources Development Develop science and technology Code of Vendor Conduct Term of Engagement Improve working conditions. Human Resources Development Main Action Environmental Task Force Criteria of eco-efficiency Sustainable Apparel Coalition Forest Products Purchasing Policy Reduction of chemical use.Socially responsible supply channel. Company Risk Quality of product – HIGH Reputation HIGH Reputation HIGH Reputation MEDIUM/ HIGH Reputation HIGH Quality of product – HIGH Company Risk Coherent reputation & image – HIGH Reputation HIGH Reputation HIGH Reputation HIGH Reputation HIGH Coherent reputation & image – HIGH Company Risk Coherent reputation & image à ¢â‚¬â€œ HIGH Reputation & Cost – HIGH Reputation – MEDIUM UN: Environment – Impact Company LVMH Inditex SA Gap Inc. Levi’s H Hermes UN: Environment – Sustainability Company LVMH Inditex SA Gap Inc.Main Action Encourage biodiversity Staff Sponsorship Green initiatives. High EPA ranking. Impact Reforestation and social program Product lines that use 100% organic cotton Reduction of water use. Improve operational efficiencies in Chinese fabric mills. Genuine/ Greenwashing Genuine Genuine Genuine 3|Page Fashion Industry China: CSR Case – Team 7 MBA Pudong Levi’s H Hermes Robust vetting system for suppliers Transparent chemical policy Technological Development Ensures suppliers are in compliance with TOE Reduce water and energy in supply chains.Reduce environmental resources Genuine Genuine Genuine Reputation HIGH Reputation HIGH Reputation HIGH Ranking The following graphs illustrate how each company ranks in comparison with one another b ased on. But, before reading them, it should be taken into consideration that each company has different external environments and stakeholders which directly affect the CSR activities and strategies. Indeed, even though each of these companies is in the fashion industry, each has a distinctive market and set of requirements, such as boutique vs. massive distribution.Therefore, the rankings cannot be interpreted a prime facie. UNGC : Human Right – Children Labor High Impact of the CSR issue UNGC : Environment – Impact High Impact of the CSR issue Low Low Genuine/ Greenwashing High Low Low Genuine/ Greenwashing High UNGC : Human Right – Working Conditions High Impact of the CSR issue UNGC : Environment – Sustainability High Impact of the CSR issue Low Low Genuine/ Greenwashing High Low Low Genuine/ Greenwashing High 4|Page Fashion Industry China: CSR Case – Team 7 MBA Pudong From that it is possible to rank the six companies (Table 3).Indeed, accord ing to the four graphics above, there are evidences that some companies are working better in terms of CSR. For instance, it is possible to point out that the luxury brands are more involved in the CSR than the others. However, that make sense, because the margins are greater; therefore it easier to spend money on responsible business practices, but also because the reputation (quality and image) is a big issues (Bendell & Kleanthouse, 2007). In addition, it comes to the mind the fact that the mass-production companies, such as H and INDITEX, have to manage other problems that luxury brands do not have to deal with.However, Levi’s is historically founded on very strong ethical values and this is reflected in the daily practices. Indeed, Levi’s is consistently a leader in CSR and responsible business practices. Thus, as it was said above it is difficult to compare companies which deal everyday with different issues and market and public. Table 3 – Ranking of comp anies studied by Team 7 Rank 1 2 3 4 5 6 Company Levi’s Hermes LVMH Inditex SA H Gap Inc. Conclusion The research indicates several glaring trends within the fashion industry.First and foremost, there appears to be an overall CSR evolution that started with crisis management, moved into brand insurance and finally ended with the implementation of initiatives that build a positive brand. In many cases, scandals involving child labor, poor working conditions and/or crimes against the environment caused them to develop policies and guidelines that tell employees how to act and make decisions. A prima facie, the companies attempt to institutionalize CSR. In other words, the organization, employees and board of directions will align company goals and business strategies in accordance to higher CSR standards.In order to obtain external recognition for these efforts, many of the companies obtained accreditation with socially responsible authorizes, such as ISO 14001, EPA certificati on, FTSE and Dow Jones Sustainability Index. The companies put forward the idea that they are socially responsible and tend to publicize high numbers or percentages to tout their accomplishments. Yet, rarely do they provide information of the methodologies or absolute values that would place clearer, understandable quantitative values to the effects of their efforts.As a result, these numbers cannot be taken at face value. Thus, they are making a tremendous effort to be responsible mainly for marketing purposes as opposed to divine intention. Finally, without question, these fashion retailers hold a disproportionate amount of power and influence over the entire industry and therefore are put in a higher level of responsibility 5|Page Fashion Industry China: CSR Case – Team 7 MBA Pudong Exhibit 1 – H Company Christiane R. Pagsisihan H (Hennes ad Mauritz), a Swedish multinational clothes retailer, offers modern basics to high fashion apparel.Its objective is to deliver a never-ending stream of must-have pieces at affordable prices, comparable to other major retailers such as Uniqlo, Forever21, Topshop and Zara. The company works with a multitude of buyers, designers and suppliers to produce collections that are both up-to-date and with quality. Its recent expansion brought about opening 2700 stores worldwide in over 48 markets and employing over 94,000 people from all over the world. Its largest market is Germany, followed by the US, France and the UK. As of 2011, the company reached $15. billion worth of revenue, and 2. 50% revenue growth. (Yahoo Finance, 2012) In terms of H vision, its focus is â€Å"to be run in a way that is economically, socially and environmentally sustainable. By sustainable, we mean that the needs of both present and future generations must be fulfilled. † (H, 2012) Its CSR work is grounded on their desire for continuous improvement. As mentioned in their website, â€Å"We have a responsibility towards everyone who contributes to our success, including those who are not employees of H.That is why we work closely with our suppliers to develop sustainable social and environmental standards in the factories that manufacture H products. We have to ensure that our employees’ human rights are not violated, and the same applies to employees of our suppliers and other co-operation partners, and to our customers. † (H, 2012) Accordingly, H is also an active member of the United Nations Global Compact (UNGC), and is committed to align its strategies with the 10 universally accepted principles that the initiative stands for.Apart from UNGC, H is also a member of the Fair Labor Association (FLA), Business for Social Responsibility (BSR), and Fair Wage Network among many others. (H, 2012) With regard to how it addresses various industry issues, H is proactive in their approach in setting new standards to ensure that it’s aligned with its company’s vision. H came up with a 7 Susta inable Strategy framework, an approach to managing its business. The framework is composed of the following commitments: 1 – Provide fashion for conscious customers – Make products with an added sustainability value. – Choose and reward responsible partners – Work with partners who share our values 3 – Be ethical – Always act with integrity and respect 4 – Be climate smart – Be energy-efficient and inspire others to reduce total CO2 emissions. 5 – Reduce, reuse, and recycle – Aim for zero waste to landfill. 6 – Use natural resources responsibly – Conserve water, soil, air and species. 7 – Strengthen communities – Contribute to the development of the communities where we operate. *Taken from H website: (http://about. hm. com/content/hm/AboutSection/en/About/Sustainability/HMConscious/Strategy. tml) The framework the company came up with is not uncommon, however, the commitments it chose to value are the fundamental principles that any fashion retail company should consider. Despite H CSR efforts, it still encountered mishaps in the past, publicized by several articles by the media. Its main challenges consist of human rights and environmental issues. The company’s sustainability report mentioned that, â€Å"producing raw materials like cotton requires a lot of water and goes with concerns about chemical use and working conditions. † (H, 2011) 6|PageFashion Industry China: CSR Case – Team 7 MBA Pudong Back in 2010, it was reported that H knowingly passed of genetically modified (GM) cotton – grown with synthetically agricultural chemicals- as organic cotton. (Vijayaraghavan, 2011) Another challenge that the company is aware of is its fabric processing issues. â€Å"Fabric production can require intensive use of chemicals, again raising concerns for the environment and for the health of the workers. † (H, 2012) In 2011, Greenpeace r eleased a report claiming that clothing from top brands including H were tainted with hazardous chemicals.H has also been attacked for sourcing its production in developing countries with poor labor standards. As mentioned in an article from Triodos, â€Å"Reports are published that include accusations of child labor, unhealthy working environments, and low wages at the factories supplying H. † (Triodos Bank, 2011) In spite these issues, H has been transparent about their sustainability strategy and as mentioned in an article, â€Å"is committed to working with its Chinese suppliers to reduce water, energy, and toxic-chemical use in its supply chains. (Vijayaraghavan, 2011) As highlighted in H Sustainability strategy, it continues to implement actions that help diminish the challenges that they’re currently facing. Listed below are some of the action plans the company implemented: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Make 100% of paper carrier bags from FSC Certified Paper. Reduce environmental impacts in cotton cultivation by using more sustainable cotton Help to lead the industry to zero discharge of hazardous chemicals Continue constantly to review and update chemical restrictions.Ban Fluorocarbons, Toluene from production Replace Solvent- Based Polyurethane with water based alternative. Promote the development of Harmonized Corporate water accounting and reporting Standards Promote reduced water consumption in garment production Monitor waste water quality at supplier factories Develop and implement environmental guidelines for the purchase of non-commercial goods. *Taken from H Sustainability Report – (H, 2011) Ultimately, H CSR efforts seem genuine; however, bad PR attacks its credibility.Although H had a couple of mishaps, staying true to their commitments, being conscious of where it sources its materials, and monitoring their production process would make a big difference. When faced with CSR challenges, the company should always go ba ck to its extensive sustainability strategy framework, and ensure that whatever it does as a company, that it should always stick to its commitments and vision. 7|Page Fashion Industry China: CSR Case – Team 7 MBA Pudong Exhibit 2 – LVMH: About Corporate Social Responsibility in China Introduction Damien DandelotRecent financial crisis and economic troubles do not affect sales of luxury brands. According to the Luxury Goods Worldwide Market Study (Bain & Company's, 2012), luxury spending rose 8% to $US274 billion in 2011, with growth in the US, Europe and China (Holmes 2011). However, luxury brands, such as LVMH, have recently been a target for public criticism (Kapferer, 2012). Indeed, luxury goods are ‘criticized for being extravagant, overpriced, exploiting third world suppliers, and wasteful when many people are struggling financially’ (Waller & Hingorani, 2011, p. 1).Moreover, recently luxury sector has been in the middle of a under enormous scrutiny: reports have deeply criticized this industry for lagging behind (Bendell & Kleanthouse, 2007). Indeed, just by looking on the web, it easy to find idea such as: ‘sustainable and luxury are incompatible terms’. Thus, this exhibit will focus on the issues related to luxury brands and social responsibility, with a particular focus on LVMH (Louis Vuitton Moet Hennessy) -the world’s largest luxury goods conglomerate- in China and its practices in domain of Human Right (Children Labor and Safe working conditions) and Environment (Impact and Sustainability).China is for LVMH a target! According to Ma (2010), the number of Chinese’s luxury customers will rise to 250 million around 2015. In addition, between others, China is in the middle of the criticism about luxury development. Indeed, China constitutes a menace for the planet; critics point out the behavior of the richest whose consumption per capita is disproportionate (Kapferer, 2012). The company This study will examine the CSR activities run by LVMH, via, between other things, the analysis of its mid-2012 Financial Report and 2011 Annual Report.But first of all, let point out some information (Table 1). Table 1 – An overview of LVMH (Moet Hennessy Louis Vuitton Company) Industry Founded Headquarters Products Brands Luxury goods, retail 1987 Paris, France Clothing, cosmetics, fashion accessories, jewelry, perfumes, spirits, watches and wines Wines and Spirits: The Glenmorangie Company Limited, Hennessy, Moet Hennessy UK, Moet Hennessy Asia Pacific, Moet Hennessy Diageo France, Veuve Clicquot, Moet & Chandon. Fashion and Leather Goods: Louis Vuitton, Fendi, Celine, Givenchy, Kenzo, Loewe.Perfumes and Cosmetics: LVMH Fragrance Brands, Guerlain, Perfumes Christian Dior. Watches and Jewellery: Chaumet, De Beers, Hublot, Tag Heuer. Selective Distribution: Le Bon Marche, Sephora, DFS. â‚ ¬23. 659 billion +16% from 2010 (29% of the revenue is from Asia, without Japan) â‚ ¬3. 465 billion Nearly 98,000 employees worldwide (about 64 % outside France) 3095 stores in total (641 in Asia, without Japan) in in over 60 countries Revenue 2011 Net Profit 2011 Employees Geography Company’s visionLVMH is quite clear on what is its risk according to its vision and then its value, goal or mission: ‘Like any human activity, the businesses of the LVMH Group have an impact on the environment. [†¦] The challenges faced by each business have been clearly identified’ (LVMH, 2011 p. 125). Indeed, in LVMH’s Annual Report (op. cit. ) we can find commitments such as: – Corporate mission: ‘A global vision dedicated to serving the needs of every customer. The successful marriage of cultures grounded in tradition and elegance with the most advanced marketing, industrial’ (op. cit, p. ). – Managing risk and non-compliance: ‘Some Maisons are bringing their sites into regulatory compliance, particularly those classified fo r environmental protection [†¦] LVMH requires its partners to subscribe to its Supplier Code of Conduct by virtue of which it reserves the right to conduct compliance audits at any time and without notice’ (op. cit, p. 125). – Organization and management techniques: ‘The main goal of the internal organization is to harness the commitment of all Group personnel and train them by offering resources best suited to their particular situation’ (op. it, p. 125). – Economic impact: ‘Since 2010 [LVMH] has lent its support to the ‘Conservation Cotton Initiative’ whose goal is to promote the cultivation of organic cotton in Africa and thus benefit the local clothing industry’ (op. cit, p. 129). – Environment: ‘46% of Group sites (excluding stores) were ISO 14001-certified and 27% of industrial, logistical or administrative sites (excluding stores) had been audited. [†¦] Particular focus was placed on environmen tal risk management. †¦] building construction, renovation and operation, the Maisons implement a number of different standards and certifications, such as HQE, BBC, BREEAM and LEED. [†¦] Following the completion of the Carbon Footprints and energy audits, the Maisons have implemented a number of initiatives’ (op. cit, p. 126-127). – A commitment to citizenship: ‘The first component of the LVMH corporate sponsorship program focuses on preserving artistic heritage. †¦] Children in elementary and high schools as well as art students benefit from educational programs designed and initiated by the Group to give them greater access to the best of culture, particularly in the areas of music and the visual arts [†¦]’ (op. cit. , p. 133). A prima facie, LVMH try to let converged its entire conglomerate together, by encourage its brands to follow the corporate’s goal and vision. Indeed, by promoting some values such as ecology, education, good practice labor, Human Right, medicine, etc. 8|Page Fashion Industry China: CSR Case – Team 7 MBA Pudong round the world, and by signing some certification and others accreditations, such as the United Nations Global Compact (LVMH, 2006), LVMH impose at its brands some behaviors and conducts rules. LVMH a discrete proactive company Although there was a lot of descriptive information on the web and in different articles and in LVMH Annual Report (2011), there were very few specifics in terms of the financial figures pertaining to the implementation of CSR various initiatives. Indeed, for China only seven intra-/ extra-organizational activities have been found on Environmental and Human Right (Table 2).Table 2 – LVMH CSR Sustainable Development UNGC Children Labor and Safe working conditions Impact and Sustainability Children Labor and Safe working conditions Children Labor and Safe working conditions Impact and Sustainability Children Labor Sustainability Children Labor and Safe working conditions Medicine Activity Human Resources Staff Sponsorship Corporate inhouse initiative Encourage biodiversity Suppliers Code of Conduct Research Activity To improve the performance and the ‘Sustainable development’ consciousness of their leaders, LVMH organized 16 forums, for 400 managers representing more than 30 brands and 30 countries.The subject of these forums covers all CSR spectrums. LVMH has been sponsoring a group of middle school students from Sichuan since the 2008 earthquake through academic support provided by the employees and by financing educational materials, in order to fight against Children labor. LVMH discuss with its brands about matters concerning human rights, nondiscrimination and equality with their employees by means of posters, Intranet sites, inhouse media and in new employee guide booklets. LVMH is a partner in the Tianzi natural reserve (China) under a 10-year sponsorship agreement comprising eforestation, orchi d planting and a social program. LVMH defends the principles of the Global Compact: elimination of professional discrimination; freedom of association and effective recognition of the right to collective bargaining; elimination of any form of forced labor; effective abolition of child labor. Pasteur Institute in China Thus, according to the table above, there are evidences of CSR framework on the top. For instance, the motto of the top management includes some CSR idea: renew, recycle, reduce, and review.And like many others, LVMH is auditing regularly in its carbon imprint (since 2004). In fact, according to Kapferer (2012) all luxury groups have already imply some structure (Environmental Task Forces, Charters, etc. ) that make CSR an inherent criterion in all top decisions. However, still according to Kapferer (2012), even if CSR is already, for all luxury groups (LVMH, PPR, etc. ), on the top of their agenda (since 2001), they have not publicized it: ‘Luxury has moved forw ard but does not talk much about it’ (op. cit. , n. d. ). LVMH between genuine and ‘green washing’ policyAccording to Bendell & Kleanthous (2007) when we measure company’s performance in social issues, the brands did not fare well. To link that to LVMH, Bendell & Kleanthouse (op. cit. ) measured 10 luxury brands on their Environmental, Social and Governance (ESG) performance. The results are not very convincing. Indeed, by giving a score out of 100, and graded from A (the best) to F (the worst), out of the 10 companies, no one were graded more than a C+: L'Oreal topping the ranking, followed by Hermes and LVMH (followed by the same grade, but not the same score).In terms of practical issues there is an understandable paradox. Indeed, a 100% move to ethical trade (Children Labor and Safe working conditions and green concerns (Impact and Sustainability) today in the luxury sector would hurt the quality of their products (Bendell & Kleanthouse, 2007). However , all luxury groups have adopted some high CSR goal of becoming sustainable luxury models (op. cit. ). In this sense, LVMH policy does not go in the direction of ‘green washing’, but rather of a genuine incorporation of the CSR concerns into the whole value chain (sourcing, creating, manufacturing, logistics, istribution, marketing, servicing, waste and recycling). Nonetheless, even its effort and its strategy of integrate CSR on the top; LVMH is still between two lines; indeed, because the company must provide a self-expression which reflects class, status, and quality, the company cannot turn in green or ethic concerns tomorrow, but must to be ready to take the turn when this one will appear. Conclusion and Recommendations Because it seems clear that as luxury brands LVMH promotes itself to the worldwide audience, LVMH is increasing the extent to which CSR and sustainability issues feature in its business practices.Then by being more proactive in their civic responsib ilities and keeping within government regulations in its business operation, LVMH can build a reputation as a good corporate citizen. If LVMH can continue to develop its actions in activities such as eco-friendly ingredient sourcing, fair pricing, eco-manufacturing, and efficient non-wasteful distribution, as well as corporate sponsorship, the company will finally has a competitive advantage.Indeed, some CSR actions deeply thoughtful can, on one hand, help to promote a specific image that management would like to portray to its various stakeholders, and on the other hand, can also counter criticism for other issues that may affect the company. Thus, if LVMH will bear upon its providers and distributors to accelerate behavioral changes and align faster with CSR standards, it will play a leading role in the redefinition of the ‘modern hero’ (Kapferer, 2012). Indeed, the rich of tomorrow by its conspicuous choice of luxury brands will demonstrate not only their taste and w ealth but their sense of discernment and altruism.In other words, because luxury brands can lead the way by redefining the notion of quality and the luxury dream, more than individual, LVMH can differentiate itself from its competitors, but moreover, be sustainable in social, economic and ecological in term. 9|Page Fashion Industry China: CSR Case – Team 7 MBA Pudong Exhibit 3 – Inditex Company Jose Antonio Mallen Inditex is the largest fashion retailer in Spain and one of the world’s largest fashion retailers. Over 100 textile design, manufacturing and distribution companies form the group.The products are shown in eight different concept stores (Zara, Pull, Massimo Dutti, Bershka, Stradivarius, Oysho, Zara Home and Uterque). Inditex has opened until this moment 5. 963 stores in 85 different markets. FISCAL YEAR Net Sale (million of euros) Net Profit (million of euros) N? of stores N? of markets Number of employees 2011 13,793 1,932 5,527 82 109,512 2010 12,527 1,732 5,044 77 100,138 11/10 10% 12% 483 5 9. 4% The Inditex financial year is from 1st February to 31st January of the following year Source: Inditex annual report 2011Inditex was the first Spanish company to sign on the United Nations Global Compact in 2001, and since 2010 is a member of the UN Global Compact Advisory Group on Supply Chain Sustainability. Besides sign on the United Nations Global Compact, Inditex works with two other institutions in order to develop its corporate social responsibility: The Ethical Trading Initiative (ETI) and The International Textile Garments & Leather Workers Federation (INDITEX, 2012). Inditex is listed as well in the FTSE ranking the second within the retail supersector leaders (FTSE, 2012) and is included in the Dow Jones sustainability Index since 2002.As mention in its press dossier â€Å"Inditex views social and environmental variables as a strategic vector for its management system. Sustainable growth, which customers and society in gen eral increasingly demand, is a value we at the company share and apply to our supplier relationships†. The CSR strategy is apply and integrated in the business through the Internal Code of Conduct and the Code of Conduct for External Manufacturers and Suppliers, in the social area, and through the Environmental Strategic Plan in the environmental area.The open and honest relationship that Inditex maintain with its stakeholders is based in transparency management and its efforts in this area have received international recognition. (INDITEX, 2012) Labor and Human Rights (100% in Communication on Progress) Through the Code of Conduct, which is non-negotiable for all Inditex suppliers and manufacturers, is how the company guarantee acceptable working conditions for each one of the employees of Inditex manufacturers and suppliers. The company is visionary in this aspect and develops new programs in Brazil, India, Cambodia or Turkey, even when India only represents the 5% of its pr oduction.Child Labour: Inditex has a specific protocol for the prevention of child labour in its supply chain. This protocol is based on the best practices of the industry, but Inditex goes more deeply into other aspects that let it for example develop de Vidya project for the Indian children. Safety Conditions: In collaboration with scientific and technological institutions and companies, it has started up a programme of training support for its suppliers on specific and relevant aspects of the Inditex health and safety 10 | P a g e Fashion Industry China: CSR Case – Team 7 MBA Pudong protocols.It works directly with the suppliers to avoid the use of risky methods in the clothes manufacturing and providing them alternative methods. (INDITEX, 2012) Environment (94% in Communication on Progress) Inditex is always aware of the possible impact of its activities (design, manufacturing, distribution, retail) on biodiversity and the environment, encouraging compliance with environm ental regulations and looking for increase efficiency in resources consumption and reduction of environmental impact. Inditex implements these issues in the form of an environmental management system.The company is totally proactive in this aspect, leading the industry and signing on different organizations and projects that support environmental issues. Proof of this, is that in 2011 Inditex supports two of the international organizations that are most representative in boosting policies of environmental and natural resource management: Better Cotton Initiative and The CEO Water Mandate (included in the global compact initiative) Impact: The major impact that Inditex create in the environment is through its activities of distribution and retail.They addressed this topics through concrete actions like open all its new stores with a criteria of eco-efficiency (483 stores with this concepts in 2011) or setting the objective of reduce the emissions from logistical activity by 20% by 20 20. Usually, almost all the CSR actions have an immediate or future economic benefit for the company. In this particular case, although looks like a genuine action, the opening of new eco-efficiency stores involves a decrease in the costs of power and water in these stores. For this reason is difficult to know the final reasons (CSR or profit) of the company.Sustainability: The natural resources and water spend to manufacture Inditex’s products is one of its main concerns. Several chains of the group have developed specific 100% organic cotton collections. In the same direction, Inditex is using tencel, a fibre which is manufactured from eucalyptus wood and which is totally biodegradable. What the company communicates through different sources (annual report, press release, etc. ) about its CSR efforts in sustainability is quite close respect to what external sources show.I have not found any issue related with a CSR wrong management. Moreover, the company is usually listed i n the top of sustainability rankings. In my opinion their efforts in CSR are genuine, because not only was one of the first Spanish companies adopting social and environmental responsibility into their strategy but also because as they say in their annual report: â€Å"Inditex maintains a continuous dialogue with its stakeholders in order to identify the issues that most interest or concern them† (INDITEX, 2012).It is difficult to improve the company’s CSR performance. They were developing a CSR strategy for a long time; they have tools and resources to manage the different CSR issues that affect them, in a positive or negative way, and a very proactive way approaching CSR. These are the main reasons because I think that Inditex is a leader and should be an example to others companies within the industry. Probably this could be the next step in its CSR strategy, showing to their competitors the best way to approach CSR strategy in their companies. 11 | P a g e

Becoming Global Coursework Example | Topics and Well Written Essays - 250 words

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Hospital Staffing Crisis Research Proposal Example | Topics and Well Written Essays - 500 words

Hospital Staffing Crisis - Research Proposal Example Higher numbers of nurse staffing in hospitals has revealed to correspond with lower mortalities as well as rates of medical complications. In addition, increased staffing leads to reduced lengths of stay and improved outcomes (Bowers& Flood, 2008). Topical sentence: One crisis that affects hospital staffing is the rate of dissatisfaction habits amongst the nurses. The work environment easily influences their satisfaction levels and once they feel dissatisfied, they quit and look for jobs elsewhere (Myers, 2012). Topical Sentence: Nursing has proved to take the highest cost of labor in the hospitals. More often, consultants visit the chief nursing officers to inquire about the issues concerning their staffing (Ellerbe, 2013). Higher numbers of nurse staffing in hospitals has revealed to correspond with lower mortalities as well as rates of medical complications. In addition, increased staffing leads to reduced lengths of stay and improved outcomes (Bowers& Flood, 2008). One crisis that affects hospital staffing is the rate of dissatisfaction habits amongst the nurses. The work environment easily influences their satisfaction levels and once they feel dissatisfied, they quit and look for jobs elsewhere (Myers, 2012). Constant quitting amongst nurses reduces the quality of patient care as well as the safety of the patients. According to a job satisfactory survey done, nurses registered low satisfactory rates when it comes to duties carried out as well as pay (Myers, 2012). According to the Joint Commission on Accreditation of Health Care Organizations, dissatisfaction among the nurse has persisted and recent study indicate that 41% of nurse currently working agree to dissatisfaction and 22% plan on quitting their jobs. A population of these nurses are unhappy about their jobs experiences due to the work overloads amongst other difficulties (Hinshaw, & Grady, 2011). They say that they

Characteristics of japanese schooling Research Paper

Characteristics of japanese schooling - Research Paper Example This essay stresses that there is a large number of people who want the system to be more flexible to the students because the current level of strictness has caused many to send their children to schools in addition the regular public schools children attend during the daytime. Japan conventionally follows a strict layout of curriculum and coursework for education at all levels and room for modification in curriculum or the educational trends in Japan is little, despite the fact that it contrasts with the diverse level of competency among the Japanese students. This paper makes a conclusion that increasing general reliance of people on part-time educational institutions like jukus and yobikos has paved way for many businessmen to adopt this as their profession since the practice guarantees huge monetary benefits. However, an in-depth analysis of the routine of students that go to these institutions suggests that these students spend a major portion of their day in schools. This is adversely affecting their social life as they do not get enough time to socialize with their friends and family. This may result in the production of a silo-minded generation in which the individuals lack bondage. In addition to that, people’s trust in jukus and yobikos more than on public schools speaks bad of the role of formal educational institutions in the overall academic nurturing of students in Japan.

MANAGING PEOPLE AND PERFORMANCE Essay Example | Topics and Well Written Essays - 1500 words

MANAGING PEOPLE AND PERFORMANCE - Essay Example When we talk about diversity, it is mostly meant like defined above people belonging to different cultures and so on. Diversity includes qualities and abilities that are different for every individual and when they meet together in one organization, they bring with them their thoughts, expertise, opinions and so on which are different than our own. Organizations are not only made up of individuals but are made up of teams and groups. They work together to achieve one common organizational goal despite their diverse differences as mentioned above. To manage such vast workplace diversity is the main concern of the managers today. All the people in the organization are required to work together in peace and harmony so that organizational goals could be realized. HR Managers have a duty to come up with different strategies to manage the workforce diversity to improve workplace productivity. Diversity is a valuable asset of any organization. This is because if different people are working together, they can create new ideas and products that could result in competitive advantage for any company. The key activity of the HR managers does not only include how to manage the diverse workforce. It also includes how to manage work/life balance and providing diversity training. Looking at the past it can be seen that workforce has changed significantly. More and more women have entered the organizational world and account for almost 50% of the workforce. (Foot and Hook) To cater the needs of the work\life balance especially for the women with dependent children, flexible working hours are now part of the provisions of Employment Act (2002). The work/life balance was not only issue for the women but also for he men who found it hard to manage their personal responsibilities because of heavy workloads. (Robbins and Sanghi. Pg 509). Today, managers have instituted different strategies to provide work/life balance for all the employees.

The Relationship between Multinational Firms, the State and Essay

The Relationship between Multinational Firms, the State and Socio-Economic Development in the UK - Essay Example Most of the research work conducted did concentrate on the firm-level decisions regarding their FDI strategies but less time and resources have been devoted to the state level. It has been realized that a number of states such as the US have often attracted FDI through various tactics including reduction in taxation levels. The relationship between these multinationals and the State becomes very important in the success of both parties. Even though one would argue that the role of state in international business has been eroded by the development in globalization, this is still not the actual case on the ground. The nation state still has a crucial role to play and this is why its relationship with the multinationals is quite relevant (Henderson et al., 2002, pp.436-464). A number of reasons exist as to why most multinationals are tolerated. One of them is the mutual relationship that could emanate between the state and the multinational which further links it to the home state of th e multinational. In this case, a tripartite perspective could be established. The other reason is based on the social and economic developments that multinational companies do promote in the host country. These two reasons seem to underlie the basic intentions of the national governments in welcoming multinationals. This paper looks at the relationship between multinational firms, the state and socio-economic development in the UK as a case study. Analysis Multinational firms and the UK state The relationship between nation states and multinationals is one that has been characterised with juxtaposed needs or interests. Each seems to be pulling towards its side. The state is territorially defined and has well-defined political systems which provide the necessary framework for economic, social, political and cultural activities of those acting domestically and pursuing the interests of the nation (Dunn, 1994, pp.3-8). On the other hand, multinationals are interested in expanding their individual operations irrespective of the boundaries set by the state and have to cope with a number of political, economic, cultural and social conditions that exist in those acquired markets and they are always driven by private interests, which are usually founded on economy of scale, global trends in economy, and effective management of international operations. Existence of negotiated relationships between these two opposing parties merges their needs and ensures a win-win outcome (Kay, 2002, pp.1073-1102). Democratic political institutions have the capacity to establish policies that are market-friendly. The peace that exists in states links these democratic institutions to more credible levels of international systems. These mechanisms provide better playing grounds for multinationals in the long run. On this point, the institutional based checks as well as balances, which could be linked to democratic systems usually, reduce the possibility of reversing the policies made an d thus providing the multinational companies with the de facto commitment to the stability of these policies (Iet to-Gillies, 2002, pp.43-54). Stable policies ensure that multinational are given a friendlier environment where they can forecast their needs for budgeting in relation to the upcoming economic scenarios as well as tax schedules, make critical managerial decisions that are able to respond to macro-economic predictions, and also eventually hedge against risks associated

Analysis of IBM Organisation Assignment Example | Topics and Well Written Essays - 500 words

Analysis of IBM Organisation - Assignment Example Compared to any other organization in the USA, IBM is the Information Technology Company with the highest number of patents. The company has also established nine research laboratories in different places of the world (Emerson, 76). Moreover, the company has an excellent team of an employee with a high degree of qualifications, and which highly values teamwork. These factors have seen the company have a competitive edge over the other US-based IT companies. It keeps its customers supplied with the most recent discoveries in IT through its commitment to research. A well qualified and teamwork based team of employee ensures the success of the company through the collaboration of the teams to give the company’s customers the best products and services. The high level of patenting has served to ensure that other IT companies are prohibited from specializing in some areas that the company has patented as its empire. The organizations' principle level strategy is differentiation, wh ere the company has specialized in computer hardware and software production, as well as IT consultancy services for its customers. The company produces specialized products for its customers, depending on the organizational demand of the organization in question. The company produces its products and services based on customer’s centricity (Emerson, 18). This strategy has worked well for the company, allowing it to cultivate more customer loyalty and goodwill. The organization structure is an all-inclusive one, where the opinions and the suggestions of each of their management and employee team counts. It has a culture of collaboration, through which its innovation objective is realized. Both the structure and cultures of the organization are blended well to enhance teamwork and collaborated achievement. The match can be improved through leadership training for all, to ensure that all of the company employees serve as leaders in their different capacities. The organization s tructure is functional without any problems being experienced.

Case Study- Kindle Essay Example for Free

Case Study- Kindle Essay This case study focuses on how Amazon has utilized digital technology to reach out to more customers as it realises the importance of convenience for its readers. Its product the Kindle is an e-reader that offers an alternative to hard copy books. The Kindle offers readers the mobility and efficiency when purchasing and reading books. Amazon has also furthered its opportunities by partnering with certain companies namely Apple, Penguin and Lonely Planet. Although the Kindle is the market leader in the e-book market, it has strong competitors i. e. IPad. Rather than viewing Apple as a competitor, Amazon took this opportunity to reach out to more of its customer base, namely through Apple users. By offering the free Kindle app to Apple and Android products, Amazon has widened its access to potential readers. Amazon has partnered with publishers Penguin and Lonely Planet who are vital suppliers to e-books. In order to appeal to readers, the Kindle has to offer its customers a variety of books to choose from. To do this they require digital books that can only be supplied in large quantities by big publishing companies who have a variety of books they’ve published and can offer to the Kindle. Thus by forming the right relationships with other businesses, Amazon has be able to position itself well in the e-book market and to penetrate into other digital markets too. By understanding the changing needs of the market, Amazon has identified the appropriate product that can satisfy its customers. Reading is a hobby for many people and many desire to do so but find it impractical carrying books around and find they have little time to read them. Thus by digitialising books, they have given customers the ability to read anywhere and everywhere. By offering the free app to smart phones, this is especially convenient as most people use smart phones every minute of every day and thus this encourages more people to read as they are now given a bookstore in their fingertips. Kindle now has further plans to expand its customer range by offering books of different languages. Thus this will enable millions of people in the world to gain access to virtual books in their hands without feeling the weight of them.

Homeostatic Mechanism Essay Example for Free

Homeostatic Mechanism Essay Homeostatic mechanisms are essential for a body to maintain a stable condition. The word homeostasis describes the body’s ability to maintain its healthy state, while the world around it is changing constantly. There are many steps in the process of homeostasis. First, there is the stimulus that causes the change. Then the receptor detects the change. The information of the imbalance is then sent to the control center, which decides the response. The information entering into the control center is called the afferent pathway. During the efferent pathway, the information is sent out from the control center to the effector. The effector provides the means for the control center’s response, returning the body back to normal. An example of a homeostatic mechanism working is someone exercising, or running. This is known as the stimulus in the homeostatic mechanism. Consequently, the person is now breathing faster, their body temperature is rising, and their heart rate is increasing. By breathing faster, more carbon dioxide is entering into the body. This causes the pH level of the blood to decrease, making it more acidic. HHHhhhhdkjfkldsdjf The receptor detects this change and sends the information out to the control center. The control center then tells the cells to get rid of the carbonic acid in the blood. This causes the person to breathe even faster, prompting more oxygen into the body, getting rid of the carbonic acid. When the person stops running, the heart rate starts to return to the resting heart rate. The pH level of the blood also increases back to normal, which is about 7.35 pH. A homeostatic mechanism is basically a test of a person’s responsiveness. Without any homeostatic mechanism, the body would fill up with carbon dioxide and could pass out and die. A homeostatic mechanism in a body is necessary to maintain a stable condition.

Identification Of Strategic Problems Of Tesco Marketing Essay

Identification Of Strategic Problems Of Tesco Marketing Essay 1. After doing the PEST analysis of the company, we can recognize the result or the marketing issues, a company is facing. Pest analysis is about doing analysis of political, economical, social and technological factors, which a company is surrounded by. 2. Get an understanding about why firm issues require to get instant thought and why there are strategic marketing problems once the findings are assessed. 3. Determine the consequences of not addressing certain issues by considering the urgency or immediacy of the issue. 4. Consolidate overlapping or related issues into a controllable number. The last list should include no more than twelve issues. 5. Organize issues in priority order by bearing in mind how they transmit to one another. Introduction   Once the strategic issues are found, the next step is to use the conclusion to identify strategic issues. It is in this stage that participants decide which issues are critical to the success of the company and its dream of improving the marketing strategies. Marketing Strategic issues or problems are those fundamental policy choices or critical challenges that must be addressed in order for a company to achieve its vision. Examples: (Cock Burger King) For over a century now, Coca-Cola has been the number one soft drink company in the world. They have vast profitable resources and some of the greatest marketing minds existing at their disposal. Despite all of that, Coca-Cola failed glumly when it introduced New Coke to the public back in 1985. The reason was that they were unable to understand the marketing threats and could not target the right market and were fail to arrangement their new product in the market. The simples reason of failure was people did not like the new cock. In spite of all the research that was done, and despite the thousands of taste tests conducted; the buying public just didnt like the taste of New Coke. And completely nothing Coca-Cola said or did could change that one simple fact. Unfortunately, that crooked out to be a very expensive lesson for Coca-Cola. They lost millions of customers to their bitter rival and number two soft drink giant, Pepsi. Yes, Coca-Cola is still the number one soft drink. But the slit has been narrowed significantly. Burger King required very much to be French Fries King. For years, the No. 2 hamburger chain beat out McDonalds in taste tests of hamburgers, but the Golden Arches kept a lock on having the number one french fries. So, Burger King spent several years formulating a new french fry, a potato stick coatedunlike its precursorwith a layer of starch calculated to help keep heat and add chomp. Armed with a $70 million marketing war chest, the company rolled out its biggest product launch ever in 1998. So, what happened? Burger Kings new french fries turned out to be a whopper of a flop! Sales of fries are significantly down, stated a 1999 internal memo. Double digit percent of consumers keep away from Burger King because of our french fries. Fortunately, Coca-Cola and Burger King were able to live on near disastrous miscalculations, because they had billions of dollars behind them. But other companies that poorly miscalculate their strategic marketing problems, and dont have those kind of financial resources, generally end up going out of business. Thats mostly why so many dot-com companies are reducing like fliesand will carry on to do so. Itroduction The presented piece of work studies the presentation of the TESCO public incomplete company in UK stock market, follows its progress and interesting events for the fresh time as well as provides with financial The presented piece of work studies the performance of the TESCO public limited company in UK stock market, follows its progress and interesting events for the recent time as well as provides with financial statements, balance sheet and calculates figures necessary. , balance sheet and calculates figures requiredFirst, name and address of the company is presented. Secondly, annual report, share prices graphic in compare with other companies and share price graph for the past two years, latest news and other information is provided in this report.TESCO was founded in 1919 by Jack Cohen it made unbelievable success in international grocery and general merchandising retail chain. Nowadays it is the largest retailer in global and UK domestic market share whichs profits exceeds  £2 billion. Firstly company expert in food and drink and later it has diverted areas such as clothing, financial services, electronics, insurance and others. Now it has 3,728 number of stores all of the world and 440,000 numbers of employees working for the TESCO. TESCO leaders define their values as every little helps toward erecting value for customers and earn their loyalty. Company work hard for the buyers, meet their needs, act sensibly and treat with employees in trus t and respect. The strategy of the company is to offer great quality, affordable prices, high variety and customer service. TESCO own 2,115 stores in United Kingdom and had already penetrated to 13 international markets including Europe, Asia and USA. Aiming to provide excellent value and choice TESCO Company tries to provide all its customers with the goods they want to have and also take part in social and environmental challenges. (www.tescoplc.com) TESCO CASE STUDY: Tesco runs more than 2,300 supermarkets, hypermarkets, and expediency stores in the UK (where it is the market leader in food retail), Ireland, Central Europe, and Asia. Its operations include convenience and gasoline retailing (Tesco Express), small municipal stores (Tesco Metro), hypermarkets (Tesco Extra), and financial services through Tesco Personal Finance. A global leader in online grocery sales, it owns a 35% stake in US grocery chain Safeways GroceryWorks. It is the most important online grocery store and it is now expanding its business with a TV channel and a retail based education organization. HOW TO IDENTIFY THE STRATEGIC MARKETING PROBLEMS OFD TESCO: (By Doing SWOT and PESTLE Analysis of Tesco Plc) A PEST analysis of the industry will examine the local, national and global influences of political, economic, social and technological factors to appreciate opportunities and threats well. External Environment PESTLE Analysis All of those (political, economic, social, technical, legal and environmental) factors will to some degree apply to the retail manufacturing in Sweden. POLITICAL Following the European addition and Free Trade Agreements, the market has opened up for British Companies to invest in Eastern Europe. Tesco already has 60 Hypermarket store in Hungary.  Ã‚   Lidl is frankly fighting to maintain its market share with an violent pricing strategy. ECONOMIC the Retail sector is fairly recession prawn and also very sensitive to changes in interest rates. Since the events of September 11th the world economies have suffered heavily, stocks plummeted and prices are at all time lows. The world economy is however, now on the up post September 11th. Consumers are optimistic and the retail industry is once again booming. SOCIAL changes in consumer taste and lifestyle represent both opportunities and threats for the industry. Opportunities in terms of new market and consumers, however, there are new threats in terms of alternative established Swedish national retailers (foreign company bias). TECHNICAL Changes in retailing methods as such clothes sales via the Internet is now a common place in retailing. Paperless operation, the management and administration of the company are undertaken on IT systems, which are accessed through secure servers; provide flexibility in the running of the business. As Sweden is at the forefront of technological advancement with national companies like Ericsson, Tesco would enjoy the complete logistic and distribution channels already in place. LEGAL National legislation for health and safety both in terms of consumer rights and also in terms of production of own natural renewable resources for making clothes. ENVIRONMENTAL The renewable source of resources used in production, namely cotton and wool are environmentally friendly. The threats are in terms of legal penalty for livestocks in terms of health and safety.  Ã‚   After the on top of analysis, following were the strategic marketing problem found for Tesco: Identification of Strategic Marketing Problems of TESCO à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Perception of low quality -(Tesco value brands) à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Lack of local knowledge of customers and culture à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Foreign brand à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   New existing competition à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   unpredictability in Price of raw materials à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Economic recession à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Market shift to globalisation à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   conquest bids à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Far-East low cost brands à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Extremely high competition for customers and resources  Ã‚  Ã‚   Strategic Marketing opportunities of TESCO: à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Diverse ranges of products à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Open 24 hours a day à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Strong Cash Flow Position à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Increase turnover and trading profits à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Strong Balance Sheet à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Leading Supermarket Chain à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Brand Awareness à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Human resources à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Online Shopping à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Capabilities to turn resources into advantages  Ã‚  Ã‚   OPPORTUNITIES à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Develop brand awareness globally à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   New Markets à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Market shift to globalisation à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Health awareness growth -GM crops à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Innovation Alliances à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Low cost brand growth à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Diversification à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Non-food offers untapped new markets with higher margins  Ã‚  Ã‚   Market Entry Strategy of TESCO: We can utilize An offs product/market matrix to identify guidelines for Tescos strategic development. This environment offers directions for strategic choice available to Tesco in terms of products and market coverage, taking into account its strategic ability and also expectation of stakeholders  Ã‚  Ã‚   Markets Existing Protect/build à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Consolidation à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Market penetration  Ã‚  Ã‚   Product development à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   With existing capabilities à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   With new capabilities à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Boyond current expectations   Ã‚  Ã‚   New  Ã‚  Ã‚   Market development à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   New segments à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   New territories à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   New users à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   With new capabilities à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Beyond current expectations  Ã‚  Ã‚   Diversification à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   With existing capabilities à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   With new capabilities à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Boyond current expectations Source: Johnson, G., Scholes, K., Whittington, R., (2005) We can see from the Ansoff Matrix that Tescos launch of Baby wear in Sweden will involve a market development strategy. As Tesco already sells kids clothing (existing product) but Sweden will be a new market. Both capability and market consideration has driven Tesco to into development into new markets. Kids clothing is a product that can be exploited in other market segments and also geographical spread internationally. Tesco may encounter some difficulties around creditability and expectations as they attempt to enter the new market. Tesco may not be seen as a credible mainstream supplier. Tesco Plc Target Customers Tesco must decide which market segment in Sweden it wants to target; this will subsequently determine its common strategy. If it wishes to with the low cost retailers then it must adopt a cost leadership strategy. Otherwise it will have to look for differentiation so that it can charge premium prices at the high-end market. As the competitive rivalry in the low cost market is passionate, Tesco should enter the high-end market with a differentiation strategy. However, before Tesco decides on its goal customers, we need to conduct a market analysis, in provisions of size of the baby clothing market in Sweden, market shares of all the existing firms in the market and ultimately segments within the market, to identify particular segments, so that Tesco can target these and adjust its marketing. TESCO Marketing Objectives: Tesco could have the following objectives: à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Profitability, in terms of operating margin (a 10% target) à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Swedish Market share (a 20% target) à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Customer advocacy (the number of customers who recommend Tesco branded clothing, repeat business) à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Respected company (the number of community stakeholders who respect Tesco) à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Ã‚  Ã‚   Employee motivation (the number of employees who feel motivated to deliver Tescos goals) Tesco must ensure that it sets SMART marketing objectives that are measurable, time limited, attainable and relevant. New Marketing Strategy of TESCO: Tesco strategy is clear, with growth being from four areas the core UK grocery business, non-food, international expansion and pursued retailing services such as financial services, the dotcom business andtelecommunication packages. Basically, Tesco is using its strong stable core to keep the business ticking over while it forges new riskier areas of growth. Pushing further into non-food in the next phase (Johnson, G., Scholes, K., Whittington, R., (2005)). Lidl is currently destroying the market by selling the products below cost price. Therefore, Tescos generic strategy will have to be cost leadership, unless we can successfully differentiate our line of clothing so that we can charge a premium price. A marketing strategy will involve analysing the markets, and which products to offer. The strategy is implemented through marketing tactics, which involve detailed decisions about factors such as the price and the way the product is distributed. So Tesco must decide on its model of entry in terms of, own stores, Internet selling or joint venture with an existing national retailer. Source: (http://www.universitydissertations.com/Marketing/Tesco-Marketing-Strategy.php)

The Cyclops: An Unusual People :: essays research papers fc

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Problems Caused by Mercantilism for the American Colonists According to the theory of mercantilism, the colonies only existed to serve the interests of Britain. But it seemed as if Britain was abusing their right over the colonies. They enforced many policies such as the Stamp Act, the Townshed Duties, and the Tea Act which caused many problems for the colonists. One problem that the colonists faced was the Stamp Act of 1765. This act imposed a new tax on legal documents, newspapers, playing cards and dice. The Americans did not agree with it. It was not the cost of the stamp that angered them, it was the principle. They had no say in what the British Parliament did. The tax provoked a fire storm of protests, and the boycotting of British goods began. Some colonists did not limit their protests to words. In several cities, groups of people attacked officials who defended British policy. The Stamp Act was not a good idea, and one year later it was repealed. But that wasn't the end. The Townshed Duties posed as another difficulty. These duties required the colonists to pay minor import duties on tea, lead, oil, papers and painter's colors. Since Britain had imposed unnecessary taxes on the colonies before, this was not new. John Dickinson encouraged protesters to join in the battle by writing the first twelve "Letters from a Farmer in Pennsylvania". Protests began once again and cut British trade in half. Britain sent troops to be stationed in Boston to enforce the Townshed Duties, and the colonists refused to quarter the troops. The Townshed Duties were repealed in 1770, three years after it began. And three years after that, a new act arose. Parliament passed the Tea Act in an attempt to save the East India Company from bankruptcy and reassert its right to tax. A group of Boston patriots destroyed a shipment of tea in a protest known as the

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The Benefits of the Death Penalty Crime is everywhere. Wherever we look, we find criminals and crime. Criminals have become a part of our daily lives. Does this mean we let them be the darkness of our society? No, definitely not. Eliminating crime and criminals is our duty, and we cannot ignore it. Getting the rightly accused to a just punishment is very important. Some criminals commit a crime because they have no other option to survive, but some do it for fun. I do not advocate death penalty for everybody. A person, who stole bread from a grocery store, definitely does not deserve death penalty. However, a serial killer, who kills people for fun or for his personal gain, definitely deserves death penalty. Death penalty should continue in order to eliminate the garbage of our society. Not everybody deserves to die, but some people definitely do. I support death penalty because of several reasons. Firstly, I believe that death penalty serves as a deterrent and helps in reducing crime. Secondly, it is true that death penalty is irreversible, but it is hard to kill a wrongly convicted person due to the several chances given to the convicted to prove his innocence. Thirdly, death penalty assures safety of the society by eliminating these criminals. Finally, I believe in "lex tallionis" - a life for a life. Deterrence means to punish somebody as an example and to create fear in other people for the punishment. Death penalty is one of those extreme punishments that would create fear in the mind of any sane person. Ernest van den Haag, in his article "On Deterrence and the Death Penalty" mentions, "One abstains from dangerous acts because of vague, inchoate, habitual and, above all, preconscious fears" (193). Everybody fears death, even animals. Most criminals would think twice if they knew their own lives were at stake. Although there is no statistical evidence that death penalty deters crime, but we have to agree that most of us fear death. Suppose there is no death penalty in a state and life imprisonment without parole is the maximum punishment. What is stopping a prisoner who is facing a life imprisonment without parole to commit another murder in the prison? According to Paul Van Slambrouck, " Assaults in prisons all over US, both against fellow inmates and against staff, have more than doubled in the past decade, according to statistics gathered by the Criminal Justice Institute in Middletown, Connecticut" (Christian Science Monitor, Internet).

A Report on the Link Between Management Principles, Functions and Organisation Structure

A REPORT ON THE LINK BETWEEN MANAGEMENT PRINCIPLES, FUNCTIONS AND ORGANISATION STRUCTURE ESHUL RAYHAN ID 103718-86 TABLE OF CONTENTS PAGE NO. SUMMARY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 INTRODUCTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 FUNCTION OF PLANNING LINKING WITH MANAGEMENT PRINCIPLES AND ORGANIZATIONAL STRUCTURE†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 FUNCTION OF ORGANISING LINKING WITH MANAGEMENT PRINCIPLES AND ORGANIZATIONAL STRUCTUREâ₠¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 FUNCTION OF LEADING WITH MANAGEMENT PRINCIPLES ANDORGANIZATIONAL STRUCTURE†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 FUNCTION OF CONTROLLING WITH MANAGEMENT PRINCIPLES AND ORGANIZATIONAL STRUCTURE†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 9 CONCLUSION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 REFERENCE LIST†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦11 SUMMARY The report shows the connection between the four functions of management, Planning, Organizing, Leading and Controlling with the Management Principles and Organizational Structures are designed to imply the factors for the successful operation of a business organization like Marks and Spencer.Examples has been drawn to support the ideas and put light on the scenarios in the organization. INTRODUCTION The motto of the following report is to identify and highlight the connection between the management principles, functions and organizational structure. Every organization has the application of these three factors as better outcomes are achieved when they are linked together and implied. The management principles affect the management functions which have a great influence on the organizational str ucture.This report is using ‘MARKS AND SPENCER’ as an example to show how the three affect on each other. Management is the process of getting activities completed efficiently and effectively through other people. It includes various processes and steps which will be further discussed in the following report. There are 14 management principles as stated by Henry Fayol ( Boddy, 2005 ). Many of them are linked with the functions of management which are, Planning, Organizing, Controlling and Leading.The report is to show the relations between the three factors of the business and how are they implied. FUNCTION OF PLANNING LINKING WITH MANAGEMENT PRINCIPLES AND ORGANISATIONAL STRUCTURE Planning is an essential component of management function to carry out the smooth operation of a business. It contains the property of identifying the obejectives of a business by the management team. When the plans are being made, the changes are implied immediately or according to a time sp an as required according to the current status of the business.For a successful planning, forecasting is very necessary for the management as it helps them to be prepared for the worst case scenarios and to earn more revenues as well. This very function management can be linked with one of the management principles as stated by a French business analyst named Henry Fayol, which is Unity of Direction. The author defines the principle as the combination of group of people who work together to achieve the same organizational goals and performs the activities in a definite synchronized system to achieve them with maximum efficiency.For example, if we look into a press release by Marks and Spencer during their AGM in 11th July 2011, it is seen that the Chairman and CEO of the company, Mr. Luc Vandevelde announced that the company is going to bring a significant change in their planning and thus a change in their organizational structure as well. He also announced the new planning strateg ies which will be carried out to maximize profits for the company. The plans were implied from 29th March 2001. It included the selling of their own brands only but not any other external brands anymore.This is done to reattain the fame regarding the quality of own products as customers experienced no extra facilities buying external brands from Marks and Spencer and neither the external brand companies nor Marks and Spencer could gain any outstanding revenue selling exrternal brand products. To make this come into action, the company decided to return to their own suppliers who had been supplying the very own products dedicated for the selling purpose of Marks and Spencer only. This would result to the attainment of the former business relations and strong future commitments and the uphill formation of M & S business achievements.The second plan was to close down the subsidiary companies which were making losses rather than profits M & S. For example, Brooks Brothers and Kings Supe r Market in USA were sold off as they were loss-making companies and were affecting the gross profit margin of M & S. The company also decided to close down the stores in Central Europe as it was not making profits. These plans were made and implied after research being made by the superiors of the company and the structures had been re-organized.This is where the organizational structure comes into action when the company sort out and design the strategies to overcome the difficulties and perform smooth business actions. FUNCTION OF ORGANISING LINKING WITH MANAGEMENT PRINCIPLE AND ORGANIZATIONAL STRUCTURE Organizing is the process of combining human, physical and financial resources to achieve organizational goals. It is important to carefully dedicate the resources to maximize profits since resources are always limited. This is synchronized with the ‘Division of Labor’ management principle by Henry Fayol.This factor of management principle is described by the author t hat the every duty of an organization is spread evenly among the employees to ease out the process of output. If we draw an example regarding M & S, its seen that the duties are segregated between the employees. The organization is structured from the Chairman to Customer Service Assistant, where, they have different tasks to complete. This results to finish and achieve goals within less time and with more efficiency as there is a saying that,’ A load of ten is a burden of one’.Each of the employee are asked to perform their own definite task which then becomes a positive outcome when made total. FUNCTION OF LEADING LINKING WITH MANAGEMENT PRINCIPLES AND ORGANIZATIONAL STRUCTURE Management needs to exercise the function of leading in order for the organization to achieve their goals. It is an essential part of the management as it helps the management to direct employees to focus on ‘the big picture’. Normally management focuses on increasing productivity to improve cost efficiency. To improve productivity employees need direction and motivation.The direction and motivation are usually received from superiors. This can be linked with the management principle of ‘Authority and Responsibility’ which means to have the power to order the sub-ordinates and direct them to achieving goals. For example, M & S have the supervisors who lead the Retail Operatives to fulfill the targets which are set by the Managers to the supervisors. It follows a chain of command which has the ultimate goal of maximizing profit. The chain of command starts from the highest level of authority like the Chairman and ends to the Retail Operatives’ tasks.FUNCTION OF CONTROLLING LINKING WITH MANAGEMENT PRINCIPLES AND ORGANIZATIONAL STRUCTURE Management must use the function of Control to maximize employee performance and stabilize the working environment. There had been always a controversy where it is widely believed that Controlling is a negati ve term because the employees regard it to be a restriction. But at the very conclusion, it helps to maintain a strict guideline which the employees must follow to avoid chaos. â€Å"Managers expect people in an organization to change their behavior in response to control† (Erven, 1994).This can be inter related with management principle of â€Å"Discipline†, which is clearly stated by Fayol that there should be certain rules which are to be followed must by the employees. When it is looked into M & S, it is apparent that the company applies a number of rules which must be obliged by the employees to create a better working environment and prevent any internal hassles within the company. Therefore, the organization has been structured in such format where certain rules are set in purpose to keep the working environment healthy and prosperous in respect to business aspects. CONCLUSIONFrom the report it is apparent that Management Functions are greatly influenced by the Management Principles based on which the organization is being structured. The achievement of organizational goals are highly affected due to the implication of these three management factors. It is fair to conclude that, for an organization to make profit and carry out its operation in long run, the application of these management factors are inevitable. REFERENCE LIST 1. Boddy, D (2005), Management Concepts and Principles, Prentice Hall 2. [Online] http://corporate. marksandspencer. com/aboutus/ourhistory, Accessed at 12/04/2011