tag:blogger.com,1999:blog-66369643509700351102024-03-08T10:50:46.840-08:00How do we write essayTopics For Criminal Justice Paperkarenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.comBlogger36125tag:blogger.com,1999:blog-6636964350970035110.post-58646576815087888522020-08-23T01:40:00.001-07:002020-08-23T01:40:17.965-07:00Entrepreneurship in the Global Environment Essay karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-17485094155998454142020-08-21T23:22:00.001-07:002020-08-21T23:22:43.587-07:00Causes of the Great Depression Essay -- United States History EconomicReasons for the Great Depression All through the 1920ââ¬â¢s, new enterprises and new strategies for creation prompted success in America. America had the option to utilize its extraordinary flexibly of crude materials to deliver steel, synthetics, glass, and apparatus that turned into the establishment of a gigantic blast in buyer merchandise (Samuelson, 2). Numerous US residents contributed on the financial exchange, guessing to make a fast benefit. This extraordinary flourishing finished in October 1929. Individuals started to expect that the blast was going to end, the securities exchange slammed, the economy fallen and the United States entered a long sadness. The Great Depression of the thirties remains the most significant monetary occasion in American history. It caused colossal hardship for a huge number of individuals and the disappointment of an enormous division of the nationââ¬â¢s banks, organizations, and ranches. The securities exchange crash in October 1929 is accepted to be the prompt reason for the Great Depression, however there were numerous different factors and long haul causes that created in the years preceding the downturn. The 1920ââ¬â¢s may have been prosperous for certain Americans, yet the developing thriving was really debilitating the economy. Numerous US residents were never taking an interest in the blast from the beginning. There were some affluent people, yet 60% of individuals were living underneath the neediness line. The coal mining industry had extended enormously, making numerous employments, however with the presentation of oil and gas, the creation of coal was diminished alongside the measure of occupations. The United Mine Workers Unionââ¬â¢s participation tumbled from 500,000 out of 1920 to 75,000 out of 1928 (Temin, 33). The cotton business experienced comparative joblessness issues. In the farming business, an expansion underway was met with a decrea... ...n expanded 50 %, yet laborers couldn't accepting merchandise as quick as the business delivered them on the grounds that their wages were low. Laborers diminished their spending to hold down their obligations, the measure of cash available for use diminished, and business turned out to be much more terrible. The Stock Market Crash was a prompt reason for the Great Depression, yet there were some drawn out causes that step by step debilitated the economy. List of sources Matthews, Layth. ââ¬Å"What Caused the Great Depression of the 1930ââ¬â¢s?â⬠Internet. http://www.shambhala.org. 2002. Samuelson, Robert. J. ââ¬Å"Great Depression.â⬠The Concise Encyclopedia of financial matters. Web. http://www.econlib.org. 2002. Leather treater, Neal. ââ¬Å"The Easy Life of the ââ¬Ë20ââ¬â¢s Contributed to Great Depression.â⬠Overview: The Great Depression. Web. http://www.marist.edu/summerscholars. 2002. Temin, Peter. Exercises from the Great Depression. 1989. karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-8847072914977198612020-07-12T07:28:00.001-07:002020-07-12T07:28:03.055-07:00What is the Real Purpose of Life?What is the Real Purpose of Life?'The real purpose of life' is an interesting topic. It doesn't seem to fit all that well with most of the injustices I see around me, but when I think about it, the three topics above, in different manners, each have some component of inequality to them. What, then, is the real purpose of life?Well, first, let's look at how you see your life. Each person perceives life in different ways. We live our lives to be happy, to have a good time, to serve a purpose in the world. We see life as a story we're telling ourselves and if we're fortunate, we get to pass that story on.Life isn't just about you. When we reflect on life, we begin to see it more from the perspective of what's been done to us by others, rather than what we've done to ourselves. The premise of injustice is to take something from someone and give it to someone else.So we begin to understand that life doesn't just come from being born and being alive. It comes from living a life full of inj ustice topics.We also find that there are other people who inhabit the world who live unfair and unjust lives as well. Think about it, the most successful people in the world do not live in a vacuum. They've survived an environment that is, in most cases, a lot worse than life in the United States of America.Some of the people who are responsible for their own successes probably didn't become wealthy in spite of the fact that they were born poor. They probably had some issues that had to be dealt with.A person doesn't become rich on his own. Money does not automatically accumulate in one's pocket. People do not just wake up one day and suddenly be millionaires.It seems to me that many injustices topics surround us and if we can all examine ourselves carefully, perhaps we can begin to do something about them. If we're honest, we'll find that most of our life is lived in some injustice topics. Perhaps if we take the time to become more aware of them, we can make them a little better. karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-960695442822699742020-05-20T04:29:00.001-07:002020-05-20T04:29:03.740-07:00Johann Sebastian Bach A Comparison - 931 Words From Bach to Green Day: A Comparison I have always enjoyed the works of Johann Sebastian Bach, so I chose to listen to Brandenburg Concerto No. 3 in G Major (BWV 1048). This piece was composed in 1721 as a part of a six piece collection (Brandenburg Concertos). The rendition that I found is ââ¬Å"performed on original instruments by the Early Music ensemble Voices of Music (Voices of Music). I chose this rendition in large part due to the faithfulness of the performance to the original manuscript. Here is a link to the performance on Youtube: https://www.youtube.com/watch?v=lPLvBO_2Gn0 (Voices of Music). For my modern concert performance, I chose Jesus of Suburbia live by Green Day. This piece was originally recored in 2003 and released in 2005 as part of their album American Idiot (Jesus of Suburbia). I chose this recording because I enjoy Green Day as a group, and because they have been performing music for many years. Now that we these pieces are presented, the task of comparison is no small one. I have chosen to analyze several elements of music discussed in our book for each piece, and how they differ. To begin, let us look at Instrumentation. Bach s piece were written during the baroque period, so he used many of the popular instruments of the day; violins, violas, chellos, harpsichord, and violone (Voices of Music). Green Day, features the standard rock layout of today s popular bands; guitars, electric bass, drums, keyboards, and vocals. Although these two piecesShow MoreRelatedJohann Sebastian Bach Essay1454 Words à |à 6 PagesJohann Sebastian Bach was born into a family of musicians. It was only natural for him to pick up an instrument and excel in it. His father taught him how to play the violin and harpsichord at a very young age. All of Bachââ¬â¢s uncles were professional musicians, one of them; Johann Christoph Bach introduced him to the organ. Bach hit a turning point in his life when both of his parents died at the age of ten years old. Bachââ¬â¢s older brother Johann Christoph Bach took him in and immediately expandedRead More Johann Sebastian Bach Essay2919 Words à |à 12 Pagesinfluential of all composers is Johann Sebastian Bach. Bachââ¬â¢s effect on music history can never be over-exaggerated. Bach played a crucial role in influencing many later composers, such as Mozart and Beethoven, as well as many modern musicians, redefined polyphonic music and musical form, and created beautiful works of canonic music that still resonate with listeners today, over 250 years after his death. Born in March of 1685, Johann Sebastian Bach was born into a family of musiciansRead More Dmitri Shostakovich and Johann Sebastian Bach Essay1486 Words à |à 6 PagesDmitri Shostakovich and Johann Sebastian Bach Dmitri Shostakovich (1906-1975) was one of the greatest composers of Soviet Russia. Johann Sebastian Bach (1685-1750) is regarded today as the father of Western music. They came from opposite ends of music history and lived in entirely different environments, but Shostakovich was undoubtedly influenced by Bachââ¬â¢s music, and their respective musical styles came from the same core tradition of Western music. But most importantly, underneath the obviousRead MoreRecital Review and Report690 Words à |à 3 PagesPerformer of Piano. The pieces Ms. Joo performed were the Italian Concerto in F Major, BWV 971, Fantasiestà ¼cke, Op. 12, and the Suite bergamasque (1905). The first piece performed was the Italian Concerto in F Major, BWV 971 which was composed by Johann Sebastian Bach within the years 1685-1750. This piece has three individual movements, Allegro, Andante, and Presto. The names of the individual pieces translated to modern English are: brisk or rapid in tempo (cheerful), moderately slow and even, and quicklyRead MoreAn Analysis Of Maurice Ravel s Le Tombeau De Couperin2169 Words à |à 9 Pagesde Couperin with Bachââ¬â¢s French Suite no. 5 in G Major, BWV 816. Le Tombeau de Couperin was written from 1914-1917 during World War I. Ravel served in World War I as a truck driver but was discharged in 1916 due to his frailness and poor health (Sebastian, 2010-2016. The war affected Ravel deeply, and it served as part of his inspiration for Le Tombeau de Couperin. Each of the six movements is dedicated to friends that Ravel lost in World War I, as listed in the Dover edition score: I. Prelude: toRead MoreThe Great Leaders Of The Civil Rights Movement1563 Words à |à 7 Pagesit, she showed her first time refusing to accept injustice when it comes to the color of your skin. (Loudermilk). Nina grew up learning the piano and did not have much interest in the subject of music but once her tutor introduced her to Johann Sebastian Bach, Nina was hooked and refused to let go. Continuing her passion in becoming a classical pianist she applied to the Curtis Institute of Music, a music school in Philadelphia. Unfortunately, she was not accepted but she refused to believe itRead MoreThe Underlying Meaning and Theme in ââ¬Å"Jonathan Livingston Seagullâ⬠4964 Words à |à 20 PagesContent Introduction Chapter 1. Richard Bach and his significance in American literature 1.1. Richard Bach personality 1.2. Literary heritage of Richard Bach Conclusions Chapter 2. ââ¬Å"Jonathan Livingston Seagullâ⬠in the context of American literature of the 20th century 2.1. Historical background and creation of ââ¬Å"Jonathan Livingston Seagullâ⬠2.2. The fable in novella and its peculiarity 2.3. The motives of the ââ¬Å"Jonathan Livingston Seagullâ⬠2.4. The main message in novella ConclusionsRead MoreOpportunities23827 Words à |à 96 Pagessalespeople scooping coffee beans from bins behind a counter in a store devoted to coffee and tea. Schultz was impressed with the companyââ¬â¢s operation, management, and product. ââ¬Å"I felt as though I had discovered a whole new continent,â⬠he said. ââ¬Å"By comparison, I realized, the coffee I had been drinking was swill.â⬠62 Schultz believed that people all over the country would have similar reactions. The product might interest the growing numbers of men and women who embraced natural foods, those that they karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-71996354382798175082020-05-06T23:00:00.001-07:002020-05-06T23:00:31.021-07:00Influence of Disease in Depopulation of Native Americans I believe disease was a key factor if not the primary factor in the depopulation of Native Americans in the Americas. Throughout time, there has always been inequality during the evolution of humanity. Over the course of evolution, different cultures as well as races have progressed more rapidly and at a stronger rate than others have. The depopulation of Native Americans happened because Europeans had better and more efficient supplies as well as immunities to the diseases that they brought over with them. While the Europeans were traveling to the New World, they often brought domesticated animals with them for sources of food and livestock. When animals and humans are living in close quarters together, it is very likely for exposure to germs to occur. New diseases were brought over by foreigners looking for fame and gold that killed off many of the natives in the new lands. The natives did not stand a chance against these new threats because of a lack of knowledge and supplies to cure themselves. Once the Europeans established diseases as they made land in the New World, their journey had only become easier as their competition were being wiped out from the rapid spread. Microbes from Europe introduced new diseases and produced devastating epidemics that swept through the native populations (Nichols 2008). The result from the diseases brought over, such as smallpox, was a demographic catastrophe that killed millions of people, weakened existing societies, andShow MoreRelatedWas Disease the Key Factor to the Depopulation of Native Americans in the Americas?958 Words à |à 4 PagesWas disease the key factor in the depopulation of Native Americans in the Americas? Was disease the key factor in the depopulation of Native Americans in the Americas? There can be no denying that disease played its role in the depopulation of the Americas. Populace tribes went from tens of thousands to hundreds in a matter of years. But the question here is was it the ââ¬Å"keyâ⬠factor or did something else cause their demise? European opinion ran the gamut from admiration to contempt; forRead MoreThe New World During The European Age Of Exploration Essay1615 Words à |à 7 Pagesthat spreads quickly and affects a large number of people, in this case (and in most other cases), disease. While this term is general and can be applied to nearly any situation that fits the aforementioned criteria, it was coined by Alfred Crosby in reference to the phenomena as it occurred in the western hemisphere of the world; contact between two previously unintroduced groups of people allowed disease to spread due to a lack of immunity in what was considered the ââ¬Å"New Worldâ⬠during the EuropeanRead MoreChapter Three : Consequences Of Colonialism1747 Words à |à 7 Pagescircumstances. It would be justifiable to submit that the main consequences of colonialism were largely detrimental for the native population. The colonisation of the Americas throughout the early modern period resulted in the decimation of the n ative population as they increasingly lost their traditional lands to white settlers. This can be attributed to factors such as the role of foreign diseases, which were also used in warfare and the imposition of the white, ââ¬Ëcivilisedââ¬â¢ systems of governance and cultureRead MoreThe Effects of Eurpoeans on Native Americans576 Words à |à 2 Pagessettler on Native Americans The Europeans eventually came to dominate the land once held by the Native Americans through theft, disease and converting the natives to Christianity. First many times the Europeans had their own best interest in mind when they went to meet the natives. The Europeans such as Cortes had heard stories of gold and wanted to take the gold for themselves. He told the Aztec Chief Montezuma the amazingly ridiculous lie that the Spanish had ââ¬Å"a strange disease of the heartRead MoreColonialism2524 Words à |à 11 Pageswhich later became the British Empire. It also saw the establishment of some Swedish overseas colonies and a Danish colonial empire. The spread of colonial empires was reduced in the late 18th and early 19th centuries by the American Revolutionary War and the Latin American wars of independence. However, many new colonies were established after this time, including the German Colonial Empire and Belgian Colonial Empire. In the late 19th century, many European powers were involved in the ScrambleRead MoreChapter 4 Apush Outline1826 Words à |à 8 Pages1689-1713 â⬠¢ Bloodless revolution brought in 25 years of warfare, convulsing with Europe and North Am. â⬠¢ King Williamââ¬â¢s War (aka War of the League of Augsburg) was first struggle to embroil colonists and Native Am. in European rivalries o NY and New Englanders launched 2 prong war of New France in 1690, one prong at Montreal, other at Quebec o Both invasions failed, and border raids occurred Read More The Suppression of the Indian Religion and Culture in the New World2976 Words à |à 12 Pagescontinent, there were native peoples living in communion with their environment and, very often, each other. Their religious practices were interwoven with their daily lives and religion held a prominent, significant place within their culture. The intrusion by Europeans into this peaceful world had profound effects on the Indians, especially their religious practices. What had been a peaceful, harmonic lifestyle changed dramatically that fall of 1492. The Europeans entered the native peoples worldRead MoreProblems of Modern Russia Essay2202 Words à |à 9 Pagesthe most important Russian problems). - The growth of social tension. - Increased influence of nationalist movements. There is another problem related to migration. Many talented Russians move abroad. They do this because they think that abroad they can earn higher salaries and be able to improve their standard of living. But this is often not the case, and the desire of some Russians to leave due only strong influence of propaganda of Western countries. What should we and government do? There is noRead MoreRevolutionary Changes in the Atlantic World, 1750ââ¬â185010951 Words à |à 44 Pagespopular festivals with rational civic rituals. 3.Spontaneous popular uprisings had revolutionary potential only when they coincided with conflicts within the elite. The American Revolution, 1775ââ¬â1800 A. Frontiers and Taxes 1.After 1763, the British government faced two problems in its North American colonies: the danger of war with the Amerindians as colonists pushed west across the Appalachians, and the need to raise more taxes from the colonists in Read MoreOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words à |à 656 Pagesand Paul Buhle, eds., The New Left Revisited David M. Scobey, Empire City: The Making and Meaning of the New York City Landscape Gerda Lerner, Fireweed: A Political Autobiography Allida M. Black, ed., Modern American Queer History Eric Sandweiss, St. Louis: The Evolution of an American Urban Landscape Sam Wineburg, Historical Thinking and Other Unnatural Acts: Charting the Future of Teaching the Past Sharon Hartman Strom, Political Woman: Florence Luscomb and the Legacy of Radical Reform karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-11184152042999802952020-05-06T07:23:00.001-07:002020-05-06T07:23:43.522-07:00Impact and Awareness of Climate Change on Health- myassignmenthelp Question: Discuss about theImpact and Awareness of Climate Change on Healthy. Answer: One of the biggest threats of recent times on humankind is the global climate change, which is taking tolls on the health of the common people worldwide. The impact of climate change on the human health and environment is making a further influence in numerous aspects on social changes. The recent climate change is making the environment warm because of the universal global warming effect. The all-over effect of the climate change increases many sensitive diseases like waterborne disease, vector borne diseases and heat related diseases. There are even airborne diseases, which causes from the effect of polluted air, are related to many extreme weather conditions like fires and windstorm. Mixing of floodwater with natural drinking water source is the cause of spreading of most of the waterborne aliments like cholera and Diarrhea. The changed climate increased difficulties accessing the quality water source, which in turn made it complicated for people accessing it. The global warming increased the overall temperature of the world and contributed to the breeding of many insects and mosquitoes, which increased the number of people suffering from diseases like Malaria, Dengue and Zika (Watts et al. 2015). The global climate change also has many physiological effects on the human body. The extreme weather conditions as extreme hot or extreme cold can stop many biological function on human body that are necessary for living. The climate change can even affect any human psychologically. It is a well-known fact that stress and anxiety has a relation with global environmental change (Campbell-Lendrum et al. 2015). The population who are susceptible and vulnerable to the environmental factors are generally called sensitive population. As most of the world population is poor and at the below poverty level, they are more vulnerable to the adverse effects of climate change. Women and children are more susceptible to the diseases related climate change such as many topical diseases and waterborne diseases. The children and the pregnant women are susceptible to diseases such as allergies and asthma, which happens due to the climate change. The climate sensitivity of human health often gives rise to many cardiovascular diseases like chest pain and many acute coronary syndromes such as cardiac arrhythmia and stroke. To save the world from the adverse effects of climate change, raising the common peoples awareness about it is important. All countries including Australia have conducted many environmental awareness campaigns and the Government should take initiative to engage more people in these awareness programs. As all knows, Australia is the first country in the world to conduct an environmental movement as a political movement (Vardoulakis et al. 2014). The Australian government has to start conducting many more awareness programs via social media (Watts et al. 2015). Because of the temperature increase and heat waves, many people died in Parth Australia for over the period of 1994 to 2008 and the mortality rate increased by 9.8% per day and the reported temperature rise was 10 degree C over the threshold level. The deaths were caused by heat strokes and dehydrations (Williams et al. 2012). To conclude with, the global climate change has affecting the health of the people worldwide including Australia. The Government can recommend many actions by raising many awareness control programs and by promoting healthy living. Reference: Campbell-Lendrum, D., Manga, L., Bagayoko, M. and Sommerfeld, J., 2015. Climate change and vector-borne diseases: what are the implications for public health research and policy?.Phil. Trans. R. Soc. B,370(1665), p.20130552. Vardoulakis, S., Dear, K., Hajat, S., Heaviside, C., Eggen, B. and McMichael, A.J., 2014. Comparative assessment of the effects of climate change on heat-and cold-related mortality in the United Kingdom and Australia.Environmental health perspectives,122(12), p.1285. Watts, N., Adger, W.N., Agnolucci, P., Blackstock, J., Byass, P., Cai, W., Chaytor, S., Colbourn, T., Collins, M., Cooper, A. and Cox, P.M., 2015. Health and climate change: policy responses to protect public health.The Lancet,386(10006), pp.1861-1914. Williams, S., Nitschke, M., Weinstein, P., Pisaniello, D.L., Parton, K.A. and Bi, P., 2012. The impact of summer temperatures and heatwaves on mortality and morbidity in Perth, Australia 19942008.Environment international,40, pp.33-38. karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-35553209678399706652020-04-23T15:29:00.001-07:002020-04-23T15:29:02.889-07:00Kennedy Essays (1941 words) - Kennedy Family, Bouvier Family Kennedy John Fitzgerald Kennedy was the 35th president of the United States. He was the youngest president ever to be elected, the first Roman Catholic president, and the first president to be born in the 20th century. Although, he didn't get the chance to live out his term and possible another one, he impacted the entire world. No other president was so popular, especially with the young people. John F. Kennedy was born May 29th, 1917, child of Joseph P. and Rose Kennedy. John had eight brothers and sisters: Joseph P. Jr. (1915), Rosemary (1918), Kathleen (1920), Eunice (1921), Patricia (1924), Robert F. (1925), Jean (1928) and Edward M. (1932). All of the children were born in Brookline, Massachusetts. They were all very competitive due to their parents. The only thing that was important to them was winning. John grew up in the nineteen twenties and thirties at his birth place of Brookline, Massachusetts. John had once stated, "life is unfair,"1 yet for him the statement was definitely not true. His childhood consisted of many things. Coming from a wealthy family let him have the freedom to do what most kids couldn't. That still didn't keep him from behaving like other kids. He and his brothers and sisters all participated in things such as sailboat races, tennis matches, or even just a simple game of touch football. All family members were always encouraged to get involved with government issues. Small talk wasn't allowed at the Kennedy dinner table2. They discussed world and national issues. The impact of these discussions wouldn't be seen until later. Joseph and Rose were trying to prepare their sons for public life and prepare their daughters for marriages to distinguished young men. In 1937, the Kennedy family moved to Great Britain so that John's father could become the American ambassador there for three years. John stayed in the United States for an education at Harvard University. John was a very good student at Harvard, yet he didn't make the high grades that his brother had. So, John joined two clubs and spent most of his time working on a newspaper published at Harvard, "Crimson"3. When he had finished his school term his father decided to let him tour Europe. When he was there he started to become interested in wars and politics, after noticing Hitler's actions. John went back there the following summer and saw how Hitler never gave up and continued to strengthen his army. He knew of the war that was soon coming. The United States had sided with Great Britain, so he knew he would have to go into the war. So, he went to enter the Air Corps, but was turned away because of his back problems. Instead he went for the position on naval officer and passes the health analysis. He was assigned to the intelligence division, he thought it was very boring. Shortly after Pearl Harbor was attacked, John was sent for motor torpedo (PT boat) training4. Officer Kennedy soon became Lieutenant Kennedy. In Tulagi, John was assigned to a dirty old looking boat that had already been through nine months of combat. John experienced his first real combat when his boat was attacked by a Japanese fighter plane. Only two men were injured that time. They continued to stay there until one night when a full size Japanese ship came full speed at Kennedy's boat. The boat was demolished and the Japanese thought that all of the men had been killed. All of the men were forced to swim to Plum Pudding Island , three and one half miles away, with Kennedy leading them. After his triumph he was promoted to Full Lieutenant and was awarded the Navy and Marine Corps Medal for saving his crew. He also received a Purple Heart for the severe back injury he suffered from the collision. After that, he took command of another PT boat and took part in many more missions. For John one particularly bad thing happened in this war, his brother died. Which impacted his life so greatly. The family had expected his brother Joe to run for public office. Now that he was gone, John was now the eldest son and it was now his responsibility. In 1946, he had the chance to run for Congress. Though he was still weak from his war injuries, he campaigned aggressively. He won that election that November, he was only 295. He served three terms as a Democratic Congressman, from 1947 until1953. In 1952 he ran for U.S. senate against karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-73510640506757015712020-03-17T12:53:00.001-07:002020-03-17T12:53:02.340-07:00Cómo acreditar la ciudadanÃÂa por naturalizaciónCà ³mo acreditar la ciudadanà a por naturalizacià ³n Los nuevos estadounidenses que obtienen la ciudadanà a por naturalizacià ³nà pueden acreditar su estatus mediante un certificado conocido como N-550. Es el documento que se entrega al finalizar la ceremonia de naturalizacià ³n con la jura de lealtad a los Estados Unidos. Tambià ©n se le conoce como certificado de naturalizacià ³n y no debe confundirse con el certificado de ciudadanà a, que es un documento distinto para otro tipo de casos. El certificado de naturalizacià ³n debe revisarse con atencià ³n en ese momento y, si hubiera algà ºn error, como un mal deletreo del nombre o del apellido o un fallo en la fecha de nacimiento o paà s de origen o en el estado civil, debe comunicarse a un oficial del Servicio de Inmigracià ³n y Ciudadanà a (USCIS, por sus siglas en inglà ©s). En ese momento podr corregirse de forma gratuita. Este certificado de naturalizacià ³n es muy importante. Ya que acredita que una persona ha dejado de ser extranjera por las autoridades de los Estados Unidos. Y, por lo tanto, se convierte en ciudadana estadounidense de pleno derecho, con todos los derechos, libertades y obligaciones.à Adems, este certificado sirve para acreditar la nacionalidad para sacar el pasaporte estadounidense y como documento que pruebe al llenar el I-9 que se tiene derecho a trabajar en Estados Unidos. En este artà culo se explican cules son las caracterà sticas del certificado de naturalizacià ³n, que est prohibido hacer con à ©l, cules son los consejos que deben seguirse en su custodia, quà © debe hacerse si se extravà a o deteriora y, finalmente, derechos de los nuevos ciudadanos que deciden irse a vivir definitivamente o por largas temporadas a otro paà s. Caracterà sticas fà sicas del certificado de naturalizacià ³n N-550 En la actualidad este documento cuenta con importantes medidas de seguridad que dificultan su falsificacià ³n. Por ejemplo, la foto del nuevo ciudadano aparece digitalizada, la firma forma parte intrà nseca del certificado y la tinta con la que se imprime cambia de color. Todas estas caracterà sticas hacen que ahora sea muy difà cil adulterar, falsificar o manipular el documento. Destacar que los certificados anteriores a 2010, que carecen de esas caracterà sticas, siguen siendo vlidos. Pero debido a caracterà sticas como tener la foto del interesado simplemente pegada y su firma escrita a mano hacen que no sean tan seguros como los actuales. Por este motivo, se recomienda que se tomen especiales medidas para tenerlo siempre en un lugar seguro para evitar que pueda caer en manos criminales. Prohibicià ³n de fotocopiar el certificado de naturalizacià ³n y excepcià ³n Este certificado es mucho ms que un simple papel. Su titular es ciudadano de Estados Unidos, con todos los derechos que eso conlleva. Y precisamente para evitar que se pueda hacer uso fraudulento del mismo, se considera que es ilegal fotocopiarlo. Sin embargo, hay una excepciones a esta regla general. Y es que seà puede fotocopiar cuando el propio USCIS u otra oficina del gobierno es quien solicita una copia. Por ejemplo, cuando el nuevo ciudadano solicita una visa para su prometido o novia, o cuando pide una green card para un familiar. Aà ºn en estos casos, algunos abogados recomiendan que la fotocopia se haga en blanco y negro y que en la parte blanca del margen se anote This is a copy for USCIS purposes. Tambià ©n se puede fotocopiar cuando sea otro organismo oficial del gobierno quien realiza la peticià ³n. En algunas ceremonias de naturalizacià ³n, los agentes del USCIS seà ±alan que el certificado sà se puede fotocopiar pero sà ³lo en blanco y negro y sà ³lo para que su titular lo guarde y lo utilice como una herramienta para tener tranquilidad mental. Es decir, saber que tiene una copia si el original se pierde. (Pero la copia no puede nunca ser utilizada para ninguna gestià ³n oficial excepto en los dos casos arriba aludidos). En ningà ºn caso se puede fotocopiar y enviar la copia a una empresa privada o entregarla a familiares, amigos o vecinos. Consejos para el mantenimiento del Certificado de naturalizacià ³n Procurarà no doblar el certificado. Con el paso del tiempo podrà a hacer que partes del documento se hagan difà ciles de leer. No enmarcar el certificado. Las oficinas del gobierno sà ³lo lo pueden aceptar como documento si no est enmarcado. Es necesario poder tocar el certificado.Si tiene que ir a la Embajada o al consulado de su paà s de nacimiento para registrar la ciudadanà a estadounidense y asà conservar la original, no permitirà que marquen, grapen o escriban en el certificado. Si lo hacen, el certificado se considera daà ±ado y habr que pedir uno nuevo al USCIS (instrucciones ms abajo). Quà © hacer si se necesita obtener una nueva copia del certificado de naturalizacià ³n Puede suceder que el certificado sufra daà ±os, se extravà e o, incluso, que se cambie de nombre por matrimonio, divorcio u otra razà ³n. En estos casos se puede solicitar que el USCIS emita un nuevo certificado rellenando el formulario N-565. La tarifa actual que hay que pagar es de $345 por la gestià ³n (verificar siempre el importe, a que puede variar sin previo aviso).à Si se est pasando por una à ©poca de dificultades econà ³micas, podrà a ser posible, si se cumplen los requisitos, aplicar para no tener que pagar estar tarifa al USCIS En ese enlace se puede acceder siempre a formulario actualizado, a informacià ³n al dà a sobre costo por enviar esta solicitud y a quà © oficina del USCIS se debe enviar, dependiendo del lugar en el que se reside. El USCIS entregar el nuevo certificado al titular en persona, a su representante legal o utilizar correo certificado o registrado. Si la razà ³n por la que se pide el nuevo certificado es que el original se ha daà ±ado, antes de recibir el nuevo hay que entregar, obligatoriamente, lo que quede del daà ±ado. El certificado de naturalizacià ³n reemplazado recibe el nombre tà ©cnico de N-570. A tener en cuenta cuando el ciudadano se muda a otro paà s Ahora que ya se es ciudadano,se puede pasar largas temporadas en otro paà s o mudarte definitivamente al extranjero sin perder nunca el estatus de ciudadano por el mero hecho de vivir en otro paà s. En estos casos es importante saber cà ³mo se transmite la nacionalidad por sangre a losà hijos nacidos en el extranjero. Asimismo, es importante saber quà © derechos de jubilacià ³n se tiene u otros como votar en las elecciones presidenciales. Por otra parte, no olvidar que se siguen teniendo obligaciones, comoà seguir pagando impuestos en Estados Unidos. Este es un artà culo informativo. No es asesorà a legal. karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-29547351763448693762020-03-01T04:39:00.001-08:002020-03-01T04:39:02.635-08:00Common Chemicals and Where to Find ThemCommon Chemicals and Where to Find Them This is a list of common chemicals and where you can find them or how you can make them. Key Takeaways: Locate Common Chemicals Many ordinary household products consist of relatively pure elements and compounds.If you have trouble locating a chemical, check for both its common name and its chemical name. For example, table salt is sodium chloride and saltpeter is potassium nitrate.Read labels to see whether additional compounds have been added. Impurities can have a significant effect on projects. acetic acid (CH3COOH H2O)Weak acetic acid (~5%) is sold in grocery stores as white vinegar. acetone (CH3COCH3)Acetone is found in some nail polish removers and some paint removers. It may sometimes be found labelled as pure acetone. aluminum (Al)Aluminum foil (grocery store) is pure aluminum. So is the aluminum wire and aluminum sheeting sold at a hardware store. aluminum potassium sulfate (KAl(SO4)212H2O)This is alum that is sold at a grocery store. ammonia (NH3)Weak ammonia (~10%) is sold as a household cleaner. ammonium carbonate [(NH4)2CO3]Smelling salts (drug store) are ammonium carbonate. ammonium hydroxide (NH4OH)Ammonium hydroxide may be prepared by mixing household ammonia (sold as a cleaner) and strong ammonia (sold in some pharmacies) with water. ascorbic acid (C6H8O6)Ascorbic acid is vitamin C. It is sold as vitamin C tablets in the pharmacy. borax or sodium tetraborate (Na2B4O7 * 10H2O)Borax is sold in solid form as a laundry booster, all-purpose cleaner and sometimes as an insecticide. boric acid (H3BO3)Boric acid is sold in pure form as a powder for use as a disinfectant (pharmacy section) or insecticide. butane (C4H10)Butane is sold as lighter fluid. calcium carbonate (CaCO3)Limestone and calcite are calcium carbonate. Eggshells and seashells are calcium carbonate. calcium chloride (CaCl2)Calcium chloride can be found as a laundry booster or as a road salt or de-icing agent. If you are using the road salt, be sure it is pure calcium chloride and not a mixture of various salts. Calcium chloride is also the active ingredient in the moisture absorbing product DampRid. calcium hydroxide (Ca(OH)2)Calcium hydroxide is sold with garden supplies as slaked lime or garden lime to reduce soil acidity. calcium oxide (CaO)Calcium oxide is sold as quicklime at builder supply stores. calcium sulfate (CaSO4 * H2O)Calcium sulfate is sold as plaster of Paris in craft stores and building supply stores. carbon (C)Carbon black (amorphous carbon) can be obtained by collecting soot from the complete burning of wood. Graphite is found as pencil lead. Diamonds are pure carbon. carbon dioxide (CO2)Dry ice is solid carbon dioxide, which sublimates into carbon dioxide gas. Several chemical reactions evolve carbon dioxide gas, such as the reaction between vinegar and baking soda to form sodium acetate. copper (Cu)Uncoated copper wire (from a hardware store or electronics supply store) is extremely pure elemental copper. copper(II) sulfate (CuSO4) and copper sulfate pentahydrateCopper sulfate may be found in certain algicides (Bluestoneâ⠢) at pool supply stores and sometimes in garden products (Root Eaterâ⠢). Be sure to check the product label, since many different chemicals may be used as algicides. helium (He)Pure helium is sold as a gas. If you only need a little, simply purchase a helium-filled balloon. Otherwise, gas supplies usually carry this element. iron (Fe)Iron skillets are made of elemental iron. You can also pick up iron filings by running a magnet through most soils. lead (Pb)Elemental lead metal is found in lead fishing weights. magnesium sulfate (MgSO4 * 7H2O)Epsom salts, usually sold at a pharmacy, are magnesium sulfate. mercury (Hg)Mercury is used in some thermometers. It is more difficult to find than in the past, but many home thermostats still use mercury. naphthalene (C10H8)Some mothballs are pure naphthalene, though check the ingredients since others are made using (para)dichlorobenzene. propane (C3H8)Propane as sold as a gas barbecue and blow torch fuel. silicon dioxide (SiO2)Silicon dioxide is found as clean sand, which is sold at garden and building supply stores. Broken glass is another source of silicon dioxide. potassium chloridePotassium chloride is found as ââ¬â¹lite salt. sodium bicarbonate (NaHCO3)Sodium bicarbonate is baking soda, which is sold in grocery stores. sodium chloride (NaCl)Sodium chloride is sold as table salt. Look for the uniodized variety of salt. sodium hydroxide (NaOH)Sodium hydroxide is a strong base that may sometimes be found in solid drain cleaner. The pure chemical is waxy white solid, so if you see other colors in the product, expect that it contains impurities. sodium tetraborate decahydate or borax (Na2B4O7 * 10H2O)Borax is sold in solid form as a laundry booster, all-purpose cleaner and sometimes as an insecticide. sucrose or saccharose (C12H22O11)Sucrose is ordinary table sugar. White granulated sugar is your best bet. There are additives in confectioners sugar. If the sugar is not clear or white then it contains impurities. sulfuric acid (H2SO4)Car battery acid is about 40% sulfuric acid. The acid can be concentrated by boiling it, though it may be heavily contaminated with lead, depending on the state of the batterys charge when the acid was collected. zinc (Zn)Zinc blocks may be sold by some electronics supply stores for use as anode. Zinc sheets may be sold as roof flashing at some building supply stores. karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-88101403064666913742020-02-13T20:03:00.001-08:002020-02-13T20:03:02.829-08:00Analytical Summaries Essay Example | Topics and Well Written Essays - 1000 wordsAnalytical Summaries - Essay Example However, author Carey, reduces the intensity of his convincing the readers. The author admits that playing a violent video game may not the exclusive reason for the violent crimes. Other factors may have triggered the violent game players to commit felonies and possibly heinous crimes. It just happened that the youth criminals were violent video game enthusiasts. In some areas, statistics show that an increase in the sale of violent video games showed a decline in the actual crime statistics. To avoid committing crimes, the youth vented their anger or grievances on the video game characters, not on real persons. Author Carey uses several evidences to convincingly support his proposed assertions. Initially, the author uses actual examples to bring his point. The Columbine High School students are purported to act out the fantasy video gamesââ¬â¢ shooting scenes within the school premises, killing several students and adults. The video gamer acted out the fantasy shooting scenes by killing the Aurora, Colorado Movie audiences. Next, author Carey uses the findings of social research scientists to persuade the readers. One research affirms violent video games can stir up influentially mild aggressive behavior immediately after playing the games. However, the hostile urges are classified as short term consequences of violent video games. The scientistsââ¬â¢ researches validly show shooting video games bring out avoidable hostile personalities among the gamers. Finally, author Carey discusses an experiment to convince the skeptics. The experiment focuses on 47 student respondents. They play Mortal Kombat for an estimated 14 minutes. Compared to the non-gamers, the findings proved the students playing the video game were more hostile. However, author Carey insists that the above discussion is not conclusive. Other factors may contribute or aggravate the youthsââ¬â¢ engaging in crimes or karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-64211742507127944482020-02-01T12:22:00.001-08:002020-02-01T12:22:03.838-08:00Is Knowledge Closed Under Known Entailment EssayIs Knowledge Closed Under Known Entailment - Essay Example This entails the skeptic hypothesis of falsity approach that suggests that such thoughts are false. The truth is that a person is a handless brain in a vat making all his experiences hallucinations. The falsity entailed within the skeptical hypotheses would be known by virtue of the fact that under the knowledge entailment is being closed. Since the skeptical hypothesis of falsity cannot be known as the skeptics support, the common sense truth must also not be known, which suggests that a person has hands. The anti-skeptics alternatively centralize around the possibility of the failure of people to be aware of the common sense truth proposition, and therefore, in the closure principle virtue, people can become aware of the entailed falsity within the approach of the skeptics. Although anti-skeptics sometimes use the closure principle, some view the closure rejection as the key to the skepticââ¬â¢s reputation. The following case argument based on Fred Dretske work will help give a supposed closure counter example. At the zoo, Joe goes to a cage marked zebra. He looks at the caged stripped animal and believes it is a zebra. It seems, in fact, that Joe knows they are zebras. For the animal to be a zebra, then it cannot be a mule that has been cleverly disguised. Joe know what a zebra is, he is aware of this fact as well, which leaves the question if he knows that the animal right in front of him is not a mule, would that have been cleverly disguised? Dretske says, it does not and suggests that this answer is intuitive. karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-78234729225547966342020-01-24T08:46:00.001-08:002020-01-24T08:46:03.055-08:00Approaches towards Management :: essays research papers In the early days of the Union Pacific Railroad there really wasnââ¬â¢t really a manageable approach. The means of delivery were mostly by train and Union Pacific was one who provided services. There really wasnââ¬â¢t much of a manageable approach back then, when all you had was a small fleet of trains going across the country delivering goods. Managing wasnââ¬â¢t really something organization thought of, they were in it for the money. If you were an employee of UP such as an engineer you basically got a set of directions from your boss and were off until you arrived at your final destination. Over time these approaches have changed. Approaches such as the classical, human resource and quantitative have all helped UP get from an average company to an excellent company. By using these approaches UP changed into a goal setting organization. à à à à à Throughout the Industrial revolution different theories of management were brought up, one being the classical approach. The classical approach was a theory which strived to improve the productivity of operative personnel. With the help of guys like Taylor, the Gilbreths, Fayol, and Weber efficiency increased. During this early time many organizations were very inefficient, where activities were unplanned and unorganized. There were also no real plans, managers really didnââ¬â¢t know what to do besides run the business. UP Railroad was a company who was there to do was to perform services to their customers and that was it. There were no real goals managers could try to strive to, because they had no goals. In and around this time when UP was just established many were doing the same job over and over for very low wages, while certainly not knowing what they were getting into. à à à à à So for years many managers of UP and other organizations didnââ¬â¢t have an efficient plan, while continuing to live by a low standard of living. This is until guys like Taylor and Gilbreth can along. Taylor spent months trying to figure out one way an organization could use one best way to do a specific job instead of everyone doing the same job at once. At UP being more efficient would lower prices and increase wages. As Taylor found a way to be more efficient, Gilbreth also was finding his own ways to being efficient. Best known for his bricklaying technique, Gilbreth also helped revolutionalize efficient work. With their help, organizations like UP could be more efficient, while helping there employees raise the standard of living. karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-69460994178530483312020-01-16T05:10:00.001-08:002020-01-16T05:10:05.643-08:00Food Retail in EuropeINDUSTRY PROFILE Food Retail in Europe Reference Code: 0201-2058 Publication Date: June 2010 www. datamonitor. com Datamonitor USA 245 Fifth Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: [emailà protected] com Datamonitor Europe 119 Farringdon Road London EC1R 3DA United Kingdom t: +44 20 7551 9000 f: +44 20 7675 7500 e: [emailà protected] com Datamonitor Middle East and North America Datamonitor PO Box 24893 Dubai, UAE t: +49 69 9754 4517 f: +49 69 9754 4900 e: [emailà protected] datamonitor. om Datamonitor Asia Pacific Level 46, 2 Park Street Sydney, NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8705 6901 e: [emailà protected] com Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 1 EXECUTIVE SUMMARY EXECUTIVE SUMMARY Market value The European food retail industry grew by 8. 5% in 2009 to reach a value of $1,663. 1 billion. Market value foreca st In 2014, the European food retail industry is forecast to have a value of $2,477. billion, an increase of 49% since 2009. Market segmentation I Hypermarkets, supermarkets, and discounters sales proved the most lucrative for the European food retail industry in 2009, with total revenues of $798. 5 billion, equivalent to 48% of the industry's overall value. Market segmentation II Germany accounts for 14. 1% of the European food retail industry value. Market rivalry The industry is becoming consolidated with large chain supermarkets or hypermarkets wielding more power over smaller specialty, luxury or organic food outlets. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 2 CONTENTS TABLE OF CONTENTS EXECUTIVE SUMMARY MARKET OVERVIEW Market definition Research highlights Market analysis MARKET VALUE MARKET SEGMENTATION I MARKET SEGMENTATION II FIVE FORCES ANALYSIS Summary Buyer power Supplier power New entrants Substitutes Rivalry LEADING COMPANIES Metro AG Carrefour S. A. Lidl Dienstleistung Tesco PLC MARKET FORECASTS Market value forecast APPENDIX Methodology Industry associations Related Datamonitor research Disclaimer 2 7 7 8 9 10 11 12 13 13 15 17 18 19 20 21 21 25 29 30 34 34 35 35 36 36 37 Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 3 CONTENTS ABOUT DATAMONITOR Premium Reports Summary Reports Datamonitor consulting 38 38 38 38 Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 201 ââ¬â 2058 ââ¬â 2009 Page 4 CONTENTS LIST OF TABLES Table 1: Table 2: Table 3: Table 4: Table 5: Table 6: Table 7: Table 8: Table 9: Table 10: Table 11: Table 12: Table 13: Table 14: Table 15: Table 16: Table 17: Europe food retail industry value: $ billion, 2005ââ¬â09(e) Europe food retail industry segmentation I:% share, by value, 2009(e) Europe food retail industry segmentation II: % share, by v alue, 2009(e) Metro AG: key facts Metro AG: key financials ($) Metro AG: key financials (â⠬) Metro AG: key financial ratios Carrefour S. A. : key facts Carrefour S. A. : key financials ($) Carrefour S. A. : key financials (â⠬) Carrefour S. A. : key financial ratios Lidl Dienstleistung: key facts Tesco PLC: key facts Tesco PLC: key financials ($) Tesco PLC: key financials (? ) Tesco PLC: key financial ratios Europe food retail industry value forecast: $ billion, 2009ââ¬â14 10 11 12 21 22 22 23 25 27 27 27 29 30 31 31 32 34 Europe ââ¬â Food Retail Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 5 CONTENTS LIST OF FIGURES Figure 1: Figure 2: Figure 3: Figure 4: Figure 5: Figure 6: Figure 7: Europe food retail industry value: $ billion, 2005ââ¬â09(e) Europe food retail industry segmentation I:% share, by value, 2009(e) Europe food retail industry segmentation II: % share, by value, 2009(e) Forces driving ompetition in the food retail industry in Europe, 2009 Drivers of buyer power in the food retail industry in Europe, 2009 Drivers of supp lier power in the food retail industry in Europe, 2009 Factors influencing the likelihood of new entrants in the food retail industry in Europe, 2009 Factors influencing the threat of substitutes in the food retail industry in Europe, 2009 Drivers of degree of rivalry in the food retail industry in Europe, 2009 Metro AG: revenues & profitability Metro AG: assets & liabilities Carrefour S. A. : revenues & profitability Carrefour S. A. : assets & liabilities Tesco PLC: revenues & profitability Tesco PLC: assets & liabilities Europe food retail industry value forecast: $ billion, 2009ââ¬â14 10 11 12 13 15 17 18 19 20 23 24 28 28 32 33 34 Figure 8: Figure 9: Figure 10: Figure 11: Figure 12: Figure 13: Figure 14: Figure 15: Figure 16: Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 6 MARKET OVERVIEW MARKET OVERVIEW Market definition The food retail market includes the retail sales of all food products, both packaged and unpackaged, as well as beverages (including retail sales of all alcoholic and non-alcoholic beverages). All on-trade sales of food and beverage are excluded. All currency conversions are calculated at constant average 2009 exchange rates. For the purposes of this report, Europe consists of Western Europe and Eastern Europe. Western Europe comprises Belgium, Denmark, France, Germany, Italy, the Netherlands, Norway, Spain, Sweden, and the United Kingdom. Eastern Europe comprises the Czech Republic, Hungary, Poland, Romania, Russia, and Ukraine. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 7 MARKET OVERVIEW Research highlights The European food retail industry had total revenue of $1,663. 1 billion in 2009, representing a compound annual growth rate (CAGR) of 7. 4% for the period spanning 2005-2009. Hypermarkets, supermarkets, and discounters sales proved the most lucrative for the European food retail industry in 2009, with total revenues of $798. 5 billion, equivalent to 48% of the industry's overall value. The performance of the industry is forecast to accelerate, with an anticipated CAGR of 8. % for the fiveyear period 2009-2014, which is expected to drive the industry to a value of $2,477. 4 billion by the end of 2014. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 8 MARKET OVERVIEW Market analysis The European food ret ail industry has experienced very strong growth in recent years and the forecast is for this to gently accelerate towards 2014. The European food retail industry had total revenue of $1,663. 1 billion in 2009, representing a compound annual growth rate (CAGR) of 7. 4% for the period spanning 2005-2009. In comparison, the German and UK industries grew with CAGRs of 2. 1% and 4. 2% respectively, over the same period, to reach respective values of $234. 8 billion and $186. 1 billion in 2009. Hypermarkets, supermarkets, and discounters sales proved the most lucrative for the European food retail industry in 2009, with total revenues of $798. 5 billion, equivalent to 48% of the industry's overall value. In comparison, convenience stores and gas stations generated sales of $381. 3 billion in 2009, equating to 22. 9% of the industry's aggregate revenues. The performance of the industry is forecast to accelerate, with an anticipated CAGR of 8. % for the fiveyear period 2009-2014, which is expected to drive the industry to a value of $2,477. 4 billion by the end of 2014. Comparatively, the German and UK industries will grow with CAGRs of 2. 5% and 3. 4% respectively, over the same period, to reach respective values of $265. 5 billion and $219. 4 billion in 2014. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 9 MARKET VALUE MARKET VALUE The European food retail industry grew by 8. 5% in 2009 to reach a value of $1,663. 1 billion. The compound annual growth rate of the industry in the period 2005ââ¬â09 was 7. 4%. Table 1: Year 2005 2006 2007 2008 2009(e) CAGR: 2005ââ¬â09 Source: Datamonitor Europe food retail industry value: $ billion, 2005ââ¬â09(e) $ billion 1,248. 6 1,321. 6 1,412. 4 1,533. 3 1,663. 1 â⠬ billion 897. 9 950. 4 1,015. 8 1,102. 7 1,196. 1 % Growth 5. 8 6. 9 8. 6 8. 5 7. 4% DATAMONITOR Figure 1: Europe food retail industry value: $ billion, 2005ââ¬â09(e) Source: Datamonitor DATAMONITOR Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 10 MARKET SEGMENTATION I MARKET SEGMENTATION I Hypermarket, Supermarket, & Discounters is the largest segment of the food retail industry in Europe, accounting for 48% of the industry's total value. The convenience stores & gas stations segment accounts for a further 22. 9% of the industry. Table 2: Category Hypermarket, Supermarket, & Discounters Convenience Stores & Gas Stations Food and Drinks Specialists Drug Stores & Health and Beauty Stores Cash & Carries & Warehouse Clubs Other Total Source: Datamonitor Europe food retail industry segmentation I:% share, by value, 2009(e) % Share 48. 0% 22. 9% 14. 9% 3. 4% 1. 4% 9. 4% 100% DATAMONITOR Figure 2: Europe food retail industry segmentation I:% share, by value, 2009(e) Source: Datamonitor DATAMONITOR Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 11 MARKET SEGMENTATION II MARKET SEGMENTATION II Germany accounts for 14. 1% of the European food retail industry value. France accounts for a further 13. 5% of the European industry. Table 3: Category Germany France Italy United Kingdom Spain Rest of Europe Total Source: Datamonitor Europe food retail industry segmentation II: % share, by value, 2009(e) % Share 14. % 13. 5% 12. 2% 11. 2% 7. 8% 41. 1% 100% DATAMONITOR Figure 3: Europe food retail industry segmentation II: % share, by value, 2009(e) Source: Datamonitor DATAMONITOR Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 12 FIVE FORCES ANALYSIS FIVE FORCES ANALYSIS The food retail market will be analyzed taking supermarkets, hypermarkets and specialist retailers as players. The key buyers will be taken as end-consumers, and food manufacturers, farmers, agricultural co-operatives as the key suppliers. Summary Figure 4: Forces driving competition in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR The industry is becoming consolidated with large chain supermarkets or hypermarkets wielding more power over smaller specialty, luxury or organic food outlets. In our analysis of the global food retail industry, retailers such as supermarkets, hypermarkets, and specialist outlets, will be taken as industry players and end-consumers will be understood as buyers. With a range of different players within the industry, the size and financial strength of each varies accordingly. With consumers generally facing no substantial switching costs, this buyer mobility forces larger retailers to maintain attractive pricing schemes. Specialist, luxury, or organic retailers do not face the same price sensitivity due to the unique level of product differentiation, yet due to the nature of such products, they exist more as niche markets and are not able to secure a large volume of consumers. Specialist outlets may have no choice but to commit to long term supplier contracts in order to secure a steady supply of quality or specially prepared products. Whereas, supermarkets and hypermarkets have a higher number of options and can hold looser relationships with a larger number of suppliers. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 13 FIVE FORCES ANALYSIS Where branded products attract loyal consumers, the distribution channel for manufacturers is protected and retailers face pressure to stock the popular items. With established supermarkets and hypermarkets present, potential new entrants may struggle to compete with aggressive marketing and pricing policies. Nonetheless, relatively low entry and exit costs within the industry and the emergence of thriving health and ethical niches offer examples of possible niches in which new entrants may flourish sheltered from direct competition with current players. Food service (takeaways, vendors and restaurants) can be seen as a substitute to food retail products however for the vast majority of people it currently exists as an occasional accompaniment rather than a wholesale alternative. Subsistence farming is a more direct substitute, sometimes replacing standard retail behavior outright, yet it is no longer common. The absence of switching costs for consumers ensures a competitive climate within the food retail industry. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 14 FIVE FORCES ANALYSIS Buyer power Figure 5: Drivers of buyer power in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR Retailers range widely in size with large chain supermarkets or hypermarkets such as Tesco and Metro AG wielding power over smaller specialty, luxury or organic food outlets whose grip on the industry is significant but currently limited. Accordingly, the financial muscle of industry players differs depending on the type of player. The sheer volume of potential customers in key areas of the food retail industry diminishes the standing of any individual customer. The revenue generated by any particular consumer is minimal, but collectively they represent wider consumer interests and retailers cannot afford to disregard the sensitivities of buyers. Price and convenience are two central concerns however they are not necessarily the principle factors. A rise in health consciousness has driven a growing demand for nutritional quality in food products. The culture of convenience now faces the challenge of a counter-trend in which a shift back towards fresh, simple or traditionally prepared foods undermines the retail position of frozen foods and similar products. The emergence and development of ethical niches adds further momentum to this movement within the industry. The response of food retailers must accommodate such diverse interests. A number of retailers operate incentive schemes for frequent shoppers and this can help secure customer retention. By discouraging movement across retail outlets, consumer mobility is reduced and, in the long term, buyer power can be weakened. Although high brand recognition does not automatically translate into consumer loyalty, if it is supported by a product range in which popular food products are central, the retailer can Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 15 FIVE FORCES ANALYSIS often draw indirectly on the loyalty base that manufacturers have established. Specialty, luxury or organic retailers can, due to the high level of product differentiation, justify price levels that would otherwise be unsustainable yet the limited volume of consumers places restraints on the power of such players. Buyer power overall is moderate. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 16 FIVE FORCES ANALYSIS Supplier power Figure 6: Drivers of supplier power in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR Suppliers to the food retail industry include food manufacturers, farmers, and agricultural co-operatives. In order to ensure stability and offset the dangers of local sourcing problems or price fluctuations, large retail companies often maintain relationships with a wide range of suppliers. This diffuses dependency, minimizing the risks to retailers and strengthening their standing in relation to their suppliers. Long term contractual obligations are avoided where possible, and switching costs kept to a minimum. With a firm hold on key distribution channels, the leading retailers can dominate negotiations with certain suppliers. This is often difficult for smaller retailers such as specialist, luxury or organic outlets. The limited number of suppliers in niche areas and the centrality of product quality or preparation type limitââ¬â¢s the available range of sourcing options. With switching costs subsequently higher, the balance of power shifts somewhat from smaller retailers to specialist suppliers. Whilst the need to satisfy consumer demand for popular products bolsters manufacturers, many others face the problem of a high degree of retailer mobility as they switch suppliers in accordance with pricing pressures. The position of many large retail companies has also been strengthened internally with a surge of own brand products sidelining certain suppliers. Suppliers who are able to differentiate their product can wield some power over retailers, should their product be popular with the end consumer. Supplier power overall is moderate. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 17 FIVE FORCES ANALYSIS New entrants Figure 7: Factors influencing the likelihood of new entrants in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR Large-scale, established retailers hold a natural advantage in operating businesses that benefit significantly from economies of scale, employing aggressive pricing schemes that cannot be matched by smaller retailers. Strong branding exercises and fast paced expansion deepen this asymmetry. Nevertheless, large retailers are not invulnerable to the threat of new entrants. Exit and entry costs within the industry are relatively low, encouraging potential entrants. The rapid growth of health consciousness and a swell of ethical goods form attractive avenues for new entrants seeking to move into a niche area that offers inbuilt protection from pricing pressures and mainstream marketing. Given the presence of many large-scale retailers, and the security of heavy branding, direct head-to-head competition is extremely difficult for new retailers. Strong growth makes the market attractive to prospective new entrants. Overall, the threat of new entrants is moderate. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 18 FIVE FORCES ANALYSIS Substitutes Figure 8: Factors influencing the threat of substitutes in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR The chief alternative to food retail is food service. Supported by strong marketing campaigns in the case of fast food companies, and cultural traditions with respect to sit-down restaurants, both types represent a relevant alternative for many consumers. However, for the vast majority of people, these accompany food retail rather than replace it. A more direct substitute is found in subsistence agriculture in which individuals or families farm food to provide for their own personal needs. This is no longer common, however, since the emergence of market capitalism and the impact of this substitute on food retail is fractional. Environmental concerns, increasing health consciousness, and fears over political or economic instability may, in the long term, give this substitute a more significant role. However, it is unlikely to threaten food retailers in the foreseeable future being both labor intensive and often involving considerable start-up capital. The threat from substitutes is weak to moderate. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 19 FIVE FORCES ANALYSIS Rivalry Figure 9: Drivers of degree of rivalry in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR Competition is often fierce within the food retail industry. The lack of substantial switching costs for consumers places pressure on retailers to secure their custom and loyalty. The limited level of differentiation across the basic product range pushes larger retailers into competitive pricing policies. The close similarity of players increases rivalry as they attempt to differentiate themselves through products and price to attract customers. Whilst some companies operate in other industries and can absorb the temporary impact of declining food sales, or high supply prices, for many, ood retail lies at the heart of the business. This basic dependency gives rise to aggressive competition. Rivalry is strong overall. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 20 LEADING COMPANIES LEADING COMPANIES Metro AG Table 4: Metro AG: key facts Schluterstrasse 1, 40235 Dusseldorf, DEU 49 211 6886 4252 49 211 6886 2001 www. metrogroup. de December MEO G Frankfurt DATAMONITOR Head office: Telephone: Fax: Website: Financial year-end: Ticker: Stock exchange: Source: company website Metro Group (Metro) is a German trade and retail company organized into independent sales divisions. The group operates 2,195 outlets with approximately 12,350,000 square meters of selling space. It has a presence in 33 countries in Western Europe, Eastern Europe, Asia and Africa. The company employs around 300,000 people. Metro operates in four business segments: Metro Cash & Carry, Real, Media Markt and Saturn and Galeria Kaufhof. Metro Cash & Carry is engaged in cash and carry wholesaling. Operating under the brands of Metro and Makro, it is the group's biggest sales division. Metro Cash & Carry's assortment of products is aimed at commercial and wholesale customers. It operates 665 stores in 30 countries. Real offers a range of food products and an assortment of non-food items. The selling space of the Real stores ranges from 5,000 to 15,000 square meters, with store assortments including up to 80,000 items. Real is based on a large-format hypermarket concept and operates 333 hypermarkets in Germany and 108 stores in Poland, Romania, Russia, Turkey and the Ukraine. Media Markt and Saturn sell consumer electronics across Europe. Galeria Kaufhof operates a chain of department stores in Germany and Belgium. The department stores offer modern lifestyle apparels for men and women and are present in shopping areas and downtown centers. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 21 LEADING COMPANIES In addition to these divisions, Metro provides real estate management services through its subsidiary, Metro Group Asset Management. The company oversees more than 750 properties totaling eight million square meters of commercial space worldwide. It also operates more than 70 shopping centers. Key Metrics The company recorded revenues of $91,119 million in the fiscal year ending December 2009, a decrease of 3. 6% compared to fiscal 2008. Its net income was $722 million in fiscal 2009, compared to a net income of $776 million in the preceding year. Table 5: $ million Metro AG: key financials ($) 2005 77,482. 1 902. 4 40,000. 8 32,613. 0 246,875 2006 83,266. 6 1,658. 9 44,702. 2 36,293. 7 263,794 2007 89,461. 3 1,366. 9 47,099. 4 38,048. 6 275,520 2008 94,493. 6 775. 9 47,034. 0 38,941. 3 290,940 2009 91,118. 8 721. 7 46,814. 3 46,814. 286,091 Revenues Net income (loss) Total assets Total liabilities Employees Source: company filings DATAMONITOR Table 6: â⠬ million Metro AG: key financials (â⠬) 2005 55,722. 0 649. 0 28,767. 0 23,454. 0 2006 59,882. 0 1,193. 0 32,148. 0 26,101. 0 2007 64,337. 0 983. 0 33,872. 0 27,363. 0 2008 67,956. 0 558. 0 33,825. 0 28,005. 0 2009 65,529. 0 519. 0 33,667. 0 33,667. 0 Revenues Net in come (loss) Total assets Total liabilities Source: company filings DATAMONITOR Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 22 LEADING COMPANIES Table 7: Ratio Metro AG: key financial ratios 2005 1. 2% 4. 2% 1. 5% (0. 2%) 81. 5% 2. 3% $313,851 $3,655 2006 2. 0% 7. 5% 11. 8% 11. 3% 81. 2% 3. 9% $315,650 $6,289 2007 1. 5% 7. 4% 5. 4% 4. 8% 80. 8% 3. 0% $324,700 $4,961 2008 0. 8% 5. 6% (0. 1%) 2. 3% 82. 8% 1. 6% $324,787 $2,667 2009 0. 8% (3. 6%) (0. 5%) 20. 2% 100. 0% 1. 5% $318,496 $2,523 Profit margin Revenue growth Asset growth Liabilities growth Debt/asset ratio Return on assets Revenue per employee Profit per employee Source: company filings DATAMONITOR Figure 10: Metro AG: revenues & profitability Source: company filings DATAMONITOR Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 23 LEADING COMPANIES Figure 11: Metro AG: assets & liabilities Source: company filings DATAMONITOR Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 24 LEADING COMPANIES Carrefour S. A. Table 8: Carrefour S. A. : key facts 26 quai Michele, TSA 20016, 92695 Levallois-Perret Cedex, FRA 33 1 55 63 39 00 www. carrefour. com December CA Paris DATAMONITOR Head office: Telephone: Website: Financial year-end: Ticker: Stock exchange: Source: company website Carrefour is one of the leading grocery and consumer goods distribution groups in the world. The group operates more than 15,000 stores. Carrefour's primary grocery formats includes hypermarkets, supermarkets, hard discount and convenience stores. Carrefour primarily organizes its business segments based on geographic presence: France; Europe excluding France; Asia; and Latin America. In addition, the group's business operation can be segmented on the basis of its store formats (as mentioned in the previous paragraph). Carrefour is the leading hypermarket retailer in the world. The group operates about 1,302 hypermarket stores across the world, of which 228 hypermarkets are in France, 494 in European countries outside France, 288 in Latin America, and 292 in Asia. In Brazil, the group operates its hypermarket business under the Atacadao brand name; these hypermarkets offer a range of competitively priced companyowned and branded products in both food and non-food categories. In addition, the hypermarkets also offer services like insurance, financial services, home computer support, travel and entertainment reservations and mobile phones. The group operates approximately 2,919 supermarket stores in 11 countries under the banners Carrefour Express, Carrefour market, GB, GS and Champion. The supermarkets offer a wide selection of mostly food products and some non-food products related to apparel, culture and leisure, and tableware. Carrefour's hard discount segment, Dia, operates about 6,252 hard discount stores in Spain, France (under Ed and Dia brands), Portugal (under Minipreco brand), Greece, Turkey, Argentina, Brazil and China. The group's hard discount stores offer a range of food, basic health, and cleaning products at discounted rates. Europe ââ¬â Food Retail Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 25 LEADING COMPANIES The group's other activities comprise convenience stores, cash and carry foodservice stores, and ecommerce retail format. Carrefour operates about 4,813 convenience stores and 144 cash and carry stores. Convenience stor es are mainly operated by the franchisees under the banners Marche Plus, Shopi, 8 a Huit and Proxi in France; DiperDi in Italy; Carrefour Express and Carrefour GB in Belgium; Carrefour 5 Minut stores in Poland; Carrefour City stores in Spain; and Carrefour Convenient Buy in Thailand. These stores primarily offer a wide selection of food products; these also offer a range of services such as home delivery, dry cleaning, 48-hour photo development, ticket distribution, photocopying, stamps and newspapers. Cash and carry foodservice stores provide wholesale and retail self-service mainly intended for businesses. Carrefour operates cash and carry foodservice stores under the trade name Promocash. Most of the cash and carry stores are operated by franchisees. In addition to the above mentioned store formats, Carrefour also sells its products through various ecommerce websites. Carrefour operates an online grocery store, Ooshop, a leading French online supermarket in terms of sales. It allows customers to shop on the Internet, and select from product listings including fresh and frozen items, at the same price as they would pay in Carrefour's hypermarkets, with the added benefit of home delivery. Carrefour France hypermarket's non-food website, CarrefourOnline. com, offers products such as leisure products (DVDs, games, software, music, books and more), audio and video, household electrical goods, as well as music downloads and even flower and bicycle delivery. Carrefour. es, the group's e-commerce website in Spain, offers both food and non-food products. Key Metrics The company recorded revenues of $119,533 million in the fiscal year ending December 2009, a decrease of 2. 6% compared to fiscal 2008. Its net income was $608 million in fiscal 2009, compared to a net income of $2,140 million in the preceding year. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 26 LEADING COMPANIES Table 9: $ million Carrefour S. A. : key financials ($) 2005 116,399. 7 2,199. 8 64,311. 1 51,259. 436,474 2006 121,561. 3 3,381. 2 66,093. 8 48,356. 4 456,295 2007 128,305. 2 3,447. 4 72,212. 0 57,385. 0 490,042 2008 122,678. 1 2,139. 7 72,420. 6 57,191. 7 495,000 2009 119,532. 5 607. 7 71,685. 0 56,229. 5 495,000 Revenues Net income (loss) Total assets Total liabilities Employees Source: company filings DATAMONITOR Table 10: â⠬ million Carrefour S. A. : key fi nancials (â⠬) 2005 83,710. 0 1,582. 0 46,250. 0 36,864. 0 2006 87,422. 0 2,431. 6 47,532. 0 34,776. 0 2007 92,272. 0 2,479. 2 51,932. 0 41,269. 0 2008 88,225. 2 1,538. 8 52,082. 0 41,130. 0 2009 85,963. 0 437. 0 51,553. 0 40,438. 0 Revenues Net income (loss) Total assets Total liabilities Source: company filings DATAMONITOR Table 11: Ratio Carrefour S. A. : key financial ratios 2005 1. 9% 2. 8% 9. 4% 7. 5% 79. 7% 3. 6% $266,682 $5,040 2006 2. 8% 4. 4% 2. 8% (5. 7%) 73. 2% 5. 2% $266,409 $7,410 2007 2. 7% 5. 5% 9. 3% 18. 7% 79. 5% 5. 0% $261,825 $7,035 2008 1. 7% (4. 4%) 0. 3% (0. 3%) 79. 0% 3. 0% $247,835 $4,323 2009 0. 5% (2. 6%) (1. 0%) (1. 7%) 78. 4% 0. 8% $241,480 $1,228 Profit margin Revenue growth Asset growth Liabilities growth Debt/asset ratio Return on assets Revenue per employee Profit per employee Source: company filings DATAMONITOR Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 27 LEADING COMPANIES Figure 12: Carrefour S. A. : revenues & profitability Source: company filings DATAMONITOR Figure 13: Carrefour S. A. : assets & liabilities Source: company filings DATAMONITOR Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 28 LEADING COMPANIES Lidl Dienstleistung Table 12: Lidl Dienstleistung: key facts Rotelstrasse 30, 74166 Neckarsulm, DEU 49 732 30 6060 www. idl. de December DATAMONITOR Head office: Telephone: Website: Financial year-end: Source: company website Lidl & Schwarz Stiftung (Lidl) operates a chain of grocery stores. The company primarily operates in Europe. Lidl operates about 6,800 deep-discount department stores and no-frills Lidl supermarkets throughout Europe. In Germany it operates about 3,100 stores. The company offers about 800 different products in its stores mostly under Lidl's own brand. These include dairy products, frozen foods, sausages, fresh meat and poultry, fruit and veg delivered fresh every day, and a range of breads. Lidl is also expanding its presence into Denmark, Hungary, Norway, and Slovenia. Key Metrics Financial information for this company is unavailable. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 29 LEADING COMPANIES Tesco PLC Table 13: Head office: Telephone: Website: Financial year-end: Ticker: Stock exchange: Source: company website Tesco PLC: key facts New Tesco House, Delamare Road, Cheshunt, Hertfordshire, EN8 9SL, GBR 44 1992 632 222 www. tescoplc. com February TSCO London DATAMONITOR Tesco is a leading food and grocery retailer. The company operates 4,331 stores in 14 countries worldwide. It operates in the UK, other European countries, the US and Asia. The company operates in a single segment: retail. However, Tesco's operations can be examined by the store formats operated by it: Express, Metro, Superstore, Extra and Homeplus. The company has over 960 Express stores (up to 3,000 sq ft) offering fresh food at convenient locations. These stores sell a range of up to 7,000 products including fresh produce, wines and spirits and bakery products. The company has over 170 Metro stores (approximately 7,000-15,000 sq ft) in town and city centre locations. It offers a tailored range of food products including ready-meals and sandwiches. Tesco operates about 450 superstores (approximately 20,000-50,000 sq ft) at which it offers food as well non-food products such as DVDs and books. Tesco's Homeplus stores (approx. 35,000-50,000 sq ft) are dedicated to non-food including clothing. Tesco has more than 175 Extra stores (approximately 60,000 sq ft and above) which offer a variety of food and non-food product lines ranging from electrical equipment to homewares, clothing, health and beauty, and seasonal items such as garden furniture. Additionally, about 115 Extra and Homeplus stores have opticians and around 270 of them have pharmacies. In addition to stores, Tesco offers retailing services through its online shopping channels, tesco. com and Tesco Direct. The company also provides broadband internet connections (Tesco broadband) and telecommunications services (Tesco Mobile and Home Phone) through a 50-50 joint venture with O2, a mobile phone company. Tesco also provides financial services through Tesco Personal Finance (TPF) which offers a choice of 28 products ranging from savings accounts and credit cards to car and travel insurance. All its financial products are also available for online purchase. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 30 LEADING COMPANIES Key Metrics The company recorded revenues of $84,676 million in the fiscal year ending February 2009, an increase of 14. 9% compared to fiscal 2008. Its net income was $3,376 million in fiscal 2009, compared to a net income of $3,320 million in the preceding year. Table 14: $ million Tesco PLC: key financials ($) 2005 57,602. 2 3,042. 4 31,811. 6 17,695. 242,980 2006 67,234. 5 3,553. 7 35,167. 3 20,447. 6 273,024 2007 66,461. 4 2,959. 8 38,664. 9 22,188. 6 318,283 2008 73,720. 0 3,319. 9 47,014. 4 28,463. 7 345,737 2009 84,675. 6 3,376. 0 71,779. 5 52,460. 3 364,015 Revenues Net income (loss) Total assets Total liabilities Employees Source: company filings DATAMONITOR Table 15: ? million Tesco PLC: key financials (? ) 2005 36,957. 0 1,952. 0 20,410. 0 11,353. 0 2006 43,137. 0 2,280. 0 22,563. 0 13,119. 0 2007 42,641. 0 1,899. 0 24,807. 0 14,236. 0 2008 47,298. 0 2,130. 0 30,164. 0 18,262. 0 2009 54,327. 0 2,166. 46,053. 0 33,658. 0 Revenues Net income (loss) Total assets Total liabilities Source: company filings DATAMONITOR Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 31 LEADING COMPANIES Table 16: Ratio Tesco PLC: key financial ratios 2005 5. 3% 10. 1% 10. 9% 6. 4% 55. 6% 10. 1% $237,066 $12,521 2006 5. 3% 16. 7% 10. 5% 15. 6% 58. 1% 10. 6% $246,259 $13,016 2007 4. 5% (1. 1%) 9. 9% 8. 5% 57. 4% 8. 0% $208,812 $9,299 2008 4. 5% 10. 9% 21. 6% 28. 3% 60. 5% 7. 7% $213,226 $9,602 2009 4. % 14. 9% 52. 7% 84. 3% 73. 1% 5. 7% $232,616 $9,274 Profit margin Revenue growth Asset growth Liabilities growth Debt/asset ratio Return on assets Revenue per employee Profit per employee Source: company filings DATAMONITOR Figure 14: Tesco PLC: re venues & profitability Source: company filings DATAMONITOR Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 32 LEADING COMPANIES Figure 15: Tesco PLC: assets & liabilities Source: company filings DATAMONITOR Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 33 MARKET FORECASTS MARKET FORECASTS Market value forecast In 2014, the European food retail industry is forecast to have a value of $2,477. 4 billion, an increase of 49% since 2009. The compound annual growth rate of the industry in the period 2009ââ¬â14 is predicted to be 8. 3%. Table 17: Year 2009 2010 2011 2012 2013 2014 CAGR: 2009ââ¬â14 Source: Datamonitor Europe food retail industry value forecast: $ billion, 2009ââ¬â14 $ billion 1,663. 1 1,811. 4 1,978. 0 2,161. 3 2,359. 7 2,477. â⠬ billion 1,196. 1 1,302. 7 1,422. 5 1,554. 3 1,697. 0 1,781. 6 % Growth 8. 5% 8. 9% 9. 2% 9. 3% 9. 2% 5. 0% 8. 3% DATAMONITOR Figure 16: Europe food retail industry value forecast: $ billion, 2009ââ¬â14 Source: Datamonitor DATAMONITOR Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Pag e 34 APPENDIX APPENDIX Methodology Datamonitor Industry Profiles draw on extensive primary and secondary research, all aggregated, analyzed, cross-checked and presented in a consistent and accessible style. Review of in-house databases ââ¬â Created using 250,000+ industry interviews and consumer surveys and supported by analysis from industry experts using highly complex modeling & forecasting tools, Datamonitorââ¬â¢s in-house databases provide the foundation for all related industry profiles Preparatory research ââ¬â We also maintain extensive in-house databases of news, analyst commentary, company profiles and macroeconomic & demographic information, which enable our researchers to build an accurate market overview Definitions ââ¬â Market definitions are standardized to allow comparison from country to country. The parameters of each definition are carefully reviewed at the start of the research process to ensure they match the requirements of both the market and our clients Extensive secondary research activities ensure we are always fully up-to-date with the latest industry events and trends Datamonitor aggregates and analyzes a number of secondary information sources, including: National/Governmental statistics International data (official international sources) National and International trade associations Broker and analyst reports Company Annual Reports Business information libraries and databases Modeling & forecasting tools ââ¬â Datamonitor has developed powerful tools that allow quantitative and qualitative data to be combined with related macroeconomic and demographic drivers to create market models and forecasts, which can then be refined according to specific competitive, regulatory and demand-related factors Continuous quality control ensures that our processes and profiles remain focused, accurate and up-to-date Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 35 APPENDIX Industry associations Global Food Marketing Institute 655 15th Street, NW, Washington DC, 20005 Tel. : 001 202 452 8444 Fax: 001 202 429 4519 www. fmi. org/ CIES ââ¬â The Food Business Forum 7, rue de Madrid 75008 Paris FRANCE Tel. : 0033 1 4469 8484 Fax: 0033 1 4469 9939 www. ciesnet. com EuroCommerce Avenue des Nerviens 9-31, B-1040 Brussels, Belgium Tel. : 0032 2 737 0598 Fax: 0032 2 230 0078 www. eurocommerce. be Related Datamonitor research Industry Profile Food Retail in Western Europe Food Retail in Asia-Pacific Food Retail in the US Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 36 APPENDIX Disclaimer All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher, Datamonitor plc. The facts of this report are believed to be correct at the time of publication but cannot be guaranteed. Please note that the findings, conclusions and recommendations that Datamonitor delivers will be based on information gathered in good faith from both primary and secondary sources, whose accuracy we are not always in a position to guarantee. As such Datamonitor can accept no liability whatever for actions taken based on any information that may subsequently prove to be incorrect. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 37 ABOUT DATAMONITOR ABOUT DATAMONITOR The Datamonitor Group is a world-leading provider of premium global business information, delivering independent data, analysis and opinion across the Automotive, Consumer Markets, Energy & Utilities, Financial Services, Logistics & Express, Pharmaceutical & Healthcare, Retail, Technology and Telecoms industries. Combining our industry knowledge and experience, we assist over 6,000 of the worldââ¬â¢s leading companies in making better strategic and operational decisions. Delivered online via our user-friendly web platforms, our market intelligence products and services ensure that you will achieve your desired commercial goals by giving you the insight you need to best respond to your competitive environment. Premium Reports Datamonitor's premium reports are based on primary research with industry panels and consumers. We gather information on market segmentation, market growth and pricing, competitors and products. Our experts then interpret this data to produce detailed forecasts and actionable recommendations, helping you create new business opportunities and ideas. Summary Reports Our series of company, industry and country profiles complements our premium products, providing top-level information on 30,000 companies, 3,000 industries and 100 countries. While they do not contain the highly detailed breakdowns found in premium reports, profiles give you the most important qualitative and quantitative summary information you need ââ¬â including predictions and forecasts. Datamonitor consulting We hope that the data and analysis in this profile will help you make informed and imaginative business decisions. If you have further requirements, Datamonitorââ¬â¢s consulting team may be able to help you. For more information about Datamonitorââ¬â¢s consulting capabilities, please contact us directly at [emailà protected] com. Europe ââ¬â Food Retail à © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 ââ¬â 2058 ââ¬â 2009 Page 38 karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-13600710604766900512020-01-08T01:33:00.001-08:002020-01-08T01:33:03.998-08:00Dbq on Prohibition - 805 Words DBQ The prohibition movement in the United States was very successful during the era of progressive reform, from 1900 to 1919. This is because of the social composition of the prohibitionists, their motives, strategy, and pressure-group tactics, and the relationship of prohibitionism to progressive reform. The prohibitionists attacked saloons with a passion, they appealed to womens rights, and they tried every mean possible to keep their areas Ãâdry. Prohibitionists consisted of a few groups of people. In Document J, it is shown that most prohibitionists were clergymen, businessmen, and lawyers. Most of the prohibition movement was centered in areas with 2,500 to 99,000 people. This meant that it was not in great cities nor in ruralâ⬠¦show more contentâ⬠¦F) The subject of the saloon-keeper also brings up the issue of unemployment. Once the saloons were all closed down, many men were out of business and had to find work elsewhere. One man, in the most straight forward and open mannerÃâ¦related the woes of the business in the West. (Doc. R) So there was definitely a fight against prohibitionism as well. Both sides of the fight had really good points. Prohibitionists could definitely justify refusing licenses to saloons seeking to be near industrial plants. (Doc. D) They also used the progressive era to promote their cause. Some people said, we were willing to give up the small amounts of liquor we did enjoy for what we had been told was the common good. You might say we were motivated by a certain idealism. (Doc. S) Prohibitionism was a very controversial thing, and it was an issue that would last for quite a while. The campaign in favor of this [prohibition] legislation has been a long and bitterly contested one. (Doc.Show MoreRelatedApush Dbqs Essay2248 Words à |à 9 Pages2011 DBQ: (Form A) 1. Analyze the international and domestic challenges the United States faced between 1968 and 1974, and evaluate how President Richard Nixonââ¬â¢s administration responded to them. (Form B) 1. Explain the ways that participation in political campaigns and elections in the United States changed between 1815 and 1840, and analyze forces and events that led to these changes. 2010 DBQ: (Form A) 1. In what ways did ideas and values held by Puritans influence the politicalRead MoreChanges of America in the 1920s Essay729 Words à |à 3 PagesSAMPLE DBQ. ESSAY As a nation coming out of a devastating war, America faced many changes in the 1920s. It was a decade of growth and improvements. As immigrants fled from Europe, the economy improved, and new machines offered convenience and luxury from the kitchen to the streets. However, with all change comes opposition. The 1920s revealed a conflict between traditional America and the new attitude and lifestyle through the changing role of women, continued dominance of ChristianRead MoreEssay about Dbq 17: a National Clash of Cultures in the 1920ââ¬â¢s968 Words à |à 4 PagesDBQ 17: A National Clash of Cultures in the 1920ââ¬â¢s With the arrival of the 1920ââ¬â¢s, new battles fought between traditionalist rural society and modernist urban civilization arose in the postwar United States. These urban-rural culture wars of this time period represent the everlasting conflict between conservatives and liberals. The 1920 census demonstrated to traditionalists that their views were under attack by the modernists who gradually came to outnumber them. Traditionalists were disturbedRead MoreThe Roaring 20s Dbq Essay examples1523 Words à |à 7 Pagescampaign to make these effects known with a view to instructing the youth as to the well-proven facts of science; and Be it further resolved, that the National W.C.T.U. brands as untrue the charge made by the Association Opposed to National Prohibition that we are engaged in a secret campaign for an amendment to the Constitution prohibiting tobacco .... [Mrs. Ella A. Boole, President of the New York State organization says:] We are working on this question from a scientific standpoint andRead MoreBoyer Dbq Teacher Guide10764 Words à |à 44 PagesUsing the DBQ Practice Questions from The Enduring Vision, Sixth Edition A Teachersââ¬â¢ Guide Ray Soderholm Minnetonka High School Minnetonka, Minnesota Using the DBQ Practice Questions from The Enduring Vision, 6th Edition A Teachersââ¬â¢ Guide This guide is intended to suggest some possible ways that students may organize essays related to the document-based questions in the Advanced Placement version of The Enduring Vision, 6th Edition, and to provide teachers with some information on each includedRead MoreThe 1920s Dbq1644 Words à |à 7 Pages1920ââ¬â¢s DBQ Question: The 1920ââ¬â¢s were a period of tension between new and changing attitudes on the one hand and traditional values and nostalgia on the other. What led to the tension between old and new AND in what ways was the tension manifested? Analyze these documents in pairs. You can use their textbooks and/or the power point we used in class to help build their understanding of the material. You should write a thesis statement, intro paragraph and outline a proposed answer. The outline karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-67940881726560181732019-12-30T21:57:00.001-08:002019-12-30T21:57:03.853-08:00Bringing Joy At The Poverty - 1488 Words Bringing Joy to People in Poverty Giving back to those who are less fortunate is something that should be obliged as being an individual who is a part of the community. For some people, their necessities are evident. When we see someone without a proper backpack or needed school supplies, it could be that their family does not have the money to get them these things. When people go to a clothes closet, itââ¬â¢s because that they are in need of clothes and canââ¬â¢t afford it. When children who didnââ¬â¢t received a gift for Christmas, itââ¬â¢s because their parents couldnââ¬â¢t afford it due to their low income. Those less fortunate people in our community that need certain necessities isnââ¬â¢t so evident. Some may have passed this point by getting a highâ⬠¦show more contentâ⬠¦Additionally, being given something can make individuals feel like a worthy part of the community. Indeed, I hope to gain by completing this project is that the gratification of assis ting individuals such as children to bring joy into their lives with donations. Furthermore, I hope to gain by completing this project is that to implement ways to get involved and help the community. The issue we have chosen to address with the service project is that many innocent people are living in poverty and it isnââ¬â¢t right to live that way due to their low income, which leads to decreasing the individual s happiness and reduce their ability to thrive and succeed. By this issue, there are people affected because many families canââ¬â¢t supply the right items or supplies for themselves due to low income. According to the United States Census Bureau, in 2014, about 46.7 million people are suffering from this issue alone in the United States. The number of people living in poverty is slightly rising each year. Yet, organizations such as the Family Giving Tree and the Milpitas Food Pantry exist to address the issue we picked. The plan we had created as a group has four parts to it. First, we needed to contact the organization about where to deliver the donations, since the Family Giving Tree had a warehouse and a office located at different places and we werenââ¬â¢t sure where to deliver the donations. WeShow MoreRelatedHappiness Essay982 Words à |à 4 Pagesteaches that happiness is the ultimate goal in a successful life. It is a sense of fulfillment that comes to all who are blessed. Happiness is acquired through competence and prosperity. It is a reward to all who flourish in life. Those born into poverty and anguish are more likely to be miserable than happy. It is highly necessary for a happy person to have material or external goods. Contrary to popular belief, one cannot be happy solely due to their existence. External factors like wealth, materialRead MoreThe Other Wes Moore s Life Problems928 Words à |à 4 Pagesreceive a college education, Mary would continue to live in poverty because without an education she would not b e able to get a good job. This is a vicious cycle that many seem to find themselves in. A macro solution for this would be for the government to find a way to recreate funding for Pell Grants. Making education free would be an even bigger help. If everyone had equal access to an education then less people would be forced to live in poverty. Mary clearly showed the willingness to get an educationRead MoreAnalysis1744 Words à |à 7 Pagesof affliction, their abundance of joy and their extreme poverty overflowed in a wealth of liberality.â⬠Isnââ¬â¢t that something? The Macedonians had experienced suffering and persecution as a result of their faith. And on top of that they were afflicted with extreme poverty. But look what happened: Out of the testing of their faith and through their affliction and suffering came forth a fountain of joy. In the midst of what Paul described as extreme poverty came an overflowing wealth of liberalityRead MoreThe Space Between Us By Thrity Umrigar1075 Words à |à 5 Pagespregnant unwed granddaughter, and works hard to provide her with a better life than she had. Under the impression that because she is of a lower class, Bhima is seen as ââ¬Å"uncleanâ⬠, and is treated as such. Despite her share of difficulties, she finds joy in her granddaughter, Maya. As for Serabai, it may be easy to dismiss her for she seems to live a fortunate life. While she may have never done a hard dayââ¬â¢s labor she has had her share of difficulties. Her recently deceased husband was both physicallyRead MoreHeroism Essay795 Words à |à 4 Pagesdefines heroism. à Happiness should thrive throughout that heroes life as well as everyone elseââ¬â¢s. à To be fearless shines as the main characteristics of a hero. à The impact of being happy and fearless can affect the world tremendously by bring ing joy and safety. à à Bringing those effects to the people and à the community are what heroes live for. à Being a hero can not only change a personââ¬â¢s life, but could change the world. à à à Having no fear means having the attributes if a hero. à The height and weightRead MoreThe Singer Solution And World Poverty949 Words à |à 4 PagesFor this paper I am writing about chapter 20 ââ¬ËThe Singer Solution to World Povertyââ¬â¢. In this chapter Peter Singer argues that normal spending of money on ourselves is immoral, and should be spent on the welfare of the poor. In this paper I am arguing against Singers theory because it contains errors and rest on a false premise. The premise of Singers argument is simple, people who make more money than is necessary for survival should and are morally obligated to give away all of their excess moneyRead MoreI Know Why The Caged Bird Sings Essay1097 Words à |à 5 Pagesculture and people. Becoming the first female black director yet a gain pushing what was possible at the time for a person of colour. Maya angelou has a strong connection with civil rights for the black community and has also struggled herself in poverty when proving for her so. Which is the main message of one of here earlier poems ââ¬Å"still I riseâ⬠The following analysis will be done stance by stance reviewing each idea that poem suggest. ââ¬Å"You may write me down in history With your bitter, twistedRead MorePolitical Change In Syria943 Words à |à 4 Pageslife through their pro democracy protest. Unfortunately, as the government fought back and Syrian citizens continued to protest, shots were fired and the country collectively spiraled out of control leaving around eighty percent of the population in poverty by 2015. In an attempt to establish order amidst all the social turmoil, militant groups such as ISIS began to take hold and gain power in the country. Loosely knowing the motivating ideologies behind ISIS, it is no surprise that Syriaââ¬â¢s atmosphereRead More An Overview of Reggae Music Essay1268 Words à |à 6 Pagesmusic gave Caribbeans a sense of freedom. From the 1960s to the early 1990s, the styles of reggae have changed; adding new sounds of rhythm into the music. It has evolved from having a meaning of political and social furry to bringing people together to dance and celebrate joy. Reggae has inspired many new genres of music throughout the world. Reggaeton and Dancehall music have become popular within the decade especially among the youth. Reggaeton originated in Puerto Rico and Panama, and it was originallyRead MoreJoys And Difficulties Of An Agriculture Major1782 Words à |à 8 PagesJoys and Difficulties As an agriculture major, I have learned to know the joys and difficulties of all aspects of life. Growing up on farm has taught me that life can be satisfying, but also demanding. A day on the farm can amount to just about anything sometimes good, but also bad. One example of a joy and difficulty would be trying to nurse a sick calf back to heath, only to have him die. That was a joy and difficulty of agriculture, the joy of caring for animals but the also the difficulty of karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-48208159304579879012019-12-22T17:45:00.001-08:002019-12-22T17:45:03.605-08:00Abstinence-only vs. Abstinence-plus - 1607 Words There are many problems facing teenagers these days. None are bigger than the issue of underage sex, and all the issues stemming from it. The number of teenagers becoming sexually active, pregnant, and contracting sexually transmitted diseases are rapidly on the rise. There is no simple fix, or easy solution to this problem. Sex education should begin at home, and extend to include an effective program in schools that reinforce a clear message of abstaining from sexual activity in addition to informing students of the risks posed by engaging in sexual activity. The political, and religious dissension on this issue has resulted in a procedural stalemate preventing schools from effectively addressing the problem, and implement aâ⬠¦show more contentâ⬠¦Ã¢â¬Å"The ideal of what historian Anne Higonnet calls the Romantic Child, our modern image of a naturally asexual, pure child, is at the heart of century-long conflicts over sex education. By definition, the romantic childâ â¬â¢s innocence depends on protection from sexualityâ⬠(Talk About Sex 13). Parents, in general, do not feel at ease thinking about their children having sex, nor do they want to encourage them to do so. The fact that most parents are not comfortable talking about the subject with their children only increases the importance of doing so in our schools. Opposition of the Abstinence-Plus program centers around the belief that by comprehensively informing students about sex, and responsible practices, in addition to supplying contraceptives, will send a message that not only is it okay to have sex but here have a condom to do it with. In some cases, they actually suggest the importance of telling students that condoms are ââ¬Å"ineffective and do not workââ¬Å" (Teenage Sexuality 205). Over the past few decades, several attempts have been made to ââ¬Å"scareâ⬠teenagers away from sex. ââ¬Å"In the sex-education video No Second Chance, a young man asks the teacher what if he does not to wait until marriage to have sex. She replies, ââ¬Å"Well, I guess youââ¬â¢ll just have to be prepared to dieâ⬠(Talk About Sex 117). The intended message was that condoms do not work in effectively preventing HIV. This isShow MoreRelatedEssay on Should Sex Education be Taken Out of Schools?969 Words à |à 4 Pagesschools takes two forms: Abstinence-Plus education and Abstinence-only education. The former, allows teenagers to explore not only the functions of sex and reproductive organs but also sexually transmitted diseases, abortions and information on how to use condoms and other kinds of contraception. The benefit of this program is that it encourages teenagers to practice abstinence while acknowledging the fact that most teenagers will choose to engage in sex. Abstinence-only education, however, simplyRead More Abstinence Only Sex Education Essays2119 Words à |à 9 Pagesdisparity can be attributed to factors such as income inequality, the presence of abstinence only education has a major impact on birth and STD rates in the United States in comparison to other countries with more comprehensive programs. It is clear that this difference in approaches has a significant effect, and the United States needs to act to ensure the health of its citizens. Urgent actions are necessary because abstinence only education is becoming more popular in the United States and more and moreRead MoreTeen Pregnancy in the United States Essays3049 Words à |à 13 Pagespaper will focus on the majority aspect of pregnancy in adolescent. Being pregnant at a young age puts adolescent mothers at a higher risk for short and long-term complications. This can be either health or social complications. Teen pregnancy not only put the mothers at risk but also put the newborns at risk for low-birth weight, premature births, and developmental delays (Strunk, 2008). Every year, the average amount of dollars spent on teen pregnancy is about $11 billion in tax dollars. TheRead MoreMethadone Maintenance3756 Words à |à 16 Pagesmethadone, buprenorphine maintenance treatment, heroin maintenance treatment, and L-a-acetylmethadol (LAAM) maintenance treatment, methadone maintenance treatment was more effective than detoxification, no treatment, buprenorphine, LAAM, and heroin plus methadone. High doses of methadone are more effective than medium and low doses (10). Patients receiving methadone maintenance treatment exhibit reductions in illicit opioid use that are directly related to methadone dose, the amount of psychosocialRead MoreQuit Smoking Case Study Essay4989 Words à |à 20 Pagesphysician for the first time, during which his prior military history came to light. The young man recalled the anxiety he experienced when he received his military orders for deployment to Iraq. Prior to the notice of deployment, he smoked cigarettes only occasionally, maybe 1 or 2 cigarettes a day. As the time for deployment approached, he started smoking more cigarettes and by the time he arrived in Iraq was up to a full pack a day. Throughout the 12-month deployment, he steadily increased his smokingRead MoreAbortion Essay1589 Words à |à 7 Pagesthe Supreme Court ruling of Roe v. Wade. Jane Roe was single, pregnant woman wanted to get an abortion by a competent, licensed physician, under safe, clinical conditions (The Ethics of Abortion 13). This was not an option for her because the only way a woman could have an abortion in Texas at that time was if giving birth to the child might in some way endanger her life. Many woman would have traveled to a state where abortions were legal but this was not an option for Roe because she didRead MoreBirth Control : A Controversial Topic Since The 1960 S1718 Words à |à 7 Pagesolder a woman is, the more likely it is for her to use female sterilization. 31 percent of women between the ages of 35-44 were using female sterilization, while only 0.7 percent of women between the ages of 15-24 used the same method. Younger women preferred oral contraceptives with 22.4 percent of women ages 15-24 using it, compared to only 8.7 percent of women ages 35-44. Women under the age of 34 were more likely to use condoms and reversible contraceptives at about 11 percent compared to olderRead MoreSmoking Cessation Of Pregnancy : Review Of Current Strategies9414 Words à |à 38 Pagespartner is ass ociated with increased chances of quitting [6]. Cigarette dependence determined by the number of cigarettes smoked per day, frequency of urges and the level of expired carbon monoxide, have been reported to be reliable predictors of abstinence, at least in the short period [5]. Low levels of stress and psychiatric comorbidities including Depression and Anxiety have been associated with increased chances of cessation [5]. Up to 12% of pregnant women have Major Depressive Disorder [12Read MoreBinge Eating Disorder ( Bed )1948 Words à |à 8 Pagesdiagnosis, EDE (Eating Disorder Esamination) was always used, and the participantsââ¬â¢ symptoms meet the ones of DSM-IV. Regarding the methods I looked just for experiment using the randomization. Finally coming to the results, I selected the articles only if they take as outcomes remission of OBEs (Objective Binge Episodes) and/or the frequency of binge eating. Unfortunately, my research were scant by the fact that it is not a common disease, which is why I could use just about 10 articles. AccordingRead MoreBinge Eating Disorder ( Bed )2041 Words à |à 9 Pagesdiagnosis, EDE (Eating Disorder Esamination) was always used, and the participantsââ¬â¢ symptoms meet the ones of DSM-IV. Regarding the methods, I considered just for experiment using the randomization. Finally coming to the results, I selected the articles only if they take as outcomes remission of OBEs (Objective Binge Episodes) and/or the frequency of binge eating. Unfortunately, my research were scant by the fact that it is not a common disease, which is why I could use just a few articles. According karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-44961784412600261232019-12-14T14:15:00.001-08:002019-12-14T14:15:04.116-08:00Beautillion church and school Free Essays When I look back unto my life, I find that it has ââ¬â short as it may be ââ¬â so far been a good one. Divided between church and school, and backed up by my home, I understand quite well that I am luckier than most youths my age. I donââ¬â¢t do drugs ââ¬â beyond the legally allowed ones, such as coffee ââ¬â I donââ¬â¢t drink. We will write a custom essay sample on Beautillion church and school or any similar topic only for you Order Now I donââ¬â¢t have an unstable situation is my household, nor am I close to a dropout, as many youths are. Iââ¬â¢ve found God and was able to implement Him into my life as an advisor and someone to talk to on an everyday basis. I donââ¬â¢t meet with discrimination much, not more than any of my peers. And yet I find there is something left unfulfilled in my life. So I look back upon myself and the places I inhabit, and recollect, to move forward with the improved knowledge of myself. My home has always been good to me. I have always had a great relationship with my parents, who were an inspiration for the many things I do. Without their support, I would never have been able to gather the determination to study the saxophone long enough to be an active member in a marching band. They are also the ones who taught me compassion and to look at the elderly in a different, kind light. This has led to one of the most enjoyable experiences of my life: using my ability to create music to help the elderly in their retirement homes. This is a daily school of tolerance and kindness for me, and I can with all honesty say that I have learned much from them and with their help. My parents have also always been there for me, through thick and thin, and for that I am eternally grateful. School is a very important part of my life. It gives me the information I need to live well. I am a good student, my grades are above average, but the more I learn, the more I see that education I am getting is really rather basic. Since I study more than I am supposed to by normal school standards, I can see that there is much more to be learned than high school gives us. There are obvious gaps in our education, and I think they create part of the problems this country is having. I try to alleviate the unfortunate side effects of early specialization through my own efforts, but this is rather difficult. I can only hope that when I get into college the situation will be somewhat amended by the possibility of free research and the aid of experienced scholars. Still, school is a great learning experience for me, because, even despite the lack of serious understanding of the natural and social sciences, it is a great place to adapt to adult life and learn how to gradually take responsibility. I try to make the most of school, but am anxious to gain the greater opportunities of college. My church life is a good one, as well. I am a Baptist, and love my congregation for the principle of sola scriptura. Every single Baptist must think for himself and commune with God directly. I know I have a living, personal God looking after me, and I confide in him. When I look at members of other confessions I feel sadness, because I know that very many of them are mistaken and are led down the darker paths of life, and quite possibly into the bowels of Satan. I try to help them best I can, through intelligently questioning them on their morality and faith in God. I try not to act too strongly in my desire to help, as many people consider such actions an infringement of their personal space, even though I am simply demonstrating how Baptism helps in living a good life. However, I am happy in the lap of my Church, and I try to lead others to it by example. After all, if we do not help these people, who will tell them that they are in the grave danger of sin? I take pride in getting the chance to help those who strayed from Jesusââ¬â¢s flock. My life may seem perfect from this essay. I am very well-rounded education-wise; I have a good home, and a direct hotline with God. Yet there is something always left unfulfilled. I do not mean the failures of life ââ¬â those I have long learned to accept and to listen to as mere messages. Perfection is lonely, and, though I have most anything I really want, I do not know what to desire further. I have reached a stage in personal development when just helping myself is not enough. A new need opens up in me, slowly and steadily. It is the need to help others. What use is there for good in my own life if my best friend is troubled? How worthy am I if my mother cries at night, for any reason? These questions haunt me constantly, and drive to begin a new stage ââ¬â life as a servant to the people. How to cite Beautillion church and school, Papers karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-45896791007310968682019-12-06T10:39:00.001-08:002019-12-06T10:39:04.104-08:00Hrm Capabilities free essay sample Community Policing ââ¬â greater accountability to the community Achieving a Human Rights Compliant Organisation ââ¬â a commitment to Professional standards Permanent Strategic Planning Capability ââ¬â strategic direction at Force and Divisional level Intelligence-Led Policing ââ¬â development of proactive responses Enhancing Reactive Capability ââ¬â a step change in the quality of our reactive activities. National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability TABLE OF CONTENTS 1. 2. 3. WHERE WE WANT TO BE 3. 1 The Organisation 3. 2 The Constables/Corporals 3. 3 Line Supervisors 3. 4 Line Managers 3. 5 Middle Managers 3. 6 Top Managers 4. HOW WE GET THERE 4. 1 Human Resource Department Structure 5 HR PLANNING ââ¬â MAKING THE HR FUNCTION STRATEGIC 3 3 3 4 4 4 5 5 5 7 BACKGROUND 2 INTRODUCTION 1 6. RECRUITMENT AND SELECTION ââ¬â HIRING THE BEST 6. 1 Recruitment 6. 2 Selection 6. 3 Enlistment 7. TRAINING AND DEVELOPMENT 7. Training Needs Analysis 7. 2 Continuous Training and Development 7. 3 Evaluation of Training and Development 7. 4 New Development Plans 8. PROMOTION PROCEDURES ââ¬â SELECTING THE BEST MANAGERS 8. 1 Learning Culture 9. PERFORMANCE MANAGEMENT 9. 1 Continuous Appraiser Briefings 9. 2 Link with other HRM Functions 10. 11. 12. CONCLUSION DISCIPLINE RETENTION ââ¬â PROMOTING A CONDUCIVE WORK ENVIRONMENT 8 8 9 9 10 10 10 11 11 12 13 13 14 14 14 15 16 National Polic ing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability HUMAN RESOURCE MANAGEMENT CAPABILITY (modernising our human resource management) 1. INTRODUCTION The human resource is considered as the most important asset of all organisations. It has been argued that in service organisations, the quality of service delivered is very much dependent on how best those who deliver the service are managed. However, the proper management of an organisationââ¬â¢s human resource is best achieved by adopting an integrated approach. We should look at the HRM functions holistically so that there is coherence between them (achieving horizontal integration) and HRM policy and practices are in line with the organisationââ¬â¢s overall strategy (achieving vertical integration). No modern organisation can claim to build coherence in HRM practices without a dedicated HRM department. The MPF is no exception. But organisations differ in the services provided by their respective HRM departments. Such services may vary from mere administrative work on one extreme of a continuum to performing strategic HRM, which helps top management in making informed strategic decisions, on the other. With the posting of a number of officers from the Ministry of Civil Service to the MPF, the organisation has set up a Personnel Division to replace the former Records Office. However, the duties performed by the Personnel Division have so far been of a routine and administrative nature such as personnel records keeping and processing of salary, leaves, retirement benefits etc. For better Human Resource Management in the MPF we will empower the Personnel Division in a more strategic role. This HRM strategy sets out the MPFââ¬â¢s plans to ensure that, within the existing system in which it operates, the organisation has the right staff, at the right time, in right number, at the right place, with the right knowledge, skills and attitudes, to do the right things within the right organisational environment so that it can fulfil its mission and meet its strategic aims and objectives. Therefore, this Blue Print presents an HRM model taking into consideration the context in which the organisation operates and aims at optimizing performance and maintaining efficiency in general. There are many issues that need to be addressed which will take some time. Accordingly, this Blue Print begins the process of change and addresses some of them at this point in time. As the practice of strategic HRM in the MPF gains momentum and confidence, other pertinent and far reaching issues will be addressed. The implementation of this HRM strategy will be spread over the short term (year 2010), the medium term (years 2011 and 2012) and the long term (years 2013 to 2015). 1 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability This strategy will be reviewed on an annual basis to assess progress. It will be flexible to accommodate changing factors so as to take account of any new legislation, best practices in HRM and emerging trends in policing. We will enhance the HRM functions over which the MPF has control and make recommendations for improving those that are controlled by other stakeholders, which nevertheless, directly impact on our ability to manage our Human Resources effectively. To this end, this strategy is structured around the following key themes: Human Resource Planning; Recruitment and Selection; Learning and Development; Promotion; Performance Management; Reward and Retention; and Discipline. 2. Under the Constitution of Mauritius, the Mauritius Police Force (MPF) is classified as a ââ¬Å"disciplined forceâ⬠and is under the command of the Commissioner of Police, who is inter alia, responsible for determining the use and control of the operations of the Force. With regard to the administration of the Force, the powers of Appointments, Confirmation in Appointments, Promotions and Termination of Appointments are under the Disciplined Forces Service Commission (DFSC) Regulations 1997, vested in the DFSC, whilst the other Human Resource Management (HRM) functions, however rudimentary, such as human resource planning, training and development, performance appraisal, etc are under the jurisdiction of the Commissioner of Police. BACKGROUND At present, the HRM functions within the MPF are being carried out by personnel from the Ministry of Civil Service and Administrative Reforms who are embedded within the Police Headquarters. In so far as, pay and conditions of service of members of the Force are concerned, such matters are determined by the Pay Research Bureau (PRB) as it does for the whole Civil Service. As regards budgeting, financial allocation to the MPF is made by the Ministry of Finance. Prior to that, there are budgetary consultations during which the Police Department presents its requirements. The Government of Mauritius has since year 2008, adopted the concept of Programme Based Budgeting (PBB) in order to ensure greater effectiveness and efficiency in performance through increased accountability in the Public Service. This consists in expressing organisational 2 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability strategies in terms of distinct programmes and sub-programmes. For each programme and sub-programme, attainable and measurable objectives, outputs and outcomes are set. There is a continuous monitoring process to ensure that these are met. The PBB also makes estimates for the human resource requirements under each programme and sub-programme. 3. In this Blue Print, we have set clear targets that we want the organisation to achieve in the short, medium and long term. Staff should hold competencies as described in the succeeding paragraphs, to enable the organisation to attain its objectives. WHERE WE WANT TO BE 3. 1 The organisation, through its staff, will not only strive to maintain a high standard of operational efficiency and effectiveness but will also be responsive to environmental changes. Changes will be, as far as practicable, anticipated and planned so that they get implemented with least resistance and work disruption. The Organisation The organisation will also ensure that staff has the right knowledge, skills and attitudes to effectively deliver the quality service expected by the community. Stress will be laid on the need for the enlistment of quality staff that has the capability to cope with the demanding requirements of the police function. Accordingly, less emphasis will be laid, at selection stage, on physical traits, which have little bearing on the quality of staff. We will endeavour to create a conducive work environment where organisational citizenship and the sense of belonging to the organisation are encouraged. We will promote the Safety and Health of all our staff and work towards achieving a satisfactory work/life balance. We will encourage the sharing of knowledge and experiences among officers throughout the organisation. We also want to ensure that Officers attaining ranks are only those who are the best qualified. We will adopt best Human Resource Management policies and practices from other police organisations abroad. 3. 2 Our Constables/Corporals should: The Constables/ Corporals i. ii. iii. maintain a high professional standard; possess emotional and psychological stamina to evolve in a stressful environment; be of irreproachable character; 3 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability iv. v. vi. vii. viii. learn from their mistakes and those of others and improve on identified shortcomings; and ix. develop a learning culture. continually enhance their skills through professional development programmes; accept responsibility and be willing to take initiatives; be daptable to changing policing needs; possess knowledge, skills and attitudes for efficient service delivery; 3. 3 Our line supervisors should: Line Supervisors (Police Sergeants) i. ii. iii. iv. v. effectively appraise their subordinates and monitor their performance. engage in continuous training and development; and display high standard of conduct; engage in professio nal development programmes to enhance their skills; demonstrate basic supervisory and managerial skills; 3. 4 Our Chief Inspectors, Inspectors and Sub-Inspectors should: Line Managers (Inspectorate) i. ii. ii. acquire additional skills (conflict resolution, mediation, motivation, presentation, communication, etc. ); iv. v. vi. vii. viii. effectively implement organisational strategies. encourage their subordinates to take initiatives; and create a conducive work environment; identify training and developmental needs of their subordinates; set up structures for knowledge sharing; continuously develop their managerial skills; demonstrate a high standard of managerial skills; 3. 5 They will be expected to: Middle Managers (ASP SP) i. consolidate their managerial skills; 4 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability ii. iii. iv. v. vi. develop a strategic thinking ability. demonstrate ability for these higher responsibilities; and monitor the implementation of organisational strategies; practice mentoring and coaching; create a conducive work environment; 3. 6 They will be expected to: Top Managers (ACP DCP) i. ii. iii. practice mentoring and coaching. create a conducive work environment; and formulate and present policing strategies; 4. In order to enable the HRM department to operate strategically, the existing Personnel Division will be re-organised and re-structured as shown below: HOW WE GET THERE 4. 1 Recruitment Selection DFSC Promotion CP The Structure of the Human Resource (HR) Department ACP (HR)/ HR Manager Performance Training HR Management Development Planning Relations Records Discipline Personnel Reward Retention HR HR Administration 5 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability The HR Department will be headed by an Assistant Commissioner of Police HR (ACP HR)/HR Manager and will be responsible to the Commissioner of Police for the proper running of the department. The latter will formulate the MPFââ¬â¢s HRM philosophy and policy. The head of HR Department will submit to the Commissioner of Police, an Annual HRM Plan for the following year for approval and incorporation in the organisationââ¬â¢s Force Annual Policing Plan. Likewise, HRM Reports underlining progress in the HRM field during the previous year, will be submitted for inclusion in the Force Annual Report. The functions of the different components of the new structure are as described in the succeeding paragraphs. 4. 1. 1 ACP HR / HR Manager The ACP HR /HR Manager (who will be a member of the Force TCG) will, inter alia, be responsible for the following: Lead the HRM department; Plan, organise and staff the whole HRM process; Ensure that MPFââ¬â¢s HRM philosophy and policy are implemented; Ensure that HRM Plans are implemented; Submit annual the HRM Plan and HRM Report; and Evaluate the HRM process and ensure effectiveness of the department. 4. 1. 2 HRM Desks The HRM department will be organised into a number of desks each performing a distinct HRM function as shown below: HR Planning Performance Management Training Development Discipline Employee Relations Reward Retention HR Records HR Administration Analysis of operational effectiveness Monitoring performance of all staff. Monitoring training and development of all staff. Follow up of disciplinary cases with DFSC. Formulating and implementing reward and retention policies. Computerisation of the HR records Appointment Confirmation Forecast of demand and supply Managing staff Contributing to attendance. TNAs. behaviour of staff. Data entry Interdiction and maintaining all HR records. Monitoring Leaves processing Reviewing reward and retention policies. Maintenance and Labour turnover analysis Monitoring PDP. review of balance scorecard system. Improving Monitoring management development. managementstaff relations. Maintaining Appointment to the Yellow page. other Ministries Succession planning Conducting Benefits and staff surveys and exit interviews. Allowances Input for promo Monitoring tion. Annual HR plan and HR report ? Setting up of Identifying training and development needs of staff. knowledge sharing systems. performance of problematic officers. Medical Boards Transfers HR audit Evaluate training and development. Conducting research and Benchmarks Resignation Identifying poor Retirement performers. Postings etc. 6 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resou rce Management Capability HRM Capability 4. 1. 3 Management Information System (MIS) The HRM Records Desk will maintain all records pertaining to personnel in the MPF. With the computerization of these records, we shall create an HR database, which could be accessed by top management for up-to-date information and informed decision-making. 5. Planning is an integral part of management and whenever resources are managed, this involves some form of planning. HR PLANNING ââ¬â MAKING THE HR FUNCTION STRATEGIC As the human element is central to organisational success, we will formalize and regularise our HR planning and extend its scope. We will adopt an HRM approach that will make our different HRM practices more coherent and in line with the MPFââ¬â¢s strategy. HR planning will therefore be developed to include the following activities: Conducting demand/supply analyses and forecasting; Analysing the operational effectiveness of the organisation (critical events analysis for skill gaps); Analysing the various HRM practices in the MPF to ensure coherence; Conducting staff surveys and exit interviews to identify areas in which the organisation is performing well and in which it must improve; Creating career path and succession planning; Conducting research and benchmark best HRM practices in police organisations; Submission of Annual HRM Plans and Reports to the CP; and Conducting annual HR audits (self appraisal). To be able to perform Human Resource Planning, it is imperative that all records pertaining to human resources in the organisation are computerized. This process has already started with the purchase of HRM software for the MPF. We will accelerate this computerization process by inducting more personnel to enter data into the system. To achieve this development of the HRM functions, we will have to support and develop our existing staff. 7 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 6. 6. 1 Recruitment is the process of attracting candidates to apply for a post. The present eligibility criteria for enlistment are as follows:- RECRUITMENT AND SELECTION ââ¬â HIRING THE BEST Recruitment General Certificate of Education with passes at ââ¬Å"Ordinary Levelâ⬠in five subjects obtained on one certificate or an equivalent qualification; Height ââ¬â minimum of 170 cm (Male) and 163 cm (female); Girth of chest ââ¬â minimum of 84 cm; and Body Mass Index (BMI). 6. 1. 1 Basic Entry Requirements Enlisting recruits with only Ordinary Level academic education means that the burden of developing other skills, which are important for policemanship will be borne by the organization. Over the past years, the MPF has been engaged in developing staff in a number of fields such as first aid, driving, swimming, Information Technology, etc. With a view to ensuring that the quality of staff satisfies contemporary policing needs, recruitment criteria will be reviewed in consultation with the DFSC. We will recommend a skill-based recruitment procedure while maintaining the existing level of basic academic entry requirement. . 1. 2 Physical Traits From the very outset, the prescription for height, chest and BMI eliminates a large number of potential candidates. This deprives the DFSC of the possibility of selecting prospective candidates from a larger population. In the modern environment where the respect for Human Rights by law enforcement officers has gained pre-eminence, recruiting pol ice officers with the right personality traits has become equally important. In such a context, the issue of mensuration for height, chest and BMI have lost significance. The public is expecting to deal with officers who are eager to elp, display empathy and above all, trustworthy rather than acting mechanically. In the long run, we are proposing the elimination of the prescribed height measurement, as it is the case in UK and some other countries. However, we want this change to take place smoothly and to be accepted by the Mauritian population without giving rise to a cultural shock. We therefore, recommend that, initially, the minimum height requirement for male candidates be aligned to that of their female counterparts, that is lowering the minimum height requirement to 1 m 63 cm (5 feet 5 inches). 8 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability We further recommend the elimination of BMI and chest measurement and propose the introduction of a Waist Circumference measurement, which will screen out obese and too lean applicants who may not be suitable for the organisation. 6. 2 Selection Selection is the process of choosing the best candidates to join an organisation. At present, suitability of candidates to join the MPF is determined by the following tests/assessments: i. ii. iii. iv. Interview. Medical examination; and Physical aptitude test; Measurement; We recommend that the selection process be enhanced by the criteria mentioned below. 6. 2. 1 Psychometric Test It is recognised that Police work is associated with much stress. Situations such as attending fatal injury cases, facing riotous situations, dealing with hot-tempered criminals, etc, affect the sensibilities of police officers and interfere with their psychological equilibrium. Officers need to have the faculty to recover fast from such traumatic experiences so as to maintain their psychological and emotional balance. The Force needs Police Officers who are mentally stable and capable of functioning in stressful and adverse conditions and still, able to take right decisions. Psychometric test, at selection stage, is therefore, recommended so as to identify and eliminate candidates who are not psychologically/emotionally suitable for police work. 6. 2. 2 Background Investigations and Reference Checks We recommend that rigorous and thorough screening of candidates with regard to character, criminal records, drugs etc. e carried out at the preliminary stage of the selection process prior to enlistment. 6. 3 An average of around two hundred and fifty police officers retire from the Force for various reasons every year and the current rate of intake does not follow the same trend with the result that we are often short of manpower. The HRM department will therefore, ensure that there is a corresponding intake of recruits in order to replace those retiring from the Force in time. Enlistment 9 National P olicing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 7. TRAINING AND DEVELOPMENT ADDING VALUE TO HR FOR BETTER PERFORMANCE Given the complex nature of policing, a Police Officer requires the appropriate knowledge, skills and attitudes for the effective discharge of his/her duties. These are inculcated in our officers through Training and Development programmes which are designed and delivered by the Police Training School. With a view to enhancing the present Training and Development process in the MPF, the following changes will be carried out. . 1 The conduct of TNA is necessary for the identification of any knowledge and skills gap in an organisation. Consequently, the gap disclosed needs to be filled by appropriate training and developmental programmes. Training Needs Analysis (TNA) To ensure that Training and Developmental programmes that meet the needs of organisation are designed, we shall introduce a formal structure for the conduct of TNAââ¬â¢s within the MPF. The scope of TNA activity will comprise: i. ii. iii. iv. Obtaining feedback from the Performance Appraisal System. Analysis of critical incidents; and Taking into consideration the HR plans of the organization; Consultations with a larger number of stakeholders; 7. 2 In the context of a fast changing environment, it is crucial that all police personnel are regularly trained and developed in the latest policing techniques and law and procedures and also, refreshed on core police subjects. To enable the PTS to cope with the training load at Force level, we will: Continuous Training and Development i. can share part of the training with the PTS; and, ii. personal computers. ntroduce E-Learning in order to disseminate knowledge throughout the Force via set up a formal structure for the Divisional and Branch Training Units so that these 10 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 7. 3 The aim of all Training and Development programmes is to bring a change in staff performance. To be able to gaug e effectiveness of Training and Development programmes in bringing the expected change, it is necessary that evaluations be carried out. Evaluations are at present carried out by the PTS but are limited to the following levels: Evaluation of Training and Development i. Reactionary level ââ¬â what trainees feel about the programme followed; and i. Immediate level ââ¬â what changes in knowledge and skills have taken place at individual level. The present evaluations do not indicate whether the programmes are positively impacting on the workplace and whether there have been positive changes at organizational level. In order to ensure that all training and developmental programmes positively impact on service delivery, we shall, in the first instance, ensure that evaluations are extended to the Intermediate level; that is, evaluating its impact on the workplace. Eventually, we shall extend evaluations of Training and Development programmes at Ultimate level; that is, assessing their impact on the organisation. Human Resource Planning capability will be helpful in this process. 7. 4 We intend to introduce new developmental programmes for our officers so as to further enhance their knowledge, skills and attitudes. The following will be recommended: New Development Plans 7. 4. 1 Professional Development Programmes The PTS will be called upon to set up Professional Development Programmes consisting of a number of stand-alone and self-readable modules on generic topics relevant for officers of different levels in the Force, such as leadership, motivation, communication, mediation skills, etc. These will be made available on-line. Police officers will be able to log in to the system using personal passwords issued by the PTS and study any of the programmes in their own time according to their needs. Thereafter, they may arrange with the PTS to undergo an appropriate test. On successful completion of a programme, officers will become eligible for the award of a certificate. This process will open up development opportunities for all Police Officers and will help create a learning culture. The Professional Development Programmes may, eventually, be linked to promotions within the organisation by giving these a weight in determining suitability of an officer for such promotion. 11 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 7. 4. 2 Knowledge Management At present, officers with years of experience leave the organization taking away valuable experience and knowledge. There is no system available within the organisation to capture such experience and knowledge. Such knowledge and experience, if captured, could be referenced by other officers and will help serving officers to take advantage thereof. It is intended to set up a Knowledge Database for the MPF. Individuals and teams would be encouraged to record therein their unique/rare experiences and knowledge. The database will also be used to archive successes and failures at Station, Divisional and Force level so that lessons could be learnt. After research and planning, such a system will be set up on a pilot basis in one of the Divisions before extending to the whole Force subsequently. In addition, a Yellow Page for the organisation will be created in which the names of officers who possess specific competencies acquired through specialised training will be recorded. Anyone in the MPF who will need such expertise, may be referred to those officers. . 4. 3 Management Development Organizational success depends to a large extent on the performance of individuals in the organization. We also consider that organisational success is dependent on the quality of management. Training and Development of subordinates and managers should be given equal importance. Accordingly, the Management Training Unit will be reenergized and entrusted the responsibility for management development training wit hin the MPF. We believe that managers at all levels need to be refreshed regularly on management skills. Management development will no doubt, also help improve staff relations within the organisation. Top managers will equally be initiated in Mentoring and Coaching of their subordinates and potential successors. Management will also be encouraged to promote the concept of Communities of Practice within the Force whereby best practices identified in the different units of the Force will be regularly shared at level of the Tasking and Coordination Group (TCG) meetings. 8. Managers are people responsible for directing the efforts aimed at helping organisations to achieve their goals. These officers perform a crucial role and should therefore be selected with much scrutiny. Promotions to the rank of Police Sergeant (PS) and Inspector (Insp. ) are at present based on a Competitive Examination for Promotion. Successful candidates are in the first instance PROMOTION PROCEDURES ââ¬â SELECTING THE BEST MANAGERS 12 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability considered for promotion in a temporary capacity. Subsequently, they are required to follow an NCOsââ¬â¢/Inspectorsââ¬â¢ Cadre Course. On the satisfactory completion of the Cadre Course, the DFSC considers their promotion in a substantive capacity subject to the recommendation of the Commissioner of Police. With regard to promotion to the rank of Chief Inspector and above, there are no such Competitive Examinations. As per Regulation 14 (3) of the DFSC Regulations, professional or technical qualifications, experience, merit and suitability for the office in question are given greater weight than seniority in deciding suitability for promotion. In practice, in the absence of effective HRM means we are relying on seniority as the most important criteria, for promotion and of course, this needs to be rectified. With a view to ensuring that officers who have an overall good performance, get promoted, it is suggested that a Balanced Scorecard System (BSS) be introduced. Additional criteria that will take into account other suitable capabilities and qualities of such officers would be considered with a view to ensuring that the most qualified candidates are selected for promotion. It is believed that the above proposals will entail amendments to our existing Regulations and Orders. We consider that the changes to the existing promotion selection system need consultations. Consequently, the necessary consultations should be opened with the various stakeholders. An early task of the HRM Department would be the publication of proposals for changing the present promotion system. 8. 1 Learning enables police officers to keep update with ever changing laws, procedures and practices. It also helps to maintain morale and motivation among officers and ensures standardisation and quality service delivery. Therefore, management has the duty to encourage staff to learn continually. Learning Culture With a view to promoting a learning culture, we recommend that Competitive Examinations for Promotion be held once every two years. For each examination held, an estimation of the promotion requirements for the post of Police Sergeant and Inspector will be determined and declared by the HRM Department. After the examination, when the list of successful candidates has been publicised, vacancies that have arisen previously, will be filled in the first instance. As regards officers who have passed the examinations and where no vacancies are available, they will be placed on a Waiting List. With this suggestion, all vacant posts in the rank of Sergeant and Inspector will be regularly filled in with less disruption to Police work. 9. Performance Management is an important human resource management activity. It enables an organisation to ensure that individuals perform to their optimum level and at the same time, the individual departments and the organisation as a whole meet their objectives. PERFORMANCE MANAGEMENT ââ¬â CREATING NEW WORK CULTURES 13 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability In this context, the Ministry of Civil Service and Administrative Reforms has introduced a new Performance Management System (PMS) in the Civil Service. The new PMS ensures that, in relation to objectives set, the shortcomings of employees are identified and discussed and remedial measures taken in the course of the year rather than at the end of the year as was the case with the Confidential Reporting system. We therefore consider that the PMS will be an important tool for driving change in the organisation. To that end, we propose to implement the measures described below. . 1 It is recognized that all appraisers will have a crucial role to play in the performance management system. We shall therefore, ensure that Divisional/Branch officers regularly brief all appraisers working under their command, on desired work standards and areas for improvement with a view to evolving a new culture of work ultimately. Continuous Appraiser Briefings 9. 2 For performance appraisal to serve the purpose of improving and maintaining performance of individuals to its highest standard, it should be linked to other HRM functions. Link with other HRM Functions We will therefore create links between performance appraisals and the following: i. identified during appraisals in order to ensure that Officers operate at the required standards; ii. organisation values staff who perform well, managers at all levels will be encouraged to initiate non-pecuniary rewards for their subordinates; iii. suitability for promotion; and iv. expected standards. Sanctions ââ¬â It is intended to sanction officers who repeatedly fail to perform at the Promotion ââ¬â Performance appraisals will be given a weight in determining Rewards ââ¬â In order to reinforce high performance and demonstrate that the Training and Development ââ¬â This should be the normal outcome of any shortcoming 10. Attracting good candidates in the Police Force is becoming a problem. Although the academic requirement was raised from Primary School Leaving Certificate to Cambridge School Certificate in 1987 PRB Report, yet the background of those who joined the service since then tends to indicate that it has not been an important contributing factor in improving the service quality. Recent indications are that young and qualified persons are reluctant to join the service as RETENTION ââ¬â PROMOTING A CONDUCIVE WORK ENVIRONMENT 4 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability greater employment opportunities to their liking are available elsewhere. There are indications that those who have already joined the service, are but using the service as a stepping-stone or for temporary employment till they fi nd greener pasture elsewhere. Therefore, there is a need to find ways and means to encourage young persons to join the service or those who are already in the service to retain them. We will adopt the following enlistment and retention strategy: Benchmarking, adopting and developing best HR practices; Commitment to ensuring Safety and Health; Promoting Sports and Leisure activities; Improving the work/life balance of officers; Working a feasible career path taking into consideration the specificity of the MPF; Creating more opportunities for training and development; Rewarding outstanding performance; Creating a friendly, supportive and inclusive work environment; Valuing rank as well as competence and experience of officers; Setting Stress Management Programmes and Post Traumatic Stress Management Programmes; Adopting a policy of continuous evaluation and improvement in reward and retention policies in the MPF; Constantly reviewing pay and general conditions of service in the MPF; and Improving opportunities for internal enlistment such as pilot, Cadet Inspector (Graduate), engineer, etc. 11. All organisations have to deal with problematic officers. For a ââ¬ËDisciplined Forceââ¬â¢, dealing promptly with such officers and maintaining discipline within the rank and file are an important requirement to preserve the vitality and dynamism of the service. The MPF recognises that it is important to deal effectively and promptly with underperformers so that the morale, motivation and spirit of the majority of staff are not affected. In other organisations, whilst getting rid of such officers may not be a problem; the existing procedures in the MPF are rather cumbersome. In this regard, we will make recommendations to the DFSC to review the existing DFSC Regulations. DISCIPLINE 15 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 12. The MPF recognises that human resource is the most important factor in the development of the Force. To produce the new desired organisational results, human resources need to be managed strategically. HRM functions must not only be integrated horizontally for better coherence in all HRM practices but also, vertically in line with the organisationââ¬â¢s overall strategy. CONCLUSION This Blue Print therefore, aims at reorganising the HRM department so that henceforth, through systematic planning, it will help in the recruitment and selection of quality staff, ensure that there is optimum training and development of staff, ensure that the best qualified officers are promoted, create links between performance appraisals and other HRM functions and contribute to create a conducive work environment capable of attracting and retaining staff. Ultimately, it will deliver the desired strategic product that will be used by top management for making informed strategic decisions in so far as HRM is concerned. ********** 16 karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-60626229413348931722019-11-29T02:00:00.001-08:002019-11-29T02:00:03.676-08:00Great Expectation Essays - English-language Films, British Films Great Expectation Great Expectations The novel, Great Expectations, presents the story of a young boy growing up and becoming a gentleman. He must learn to appreciate people for who they are, not shun them for who they arent. Nicknamed Pip, Philip Pirrip, the main character, goes through many changes in his personality, as he is influenced by various people. Pip experiences tough times as a boy and a young man, but at the end he has become a fine, morale young man. In the beginning, Pip, an orphan, considers himself to be a common laboring boy, but he has a desire to improve his station in life. He is raised by his sister, and her husband, Joe Gargery. Then Pip meets Estella, the adopted daughter of Miss Havisham, an old lady who is bitter and eccentric. Estella taunts Pip and is very cruel to him, but he still falls in love with her. Miss Havisham is teaching Estella to hurt men, because she herself was deserted by her fianc? on her wedding day. One day, Mr. Jaggers, a lawyer, reveals to Pip, that there are Great Expectations for Pip. He is given the money to become a gentleman and receive a good education; he assumes that his benefactor is Miss Havisham. In London, Pip makes many new, high-society friends. When Joe Gargery comes to visit Pip in his new way of life, Pip is ashamed of Joe, because he is a commoner. At this time, Pip is around twenty years old. Estella is still the center of his attractions. When she comes! to London, he meets her, but she tries to warn Pip to stay away from her because she might hurt his feelings. She is being kind to him in the only way that she knows how. Around the same time, Pip receives a letter telling him that Mrs. Joe Gargery had died. A man from Pips past steps out, an ex-convict, named Magwitch, who he had fed many years ago; this man is his true benefactor. Pip finally knows the truth about this man. Magwitch is Estellas father, and Mr. Jaggers housekeeper is Estellas mother. A short time later, Estella is wed to Bentley Drummle, but she is very unhappy. Pip falls ill, and Joe comes to take care of him. While he is being nursed back to health, Pip starts to appreciate Joe and begins to look past the fact that he is common. He receives the news that Miss Havisham is dead. Pip visits Joes home and is told that Joe and Biddy, Pips friend, are married. Pip then returns to London and continues his life for eleven more years. Pip finally goes back to Joes house, to find that Joe and Biddy have a son, and they have named him Pip. During that last visit, he returns to Miss Havishams old run-down home. There he meets Estella, grown into a woman, her husband dead. There, Estella asks Pip to for! give her, he does, and all is well. So the story ends, with grown Pip and a changed Estella both at peace with each other. In conclusion, I thought that this was a very well written book. It took me a while to get into it and understand the plot, but now I see that Dickens wrote Great Expectations with a very complex plot and well described characters. From Joe Gargery to Miss Havisham, I really got to know the characters as if they were people. I would describe this book as a delightful story with a sprinkle of mystery and a handful of romance, with a pinch of fun all mixed in. English Essays karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-12973841531333104302019-11-25T09:34:00.001-08:002019-11-25T09:34:04.189-08:00Homeland Security Presidential Directive 12 Cost Justification and BenefitsHomeland Security Presidential Directive 12 Cost Justification and Benefits Free Online Research Papers Homeland Security Presidential Directive 12 Cost Justification and Benefits Information Technology Essays The problem with todayââ¬â¢s authentication is the ability to electronically prove and provide confidence in a personââ¬â¢s identity. Authentication focuses on confirming an individualââ¬â¢s identity based on reliable credentials. Homeland Security Presidential Directive 12 (HSPD) was created to solve this problem and provide better identity management security at federal agencies. The HSPD 12 directive requires the development and agency implementation of a mandatory, government-wide standard for secure and reliable forms of identification for Federal employees and contractors. This directive signed by President Bush in August 2004 established an official federal government policy for the issuance of a common identity verification standard. The purpose of this paper is to discuss how agencies justify the costs involved in complying with the HSPD 12 mandate, what benefits agencies expect in return for their investment, and the risks associated with identity management. The National Institute of Standards and Technology (NIST) determined that secure and reliable forms of identification need to be both physical and logical for entry into federal buildings and technology data centers. NIST decided the standard would include the use of smart cards with embedded biometric fingerprints, and public key infrastructure (PKI) that links an individual to a specified public key for electronic signing (See Appendix A). NIST created the Federal Information Processing Standard Publication 201 (FIPS 201) and Personal Identity Verification (PIV). According to NIST, the FIPS 201 includes two parts called PIV I and PIV II, and states the following (See Appendix B): The requirements in PIV I support the control objectives and security requirements described in FIPS 201, including the standard background investigation required for all Federal employees and long-term contractors. The standards in PIV II support the technical interoperability requirements described in HSPD-12. PIV II specifies standards for implementing identity credentials on integrated circuit cards (i.e., smart cards) for use in a Federal system. FIPS 201 requires agencies to: 1. Establish roles to facilitate identity proofing, information capture and storage, and card issuance and maintenance. 2. Develop and implement a physical security and information security infrastructure to support these new credentials. 3. Establish processes to support the implementation of a PIV program. (GSA, 2005a) The notion behind these standards is to provide enhanced security at Federal facilities and information systems. Cost Justifications: One way an agency can justify the cost of identity management is the fact that it enhances security by safeguarding access to buildings, secure areas, and electronic systems. Conventional authentication can be easily forged, stolen or altered to gain unauthorized access. This type of security breach can lead to identity theft that has the potential to cost individuals and agencies large financial losses. The Federal Trade Commission in 2004 conducted 4,057 interviews with individuals who incurred losses associated with identification theft and estimated the costs to them. The loss estimates were compiled from the data gathered from the interviews and was said to cost nearly $10,200 per incident and $33 billion total for agencies, businesses and financial institutions. The frequency of these incidents indicates a growing problem of theft and loss. Examples of compromised records include 1.4 million credit card numbers from DSW Shoe Warehouse, 200,000 client files from Ameritrade, reco rds for 30,000 students and staff at George Mason University, 59,000 student records at a California University, Bank of America tapes with information on 1.2 million government employees, University of California laptop stolen with 100,000 identities, 280,000 possible victims at LexisNexis, 145,000 social security numbers at ChoicePoint, (FTC, 2003) and most recently the social security numbers of 26.5 million veterans. The use of smart cards developed pursuant to the NIST PIV II standard would provide enhanced security authentication. What a smart card offers is a plastic device about the size of a credit card that contains an embedded hardware computer chip that is separate from the computer. (See Appendix C). If a compromised computer is infected, the smartcard itself would not be affected. Smart cards operate in their own separate space, which make them less susceptible to being compromised, thus making them a more robust method for authentication as well. A second way government agencies can justify the cost associated with smart cards is that they provide the hardening of logical security. This could prevent thieves from unauthorized access and help address the concerns associated with identity theft. The unique advantage that smart cards have over traditional cards with simpler technologies like magnetic stripes or bar codes is that they can exchange data with other systems and process information. (See Appendix D). Older card versions were static and could not exchange data. By securely exchanging information, a smart card can help authenticate the identity of the individual possessing the card in a far more thorough way than is possible with traditional identification cards. A smart cardââ¬â¢s processing power also allows it to exchange and update many other kinds of information with a variety of external systems, which can facilitate applications such as financial transactions or other services that involve electronic record- keeping. (GSA, 2005b) This enhanced security reduces the risk of identity theft and financial losses. A third way government agencies could justify the costs associated with smart cards would be through enhanced security for remote authentication. (See Appendix E) Most agencies have developed systems to allow remote access even though it provides an alternative method for non employees to gain access. Normally, controlled computer environments like those found at federal agencies, banks, financial institutions and physical stores have security measures in place to stop malicious behaviors. This is not always the case when people work at home using their own computers. These computers are usually directly connected to the internet and are outside controlled settings. Because of this, the potential risks are significant when data is left unprotected. Using PKI public key cryptography can help solve the problem with unprotected data. This encryption technology stores a personââ¬â¢s digital certificate and has the ability to thwart thefts by safeguarding identities. Many agencies have looked at smart cards and the PKI model to include key management. When a certificate is created, there is a multistage process involved. Typically, for authentication and digital signature key pairs, the keys are generated locally on the smart card. The private key never leaves the smart card, while the public key is exported for inclusion in a certificate request. There are four key components for PKI to be successful: 1. Registration/Enrollment: To create a digital certificate, PKI systems require a secure process for verifying the persons identity. PKI products supported multiple methods of making sure that applicants for certificates were legitimate and actually were who they were claiming to be. The same secure registration process is needed for granting access to customer identity information. 2. Repository: PKI required both a trustable public repository for public keys and a secure repository for backup of private keys. Protecting stored identity information requires a secure repository, as well. 3. Revocation: For digital certificates to be meaningful, a process was needed to inform those relying on certificates that a certificate had expired, had been revoked or was, for whatever reason, no longer valid. Revoking access to customer identity information when that access no longer has business justification is a critical requirement. 4. Reliability: PKI systems included mechanisms for archiving and backing up encryption keys, had guidelines for protecting the PKI infrastructure, and had auditable mechanisms (defined in certification practice statements) for defining the security processes that would be employed to maintain the trust of the entire PKI. Systems that handle sensitive identity information should have standard formats for documenting similar assurances. (Pescatore, 2005a) Using the public key infrastructure (PKI) components described above has the ability to save government agencies time and money by mitigating the risks associated with identity theft. (See Appendix F) The recent incident involving the Department of Veterans Affairs (VA) that compromised the identities of up to 26.5 million veterans and some spouses provides plenty of justification of the cost for better identity management security. Gartner research evaluated costs related to identity thefts similar to the ones being publicly announced. They estimated that data breaches will cost companies 50 percent more than data protection will. Gartner states the following: A company with at least 100,000 accounts to protect can spend, in the first year, as little as $6 per customer account for just data encryption or as much as $16 per customer account for data encryption, host-based intrusion prevention and strong security audits combined. These unit costs will be reduced drastically if these strategies are applied to protecting millions of customer accounts. This compares with an expenditure of at least $90 per customer account when data is compromised or exposed during a breach. Likewise, these costs may escalate dramatically if proposed legislation mandating fines up to $11,000 per exposed and damaged customer account is imposed. (Pescatore, 2005b) According to Gartner research, nearly all data theft attacks could have been prevented if the sensitive data was encrypted and the encryption keys were properly protected. For large environments such as government agencies with over 100,000 records to safeguard, Gartner estimates the costs associated with equipment, integration and maintenance to be about $6 per person in the first year. The estimates of using PKI encryption would decrease each year and cost approximately $1 per account per year in recurring costs. Gartner researchââ¬â¢s evaluations show there are significant losses associated with not protecting data. Their cost estimates for data encryption show a cost savings in comparison, and should help agencies decide whether to move forward with this technology. Benefits: One of the benefits of this technology is the ability to consolidate personal identity requirements. Consolidating logical and physical security controls into a single, card connected system has the potential to save money and reduce security costs by 40 to 60 percent over traditional approaches, while enabling an agency to control a greater percentage of its access points. A single system eliminates the costs of installing and wiring traditional access points. It also reduces the considerable expense of traditional architectures and system for access control at remote locations. These savings would allow agencies to expand the number of locations and systems that are electronically secured. Agencies can also benefit from using a single interface to control both wired and card-connected access points. This would allow administrators to manage a large number of users and locations more efficiently. Each smart card credential securely carries the roles and privileges of the individual from wired to standalone access points, creating a card-connected environment. The benefit is realized when the cardholders become an extension of the physical access network, and their cards carry information to and from the readers. By following this model, security is increased significantly at a fraction of the normal cost. For example, if an employee leaves the agency, rather than replace door locks and wiring (at a cost of $5,000 each, as well as time delays), the card permissions can be immediately revoked and the employee can no longer access the facility or information networks. (Electronic Government: Agencies Face Challenges in Implementing New Federal Employee Identification Sta ndard: GAO-06-178, 2006) A second benefit of this technology is electronic authentication. This provides simpler access to multiple agency applications through the re-use of credentials and established identities. Using a single central credential permits access to multiple systems without having to key in multiple passwords. An example of an industry leader providing easier access to multiple systems is UBS, a global financial company headquartered in Switzerland. They accomplished identity authentication by the successful implementation of PKI. This company implemented the use of digital certificates that linked their employees to a specified public key for electronic signing. They used the PKI security architecture as a method to address efficient and secure authentication. UBS concluded that the processes and technology that had worked in a centralized environment were no longer effective in a decentralized one. Major concerns were increased inefficiency, rising costs and the reduced ability to control r isk. Their problems included the following: 1. The network of open production systems could be reached from anywhere, putting critical data at significant risk. 2. Existing applications were not designed to function within such an environment. User authentication by plain old passwords was increasingly seen as providing an unacceptably low level of protection against illegitimate access in such an environment. 3. The bank had almost half a million different passwords in use: The average user had to remember at least 15 passwords, making it inevitable that many users would write down their passwords. Additionally, significant help desk resources were devoted to resetting forgotten passwords. (Noakes-Fry, 2005b) The technologies and processes that were in place prior to moving towards PKI could not eliminate or reduce the three problems indicated above. The company predicted the problems would only worsen as the network continued to grow. UBS decided it needed to change in order to provide a strong, reliable, and human-accessible user authentication to information resources. Identity authentication objectives at UBS were defined by a single sign-on process. This allowed each user to only remember a single PIN and authenticate once per login session to access all systems. The company used smart cards that permitted user access to the computer and authentication to additional systems. The public-key infrastructure (PKI) was the key component to support stronger user authentication and identity management in the environment. Cost savings were realized because UBS was able to reduce the number of help desk calls for password support. According to UBS, many hours were spent each retrieving or resetting users passwords which resulted in the loss of productivity. Since implementing single sign on the company has increased security, improved functionality and reduced help desk expenses. A third benefit of this technology is the ability to move away from paper signatures and towards public key digital signatures. This move has the potential to reduce the amount of time normally spent processing paperwork and transform business electronically. Moving away from paper records and towards electronic forms supports the Government Paperwork Elimination Act (GPEA). This act recommended that federal agencies establish electronic forms to provide immediate feedback from data submitted online. It stated that forms should be electronically fill-able, file-able, and signable, and a model of user friendliness and efficiency. Signed records can be stored and retained for the purposes of retrieving them for later use, either as part of a related business process or a legal proceeding. Some records may be retained for decades. This move was successful in the case of a student loan company with a portfolio of more than $2 billion that implemented an online application process for consolidation loans using digital signatures. According to Gartner research, the company met its goal of having electronically fill-able applications in place before the huge wave of applications began arriving in June. These electronic applications were signable with digital signatures and received immediate acceptance from borrowers. Gartner noted that the company experienced a significant reduction in cost and reduction in turnaround time for each application: It previously cost $12 to send an application via FedEx (and including a prepaid FedEx envelope cost another $12), but it now costs $1.35 to send. Under the old system, the company received 35 percent of the applications back with signatures; 65 percent of electronic applications are returned with digital signatures. Using previous delivery methods, it took 10 days to get the application back; with digitally signed electronic applications, turnaround is one day. (Noakes-Fry, 2005a) Risks: There are several risks involved with implementing HSPD 12. These risks include the cost and the looming October 2006 deadline for agencies to meet compliance. Cost is always a big concern at federal agencies, and implementation can be prohibitively expensive for any one agency to bear all of the expenses. Many federal agencies and contractors are already stretched for funding and resources. HSPD-12 is an initiative that requires interoperability between complex federal government systems, the reevaluation of business processes, and unprecedented collaboration between IT, human resources, and physical security staffs. Looking at the requirements for PIV card use, the implementation includes digital certificates, the PIV Cards, printing, middleware software, IDMS, a card management system (CMS), and an OCSP capability. These costs were estimated using models identified by the Office of Management and Budget (OMB): Larger departments estimate that the first year costs per person are between $90 ââ¬â 110. It is anticipating that out years costs at larger departments will decrease to approximately $60 for initial year based on deployments exceeding 500,000 users. It is anticipated in time these cost will decrease even further. (GSA, 2005a) The recommendation from OMB states smaller agencies need to align themselves with larger federal agencies to lower the total costs of ownership. Moreover, there are a number of costly infrastructure components and processes that an agency may be required to purchase. This would include the expenses associated with physical access control systems that can link multiple agency locations together. These costs may exceed the amount agencies can afford and can absorb by themselves. The concern arises if a single agency were to out source the entire implementation to commercial vendors with its current employees and contractors. If this were to occur, OMB says the costs per person could easily exceed $200. The guidance from OMB proposes waiting until the larger agencies such as the Department of Defense implement smart card use. This way smaller agencies can align themselves with other large volume agencies to take advantage of volume discounts. The United States Government Accounting Office published key findings in the February 2006 report entitled, ââ¬Å"Agencies Face Challenges in Implementing New Federal Employee Identification Standard.â⬠This report provided guidance about smart card technology planning and budgeting activities. There were several concerns raised in the report with regards to the smart card technology. The concerns involved the time frame for effective planning, information gathering about risk, and cost benefit information. The GAO noted the following: As part of the annual federal budget formulation process, agencies are required to submit their budget requests 1 year in advance of the time they expect to spend the funds. In addition, in the case of major IT investments, which could include new smart-card based credentialing systems, OMB requires agencies to prepare and submit formal businesses cases, which are used to demonstrate that agencies have adequately defined the proposed cost, schedule, and performance goals for the proposed investments. In order for agencies to prepare business cases for future funding requests, they need to conduct detailed analyses such as a cost benefit analysis, a risk analysis, and an assessment of the security and privacy implications of the investment. However, agencies have lacked the information necessary to conduct such reviews. For example, agencies have not had reliable information about product costs and cost elements, which are necessary for cost-benefit analyses. In addition, without FIPS 201 compliant products available for review, agencies have been unable to adequately conduct risk analyses of the technology. Most importantly, the lack of FIPS 201 compliant products has inhibited planning for addressing the investmentââ¬â¢s security and privacy issues. (Electronic Government: Agencies Face Challenges in Implementing New Federal Employee Identification Standard: GAO-06-178, 2006) The GAO did provide three recommendations that would be helpful in addressing the concerns and enable agencies to move forward with the HSPD 12 mandate. The report discussed the following key activities regarding the compliance standard and recommended the following three actions: 1. Provide specific deadlines by which agencies implementing transitional smart card systems are to meet the ââ¬Å"end-pointâ⬠specification, thus allowing for interoperability of smart card systems across the federal government; 2. Provide guidance to agencies on assessing risks associated with the variation in the reliability and accuracy among biometric products, so that they can select vendors that best meet the needs of their agencies while maintaining interoperability with other agencies, and 3. Clarify the extent to which agencies should make risk-based assessments regarding the applicability of FIPS 201 to specific types of facilities, individuals, and information systems, such as small offices, foreign nationals, and volunteers. The updated guidance should (1) include criteria that agencies can use to determine precisely what circumstances call for risk-based assessments and (2) specify how agencies are to carry out such risk assessments. (Electronic Government: Agencies Face Challenges in Implementing New Federal Employee Identification Standard: GAO-06-178, 2006) Conclusion: With little more information than a social security number, an identity can be stolen. As the Federal Trade Commission (FTC) points out ââ¬Å"Social Security numbers play a pivotal role in identity theft. Identity thieves use the Social Security number as a key to access the financial benefits available to their victims.â⬠(FTC, 2003) Identity theft is growing rapidly and has become a serious threat. It is easy to open fraudulent lines of credit in the name of some unsuspecting victim. The FTC statistics for 2004 indicate that credit card fraud (28%) was the most common form of reported identity theft, followed by phone or utilities fraud (19%), bank fraud (18%), and employment fraud (13%). Other significant categories of identity theft reported by victims were government documents/benefits fraud and loan fraud. (FTC, 2003) Congress is considering several measures to prevent the crimes identified by the FTC and among them is the Personal Data Privacy and Security Act of 2005. Senate Judiciary Committee Chairman Arlen Specter (R-PA) introduced the bill. He wanted the measure to require a review of federal sentencing guidelines to allow a maximum penalty to be imposed on identity thieves and impose financial penalties on data brokers for allowing data breaches to occur. The bill also outlines procedures for data brokers and consumers to follow to correct incorrect information contained in personal records, and increases criminal penalties for computer fraud involving personal data, unauthorized access to personal information. It also makes it a crime to intentionally conceal a security breach involving personal data. (Moye, 2006) The HSPD 12 implementation requires Federal agencies to make investments for secure and reliable forms of identification. HSPD 12 was formed to resolve problems associated with identity management and provide enhanced security at federal agencies. Government agencies will be asked to justify the costs involved in complying with the HSPD 12 mandate and understand what benefits it can expect in return for their investment along with the associated risks. Moving forward with the mandate will involve both logical and physical changes. These changes will most likely include costly infrastructure components and smart card readers for computers logging onto the network. Additionally, desktop computers will need to be equipped with smart card readers for logging onto the network and for accessing network resources. Moreover, the badging process will require additional physical security for buildings and secure areas. The conventional method of proving your identity will need to change to accommodate the enhanced public key infrastructure (PKI) components. Authentication to agency resources will involve the combination of biometrics, digital certificates, and passwords for single sign on capabilities. The technology has the ability to provide simpler access to multiple agency applications through the re-use of credentials and established identities. It also allows each user to only remember a single PIN and authenticate once per login session to access all systems. This will provide a relatively high level of security because it relies on multiple layers of specific information prior to authentication. The benefit to the user results in eliminating the need for multiple cards, remembering multiple PINs and login information. Like insurance, the real value can be measured against the cost and impact of the bad things that could happen if you do not protect yourself. Electronic Government: Agencies Face Challenges in Implementing New Federal Employee Identification Standard: GAO-06-178. (2006). GAO Reports, 1. FTC. (2003). STATEMENT OF ASSISTANT SECRETARY FOR FINANCIAL INSTITUTIONS WAYNE ABERNATHY ON THE FEDERAL TRADE COMMISSIONS IDENTITY THEFT SURVEY REPORT, FDCH Regulatory Intelligence Database. GSA. (2005a). Federal Identity Management Handbook: GSA. GSA. (2005b). GOVERNMENT SMART CARD HANDBOOK: GSA. Moye, S. (2006). Congress Assesses Data Security Proposals. Information Management Journal, 40(1), 20-22. Noakes-Fry, K. (2005a). Case Study: Loan Company Uses E-Signatures to Cut Costs and Save Time. Gartner Research(G00129945). Noakes-Fry, K. (2005b). Case Study: UBS Manages IDs with PKI-Based Smart Cards to increase Security and Reduce Costs. Gartner Research(G00130280). Pescatore, J. (2005a). Apply the Lessons of Public-Key Infrastructure to Protecting Customer Information. Gartner Research(G00126768). Pescatore, J. (2005b). Data Protection is Less Costly than Data Breaches. Gartner Research, G00130911. Research Papers on Homeland Security Presidential Directive 12 Cost Justification and BenefitsOpen Architechture a white paperNever Been Kicked Out of a Place This NiceThe Project Managment Office SystemIncorporating Risk and Uncertainty Factor in CapitalTwilight of the UAWGenetic EngineeringQuebec and CanadaPETSTEL analysis of IndiaResearch Process Part OneMarketing of Lifeboy Soap A Unilever Product karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-75261146207531716612019-11-21T16:58:00.001-08:002019-11-21T16:58:02.954-08:00Business Ethics and Social Responsibility Case StudyBusiness Ethics and Social Responsibility - Case Study Example à This is made possible for the various forms of interrelationships established in the organization as persons interact with one another in the different levels of its structure, carries with it the core belief that each member of the organization are working towards the achievement and realization of the organizationââ¬â¢s goals as they achieved human development and excellence in their field of expertise. And that actions performed by all its players are considered as within the purview of the organizations good. Thus, it is assumed as given and therefore not questioned the truism of the belief that workers and employees do not just perform their tasks in an excellent manner in order to yield a good product but that they have a sense of loyalty to the organization where they are members. However, the relationship between the organization from the management level and the employees is not always a bed of roses. Critical issues demanding decisive actions and decision making some times arise as some factors and judgments may tend to disturb the ââ¬Å"harmoniousâ⬠balance of the organization. Business has always been considered as ââ¬Å"amoral.â⬠(De George, 1999, p5) Implying that basically business enterprises have no other interests than to gain profit. Thereby, presenting the notion that businesses do not bother itself to question of right or wrong which is the interests of morality and ethics but are, instead, concerned with the question of how companies will be able to increase its gains and profits. This view, in fact, is also held by the Noble Laureate Milton Friedman that ââ¬Å"the only social responsibility of business was to increase profit.â⬠(Davies, 2000, p 99)à à karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-81953700726895299652019-11-20T15:41:00.001-08:002019-11-20T15:41:03.141-08:00Apple and samsung Essay Example | Topics and Well Written Essays - 1000 wordsApple and samsung - Essay Example Apple and Samsung companies are doing very well and they have several things in common. The objective of this writing is to compare and evaluate the two major competitor corporations, Apple and Samsung. According to Wagstaff & Kim (2012), it is undeniable that both companies are similar in terms of size though were founded in different periods. Steve Jobs and Steve Wozniak founded Apple in 1976 while Samsung was founded in 1938 by a Korean businessperson, Byung-Chull Lee. Even though Samsung started as a vegetable and fruit company, it later started back in 1969 as an electronic company. Appleââ¬â¢s personal computers were amongst the best but later experienced a decrease in sales after the high competition in electronics began. The company then started to produce new product iPod that largely enhanced her revenues. On the other hand, Samsung was developing slowly through introduction of various products in the market prompting it to change her mission statement to keep pace with its growing global operations, changes in the world economy as well as escalation from well-established companies. Moreover, Apple prides herself on innovation and is known for taking 8 years to develop a single product before releasing it to market. Worstall (2013) explains that Appleââ¬â¢s culture is to release products that are not perfect and once released, they make major updates hardly, confident that their original work is the best. This technique ensures a fascinated tech press and awed public, which compels a certain level of security as well as secrecy that segregates the company from attaining valuable market feedback prior to launch. This further raise the stakes of every product launch to the market changing and checking on any of their recent launches such as iPhone 5 and iOS7, it is nearly impossible for Apple live up to the demand for their products. Samsung however, releases a less than perfect product and iterate their way to success, which conforms, to their hi story of releasing new products that are far from perfect. The company does not make massive splash, instead the first generation product is meant to gauge interest and test capabilities since they are content to iterate their way to successful products. It is worth noting that Samsung uses less resources in product launch compared Apple although they are both at the top of the global smartphone market (Worstall, 2013). Although Samsung is a vast industrial conglomerate that manufacturers several things such as refrigerators and semiconductors, most people identifies it with smartphones, which is actually powering her growth. The companyââ¬â¢s stunning fourth quarter results saw her profits rising to 87%. It is apparent that the phone division contributed to half of the profit and it does not break out smartphone revenues (Gupta, Kim and Levine, 2013). In 2011, Samsung sold almost 63.5 million in the quarter of which 40 million came from Samsung Galaxy S3 although the market seem to reach saturation in developed countries and the competition is high in developing countries. In the last quarter of 2011, Apple saw a remarkable profit of $13bn, which included 48 million of iPhones outpacing the Samsung Galaxy S3. Apple is even more dependent for profits for profits on smartphones compared to Samsung and Apple still takes a vast share of the mobile phone karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-1428453634390454962019-11-18T13:42:00.001-08:002019-11-18T13:42:02.551-08:00Cause marketing costs Essay Example | Topics and Well Written Essays - 250 wordsCause marketing costs - Essay Example However, there are emerging issues even as multinational companies seek to maximize profits. Corporate social responsibility, international labor law, ethical issues and level competitive ground are the realities that companies have to address. Owing to the relatively tight competition in different industries, for-profit companies have to embrace non-price competitive strategies. Reconciling the increasing cost of production and profit margin explains the redefinition of value chain process. The source of the product does not matter in the current society as long as the brand is known. The companies are majoring on marketing and brand quality. Exploiting technology differences, labor and input factor cost variations across countries has become useful in surviving by the companies(Cullen & Parboteeah, 2014). Public image of the company is closely related to its product brand and this can be evidenced in the market size scramble by firms of the same products like Nike, Puma and Adidas among others in the sports and apparel industry. It can therefore be noted that globalization has restructured the socio-economic and political behavior of people which is reflected in the companiesââ¬â¢ competitive trend and consumer karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-23488697730571010942019-11-16T02:14:00.001-08:002019-11-16T02:14:06.249-08:00Strategic Organizational Leadership in Capstone PaperStrategic Organizational Leadership in Capstone Paper Overview Chrysler Group LLC is the third largest American Automobile manufacturer and fifth largest in the American market with an 8.79% market share on sales of 931,402 units. (Chrysler, 2010) The Chrysler Group LLC was created in 2009 through a 20% purchase of Chrysler LLC by The Fiat Group. The Chrysler Group LLC consists of Chrysler, Jeep, Ram, Dodge, Mopar and Global Electric Motorcars (GEM) brands of vehicles and parts. The recent alliance between the Fiat Group and Chrysler Group LLC is said to better position both companies in the global market (Chrysler, 2010). Chrysler Group LLC dates date to 1925 when it was founded by Walter Chrysler. The original Chrysler Corporation merged with Daimler-Benz in 1996 to form Daimler-Chrysler. In 2007 the Chrysler division of Daimler-Chrysler was purchased by Cerberus Capital Management to form Chrysler LLC, the precursor to the current Chrysler Group LLC. Fiat Group was started in 1899. Both companies have a unique history of innovative and storied products (Chrysler, 2010). Having survived a brief Chapter 11 bankruptcy reorganization in 2009, the company position is positioning itself for an automotive resurrection by choosing a back-to-basics alliance with Fiat. The collaboration gives Chrysler access to the Italian companys small-car expertise and global markets, while still manufacturing its Chrysler brands, including Dodge, Jeep, and Ram vehicles. Chryslers trademarked MOPAR (MOtor PARts) division, with its 30% market share, carries over 280,000 parts, options, and accessories for vehicle customization; it expanding to incorporate Fiat parts. Chryslers GEM (Global Electric Motor Cars) makes neighborhood electric vehicles (NEVs). Headquartered in Auburn Hills, Mich., Chrysler Group LLCs product lineup features some of the worlds most recognizable vehicles models, including the Chrysler 300, Jeep Wrangler and Ram Truck. Fiat will contribute world-class technology, platforms and powertrains for small- and medium-sized cars, allowing Chrysler Group to offer an expanded product line including environmentally friendly vehicles. History In 1920, the president of Buick and Vice President of General Motors (GM) resigned his positions in the GM Corporation following political differences with founder and then-president of General Motors William Durant. This former automotive Vice President was promptly approached by a group of investors to focus his business acumen in the fledgling automotive industry on a small, financially troubled New York company called Maxwell Motor Corporation. The one-time automotive vice president was installed as president of Maxwell Motor Company (Hyde, 2003). The mans name was Walter Percy Chrysler. In short order, Walter Chrysler brought the Maxwell Motor Corporation out of bankruptcy. The financial improvement was due in large part to Mr. Chrysler introducing a new Maxwell model- the Chrysler Six (Hyde, 2003). This car was very well received by the automobile buying public and went on to sell 32,000 units in its first year, generating a profit of over $4 million for the small company. On the heels of the success of the Chrysler Six, Walter Chrysler changed the name of the Maxwell Motor Corporation to the Chrysler Corporation. Capitalizing on the success of the initial Chrysler model, Walter Chrysler introduced 4 additional Chrysler models know as the Chrysler 50, the Chrysler 60 the Chrysler 70 and the Chrysler Imperial 80. Interestingly the model numbers were derived from the top speed of these new vehicles as gauged on level ground. As a point of reference, Fords Model T was, until the introduction of the new Chrysler models, the fastest road car with a top speed of 35mph. I t was these new Chrysler models that caused Henry Ford to notoriously shut the doors of the Ford Motor Company for nine months to create a replacement for the Model T. By the time Ford closed its doors to redesign its offering, Chrysler had established itself as formidable competition. With sales of 192,000 of these new models, Chrysler officially became the fifth largest automobile manufacturing company in the industry (Hyde, 2003). Walter Chrysler determined that to achieve the greatest manufacturing cost efficiency, he would have to build his own plants to produce the various parts needed for his vehicles. The capital expenditure required to do this was estimated at $75 million. While successful, the Chrysler Corporation could not afford this capital expense and so Walter Chrysler contacted the banking firm of Dillon Read and Company in New York; a firm that fatefully had just purchased the Dodge Corporation from the widows of the late Dodge Brothers. Dillon Read and Company was eager to do business with the well known Chrysler Corporation. As part of the arrangement, the Dodge Corporation became a division of the Chrysler Corporation. This merger effectively increased the size of the Chrysler Corporation fivefold. Shortly after the merger, the Chrysler Corporation unveiled its new, low cost Plymouth and Desoto models. In a reversal of strategy, Walter Chrysler ended his drive to bring all manufacturing in-house. He was wise to see that the speed with which the automotive industry was growing demanded greater flexibility that in-house manufacturing could provide. Outsourcing automobile components was more expensive but allowed for greater flexibility and a more rapid development cycle in designing new models. In this same period, Walter Chrysler made research and development a budgetary priority. Research and Development persevered at the presidency of Chrysler was This foresight allowed Chrysler to weather the Great Depression and emerge in a more sound financial position than many others in the automotive industry (Curcio, 2000) In 1931, Joseph E. Fields assumed the presidency of Chrysler from Walter Chrysler and in 1936 Walter Chrysler fully handed of the daily operation of the company. At the beginning of the 1940s the Chrysler Corporation, along with most other large American manufacturers switched to wartime production. The Chrysler Corporations Dodge, Plymouth and Chrysler models were put on hold while the company contributed to the production of wartime necessities including small ammunition, submarine nets and, perhaps most notably, B-29 bomber engines (Hyde, 2003). As American industry adjusted to post-war production needs, the Chrysler Corporation started to falter and performance began to wane. The vivacity and forward momentum that Walter Chrysler imparted to the company were no longer present. After the automotive technology boom of the 20s and 30s, the rate of innovate in the industry began to slow. Post-war Americas tastes began to change toward streamlined, nontraditional models and, at times, at the expense of reliability and built quality (Hyde, 2003). To some extent, flashy advertising was influencing buying decision more than quality, features and nameplate. Chrysler was detrimentally slow to react to this new America. In 1950, a long-time legal counsel for the Chrysler Corporation by the name of L. L. Colbert became president. He immediately took the reins of the company to institute managerial reforms with the help of a professional management consulting firm. Colbert concentrated on three areas; expanding into international markets, centralizing corporate management and refocusing the engineering department on innovation. Despite his decisive changes, Colberts efforts did little to improve Chryslers position in the industry. In two short years, Colbert was replaced as head of Chrysler by Lynn Townsend. In charge of the struggling company, Townsend proved to be more successful in his revival attempt. He sold, closed or otherwise divested of unproductive manufacturing facilities and downsized the labor force thereby improving efficiency. He purchased a single early model IBM computer which helped workforce reduction efforts by eliminating the need for almost 800 employees. The early 1950s saw the dawn of Total Quality Management Theory lead by pioneers in the field including W. E. Deming and A. V. Feigenbaum (Kreitner, 2007). Townsend seemed to take notice of this movement as his most notable achievement was a focused quality improvement effort that did boost sales and allowed Chrysler to offer a warranty unprecedented in the industry thus far. To further the momentum,. Townsend undertook an aggressive marketing campaign touting the new, improved quality of Chrysler vehicles. Where Colbert had failed, Townsend succeeded; Chrysler was again a stable, financially healthy and expanding corporation. As might be expected, with this new success came growth. In the midst of the American space age of the 1960s, Chrysler expanded to include an aerospace division and became a principal subcontractor for NASAs Saturn rocket program. Townsends consistent push to grow international business resulted in Chrysler plants in 19 countries by the end of the decade. At the onset of the 1970s, the American car market was feeling the effects of a rising consumer price index, increasing competition from foreign auto manufacturers, and the first signs of the crude oil crisis. In 1969, Chrysler reported losses of almost $5 million dollars and, with an infrastructure to support he growth of the 1960s, was operating at only 65% of capacity. Chrysler met this changing market climate with a product stable that included large, expensive, gas thirsty vehicles as well as smaller more economical cars. The company seemed more content to contend with the traditional American competition than to assess the changing market demand and consequently, Chrysler was faced with an excess inventory of the vehicles the market wasnt buying and a severe shortage of the vehicles the market was demanding. Despite significant price reductions to move its excess inventory, Chryslers financial fortune continued to slide. Chryslers presidency was assumed by John Riccardo. Ricardo, with an accounting background was intent on cutting operating costs. Total employment, payroll and individual budget area were affected by the cost cutting measures. This period also marks the first efforts to import and sell vehicles manufactured overseas. Chryslers shortsightedness with regard to market demand was not over. Despite the inconsistency between what the company was manufacturing and the market was demanding, Chrysler continued to make larger, less efficient models right into the Arab oil embargo. In 1974, Chrysler reported an unprecedented budget deficit of over $50 million. In 1975, the damage was five times as great at over $250 million in losses. The American auto market was severely impacted by several factors including inflation and the Arab oil embargo but Chryslers significant foreign interests were still showing a profit. This profit served to offset the domestic losses however, in 1978 Chrysler again reported losses of over $200 million. Riccardo continued to cut costs, consolidate the various divisions of the Chrysler Corporation and direct manufacturing efforts toward smaller, more efficient vehicles but the Chrysler Corporations financial health continued an unsustainable slide. Chrysler ended the 1970s on the brink of bankruptcy. The company was spared bankruptcy proceedings by federal intervention in the form of a $1.5 billion lifeline loan guarantee. This loan came with conditions including the requirement that Chrysler raise $2 billion in additional money on their own and they make significant management changes. This last requirement ended the tenure of J. J. Riccardo as president of Chrysler. Riccardo was replaced by charismatic industry veteran Lido Anthony Lee Iacocca. Where Riccardo was an accountant, Iacocca was adept at public relations and marketing. He employed these skills in communicating to both the workforce at the Chrysler Corporation and the public at large the need for federal intervention By the mid-1980s, the company was back on track and stronger than ever before. Chrysler benefited from the combined impacts of strong industry demand and shifting consumer preferences toward pickup trucks and minivans, products that dominated Chryslers lineup. By 1997, Chrysler reported annual sales of 2.9 million vehicles, record revenues of $61 billion, and record earnings of $2.8 billion. Chryslers year-end market capitalization was $22.8 billion and its US market share crossed over 16%. Chrysler had become one of the most profitable automotive companies in the world and had roughly $7.5 billion in cash on hand.2 Nick Colas, an analyst with Credit Suisse First Boston, declared: Chrysler has a better business model for building and selling cars than General Motors and Ford do.3 As profitable as Chrysler was, however, the company was not capitalizing on the growth of the global automotive industry. Since the company had made limited investments in overseas markets up to this point, finding a partner made the most strategic sense. On May 7, 1998, Chrysler merged with Daimler, the leading German luxury car manufacturer, for $36 billion of Daimler stock, the largest trans-Atlantic merger in history. The merger was orchestrated in order to create an efficient and lean automotive powerhouse that would better compete in the global marketplace. The transaction was reported as a merger of equals in the business press. The combined company would have a market capitalization close to $100 billion. In 1997, Daimler reported revenues of $62 billion and net income of $1.8 billion. Though Daimler was soundly profitable and had a strong foothold in the European market with its Daimler, Mercedes-Benz, and Smart Car brands, Daimlers US market share was less than 1%.4 Daimlers management hoped that Chrysler would give the company greater inroads into the lucrative US automotive market with its extensive dealership network and powerful brand name. During the early 1980s, Iacoccas skills as a superb television salesman were of crucial importance as Chrysler lost nearly $1.8 billion in 1980the largest loss ever for a U.S. companyand another $475 million in 1981, before returning to the black in 1982. In August 1983 Chrysler was able to pay off the government loan guarantees seven years early, with the government making a $350 million profit on its investment. Chryslers road to recovery was a difficult one, demanding the closure of several plants and the reduction of the companys workforce. Once restructured, Chrysler scrapped its plans to diversify and divested the Gulfstream Aerospace unit it had purchased five years earlier, selling it to a New York investment firm for $825 million in early 1990. Two other units in the companys Chrysler Technologies subsidiaryElectrospace Systems and Airborne Systemswere slated for divestiture as well, which underscored Iacoccas intent to create a leaner, more sharply focused company. Meanwhil e, there were two key developments in the 1980s that helped form the foundation for the 1990s resurgence: the introduction of the minivan in 1984 and the acquisition three years later of American Motors Corporation and its Jeep brand for $1.2 billion. Reorganized as such, Chrysler entered the 1990s braced for a full recovery, but the economy did not cooperate. The decline in automotive sales during the fourth quarter of 1989the companys first fourth quarter decline since 1982portended a more crippling slump to come, as an economic recession gripped businesses of all types, both domestically and abroad. Net income in 1990 slipped to $68 million, then plunged to a $795 million loss the following year, $411 million of which was attributable to losses incurred by the companys automotive operations. Mired in an economic downturn, Chrysler appeared destined for more of the same, rather than headed toward recovery as Iacocca had hoped, but part of the reason for 1991s losses also led to the companys first step toward genuine recovery. Partly to blame for the $795 million loss in 1991 were the high preproduction and introduction costs associated with Chryslers new Jeep Grand Cherokee and increased production costs at the companys St. Louis minivan plant. These two types of vehiclesminivans and sport utility vehiclesrepresented the key to Chryslers recovery. The popularity of these vehicles, coupled with significant price advantages over Japanese models, fueled Chryslers resurgence. In 1992, Chrysler turned its $795 million loss the year before into a $723 million gain. It was a signal achievement, accomplished in Iacoccas last year as CEO. Taking over during 1992 was Robert Eaton, who was hired away from GM, where he was head of European operations. Chrysler then went on to enjoy its most successful year ever, with 1994 earnings of $3.7 billion on revenues of $52.2 billion. The good news at Chrysler continued into the late 1990s, after the company managed to fend off a $22 billion buyout proposed by billionaire investor Kirk Kerkorian in 1995. The long prosperity and low gasoline prices of the middle to late 1990s created a huge demand for large vehicles, and Chrysler was producing hot models in each of the hottest segments: the Dodge Ram pickup truck; the Town Country minivan; and several sport utility vehiclesthe Jeep Grand Cherokee, the Jeep Wrangler, and the Dodge Durango. Questions about the quality of Chrysler products continued to pop up, but the companys share of the U.S. auto market reached as high as 16.7 percent in 1996, the highest level since 1968. In 1996, the year Chrysler moved into new headquarters in Auburn Hills, Michigan, sales reached $61.4 billion. The Creation and Early Years of DaimlerChrysler Daimler-Benz Chief Executive Jà ¼rgen Schrempp had concluded as early as 1996 that his companys automotive operations needed a partner to compete in the increasingly globalized marketplace. Chryslers Eaton was drawing the same conclusion in 1997 based on two factors emerging around the same time: the Asian economic crisis, which was cutting into demand, and worldwide excess auto manufacturing capacity, which was looming and would inevitably lead to industry consolidation. With annual global overcapacity as high as 18.2 million vehicles predicted for the early 21st century, it became clearer that Daimler-Benz and Chrysler could survive as merely regional players if they continued to go it alone. After several months of negotiations, Daimler-Benz and Chrysler reached a merger agreement in May 1998 to create DaimlerChrysler AG in a $37 billion deal. The deal was consummated in November 1998, forming an auto behemoth with total revenues of $130 billion, factories in 34 countries on four continents, and combined annual unit sales of 4.4 million cars and trucks. The two companies fit well together geographically, Daimler strong in Europe and Chrysler in North America, and in terms of product lines, with Daimlers luxurious and high-quality passenger cars and Chryslers line of low-production-cost trucks, minivans, and sport utility vehicles. Although this was ostensibly a merger of equalsthe company set up co-headquarters in Stuttgart and Auburn Hills, naming Eaton and Schrempp co-chairmenit soon became clear that the Germans were taking over the Americans. DaimlerChrysler was set up as a German firm for tax and accounting purposes, and the early 2000 departures of Thomas Stallkamp , the initial head of DaimlerChryslers U.S. operations, and Eaton (who was originally slated to remain until as late as November 2001) left Schrempp in clear command of the company. During 1999 DaimlerChrysler concentrated on squeezing out $1.4 billion in annual cost savings from the integration of procurement and other functional departments. The company organized its automotive businesses into three divisions: Mercedes-Benz Passenger Cars/smart, the Chrysler Group, and Commercial Vehicles. In November 1999 DaimlerChrysler announced that it would begin phasing out the aging Plymouth brand. The Debis services division was merged with Chryslers services arm to form DaimlerChrysler Services, while DASA was renamed DaimlerChrysler Aerospace. Late in 1999 the company reached an agreement to merge DaimlerChrysler Aerospace with two other European aerospace firms, the French Aerospatiale Matra and the Spanish CASA, to form the European Aeronautic Defence and Space Company (EADS). DaimlerChrysler would hold a 30 percent stake in EADS, which would be the largest aerospace firm in Europe and the third largest in the world. In early 2000, DaimlerChrysler set the lofty goal of becoming the number one automaker in the world within three years. The companys most pressing needs were to bolster its presence in Asia, where less than 4 percent of the companys overall revenue was generated, and to gain a larger share of the small car market in Europe. Filling both of these bills was DaimlerChryslers purchase of a 34 percent stake in Mitsubishi Motors Corporation for $2 billion, a deal announced in late March. The company later increased its interest in Mitsubishi when it purchased a 3.3 percent stake from Volvo. In another key early 2000 development, DaimlerChrysler agreed to join with GM and Ford to create an Internet-based global business-to-business supplier exchange named Covisint. DaimlerChryslers lofty goal would remain unrealized however, as the company faced a host of challenges. The Chrysler Group division was plagued by high costs and weak sales which ultimately cost James P. Holden his CEO position. Buoyed by its strong sales in the mid-1990s, Chrysler had spent heavily on product development in the late 1990s and bolstered its work force while costs were skyrocketing. By the second half of 2000 Chrysler lost $1.8 billion while spending over $5 billion. Dieter Zetsche was tapped to reorganize the faltering U.S. division. He launched a major restructuring effort in February 2001 that included cutting $2 billion in costs, making additional cuts in supplier costs, slashing 20 percent of its workforce, and making changes to Chryslers product line that included the elimination of the Jeep Cherokee (the Grand Cherokee remained in the product line) and the launch of the Jeep Liberty. At the same time, global economies began to weaken in the aftermath of the September 11, 2001, terrorist attacks. To entice customers, car makers began offering buyer incentives that began to wreak havoc on profits. Industry analysts began to speculate that the 1998 merger may have been a mistakeSchrempps proclamation that the deal would create the most profitable car maker in world had indeed fallen short. In fact, the companys market capitalization was $38 billion in September 2003. Before the union Daimlers market cap had been $47 billion. Meanwhile, the companys Mercedes division plugged along launching the E-Class sedan, the SLK roadster, and the Maybach luxury vehicle. In 2003, Chrysler launched the Crossfire, a roadster developed with Mercedes components, and the Pacifica, a SUV/minivan. It also began to heavily market its powerful Hemi engine, which could be purchased for the Dodge Ram pickup and its passenger cars. In early 2004, Chryslers 300C sedan and the Dodge Magnum sports wagon made their debut. Competition remained fierce in the auto industry prompting DaimlerChrysler to make several changes in its strategy. In December 2003, the company sold its MTU Aero Engines business. That year the firm acquired a 43 percent stake in Mitsubishi Fuso Truck and Bus Corporation hoping to cash in on Asias growing truck market. Perhaps its most drastic move, however, came in April 2004 when DaimlerChryslers supervisory board voted against providing funds to bailout Mitsubishi Motors, which by now was struggling under losses and a huge debt load. Mitsubishi played a crucial role in Schrempps Asian expansion strategy and it developed the platforms for Chryslers compact and midsize cars. The failure to provide funds put a strain on the business relationship between the two and threatened to result in huge problems for Chrysler, which had cut back on engineering capacity as it relied on Mitsubishi to develop its small and mid-sized cars. At the same time, DaimlerChrysler moved ahead in the Chinese marketwithout Mitsubishi and without another partner, Hyundai. To bolster is presence in the region, DaimlerChrysler restructured its joint venture with Beijing Automotive Industry Holding Co. Ltd. and set plans in motion to tie up with Chinese Fujian Motor Industry Group and the Taiwanese China Motor Corporation to launch several cars in the Chinese market by 2005. Rumors circulated that DaimlerChryslers relationship with Hyundai was faltering as a result, and in 2004 the company signaled that it would sell its interest in the South Korean automaker. By 2004, Schrempps DaimlerChrysler was a far cry from what the 1998 merger promised to deliver. The companys financial record was lackluster, bogged down by Chryslers $637 million loss in 2003. DaimlerChrysler remained the worlds number three car maker, leaving the 2000 goalto become the number one auto company in the worldunfulfilled. Whether the merger would provide the hoped-for results remained to be seen. Literature Review Leadership is the process through which one individual influences the attitudes perceptions and motivations of other members of a group toward the achievement of a specific group or organizational goal (Greenberg Baron, 2008). Strategic leadership, by extension, is a leaders ability to foresee and proactively act on external conditions, and empower group members to implement change toward the strategic plan as necessary (Kreitner, 2007). Strategic change therefore is that change that happens as an organization moves toward the attainment of their strategic plan. (Kreitner, 2007). Strategic leadership is serves several functions, includes extending managerial influence through other group members, and makes organizations more able to successfully meet the need for change that is brought by ever quickening change in the market and market forces (Nickels et al., 2002). The ability to understand and analyze internal realities as well as market forces is a necessary component of strategic leadership. With this information in-hand, it is then necessary to perform complex information analyses. Appling a strategic management process successfully will aid in bringing about effective strategic leadership (Hitt and Keats, 1992). As this description suggests, strategic management is not without complexities, but it is critically necessary for successful strategic leadership. Many organization in todays business environment fall victim to the over-managed, under-led paradigm and so the understanding and successful implementation of strategic leadership is more important than ever (Kreitner, 2007). The successful application of strategic leadership starts at the top. By virtue of his or her position, the CEO should not consider delegating this specific duty to lower management. Once the CEO is effectively practicing strategic management, his or her methods may be adopted by other managers to effectively implement strategic management in the various divisions of an organization (Hitt, Ireland, and Hoskisson, 1995). Hitt, Ireland, and Hoskisson (1995) formulated a strategic leadership model which consists of six components; Determining strategic direction, exploiting and maintaining core competencies, developing human capitol, Sustaining effective corporate culture, emphasizing social responsibility and ethical practices, and establishing strategic controls. (1) Determining strategic direction; (2) Exploiting and maintaining core competencies; (3) Developing human capital; (4) Sustaining an effective corporate culture; (5) Emphasizing social responsibility and ethical practices; and (6) Establishing strategic controls. Determining strategic direction of an organization involves using all information available on market, competition, core competencies and well as foresight and vision to clearly define long range goals for the organization (Kreitner, 2007). Strategic intent means leveraging the firms internal resources, strengths, opportunities and core competencies to accomplish the goals that have been defined in the strategic planning process. Strategic directions give the members of the organization a clear path to attainment of the set goals (Kreitner, 2007). An organizations efforts can be considered strategic intent exists when all members of the organization or united in their pursuit of the specific benchmarks set forth by the strategic plan and belive that these goals are attainable and attainment will enable the organization to have a competitive advantage over other organizations in their industry. (Kreitner, 2007). Intel, Canon, and Xerox Microsoft are good example of corporations that have clearly discernable strategic intents (Loeb, 1993). Clear strategic intent requires effective strategic planning and effective strategic planning requires long range vision and foresight, usually five to ten years into the future. This long range vision must incorporate organizational and human resource strategy, design strategy, product planning strategy and information use and information system strategy and, finally, it must provide for a system of strategic control (Hunt, 1991). Exploiting and Maintaining Core Competencies is the second of the six components. Core competencies are the internal and external resources and the body of capabilities and expertise that give an organization its identity in the market and ultimately, its competitive advantages. Usually, core competencies relate to an organizations ability to produce their main products, be they material of informational. Some examples might include industrial manufacturing, research, customer interfaces and customer service, retail sales, technology or even specific patents held by the company. Unique market positioning, and unique customer benefits or product value are results of core competency and so, these things should be analyzed when determining core competency. A good question to ask is: why do our customers do business with us?. A main responsibility of strategic leaders in business today is to first identify, and then strengthen and grow their core competencies. Once core competencies are identified, they can then be utilized. As strategic leaders, corporate managers make decisions intended to help their firm develop, maintain, strengthen, leverage, and exploit core competencies. Exploiting core competencies involves sharing resources across units. In general, the most effective core competencies are based on intangible resources, which are less visible to competitors because they relate to employees knowledge or skills. Effective strategic leaders promote the sharing of intangible resources across business units in their firms (Hitt and Keats, 1992). In many large, diversified firms, core competencies are developed and applied across different units in the organization (economies of scope) to create a competitive advantage. Miller Beer, for example, has applied marketing and promotion competencies across its multiple businesses (Maruca, 1994). In many multinational corporations, the development, nurturing, and application of core competencies also facilitate managing complex relationships across business operating in different international markets. Whirlpool has emphasized competency across country borders (Lei, Hitt, and Bettis, 1990). 3. Developing Human Capital Human capital refers to the knowledge and skills of the organizations work force employees as a capital resource (Hitt, Ireland, and Hoskisson, 1995). Much of the development of American industry can be attributed to human capital. One-third of the gr karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0tag:blogger.com,1999:blog-6636964350970035110.post-59285367959512981672019-11-13T14:44:00.001-08:002019-11-13T14:44:03.207-08:00Analysis of The Scarlett Letter Essay -- Literary AnalysisNathaniel Hawthorne was a man of business, politics, nature, morals, dedication and imagination who was greatly haunted by the actions of his Puritan ancestors (Gollin 360). Being one of the pioneers of noteworthy American literature, Hawthorne used the issues of his time and the history of Puritan New England as his settings. He was the son of Nathaniel Hathorne and Elizabeth Manning and was born on July 4, 1804 in Salem, Massachusetts. After his fatherââ¬â¢s death, Hawthorne and his family moved to their motherââ¬â¢s house. Later, he went to Bowdoin College and graduated in 1825. Here, he became friends with future U.S. president Franklin Pierce. He lacked interest in medicine, ministry and law, so he chose to write (Gollin 358). Perchance in shame of sharing a tie with men like John and William Hathorne, he then added a w to his last name. His early works were short stories put into periodicals and eventually into the Twice Told Tales which earned him fame. Then, he spent a year at both the Boston Custom House and the utopian Brook Farm. Both of these experiences stifled his imagination, and so he left. After marrying Sophia Peabody and having children, Hawthorne became destitute. So, he earned through Democratic Party ties a stable job at the Salem Custom House but lost it when the Whigs took over. So, he began to write again and produced his greatest acclaimed works. Eventually, President Pierce appointed him as the U.S. consul in Liverpool. From Liverpool, he moved to Italy, where he wrote a novel, back to England and finally back to Concord, Massachusetts. There, he died on May 19, 1864. Hawthorne covered the literary gamut with childrenââ¬â¢s books and short stories to powerful novels. Ultimately, Hawthorne represents how the issues ... ...Book Encyclopedia. Vol. 9. Chicago: World, 2009. 114-115. Print. Delaney, Bill. ââ¬Å"Hawthorne, Nathaniel.â⬠Magillââ¬â¢s Survey of American Literature. Rev. ed. Pasadena: Salem, 2007. Literary Reference Center. Web. 23 Dec. 2010. . Gollin, Rita K. ââ¬Å"Hawthorne, Nathaniel.â⬠American National Biography. Ed. Garraty and Carnes. Vol. 10. New York City : Oxford UP, 1999. 356-363. Print. Hawthorne, Nathaniel. ââ¬Å"Nathaniel Hawthorne.â⬠Preface. The Scarlet Letter. By Hawthorne. New York City: Bantam, 1988. N. pag. Print. - - -. The Scarlet Letter. 1850. New York City: Bantam, 1988. Print. Liukkonen, Petri, and Ari Pesonen. ââ¬Å"Nathaniel Hawthorne.â⬠Kirjasto. N.p., 2008. Web. 23 Dec. 2010. . karenlawson199115http://www.blogger.com/profile/18267955490989121792noreply@blogger.com0