Privacy and Legislation

3 Steps to Acing Your Upcoming Group Interview You’ve been approached in for a board meet. Perhaps you’re threatened. Perhaps frightened. Possibly you’re not even sure you comprehend what that really involves. Whatever your degree of fear, here are three simple strides to traversing your board meet tranquilly and in one piece. Stage 1: BEFOREYou reserve the privilege to ask who will be on your board. Do this. At that point inquire about each board part as well as could be expected. You’ll have the option to make sense of a considerable amount and get ready better for what each may be generally quick to ask you. What does this specific gathering of individuals educate you regarding what the organization is attempting to assess?You can likewise ask to what extent (generally) the meeting should last. This will give you a nice sentiment for what amount to and fro conversation will be conceivable, how much space you’ll be given to pose inquiries, to what extent your answers can be, etc.Step 2: DURING Treat every individual on the board like an individual not simply one more anonymous face. This isn't an indifferent divider asking you inquiries. Every questioner on your board is another chance to make a human association and persuade that a lot more individuals in the organization what an extraordinary fit you would be.Be sure to observe everybody’s name as they are presented. Record every one if that causes you recall. When responding to questions, talk straightforwardly to the person who asked, yet then attempt to widen your answer out to cause the remainder of the board to feel remembered for the discussion.Step 3: AFTERYou’ve took in their names and put forth an attempt to interface with each board part presently thank every single one of them earnestly withâ solid eye to eye connection and a quality handshake. From that point forward, it’s the typical post-meet follow-up methodology. Be that as it may, recall that you have to keep in touch with one card to say thanks for each board part. It appears to be a torment, however it’s these little contacts that will help set you apart.The board talk with: 6 hints for previously, during, and after

The Economic Development Of Ghana Essays - , Term Papers

The Economic Development of Ghana Ghana is an African nation situated on the western side of Africa. Its neighbors are Burkina Faso toward the north, Togo toward the east, the Atlantic Ocean toward the south, and Cote D'Ivoire toward the west. It has a populace of 18,100, 703 and a populace thickness of 197 individuals for every square mile. Ghana is 92,098 square miles and English is its official language. The capital city of Accra has around 1, 673,000 individuals living in it. There are the physical measurements, presently onto the all the more fascinating part.

Compartive review of two books relevance to South Asian history Research Paper

Compartive audit of two books pertinence to South Asian history - Research Paper Example Endeavoring a near investigation of these two famous characters one should above all else center around their experience. The individuals of India keep everlasting recollections about Subhas Chandra Bose significantly following fifty years of his passing, however he isn't a lot of famous to huge numbers of the westerners. As the radical head of the Provisional Government of Free India after its foundation by the Axis powers during World War II, many view him as the Asian Hitler or Quisling. In any case, he was before long overlooked soon after the Allies crushed his Indian National armed force. For the Indians, he is still â€Å"Netaji† or venerated pioneer. Mother Theresa, the Nun Mother was conceived Agnes Gonxha Bojaxhiu in Skopje, Macedonia, on August 26, 1910. She was destined to Albanian drop guardians and it is said that she had the call of God at twelve years old. This provoked her in joining the sisters of Loreto, an Irish people group of nuns with missions in India ( The Nobel Peace Prize 1979). At the point when Mother was doled out to India after her underlying pledges as a pious devotee, she happened to meet the wretched condition of the destitute individuals outside the religious community divider and chose to inspire their terrible state. Despite the fact that she was without any assets to help them, she herself felt that she had the Divine Providence which helped her everything through her life. This benevolent and interminable compassion alongside generosity for the kindred creatures, make her unique and the equivalent earned her The Nobel Peace Prize in 1979. Accordingly, dissecting the account of Netaji and Mother, one can positively distinguish certain likenesses; both battled for the opportunity of individuals, Netaji for physical opportunity and Mother for otherworldly opportunity and the fundamental stands out are worried from Netaji as a fanatic chief and Mother as the one followed peacefulness like Mahatma Gandhi to achieve her ob jectives. 1) What topic does each creator spread? The writings chose here for investigating the characters of Mother Theresa and Subhas Chandra Bose are; Subhas Chandra Bose: an account (2002) by Marshall J. Getz and, Mother Teresa: helping poor people (1998) by William Jay Jacobs. Both the writings endeavor a sensible investigation of the given characters without evading even the moment subtleties. This is very recognizable while watching the manner in which the creators orchestrate the writings. Marshall J. Getz has organized his book, â€Å"Subhas Chandra Bose: a biography† deliberately, starting with the youth of Netaji. The content has a sensible succession of advancement in the plan of episodes happened in his life. The moment perception of the creator is very noticeable when he describes Netaji’s father, Janakinath, a legal counselor. Here the creator, Marshall J. Getz composes, â€Å"His father, Jnakinath Bose, delighted in an exceptional notoriety as a legal counselor among the nearby populace of 20,000† (7). The topic of this book is worried about Subhas Chandra Bose, his youth, transcending as an extraordinary political pioneer, the components helped for accomplishing this position, his way by stopping training and starting legislative issues, visits to remote nations planned to look for help and backing for his Indian National Army, etc. The creator has beautifully depicted his transcending as ‘Netaji’ and as the dear of the Axis. The part entitled; ‘The falling Tiger’ depicting his vanishing and passing, which is still left as a riddle. William Jay Jacobs has

Strategic Managment Assignment Example | Topics and Well Written Essays - 750 words

Key Managment - Assignment Example It includes the mission, vision and targets of the organization and furthermore the strategies and plans that are made to accomplish these destinations. Vital administration causes the organization to choose about apportioning assets and plans in various projects and activities (Sadler, 2003). Our inquiry pose to us to talk about and examine the key abilities of HSBC and Oman International Bank during their merger in Oman. While applying an appropriate hypothesis from the key administration setting, we have chosen the SWOT examination system for the given contextual analysis and in the accompanying segments we will talk about the different quality, shortcoming, opportunity and dangers part of these associations. HSBC has worked in Oman since 1948 and has chosen to consolidate its Oman branch with Oman worldwide bank. Vital capacity and quality of HSBC in the merger can be expressed as the open door the bank will get the chance to put $97.4 million extra capital in a key economy like Oman in inlet. As HSBC is available over yonder for a long time in Oman along these lines they have perceived that this merger as an open door which will furnish them with loads of chances in Oman. On the opposite side, OIB is the fifth biggest bank is Oman who had net resources of $3.2 billion toward the finish of December. The quality of the merger with HSBC Oman will give the organization colossal extra capital and the 60 years of working experience of HSBC and the merger won't impact on the posting of OIB on Muscat Securities Market. The shortcoming of HSBC Oman before the merger is that HSBC has absence of chance and the shortcoming of OIB is that it is in the fifth situation in the nation and has absence of potential staffs. This merger will make the biggest bank in Oman. Question 2 Identification and Critical assessment of the change the executives style that I believe is suitable for the new association Change the board can be characterized as a methodology which is utilized in progressing any group, organization or any person to transform it in an ideal state. It is a methodical methodology which manages the change from both side of an organization and person. Change the executives has various viewpoints which incorporates adjusting the change, controlling change and affecting change (Anderson, 2010). From the part of this case, I will get a kick out of the chance to relate it with the view purpose of Kurt Lewin’s change the executives style. The hypothesis is otherwise called the Unfreeze, Change, Freeze or refreezes (Liu, 2011). Unfreezing stage is the most significant stage in change the executives. It demonstrates that the organization ought to be prepared to change. It includes the comprehension with respect to changes. The initial step includes moving an office or individual or whole business association towards the inspiration that change is important to make due in this regularly changing serious condition. The subsequent stage alludes to the progression towards change. Since change isn't occasion, it is an ordinary procedure. Progress is the inward development towards the change. It implies the organization is unfrozen and moving towards another structure. Solid abilities and backing is important in this phase through preparing and managing. Same if there should be an occurrence of HSBC bank Oman SOAG, new organization needs this change system to unfreeze itself to continue

Analogy Essay Topics to Help You Analyze the Relationship Between Two Things

Analogy Essay Topics to Help You Analyze the Relationship Between Two ThingsThe word analogy comes from the Greek, 'analogy,' which is an analysis of the relationship between two things. A student who is enrolled in an internship program will be required to use the word 'analogy' frequently during the internship. And, a student who is required to analyze an analogy between two different disciplines can use the term often during this analysis process.When you use the word analogy in a more sophisticated type terminology, you will soon realize that it is being used much more often. During an analysis of the relationship between two or more things, such as that between man and computer, you will need to know to describe the relationship between two similar things. The term analogy is a type of comparison that involves comparing two different types of things.Take an online example that will illustrate this concept. The case is about a car dealership in a small town in Texas. The company has several different cars for sale, and each car is selling at a price much lower than the typical price of the car in other stores.The salesman tries to sell the dealership's most expensive car because it was the most successful car they had in their inventory. But, when the salesman first gets out of the car, he realizes that the man, sitting next to him, who has also been waiting in line, is very interested in the same car.As the salesman realizes the fact that the two men are both very interested in the same car, he realizes that one of them will have to purchase the car and that the other will have to move to another dealership. However, if the salesman puts his money where his mouth is, he will be able to get the man to purchase the car from him. After the man decides that he is ready to purchase the car, the salesman walks over to the man and asks him, 'So, which car is it?'This example helps illustrate the many types of relationship that can be analyzed between two differen t kinds of things, such as man and car dealership. Any kind of comparison between two things requires that there be a similar relation. For example, let's say that you wanted to sell airplane parts.You would look at the airplane, look at the airplane parts and compare them side by side to figure out how much they would sell for. You would then research the different kinds of airplane parts, so that you could sell all the airplane parts in the world at the same price. By using the term analogy during an analysis of the relationship between two things, you will help you analyze the relationship between two different things.

E-Waste Effects Research Paper - 1650 Words

E-Waste Effects (Research Paper Sample) Content: Effects of E-wasteName:Institution In a world that is changing at a pace that can hardly be sustainable, the issue of managing its wastes poses as the greatest predicament to both leaders and the people globally. Keeping the environment clean and free of hazards is the nagging headache among manufactures and innovators. Hitherto, wastes were only limited to toxic food wastes and textiles. However, there is a new monster in town- electronic waste. Electronic waste, hereafter referred to as e-waste, refers to Cathode Ray Tubes and any other unwanted electronic equipment. This type of waste is new to the people, owing to the newness of most technological appliances. It ranges from home appliances like fridges to mobile phones and laptops. To support the matter in question, how many dumpsites do you see with laptops and televisions strewn everywhere? However, you cannot miss a homestead or office with an old telephone lying in the basement or in some old store. You could be lucky to find dustbins with mobile phones in them. This is where the problem sets in, as the electronic waste, just like any other waste, should be properly disposed or will otherwise have adverse negative effects as this paper seeks to illustrate.Illegal refurbishing of productsCurrently most countries have no laws governing disposal of electronic wastes. This gives most electronic companies the leeway to dispose their unwanted devices in dumpsites. This is not restricted to manufacturers alone, as even home users are allowed to dump their used up radios in the local dumpsite. This has caught the eye of a few opportunistic people who take up the electronic wastes and refurbish them to sell to the public. They choose from the myriad of waste available and sort the ones they can remodel cheaply and make a living out of them. This could go unnoticed if they maintain the brand of the product (Adeola, 2011). However, this does not portend well for the initial company because the cust omers who intended to purchase their products end up buying from a scrupulous fellow who merely repainted the initial device and smiled his way to the bank. This potentially cuts down the companys revenue whose customer outreach was virtually big but has been stolen by a clever person. This situation has been noted where European and Asian countries illegally acquire dumped electronic devices especially mobile phones and perform an insignificant upgrade, then sell them to African countries at the same or even exaggerated prices! This will not only affect the companys employees but also discourage people from investing in that particular business, say a mobile phone company.Use of substandard refurbished products.Whoever the refurbished devices are targeted for, lies in a trench of risk. The electronic waste is mostly damaged devices that are unsafe for domestic use. For example, a refrigerator that has outlived its lifespan and is releasing CFCs is harmful to the user. The owner pre fers to dump it. The opportunistic man then picks it up, tightens a few nuts and bolts here and there, and brands it safe for humanity. He sells it to the gullible person down the street who then suffers from the dire consequences from using the appliance. This is contrary to the initial manufacturers manual, which indicates that the product had made to the highest possible standards. This lowers the trust people have on the particular brand and this eats into the companys wallet and morale. Lets not forget that the company is made up of people who also have families to feed. What happens if you are forced to shut down and lay off one about 4000 employees on payroll? Thats the perfect recipe for mayhem.Health hazardLooking away from the typical environmental health hazards like human and animal wastes, electronic wastes pose the greatest risks to human life as far as the environment is concerned. This stems from the materials used to manufacture the devices. These range from lead a nd mercury, to chromium and arsenic. When using your laptop or radio that is properly encased in a safe housing, one is probably not aware of the health risks that the device poses once it is broken or damaged. For example, in the case of a laptop, most of its inner parts are made of heavy metals like lead and chromium. Lead has been known to cause lead poisoning that can lead to death. It also causes mental retardation in children and neonates. This is a tragic one, as it is likely unforeseen that dumping your damaged laptop in the backyard would be the cause of your childs mental insufficiency. Chromium causes skin irritation and rashes if exposed to for a long period. It is also carcinogenic, which is life threatening (Hester Harrison, 2009). Not all these would be things to worry about if people took the initiative to properly dispose these electronic wastes. Some gadgets like mobile phones and pagers have been made of mercury and arsenic in their internal parts. The threats th at the two pose cannot be underrated. Mercury poisons the body by literally blocking blood vessels and like anyones guess, this leads to breakdown of major body organs. From that situation death is inevitable. Contamination can be through direct or indirect exposure. Direct exposure is for example when children come into contact with spoilt cell phones. The indirect means is where electronic wastes may be dumped into large water bodies like the seas and oceans, planktons absorb the mercury and arsenic in them. Subsequently, they are eaten by fish, which in turn are consumed by man. Small gadgets are not left out either. Sockets and switches contain Bromium Flame Retardants, which have been known to cause neurologic side effects if they get into the body. Some medical experts also argue that they cause swelling of lymph nodes and are factors in spreading certain cancers. This portrays just how improper disposal electronic apparatuses could potentially be life threatening. Burning of substances that contain Polyvinyl Chloride (PVC) such as cables could lead to air pollution (Kahhat, Hieronymi Williams, 2013). Air pollution in turn causes respiratory ailments like bronchitis and asthmatic attacks that are life draining.Soil infertilityThe current world seems to disregard the source of all its food and resources, the soil. Electronic devices are frequently being dumped on every ground, although some cunning folks prefer to bury the wastes into the ground. This form of disposal may seem not to have any consequential predicaments from a single disposer, however, its effects may be highly consequential if practised by a global manufacturer, for example, dealers of diesel generators, who decide to dispose thousands of scrap metal. This harmful load is laid on the previously fertile soil. This then has ripple effects that devour the common mans mode of survival, agriculture. Even if the place is isolated or branded barren land like a desert, the toxic waste may be ab sorbed deep into the water basin and is bound to end up into the soils of the arable land (Johri, 2008). Apart from the obvious health risks of consuming mercury from contaminated food as earlier mentioned, the risk of rendering a whole five hectares unsuitable for maize farming is just unpalatable. The reasoning stares right into our faces that you cannot grow a bean seed on soil that has a laptop screen embedded in it. If the proper modes of disposable are not devised, then the world will be forced to feed on the el...

Honor And Glory Greek Character And Way Of Life

Honor and glory are central to Greek character and way of life. Heroes are the essence of the nation and society that they come from. Because of this, they lead their lives according to this code of honor and glory. This need for honor erupts in the Trojan war and shapes the outcomes of every decision made in this war. Every Greek warrior strives for the legacy of their fame in battle to resound, even after their demise. The concepts of honor guide the outcomes of the illustrations in this epic. The honor of the individual warrior, kin, and nation effect the decisions of every individual within this epic. The glorification of war is a central theme within the epic. An important aspect of this glorification is given by Homer’s account of how honor is given to the individual. Homer describes gaining honor as an individual in two related ways: through winning in battle and through death in battle. â€Å"out on the battle lines where men win glory (Homer, 7.131)†. Both pro cesses involve the courage in battle and the honor gained by being courageous. The decisions of the characters are affected by this need for glorification in battle. The first way to gain honor and glory through battle is by winning in battle. Achilles is revered throughout the Achaean camp as â€Å"the sift runner (Homer, 1.142)† because he has gained great glory by winning battles. Achilles is the main character to this epic, and the background information about his prowess attests to the notion that Achilles isShow MoreRelatedHonor And Glory By Homer1574 Words   |  7 PagesOctober 5, 2015 Honor and Glory The idea of obtaining honor and glory are what Greek characters dedicate their lives to. The Greeks lived by a heroic code, which shaped their society. Being remembered, as a great warrior, is one of the highest honors a Greek soldier can obtain. Honor and glory are the cause of the Trojan War, which takes the lives of many men. 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Case Study Hunter Douglas Group - Free Essay Example

Sample details Pages: 18 Words: 5470 Downloads: 8 Date added: 2017/06/26 Category Economics Essay Type Research paper Did you like this example? This is a case study report to analyse how Hunter Douglas Group manages its human resource planning and how the activities involved in the human resource planning process contributes to the success, as well as to ensure future success, of this large multi-national organisation in line with its corporate vision, mission, core values, strategic planning and objectives. Human resource planning provides the means to accomplish the desired outcomes of the organisation and achieving objectives by ensuring that the organisation has the right number of quality people available to achieve objectives through strategy implementation. This is based on a close working relationship between the human resource practitioners and line managers in each company (business unit) of its decentralised organisational structure. Don’t waste time! Our writers will create an original "Case Study: Hunter Douglas Group" essay for you Create order The human resource practitioners serve as consultants to line managers concerning the people management implications of business objectives and strategies. Line managers, in turn, have the responsibility to respond to the business implication of human resource objectives and strategies. We also see that the environmental and contextual changes present a number of competitive challenges to this organization which requires its human resource management to be involved in helping to create and build new capabilities. The challenges include: Globalisation: the challenge is to move peoples ideas, products and information around the world to meet local needs. Technology: the challenge is to make technology a viable, productive part of the work setting Competition: in order to remain competitive and remain as a market leader, Hunter Douglas is aware of the importance of continuous training of its people. Economics: economic growth or lower interest rates cause the increase in spending and often increase in business opportunities. Changes in the labour market has an impact on the organisations ability to find and keep employees Workforce changes and ability to cope with change: these include resignations, terminations, leave of absences, death, change in employment status and retirement The success of a business is directly linked to the performance of those who work for that business and Hunter Douglas Group is fully aware of this as it believes in the power of learning and providing its employees growth opportunities to develop their skills. Hunter Douglas Group acknowledges that its employees commitment is the key ingredient to the Groups continued growth and success. Hunter Douglas Group prides on the diversity and strength of its corporate culture that empowers its employees to build and run the business like their own businesses. The Hunter Douglas Group acts like a federation of entrepreneurial companies who think globally but act locally. The character and creativity of its 21,000 employees in 169 countries worldwide have built the dynamic and entrepreneurial company that the Group is today. With numerous benefits encouraging wellness and a work-life balance, Hunter Douglas Group regards its employees as its most valuable resource which is the key to the Groups success. Background Corporate Mission and Core Values Corporate Mission: Hunter Douglas is the worlds market leader in manufacturing a wide range of innovative and quality architectural and window covering products. Hunter Douglas provides on-time delivery, reliable and friendly service at a competitive price. Its aim is to offer fulfillment to its staff and to secure a reasonable return to its shareholders. Core Values: Customer Oriented Putting customers first Providing reliable and friendly service. Achieving on-time delivery Innovation Seeking continuous improvement and new ideas to create value to our customers Striving for creative ways of doing our work better Teamwork Working together harmoniously to achieve common goals and objectives Integrity Honouring commitments to customers, staff and organisation Being sincere and truthful Communication Showing respect and understanding for each other Being frank, open and receptive Staff Well-Being Providing continuous training and development Recognising good performance Corporate Structure Board of Directors Hunter Douglas Group has a one-tier corporate structure. Under its Charter, the Board of Directors is responsible for the overall management and control of the Company. The Board is appointed by the shareholders at the annual General Meeting. The Board has four regular meetings per year and additional meetings as required. Board members may not be members of more than five boards of public companies. Independence The Board has six Members, of whom four are independent. It acts collectively by majority resolution. Functions The Board reviews the overall strategy, financial objectives, budgets, acquisi ­tions, divestments, capital expenditures, currency and aluminium hedging, port ­folio composition and returns, results and risks in the Companys business. Audit and Compensation Committees The Board has an Audit and a Compensation Committee, whose members are independent. The Audit Committee reviews the Companys accounts, internal controls and meets wit h the Companys external Auditors twice a year. The Compensation Committee reviews the Directors and Officers compensation and stock options. Chairman, President CEO Mr. Ralph Sonnenberg is Chairman of the Board of Directors, President and Chief Executive Officer. Officers The Board annually appoints the Officers of the Company: the President, the Co-Presidents, four regionally responsible Vice Presidents, two Staff Vice Presidents and a Corporate Secretary. The Vice Presidents and Corporate Secretary report to the President. Financial Reporting In accordance with the applicable reporting principles, the consolidated financial statements give a true and fair view of the assets, liabilities, financial position and profit or loss of the Group. The annual report includes a fair review of the development and performance of the business and the position of the Group, together with a description of the principal opportunities and risks associated with the expected develop ­ment of the Group. Major Business Processes A business process is a collection of structured, related tasks or activities which produce a specific product or service which serves a particular goal for customers. The main types of business processes observed in this case study report are Management Processes, Operational Processes and Supporting Processes. Management processes: processes which govern the operation of a system in an organisation. Typical management processes include Corporate Governance and Strategic Management. Corporate Governance The Hunter Douglas Group is incorporated in The Netherlands Antilles and has its statutory seat in Curaà §ao. Hunter Douglas is therefore not subject to The Netherlands Corporate Governance Code. However, Hunter Douglas adheres to good Corporate Governance. The Group has the following key internal controls: Conflicts of Interest Policy The Conflicts of Interest Policy is applicable to all key employees covering relations with customers, suppliers and other third parties. Insider Trading Policy The Insider Trading Policy, as prescribed by the Authority Financial Markets (AFM), restricts trading in the Companys shares by Directors, Officers, key employees and related persons. Internal Audit Function Hunter Douglas principal Operating Companies have an Internal Audit Program. Authority Limits Every Manager, including the Regional Vice Presidents, has clearly defined Authority Limits. Whistleblower Policy Hunter Douglas has a Whistleblower Policy in ea ch and every Company within the Group. Compensation Compensation is reviewed by the Compensation Committee of the Board. The Company also follows the best practices: Stock options Stock options are granted for five years with vesting starting after two years. Stock It is not the Companys Policy to provide stock at no cost. Loans Loans to Directors, Officers or other employees bear market interest. There is no forgiveness of principal or interest. Investor Relations Hunter Douglas has an Investor Relations Website, regularly issues press releases and holds analysts and investor meetings. Strategic Management Strategic management is a process through which organizations analyse and learn from their internal and external environments, establish strategic direction, create strategies which are intended to move the organisation in that direction and implement those strategies, all in an effort to satisfy stakeholders, as illustrated in the diagram below: External Analysis  (External Environment)  Strategic Controls          Direction Setting:  Generate, Allocate Build Develop Vision    Evaluate,   and   relationships   Control Mission   and Manage  Systems Values   Select, Resources Design   Strategies  Structures Measure and  Evaluate  performance Internal Analysis  (Internal Environment)                   Strategy Formulation Strategy Implementation and Evaluation Hunter Douglas Group has been successful over the long term because the Group has effectively acquired, develop and manage resources and capabilities that provide competitive advantage. The Group has, over the years, achieved strong brand recognition such as the HunterDouglas ® in North America and Asia as well as for Architectural Products worldwide. Luxaflex ® for residential window coverings in the rest of the world. The Hunter Douglas Group, with its 21,000 employees in 169 countries worldwide, takes advantage of its organisational strengths and environmental opportunities. It continues to neutralise or overcome organisational weaknesses and environmental threats by managing its business processes well and applies best practices. Operational processes: processes which constitute the organisations core business and create the primary value stream. Typical operational processes include Purchasin g, Manufacturing, Marketing, and Sales. As a highly decentralised organisation, each company in each region within the Hunter Douglas Group manages autonomous operations with minimum interference and maximum accountability, growing their businesses within the groups entrepreneurial environment following the corporate governance, vision, mission and values. Supporting processes: processes that support the organisations core processes. Examples in this category include Accounting, Recruitment, Technical support. Although highly decentralised, each company in each region within the Hunter Douglas Group has to follow an Internal Audit Program when it comes to financial and accounting matters. Recruitment and Human Resource matters are set in line with the business plan and strategies of each company in each region as well as in line with the directions and corporate governance, vision, mission and values of the Group. Business Strategy Porters Generic Strategies Target Scope    Advantage     Low Cost   Product Uniqueness      Broad   Cost Leadership Differentiation (Industry Wide)  Strategy  Strategy               Narrow   Focus Strategy Focus Strategy (Market Segment)  (Low Cost) (Differentiation)         Hunter Douglas Groups strategy is to grow the market and the Groups market share by continuing to introduce innovative and proprietary new products and by expanding its presence in key geographic markets. It was observed that Hunter Douglas Group has been successful in using the Differentiation Strategy by having the following internal strengths: Access to leading research and development Highly skilled and creative product development team Strong sales teams with the ability to successfully communicate the perceived strengths and benefits of the product. Corporate reputation for quality and innovation Differentiation Strategy A differentiation strategy calls for the development of a product or service that offers unique attributes that are valued by customers and that customers perceive to be better than or different from the products of the competition. The value added by the uniqueness of the product may allow the firm to charge a premium price for it. The f irm hopes that the higher price will more than cover the extra costs incurred in offering the unique product. Because of the products unique attributes, if suppliers increase their prices the firm may be able to pass along the costs to its customers who cannot find substitute products easily. The risks associated with a differentiation strategy include imitation by competitors and changes in customers tastes. Generic Strategies and Industry Forces Industry   Generic Strategies    Force Cost Leadership Differentiation Strategy Focus Strategy    Strategy       Entry Ability to cut price in Customer loyalty can Focusing develops core   Barriers retaliation deters discourage potential competencies that can act   potential entrants entrants  as an entry barrier   Buyer Ability to offer lower Large buyers have less Large buyers have less power   Power price to powerful power to negotiate to negotiate because of few   buyers because of few close alternatives     alternatives    Supplier Better insulated from Better able to pass on Suppliers have power   Power powerful suppliers supplier price increases because of low volumes,   to customers but a differentiation-focused     firm is better able to pass on     supplier price increases to       customers   Threats of Can use low price to Customers become Specialised products core   Substitutes defend against attached to differentiating competency protect   substitutes attributes, reducing against substitutes     threats of substitutes    Rivalry Better able to Brand loyalty to keep Rivals cannot meet   compete on price customers from rivals differentiation-focused       customer needs   Relationship With External Entities In order to remain successful and continue to expand its market share, Hunter Douglas Group has learned to develop and manage relationships with wide range of organisations, groups and people that have a stake in their business. The emergence of a fiercely competitive global economy means that the companies within the Hunter Douglas Group have to expand their networks of relationships in their region and cooperate with each other to remain competitive. Education Hunter Douglas Singapore team up with the National University of Singapores Department of Architecture to organise the NUS-Hunter Douglas Award for the innovative use of technology in Architecture. Hunter Douglas Group has developed multi-level training and education programs for its fabricators, retail dealers, professional designers and installers. It holds consumer seminars to help prospective buyers under ­stand the importance of window coverings for home fashions and for light control and energy effi ciency. It provides training seminars and hands-on workshops for retailers, designers and installers, which includes CD-Roms, videotapes and web-based instructions, through ­out the world. It has created the industrys first and only formal Retail Alliance Program, offering its very best dealers a choice of tiered partnership options that reward their brand loyalty with lucrative business-building benefits, including financial incentives and exclusive products and programs. Through Hunter Douglas Group exclusive partnership with Archiprix International, it builds relationships with the next generation of architects as they begin their careers after college. With Hunter Douglas Groups support, Archiprix organises a biennial international com ­petition for the best graduation projects in architecture. Finalists travel to a host city with hundreds of architects from around the world where an independent jury evaluates the student entries and recognizes the most ou tstanding work with the Hunter Douglas award. Hunter Douglas Singapore was conferred the Singapore Institute of Architects Friend of Architecture Award in recognition of the companys contribution to Architecture in Singapore and its continuous support for the Singapore Institute of Architects. Its Windows of Opportunity seminar on the use of window fashions in interior design reaches more than 2,500 design school students and designers in major United States markets each year. At the Fashions Institute of Technology in New York and other leading design schools, Hunter Douglas provides design students with industry overviews and a business perspective through teaching opportunities. At the renowned Pratt School of Architecture, Hunter Douglas has sponsored design studio projects that challenge students to envision new and novel ways to integrate its products and materials into architectural structures. Corporate Citizenship Hunter Douglas Group actively supports the com ­munities in which they live, work and do business. Decisions about which causes to support and the form that support takes are made locally by the management in each country. It provides window coverings to hospitals, research centres and healthcare facilities around the world. It supports educational opportu ­nities for the families of its staff and less privileged members of our communities. In the United States and Canada, Hunter Douglas sponsors Habitat for Humanity, donating custom window cover ­ings for the homes Hunter Douglas has built for low-income families since 1993. Hunter Douglas employees have also contributed thousands of hours in sweat equity assisting with the building of these homes at the local level. Hunter Douglas stimulates students awareness of its products and encourage their creativity through competi ­tions in which they are judged upon the innovative application of its products in their design projects. Hun ter GreenÃÆ' ¢Ãƒ ¢Ã¢â€š ¬Ã… ¾Ãƒâ€šÃ‚ ¢ and Keen on Green are important new company-wide environmental initiatives being undertaken by the Hunter Douglas branded compa ­nies to reduce energy consump ­tion, water usage and its overall carbon-footprint. It also includes an ongoing consumer marketing effort creating increased aware ­ness of Hunter Douglas corporate commit ­ment to the cause as well as the superior energy-saving benefits of its products. The Process of Human Resource Planning in the Organisation Manpower Planning Manpower planning is a process of getting the right number of qualified people into the right job at the right time. It is a system of matching the supply of people internally, who are the existing employees, and externally, potential talents to be hired or searched for, with job openings which the Group expects to have over a given time frame. This planning requires the human resource departments in the Group to prepare an inventory of skills and talents already available as well as coordinating and controlling various activities in the Hunter Douglas Group. Manpower planning involves reviewing current manpower resources, forecasting future requirements and availability as well as taking steps to ensure that the supply of people and skills meets demand. It utilises the concept of planning to visualise how the Hunter Douglas Group can go through the allocation and control of its manpower resources in a better manner. It is also a tool for higher management to equip themselves wi th the necessary data on its human resources available immediately within the Group and from outside, when the need arises to meet markets demand. Manpower Planning Model Forecast Demand        Forecast Supply      Considerations:   Internally       Product/ Service demand   Staffing tables  Economics  Balance Supply and Demand  Markov analysis  Technology     Skills inventories  Financial resources/ limitations Recruitment (Shortage)   Management inventories  Absenteeism/ turnover  Full-time   Replacement charts  Organisational growth  Part-time   Succession planning  Management philosophy  Recalls/ transfers       Overtime  Externally Techniques:   Outsourcing         Demographic changes  Trend analysis  Reductions (Surplus)   Education of workforce  Managerial estimate  Terminations   Labour mobility  Delphi technique   Layoffs   Government policies      Leave without pay   Unemployment rate  Outplacement     Demotions   Retirement      Factors Economic             Competition         Government action  Organisational  Divisional  Skills and   Historical Data Objectives Department abilities   Nature of company Objectives required       Skills   Inventory             Net human resource Types, numbers,      requirements  Human Resources   Negative: Layoff, terminations, resignations, retirement Manpower planning, as observed in the Hunter Douglas Group, consists of the following steps: Identify the Groups objectives and strategies which are stipulated in the business plan and from the strategic planning processes of the companies within the Group. Determine the impact of the organisations objectives on specific organisational units. For this purpose the cascade approach can be used, whereby the organisations long term strategies are translated into the shorter term performance objectives and time schedules per division and department. Define the skills, expertise and total number of employees (demand for human resources) required to achieve the organisation and department objectives by using the different statistical methods and managerial estimates. Perform an analysis of the Groups current human resources. By doing a skills inventory will shed light on the number of current employees in terms of their different competencies, skills, training levels, qualifications, work experience, etc. Determine the additional (net) human resource requirements in light of the Groups current human resources. Develop action plans to meet the anticipated human resource needs which may include a comprehensive succession plan for each department, resultant recruitment strategies, the design and implementation of managerial development and other training programs, making available bursary schemes for current participants who may eventually fill scarce positions, designing compensation packages to attract and retain quality staff. The key activities of Human Resource Management carried out by both line managers and the Human Resource practitioners in the Hunter Douglas Group are: Organisation Organisation structuring: developing an organisation which caters for all the activities required, groups them together in a way which encourages integration and cooperation. Job design and role specification: deciding on the contents of the jobs which involve the employees duties and responsibilities and the relationships that exist between job holders and other employees within the Hunter Douglas Group. Organisational development: stimulating, planning and implementing programmes designed to improve the effectiveness with which the organisation functions and adapts to change. The employment relationship Improving the quality of the employment relationship Creating a climate of trust and self propulsion Developing a more positive psychological contract Achieving a highly committed organisation Resourcing Human resource planning: assessing future people requirements in terms of both numbers and all levels of skill and competence. Formulating and implementing plans to meet those requirements through recruitment, training, development, etc. Recruitment and selection: obtaining the number and type of people the organisation needs Perfo rmance management Getting better results from the companies, teams and individuals by measuring and managing performance within agreed frameworks of objectives and competence requirements; assessing and improving performance. Human resource development Organisational and individual learning Skill improvement through systematic approach to training Reward management Job evaluation: assessing the relative size of jobs as a basis of determining internal relativities Pay: developing and administering pay structures and systems Non-financial rewards: providing employees with non-financial rewards e.g. recognition, increased responsibility and opportunity to achieve and grow. Employee benefits: providing benefits in addition to pay which cater for personnel security and personal needs Employee relations Employee relations involving managing and maintaining formal and informal relationships with trade unions and their members Employee involvement and par ticipation which means sharing information with employee and consulting them on matters of mutual interest Communication: creating and transmitting information of interest to employees. Health, safety and employee services Health and safety: developing and administering health and safety programme Employee services: providing welfare services and helping with personal problems. Corporate Objectives The Hunter Douglas Groups objectives are to: Expand its Window Coverings and Architectural Products businesses at a growth rate exceeding that of the market while continuing to be the best company in the industry; Develop and introduce innovative new products; Seek acquisitions that add to the Companys organic growth by expanding product lines or distribution and that meet its return targets; Continue with an efficient decentral ­ised entrepreneurial organisation based on the principle of maximum accountability with minimum interference. Manpower Objectives The objective of manpower planning is to maintain and improve the organisations ability to achieve its goal by developing strategies that will contribute its optimum contribution of human resources. Manpower planning is the responsibility of both line and staff manager. The line management is responsible to give estimate of manpower requirements and staff manager is responsible to take actions on selection and recruitment in association with line manager who needs the manpower. Manpower planning in Hunter Douglas Group serves the following inter-related purposes or objectives: It prepares the organisation for the future in terms of planning its manpower requirement and utilising them properly in order to meet the impact of rapid technical and economic changes and maintain its competitive position. It gives a picture of manpower available within the organisation to undertake any future expansion or set up a new branch or a new plant or develop a new line of production. It a llows for forward planning to fill anticipated skill requirements as well as allows for needed flexibility in day-to-day utilisation of manpower. It allows for adapting to abrupt changes in such factory as technological advances, new markets, political and economic pressures and heightened competition. In other words, manpower planning provides the background information which is necessary to deal with such forces. Another important objective is one of matching or fitting employee abilities to the business requirements with an emphasis on future instead of present arrangements. The ultimate mission is to relate future human resources to future business needs so as to maximize the future return on investment in human resources. Comprehensive manpower objectives play a vital role in the achievement of the organisations overall strategic objectives and visibly illustrates that the human resources department fully understands and supports the direction in which the organisation is moving. It will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. The manpower objectives aim to capture the people element of what the organisation is hoping to achieve in the medium to long term, ensuring the following: it has the right people in place it has the right mix of skills employees display the right attitudes and behaviours employees are developed in the right way. The manpower objectives also put into consideration the followings: workforce planning issues succession planning workforce skills plans employment equity plans black economic empowerment initiatives motivation and fair treatment issues pay levels designed to recruit, retain and motivate people the coordination of approaches to pay and grading across the organisation to create alignment and potential unequal pay claims a grading and remuneration system which is seen as fair and giving p roper reward for contributions made wider employment issues which impact on staff recruitment, retention, motivation etc. a consistent performance management framework which is designed to meet the needs of all sectors of the organisation including its people career development frameworks which look at development within the organisation at equipping employees with employability so that they can cope with increasingly frequent changes in employer and employment patterns policies and frameworks to ensure that people development issues are addressed systematically, such as competence frameworks, self-managed learning etc. The manpower objectives show that careful planning of the people issues will make it substantially easier for the organisation to achieve its wider strategic and operational goals. In addition, manpower objectives add value by ensuring that, in all its other plans, the organisation takes account of and plans for changes in the wider environment whic h are likely to have a major impact on the organisation such as: changes in the overall employment market demographic or remuneration levels cultural changes which will impact on future employment patterns changes in the employee relations climate changes in the legal framework surrounding employment HR and employment practice being developed in other companies, such as new flexible work practices. Analysis of the Present Utilisation of Manpower The penalties for not being correctly staffed are costly. Understaffing loses the business economies of scale and specialization, orders, customers and profits. Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate because of modern legislation in respect of redundancy payments, consultation, minimum periods of notice, etc. Very importantly, overstaffing reduces the competitive efficiency of the business. Planning manpower levels requires that an assessment of present and future needs of the organisation be compared with present resources and future prediction of resources. Appropriate steps then be planned to bring demand and supply into balance. An internal supply analysis is done with the following methods or analysis: Staffing tables/manning charts: which are pictorial representations of all organisational jobs along with the numbers of employees currently occupying those jobs and future employment requirements Markov analysis: sh ows the percentage (and actual number) of employees who remain in each job from one year to the next, thus keeping track of the pattern of employee movements through various jobs. This analysis results in a composite matrix of supply. Skill inventories: list each employees education, past work experiences, etc. Replacement chart: helps the management derive the profile of job holders, department-wise and reveals those who could be used as replacements whenever the need arises. Analysis of the External Environment The Hunter Douglas Groups performance and results are sensitive to external factors of which the following are most influential: Overall economic activity and particularly consumer confidence which affects demand for consumer durables Prices for raw materials in particular, which include aluminium, steel, fabric, synthetics and other oil based products Exchange rates: The majority of the Companys sales and profits are real ­ised outside the Euro zone. Euro rates against the dollar and other currencies can therefore affect the Companys results. Hunter Douglas policy is to generally hedge transactional expo ­sures, to selectively hedge translation of earnings and generally not to hedge balance sheet exposures. Potential Supply of Labour Future manpower planning is directly linked to the strategic business plans of an organisation. The estimation on manpower and budgets are governed by customers demands. Business needs are achieved from effective management of materials, machines, money and manpower. Manpower needs, if planned properly, in terms of profile required, numbers, time and place, will give the company mileage over competitors in terms of consistency in output. Effective human resources planning give optimal productivity in terms of timelines and quality of deliverables. It will not only improve people competency but will also ensure that people grow with the company. An organisation set on the growth path needs competent people to achieve its objectives. Causes of demand for Human Resources in the Future External    Organisational  Workforce       Economic developments   Strategic plans  Retirement  Social-political-legal challenges  Budgets  Resignations  Technological changes   Sales and production forecasts  Terminations  Competitors   New ventures  Deaths    Organisational and job designs  Leaves of absence                  What future demands will be is influenced by the forecast of the human resource or personnel manager whose main task is to scrutinize and modify the predictions of other managers. Future manpower needs derive from: Sales and production forecasts The effects of technological change on task needs Variations in the efficiency, productivity, flexibility of labor as a result of training, work study, organizational change, new motivations, etc. Changes in employment practices (examples include the use of subcontractors or agency staffs, hiving-off tasks, buying in, substitution, etc.) Variations, which respond to new legislation, e.g. payroll taxes or their abolition, new health and safety requirements Changes in Government policies (investment incentives, regional or trade grants, etc.) The management must estimate the structure of the organisation at a given point of time. The number and type of employees needed have to be determined. Many environmental factors aff ect this determination. They include business forecasts, expansion, growth, design, structural changes, management philosophy, government policy, product and human mix and competition Forecasting is necessary for the following reasons: The eventualities and contingencies of general economic business cycles (such as inflation, wages, prices, costs and raw material supplies) have an influence on the short range and long run plans of all organizations. An expansion following enlargement and growth in business involves the use of additional machineries and personnel and a reallocation of facilities, all of which call for advance planning of human resources. Changes in management, philosophies and leadership styles. The use of mechanical technology makes it necessary for changes in the skills of workers as well as a change in the number of employees needed. After estimating what future organization structure should be, the next step is to draw up the requirements of man power, both for existing and new vacancies. For this requirement, details should be obtained from various departments. Vacancies occurring in any department should be notified in writing to the personnel department, stating clearly the number of vacancies to be filled category or job wise, their qualification and experience and the reasons for acquisition. A statement of duties, type of jobs, pay scale and previous experience should also be made. In determining the requirements of manpower, the expected losses which are likely to occur through labor turnover, such as quits, retirement, death, transfers, promotions, demotions, dismissals. Disability, resignations, lay-offs, and other separations should be taken into account. Additional resources are gained through new employment of personnel, promotions, transfers etc. After making all adjustments, the real shortages and surplus may be found. If there is a shortage, efforts are made to fill up the vacancies. If there is surplus , then deal with it by transfers, retrenchments etc. Conclusion To be effective, manpower planning requires careful assessment of the future needs of the Hunter Douglas Group. It involves the development of strategies to match the requirement of employees and availability of positions at a regional as well as a national level. Those in charge of manpower planning within the Group need to have a foresight about the business plans. They need to plan the activities for achieving business growth, estimate the business needs of the organisation and plan for the resources needed to realise the business goals. Manpower planning is referred to as the process of reviewing current resources, predicting future requirements and ensuring that the demand and supply of people and skills is balanced. Manpower planning is useful for both the employees as well as the organisation. The manpower planning process demands the human resource manager to first understand the business requirement. Only when the human resource manager comprehends the nature and scope of the business, will he or she be able to employ those who will deliver the required performance. When it comes to engaging the manpower, the manager should have a keen eye for spotting the talent. It ensures that the workforce is competent enough the meet the targets. Additionally, the existing talent pool in the workplace should be taken into consideration, so that people with the supporting and right skills can be employed. The functions of the human resource manager varied as he or she has to assess the currently employed workforce and their shortcomings. Identifying these shortcomings goes a long way in choosing an efficient workforce. While recruiting the new employees, the human resource manager must calculate the expected workload. In this way, the human resource department can design an accurate job profile and job expectations. Once decided on the job descriptions, looking for candidates who fit the job will be easy. A good human resource manager is one who has the zeal and passion to motivate his or her prospective employees to perform to their potential. Manpower planning process, thus, can be considered as one of the strategic steps for building the strong foundation of an efficient workforce in the hunter Douglas Group or in any organisation.

Euthanasi Active And Passive Euthanasia - 995 Words

I never have thought about euthanasia in such depth until this assignment. It isn’t something completely new to me because I have heard about it, it happens everywhere, even if you or I don’t see it. But, I never gathered my thoughts about such a serious topic. Reading such opinions from these authors made me find out more about this topic but I cannot say I have came to a clear and set decision or opinion about euthanasia. As James Rachels states, â€Å"I can understand why some people are opposed to all euthanasia, and insist that such infants must be allowed to live. [But] I think I can also understand why other people favor destroying these babies quickly and painlessly† (Rachels 155). The reading I disagreed with the most was â€Å"Active and Passive Euthanasia† by James Rachels. You may ask, why? Let me explain to you my thoughts. Rachel’s states, â€Å"The important difference between active and passive euthanasia is that, in passive euthanasia, the doctor does not do anything to bring about the patient’s death. The doctor does nothing, and the patient dies of whatever ills already afflict him.† (Rachels 157). And, yes I agree. Passive euthanasia is withholding treatment and letting the patient die. But, I kept reading this paragraph and it goes on with the following: â€Å"In active euthanasia, however, the doctor does something to bring about the patient’s death: he kills him. The doctor who gives the patient with cancer a lethal injection has himself caused his patient’s death†¦Ã¢â‚¬ Show MoreRelatedEuthanasi Active And Passive Euthanasia1634 Words   |  7 Pagesof Alabama, wrote a paper called Active and Pas sive Euthanasia where he argues against the distinction between killing in letting die. He says that the distinction is made on morally irrelevant grounds. He says that the distinction between passive and active euthanasia should not be based on whether or not wanted more morally permissible then the other. To prove his point Rachel uses three dif-ferent examples, which included different circumstance where euthanasia is involved. He looks at each exampleRead MoreEuthanasi Passive Euthanasia And Active Euthanasia Essay1927 Words   |  8 Pageschoosing euthanasia. The family or caregiver may pressure the patient into choosing euthanasia just so they could be relieved of the burden of caring for said patient. This may happen because the family or caregiver has had a lot of pressure put onto them. Financial burden being a leading factor. Although there is no data that completely verifies this possible problem, opponents argue that it can be a possible issue and that it should be add ressed. (Ezekiel 637). There are two types of euthanasia. PassiveRead MoreEuthanasi Active And Passive Euthanasia1562 Words   |  7 PagesEuthanasia, also known as voluntary or assisted suicide, is used for terminally ill patients to end their lives instead of undergoing painful treatments and torment of waiting for death. There are, however, two different ways in which A can bring about B’s death. In this essay I will present the distinction between active and passive euthanasia as explained by James Rachels in his article called â€Å"Active and Passive Euthanasia†. I will also debate whether euthanasia is justified or not by presentingRead MoreEuthanasi Active And Passive Euthanasia1973 Words   |  8 Pages The issue of whether active and passive euthanasia are distinct continues to be important to philosophers, ethicists and health care professionals. Euthanasia is the act of ending a patient’s life when the circumstance for that patient is unbearable or untreatable by medical treatment (Ozcelick, Tekir, Samancioglu, Fadiloglu Ozkara, 2014, p. 94). Namely, there is active and passive euthanasia. Both are indicative of the acts that root in the intention to end a patient’s life. For the purpose ofRead MoreEuthanasi Active And Passive Euthanasia1229 Words   |  5 PagesAccording to David Theo Goldberg, â€Å"Euthanasia involves terminating the life of an ailing person in order to prevent him or her further suffering† (459). The ending of one’s life should only be a last resort after having unbearable and untreatable illnesses. Euthanasia is classified into two categories which are active and passive. Goldberg also refers to active euthanasia as the ending of one’s life by administering a lethal treatment, while passive euthanasia is withdrawing treatment that may preserveRead MoreEuthanasi Voluntary Active Euthanasia, Passive Euthanasia And Physician Assisted Suicide1143 Words   |  5 PagesAmerican Heritage Dictionary euth anasia is defined as the art or practice of ending the life of a person or animal having a terminal illness or a medical condition that causes suffering. Euthanasia should be a individual choice to end a patient s life. This keeps them from going through excruciating pain due to an incurable disease. Some people think euthanasia should be out of the picture while others inquiry the effectiveness of these actions. With effectiveness, euthanasia is classified in three

A Comparison of Tennessee Williams´ The Glass Menagerie...

The Glass Menagerie by Tennessee Williams and Death of a Salesman by Arthur Miller are two of the twentieth century’s best-known plays. The differences and similarities between both of the plays are hidden in their historical and social contexts. The characters of The Glass Menagerie and the Death of a Salesman are trapped by the constraints of their everyday lives, unable to communicate with their loved ones and being fearful for their future. There are a lot of comparisons that exist, especially between the settings, symbolism and characterization drawn between the two plays. The contrast comes form the ways that the characters choose to deal or not with the harsh circumstances of life. The Glass†¦show more content†¦Both settings are up-to-date, reflecting the time period in which they were written. In each play, the setting for the characters’ homes symbolizes the imprisoned, powerless nature of its residents. Overwhelming features surrounds both homes: i n The Glass Menagerie, frightening tenements and dark alleys; in Death of a Salesman, tall apartment buildings that block out the light. In each case, the message seems to be that as difficult and restrictive as life may be inside the home, the outside is terrifying and overwhelming. For both Amanda Wingfield and Willy Loman, the configurations that outshine their homes are like the fears that outshine their own lives. Amanda is worried that her son Tom will leave home, or even worse. She is also afraid that if Tom leaves, she cannot rely on her daughter Laura to support the household. When Amanda founds that Laura has dropped out of Business College, she feels petrified for her future. Willy is afraid of being unable to support his family after losing his job. Between the two plays further symbolic parallels can be identified. The Wingfield home represents Tom’s bondage; he is obligated to work at a job that he hates so he can support the family. The Loman home represents W illy’s bondage; he is working to pay the mortgage and the refrigerator payment. Both Tom and Willy have big dreams that are blocked by such ordinary responsibilities. By reporting theShow MoreRelatedGlass Salesman: A Comparison of Themes In a Death of a Salesman by Arthur Miller2550 Words   |  11 Pagesand is suddenly thrown back in time, living as if she were the young girl she once was at Blue Mountain. Death of the Salesman by Arthur Miller was published in 1949, only four years preceding Tennessee Williams play of The Glass Menagerie. Interestingly enough, both plays begin with a glimpse of tragedy and end with self inflicted remorse. Although Death of the Salesman and The Glass Menagerie appear coincidently similar at first glance. Upon a closer examination, it becomes evident that the similarities

School Holidays free essay sample

However, I would advise that they spent at least half of that time not just finding something to amuse themselves (which these days would be tv, gaming, computers or otherwise being a bother to others) but something constructive. I think too many children associate learning with school, but six weeks is enough time to get fit, get into cooking or baking, start learning a new language, cultivate your own interests, read a book (fact or fiction), get into a new hobby, join a club, learn a new skill or even get a job. Children would feel better for it. They would feel like they controlled those precious six weeks rather than the state. Im a university student. Ive been on summer break from the end of May and dont return until the last week of September, but its packed with things I either have to do for next year or things I can do to improve myself. We will write a custom essay sample on School Holidays or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Of course, this will depend a lot on your parents and what they will allow and can afford, but children should take their life into their hands in this short and set about doing something to improve themselves. Otherwise, if all thats going to be done is lazing about for the whole of that time, cut them back to four weeks I would say! Thats plenty of time to enjoy doing sod all! School holidays were originally put into place for children to go and help farmers with the harvest. If children could return to school being able to say theyve done something interesting which could be talked about to the rest of class, that would be ideal. Otherwise theres no incentive.

Activity Children Adolescent Cerebral Palsy â€Myassignmenthelp.Com

Question: Discuss About The Activity Children Adolescent Cerebral Palsy? Answer: Introduction Nurses at times falls in a dilemma regarding what to do or what not to do in the domain of giving quality care to the patient as they are guided by the strict rules and regulation of the Professional Code of Conduct for Nurses in Australia designed by Nursing and Midwifery Board of Australia (NMBA). The following essay throws light o such a complex clinical scenario, nurse dilemma and the recommended practice that must be undertaken by the nurse. The essay here starts with a argumentative thought via justifying the action of the nurse for not responding to the patients invitation of proposal. The essay further illustrates in the justification that can be cited n the grounds of the nurse welcoming the patients friendly proposal. At the end the essay provided a reflective thought on what should be done in a ideal case scenario and what are the possible beneficial outcomes if the nurse responds to the patintents proposal. Discussion According to the Nursing and Midwifery Board of Australia (NMBA), nurses will be held accountable for their clinical practice. Here the nurses are compelled to practice with in a pre-defined scope of practice and such practices must be in accordance with the framework designed by the concerned regulatory authority (NMBA) (Nursing and Midwifery Board of Australia 2010). The NMBA code of conduct also states that, Nurses must only deliver care within their individual scope of practice. So here the individual scope of practice of Sam Mills, a RN nurse working in the GP clinical only encompass redressing of the chronic leg wound of their regular client named Lee and not assisting him in a pasta date at restaurant. Though Sam shares a personal relationship with Lee as he is his instant neighbor and resides in the same locality, Sam must here restrict this conversation of relationship into the professional domain only and must refrain himself from entering into a personal equation. Sam must only engage in therapeutic and professional relationships with the client. Moreover, Sam must think critically and analyze the nursing practice (Nursing and Midwifery Board of Australia 2015). In this case, Lee is suffering from Cerebral Palsy. According to Campanozzi et al, (2007), patient with cerebral palsy is management with gastrointestinal disorder such as gastroesophageal reflux disease (GERD) and/or chronic constipation (CC). The main symptom of GERD is acid reflux due to the backflow of the acid from the stomach into the esophagus (Jung, 2011). So having pasta, which is high on cheese, carbohydrate may further aggravate his complications related to GERD. Here Sam must practice nursing in a safe and competent manner and via doing this, he must encourage Lee to have some meal, which is rich in vegetables, oatmeal, non-citrus food, lean meals and egg whites. This specific diet plan is less likely to trigger the acid reflux symptoms and hence can be proving beneficial for trea t the GERD of Lee (Austin et al. 2006). Sam must also maintain the capability for practice. Under this code of conduct, Sam must educate his patient (Lee) via providing information regarding the diet complication in case of cerebral palsy and must take action for his health via forbidding him to indulge in such rich diet. Sam must also provide safe, appropriate and responsive quality nursing practice. The people who are affected with cerebral palsy are characterized by a significant movement disorder. Among these movement disorders there lays spasticity and dystonia and at time both. These to movement disorder create a huge barrier in the ground of the performing normal daily activity and in severe cases; the join paint may become unbearable giving rise to periodic deformity (Lundy, Lumsden and Fairhurst 2009). It is also recognized that painful hip joint can result in poor tolerance during a seated position and at times may need frequent turning (common at bedtime). Since Lee is su ffering from cerebral palsy, he is supposed to pass through the complications of joint pain and hence it will not be medical feasible for him to have a pasta in a seated position for a long (Papavasiliou 2009). Here Sam must take into consideration of the medical stature of Lee and prevent him from going out with him. He must rather encourage him to have his lunch while at home in a half seated posture and this not only be helpful for his health but also crucial for his security issues. Moreover, since Lee shares his house with his friend and hence he will get someone to give him company while eating. The patient with cerebral palsy experience frequent seizures and spasm and hence it is better not to take a risk with a patient like Lee for an external outing alone with Sam. However, according to the code of professional conduct for nurses in Australia, nurses must support health and well-being of the patient. They must also support in the process of informed decision making of the people who are receiving or requiring the nursing care. So in order to maintain the health and the well-being of Lee, Sam must allow him to provide company in the Vinnys Pasta. This cannot be considered beyond the professional code of conduct as the case study states that Lee is underweight and hates eating alone. Moreover, Lee is suffering from Cerebral Palsy. Cerebral Palsy is neurodegenerative disorder that begins early in life and persists throughout the life tenure (Rosenbaum et al., 2007). It is the disorder of the movement and symptoms include muscle stiffness, tremor, hearing problem, difficulty in swallowing and speaking (Australia, 2016). So due to this movement disorder, Lee might become self-conscious while going into public (restaurant) and enjoy the meal. Since S am is the next-door neighbor to Lee, Lee shares certain level of comfort zone with him and thus willing to enjoy the meal with him. According to the nursing code of conduct, the nursing practice must not be restricted in the grounds of the clinical care and must extend beyond that. Here the nurses must use their nursing skills and knowledge to work in a non-clinical relationship with the client. Here spending time with the patient beyond the tenure of nursing duty comes under the non-clinical relationship but while doing this, Sam will actually help Lee in having his food. In this case, Lee is unwilling to take his food alone and it is the nursing endeveaour to promote the betterment of the patient to overcome such restrictions. Moreover, as per the case study, clinic has no fixed policy regarding the RN going out for a meal with the patient and hence even if Sam plans to take Lee to the Vinnys Pasta, it will not fall under any marketing rule. According nursing code of ethics, benef icence is an action done for the benefit of the patients and such actions are undertaken to prevent to the patient or to improve the situation (Finfgeld?Connett 2008). Though the nurses are refrained from causing harm to the patient, they must also have obligation to help the patient (Fahrenwald et al. 2005). So, under the act of beneficence, Sam must help Lee to enjoy his meal with him. Since Lee suffers from certain psychological complications and hates eating his meal alone, Sam as a registered nurse must come forward and help Lee to help with his meal. Having proper meal on the other hand will prove to be beneficial for Lee as he is under weight and gaining proper nutrition is also a prime need for the patients of cerebral palsy (Riggs, White and Gropper, 2007). Non-maleficence means, do not harm (Oberle and Allen 2006). Here the nurses or the physicians must refrain themselves from providing ineffective treatment. Here the concern of ineffective treatment can be discussed in a different way. Lee has a chronic leg wound and for which, he needs regular dressing. If Lee is left alone to go out for a meal at Vinnys Pasta, the chances are there that he may further encounter injury at the same position and since he is suffering from cerebral palsy and the possibility of the rate of occurrence are high (Verschuren et al. 2012). So in order to provide an effective treatment in the long run, Sam must allow Lee to assist him to the Vinnys Pasta. Reflection and Practical Experience As per my nursing knowledge, understanding and practical experience, if I was in the Sams position, I will not discuss my personal plans with the patients in the first pace. This is due to the fact that as per the code of professional conduct for Nurses in Australia, Nurses must treat the personal information obtained from the patient in a professional capacity as private and confidential (Nursing and Midwifery Board of Australia 2015). So, when nurses are required to keep patients information private, I will not reveal my personal plans to the patients as well and will only try to maintain a strict professional relationship (Leiter and Laschinger 2006). But, in order to generate inherent relationship with the patient along with a trusting understanding, nurses at times takes a friendly attitude and Sam as per my understanding has taken that very domain of nursing practice (Arnold and Boggs 2015). So now, when the plan has been revealed and Lee has expressed his interest to join Sam, I will prefer taking Lee with me if I was in Sams position. Since I know him personally, it will be easier for me to adjust with him at Vinnys Pasta and both Lee and I will not feel uncomfortable. Moreover, via having proper meal, it will help Lee to fight back against his under weight problem (Austin et al. 2006). If I deny or refuse him, it might become a case that Lee does not have his meal for the day at all. Now this will harm him adversely as patient with cerebral palsy suffers from GERD disease and empty stomach may further aggravate the acid reflux (Katz and Zavala 2010). Moreover, a patient with cerebral palsy want to remain fit like other placebo and wants to be accepted and welcomed by the peers (Parkes et al. 2008). However, due to their physical complications, they at times fail to gain friends. It is the duty of the family members and the care givers to understand the difficulty via communicating with them, discussing their emotional problem and providing a positive s upport. Cerebral palsy is common in the children and hence it can be ascertained that Lee is a young boy and due to his physical limitations (Vargus-Adams, 2005), he suffers from loneliness and feels de-motivated to have the meal all alone. Since he lives always from his parents, it is the duty of the caregiver to come forward and help Lee with these emotional and psychological problems. I will prefer going at Vinnys Pasta with Lee, this will give him a physical protection as he is suffering from chronic leg injury and will give him the opportunity to discuss his problems with emotional complications related to the phobia or dislike of eating alone. May be he suffers from the problem of difficulty in swallowing and if he has his meal while in company of others, he might overlook his share of swallowing pain. My practical experience says that patients open up while on conversation over a platter of meal or coffe and hence I will prefer taking Lee with me at Vinnys pasta. Conclusion Thus from the above discussion it can be concluded that, nurses must support the health and well being the patients. So in order to provide them with quality care, they at times must go beyond their professional relationships with the individuals as well as with their families or the concerned group of the communities. They must promote a thoughtful development of the constructive relationships. Moreover, they must not restrict themselves in the domain, which gives only provision for the direct clinical care. They must extend the nursing practice to any paid or unpaid role where they need to utilize their nursing skills and knowledge. This practice will eventually promote working in direct yet non-clinical relationships with the patients. References Arnold, E.C. and Boggs, K.U., 2015.Interpersonal Relationships-E-Book: Professional Communication Skills for Nurses. Elsevier Healthcare Sciences. Austin, G.L., Thiny, M.T., Westman, E.C., Yancy, W.S. and Shaheen, N.J., 2006. A very low-carbohydrate diet improves gastroesophageal reflux and its symptoms.Digestive diseases and sciences,51(8), pp.1307-1312. Australia, H., 2016. Cerebral palsy symptoms. Campanozzi, A., Capano, G., Miele, E., Romano, A., Scuccimarra, G., Del Giudice, E., Strisciuglio, C., Militerni, R. and Staiano, A., 2007. Impact of malnutrition on gastrointestinal disorders and gross motor abilities in children with cerebral palsy.Brain and Development,29(1), pp.25-29. Fahrenwald, N.L., Bassett, S.D., Tschetter, L., Carson, P.P., White, L. and Winterboer, V.J., 2005. Teaching core nursing values.Journal of Professional Nursing,21(1), pp.46-51. Finfgeld?Connett, D., 2008. Qualitative convergence of three nursing concepts: art of nursing, presence and caring.Journal of Advanced Nursing,63(5), pp.527-534. Jung, H.K., 2011. Epidemiology of gastroesophageal reflux disease in Asia: a systematic review.Journal of neurogastroenterology and motility,17(1), p.14. Katz, P.O. and Zavala, S., 2010. Proton pump inhibitors in the management of GERD.Journal of Gastrointestinal Surgery,14(1), pp.62-66. Leiter, M.P. and Laschinger, H.K.S., 2006. Relationships of work and practice environment to professional burnout: testing a causal model.Nursing research,55(2), pp.137-146. Lundy, C., Lumsden, D. and Fairhurst, C., 2009. Treating complex movement disorders in children with cerebral palsy.The Ulster medical journal,78(3), p.157. Nursing and Midwifery Board of Australia (2010) A nurses guide to professional boundaries. Retrieved September 2017, www.nursingmidwiferyboard.gov.au/Codes-Guidelines-Statements/Professionalstandards.aspx Nursing and Midwifery Board of Australia. (2015) Supervision guidelines for nursing and midwifery. Retrieved September 2017, www.nursingmidwiferyboard.gov.au/Registration-andEndorsement/reentry-to-practice.aspx Oberle, K. and Allen, M., 2006. Ethical considerations for nurses in clinical trials.Nursing Ethics,13(2), pp.180-186. Papavasiliou, A.S., 2009. Management of motor problems in cerebral palsy: a critical update for the clinician.european journal of paediatric neurology,13(5), pp.387-396. Parkes, J., White?Koning, M., Dickinson, H.O., Thyen, U., Arnaud, C., Beckung, E., Fauconnier, J., Marcelli, M., McManus, V., Michelsen, S.I. and Parkinson, K., 2008. Psychological problems in children with cerebral palsy: a cross?sectional European study.Journal of Child Psychology and Psychiatry,49(4), pp.405-413. Professional Code of Conduct f Nurses in Australia. (2017). [ebook] Melbourne: Nursing Midwifery Board Australia, pp.2 to 4. Available at: https://www.nursingmidwiferyboard.gov.au/Search.aspx?q=Code+of+Professional+Conduct+for+Nurses+in+Australia [Accessed 24 Sep. 2017]. Riggs, A.J., White, B.D. and Gropper, S.S., 2007. Changes in energy expenditure associated with ingestion of high protein, high fat versus high protein, low fat meals among underweight, normal weight, and overweight females.Nutrition journal,6(1), p.40. Rosenbaum, P., Paneth, N., Leviton, A., Goldstein, M., Bax, M., Damiano, D., Dan, B. and Jacobsson, B., 2007. A report: the definition and classification of cerebral palsy April 2006.Dev Med Child Neurol Suppl,109(suppl 109), pp.8-14. Vargus-Adams, J., 2005. Health-related quality of life in childhood cerebral palsy.Archives of physical medicine and rehabilitation,86(5), pp.940-945. Verschuren, O., Wiart, L., Hermans, D. and Ketelaar, M., 2012. Identification of facilitators and barriers to physical activity in children and adolescents with cerebral palsy.The journal of pediatrics,161(3), pp.488-494.

Layout Selection for Service Industry

Introduction Operation management deals with all the processes and activities that are involved in the transformation of an idea to finished product (Florence, 1984, p. 45). Its also involves the systems that are used in controlling the activities used to produce goods and services. The operations management process basically entails the transformation process involving inputs, transformation processes and the outputs.Advertising We will write a custom research paper sample on Layout Selection for Service Industry specifically for you for only $16.05 $11/page Learn More Inputs in the transformation process that is made possible through operations management include capital, human resources, natural resources, materials, information and customers of goods and services. Operations managers facilitate in value addition of the inputs through the transformation process enabling the production of goods and services. After value addition, outputs are produced t hat include products and services e.g., automobiles, furniture and aircraft. One of the important points in operations management is process selection. Process selection involves making decisions how production of goods and services will be organized. When making the above decisions, managers are confronted with major implications that they have to deal with. They include capacity planning, layout facilities, equipment and work systems design. Smooth production of goods and services can only be ensured when the above have been optimally met. In this paper, focus will be given to layout selection that will be discussed in detail in subsequent sections. Another bit of operations management that is critical to its success is the process selection and system design. This is a component of the transformation process discussed above that ensures the system runs smoothly. It involves forecasting, product and service design and technological change on one hand and facilities and equipment, work design and layout on the other. The two parts are made possible through capacity planning and process selection in industrial processes. In the free market setting, manufacturing and services comprise the biggest chunk of economic activities. The layout selection talked about earlier will concentrate on the services sector. However, for purposes of understanding, it’s imperative that a somewhat detailed discussion of both sectors is carried out to distinguish how elements of the transformation process apply. Additionally, there will be a lot of comparison n between the two in the analysis of layout selection in the services sector. Manufacturing and service sectors Since the advent of the industrial revolution, manufacturing has been the backbone of most economies. It still continues to support large sections of many global economies.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More McCluskey says that though both economic operations (manufacturing and services) have a common target of satisfying client needs, they do as well have stark differences that make that are clearly highlighted in their transformation processes and that serve to dictate differentiation of capacity planning, layout facilities, equipment and work systems design (2004, p. 43). The differences include tangibility of products from operations, customization and contact with customers. According to Stevenson manufacturers produce and deal in tangible products. The products are touchable and can be handled by customers (2005, p. 56). They include electronic appliances, vehicles, aircraft and different varieties of food. Services on the other and provide intangible products that customers cannot touch. They include hotel services, banking, education, and entertainment. Another difference between manufacturing and services is the customization of the products. In manufacturing, prod ucts are normally standardized such that goods of the same kind are similar across the board. For instance, ten cans of Coca-Cola are exactly the same with not varied differentiation. Service products on the other hand are normally customized according to the customers’ taste. Service products are tailored to meet specific client requirements hence they lack uniformity that is associated with manufactured products. For instance, different people have different preferences to hairstyles hence they will demand a style that conforms to their tastes, believes and budget. There is minimal contact between manufacturers and consumers of products. It’s highly unlikely for instance; that a car owner will ever met owners of Toyota or General Motors or the people who help in assembling the cars. Customer contact in the service industry on the other hand is unavoidable. Providers and workers in the service industry meet and interact with customers every day. According to Shogun M adeheim, part of the satisfaction that the customers derive from the service is partly due to the face to face meeting that takes place between them and providers. It’s important to note that buying and consumption of services takes place simultaneously (1986, p. 108). Service sector In recent years, industrialized economies have experienced a drop in manufacturing activities. Instead, the service sector has exponentially grown and overtaken manufacturing as the biggest economic sector. Currently, the service sector is the biggest employer accounting for over 90% of jobs created.Advertising We will write a custom research paper sample on Layout Selection for Service Industry specifically for you for only $16.05 $11/page Learn More Manufacturing comes in with only 12%. The analysis of service layout will entails through understanding of the context of service industry as used in contemporary economies. The word therefore carries as many meanings a s within the service economy. According to Verma Gurpal (2002, p.29), assert that any package must include benefits that are both explicit and implicit. For instance when one seeks a haircut, it amounts to supporting the facility (barber shop). The customer may pay for â€Å"Mohawk† hair cut which is the facilitating good that the barber will perform which is the service. Verma Gurpal therefore concludes that services are the perceptions and expectations that employers, customers and stakeholders have set up in their minds. The equipment layout and the procedures through which this service is dispensed in this setting is the service system. It’s also used in quality and standard maintainace (2002, p. 30). In service sector, transformation involves rendering service to customers through the use of inputs available to the providers to outputs that technically are satisfied consumers. This is achieved through the correct use of resources. The resources may include and n ot limited to materials, labour and the consumer. Satisfaction in the form of psychological fulfillment and as well as time is the utility that customers derive from services. For instance, the utility derived from eating at a fast food restaurant is time while on the other hand a young man taking a lady for a date at an elegant restaurant gives him/her psychological boost. Spacious shopping places like Wal-Mart attract millions of clients because the clients access many services under one roof. Managing operations in the services sector like in, manufacturing entails a lot of planning. The operations planning process of the services sector is however different from what manufacturing is. Operations planning Decisions made in operations planning in the service sector are more or less that in manufacturing. Starting or expanding business operations in the services sector requires managers to provide answers to the following questions. What types of services should they offer, and goo ds if necessary? They need to answer how they are going to provide the process, the location where the business is going to be operating from. The location question also includes the way the facilities of the business will look like. Finally managers need to answer how they are going to forecast and meet demand for the services they are offering. When answering the above questions, operations managers in the services sector effectively develop a plan that defines the operations process, facilities, site selection, capacity planning and size and layout (Metters et al, 2006, p. 27). Layout selection Layout can be described as the division, structuring and configuration of the various departments and work centres that specifically aims at streamlining the movement of work through the production system. Equipment too is grouped under work centers and the movement of work included the customers and materials used in the transformation process.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Stevenson (2005, p. 59) says that layout is concerned with the arrangement of the people and machinery to ensure efficiency of the production process. Layout therefore can be described as the physical planning that is involved in the designing of the transformation process through which the product or service will be produced in the required output, quantity as well as quality. For many operations managers in the services sector, layout and flow issues are the most important as far as general area design in the business environment is concerned. The importance stems from the fact that positioning of facilities relative to each other has a ripple effect on many operations aspects. The aspects that are as direct result of the effect of facility positioning are the distance that materials, information and customers have to travel during the operations chain. In a general sense many business layout s including the services sector adopt designs that minimize the distance covered by the a bove factors. Additionally, the layouts selected by managers in the service sector directly affect the quality of the services rendered. Many points of in the chain of operation where information and materials have to pass is likely to result in the annoyance or damage. Another important point that, managers have to consider when selecting layout for the service industry is its effect on throughput time. Generally long distances in the operations chain will result into longer times materials and information will pass through the operation. Finally, managers must consider the space that materials, information and customers have to cover in the operations process. In any business environment, space is costly. The importance of every square meters cannot be overstated. All financial aspects must be considered when selecting layout and the location of the business. It’s therefore important if the operations managers try to save on costs by seeking compact layouts that are commens urate to the services sector. Considering the above perspectives, McCluskey (2004, p. 49) says that layout and site selection in the service industry is a macro decision. It cannot be compared to site selection that is a micro decision. Layout and location in service industry is dependent on variables that include expansion, environmental impact and regulation from the government. More importantly however for service industry operators are variables such as accessibility, visibility, traffic density completion and availability of parking spaces. It’s important to note that the terminology that is used in describing layout selection requirements for service providers is that same as that is used in manufacturing but with slightly different meanings depending on the operations sectors that is being described. Both services and manufacturing settings exhibit fixed position layouts, process layouts, cell layouts and product layouts which in this case may also be referred to as se rvice layouts. These layout types will be discussed in detail in the context of services sector operations. Fixed position layout As the name suggests, resources used to produce services in the service sector travel to the customer or to the product instead of vice versa (Stevenson, 2005, p. 65). In other words the consumers in the operations process hypothetically remain fixated in one position while materials and labour are availed in the customers’ location, throughout the service. It therefore means that if the consumer of the service needs to stay in one place, the providers have no choice but to relocate to the consumers’ location. Fixed layout is common in service industries such as pool cleaning, landscaping and in consulting for decors. Fixed layout is also evident in movie production. It’s important to note that in the examples provided above the resources are concentrated in a fixed position. The simple reason behind this is the costs involved in movi ng the equipment and personnel to the client location is easier than moving the customer the resources location. However there are exceptions here the nature of the equipment used defines the fixed position such as barber shops, salons and hospitals that offer dialysis services. The above factors come in handy when operations managers are deciding on the layout selection for services offered in the industry. The fixed position comes out as the simplest among the four mentioned earlier. There may be a bit of investment that is required to establish the layout but the operation costs are relatively lower compared to the other layouts. Process layout This layout is also referred to as the functional layout (Verma Gurpal, 2002, p. 78). This is because the resources used in the transformation process are most of the time grouped together according to the function they are performing. Goods of similar functions are therefore grouped together. In this layout, services that need different requirements move in different ways between the clusters of the resources used for transformation. The above feature accords process layout flexibility in that it can easily adopt different processing requirements. The process layout is presents complexity in managing it given that there are flows that are crossing each other that may sometimes exhibit irregular patterns. The process applies in the services sector through the grouping together similar machines in the production of groups of services (McCluskey, 2004, p. 55). For instance service providers in a salon may group similar hair driers that offer the same service. Other service sector examples that exhibit the process layout include university lecture theaters and movie theatres. Grouping of the resources that are used in the transformation process is critical in the service industry and in the selection of this particular layout. Groping or clustering makes it easier for service providers who in the above cases are univer sities and salon owners to provide the service to many clients at the same time. Like all other layouts, process layout has many advantages that a service provider may want to consider in the selection process. The layout is well versed to handle many processing requirements simultaneously. This will especially come in handy in the service industry where time is of the essence. Another advantage that the service industry can take advantage of in the process layout is the fact that it is not prone to equipment failures. Furthermore, the equipment used in this particular layout is not costly. These characteristics make it attractive especially in the cost saving measures that every service operators is always looking forward to. Finally, the process layout presents to service providers the platform to implement individual incentive plans. These are particularly important in boosting employee morale so that they can dispense high quality service to the operator’s consumers. Cell layout Users of this layout system in the service industry aims at reducing the complexities that are associated with process layouts. Transformation resources are divided into many small manageable groups that are used in any action in products or groups of products. According to (Florence, 1984, p. 45), cellular production entails the arrangement of machines into a cell that makes it easier for the processing of services that have identical requirements. For instance all driers in a salon may be grouped together for a salon to offer only drier services. Group technology is a term that is commonly used in cellular layout designs. Equipment and/or transformation resources that have similar characteristics are grouped together in this layout design. Product layout According to Shubin Madeheim (1986, p. 81) the convenience of service flow is the most important consideration that service providers take into account. The product layout emphasizes standardized processing operations tha t are aimed at producing smooth hitch free services rapidly and in high volumes. The specific processing requirements of a service dictate the location of the facilities that are used in its production. Shubin Madeheim (1986, p. 81) adds that the traditional assembly line presents the most basic idea of what product layouts should look like. According to Stevenson (2005, p. 68), the classic assembly layouts is the most common I many service industries for instance in back office settings for instance banks. In the service industry according to (McCluskey, 2004, p. 75) the striking feature is the sequential arrangement of the equipment used in customer service. The machines are arranged in a sequence that depending on the service process that is sold. In service layouts in the service industry, there may be interruptions unlike in manufacturing. Services rendered during university registrations are atypical example of product layout. It’s safe to assume that product layout is the most important in the service industry. Given that the products or the services that are dispensed in the service industry are don’t need to go through production chain similar to that in manufacturing, its therefore important that service industry operators give impetus to this layout. Production layout has numerous advantages that service operators may want to take into consideration during the production process. They include a high rate of output that is as a result of the convenience that the layout emphasizes. In product layouts, the units’ cost is low compared to the other layouts. Additionally, labor specialization is high in the production layout. Labor specialization helps in high quality service provision hence achievement of maximum utility on the part of the consumers. Due to the arrangement of the transformation resources in product layout in the service industry, there is high utilization of labor and equipment and low material handling cost. Additi onally, there is consistent routine and scheduling in the layout that is critical in service industry operations. Importance of layout selection decisions in the service industry Decision making in the selection of service industry layouts is the most important point in the whole process. Stevenson (2005, p. 70) says that smart choices in layout decision making is important in that it helps in curbing inefficiencies in operations that for instance may result in high costs and bottle necks. Layout decisions are also critical in the safety management of the service industry. Good choices inn layout decisions will minimize the occurrence of accidents and other safety hazards within the work environment. Decisions should also make sure the layout chosen meets environmental and other legal requirements as may be required by the territories where the firm(s) is operating. Another very important aspect that any layout decision should make involves the ease with which changes in methods of production and equipment can be easily carried out. This will enable redesign of the layout plan as need be by the operators. The changes may be necessitated by fluctuations in demand and changes to the economic environment as well as government regulations. When making layout decisions in the service sectors, it’s important that all the factors and the layout systems discussed in the above sections be taken into account (Shubin Madeheim, 1986, p. 85). This is because layout selection in the service industry needs huge investments in terms of money, time and effort. The service sector like manufacturing requires substantial capital and labor intensive investments. Whether financing is done through private equity or loan agreements with financial institutions, both parties, interest are too important to ignore. Considering the primary business aim is to minimize costs and make more profits any investments that are done in layout selection in the industry must be smart to avoi d unnecessary changes that re likely to add to the business’s expenditure. Closely related to the investment is the long term commitment that is needed in selecting these layouts. There is a lot of volatility that is associated with the service sector. Though research and analysis needs to be done before one settles on a layout for business in the service industry. The urge to change the layout is likely to drive investors with no long term commitments into changing business layouts that will result in huge losses that may not be recovered in the long term. Compounded with the volatility, the business may likely go under. Many business experts agree that layout selection is important especially considering its impacts on the short-term operations in terms of cost and efficiency (Stevenson, 2005, p. 68). Short term operations will more often than not determine the long term position of business. The service industry is not different. If layout selection is not properly done, t he cost and efficiency on the transformation process will weigh down on the business whose ripple effect will be felt in the long term. The most likely impact of the above will be slow business or losses. Service Sector Layout selections: points to note The paper has highlighted different phenomena that are critical in operations management and that help in layout selection in the service industry. Layout selection in the service industry is different from manufacturing through there are few similarities. It’s important that for service providers to bear in mind that the primary functions of the service industries like all other industries is customer satisfaction. Therefore any layout selection that they may make must ne commensurate with customers needs and must always guided by principles that are important in the service industry. When selecting layouts for the industry, one of the most important factors for serviced providers to remember is that the industry more often t han not deals in intangible products. The products are customized according to customer preferences so as to achieve his/her needs. It should also to take into account the fact that the services produced in the service sectors are produced and consumed at the same time hence the layout should reflect that. Additionally, it’s important for service providers to bear in mind that any layout selection they make must uphold operational efficiency (Metters et al, 2006, p.23). On many accounts service sectors operations managers are hoping to make decisions just like operations managers in the manufacturing sector. Therefore it’s important if they can spend some time learning from their manufacturing counterparts on which services they will offer, how to provide the services, the demand for the services and most importantly the location of the services that will encompass the facilities and site. Layout selection therefore does not have to be implicitly centered on service in dustry requirements. Perhaps an interesting point to note in layout selection by service industry professionals is the fact that like manufacturers, they too can produce services by adopting the make to order approach where the providers will be availing services in exactly according to individual preferences or according to make to stock approaches where the serviced providers will be availing services for inventory. For instance a fast food restaurant may produce fries that are made according to a generally accepted a standard. On the other hand they fast food restaurant can make fries according to an individual preference. Alternatively, hotel can avail a standard room service as well as custom room service. Estimating capacity for a service business layout is somewhat more complicated than it is in manufacturing. This is because most of the services available in the economy are delivered on a need basis. Therefore estimating capacity for start up or expansion layout can prove to be a little tricky especially for inexperienced service providers or in cases where the plans were rushed without proper research. Operations managers in service industries should bear in mind that contact with customers is inevitable. Given that different customers have different tastes that have to be met, it’s possible to deal with irate customers whose special demand may subject managers to considerable pressure. The layout of the business should therefore provide for a mechanism through which quality is maximized and problem solving is dealt with in different levels. That way, managers are will be reprieved and will have ample time in concentrating in business management. Personalized service is one of the most proffered marketing tools in the service industry. Scheduling workers therefore is needed to ensure personalized service is available to customers round the clock. Unlike in manufacturing, scheduling in the service industry is about difficult and complicated. Sch eduling the service sectors is done to ensure there are enough personnel to handle fluctuating demand from customers. One of the ways that this problem is handled is through layout selection and design. The layout should ensure it corresponds to the needs of both workers and customers in such a way that scheduling will be easy and personalized service is achieved. Conclusion Layout selection is one of the most important decisions any service operator can make. The long-term impacts the decision carries with it cannot be overstated. The layout should ensure that optimum relationship exists among the transformation variables which will lead to provision of quality services. Additionally, it’s important that service producers realize the delicate nature of the service industry and the vulnerability that economic shocks present to it. This can be clearly demonstrated through the 2007 financial crisis where the services sector was worst hit. Again given the increasingly conscious and educated consumer, the layouts that service operators adopt should ensure they provide for the needed flexibility that will allow modification from time to time to suit demand, preferences and developments in the industry. References Florence. P. S. (1984). Investment, Location and Size of plant. London: Cambridge University Press. McCluskey, M. (2004). How Mature is Your Service Operation? Supply Chain Management Review 8, no. 5 (2004): 17–20. Metters, R. et al. (2006). Successful Service Operations Management. Mason: Thomson South-Western Shubin J. A. Madeheim, H. (1986). Plant Layout, New Delhi: Prentice Hall of India. Stevenson, J.W. (2005). Operations Management. New York: McGraw Hill/Irwin. Verma, J.C., Gurpal S. (2002). Small Business and Industry – A handbook for  Entrepreneurs. New Delhi: Sage This research paper on Layout Selection for Service Industry was written and submitted by user Artur0 to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.