Asking Friends and Family to Embrace Change

Asking Friends and Family to Embrace Change Change isn’t easy. More often than not, we don’t change because we get in our own way. Other times we don’t make a change because we’re afraid of what people will think about us, afraid of what they will say about us, afraid they will treat us differently. Ultimately, we are afraid of rejection. When we approached minimalism, we realized many of our closest friends and family members were supportive of the changes we wanted to make; and in other cases, many of them were neutral bystanders, ambivalent to the simplification going on around us. In some instances, some of the people closest to us didn’t approve of our new paths: some of these people mistook the journey on which we were embarking as a direct attack on their way of life, as if by questioning our lives we were also questioning their lives. Clearly this was not our intent: our journey involved questioning our lives, not theirs. We were simply looking for happiness, using minimalism as a tool to search for deeper meaning. Yet some people thought the changes we were making were silly, stupid, and even crazy (literally). We had worked hard for more than a decade to accumulate all these nice material possessions, big houses, fancy cars, “important” job titles, and the American Dream, all of which was supposed to make us happy, right? When the consumerist, over-indulgent lives we were leading didn’t make us happy, there had to be something wrong with us. At least that’s what the naysayers said: Maybe Joshua Ryan went crazy. Maybe they are experiencing a mid-midlife crisis. Maybe they joined a cult (someone actually accused us of joining a cult, likening minimalism to Jonestown and Branch Davidian). We had to explain a few things to these naysayers It’s not you, it’s me. We’ve all heard this line before. It has been parodied a thousand times, but there is a profound truth to be discovered here. We weren’t questioning anyone else’s lifestyle but our own. Many people weren’t happy with their own situations, and they aspired to be like us because they thought we “had it figured out.”  We didn’t have it figured out, though, and that frustrated some people because we were who they wanted to emulate: we had the material possessions, the salaries, the awards, the facade of power, the fast-track to corporate success. We looked around us, though, and realized most of the people above us, people several rungs higher on the corporate ladder, weren’t happy, eitherâ€"they were far less happy than we were. What were we supposed to doâ€"keep working exceptionally hard and aspire to continue to be unhappy? It’s all right to tell naysayers you’re making changes in your life so you can be happy. Better yet, you can do wh at we did and ask those naysayers a question: “You want me to be happy, don’t you?” Circumstances change. If our 28-year-old selves could have time-traveled back to 1999 to tell our eighteen-year-old selves about everything we were going to “accomplish”  over the next decade, the teenage Joshua Ryan would have been elated. You mean I’m going to have this, that, and this? You mean I’ll be able to afford this? The happiness would have soon faded, though, and by 28 (or perhaps much sooner) an overwhelming cloak of discontent would have enveloped our lives. That’s because circumstances change, and thus, we must change: we must continue to evolve and grow if we expect to be happy. What adds value to your life today, may not add value to your life tomorrow. You, too, can change. Minimalism may not be the answer for you. If you’re not happy, though, you, too, can build your change muscle and, over time, change your circumstances. There are many paths to happiness; minimalism simply allowed us to clear the clutter from our paths so we could find that happiness sooner. Show people the benefits. As we journeyed further down our paths, many of the naysayers jumped on board. Not because we asked them toâ€"we’ve never asked anyone to embrace minimalismâ€"but because they saw the happiness we’d welcomed into our lives. They saw that for the first time in our adult lives we were truly excited, joyous, and content with who we were. They saw that perhaps we didn’t have it figured out before, and maybe we didn’t have it figured out now, but we certainly appeared to be on the right track. The actions alone didn’t convince them, but once they saw the benefits, they better understood the changes we’d undergone. There were, however, some relationships we had to get rid of: it wasn’t easy, but certain peopleâ€"friends and familyâ€"weren’t adding value to our lives, they were sources of negativity, and they prevented us from growing. We treated this option as a last resort, but it’s important to know that, as we grow, even our relationships can change. Today, many of our old friends are still our friendsâ€"while others are notâ€"but we’ve also established new, empowering relationships that encourage our constant growth and help us enjoy what we contribute to the relationship. Read this essay and 150 others in our new book, Essential.

The Economic Recession Of Italy - 1703 Words

Italy is a country governed by a Constitutional Republic and has a diversified industrial economy with developed infrastructure. The economy consists of a vast majority of small and medium sized businesses, with few large corporations; and according to the United Nations, citizens of Italy enjoy the 26th highest HDI (human development index), indicating that the country overall is healthy. And while Italy is the 8th largest economy in the world by GDP, at $2.129 Trillion, its economy has been sluggish since 2000 with real GDP growth rate of less than 1.5% every year, and shrunk almost 7% between 2007-2011. The country has seen its debt increase from 113 to 132 (% of GDP), as a result of an increase in doubt over the government’s ability to manage the economy. The Italian Government needs to enact fiscal reform to erase the need for deficit spending, increase the country’s growth rate, and advance their economy in the long run. The global economic recession of 2008 sho ok economies all around the world. Some of the largest countries saw a massive reduction in their GDP, and Italy saw its economy shrink 3%. Italy still hasn’t recovered from the hit it took in 2008, and it is still causing problems for the country. Italy’s debt actually isn’t their problem, but it is the root problem. Italy has carried debt to GDP ratios well above 100% for over 20 years, but only now are they having serious economic issues. The real problem has been GDP growth. Back in the booming 1990’sShow MoreRelatedA Brief Note On The United States, Italy, France, And Italy1158 Words   |  5 PagesFrance, and Italy. Especially Italy is well-known as a shelter for stateless refugees. Conversely, Syria is a well-known region where more than four million people are displaced from. One million nine hundred thirty- eight thousand nine hundred ninety-nine (1938999) refugees are registered in Turkey, but Turkey is just a temporary passage to reach to Euro pean countries through land road. Italy is accepting refugees even it is under serious economic recession. So it is a hot issue whether Italy shouldRead MoreThe Relationship Between The United States And Germany1586 Words   |  7 PagesWall in 1989. Economics, Politics and Business. Today, the relationship is an alliance, and â€Å"as two of the world s leading trading nations, the United States and Germany share a commitment to an open and expanding world economy.† (Bureau of European and Eurasian Affairs, 2015) Germany was the strongest supporter of the Transatlantic Economic Council (TEC), â€Å"a political body that seeks to deepen cooperation between the United States and the European Union by promoting economic growth through increasedRead MoreJudicial Independence And Its Effect On Economic Growth1527 Words   |  7 Pagesjudicial independence cause GDP growth after the 2008 recession? Political scientists and law scholars have long linked judicial independence with GDP growth. However, factors such as a global recession have been largely ignored to support this notion. I propose that GDP growth will be positively influenced by judicial independence. II Literature Review: Feld, Lars, and Voigot analyzed 57 countries, on whether judicial independence affects economic growth. They looked at the GDP per country as a primaryRead MoreThe Global Financial Crisis Has Caused A Massive Deterioration Of Public Finances1465 Words   |  6 PagesThe global financial crisis has caused a massive deterioration in public finances in the euro area. The 2009 recession severely curtailed public revenues and weighed heavily on the welfare state. In addition, states have boarded on bank bailouts and costly stimulus packages. In 2010, no country belonging to the euro area was able to comply with the Stability and Growth Pact (SGP). Public debt in the euro area increased from 65% to 85% of GDP between 2007 and 2010. This debt crisis was certainlyRead MoreThe Impact Of Neoliberal Policy Failure Since The Great Recession1136 Words   |  5 PagesOf all the examples of neoliberal policy failure since the Great Recession, the eurozone crisis stands out as a work of art. The European authorities who made this mess – the European Commission, the European Central Bank (ECB), and the International Monetary Fund (IMF)—known as â€Å"The Troika†Ã¢â‚¬â€provide one of the clearest, large-scale demonstrations in modern times of the damage that can be done when people in high places get their basic macroeconomic policies wrong. That it has happened in a set ofRead MoreThe European Union : The Euro Crisis1318 Words   |  6 Pagesbreaking threats. However, since the American recession of 2008, the EU faces its greatest challenge of its short existence: the Eurozone crisis. The Euro, the monetary unit of the EU, is falling due to the fiscal policies of the so called PIIGS nations: Portu gal, Ireland, Italy, Greece, and Spain. Even with the support of the heavyweights of the European Union (France and Germany) the nations of PIIGS is suffering heavily from economic depression; this economic depression is causing fractures betweenRead MorePros and Cons of the Euro1729 Words   |  7 PagesEurope-wide interest rate, individual countries that increase their debt will raise interest rates in all other countries. EU countries may have to increase their intra-EU transfer payments to help regions in need.No Competitive DevaluationsIn a recession, a country can no longer stimulate its economy by devaluing its currency and increasing exports.Central Bank IndependencePreviously, the anchor of the European Monetary System has been the independence of the German Bundesbank and its strong focusRead MoreBackground Of The Company : Lojack Corporation1644 Words   |  7 Pagescame from automobile dealers. Case Background †¢ This case is about how LoJack manage with the struggle in the auto industry due to the global economic crisis in 2008. The case discusses LoJack’s expansion of vehicle recovery and into other markets with their system of tracking and recovery. †¢ As part of LoJack’s geographic expansion, they expanded into Italy with a company named LoJack Italia and work closely with car dealerships and insurance company. LoJack also acquired a company in Canada calledRead MoreThe Crisis Of Italy During World War II2049 Words   |  9 PagesItaly over the years has established itself as one of the most developed and powerful countries in all of Europe. Although this all may be true, it has not seen a great deal of recovery after the debt crisis that affected all of Europe and is falling behind in terms of globalization. After World War II, Italy had an economic miracle fueled by the Marshall Plan that allowed its economy to flourish. This huge growth was later stagnated and then in 2008, Italy was hit with a recession that it has hadRead MoreGreece Financial Crisis In Greece1114 Words   |  5 Pagesthe work force, mainly in agricultural and unskilled jobs. Greece is a major beneficiary of EU aid, equal to about 3.3% of annu al GDP. According to the CIA’s studies, the Greek economic system averaged increase of approximately 4% in step with year between 2003 and 2007, however the financial system went into recession in 2009 due to the world financial crisis, tightening credit conditions, and Greece inability to address a developing budget deficit. By 2013, the financial system had reduced in

Prospero Influence On Miranda - 1308 Words

William Shakespeare depicts Miranda as an innocent and naive young woman in The Tempest (1611). Her actions are largely influenced by her relationship with her father Prospero. This is a result of her isolation growing up, with only Prospero to raise, guide, and teach her from the young age of three. To analyze the influence Prospero has on Miranda it is necessary that we look at her language of assertiveness in Mirandas interactions with other characters, particularly Caliban and Ferdinand. Mirandas first appearance in The Tempest serves as an introduction to her mild and innocent character. Miranda is first introduced in Act 1 Scene 2. She begins the dialogue of this scene with â€Å"If by your art, my dearest father, you have put the†¦show more content†¦Mirandas view of Caliban is one of a monster that is vile and disgusting. During Mirandas interaction with Caliban in act 1, scene 2, we get a glimpse of her slipping out of this innocent preconceived idea of her charact er. Having grown up being raised solely by Prospero, there is no doubt that Mirandas view of Caliban is greatly influenced by the way Prospero thinks of Caliban. Prosper calls Caliban â€Å"Thou poisonous slave, got by the devil himself† (line 319). Miranda mirrors this view of Caliban by calling him â€Å"a villain† (line 308) and an â€Å"abhorred slave, which any print of goodness wilt not take,† (line 351). We can see that Miranda holds a view of Caliban that is identical to the view Prospero has of Caliban. Miranda claims to have pitied him once saying â€Å"I pitied thee,† (line 352), which is why she taught him to speak English. She claims she but in unmeasureable effort into teaching him as we see in lines 353-354, â€Å"Took Pains to make thee speak, taught thee each hour one thing or other.†. It is clear now however that she pities him no more. â€Å"I endowed thy purposes with words that made them known.† (line 356-357). She belie ves she paid Caliban a favour by teaching him her language. She says all this in response to Calibans vulgar words about his attempt to rape Miranda. Miranda feels that she did a favour for Caliban and he repaid her with betrayal in the form of sexual assault. She no longer pities him but hates him in the same way ProsperoShow MoreRelatedEssay on Isolation of the Individual in Society in The Tempest1458 Words   |  6 PagesIsolation of the Individual in Society in The Tempest In William Shakespeares play, The Tempest, characters such as Caliban, Prospero, Miranda and Ferdinand, experience varying degrees of consequences, due to their change in behaviour, while isolated from society. Although isolation from society affects the characters in different ways, some see it as being advantageous while others see it as being a curse. This essay will show how characters in The Tempest sufferRead More The Manipulation of Prospero Essay645 Words   |  3 PagesThe Manipulation of Prospero Manipulation means to influence or manage shrewdly or deviously; to tamper with or falsify for personal gain. In William Shakespeare’s play, The Tempest, we meet an interesting, mysterious Prospero, a magician and the true Duke of Milan now living on a deserted island with his daughter Miranda. Prospero has the power to manipulate his own daughter and does this because he wants to protect her from danger. Prospero has an interesting relationship with hisRead MoreShakespeares Presentation of the Relationship between Prospero and Caliban in The Tempest1202 Words   |  5 PagesRelationship between Prospero and Caliban in The Tempest Shakespeare’s ‘The Tempest’ is set on a small island between Tunis and Naples. The play is initially based around Prospero; once Duke of Milan, a loving father to Miranda and inhabitant of the island for the past twelve years, after being usurped by his scheming brother Antonio. When exploring the relationship between Prospero and Caliban, a ‘whelp hag-born’ living on the island when Prospero and Miranda first arriveRead More Comparing Power in Shakespeares Tempest and Aime Cesaires A Tempest1297 Words   |  6 PagesPower in Shakespeares Tempest and Cà ©saires A Tempest      Ã‚  Ã‚   Power is defined as the possession of control, authority, or influence over others.   In William Shakespeares The Tempest and Aimà © Cà ©saires A Tempest, power is a key element in the relationships that exist between characters.   As Caliban and Prospero battle for dominance over the island, Miranda finds that she holds a certain power of her own as she matures from an innocent youth to a sensual, strong-headed young woman.   Seen byRead MoreTheme Of Irony In The Tempest725 Words   |  3 Pages- a source of his enchanting powers and an influence over supernatural elements. Prospero uses the Magic Cloak to regain his Dukedom and to punish the evil. The Tempest uses vivid imagery to expand the audiences imagination throughout the play. The storm is the most lucid imagery in the play as it symbolizes Prosperos anger and suffering. Prospero is powerful enough to whip up a storm that causes a shipwreck to teach his enemies a lesson. Prospero manipulates everyone in The Tempest just likeRead More Exploring Shakespeares Presentation of the Theme of Power in The Tempest1647 Words   |  7 PagesHe presents these forms of power in a number of ways. In The Tempest Prospero appears to hold the majority of the power. He maintains his control over other characters in various ways, for example he uses the power of love to influence his daughter Miranda. Miranda is devoted to her father, and Prospero uses guilt to maintain this. In their first conversation, Prospero?s power over Miranda becomes apparent. She says ?Alack, what trouble/Was I then to you!? and itRead MoreDefinition And Discussion On Romances961 Words   |  4 Pagesisland, where Prospero, the rightful Duke of Milan, plans to reestablish his daughter Miranda to her correct place using skillful and illusion manipulation. Magician Prospero, rightful Duke of Milan, and his daughter, Miranda, have been stuck for 12 years on an island after Prospero s brother Antonio overthrew him with the 3-year-old Miranda. Gonzalo, the King s counselor, had covertly delivered their boat with sufficient water, food, clothes and the most-high-quality books from Prospero s libraryRead MoreEssay on Quest for Power In The Tempest1208 Words   |  5 Pagesambition and the moderation of ones ambition play in the effectiveness of control. Through their simple actions the characters from The Tempest expose their individual philosophies concerning strength and power. Moreover, these individuals influence or apparent influence upon each other must be contrasted to derive Shakespeares views. Po wer is sought universally among men, yet the control is achieved through moderation of ones ambition.    A clear definition of power may be ascertained throughRead MoreEssay on William Shakespeare: The Tempest561 Words   |  3 Pageshas used Prospero’s craft of magic, his great source of power, to influence and change the fates of other characters in the play; for personal gain or for the good of others. His personal gain is seen by his plan to use his power and magic for his vengeance against his brother Antonio, whom usurped his throne. For non-selfish reasons, he uses his power and magic to unite and create love between Miranda and Ferdinand throughout the play. 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Nothing Impossible Free Essays

Management Introduction Review of Management Articles Article assigned ANALYSING the thinking of F. W. Taylor using cognitive mapping Introduction Scientific management is one of the three major branches within the classical approach to management. We will write a custom essay sample on Nothing Impossible or any similar topic only for you Order Now Although the concept was suggested approximately a century ago, it still makes a significantly important role in 21st century management with new conditions and a considerable number of challenges. Frederick Winslow Taylor who was regarded as the father of scientific management suggested his concepts in 1911. Scientific management is defined as a theory that emphasises careful selection and training of workers, and supervisory support (Taylor, 1911). Taylor (1911) believed that precise procedures that were developed after careful study of an individual at work should replace the tradition on decision-making. The purpose of this essay is to review three articles that analyses the Taylorism and present how Taylorism is applied in current management sphere. Analysis of Assigned Article Cossette, P. 2002. Analysing the thinking of F. W. Taylor using cognitive mapping. Management Decision, 40 (2): 168-182 The author of this article used the cognitive map and the Decision Explorer to present and analyse the thinking of F. W. Taylor to produce a more in-depth and detailed knowledge and understanding of his ideas. Cossette (2002) demonstrated that the two key variables in Taylor’s scientific management were â€Å"Maintenance of a rapid pace†¦Loafing or soldiering† and â€Å"Harmonious relations between employers and men aware of their mutual interests†. As Taylor’s scientific management related to efficiency, the first concept that the author highlighted had completely reflected the Taylorism. Cossette (2002) concluded that â€Å"the maintenance of a rapid pace† was the most important concept for Taylor, since it was also by far the most important â€Å"consequence† of the cognitive map. Taylor’s scientific management was always considered as the division of labour pushed to its logical extreme, with a consequent de-skilling of the worker and dehumanisation of the workplace (Kanigel, 1999). However, the author showed another aspect of Taylor’s idea which was related to harmony. In cognitive map, the concept of â€Å"Harmonious relations between employers and men aware of their mutual interests† had the second largest number of direct links and the third centrality score compared to other concepts (Cossette, 2002). In addition, Cossette (2002) stated that â€Å"the prior conditions required to improve production and the results of this improvement for both employees and employers, are the two main dimensions that Taylor appears to use as a basis for his conception of the organization of work. Although a small number of concepts from Taylorism were less relevant, they suggested that Taylor’s thinking was not significantly complicated. This article helped us have a better understanding of the ideas of F. W. Taylor, demonstrated the relative importance of the concepts suggested by Taylor and revealed another side of Taylorism. Analysis of Article 1 Wre ge, C. D. Hodgetts, R. M. 2000. Frederick W. Taylor’s 1899 pig iron observations: Examining fact, fiction and lessons for the new millennium. Academy of Management Journal, 43 (6): 1283-1291 However, the authors of this article were in dispute with Taylor in a particular circumstance. Wrege Hodgetts (2000) stated that Taylor simplified the observation by presenting only some of the information and, he omitted many significant facts. The insight thinking of the authors was that contemporary organisation should apply new tools and techniques to achieve their objectives, and managers should increasingly concentrate on data collection and analysis and fight the tendency to accept anecdotes and hearsay as accurate (Wrege Hodgetts, 2000). The authors studied and analysed the case called pig iron observation, which came from Taylor’s scientific management principle, and concluded that although Taylor had made a great contribution to management history, he did neglect some significant real facts in this case such as failure to take the cost of damaging gondolas into account. In addition, the authors suggested five points that we could learn from this observation, which are â€Å"anecdotal data are often erroneous, primary sources must be consulted, all data have inconsistencies, replication is hallmark of good science and digital archiving is now critical† (Wrege Hodgetts, 2000). Moreover, the authors had concluded some suggestions that are valuable for the managers in new millennium. Wrege Hodgetts (2000) demonstrated that researchers’ being more systematic and sophisticated was important in their approach to chieving their goals, and that â€Å"benchmarking† was going to be a critical activity in the 21st century. This article revealed the limitation of Taylor’s scientific management, and the authors of this article recommended a considerable number of approaches and methods to help today’s managers reach their objectives successfully and efficiently. Analysis of Article 2 Boyns, T. 2001. Hans and Charles Renold: en trepreneurs in the introduction of scientific management techniques in Britain. Management Decision, 39 (9): 719-728 The author of this article used the case study of Hans Renold Ltd to extend Taylor’s scientific management theory, and explained how it was applied in this enterprise during the first and second decades of the twentieth century. The core ideals of the author were to confirm the contribution that Hans and Charles Renold made to introduce and develop scientific management in Britain, and distinguish the different methodology between Hans and Charles. It has been accepted that Hans Renold Ltd has been the first company to introduce Taylor’s scientific management in Britain (Boyns, 2001). Hans Renold â€Å"probably was the first British industrialist to appreciate the work of F. W. Taylor and adapt it to British management practice† (Urwick, 1956). He started to change the organisational structure and introduced a new functional organisation supported by a system of committees in 1908 (Boyns, 2001). Although there were some problems arising such as little resistance from the bulk of the workforce, scientific management principles were eventual successfully adopted at Hans Renold Ltd eventually (Boyns, 2001). The author of this article introduced the first application of Taylor’s scientific management in Britain and emphasized the fundamental position of scientific management in management history as it has already been applied for a century and it still plays a significantly important role in increasing the efficiency in the organisations in the 21st century. Application to Current Management Practice Around the Twentieth Century, Taylor’s scientific management theory had been widely used in the manufacturing and services industries. In the 21st century, scientific management does play an important role, and it is applied in several modern organizations. McDonalds is the world’s most famous brands, which is leading in the globally branded quick service restaurant applied the scientific management successfully in their business operations. Initially, Taylor (1911) stated that wage systems without incentive result in low productivity if no matter how much is produced the employee will gain the same pay. McDonalds stimulates employees in many effective ways. Regardless of the base pay, McDonalds develops competitive wage and promotion programs, hard work, motivation and results are recorded and rewarded at McDonalds (McDonalds, 2006). In addition, McDonalds also establishes great incentive programs in which employees have an access to gift and free food (McDonalds, 2006). McDonalds also offers an incentive pay system and provide the opportunity to earn competitive total compensation for employees when they successfully achieve the goals (McDonalds, 2006). Moreover, Long-term incentives are ensured to employees who are qualified to both reward and long-term creation at McDonalds (McDonalds 2006). Secondly, one of the most important principles of Scientific Management is scientifical training. Taylor (1911) suggested that each company should train the workers scientifically rather than passively leave them to train themselves. McDonalds has a strong belief in training, and training becomes a tradition at McDonalds, because they know its value to the bottom line of their business. Everyone in the business should attend a significantly important training, whether part, full time, hourly paid staff or salaried managers undergoing their compulsory restaurant training (McDonalds 2006). When a new employee joins McDonalds and starts his first working day, he will accept training at once. McDonalds even set up a Hamburger University, and the purpose of this action is to provide all McDonalds Corporation and Franchisees employees with training exclusively in various aspects of the business (McDonalds 2006). Those training systems make their staff more efficient and professional. Finally, Taylor (1911) taught that the only one method of work that maximized efficiency was to develop a standard method of performing each job efficiently by companies. McDonalds builds up a series of detailed and strict working standards, which guarantee that every product from any chain restaurant has high quality (McDonalds 2006). Moreover, McDonalds staff is specialized in different production procedure (McDonalds 2006). McDonalds has developed a standard method of performing each job and the employees can perform efficiently. Conclusion In conclusion, the authors of the above three articles explained the Taylorism precisely and explicitly. The core thinking of Taylor’s scientific management was efficiency particularly was speed, and it is widely applied in most modern organizations such as McDonalds to help increase the productivity. Although Taylor’s scientific management has some limitation as sometimes managers could overlook to collect important data by relying on it excessively, it still made an important contribution to the business world in the 21st century. Taylor laid the foundation of management, and with the application of scientific management, production efficiency has improved. Much of core of Scientific Management remains with us today, only been modified, updated and given a human face (Freeman, 1996). Term Paper on Functions of Management Eritrea Education Sector Development Program – Program Management Unit ESDP-PMU Management Functions 1. Introduction: Management is defined as the process of getting activities completed efficiently and effectively with and through other people . It encompasses an array of functions with which it accomplishes different tasks done successfully. These functions include planning, staffing, organizing, directing, and controlling. The Eritrea Education Sector Development Program – Program Management Unit, abbreviated as ESDP-PMU, is an institution destined to accomplish education sector program objectives that have to be viewed in terms of the government policy to boost the education sector in all aspects. Through the educational sector intervention, ESDP-PMU works to ensure increase in access, improve quality, boost capacities in all levels of the sector, and ensure equity in delivery education services. This paper explores the management functions in the ESDP, highlights strengths and weaknesses in view of the theoretical aspect of management function. Finally, it highlights some few salient points that are worth mentioning and by way of recommendations it tries to shed lights on issues that need improvement. 2. Overview of the management functions: Henry Fayol defines management as a science of forecasting, planning, organizing, commanding, coordinating, and controlling. The most commonly cited management functions are planning, staffing, organizing, directing, and controlling. Planning refers to the base of the other management functions. It is the management of the organizations’ future in an uncertain environment . Plans can be strategic, tactical, and operational. They can also be long-term or short-term. Plan should be built on specific, attainable, and challenging objectives. In the materials for the management course of SMAP it is mentioned that planning is important in that it offsets uncertainty and change, focuses attention on objectives, helps in coordination, gains economy of operation, helps in control, and increases organizational effectiveness. In that sense it divides plans to standing and single-use plans. Organizing refers to the organization of resources in an organization. Such organization can be charted on an organizational chart . Through this function management tries to determine the inside directorial configuration, establish and maintain relationships, and also assign required resources of the organization. Staffing functions follows the organizing function of management. Staffing refers to the filling and keeping filled positions on positions created by the preceding organizing function . Thus, staffing encompasses tasks such as recruitment, selection, training and retraining of employees. Directing refers to the control and supervision of the actions of the staff, thus, enables them to achieve the company’s goals and also accomplishing their personal or career goals which can be powered motivation, communication, department dynamics, and department leadership . Controlling refers to activities related to setting performance standards based on the objectives of the organization, measuring and reporting actual performance, comparing the two, and taking corrective or preventive action as necessary. As management is a creative problem solving , the coordination of the various functions mentioned above contribute to an efficient and effective accomplishment of tasks. The section below review the management functions in the ESDP-PMU. 3. Review of the management functions in the ESDP-PMU: The ESDP-PMU is destined to accomplish education related projects. These projects are financed through the proceeds coming from International organizations such as the World Bank, African Development Bank, European Union, as well as other UN bodies such as UNICEF and UNFPA. Each financier or development partner requires the need to follow ones procedures. The other dimension of the matter that needs attention is that each financier or development partner is set up to achieve each project objectives. Thus, there are kind of awkwardness in reaching a harmonized program objectives. Planning function in the PMU The PMU believes that proper planning is a prerequisite to success. It is concerned with the future impact of today’s decisions. In the PMU there is a section that deals with planning issues. It prepares tactical and operational planning in view of the project objectives. The planning that is made part of the Financing Agreements with the respective development partner can be taken as a strategic one. The Planning Section of the PMU prepares an Annual Work Plan and Budget (AWPB). On the basis of which, the procurement section derives its procurement plan, and the finance section derives its financial and disbursement plan. Therefore, we can see the following relationship in the planning function of the PMU. Graph 1. Planning function relationship From the foregoing planning relations graph, we can observe that all the activities envisaged to be done in a year or a year and half through the plans of the respective sections. Overall, all these plans reflect the scenarios â€Å"where we are now? †, â€Å"where do we want to be? †, and â€Å"how do we get there? †. It is good also to note that the submission of plans and seeking approvals is mandatory. This procedure is deemed appropriate and practically does positively affect the projects. Organizing function in the PMU To the PMU organizing function refers to establishing the internal organizational structure of the business. The focus is on division, coordination, and control of tasks and the flow of information within the organization. It is through this function that the manager distributes responsibility and authority to employees. The organizational structure of the PMU is shown below. It takes into consideration the objectives and tactics already identified in the planning stage. The structure decides the division of labor, delegation of authority, departmentation, span of control nd coordination issues. When we come to the division of labor, the PMU is divided into 5 sections, viz. , Planning, Monitoring, and Evaluation (PME), Procurement, Finance, Engineering, and Administration sections. And all the employees are recruited in such a way that they are fully occupied. In regards to the delegation of authority, as reflected in the organizational structure, the authority is exercised as per th e stipulated structure. The sections coordinate their work so as to achieve the objectives. This means that no section can stand alone. Staffing function in the PMU Staffing encompasses the tasks of recruiting, hiring, training, lay-off, and compensation of employees. The PMU recruits its staff with due regards to the management and labor needs. In so doing, it prepares job description, builds a pool of applicants, review the applications and select those to be interviewed, do the interview, check references, and select the best suited candidate and hire him. The PMU provides training to its staff in view of the timely job related developments and requirements. For instance, the staffs are made to be actively involved in the endeavors to upgrade themselves. Similarly, the PMU lays off its staff in view of staff’s reflections of incapacities in doing the tasks or showing other behaviors that are believed against the norms of the organization. It is the right of the employees to receive the needed compensation related with the job they undertook during their stay in the PMU. Directing function in the PMU Directing is influencing people’s behavior through motivation, communication, group dynamics, leadership and discipline. The purpose of directing is to channel the behavior of all personnel to accomplish the organization’s mission and objectives while simultaneously helping them accomplish their own career objectives. Highly motivated people perform better than unmotivated people. Motivation covers up ability and skill deficiencies in employees. The PMU gives motivation top priority. Employees are motivated through the material, financial, as well as work environment privileges. This is very important aspect that expedites the realizations of the objectives. Besides, the communication issues are very important as part of the directing function of management in the PMU. The staffs are careful enough in their communicative efforts such as with the financiers, partners, suppliers etc. The staffs are appraised for what they do, and disciplinary measures are taken for incidents of misbehaviors. Controlling function of the PMU Controlling in the PMU is done in view of the performance standards (indicators) set in each financing agreement back before the start of the implementation of projects. The Planning, Monitoring, and Evaluation Section of the PMU take care of such tasks as monitoring activities and evaluating against standards. The Planning, Monitoring, and Evaluation Section undertake routine or surprise checks of activities. At the mid term and final term of projects, they also conduct evaluations. In so doing, the section seeks preventive and corrective measures such as the incorporation of new mechanisms of implementations. The controlling function is done in all aspects of the program, such as controlling assets owned by the office, control on the staff in terms of their work hours. . General Observations in the PMU The PMU is known for its staff that is aware of the virtues out of team working, learning by doing, and complementarities. These attributes are very important for the management function to achieve effectiveness and efficiency in the tasks that are destined to accomplish. Most of the staff members are young professionals that they can learn easily fr om experiences of others, and that they possess the merit to catch up things through continuous reading. The team work in the PMU has assisted the effective accomplishments of activities as scheduled. Synergism is common place, and supporting one another is highly worked upon. 5. Recommendations From the foregoing we can understand that the PMU fully undertaking management functions. In order to cement the positive sides of what is going on in the PMU, I recommend the following points: †¢ that the various projects need to be harmonized †¢ that the staffing function be done in view of the experiences already nurtured. This means the job description in trying to hire staff has to be used in such a way that team work is given greater weight. that more training need to be provided to the staff †¢ that the young professionals be retained as a team in order to pursue the implementation of similar projects in other sectors such as agriculture, etc 6. Conclusion Efficiency and effectiveness are key words related to the realization of plans. The realization of this is the task of management. Management does these through the coordination of its functions. These functions are planning, organizing, staffing, directing, and controlling. The PMU is reputed for pursuing a management style that assists in the realizations of set objectives effectively and efficiently. All management functions are employed in the PMU, and thus the fruits of these concerted efforts are tangibly realized. 7. Works cited Website http://choo. fis. utoronto. ca/fis/courses/lis1230/lis1230sharma/plan1. htm http://www. ag. ohio-state. edu/~mgtexcel/Function. html http://www. ag. ohio-state. edu/~mgtexcel/Staffing. html http://www. buzzle. com/articles/management-concepts-the-four-functions-of-management. tml http://choo. fis. utoronto. ca/fis/courses/lis1230/lis1230sharma/history4. htm Kiflemariam Abraham, Reading on Principles of Management. March 2007 Management Term Paper * * Help Desk Operations for the Operating Forces Wilfredo Santiago Park University Author Note This is an insider view on how to streamline and improve the services provided by MCTSSA (Marine Corps Tactical Systems Support Activity) Help Desk to the Operating Forces. Abst ract MCTSSA Help Desk was established over 10 years ago to provide technical support to the operating forces. Today the Help Desk is referred to as OFTSSC (Operating Forces Tactical Systems Support Center) with a specific mission stated as: to provide continuous, distributed technical support, troubleshooting, and problem resolution for Command, Control, Communications, Computers and Intelligence (C4I) systems, in order to optimize those systems as force multipliers in assisting Marines to win battles. While the OFTSSC focuses on the needs of the Marine Corps, it offers technical assistance to all C4I system users across the entire Department of Defense (DoD), U. S. Government and all U. S. Foreign National Allies. The OFTSSC provides its customers with remote technical assistance by facilitating online access to supported system documentation, system software and offering live interaction with system subject matter experts (SMEs), via phone, online chat, and email. If a solution to a customer problem is not immediately available, OFTSSC personnel will actively work to obtain a solution by elevating customer issues to MCTSSA support engineers, system vendors, Marine Corps Systems Command program managers or other commercial or DoD customer support agencies. Help Desk Operations for the Operating Forces The OFTSSC from the start operated in an ad-hoc manner maintaining its mission capability with a support staff composed of contractors and civilian government analysts and a limited number of uniformed personnel. This odd mix of employees with identical goals as a mission end state has presented a management challenge that has hampered efficiency and responsiveness in providing the services as defined in the stated mission. This paper will address three persistent problems that exist within OFTSSC. First, the lack of a verifiable control measure to gauge analyst productivity and quantified work output. Staffing is also a source of issues that continue to impact OFTSSC’s ability to maintain its credibility as a reliable source of SME (Subject Matter Experts) and it has a continuing difficulty at retaining well trained employees to stick around. In fulfilling its function as a help-desk/support center for the operating forces, employees routinely receive calls from customers describing problems they encounter when employing tactical systems whether in garrison or on deployment. These calls are inducted into a database repository, Remedy. Here the adequacy of Remedy in providing as an output control comes into question. Although Remedy is widely used in the help desk community it is a system that requires a lot of labor intensive modifications to get take advantage of its capabilities as a help desk database tool. Currently, Remedy is employed as an out of the box software with limited modifications. Remedy can be modified as an output control tool that will enable management to effectively monitor employee productivity and efficiency. By design Remedy not only archives problems customers refer for solutions it also is a repository of all solutions created by analysts which is then made available for future use or reference as a knowledge based article (KBA). As calls are received from customers analysts input all data related to problems being referred for assistance into Remedy. The information will include system type and nature of the problem and complete customer information. All these information is populated onto a standard template. The analyst then proceeds to research the KBA archives by using a key word search related to the problem. If a solution match is found this is provided to the customer and the problem is marked resolved and archived. The utility of the Remedy database is not fully exploited as any type of record created is only available only thru accessed. With all these information available within a central repository it should be made available for for all analysts at a glance providing a snapshot of the problem, the status, whether pending, resolved or in progress. This should be displayed on a large monitor for all to see. With this information on display all analysts will have current status of all problems available at a glance. At a minimum this should display two weeks worth of activity. This display will serve as visible output control measure to gauge analyst activity and productivity. This quantifiable and measurable display of work output can be used as an objective measure of performance and used as a basis for compensation rewards. For the analyst this will also serve as a current constant visible reminder of work that is pending, in progress or completed. Today the mix of employee analysts within OFTSSC has a variety of skill sets whose qualifications for the jobs are based on their past work experience with a particular system. This has been a detriment to OFTSSC’s ability to provide reliable analysts consistently without periodic unavailability due to SME absence. This is a cause for concern because of its impact on the service reputation that is expected by the customers – availability among others. To fill this requirement gap it is imperative that the depth of analyst skill sets be enhanced. There are thirty analysts currently employed supporting over forty varying systems which include a variety of tactical radios. The systems are grouped into Command and Control (C2) or Tactical Applications (TacApps) with tactical radios included into TacApps. This grouping is done for purposes of limited management and tasking deconfliction. Personnel tasking however blurs the lines of personnel assignments as analysts are often randomly assigned to provide assistance on systems that he or she is not officially assigned. The practice has in many situations caused unexpected disruptions in service quality. Because too often analysts assigned to tasks do not possess the subject matter expertise to provide support requested. To mitigate this situation a training program that will involved cross training all analysts need to be instituted within OFTSSC. Staffing has to be reviewed and a reorganization of the analyst teams will have to be done in a manner that permits a well defined tasking of all analysts based on skill sets and grouping them based on previous assignments. Within each grouping a program of OJT (On the Job Training) will be initiated by pairing each analyst together and each one go thru a training program designed to increase their depth of skill and familiarity with systems other than those they are qualified on as an expert. During the training period ample opportunity will be dedicated to having the trainer and trainee to conduct business as a team. This process will be akin to a mentoring process that facilitates the transfer of knowledge and skill that will improve the services provided to customers. Reorganization and staffing once completed will result in a reliable and available analyst well trained on the system supported. The improved skill sets will require to be maintained if the quality of service is to be credible, this can be achieved with a programmed sustainment training that should include in-service training and follow-on continuing education to keep current with the dynamic nature of technology. Summary The operation of a support center such as OFTSSC is unique in that its main customer is the operating thus the focus of its services are the uniformed personnel who maybe in harm’s way, because of this it is critical that the quality and accuracy of service and information provide require a level of expertise that is above the norm. Analysts are assumed to be the experts on the systems they support therefore it is imperative that their training and quality of service measure up to the standards. If the service provided is to have any value or credibility the provider must have the requisite knowledge and training to be consistent with the required standards. At the onset staffing should focus on critical skill sets that are vital to the operational demands of the customers and they should sustain the currency of those skills. In order to maintain and improve the depth of knowledge and skill sets training is essential and once established sustainment will be required. Hiring standard is another area that will have to be visited to ensure that standards are maintained and qualified personnel are selected. This will preclude the impact of substandard services to the customer. References -3 points for not utilizing MG352 text to support term paper. 1. Operations Chief: OFTSSC Standard Operating Procedures, 2010 2. The Information Technology Infrastructure Library (ITIL) version 3, 2011 3. http://www. bmc. com/solutions/itsm/it-service-management. tml -3 points for improper citing of reference; below is how article from the Internet should be cited Author (2012, May 15). Name of Article, Date retrieved from the internet http://www. link. com 4. http://www. marines. mil/unit/marcorsyscom/mctssa/Pages/OFTSSC. aspx -3 points for improper citing of reference; below is how article from the Internet should be cited Author (2012, May 15). Name of Article, Date retrieved from the internet http://www. link. com How to cite Nothing Impossible, Papers

Info. Systems Analysis & Design Tackeld Organisation

Question: Discuss about the Info. Systems Analysis Design for Tackeld Organisation. Answer: Introduction In todays present competitive scenario, all business endeavor to enhance its service quality, and therefore, they constantly evolve their systems. The paper based tracking system is being used in Australian labs which is to be replaced by an automated system. The following report analyzes the feasibility of the project for Australian Labs. Firstly, the problems being tackled by the organization because of manual work will be analyzed and after that, the proper methodology for system development will be chosen. Then, the system requirements will be identified and cost-benefit analysis will be performed. Possible Approaches to System Development and Justification A project is explained as defined commitment that has a starting and an end via which an item is developed. System development can be described as a kind of agreement which comprises of a big job which provides an original information system. A successful system development project involves well-organized and systemized processes that offer highlights such as accuracy, efficiency, and trustworthiness. Traditional Predictive Approach All projects comprise of actions associated with location, execution, design, startups, and pre-determination. Various project activities are called phases. Additionally, a phase known as support is implemented. This maintains the actions changeable within a system. Newer Adaptive Approach In accordance with the System Development Life Cycle, the action that is modified within a project is required to be integrated as progress. In the beginning, all aspects are not properly defined and it is quite important. SDLCs first genre is called the Spiral Model that analyzes the project and until completion, modifies the content. The information system utilized for Australian Labs are (Hazaveh. ,2014) System Requirements According the analysis, the underlying system requirements are performed (Pendharkar, Rodger and Subramanian, 2008) Functional Requirements Functional or operational requirements are described as the requirements of the system which are to be accomplished so that the system can undertake real actions and offer required results. According to the history of the organization and requirements, the underlying functional requirements are noted Registration A process of registration which will be used by the system and both superior and subordinate employees. The process provides an exclusive ID and password to each employee for proper security. Authentication/Login After registering, the employees need to login to the system via their ID and password. Track inventory It allows users to track the inventory on the basis of order id. Report generation The user can generate, save and print reports. Track requests The technicians can track the requests i.e. pending request. Non-functional Requirements The non-functional necessities show the behavior of the system by providing some restrictions on the behavior of the system. Non-functional requirements are assumed to be assurance of proper system quality. The non-functional requirements are (ReQtest, 2012) Performance Static volumetric, time acknowledgement, optimum utilization, etc. Scalability The system needs to be adaptable to new spaces without much modifications in the suggested system. Reliability The system needs to be available 24x7. Sources of Software There are numerous software sources that are given below, in addition to their advantages Packaged Software Products These are also known as off-the-shelf software since organizations provide these packages for commercial usage. They are quite cheaper and are made available immediately. Enterprise Solutions Software These are widely utilized sources of software since it offers full integration with the organizations present business processes. Cloud Computing - These sources are newer kind of software since it is provided freely from the necessity of a computing foundation. The software is offered via the internet and the consumers can easily utilize it over the internet. In-House Development Organization might opt for in-house development of the necessary software if the necessary skill set is available. This type of software is always designed in such a manner so that the necessary specifications are accomplished. There are various off-the-shelf software packages which are present. The selection will be performed according to the requirements and needs of the specific project, in addition to project budget and skill set which is present with the organization. For the Australian Labs project, the underlying off-the-shelf software can be used to remain with budget and provide high availability and requirements (Riffel, and Levin, 1997) MS-Project for managing and designing schedule of the project. Adobe Dreamweaver for coding. MySQL Database for storing and management of consumer and vendor information. Project cost benefit analysis 2009 2010 2011 2012 2013 2014 Cost involved Costs -$80,000 -$25,000 -$25,000 -$25,000 -$25,000 -$25,000 Benefits $0 $40,000 $40,000 $40,000 $40,000 $40,000 Net Cash Flow -$80,000 $15,000 $15,000 $15,000 $15,000 $15,000 Discount Factors Discount Rate 6.0% Year (base) 2009 Year Index 0 1 2 3 4 5 Discount Factor 1.0000 0.9434 0.8900 0.8396 0.7921 0.7473 Discounted Flows Costs -$80,000 -$23,585 -$22,250 -$20,990 -$19,802 -$18,681 Benefits $0 $37,736 $35,600 $33,585 $31,684 $29,890 Net -$80,000 $14,151 $13,350 $12,594 $11,881 $11,209 Cumulative -$80,000 -$65,849 -$52,499 -$39,905 -$28,023 -$16,815 Net Present Value $11,384 Internal Rate of Return 10% Table 1: Cost Benefit analysis Cost benefit analysis is a process which is performed to find the economic feasibility of the project i.e. whether the cost invested will provide required benefits. In the given scenario, the total one-time cost is $80,000 and recurring cost for 5 five years is $25,000. The Net Present Value and Return on Investment are calculated. The NPV is positive and Rate of Return is 10% and break down occurs after 5 years i.e. payback period of the project is 5+ years with 6% discount. The following table is with 10% discount rate and NPV comes out to be negative. 2009 2010 2011 2012 2013 2014 Costs -$80,000 -$25,000 -$25,000 -$25,000 -$25,000 -$25,000 Benefits $0 $40,000 $40,000 $40,000 $40,000 $40,000 Net Cash Flow -$80,000 $15,000 $15,000 $15,000 $15,000 $15,000 Discount Factors Discount Rate 10.0% Starting Year 2009 Year Index 0 1 2 3 4 5 Discount Factor 1.0000 0.9091 0.8264 0.7513 0.6830 0.6209 Discounted Flows Costs -$80,000 -$22,727 -$20,661 -$18,783 -$17,075 -$15,523 Benefits $0 $36,364 $33,058 $30,053 $27,321 $24,837 Net -$80,000 $13,636 $12,397 $11,270 $10,245 $9,314 Cumulative -$80,000 -$66,364 -$53,967 -$42,697 -$32,452 -$23,138 Net Present Value ($23,138) Internal Rate of Return -2% Project Schedule The Project Management Body of Knowledge signifies the work breakdown structure as a deliverable related ranking decomposition of the work to be initiated by the team. In the following figure, the WBS is given. The actions are segmented into implementation, documentation, coding, testing, requirements, analysis, execution, design, and bonds. The actions are also segmented into sub-tasks which provide a summary of the actions that are required to be finished within the process. Figure 1: Gantt chart Most actions are broken up in the Gantt chart. These action are completed within the scheduled time. According to the initiation plans and requirements, the actions can be finished due to the appropriate amount of time. This is a less complicated manner in which the planned processes can be achieved. After analysis, the project can be finished in the time given 47 days. The Gantt chart given above explains the organizations status on which every tasks within the processes are finished. System Information Requirement Investigation Techniques Stakeholders In simple terms, the stakeholders are individuals or organization that are involved financially, physically, or in some manner, with the project. They will be affected in every manner such as profit, loss, drop down, etc (Systems Analysis and Design in a Changing World, 2016). Internal Stakeholders are as follows: Project Manager Developer Designer Database Administrator Test Engineer Implementation manager External Stakeholders are as follows: Project Sponsor Jim Larsen and his team Suppliers Vendors Customers Technicians Investigation Techniques 3 investigation techniques can be utilized for collecting information to begin the systems development procedures that will fulfill the requirements and desires of employees, shareholders, and members. Techniques of investigation are critical for the organization since it assist in determining the perspective of the stakeholders, employees, and investors. Questionnaire Method In this method, the investigator asks a series of preset questions. In consideration of the cost factor, it is quite cost-efficient and doesnt take up much capital. The questions depend on the project requirements. These questions will assist the organization in confirming the desires and necessities of the respondents for regulating the organization in accordance with the requirements to be fulfilled (Yuen, Law and Wong, 2003). Personal Interview Via this process, the investigator can individually investigate another individual in a 1:1 conversation. Then, the conclusions are drawn upon the answers received. These conversations assist the investigator in knowing about the respondents ideas and this leads to further progress. Secondary Sources This method comprises of analyzing historical data that is already present. These sources comprise of prior employee records of the jobs performed. All the positive and negative aspects are provided in the documents so that better understanding can be had (Valacich, George, and Hoffer, 2001). Reflections and Conclusions Australian Labs require a renovation of their present information system. Via this system, the consumer details can be maintained in an optimal manner. It manages and modifies the books of accounts. An option for online payment is available to the consumers. The projects main aim is to accomplish the customers requirements by offering them easy-to-use and advanced technologies. This automated system offers a turning point for laboratories and enhances their skills and manner of operations. Additionally, it assists in raising the business funds and profits. Thus, all problems will be recognized and solved by the application of a proper system development methodology that will be chosen so that grievances can be avoided. Sorting of the system requirements have been performed and all necessary analysis is done. The result of the analysis is that the project is feasible and can be accomplished. References Mahdi Hazaveh. (2014). What is an Expert System? Advantages and Disadvantages of it.. [online] Available at: https://blog.hazaveh.net/2014/08/what-is-an-expert-system-advantages-and-disadvantages-of-it/ [Accessed 19 Aug. 2016]. Pendharkar, P., Rodger, J. and Subramanian, G. (2008). An empirical study of the CobbDouglas production function properties of software development effort. Information and Software Technology, 50(12), pp.1181-1188. ReQtest. (2012). Functional Requirements vs Non Functional Requirements. [online] Available at: https://reqtest.com/requirements-blog/functional-vs-non-functional-requirements/ [Accessed 19 Apr. 2016]. ME, (2012).à ¢Ã¢â€š ¬Ã‚ ¯MLE11 - Communicate information and knowledge. [online] SQA. Available at: https://www.sqa.org.uk/files_ccc/MLE11CommunicateInformationandKnowledge.pdf [Accessed 21 Dec. 2015]. Riffel, J. and Levin, B. (1997). Schools Coping with the Impact of Information Technology.Educational Management Administration Leadership, 25(1), pp.51-64. Systems Analysis and Design in a Changing World. (2016). 6th ed. Webber, C. (2003). New technologies and educative leadership.à ¢Ã¢â€š ¬Ã‚ ¯Journal of Educational Admin, 41(2), pp.119-123. Yuen, A., Law, N. and Wong, K. (2003). ICT implementation and school leadership.à ¢Ã¢â€š ¬Ã‚ ¯Journal of Educational Admin, 41(2), pp.158-170. Valacich, J., George, J. and Hoffer, J. (2001).à ¢Ã¢â€š ¬Ã‚ ¯Essentials of systems analysis and design. Upper Saddle River, N.J.: Prentice Hall.

Article Questions Example

Article Questions Example Article Questions – Article Example Program Supervisor’s 2 March Article questions Necessity of change for an international organization It is necessary for an international organization to change because of the dynamic and competitive nature of the global environment. Benefits of effective change management also make change necessary. In addition, change leads to cost effectiveness of an organization towards competitiveness because of lower prices. It also offers efficiencies for other advantages over competitors. Change is therefore necessary for an international organization for efficient and effective operations towards competitive advantage (Project Management Institute 5). Requirements for change within an international organizationOne of the requirements for an international organization to change is well-defined objectives. This establishes standards for performance before and during a change process and motivates stakeholders to support the change. Commitment by the senior management, application of sta ndardized management practices, and effective communication with stakeholders; before, during and after change, are necessary (Project Management Institute 6). Recommended steps to manage people through organizational changeAs a CEO, I would recommend two steps to my organization for managing people through change. The first step is development and implementation of â€Å"project and program management culture† in the organization while the second step would be development of positive attitude among employees towards the organization and its change initiatives (Project Management Institute 9).Opinion on permanent change sustainabilityContrary to the article’s position that change should be sustained permanently, I believe that change should only be sustained while it is relevant. This is because of the dynamic environment that may render a change ineffective after some time. Thoughts about effectiveness of organizations’ adeptOrganizations’ adept at the i terative process of change cannot necessarily enable longer-term sustainable change because of dynamic forces affecting change, such as effects of technology and factors around employees utility. This perspective is consistent with the above opinion that identifies significance of the dynamic environment.Works citedProject Management Institute. â€Å"Enabling organizational change through strategic initiatives.† Project Management Institute. March, 2014. Web. March 3, 2015. .

Strategic Markeitng Managemnt(Carrefour) Essay Example

Strategic Markeitng Managemnt(Carrefour) Essay Example Strategic Markeitng Managemnt(Carrefour) Essay Strategic Markeitng Managemnt(Carrefour) Essay Strategic marketing management Company Information Carrefour Group, in the past 40 years have grown to turn out to be one of the world’s leading distribution groups. Carrefour began its journey in 1959 which was established in France by the Defforey families and Fournier. The name Carrefour came into existence as shops were located on thoroughfare, which literally means a place where it’s convenient to shop. Carrefour hypermarket was first opened outside France in Belgium and the first in Brazil, outside Europe. The group currently operates in three major markets: Latin America, Europe and Asia, also including China, Brazil, Indonesia, Poland and Turkey. Carrefour has set its foot in 34 different countries. Carrefour Group is number 2 worldwide and number one in Europe with over 476,000 employees with four main store formats like: Hypermarket, super market, discount stores and convenience stores. Ambition and everyday values: With one ambition, that is ‘making Carrefour the preferred retailer wherever in operates’ with three pillars which support and make it happen : Client- Oriented Culture, Transformation and innovation, which is followed by everyday values which are: Committed, Caring and Positive which in turn help Carrefour to achieve their value which is ‘ to make Carrefour a business that is recognised and loved for helping its customers and consumers enjoy a better quality of life, each and every day’. 1. Discuss the role of strategic marketing in an organisation John Scully defined strategic marketing as ‘a series of integrated actions leading to a sustainable competitive advantage’. Another definition of Doyle (1998) defines, ‘strategic marketing as planning for the organisation to utilise the optimum resources and make tactics to achieve the overall objectives of the organisation’. The strategic marketing brings the following advantages to an organisation: 1. Brings competitive advantage to the organisation by making themselves different from the competitors (Doyle, 1998). Carrefour group in case of pricing use ‘everyday low prices’ strategy, which ensures cheaper good with superior quality, which pulls in customers. 2. Increase the business capability by guiding the managers with the clear direction (Doyle, 1998). Carrefour knowing both their internal and external strength and weakness sets strategies which guide the employers and employees in the right direction. 3. Helps in analysing the market, competitor analysis, product/service analysis, classify the segments, target the customers, and position to the audience what they offer (Doyle, 1998). Carrefour group uses strategic marketing to investigate not only competition but also the competitive advantage the others have and along with it analyse the market growth and potential of retail industry. 4. The best approach to increase the sale, communicate and deliver the value is strategic marketing (Doyle, 1998). Carrefour interact and communicate through their customers by getting feedback, advertising, promotions which attract new customers, which helps to increase brand value at the same time create a position for itself in the customers mindset. 2. Explain the processes involved in strategic marketing and evaluate the links between strategic marketing and corporate strategy Marketing Planning Process Market Planning Process Market planning is the process in which the organisations monitors and control the internal and external opportunities and challenges to maximise the profit by delivering the value to the customers. This is called as situational analysis. The market planning process should be aligned with corporate strategy to achieve the corporate objectives (McDonald, 2008). Market Planning Process: Figure 1: Market Planning Process (McDonald, 2008). Corporate strategy Carrefour group aims to satisfy every customer expectation and satisfaction with professionalism and offer best possible prices (everyday low prices) for high quality products and services and grow to become the number one hypermarket in the world. Internal analysis Strength 1. Wide market presence 2. Skilled labourers 3. Multi-format strategy 4. Strategic acquisitions 5. Presence in 34 countries 6. Expanding and growing market. 7. Strong brand in world retail industry 8. Pioneers in hypermarkets. Weaknesses . Decline in operating margin. 2. Entry of competitors with new strategies. 3. Low like-for-like sales in domestic market. 4. All countries may not accept the pricing strategies(JAPAN) 5. Strategies are same throughout different countries, which may not be acceptable by the customers. 6. Poor E-commerce performance. 7. Weak positions in Asia and Middle East countries. Opportunities 1. Rebranding the champion b rand stores 2. Entry into emerging markets like China, Poland, Turkey, etc. 3. Focus to boost non-food sales 4. Strategic acquisitions and joint ventures 5. Development in discount stores. 6. Maintain better labor relations Threats 1. Low consumer confidence (since low price, customers have a notion it may be low in quality, especially Japanese customers). 2. Fierce competition 3. Wal-mart low prices is a threat 4. Rising labor cost. 5. Terrorism and instability in Africa and Asia 6. Entry of new players. External Analysis Ansoff Matrix Ansoff matrix is tool to find the market position of the organisation in the current market. This matrix will to find about position of the organisation serving the particular target market (Hannagan, 2002). Market penetration |Product Development | |Market extension |Diversification | Existing Market New Existing New Products Source: Adapted from Hannagan (2002). According to IMAP retail report published in September 2010, it says there were around 1409 transactions which valued at $17. 1 billion. Two major transactions: Kohlberg Kravis Roberts and Lotte Shopping Co. , represented alone around $2. 7bill ion which is nearly 15. 8percent of total dollar volume. In geographical terms, United Kingdom had the highest transaction volume of $3. 9billion with a total of 161 transactions in last 12 months till September 2010. United states fall second to a total value of $3. 4 billion USD. This report ultimately shows that the retail industry is growing worldwide at tremendous rate. Carrefour group along with the competiton made strategic acquisitions as below: Acquired 4 hypermarkets in Spain(2006) Acquired 6 hypermarkets in Taiwan. In 2005, acquired 10 hypermarkets in Brazil and 2 Turkish retail banners, including 12 hyper nova hypermarkets in Poland. They followed a pricing strategy called ‘everyday low price’ strategy where they provide goods at low rates each day and low when compared to other retail chains. They attract almost every new customer with ease due to their pricing strategy, but Japanese customers where the only ones who didn’t accepted the strategy and Carrefour at the same time was not able to keep up with the fashion trends of Japan. Marketing Strategy Carrefour aims at giving customers the best where ever it operates. By meaning preferred retailer it means drawing customers to shop to which they are loyal. It also means making customers want to visit, keep visiting the stores. For this very purpose Carrefour puts a low price for their products and keeps promotion and exhibitions for their shops which attract new customers keeping in mind their social commitment and corporate social responsibility. All strategies implemented or decided are always in line with the corporate strategy which is to achieve results. Implementation, Monitoring, Control and Forecast After setting the top level strategies, they analyse the business internally and externally and set the market strategies. They will communicate their plan to the stakeholders (agents, lecturers, staffs, etc). They will allocate their resources like finance, HR and physical resources to achieve their strategies. They monitor the progress of the plan through means of number of students, profit, and other key performance indicators. If the plan is not going in their way they make alternative plans or they try to control the situation as much as possible. With current analysis and market growth they forecast the future of their institution. Carrefour has B2B strategy in which implementation has three different levels, which are: local approach, regional approach with global co-ordination and finally global approach which have standard processes and shared tools. Monitoring and control is done by strategic partnership, advanced collaboration and entry ticket. Forecast at Carrefour is done by analysing the financial accounts and looking into the daily achievement of targets and set goals. 3. Assess the value of models used in strategic marketing planning SWOT analysis According to Johnson et al (2005) â€Å"SWOT analysis is used to identify the internal capability or strength and weakness of the organisation, deals with exploring and capitalising the opportunities and threat involved in the changing business environment. † Based on the internal analysis of the organisation CAMS can plan their strategic marketing, if they are strong the make offensive strategy (expansion and penetration) if they feel that they need to improve more than they should go with defensive strategies (retention, pricing, promotions, etc). Refer 2. 2 where the Ansoff matrix can be used a tool to identify position of the CAMS in the market. Situation analysis can be used along with market analysis to make the effective marketing planning. Carrefour strengths and weakness: Strength: 1. Largest hypermarket chain in terms of size. 2. Wide market presence 3. Ranked third in terms of profit in industry after Tesco and Wal-Mart 4. Multi-format strategy 5. Operating in 34 countries 6. Selling number of products with its own private brands. 7. Strategic acquisitions 8. More than 50% sales of the company come from France. Weaknesses 1. Reduce operating expenses. 2. Decline in operating margin 3. Weak position in Asia and Middle east countries. 4. Low like-for-like sales in domestic market. 5. Poor E-commerce performance 6. Too much time in opening new stores. Opportunities 1. Joint venture acquisitions for more expansion. 2. Rebranding champion stores 3. Improve sale performance 4. Reduce operating cost 5. Maintain better labor relations 6. Entering emerging markets 7. Focus to boost non-food sales 8. Develop discount stores. Threat 1. Fierce completion 2. Wal-marts low prices. 3. Low consumer confidence 4. Entry of new players 5. Slow expansion outside France. 6. Rising labor cost 4. Discuss the links between strategic positioning and marketing tactics Ansoff matrix is tool to find the market position of the organisation in the current market. This matrix will to find about position of the organisation serving the particular target market (Hannagan, 2002). Market penetration |Product Development | |Market extension |Diversification | Existing Market New Existing New Products Source: Adapted from Hannagan (2002). Carrefour group presently is running with around 495,000 employees and operating in 34 countries world wide. Carrefour offer a wide range of products like cosmetics, groceries, bakeries, every house hold items, including food items. Strategic positioning is positioning the organisation in the target market (image of the industry or organisation to the target audience) (Kotler and Armstrong, 2010). Marketing tactics is logical actions performed to position themselves in the markets (actions or steps taken to position themselves) (Kotler and Armstrong, 2010). The marketing strategy of Carrefour is mainly to offer goods at low prices and great quality and hence attract more customers. The group also provide promotions and exhibitions for its customers at various outlets. Now Carrefour has entered the Asian markets and also Poland, Turkey, etc. Also the B2B strategy which has been implemented gave out a positive result. 5. Analyse the merits of relationship marketing in a given strategic marketing strategy Relationship Marketing According to Payne et al (1998) the relationship is attracting, enhancing and maintain good customer relationship among the customers. The relationship is maintained between the existing customers and organisation through services and selling, by retaining the old customers they can grow in the market by getting new customers. The merits of having relationship marketing in Carrefour are a) they can get more customers through after sales feedback, b) offer bonus points and discounts for loyal customers which is possible by providing them with loyalty cards, c) advertising and promotion costs could be reduced through word of mouth marketing which is possible through loyal customers, d) market expansion, technology implementation, maintaining corporate social responsibility all is possible retaining existing customers, e) close relationship with existing loyal customers in form of special discounts for loyalty card holders, and f) which in turn ensures more customers due to referencing from old customers which saves cost on finding new customers. 6. Use appropriate marketing techniques to ascertain growth opportunities in a market Segmentation and targeting: According to Kotler and Armstrong (2010) segmentation is dividing the entire market according the buyer potential. Some of the types of segmentation are demographic, behaviour, psychographic, and geography. This technique is used to find out the potential users of the product or the service that we target to sell or produce. Targeting is selecting the clients to serve from the various segments selected (Kotler and Armstrong, 2010). Carrefour group can develop the existing stores located in Asia and Middle east countries which are facing problems. This may be done by having mergers or acquisitions with the retail chains established there. This provides Carrefour an ease to enter the market as well as use the raw materials or any transport medium which the merged company used. It also help to build contacts with suppliers and customers of the merged company, which brings new customers and increase in revenue can be guaranteed. Entry in Japan was failure, but they could again study the market in Japan and re-enter with a big bang which will help them capture the market in no time, but a different pricing strategy should be adopted in order to change their notion that ‘cheaper goods are low quality goods’. 7. Plan how to use marketing strategy options in a market Cost leadership: Porter (1985) said that when the organisation aims to provide the products or services at the minimum price, their strategy becomes cost leadership. They will compete with pricing from the other competitors. Mostly this technique is used when the clients are highly sensitive towards the price. Customers in today’s world are very price conscious as well as quality conscious. They are ready to pay higher price but without compromising on quality of the product. But Carrefour has product for all types of customers be it rich, middle class or poor. All good keep up their quality in low price too. This satisfies the middle class people’s needs to a certain level. Higher class customers may opt different or same goods at higher price. Giving product at low price is possible due to mass production as the customer base is huge. Own production plants act as a competitive advantage for Carrefour which puts the new entrants to re-think is their entry correct or not. 8. Create appropriate strategic marketing objectives for a market Marketing strategies for 7 P’s McDaniel and Gates (1998) defined marketing mix as â€Å"the unique blend of products, price, promotions, place and distribution to meet the specific demands of the customer. † They said the organisation or the marketing manager should focus on the 4 P’s and frame their plan according to their marketing strategies, each element should be focussed by the manager’s else entire plan will be failed. But now as technology got advanced and also the advancement in marketing areas and emergence of new theories, the 4 basic P’s of marketing mix has become 7 P’s, which are namely: product, price, place, promotion, people, physical distribution and process. Considering the product, price, place and promotion aspect of marketing mix, Carrefour has a wide range of product line and product extension. They see that there is no compromise on the quality of the product and since they produce most of the products in their plants, they are able to produce it at cheaper rates, which make them easy to sell at lower rates. The pricing strategy of Carrefour that is everyday low price is a niche in those times which they were able to implement with ease. Place and promotion of the stores and products are of vital importance. Access to market and customers convenience have to be checked before finalising the location and continuous promotion of stores and product should be there in order to keep up with the market. People, physical distribution and process are the latest in the marketing mix. People in general mean the, customers. Carrefour see’s that they meet their customer requirements and expectations when they do shopping. Distribution handling of Carrefour is done by themselves with the large trailers they have which they move to each stores in particular areas and delivering the products. 9. Report on the impact of changes in the external environment on a marketing strategy Marketing strategy Carrefour group share a common dream of a business that is recognised and loved for helping its customers and consumers enjoy a better quality of life, each and every day. This is ensured by three main pillars of Carrefour which are: commitment, caring and positive nature. Rising expectations: The number of consumers, consumer’s needs and fashion too is having a changing trend. One can say this is as a result of globalisation, which increases customer expectations and their standards. Customers prefer high quality goods with reasonable price. In case of luxury items it’s different, as potential customers go for high priced products and quality is in-compromisable. Carrefour carefully understands the customer needs and requirements with the change in trend and then produces which are in budget for them. Target market of Carrefour in general is the whole market where ever they are. Segmentation is possible in areas where its price sensitive. When we take the case of products, they avail products for different age. Let it be a baby, child, teenager or an adult, there are products that suits everyone. Customers are given suggestion box to give their feedback on products as well as the service rendered for them at time of shopping. This helps Carrefour improve its existing method of executing plans. Keeping a close eye on competitors pricing strategy and customer retention method, boosts Carrefour to think of innovative ideas to tackle their rival. 10. Conduct an internal analysis to identify current strengths and weaknesses in a marketing strategy Marketing strategy: Carrefour sees that their service and product as well, satisfies their customer in all ways and are meeting their expectations. This is not only to increase customer base and revenue, but also maintain and achieve their corporate social responsibility. Carrefour also integrates sustainable Strength and Weakness of Carrefour based on marketing strategies: Strength Wide market presence: presence in almost 34 countries helps them to have a wide span in the worldwide market. Multi-format strategy: means having everyday low price strategy and B2B strategy at the same time Joint ventures/acquisitions in different countries like Taiwan, Brazil, Turkey and Poland was a part of their marketing strategy which helps to expa nd their market. Employee base of approximate 495000 around the globe shows its wide network. Being a pioneer in hypermarkets give them additional competitive advantage among the rivals. Ranked third in terms of revenue in the retail industry after Tesco and Wal-Mart. More than 50 percent of revenue come from France which means they have a strong market base in France which makes them a pioneer in the French market. Strong brand in world of retail industry. Weakness One main weakness is that Carrefour takes too much time in opening new stores. Poor performance in E-Commerce Lack of maintaining labour relations. Rising labour costs make it difficult for retaining all labours Sometimes consumers may have low confidence; this is clear from failure of Carrefour in Japan market. Low like-for-like sales in domestic market. Weak own brand sales. 11. Propose strategic marketing responses to key emerging themes in a marketing strategy Proposal for Strategic Marketing: Carrefour c an target growing countries like India and China to set up a market base as both the countries are in growing stage with a tremendous growth rate. Rather than acquisitions, strategic alliance could be made with another company which enables Carrefour to reach a wider market. Maintain more close relationship not only with customers but also with suppliers as the chain with suppliers should not be tangled. Study of market, its customers in essential in order to enter a new market without fail. Failure in Japan is because of lack of market research and study. Strength and weakness of rivals should be found out which can be overcome by making it as the opportunities. Political and economical changes and involvement should also be noted before implementing a plan or strategic decision. References Doyle, P (2008) Value based marketing, John Wiley and Sons, United Kingdom Hannagan, T (2002) Mastering Strategy Management, Palgrave publishers, Great Britain Johnson, G, Scholes, K, and Whittington, R (2005) Exploring Corporate Strategy, Pearson Education Limited, United Kingdom Kotler, P and Armstrong, G (2010) Principles of Marketing, Pearson Prentice Hall, USA McDaniel, CD and Gates, RH (1998) Marketing research essentials, Ohio: Thompson Publishing McDonald, M (2008) Market planning and expert systems, Marketing Intelligence and Planning 7(7-8): 16-23. Porter, ME (1985) Competitive Advantage: Generic Strategies, Free Press, New York Websites IMAP retail report [online]. (2010) [Accessed 13/05/11]. 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