The Life of Powhatan Indian Pocahontas

National Service Framework Essays

National Service Framework Essays National Service Framework Essay National Service Framework Essay Indeed, even with clinical headways and expanded future, Diabetes remains the universes fifth driving reason for death and the quantity of victims is supposed to be expanding. The wellbeing profile of Medway shows no critical distinction contrast with England normal. It is plausible that improved safeguard measures ought to be created. For example while the general populace of Medway and Kent is predominately white, a few pieces of the region (especially in the north) are all the more ethnically various. In this manner medical clinics ought to apply strategies which mirror these ethnic varieties over the district. Seeing such contrasts empowers social insurance and wellbeing advancement messages to be focused in fitting manners (Kent and Medway general wellbeing observatory NHS 2008). The (DoH) (2008) calls attention to that the wellbeing profile of England gives some ongoing upgrades in various basic zones for instance declining death rates in focused executioners, for example, malignant growth and circulatory illnesses. Anyway comparative victories can't be ascribed to explore on diabetes, and the rates keep on increasing. In spite of the fact that reviews can give a helpful guide, for example an overview by the branch of wellbeing drew an association between a high predominance of diabetes and populace with more noteworthy stoutness levels. In April the Secretary of State for Health propelled Putting Prevention First, which set out designs for the NHS to convey a national program of vascular checks for everyone matured 40-74. This aspiring project will, just because, complete a precise, coordinated hazard appraisal of those individuals from the populace who are most in danger and who, as indicated by the proof, have the greatest chance to profit. Five Years on Delivering the Diabetes (NSF) (2008). At the point when the National Service Framework gauges were first distributed in 2001, just around 1.3 million individuals were determined to have diabetes, and it was believed that around a million had diabetes without knowing it. From that point forward, the Quality and Outcomes Framework (QOF) has compensated GP rehearses for the recognizable proof and treatment of individuals with diabetes in their general vicinity and therefore there are currently just about 2 million diabetic grown-ups recorded on training registers. This implies around 600,000 individuals have been analyzed over the most recent five years proportionate to 2,000 every week and are currently profiting by the help they have to deal with their diabetes (NICE 2009). Care arranging is a key piece of overseeing long haul conditions, and its significance has been expressed in various significant strategy archives. The last report of Lord Darzis, NHS Next Stage Review, High Quality Care for All, focuses on that, throughout the following two years, everybody with a drawn out condition ought to be offered a customized care plan. In February 2008 the National Diabetes Support Team (2008) created its manual for executing care arranging in diabetes Partners in Care and is additionally working with Diabetes UK and other key accomplices to decide approaches to help the NHS in inserting the standards of care arranging into the conveyance of diabetes administrations (NSF 2008). It has been accounted for that Primary consideration is improving at overseeing diabetes and one of the exceptional accomplishments of the Quality and Outcomes Framework is the rising quantities of diabetics accepting fundamental tests and estimations (for instance, circulatory strain and cholesterol). Better still the aftereffects of those tests have likewise shown wellbeing enhancements, anyway it is essential to take note of, that the 2005/6 National Diabetes Audit found that not every person is getting each care procedure that they need demonstrating that we despite everything have some best approach. Its additionally fundamental that the individual with diabetes is furnished with however much data as could reasonably be expected before their arrangement, to assist them with utilizing their time with the social insurance proficient as well as could be expected. This was a topic of the last report of the NHS Next Stage Review, which recognized that too hardly any individuals appro ach data about their own consideration (NSF 2008). Services There are numerous imaginative procedures that specialists can adjust to address the issues of various areas of the network. In Kent the network diabetes nursing group give proceeded with care and advance all through all phases of diabetic affliction. The group instruct those recently determined to have type 2 diabetes in facility and gathering settings across Medway and Swale and furthermore run bunch meetings for the individuals who need to begin insulin, generally by means of the phone triage framework, based at Parkwood Health Center. Home visits for the housebound are attempted, as are visits to patients in the network and emotional wellness wards, private and nursing homes and Prisons. The Community Diabetes Nursing group attempt the accompanying a wide scope of obligations giving inside and out warning and instructive help. National Frame work This National Service Framework (NSF 2005) for Long-term Conditions is a key apparatus for conveying the legislatures methodology to help individuals with long haul conditions planning to expand on proposed changes in NHS the board and dispatching to achieve an organized and orderly way to deal with conveying treatment and care for individuals with long haul conditions to improve wellbeing results for individuals with long haul conditions by offering a customized care plan for powerless individuals most in danger; to diminish crisis bed days by 5% by 2008 through improved consideration in essential consideration and network settings for individuals with long haul conditions; to improve access to administrations, guaranteeing that by 2008 nobody stands by over 18 weeks from GP referral to medical clinic treatment, including every single indicative system and tests. The (NSF 2005) completely underpins the idea of decision set out in Building on the Best: Choice, responsiveness and value in the NHS. This means to guarantee that all individuals have a decision of when, where and how they are treated from beginning of ailment until the finish of life. End: This exposition had indicated a basic record of the wellbeing necessities of a patient experiencing a ceaseless ailment featuring the significance and the need of thinking about a diabetes victim inside the network. Mr Thompsons case had indicated that as diabetic endure and the issues he had with his foot. The suitable treatment was fundamental so as to manage his concern the inclusion of a multidisciplinary group help to give the essential treatment to help Mr Thompson. Network Matron and the locale nurture assumed a significant job by following up in the interest of the patient who is experiencing a drawn out ailments guaranteeing that the patient got the proper consideration they need detailing a consideration intend to help control his diabetes and keep an eye on his foot ulcers. The danger of creating type 2 diabetes is know to increment with age, and might be because of individuals at a more seasoned age getting less dynamic, putting on weight tends to influences their versatility and debilitating their circulatory framework. The Department of Health prescribe that measures can be taken to improve the lives of diabetics. In spite of the fact that diabetes right now can't be quickly relieved, by utilizing prescription and different treatments it tends to be controlled. Anyway Foot issues that are brought about by diabetes connote more patients are bound to invest more energy in emergency clinic spending medical clinic assets which is can be exorbitant. Pleasant direction suggests that ordinary survey of patients feet ought to be attempted by the consideration from a multi-disciplinary foot care group whose point are to recognize hazard factors, (Armstrong et al 1998, Edmonds et al 2004) brings up the significance of dispensing with or dragging out the advancement of ulceration and can altogether diminish the occurrence of confusions and removal. The administrations points are to help individuals with long haul conditions by conveying suggest changes that will help individuals with long haul conditions. There are benefits inside the network that offer help and training for diabetes endures In Kent the network diabetes nursing group assume significant job in this time administration.

Best Business Plan Writers

Best Business Plan Writers Best Business Plan Writers Online Home›Best Business Plan Writers OnlineTop Business Plan Writers for HireLooking for business plan writers who can articulate your vision? Whether you are a budding business owner or a college student who is working on a project in your business course, there are plenty of business plan writing services out there. Of course, the problem is that while most claim they can deliver on their promises, in the end their actual “business” plan is to take you to the cleaners. That is not the case with us. For more than a decade, our business plan service has developed a solid reputation for providing aspiring business owners exactly what they need: the best business plan writer to make your idea look perfect on paper. Over the years, our business plan writing services have helped small IT companies, restaurants, fitness centers, and even yoga studios get off the ground by providing sound analysis about the market and developing short- and long-term plan s for success. If you want to see your dreams become a reality, hire the top business plan writers today!Save extra 10% on each and every order by receiving 300 words/page instead of 275 words/page offered by most of the essay writing websites.Want to Start a Business? You Need to Buy a Business Plan

German Loan Words Used in English

If you are an English-speaker, you already know more German than you may realize. English and German belong to the same â€Å"family† of languages. They are both Germanic, even though each has borrowed heavily from Latin, French, and Greek. Some German words and expressions are used constantly in English. Angst, kindergarten, gesundheit, kaputt, sauerkraut, and Volkswagen are just some of the most common. English-speaking children often attend a Kindergarten (childrens garden). Gesundheit doesnt really mean â€Å"bless you,† it means â€Å"health†Ã¢â‚¬â€the good variety being implied. Psychiatrists speak of Angst (fear) and Gestalt (form) psychology, and when something is broken, its kaputt (kaput). Although not every American knows that Fahrvergnà ¼gen is â€Å"driving pleasure,† most do know that Volkswagen means â€Å"peoples car.† Musical works can have a Leitmotiv. Our cultural view of the world is called a Weltanschauung by historians or philosophers. Zeitgeist for â€Å"spirit of the times† was first used in English in 1848. Something in poor taste is kitsch or kitschy, a word that looks and means the same as its German cousin kitschig. (More about such words in How Do You Say â€Å"Porsche†?) By the way, if you were unfamiliar with some of these words, thats a side benefit of learning German: increasing your English vocabulary! Its part of what the famous German poet Goethe meant when he said, â€Å"He who doesnt know foreign languages, doesnt know his own.† (Wer fremde Sprachen nicht kennt, weiß auch nichts von seiner eigenen.) Here are a few more English words borrowed from German (many have to do with food or drink): blitz, blitzkrieg, bratwurst, cobalt, dachshund, delicatessen, ersatz, frankfurter and wiener (named for Frankfurt and Vienna, respectively), glockenspiel, hinterland, infobahn (for â€Å"information highway†), kaffeeklatsch, pilsner (glass, beer), pretzel, quartz, rucksack, schnaps (any hard liquor), schuss (skiing), spritzer, (apple) strudel, verboten, waltz, and wanderlust. And from Low German: brake, dote, tackle. In some cases, the Germanic origins of English words are not so obvious. The word dollar comes from German Thaler — which in turn is short for Joachimsthaler, derived from a sixteenth-century silver mine in Joachimsthal, Germany. Of course, English is a Germanic language to begin with. Although many English words trace their roots back to Greek, Latin, French, or Italian, the core of English — the basic words in the language — are Germanic. Thats why it doesnt take too much effort to see the resemblance between English and German words such as friend and Freund, sit and sitzen, son and Sohn, all and alle, flesh (meat) and Fleisch, water and Wasser, drink and trinken or house and Haus. We get additional help from the fact that English and German share many French, Latin, and Greek loan words. It doesnt take a Raketenwissenchaftler (rocket scientist) to figure out these â€Å"German† words: aktiv, die Disziplin, das Examen, die Kamera, der Student, die Università ¤t, or der Wein.   Learning to use these family resemblances gives you an advantage when working on expanding your German vocabulary. After all, ein Wort is just a word.

The Far-reaching Effects of Smoking Essay - 616 Words

Smoking has far reaching effects on your life and the lives of others around and being able to quit this habit can allow you to live a more active life free of the desire to smoke. Smoking cigarettes are an addictive habit that is caused from a chemical that is in the tobacco called nicotine. Addiction is the word that is used to describe a person that habitually smokes cigarettes but the word addiction was not always used to describe such a negative thing. Addiction originally was used to describe an individual that was committed to another to learn a trade such as on the job training is used today. In the 1800’s the word addicted became more related to negative actions such as alcohol, cigarettes or drugs. Cigarettes are addicting†¦show more content†¦A year after you quit, your chances of having a heart attack are cut in half. In five years, your risk of having a stroke is the same as that of a nonsmoker. In 10 years, your chance of lung cancer is half of what it would be if you had continued smoking. In 15 years, your risk of heart disease will be the same as that of a nonsmoker.(45) Quitting this drug like any other has withdrawal symptoms that are related to quitting this type of drug that can be overcome with assistance but failure is still a concern. Nicotine replacement drugs are available as an over the counter medication for purchase at any local convenience store. Reducing the amount of cigarettes you smoke may be able to lessen the chemical dependency that you have and then quitting all together could reduce the risk of withdrawal symptoms. These types of medications have the ability to assist with the chemical dependency of cigarettes but not the psychological desire to smoke. To combat this psychological dependency some people turn to therapy to determine the triggers that make them want to smoke and determine alternate methods to deal with those triggers. Aversion therapy is another method that has been used in the past in which one will combat the pleasure that they receive from smoking with a negative one. This method is accomplished by simply attaching a rubber band to ones wrist that they use toShow MoreRelatedEssay Smoking Should NOT Be Banned in Public Places730 Words   |  3 PagesSmoking Should Not Be Banned in Restaurants      Ã‚  Ã‚  Ã‚   In the perfect situation, smoking policy would be set by bar or restaurant owners, and customers would patronize the establishments with the policy they prefer. Customers would decide-without the governments help-if they want to avoid smoke-filled rooms or enter them. They might even choose to sit in an area sectioned off for smokers or non-smokers, but the ultimate issue is choice (Ruwart 1). When the government starts telling restaurantRead MoreShould Smoking Be Public Places?1110 Words   |  5 Pages Will smoking be convenient in your life? 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In line with this, the families of the addicts have to live in constant fear of possible developments, fear of what could beRead MoreNot So Young At Heart1635 Words   |  7 Pagese-cigarettes, gum, nasal sprays, etc. With an abundance of resources, quitting has become easier than ever. And as quitting has become easier, awareness is at is peak with the rise of the Internet and social media. The stigma around smoking is growing, and the health effects are becoming more noticeable and easily communicated. This invokes the following question: Why do people continue to smoke, knowing that it will damage their health? This advertisement, titled â€Å"Not-so-young at heart† was initially

Management Control Systems Final Written Case Assignment Free Essays

Management Control Systems Final Written Case Assignment Budgeting and Performance Evaluation at the Berkshire Toy Company Prepared for: Karen M. Foust, Ph. D. We will write a custom essay sample on Management Control Systems Final Written Case Assignment or any similar topic only for you Order Now , C. P. A. Adjunct Professor at Tulane University A. B. Freeman School of Business New Orleans, Louisiana Prepared by: Andres A. Calderon andres. calderon@ieminc. com PO Box 21420 Baton Rouge, LA 70893 Date: September 4, 2000 Background Janet McKinley’s father, Franklin Berkshire, founded Berkshire Toy Company (BTC) in 1974. In 1988 Janet worked her way up to the position of Assistant to the President after completing her MBA. Janet promoted employee participation and teamwork. The company went public in 1991, and in 1993 Mr. Berkshire retired, leaving Janet as corporate CEO. In 1995 Quality Products Corporation, a company with a wide variety of products, acquired BTC for $23 million. Janet had an agreement that allowed her to continue to work for BTC for at least 5 years at an annual salary of $120,000. The company had a staff of 241 employees organized in three different departments: purchasing (11 employees managed by David Hall), production (175 employees managed by Bill Wilford), and marketing (52 employees managed by Rita Smith)1. BTC produces a fifteen-inch, fully jointed, washable, stuffed teddy bear. The bear is packaged in a designer box and is accompanied by an unconditional lifetime guarantee, and a piece of chocolate candy. The bears are accessorized according to customer order specifications. Internet sales began in 1997. Janet has just received the June 30, 1998 income statement showing Operating Income at $1,632,317 below budget, while Total Revenue is at $1,440,487 above budget (see Exhibit 1). Janet is having trouble understanding how the company’s revenue is thriving, but the company is not generating profits as expected. Current Situation BTC is a decentralized division of Quality Products Corporation that has been experiencing growth in sales over the past four years (see Exhibit 2a). BTC’s strategy is to have an enhanced product image, build customer brand loyalty through product differentiation, and produce an all American quality product. BTC implemented a management compensation plan in 1997; the plan is structured as follows: †¢ †¢ David at Purchasing: 20% of net materials price variance, assuming favorable Rita at Marketing: 10% of excess variance of net revenue, assuming favorable 1 The remaining three employees are Janet, her secretary, and her secretary’s assistant †¢ Bill at Production: 3% of net variance in material, labor, variable overhead, labor rate variance, and the variable and fixed overhead spending, assuming favorable variances The bear is hand made and the quality of material acquired by purchasing can negatively affect production generating excess waste or potentially jeopardizing the quality of the product. Marketing sells the bear through catalogs, company’s retail store adjacent to the factory, Internet sales, wholesale to department stores, toy boutiques, and other specialty retailers. Most orders are shipped the same day as they are received. Commissions of 3% are paid on retail store sales and sales to wholesale buyers, no commissions are paid on catalog sales. Internet sales began in 1997 with bears being sold at a wholesale price of $32. The Marketing and the Purchasing departments seem to be operating well, but the Production department manager has identified the following problems: production was affected by materials ruined during flood, raw material is substandard, high rate of product stock-out, deviations from standard production plans, overtime to met sale demands is high, overworked staff, plant is at maximum capacity, and maintenance is almost impossible to be scheduled. Analysis of the Case Non-quantitative BTC could work an alliance with its supplier in such a way that raw material is guaranteed to meet high levels of quality. Currently Bill in production receives the raw material from David at purchasing, so inspections for defective material happen at the time of production and under the pressure of orders piling up awaiting production. David does not have any incentive to provide quality, but just to reduce his cost. Current incentive plan is not working to the advantage of the Production department, it is not fair to have bonus linked to factors that cannot be controlled by the responsible manager. Incentives are structured in such a way that they encourage â€Å"low balling† revenue figures by the Marketing and â€Å"high balling† raw material price budgets by the Purchasing manager. A budget of zero sales to be achieved by the Internet deployment, supported by an expensive national radio campaign, is not acceptable and should not be rewarded. Quantitative Analysis The favorable sale revenue of $1,440,487 can be explained by a favorable impact of Internet sales2 (+307%), an unfavorable effect of the Retail and Catalog sales (-214%), and a negligible budget variance (+7%) explained by the Wholesale efforts. Ninety one percent (equivalent to $2,300,980) of the unfavorable Total Variable Cost variance ($2,515,896) can be attributed to unfavorable variances in: Direct Labor (39% or $980,305), Variable Overhead (27% or $679,361), and Variable Selling Expense (25% or $641,314) (See Exhibit 4). Almost the entire unfavorable variance of fixed cost can be attributed to the unfavorable variance in Selling Expenses. The Direct Labor3 variance is mainly due to a variance of 42% (from 1. 2 budgeted to 1. 7 actual) labor hours per unit and a variance in salary rate from $8. 0 budgeted vs. $8. 17 actual. The Variable Overhead also affected by the unfavorable 1. 7 hours per unit of direct labor, contributed with an unfavorable amount of $181,639 (see Exhibit 6c). The Variable Overhead Cost per Hour went up due to the additional overhead. The Variable Selling Expense caused an unfavorable variance of $ 443,100 due to the added cost per unit (see Exhibit 6c). Average price per unit sold $44. 37 compared to a $46. 45 budget. The mix variance stemmed mostly from a price difference between Retail Catalog ($49) and Internet ($42) sales. The 280,000 units are distributed between Retail Catalog (85%) and Wholesale (15%) sales. Using the Static Budget Mix expected sales are of $15,122,083 (see Exhibit 5). Fixed Cost Selling Expenses caused an unfavorable variance of $560,192 to the budget, compared to a negligible favorable increase of $261 to budget due to the Fixed Cost Administrative Expense. 4 Almost half ($225,627 favorable) of this unfavorable variance is counteracted by the higher than budgeted output and a fixed manufacturing overhead per unit of $ 1. 674 compared against the budgeted $1. 97. The overall unfavorable $114,910 Fixed Manufacturing Overhead is due to the variance in labor hours per unit. Due to 2 3 Or better said a very unrealistic â€Å"low ball† budget of Internet sales I attribute this to the fact that the company works on an â€Å"order received basis†, instead of forecasting production. the incentive structure at BTC, David Hall has been buying â€Å"cheap† polyester fill ing and accessories, causing an unfavorable price efficiency variance of $49,609. Sales and Total Cost unfavorable variance of $ 2,669,607, compared to $1,632,317 budgeted can be attributed to poor sales mix performance (unfavorable Budgeted Sales Variance $675,589) and unfavorable Labor Volume Variance ($437,338)5. Incentive Program It is my opinion that the incentive program at BTC is the major contributor to the unfavorable variances. David Hall is rewarded for purchasing â€Å"cheap† raw material, which is affecting production. Rita is rewarded for selling products over the Internet at prices that are not appropriate. For a bonus allocation in dollars please refer to Exhibit 7, Incentive Plan (better named: â€Å"Let’s all gang against poor old Bill†). While David pockets $9,636. 62 ($48,183 @ 20%) by purchasing substandard polyester fillings for the bear, Bill looses $2K due to additional filler required for production of a quality bear. There is no reasoning on how Rita sets the price for the Internet bear. Rita set a low price on the bear causing an unfavorable mix variance and there is no reasoning on how she established the budgets; overall she is favored by both moves, hurting the company’s profits. Overtime This is due to the inefficient use of labor, adding to the low morale of the employees. The unit labor requirement went from 1. 2 to 1. 7 due to the poor quality of raw material. The pay rate went up 17 cents due to new hires that had to be enticed to work at BTC. All these problems can be associated with the order base production scheduling, causing a â€Å"knew jerk reaction† in the system every time a new order is received, forcing employees to work overtime (See Exhibit 8 for more details). The case makes it clear that there have been no technology improvements in the past five years at BTC. Fixed manufacturing overhead is favorable due to the higher volume of items sold, but it does not reflect on the performance of the firm, since this is due to the low Internet price. I assume that most of this expense is to cover the radio campaign and the Internet cost, increasing volume with no concerns on the effect on Production 5 I blame this on Rita for selling products at less than reasonable price, only looking after her compensation. She increased volume with no concerns on the effect this might have on production. 4 Recommendations Production Bill should consider going to a forecasted production cycle, allowing a better distribution of the work load over the year (reducing overtime from 9. 11 to 8. 47), allowing time to mentor new employees (as attrition rate would be hire), allowing for scheduled maintenance without worrying about capacity during peak production times, and dedicate more time to the cleaning of the machinery (there is a substantial drop in cleaning material cost, in this industry this can be associated with a higher maintenance expense, see Exhibit 2b). The quality management effort should be integrated to supports the overall strategy of maintaining a high quality product at BTC. The integration of marketing and production could yield better production schedules to be developed; this integration can be accomplished by establishing shared goals between the two departments. With better production schedules BTC could identify bottlenecks and make sure that those are never starved for work6, reducing overtime demands during peak demand cycles. Overtime Premiums have been rising at an alarming rate (1619% in 1998, 1055% in 1997, see Exhibit 2b); this has very bad consequences on the company’s bottom line7. Production planning should increasing employee morale, allow for proper maintenance of equipment and reduce the risk of breakage during peak production times, and allow for planned training of new employees. In order to offer a higher quality product and impact the reduction of overtime, Bill has to consider upgrading some of the outdated equipment, especially replacing the equipment that reduces overtime and maintenance cost. The company is operating near to capacity; new equipment should alleviate the production bottlenecks and provide the foundation to reduce the overtime labor cost. If Bill is not familiar with new technologies in this industry, he should seek support from consultants in this area. Incentive Plan The incentive model should encourage accurate reporting by encouraging the right behavior, thus discouraging â€Å"low or high balling† while developing budgets (see Exhibit 3). David should be rewarded for finding the least expensive input material, without compromise of quality. Samples of material to be 6 Technology could also be deployed to reduce the bottlenecks, especially the labor-intensive bottlenecks. purchased should be analyzed by Production prior to committing to the shipment and purchase. This can only be accomplished if purchases are based on forecasted production, also allowing David to have more time for the negotiation of better prices for quality raw materials. Rita should continue to be rewarded for selling products, and growing markets. Instead of basing Rita’s bonus on the Static budget, her bonus should be evaluated against the Flexible Budget. In general static budgets are departmental goals that jointly represent corporate goals. Flexible Budgets incorporate some of the present variations in prices, markets, production, costs, etc. that tend to invalidate the Static Budget over time. The incentive plan for BTC should have a mix of departmental goals and division goals, so that there is a better integration among the different departmental goals. Bonuses should reflect management’s favorable performance; therefore, managers should have adequate control over those drivers that affect BTC’s outcomes. BTC should design a Balanced Scorecard as an integrative effort to support efforts of the individual managers of the different department in an orchestrated effort. Balanced Scorecard BTC’s Balance Scorecards should be aligned to support the corporate strategy, both short and long term. Incentives should be assigned to the degree the different measures contribute to the corporate goals. Managers shall respond to incentive, thus supporting corporate goals (see Exhibit 9 for details). A Balanced Scorecard typically includes measures in each of four areas: Financial, Customer, Internal Business Processes, and Learning and Growth8. Some organizations add other dimension to support their strategy, or replace one of the four perspectives with one that uniquely reflects their mission and strategy. In the case of BTC the identified areas are: Corporate (BTC), Marketing, Purchasing, Production, and Management9. The proposed set of Balanced Scorecards for BTC is presented in Exhibit 10. It sounds like the previous manager was a former student of Dr. Page, since the â€Å"two envelop† strategy was employed. First envelope: Blame the predecessor, write loss off. Second envelope: Prepare two envelopes. This case is common in situations with companies that pay bonuses. That’s why companies are moving into options. 8 The Balanced Scorecard, Robert S. Kaplan and David P. Norton, Harvard Business School Press, 1996 9 Management as part of the Balanced Scorecards tends to be forgotten. Management (upper) has a responsibility to support the different departments with information on quality, cycle time, and cost. 7 Exhibit 1 Berkshire Toy Company A Division of Quality Products Corporation Preliminary Statement of Divisional Operating Income for the Year Ended June 30, 1998 Units Sold Retail and Catalog Internet Wholesale Total Revenue Variable production costs Direct Material Acrylic pile fabric 10-mm acrylic eyes 45-mm plastic joints Polyester fiber filling Woven label Designer box Accessories Total Direct Material Direct Labor Variable Overhead Total Variable Production Cost Variable Selling Expense Contribution Margin Fixed Costs Manufacturing Overhead Selling Expenses Admin Expenses Total fixed Costs Operating Income Actual Units 325,556 $ 8,573,285 174,965 $ 4,428,018 105,429 $ 1,445,184 45,162 $ 14,446,487 Master (Static) Budget 280,000 $ 11,662,000 $ $ 1,344,000 $ 13,006,000 Master Budget Variance 45,556 $ (3,088,715) $ 4,428,018 $ 101,184 $ 1,440,487 Unfavorable Favorable Favorable Favorable $ $ $ $ $ $ $ $ $ $ $ $ $ 256,422 125,637 246,002 450,856 16,422 69,488 66,013 1,230,840 3,668,305 1,725,6 65 6,624,810 1,859,594 5,962,083 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 233,324 106,400 196,000 365,400 14,000 67,200 33,600 1,015,924 2,688,000 1,046,304 4,750,228 1,218,280 7,037,492 661,920 4,463,000 1,124,000 6,248,920 788,572 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 3,098 19,237 50,002 85,456 2,422 2,288 32,413 214,916 980,305 679,361 1,874,582 641,314 (1,075,409) (3,023) 560,192 (261) 556,908 (1,632,317) Unfavorable Unfavorable Unfavorable Unfavorable Unfavorable Unfavorable Unfavorable Unfavorable Unfavorable Unfavorable Unfavorable Unfavorable Unfavorable Favorable Unfavorable Favorable Unfavorable $ 658,897 $ 5,023,192 $ 1,123,739 $ 6,805,828 $ (843,745) Unfavorable Exhibit 2a Company Growth based on Schedule of Actual Manufacturing Overhead Expenditures for years Ended June 30, 1994 — 1998 Units Produced 350,000 300,000 250,000 200,000 150,000 100,000 50,000 – Units 1994 1995 1996 1997 1998 Year Exhibit 2b Variable Cost Associated with BTC growth Berkshire Toy Company A Division of Quality Products Corporation Schedule of Actual Manufacturing Overhead Expenditures for years Ended June 30, 1994 — 1998 1998 1997 1996 1995 1994 325,556 271,971 252,114 227,546 201,763 Units Produced Variable Overhead Payroll Taxes and fringes Overtime Premiums Cleaning Supplies Maintenance Labor Maintenance Suppliers Miscellaneous Total $ 840,963 $ 423,970 $ 4,993 $ 415,224 $ 27,373 $ 13,142 $ 1,725,665 $ 524,846 $ 24,665 $ 6,842 $ 256,883 $ 15,944 $ 11,244 $ 840,424 $ 467,967 $ 2,136 $ 6,119 $ 232,798 $ 12,851 $ 9,921 $ 731,792 $ 413,937 $ 1,874 $ 5,485 $ 244,037 $ 15,917 $ 8,906 $ 690,156 $ 356,150 $ 1,965 $ 4,996 $ 216,142 $ 14,323 $ 7,794 $ 601,370 The following table shows the increases in variable cost associated with the production growth. Variable Overhead Growth Payroll Taxes and fringes Overtime Premiums Cleaning Supplies Maintenance Labor Maintenance Suppliers Miscellaneous Units Produced 1998 1997 1996 1995 60% 12% 13% 16% 1619% 1055% 14% -5% -27% 12% 12% 10% 62% 10% -5% 13% 72% 24% -19% 11% 17% 13% 11% 14% 20% 8% 11% 13% Increases in Variable Cost Associated with the Production Growth 1800% 1600% 1400% 1200% 1000% Percent 800% 600% 400% 200% 0% 1994 -200% 1995 1996 Year 1997 1998 1999 Payroll Taxes and fringes Maintenance Suppliers Overtime Premiums Miscellaneous Cleaning Supplies Units Produced Maintenance Labor Exhibit 2c Fixed Cost Associated with BTC growth Berkshire Toy Company A Division of Quality Products Corporation Schedule of Actual Manufacturing Overhead Expenditures for years Ended June 30, 1994 — 1998 Fixed Overhead Utilities Depreciation—machinery Depreciation—building Insurance Property Taxes Supervisory salaries Total 1998 $ 121,417 $ 28,500 $ 88,750 $ 62,976 $ 70,101 $ 287,153 $ 658,897 1997 $ 119,786 $ 28,500 $ 88,750 $ 61,716 $ 70,101 $ 274,538 $ 643,391 1996 $ 117,243 $ 28,500 $ 88,750 $ 57,211 $ 68,243 $ 275,198 $ 635,145 1995 $ 116,554 $ 28,500 $ 88,750 $ 55,544 $ 68,243 $ 269,018 $ 626,609 1994 $ 113,229 $ 28,500 $ 88,750 $ 54,988 $ 66,114 $ 254,469 $ 606,050 The following table shows the increases in fixed cost associated with the production growth. Fixed Overhead Growth Utilities Depreciation–machinery Depreciation–building Insurance Property Taxes Supervisory salaries Units Produced 1998 1% 0% 0% 2% 0% 5% 20% 1997 2% 0% 0% 8% 3% 0% 8% 1996 1% 0% 0% 3% 0% 2% 11% 1995 3% 0% 0% 1% 3% 6% 13% Increases in Fixed Cost Associated with the Production Growth 25% 20% 15% Percent 10% 5% 0% 1994 -5% 1995 1996 1997 1998 1999 Year Utilities Property Taxes Depreciation–machinery Supervisory salaries Depreciation–building Units Produced Insurance Exhibit 3 Incentive Model for Accurate Reporting10 ?b1* forecast + b2 * (actual – forecast) if actual ? forecast Incentive = ? b1* forecast – b3 * (forecast – actual) if actual forecast b1: rewards are positively related to forecasted sales, give managers and incentive to forecast high b2: sales should be higher than the forecast, b2 affect this component b3: w hen actual sales are less than the forecast, this plan penalizes the manager For example: b1 b2 b3 5% 3% 7% Actual Sales Forecasted Sales Incentive 1000 1000 50 1100 1000 53 1200 1000 56 1000 1100 48 1100 1100 55 1200 1100 58 1000 1200 46 1100 1200 53 1200 1200 60 10 Example from: Managerial Accounting an Introduction to Concepts, Methods, and Uses by Maher Stickney Weil. Exhibit 4 Total Variable Cost Variance Contributions Variance Cost Contribution Acrylic pile fabric 1% 10-mm acrylic eyes 1% 45-mm plastic joints 2% Polyester fiber filling 3% Woven label 0% Designer box 0% Accessories 1% Direct Labor 39% Variable Overhead 27% Variable Selling Expense 25% Total Variable Cost Variance Contributions Acrylic pile fabric 45-mm plastic joints Woven label Accessories Variable Overhead 10-mm acrylic eyes Polyester fiber filling Designer box Direct Labor Variable Selling Expense Exhibit 5 Analysis of Sales Flexible Flexible Budget Budget (Budgeted Units Sales Volume Mix)(5) Variance $1,897,427 $$218,656 $2,116,083 $13,559,427 276723 $0 $1,562,656 48833 $15,122,083 325556. 1464 Actual Retail and Catalog Internet Wholesale Units Price Master (Static) Budget $11,662,000 $$1,344,000 $13,006,000 Budgeted Budgeted Mix in Total Sales Sales Mix Mix PercentagesBudgeted Price Variance Variance 238000 0 42000 280000 85% 0% 15% 100% $49. 00 $42. 00 $32. 00 $46. 45 $(3,088,715) $(4,986,142) $4,428,018 $4,428,018 $ 101,184 $(117,472) $1,440,487 $(675,596) $8,573,285 174,965 $49. 00 $4,428,018 105,429 $42. 00 $1,445,184 45,162 $32. 00 $44. 37 Total Revenue $14,446,487 325556 Exhibit 6a Schedule of Standard Costs: Fifteen-Inch Berkshire Bear Table 2 Standard 280,000 Units Quantity Allowed per Unit Direct Material Acrylic pile fabric 10-mm acrylic eyes 45-mm plastic joints Polyester fiber filling Woven label Designer box Accessories Direct Material per unit Total Direct Material Direct Labor Sewing Stuffing and cutting Assembly Dressing and Packaging Total direct labor 0. 02381 2 5 0. 9 1 1 Input Price $ $ $ $ $ $ 35. 00 0. 19 0. 14 1. 45 0. 05 0. 24 Standard Cost Per Unit $ $ $ $ $ $ $ $ $ 0. 83335 0. 38000 0. 70000 1. 30500 0. 05000 0. 24000 0. 12000 3. 62835 1,015,938 0. 50 0. 30 0. 30 0. 10 1. 20 $ 8 $ 9. 60 Variable manufacturing overhead 1. 2 $ 3. 114 $ 3. 7368 Fixed manufacturing overhead 1. 2 $ 1. 970 $ 2. 3640 Exhibit 6b Schedule of Actual Manufacturing Costs for year Ended June 30, 1998 Table 3 Actual 325,556 Units Quantity Allowed per Unit Direct Material Acrylic pile fabric 10-mm acrylic eyes 45-mm plastic joints Polyester fiber filling Woven label Designer box Accessories Total Direct Material Direct Material per unit Direct Labor Sewing Stuffing and cutting Assembly Dressing and Packaging Total direct labor Overtime Premium Other Variable Manufacturing Overhead Fixed manufacturing overhead 7,910 661,248 1,937,023 344,165 328,447 315,854 Input Price $ $ $ $ $ $ 32. 4174 0. 1900 0. 1270 1. 3100 0. 0500 0. 2200 Total Cost $ 256,422 $ 125,637 $ 246,002 $ 450,856 $ 16,422 $ 69,488 $ 66,013 $ 1,230,840 $ 3. 780732 189,211 104,117 121,054 34,615 448,997 103,787 $ $ 8. 1700 4. 0850 $ 3,668,305 $ 423,970 $ 1,301,695 $ 658,897 $ 7,283,707 Exhibit 6c Analysis of Cost Static Budget Direct Material per unit Direct Material per unit Units Total Materials Labor Cost per Unit Total direct labor per unit Labor Hours Hourly Rate Total Labor Cost Variable Manufacturing Overhead Variable Overhead Cost per Hour Labor Hours Variable Manufacturing Overhead Variable Selling Expenses Cost per Unit Units Total Variable Selling Expenses Fixed Manufacturing Overhead Cost per hour of labor Total hours Fixed Manufacturing Overhead $ $ 1. 97000 336,000 661,920 $ $ 1. 46749 448,997 658,897 $ (225,627) $ (222,604) $ (448,231) Price Total $ $ 1. 97 390,667. 20 769,614. 38 $ 225,627 $ (114,910) Volume $ $ $ 4. 35100 280,000 1,218,280 $ $ 5. 71206 325,556 1,859,594 $ (443,100) $ (198,214) $ (641,314) Price Total $ 4. 35 325,556. 00 $ (443,100) $ Volume $ $ $ 3. 11 336,000 1,046,304 $ $ 3. 84 448,997 1,725,665 $ (327,488) $ (351,873) $ (679,361) Price Total $ 3. 11 390,667. 20 $ (327,488) $ (181,639) Volume $ $ $ $ 1. 20000 336,000. 00 8. 00000 2,688,000 $ $ 1. 6980 448,9 97. 00 8. 17000 4,092,275 $ (980,305) Total $ (76,329) $ (903,976) Price $ $ 1. 20 390,667. 0 8. 00 $ (76,329) $ (466,638) Volume $ $ $ 3. 62835 280,000. 00 1,015,938 $ $ 3. 78073 325,556. 00 1,230,840 (49,625) (165,291) $ (214,916) Price Total $ 3. 63 325,556. 00 $ (49,609) $ Volume $ Actual Variance Type Flexible Budget Price Efficiency Variance Volume Variance $ 1,181,231. 11 $ 3,125,337. 60 $ 1,216,537. 66 $ 1,416,494. 16 Flexible Budget Total Cost per Unit Total Cost Variance Price Variance Volume Variance (670,915. 33) (1,841,957. 90) $ 14. 26335 $ 16. 50162 $ 14. 26335 Flexible Budget Variance $ (1,434,086) Total Price Efficiency Variance $ (670,899. 27) Total Volume Variance $ (763,187. 10) Static Budget Variance $ (2,512,873. 3287) Fixed Costs Actual Static Variance Total Cost Variance Selling Expenses $ $ $ $ 5,023,192 4,463,000 (560,192) (3,072,804) Administrative Expenses $ $ $ 1,123,739 1,124,000 261 TOTAL Budget Cost Variance Budget Sales Variance Budget Variance Total Cost Variance Flexible $ (1,994,017) $ (675,589) $ (2,669,607) Static $ (3,072,804) $ 1,440,487 $ (1,632,317) $2,669,607 1,632,317 $1,037,290 Variances Volume Variance $ (903,976) $ (466,638) Labor Variance $ (437,338) Labors Hours Exhibit 7 Incentive Plan (better named: â€Å"Let’s all gang against poor old Bill†11) David Hall (Purchasing) Quantity Actual Price Static Budgeted Price Acrylic fabric 7910 $ 32. 42 $ 35. 00 10-mm acrylic eyes 661248 $ 0. 19 $ 0. 19 45-mm plastic joints 1937023 $ 0. 13 $ 0. 14 Polyester fiber filling 344165 $ 1. 31 $ 1. 5 Woven label 328447 $ 0. 05 $ 0. 05 Designer box 315854 $ 0. 22 $ 0. 24 Accessories 325556 $ 0. 20 $ 0. 12 Bonus $ 14,632. 71 20% Rita Smith (Marketing) Revenues Variable Selling Expenses Fixed Selling Expenses Net Revenues Bonus Actual Master Budget $14,446,487. 00 $13,006,000. 00 $ (1,859,594. 00) $ (1,218,280. 00) $ (5,023,192. 00) $ (4,463,000. 00) Delta $ 7,563,701. 00 $ 7,324,720. 00 $ 238,981. 00 10% $23,898. 1 Pur chasing Variance $ 20,428. 37 $ $ 25,181. 30 $ 48,183. 10 $ $ 6,317. 08 $ (26,946. 28) $ 73,163. 57 Bill Wilford (Manufacturing) Price Variance Volume Variance Static Budget Variance $ (670,915. 33) $ (1,841,957. 90) $(2,512,873. 3) NO BONUS Since negative Static Budget Variance 11 Production processes input into output. Both, the input responsible manager and the output responsible manager, make good money $73K and $24K in 1998, while the production manager makes no money. This situation is ill-fated, or just plain dumb. The â€Å"sandwich effect†, the manager in the middles gets squeezed. This is the sarcasm in management that I am illustrating with this title. Exhibit 8 Overtime Hours 448,997. 00 Direct Overtime 103,787. 00 448,997. 00 Actual Pay Rate Total Hours $ 8. 17 $3,668,305. 49 390,667. 20 $ 4. 09 $ 423,969. 90 45,457. 20 $ 9. 11 $4,092,275. 39 390,667. 20 Flexible Pay Rate Total $ 8. 0 $3,125,337. 60 $ 4. 00 $ 181,828. 80 $ 8. 47 $3,307,166. 40 Exhibit 9 Balanced Scorecard12 The actions of management are not static but, rather, are dynamic over time. A round of Strategic performance improvement (usually every year at the time budgets are being developed) may result in an increase in the goals that have been established by the manager and their Balance Scorecard supervisor. (see Figure 1) An analogy may be useful at this point (see Figure 2): just as in high jumping, the goal (bar) is not set at the point at which it will eventually end. It is Performance Measure in set lower, and as the jumping progresses, it is steadily moved higher. As the jumper Management trying to meet Performance clears it at lower heights, the bar is moved up. Each time the assessment (depicted by the black line in the graph) approaches or exceeds the goal (depicted by the gray line), the Figure 1. Balanced Scorecard in action 100 95 90 Performance Metric 85 80 75 70 65 60 55 50 2000 goal is increased until performance is at a level at which further improvements may not be desired. The management group of a corporation will develop plans for the year, those plans are revised through time, incentives are allocated and measures are taken to draw new plans for future years. The Balance Score card allows managers to keep their Goal core and their measures clear, so that decisions are made towards a goal that is congruent with the corporate goal. Outcome measures are results. Driving measures are Assessment incremental in nature, such as the ones depicted in Figure 2. 2004 Year 2005 2006 2007 2008 2001 2002 2003 Figure 2 Progressive Goal Setting 12 Graphs were extracted from Leadership Model based on Performance Measures and Continuous Improvement by Andres A. Calderon Exhibit 10 Balanced Scorecard for BTC Group BTC Scorecard Customer Satisfaction Measures Number of Complaints and number of unsolicited letters Employee satisfaction (involvement, recognition, access to information, support from staff functions, etc. , Staff turnover, Productivity (revenue per employee, return on compensation, profit per employee, etc. ), Number of employees qualified for key jobs relative to anticipated requirement Outcome Performance Initiatives Driver BTC Employee Satisfaction Marketing Attain a high market share in the sale Percent of stuffed animal market share and cost to attain of quality stuffed animal toys a new customer Brand recognition by becoming the synonymous for Teddy Bears (â€Å"brain Percent of people that relate teddy bear to TCB share†) Reduction of selling expenses while increasing number of sales (Last Year Sell ing Expense – Current Year Selling Expense) / (Last Year Sale – Current Year Sale) Marketing Marketing Marketing Marketing Marketing Introduction of successful new product Number of new motives or designs introduced per year, variations to the market Time to market, Break even time Introduction of better distribution channel Accurate product pricing based on market Market accessibility related to delivery cost Contribution Margin Growth and market understanding by polling customer perception of value for money Marketing Accurate forecasting of sales and Percentage off error related to inventory cost, Percent of peak seasons (to minimize stock-outs key items out of stock, Number of back-orders and inventory cost) Group Scorecard Reduce cost of raw material while maintaining Production quality standards Minimize raw material shortages, so that Production does not have to wait Minimize production cycle time Measures Number of times Production rejected raw material, raw material cost compared to price index Percent of key raw material out of stock, Number of backorders Production cycle time Outcome Performance Initiatives Driver Purchasing Purchasing Production Production Production Minimal percentage of manufacturing Service failure index, return rate, warranty claims, number defects of defects Timeliness Percent on-time delivery, total time for customer interaction (e. g. time of Internet session), average waiting time (e. g. to receive a teddy bear), satisfaction with delivery time Number of processes having adequate information on quality, cycle time, and cost New revenue or savings per database, report, etc. Management Information coverage ratio Management Return on Data How to cite Management Control Systems Final Written Case Assignment, Essay examples

Organ Trafficking Speech Essay Example

Organ Trafficking Speech Essay Good afternoon, my name is __________ and I’m here to talk to you about a massive problem. A massive problem which unfortunately we’re still letting this happen. While listening to this speech, you might think this is the typical speech anyone who really didn’t care about this matter, could give, but I believe this matter concerns everyone, and that I’ve got the enough reasons to convince you about that, to change your mind. Do you want to take part in changing this horrible matter into something far more pleasant? Do you want to stop this horrible, apalling and terrifying illegal business? You, the great United Nations, still live without knowing the other dangerous and critical part of organ trafficking? Hearts, lungs, kidneys, livers; the great demand for organs is starting to increase very rapidly. People need quick transplants, and this is what black market can offer. There are plenty of reasons why people have to sell their own organs. The principal reason that would come to your mind, is money. Yes, organ trafficking keeps on a great amount of money moving. Kidneys can vary from $25,000 to $60,000, and lungs and hearts can provide the people who sell them over $150,000. But when they do not follow through with their promises on payment, which happens often, they leave paid donors far less than they promised. This completely destroys these people’s lifes, leaving them not only without a kidney, but without an appropiate life condition. Not even half of the 7,000 people who require a simple organ transplant are attended. Do you think this is what people want? Wouldn’t you also trade for illegal organs? Changing this situation it’s just your decision, improve the organ donotation, make the difference! We will write a custom essay sample on Organ Trafficking Speech specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Organ Trafficking Speech specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Organ Trafficking Speech specifically for you FOR ONLY $16.38 $13.9/page Hire Writer But there are many other reasons why people sell their organs. People who arrive illegally into a country, need as well as money, a new identity to stay into that country. They would exchange anything, including their organs, to keep away from judicial problems. But where does all this happen? China and India are among those countries where maximum illegal sale of human organs happen. This is mostly because these countries are the ones that have the less legal vigilance, this is precisely the reason that they are also the ones who need the most help, when changing this situation. There is one rule in China that if no one claims the dead body then the organs of the person can be used for transplantation purpose. Poor communities, and poor people, are the ones most affected by this problem. They are the ones who are sometimes manipulated to offer their organs to the rich people, that can easily buy them. They are the ones who have no other option than risking their lives for an amount of money, which is unfortunatedly not enough for all of their needs. These sugeries, take part in unsanitary unhealthy and unclean conditions, where an infection can easily be caught. But lets stop for a minute. You might think that their lives can improve a bit after taking part in this horrible risky market, but impossible as it seems, sometimes it gets even worse. Many residents unable to work with pain in their sides, fell back into debt as post-sugery costs absorbed their kidney profits-contrary to the promises of their brokers. And sometimes they don’t even ask the donor’s permission. The case of Mohammad Salim is one of the terrific cases related to organ trafficking. He was lied to, and then escorted into a dark, paint-chipped room with gunmen who gave him an injection. He fainted, and then woke up with a pain in his side. His kidney had been removed. There are thousands of cases like the one of Mohammad Salim, and sometimes these people find themselves in terrible situations such as death. I’m truly sure that these kind of things are not appealing to anyone, and especially they’re not appealing to you all. And I’m also sure you’re not going to let this happen, because you are part of the United Nations for some reason, mostly, for trying to resolve each problem that crosses your path. You are now the only people who can solve this problem, you are the only people who are going to solve this problem. What about tougher laws? People’s lifes in these countries are completely ruined, do you think they would also deal with bills, with jail? And what about sending doctors, who really know what they’re doing? They’re so many doctors in our country without any job, that a great percentage of them would do anything to get one. But in my opinion what would really stop this black dangerous and painful market, would be to set up a legal regulated market. Lets follow Iran’s example. They can tout the world’s only regulated transplant market and abundant organ supply, with the goverment offering donors $1,200 and free health unsurance. People wouldn’t feel scared of their actions, people would feel safe, safe and happy, as they haven’t felt for a really long period of time. They would also earn money, apart from life quality, you don’t want to take that from their lives do you? During their lives, they’ve just had problems, followed by even worse problems. Their time has come for their lives to change in a positive way. So what do I really want to achieve by giving this speech? Well, I need your help, they need your help. So act now! Don’t let this repeat one more time! Their safety it’s just in your hands.

Menes Was the First Pharaoh of Egypt

Menes Was the First Pharaoh of Egypt The political unification of Upper and Lower Egypt occurred about 3150 B.C., thousands of years before historians began to write such things down. Egypt was an ancient civilization even to the Greeks and Romans, who were as far removed in time from this early period of Egypt as we are from them today. Who was the first pharaoh to unite Upper and Lower Egypt? According to the Egyptian historian Manetho, who lived in the late fourth century B.C. (the Ptolemaic period), the founder of the unified Egyptian state which combined Upper and Lower Egypt under a single monarchy was Menes. But the exact identity of this ruler remains a mystery. Was Narmer or Aha the First Pharaoh? There is almost no mention of Menes in the archeological record. Instead, archaeologists are unsure whether â€Å"Menes† should be identified as either Narmer or Aha, the first and second kings of the First Dynasty. Both rulers are credited at different times and by different sources with the unification of Egypt. Archaeological evidence exists for both possibilities: the Narmer Palette excavated at Hierakonpolis shows on one side King Narmer wearing the crown of Upper Egypt- the conical white Hedjet- and on the reverse side wearing the crown of Lower Egypt- the red, bowl-shaped Deshret. Meanwhile, an ivory plaque excavated at Naqada bears both the names â€Å"Aha† and â€Å"Men† (Menes). A seal impression discovered at Umm el-Qaab lists the first six rulers of the First Dynasty as Narmer, Aha, Djer, Djet, Den and [Queen] Merneith, which suggests that Narmer and Aha may have been father and son. Menes is never seen on such early records. He Who Endures By 500 B.C., Menes is mentioned as receiving the throne of Egypt directly from the god Horus. As such, he comes to occupy the role of founding figure much as Remus and Romulus did from ancient Romans. Archaeologists agree that it is likely that the unification of Upper and Lower Egypt occurred over the reigns of several First Dynasty kings, and that the legend of Menes was, perhaps, created at a much later date to represent those involved. The name â€Å"Menes† means â€Å"He Who Endures,† and it may have come to connote all of the proto-dynastic kings who made unification a reality. Other Sources The Greek historian Herodotus, in the fifth century B.C., refers to the first king of a unified Egypt as Min  and claims that he was responsible for the draining of the plain of Memphis and founding the Egyptian capital there. It’s easy to see Min and Menes as the same figure. In addition, Menes was credited with introducing the worship of gods and the practice of sacrifice to Egypt, two hallmarks of its civilization. The Roman writer Pliny credited Menes with the introduction of writing to Egypt as well. His achievements brought an era of royal luxury to Egyptian society, and he was taken to task for this during the reigns of reformers such as Teknakht, in the eighth century B.C.

Electrical and Thermal Conductivity of Diamond

Electrical and Thermal Conductivity of Diamond There are two types of conductivity. Thermal conductivity is a measure of how well a material conducts heat. Electrical conductivity expresses how well a substance conducts electricity.  A diamond has characteristic thermal and electrical conductivity that can be used to help distinguish it from other materials and identify impurities in a genuine diamond. Unique Mineral Qualities Most diamonds are extremely efficient thermal conductors, but electrical insulators. Diamond conducts heat well as a result of the strong covalent bonds between carbon atoms in a diamond crystal. The thermal conductivity of natural diamond is around 22 W/(cm ·K), which makes the diamond five times better at conducting heat than copper. The high thermal conductivity may be used to distinguish diamond from cubic zirconia and glass. Moissanite, a crystalline form of silicon carbide that resembles diamond, has a comparable thermal conductivity. Modern thermal probes can differentiate between diamond and moissanite, as moissanite has gained popularity. The electrical resistivity of most diamonds is on the order of 1011 to 1018 ÃŽ ©Ã‚ ·m. The exception is natural blue diamond, which gets its color from boron impurities that also make it a semiconductor. Synthetic diamonds doped with boron also are p-type semiconductors. Boron-doped diamond may become a superconductor when cooled below 4 K. However, certain natural blue-grey diamonds that contain hydrogen are not semiconductors. Phosphorus-doped diamonds films, produced by chemical vapor deposition, are n-type semiconductors. Alternating boron-doped and phosphorus-doped layers produce p-n junctions and may be used to produce ultraviolet emitting light emitting diodes (LEDs).

The old Canadian Land Essay Example | Topics and Well Written Essays - 500 words

The old Canadian Land - Essay Example However, there are no reasons to believe that he could be a bad man looking for trouble. It was because he did not bother people along his constant travel expeditions. He travelled by water. His travel machine was a canoe that he used to tour all the waters of the rivers and seas that he came across. No water body was too scarify to make him stop a journey. The people believed that he was a brave man, who would look out for anyone in harm. Everyone in the lands knew him as a man without fear. Thus, many respected him as he was a hero amongst them all. From his appearance, it was difficult to know much about him. He carried with him everything from all the places he went to. Physically, he dressed as an Indian. One could argue that he had Indian traits in him. Apart from the manner of dressing, his character had much do with the Indian lifestyle. Indians were just as courageous men as he was. They were known to be the most troublesome people to deal with during trade. They would settle every slight issue with a fight. In fact, they were ready to die. The same characteristics could be evident in Pasquinel. It was in his nature to walk into a dangerous place without thinking. He was ready for any attack. In fact, he always fought his wars alone. Apart from being a brave man, he was a good negotiator. Negotiation is a skill important when dealing with strangers, who need to be convinced on one intended purpose. As a trader, negotiation skills were important to convince new traders on certain items. Even without speaking the language of the traders, Pasquinel could convince them on his intended purpose and avoid unnecessary confrontation. The story of Pasquinel could be real or a fiction one. The reality of the story could be because of the use of known physical places. For example, the narrator uses known water bodies and ancient places such as France and New Orleans. In addition, the trading activities outlined in the story represent the lifestyle of the

Critique Assignment Example | Topics and Well Written Essays - 500 words - 1

Critique - Assignment Example The authors have discussed various approaches the organizations will use modern knowledge to capitalize on customer involvement and transform brand conversation expertise and populations. Therefore, as the marketing world undergoes digital transformations the most essential tools for marketers will be maximizing on forming relationships with the customers and delivery of value to them by taking customers are the central nerve of the marketers’ activities. These perceptions are echoed by Wong in the article â€Å"The Future of Advertising.† Wong makes a similar observation and argues that marketers’ competitiveness will be determined by their ability to identify customer’s specific needs and to satisfy that requirement in real time (Wong, 2015). Also, he argues that the era of mass-marketing products is coming to an end because although televisions and radios assist in reaching many audiences they are not sufficient for consumer engagement. On the contrary, marketers will use strategies to identify the exact needs of the consumer momentarily and satisfy that need in real time. Wong cites an example of Google and Apple use of mobile applications to control human health, cars and homes as a mark of the beginning of the digital era that leads instantaneous satisfaction consumer needs (Wong, 2015). Therefore, marketers will use various applications and devices to interact with consumers and deliver their value through the devices and applications The book and the article presents the clear truth about the future marketing by arguing that the marketers should understand the specific needs and wants of the customers, focus on particular market segment which they can be able to satisfy and maximize on value creation to appeal to the customers and develop value for them (Kottler & Armstrong, 2015). Through such marketing practices, the organizations can enlarge

The Industrial Heartland :: essays research papers

The Industrial Heartland There are basically seven factors that must be met before an industry can start to take place in a particular area. Those seven factors are: raw materials, transportation, energy, markets, labour, capital, and government. The Industrial Heartland is almost like one big industry, connected in a vast megalopolis. I'll be taking a closer look at these factors and the way this area meets the locational factors.   Ã‚  Ã‚  Ã‚  Ã‚  The Industrial Heartland is an area that includes: Quebec, Ontario, Michigan, Illinois, Indiana, Connecticut, Wisconsin, Ohio, Pennsylvania, New York, Maryland, Washington DC, West Virginia, Virginia, Kentucky, Delaware, New Jersey, Rhode Island, Massachusetts, New Hampshire, and Vermont.   Ã‚  Ã‚  Ã‚  Ã‚  Raw Materials(ex. iron ore, coal, limestone etc.) is an unprocessed material used as the base for primary industry. The Industrial Heartland has many different mining sites throughout it. (ex-the nickel mine in Ontario, mines in Pittsburgh, Gary, Baltimore, Hamilton, Sault Ste. Marie....etc.)   Ã‚  Ã‚  Ã‚  Ã‚  Transportation is extremely important in this area. Most mines and mills are located by waterways to make transportation readily available for it's transport's. Coal, limestone, and many other kinds of mines use the Great Lakes to transport, which happens to be in the middle of the Industrial Heartland. They usually have tons of material to move so water transportation can carry lots of material, it's cheap, but it's also slow. Another important route in this region is the St. Lawrence Seaway, which was an significant factor in the decision of industries to locate in this region. Other main waterways in this region are: Ohio River, Mississippi River, New York State Barge Canal System, New York Harbour, Philadelphia Harbour, and Baltimore Harbour.   Ã‚  Ã‚  Ã‚  Ã‚  There is also Railway to consider for transportation. They can almost go anywhere in this region, but they are more expensive than Waterway transport, and not as adaptable as trucks.   Ã‚  Ã‚  Ã‚  Ã‚  Truck hauling is considered the best for most of the transport. Though the cost of fuel has increased over the years, trucks are still the main carrier of cargo.   Ã‚  Ã‚  Ã‚  Ã‚  Energy, is one of the most, if not the most important factor for industries. Every industry needs power, energy. Some sources of energy are: Hydroelectricity, Thermal electric, natural gas, and coal.   Ã‚  Ã‚  Ã‚  Ã‚  Hydroelectricity is a good choice for energy for home requirements, but for industry, they need tremendous amounts of energy. To meet the requirements of an industries power, the industry would have to locate near the hydroelectric plant, and there is just simply not enough hydroelectric sites.   Ã‚  Ã‚  Ã‚  Ã‚  Thermal electricity is a commonly used power source for industry. It's convenient for the industry.   Ã‚  Ã‚  Ã‚  Ã‚  Markets refer to trade, selling of goods to consumers. The Industrial Heartland offers many places for markets, as it has a large population,

Term Paper on Leadership

Most executives have come to rely on a familiar set of behaviors and skills, often exhibited in the way they communicate within their team. The High-Impact Leadership Executive Program is designed to help senior executives build distinctive communication skills that will help in shaping their leadership style and presence. When a person is deciding if she respects one as a leader, she does not think about his attributes, rather, she observes what one do so that she can know who the leader really are.She uses this observation to tell if one is an honorable and trusted leader or a self-serving person who misuses authority to look good and get promoted. Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers. Be Know Do The basis of good leadership is honorable character and selfless service to your organization. In our employees' eyes, leadership is everything one does that affects the organization's objectives and their well-being.Respected leaders concentrate on: o what they are [be] (such as beliefs and character) o what they know (such as job, tasks, and human nature) o What they do (such as implementing, motivating, and providing direction). People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. Leadership: Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level.Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leadership has been described as the â€Å"process of social influence, in which one person can enlist the aid and support of others in the accomplishment of a common ta sk†. A leader with vision has a clear, vivid picture of where to go, as well as a firm grasp on what success looks like and how to achieve it. But it’s not enough to have a vision; leaders must also share it and act upon it.Jack Welch, former chairman and CEO of General Electric Co. , said, â€Å"Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion. † Leadership Theories TRAIT THEORY: Theories that consider personal qualities and characteristics that differentiate leaders from non-leaders. Reemergence: New methods and measurements were developed after the influential reviews that would ultimately reestablish the trait theory as a viable approach to the study of leadership.For example, improvements in researchers' use of the round robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks. Additionall y, during the 1980s statistical advances allowed researchers to conduct meta-analyses, in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive and parsimonious picture of previous leadership research rather than rely on the qualitative reviews of the past.Equipped with new methods, leadership researchers revealed the following: ? Individuals can and do emerge as leaders across a variety of situations and tasks. ? Significant relationships exist between leadership and such individual traits as: ? intelligence ? adjustment ? extraversion ? conscientiousness ? openness to experience ? general self-efficacy While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks.Specifically, Zaccaro (2007) noted that trait theories still: 1. focus on a small set of individual attributes such as Big Five personality traits, to the neglect of cognitive abilities, motives, values, social skills, expertise, and problem-solving skills; 2. fail to consider patterns or integrations of multiple attributes; 3. do not distinguish between those leader attributes that are generally not malleable over time and those that are shaped by, and bound to, situational influences;Do not consider how stable leader attributes account for the behavioral diversity necessary for effective leadership. Behavioral and style theories: In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors, evaluating the behavior of successful leaders, determining behavior taxonomy, and identifying broad leadership styles. David McClelland, for example, posited that leadership takes a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential.Kurt Lewin, Ronald Lipitt, and Ralph White developed in 1939 the seminal work on the influence of leadership styles and performance. The researchers evaluated the performance of groups of eleven-year-old boys under different types of work climate. In each, the leader exercised his influence regarding the type of group decision making, praise and criticism (feedback), and the management of the group tasks (project management) according to three styles: authoritarian, democratic, and laissez-faire. The managerial grid model is also based on a behavioral theory.The model was developed by Robert Blake and Jane Mouton in 1964 and suggests five different leadership styles, based on the leaders' concern for people and their concern for goal achievement. Situational and contingency theories: Situational theory also appeared as a reaction to the trait theory of leadership. Social scientists argued that history was more than the result of intervention of great men as Carlyle suggested. Herbert Spencer (1884) s aid that the times produce the person and not the other way around.This theory assumes that different situations call for different characteristics; according to this group of theories, no single optimal psychographic profile of a leader exists. According to the theory, â€Å"what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions. † Some theorists started to synthesize the trait and situational approaches. Building upon the research of Lewin et al. , academics began to normalize the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in.The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the â€Å"hearts and minds† of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not â€Å"take charge†, they can be perceived as a failure in protracted or thorny organizational problems.Thus, theorists defined the style of leadership as contingent to the situation, which is sometimes, classified as contingency theory. Four contingency leadership theories appear more prominently in recent years: Fiedler contingency model, Vroom-Yetton decision model, the path-goal theory, and the Hersey-Blanchard situational theory. The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency. This results from the interaction of leadership style and situational favorability (later called situational control).The theory defined two types of leader: those who tend to accomplish the task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a â€Å"favorable situation†.Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability. Victor Vroom in collaboration with Phillip Yetton (1973) and later with Arthur Jago (1988), developed a taxonomy for describing leadership situations, which was used in a normative decision model where leadership styles were connected to situational variables, defining which approach was more suitable to which situation.This approach was novel because it supported the idea that the same manager could rely on diff erent group decision making approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory. The path-goal theory of leadership was developed by Robert House (1971) and was based on the expectancy theory of Victor Vroom.According to House, the essence of the theory is â€Å"the meta proposition that leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance†. The theory identifies four leader behaviors, achievement-oriented, directive, participative, and supportive, that is contingent to the environment factors and follower characteristics.In contrast to the Fiedler contingency model, the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four depending on what the situation demands. T he path-goal model can be classified both as a contingency theory, as it depends on the circumstances, and as a transactional leadership theory, as the theory emphasizes the reciprocity behavior between the leader and the followers. The situational leadership model proposed by Hersey and Blanchard suggests four leadership-styles and four levels of follower-development.For effectiveness, the model posits that the leadership-style must match the appropriate level of follower-development. In this model, leadership behavior becomes a function not only of the characteristics of the leader, but of the characteristics of followers as well. Leadership on the whole: Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. So, leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership. [pic]While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique. Leadership Models Leadership models help us to understand what makes leaders act the way they do. The ideal is not to lock yourself in to a type of behavior discussed in the model, but to realize that every situation calls for a different approach or behavior to be taken.Two models will be discussed, the Four Framework Approach and the Managerial Grid. Four Framework Approach: In the Four Framework Approach, Bolman and Deal (1991) suggest that leaders display leadership behaviors in one of four types of frameworks: Structural, Human Resource, Political, or Symbolic. [pic] This model suggests that leaders can be put into one of these four categories and there are times when one approach is appropriate and times when it would not be. That i s, any style can be effective or ineffective, depending upon the situation.Relying on only one of these approaches would be inadequate, thus we should strive to be conscious of all four approaches, and not just depend on one or two. For example, during a major organization change, a Structural leadership style may be more effective than a Symbolic leadership style; during a period when strong growth is needed, the Symbolic approach may be better. We also need to understand ourselves as each of us tends to have a preferred approach. We need to be conscious of this at all times and be aware of the limitations of just favoring one approach.Structural Framework: In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and ada ptation. Human Resource Framework: In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, advocating, and empowerment. hile in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization. Political Framework: In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building. While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation.Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders, use persuasion first, then use negotiation and coercion only if necessary. S ymbolic Framework: In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors.Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and communicate a vision. . Company Profile of ROBI: Background of â€Å"Robi† Axiata (Bangladesh) Limited is a dynamic and leading countrywide GSM communication solution provider. It is a joint venture company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan.Axiata (Bangladesh) Limited, formerly known as Telekom Malaysia International (Bangladesh), commenced its operation in 1997 under the brand name ROBI among the pioneer GSM mobile telecommunications service providers in Bang ladesh. Later, on 28th March, 2010 the company started its new journey with the brand name Robi. Robi is truly a people-oriented brand of Bangladesh. Robi, the people's champion, is there for the people of Bangladesh, where they want and the way they want. Having the local tradition at its core, Robi marches ahead with innovation and creativity.To ensure leading-edge technology, Robi has the international expertise of Axiata and NTT DOCOMO INC. It supports 2G voice, CAMEL phase 2 and GPRS/EDGE service with high speed internet connectivity. Its GSM service is based on a robust network architecture and cutting edge technology such as Intelligent Network (IN), which provides peace-of-mind solutions in terms of voice clarity, extensive nationwide network coverage and multiple global partners for international roaming. It has the widest International Roaming coverage in Bangladesh connecting 553 operators across 207 countries.Its customer centric solution includes value added services (V AS), quality customer care, easy access call centers, digital network security and flexible tariff rates. With its strengths and competencies developed over the years, Robi aims to provide the best quality service experience in terms of coverage and connectivity to its customers all over Bangladesh. Together with its unique ability to develop local insights, Robi creates distinct services with local flavor to remain close to the hearts of its customers. Objectives of RobiEMPOWERING YOU: Robi is there for people, where they want and in the way they want, in order to help them develop, grow and make the most of their lives through Robi’s services. Vision & Mission of â€Å"Robi† Vision To be a leader as a Telecommunication Service Provider in Bangladesh Mission ROBI aims to achieve its vision through being number ‘one’ not only in terms of market share, but also by being an employer of choice with up-to-date knowledge and products geared to address the ever changing needs of our budding nationLeadership Qualities of a HR Manager of ROBI Inspires a Shared Vision: An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who â€Å"lifts us up, gives us a reason for being and gives the vision and spirit to change. † Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own.According to Bennis â€Å"They offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organization. † (Bennis, 1997) A Good Communicator The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project lea dership calls for clear communication about goals, responsibility, performance, expectations and feedback. There is a great deal of value placed on openness and directness.The project leader is also the team's link to the larger organization. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, project leaders support individual and team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team members. Integrity One of the most important things a project leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices.Creating standards for ethical behavior for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of project leaders. Lead ership motivated by self-interest does not serve the well being of the team. Leadership based on integrity represents nothing less than a set of values others share, behavior consistent with values and dedication to honesty with self and team members. In other words the leader â€Å"walks the talk† and in the process earns trust. Enthusiasm Plain and simple, we don't like leaders who are negative – they bring us down.We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey – we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why something can't be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and eff ective leaders know it. Empathy What is the difference between empathy and sympathy?Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object's special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history (Paul, 1970). As one student so eloquently put it, â€Å"It's nice when a project leader acknowledges that we all have a life outside of work. † CompetenceHaving a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent. Ability to Dele gate Tasks You demonstrate your trust in others through your actions – how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers, or end up doing all of the work themselves.As one project management student put it, â€Å"A good leader is a little lazy. † An interesting perspective! Cool Under Pressure When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. â€Å"Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together. † (Bennis 1997) And remember – never let them see you sweat. Team-Building Skills A team builder can best be defined as a strong person who provides the substance that holds the team together in common p urpose toward the right objective.In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalize on each at the proper time, for the problem at hand. Problem Solving Skills Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project leaders to have excellent problem-solving skills themselves.Leadership Styles Leadership style refers to a leader's behavior. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership. The Participative leadership style favors decision-making by the group of ROBI. Such a leader gives instruction s after consulting the group. They can win the cooperation of their group and can motivate them effectively and positively. The decisions of the democratic leader are not unilateral as with the autocrat because they arise from consultation with the group members and participation by them. good reasons why ROBI started embracing and applying Participative Leadership: 1. Participative leadership adds real value to employee contribution in decision making, problem solving, planning and implementation. It focuses on developing them on many levels while landscaping future goals and plans that benefit ROBI. 2. Participative leadership meets strategic needs/goals of companys by supporting individuals to reach their personal development goals. Developing people creates the foundation for sustainable positive change. 3.Participative leadership is transformational as it wakes the inner leaders in people by reaching out to their deepest resources, expertise and natural ability to lead. It remo ves barriers and opens doors. 4. Participative leadership delivers results as it increases productivity and provides a satisfactory ROI . Employees perform loyalfully and is more committed to achieve company's goals and contribute to the long- term picture. 5. Participative leadership is an opportunity for leaders to let go of their parochial perspectives and do what is right to optimize the entire company's capacity, not just their own area.Benefits of Participative Leadership Participative leadership has been implemented in various corporate organizations in a big way. Leaders are seeing the benefits of getting their team members to participate in the decision-making process through discussions and deliberations. Here we see the obvious and some not-so-obvious advantages of participative leadership that is taking business teams to a whole new plane of progress. Everyone Participates The best advantage of the participative leadership model is that everyone in the team gets a chance to participate.Like in a democracy, the team members have their say in the decisions that the team makes as a whole. This fosters a sense of equality within the team and that helps everyone feel important as contributors. New Ideas Are Thrown about Participative leadership helps bring more minds together and hence there are more ideas and suggestions that are generated. Leaders, for whatever they are, are individuals and they may be limited in their capacities of thought. However, when several people belonging to different levels of activity are asked to contribute to the worth of a particular decision, new ideas emerge.Some of these could be practical issues that people at the top levels do not think about. Hence, the decision becomes more practical and implementable and creatively rich. Decisions Become More Result-Oriented Since everyone has put in some or the other effort towards the planning process and everyone has a feeling of importance, it is quite evident that they will w ork towards implementing their own suggestions as well. This is a much better approach at making a team do things-make them suggest those things themselves. It becomes easier for leaders to generate results.Leaders Can Assess the Worth of Their Policies During the participation, leaders can find out whether there are any constraints or impediments that might come in the way of implementation. They also get a feel of the enthusiasm factor, and can assess whether the people in the team are agreeable to the changes they are planning to implement. The level of participation is a direct indicator of the enthusiasm of the team and if the enthusiasm is higher, the plan will be implemented faster and in a more effective way as well. A Progressive ApproachParticipative leadership is gaining wide currency right now because it allows everyone to contribute; it knits together the entire organization through their participation. This is the contemporary approach that leadership recommends and us es, and it has the potential to take organizations towards new levels of success. Future Leadership Discovery When employees participate in the decision-making process, current management has the opportunity to see who is stepping up to the plate and who is coming up with ideas. This is just another tool for management to evaluate employees for promotion.When employees are promoted from within a company, less outsiders are brought in, and the employees are more motivated to do a good job. Many companies with defunct leadership practices often miss opportunities to promote from within. A new leader found within the company will be a valuable cornerstone for teamwork. Motivation All employees feel the need for motivation. Motivation is the key concept for change. People are naturally resistant to change, and leadership needs to find the proper theory to help people make the transition. Communication is the most important facet of motivation. If employees feel out of the loop, hen they are less likely to concentrate on the main goal of the team or organization. With participative leadership, the employee has more information and will stay more active in the change or decision process. Employers must initiate the communication as a show of faith to their employees. Team Spirit Since employees have a position and input in the decision-making process, the sense of involvement is not just felt individually but is felt as a team. If potential negative circumstances are involved in the decision that is to be made, team-centered involvement will allow the leadership to be informed more fully of the pros and the cons.Communication is still important. When the leaders finally make a decision, the team is prepared for it; and with its participation, the stress and resistance to change is diminished. If negative perceptions of the change is noticed, the team can diffuse the situation without leadership becoming involved. Employee Productivity Studies have shown that there i s a correlation between participative leadership and productivity. There is a suggestion that through communication and participative leadership high-quality performance can be obtained.Leadership that practices the participative model have higher ratings as managers than leaders who manipulate their employees. Participative leadership begins a cycle of productive leadership and productive employees. This cycle increases company profitability and allows for internal growth. More promotions are possible and the progress of productivity increases across the company as the team grows. Performance Emotions: Leadership can be perceived as a particularly emotion-laden process, with emotions entwined with the social influence process. In an organization, the leader's mood has some effects on his/her group.These effects can be described in three levels. 1. The mood of individual group members. Group members with leaders in a (say) positive mood experience more positive mood than do group me mbers with leaders in a (say) negative mood. The leaders transmit their moods to other group members through the mechanism of emotional contagion. Mood contagion may be one of the psychological mechanisms by which charismatic leaders influence followers. 2. The affective tone of the group. Group affective tone represents the consistent or homogeneous affective reactions within a group.Group affective tone is an aggregate of the moods of the individual members of the group and refers to mood at the group level of analysis. Groups with leaders in a positive mood have a more positive affective tone than do groups with leaders in a negative mood. 3. Group processes like coordination, effort expenditure, and task strategy. Public expressions of mood impact how group members think and act. When people experience and express mood, they send signals to others. Leaders signal their goals, intentions, and attitudes through their expressions of moods.For example, expressions of positive moods by leaders signal that leaders deem progress toward goals to be good. The group members respond to those signals cognitively and behaviorally in ways that are reflected in the group processes In research about client service, it was found that expressions of positive mood by the leader improve the performance of the group, although in other sectors there were other findings. Environment: Every organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities.This is brought about by its heritage of past leaders and its present leaders. Goals, Values, and Concepts Leaders exert influence on the environment via three types of actions: 1. The goals and performance standards they establish. 2. The values they establish for the organization. 3. The business and people concepts they establish. Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, mar ket leadership, plans, meetings and presentations, productivity, quality, and reliability.Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted. Concepts define what products or services the organization will offer and the methods and processes for conducting business. These goals, values, and concepts make up the organization's personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place. Leadership & Human Behavior:As a leader, we need to interact with our followers, peers, seniors, and others; whose support we need in order to accomplish our goals. To gain their support, we must be able to understand and motivate them. To understand and motivate people, we must know human nature. Human nature is the common qualities of all human beings. People behave according to certain principles of human nature. Human needs are an important part of human nature. Values, beliefs, and customs differ from country to country and even within group to group, but in general, all people have a few basic needs.As a leader we must understand these needs because they can be powerful motivators and helps to improve our performance. Analysis of the Leadership style/ Findings: Integrity: It is the integration of outward actions and inner values. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she never veers from inner values, even when it might be expeditious to do so. A leader must have the trust of followers and therefore must display integrity. Honest dealings, predictable reactions, well-controlled emotions, and an absence of tantrums and harsh outbursts are all signs of integrity.A leader who is centered in integrity will be more approachable by followers. Dedication: It mean s spending whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision. By setting an excellent example, leaders can show followers that there are no nine-to-five jobs on the team, only opportunities to achieve something great. Magnanimity: It means giving credit where it is due. A magnanimous leader ensures that credit for successes is spread as widely as possible throughout the company.Conversely, a good leader takes personal responsibility for failures. This sort of reverse magnanimity helps other people feel good about them and draws the team closer together. To spread the fame and take the blame is a hallmark of effective leadership. Leaders with humility recognize that they are no better or worse than other members of the team. A humble leader is not self-effacing but rather tries to elevate everyone. Leaders with humility also understand that their status does not make them a god. Mahatma Gandhi is a role model for Indian leaders, and he pursued a â€Å"follower-centric† leadership role.Openness: Openness means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others’ ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision. Creativity: It is the ability to think differently, to get outside of the box that constrains solutions.Creativity gives leaders the ability to see things that others have not seen and thus lead followers in new directions. The most important question that a leader can ask is, â€Å"What if †¦ ? † Possibly the worst thing a leader can say is, â€Å"I know this is a dumb question †¦ † Fairness: It means dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. He or she must avoid leaping to conclusions based on incomplete evidence. When people feel they that are being treated fairly, they reward a leader with loyalty and dedication.Assertiveness: It is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader. Many leaders have difficulty striking the right amount of assertiveness, according to a study in the February 2007 issue of the Journal of Personality and Social Psychology, published by the APA (American Psychological Association).It seems that being under assertive or overassertive may be the most common weakness among aspiring leaders. Sense of humor: It is vital to relieve tension and boredom, as well as to defuse hostility. Effective leaders know how to use humor to energize followers. Humor is a form of power that provides some control over the work environment. And simply put, humor fosters good camaraderie. Intrinsic traits such as intelligence, good looks, height and so on are not necessary to become a leader. Anyone can cultivate the proper leadership traits. Process of great Leadership/SuggestionsTo help us be, know, and do, follow these principles of leadership. This Leadership guide expand on these principles and provide tools for implementing them: †¢ Know ourself and seek self-improvement – In order to know ourselves, we have to understand our be, know, and do, attributes. Seeking self-improvement means continually strengthening our attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.†¢ Be technically proficient – As a leader, we must know our jo b and have a solid familiarity with our employees' tasks. Seek responsibility and take responsibility for our actions – Search for ways to guide our organization to new heights. And when things go wrong, they always do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. †¢ Make sound and timely decisions – Use good problem solving, decision making, and planning tools.†¢ Set the example – Be a good role model for our employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see – Mahatma Gandhi. Know our people and look out for their well-being – Know human nature and the importance of sincerely caring for our workers. †¢ Keep our workers informed – Know how to communicate with not only them, but also seniors and other key people. †¢ Develop a sense of responsibility in our workers – Help to develop good character traits that will help them carry out their professional responsibilities.†¢ Ensure that tasks are understood, supervised, and accomplished – Communication is the key to this responsibility. †¢ Train as a team – Although many so called leaders call their organization, department, section, etc. team; they are not really teams†¦ they are just a group of people doing their jobs. †¢ Use the full capabilities of your organization – By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities. Conclusion From the above discussion we can easily understand that Axiata (Bangladesh) Ltd. (ROBI) is one of the top mobile Company of Bangladesh. It covers the whole Bangladesh by its network. There are many product and services of ROBI is available in Market. At this moment the company is in growing position.But the strategies of the company will make the compa ny â€Å"number one† mobile company of Bangladesh. So we can easily find out the Participative leadership style of ROBI is a very developed and effective one. As a multinational company for making the process more effective ROBI should analyze the recruitment and selection process of other multinational company of home and abroad. That can make ROBI perfect in recruiting people and the company will get efficient professionals, that will increased the productivity as well as revenue.