Difference Between Cost Control and Cost Reduction

Contrast Between Cost Control and Cost Reduction Presentation A cost decrease program is a sort of strategy which is to improve gainfulness of the association or by expected to get a decent outcome that stream to the main concern of the budget report and absolved from any genuine harm to the association itself. As this program is significantly more about diminishing expense or decreasing costs of the association, so a decent cost decrease program is about how to control the harm of an association. Besides, a cost decrease program is said can be improved the benefit of an association in light of the fact that by diminishing costs, benefits are expanded without making others changes. Then again, if the cost decrease program can coordinated with a business improvement program and maybe, at last it will get the twofold benefit. A cost decrease program must be a finished arrangement that is results-situated. An organized cost decrease program will put the organization on target to accomplish most extreme productivity and accomplish the best. Additionally, this program likewise infers a progression of program that hold the entirety of the fundamental attributes and nature of the item and therefore it must be bound to lasting and authentic reserve funds in the expenses of assembling, organization, circulation and selling, realized by end of inefficient and inessential components structure the plan of the item and from the procedures and practices completed in association therewith. What is the distinctive between cost control and cost decrease? Truth be told, cost control otherwise called cost the board or cost regulation; it controls the expenses of the association at the given level. Plus, cost control accentuation on guaranteeing that the expense doesn't surpass the standard spending plan of the association. Organizations use cost control techniques to screen, assess, and at last improve the proficiency of explicit territories, for example, offices, divisions, or product offerings, inside their activities. Be that as it may, cost decrease is a force practice or is an activity which will out the entirety of the push to sparing expense from whatever level they are. Cost decrease doesn't have any norm, or anything is acknowledged as perfect. Each component of cost is examined, each activity is screened and each system is broke down to recognize the available resources of diminishing expenses. Cost decrease can bring about sparing the item cost, producing cost s, and life cycle cost. There are two unique ideas between cost control and cost decrease. Cost control is accomplishing the cost focus as its goal while cost decrease is coordinated to investigate the conceivable outcomes of improving the objectives or organization productivity. In this way, cost control will end the activity when accomplished the association target or goal. While cost decrease is a nonstop procedure and it has no obvious end. Besides, cost control attempt to achieve the most minimal conceivable expense under existing conditions while cost decrease doesn't perceive any condition as perpetual since a change will bring about bringing down the expense. In the event that the cost control accentuation is on over a wide span of time, while the cost decrease accentuation is on the present and future. Also, cost control is a preventive capacity though cost decrease is a correlative capacity. It run in any event, when a productive cost control framework exists. The contrast between both of it very well may be summed up as cost control guaranteeing the expenses is as per built up norms while cost decrease is worried about attempt to improve the expense by consistent and without understanding with any of the norm. The principle advantages of cost decrease programs are it can upgrade productivity and improve income of the association. It presents the key components and variables to consider in program plan and usage. Cost decrease program is likewise can guarantee the outcomes will coordinate with the objectives or objective and the estimations of the association. Cost decrease program is one of the most testing duties or errands that an organization needs to attempt, particularly when there are such a large number of ways open to cost-cognizant directors. At long last, an incorporated expense decrease program can diminish the cumbersome money related weights that can stable a companys advancement and can let loose valuable capital that can be result to the organizations long haul advantage. Writing Reviews/Case Study/Research Findings There are five cases and cost decrease strategies in these writing surveys. The techniques including Target Costing (TC), Activity-Based Costing (ABC), Just in Time (JIT), Enterprise Resource Planning (ERP), and Value Engineering (VE). Contextual investigation 1 (Target Costing) Definition: Target costing additionally called item costing strategy in which an endeavor at the arranging and advancement period of an item life cycle to achieve a predetermined cost that is chosen by the executives. This methodology is to look for the lower costs by structuring a quality item that decreases costs in the creation stage. It tends to be depicted as an efficient procedure of cost the executives and benefit arranging. Contextual investigation: In 1993, Toyota utilizes target costing way to deal with for the most part decrease costs at the plan stage. By utilizing this methodology, Toyota defines objectives for cost decrease and afterward attempts to accomplish these new focuses through plan changes that will achieve the cost decrease objective. Toyota was looking at the expenses of the new plan with the old structure so as to ensure a cost decrease after usage of the new strategy. This is the principle thought that Toyota uses to accomplish their companywide objectives. There are a few stages in the grouping of value, creation, and cost choices. In the first place, Toyota chooses what the new retail cost of the car by taking the old cost and including the estimation of any new capacities. The business division concocts the proposal for the creation volume by taking past numbers and ordering them to showcase patterns and the condition of contenders. Second, Toyota is center around cost arranging. This cost arranging depends on the item plan and focuses for retail cost and furthermore creation volume. The motivation behind utilizing cost arranging by Toyota is for decide the sum by which expenses can be diminished through better structure of the new model. Toyota sets up a benefit focus on that is deducted to decide their objective expense. These cost arranging choices are made for a long time before they discharge the model. Toyota gauges the estimated expenses of another model by wholes of the cost varieties of the new model and the old model. This procedure is exceptionally valuable to Toyota, since it will in general be less work and gives progressively precise outcomes. Likewise, it additionally enables the particular divisions to comprehend the cost changes. Other than that, Toyota evacuates variable costs the two models acquire, for example, compensation and circuitous expenses by utilizing this methodology. In the mean time, they utilize their choices on costs that change between the two models in plan and creation volume. The primary concern for this situation study is to show how cost arranging at Toyota is centered around the plan stage. Toyota does this by defining objectives for cost decreases through plan changes. Toyota takes these objectives and afterward evaluates them to various divisions to make the important changes. Toyota accepts that by changing item configuration to deliver lower cost to accomplish a more significant level of productivity. Contextual analysis 2 (Activity-based Costing) Definition: Movement Based Costing is a costing model that distinguishes the cost pools, or action focuses, in an association and allocates expenses to items and administrations (cost drivers) in view of the quantity of occasions or exchanges engaged with the way toward giving an item or administration. The idea of Activity-Based Costing has been viewed as an advanced strategy for cost computation since the mid 1980s. What's more, Activity-Based Costing (ABC) relegates fabricating overhead expenses to items in a more legitimate way than the conventional methodology of basically distributing costs based on machine hours. Movement Based Costing initially allots expenses to the exercises that are the genuine reason for the overhead. It at that point doles out the expense of those exercises just to the items that are really requesting the exercises. Contextual investigation: Boeing Commercial Airplane Group (BCAG) is the universes biggest producer of business planes. It contains roughly 60% of Boeings all out incomes. BCAG Wichita is a cost place fabricating plant delivering fuselages, noses, swaggers, nacelles, and push reversers for 737, 747, 757, 767, and 777 plane models. In May 1999, the plant utilized roughly 16,835 representatives straightforwardly, and was liable for backhanded work of 53,100 specialists inside the territory of Kansas. As a feature of its general drive to pick up and hold world-class aviation fabricating status, BCAG Wichita is centered around building up a lean, proficient plan and creation framework bolstered by a compelling cost the board technique. The cost administration methodology bolsters activities intended to connect the assembling procedure and bolster exercises in order to rearrange the entire creation process, while amplifying profits by the utilization of lean strategic policies. Cost the board technique activities incorporate streamlining creation, shortening stream and process durations, expanding quality and stock turnover, distinguishing center items and forms, and connecting the plan and assembling procedure to diminish item an ideal opportunity to-advertise. Movement Based Costing connections and supports the assembling procedure. It gives data to tailor business streams and material administration, expenses of movement and procedures, esteem included versus non-esteem included examination and benefit investigation used to improve the settle on versus purchase dynamic procedure. ABC additionally gives investigation of set-up and run costs, expenses of booked and unscheduled upkeep, expenses of advantage disappoi ntment, and expenses of assembling limit, consequently permitting manuf

Free Essays on Gay Marriage Should Be Denied

SAVAGE, TODD A., MARC E. FRISIELLO, and SHARON SCALES ROSTOSKY. Gay Parents. International Encyclopedia of Marriage and Family. Ed. James J. Ponzetti, Jr. Vol. 2. second ed. New York: Macmillan Reference USA, 2003. 720-723. 4 vols. Hurricane Virtual Reference Library. Thomson Gale. Camden County College. 17 February 2005 . Record joins: 4 PDF Pages | How to Cite digital book joins: About this Publication | eTable of Contents | eBook Index | List of Illustrations Library joins: Full Text: Page 720 GAY PARENTS Research has reliably shown that hetero grown-ups hold reliably and overwhelmingly negative mentalities toward lesbians and gay guys. Hetero grown-ups ordinarily see this antagonism as worthy notwithstanding political talk praising the commitments and numerous viewpoints of an undeniably differing populace (Kite and Whitley 1996). The shame, bias, and separation coordinated at individuals who distinguish themselves as gay are not kept to singular acts, yet have been organized and efficiently sustained all through the different degrees of the way of life. For instance, the U. S. lawful framework doesn't perceive relationships between same-sex accomplices, nor does it secure connections among lesbian and gay male guardians and their youngsters (Patterson, Fulcher, and Wainright 2000). In spite of such obstructions, lesbian and gay male people effectively make important family connections that succeed, yet flourish (Patterson 2000). Gay Relationships and Legal Matters Legitimate acknowledgment of associations (i.e., marriage) between hetero guys and females has a longstanding history in the United States, Europe, and different pieces of the world affected by Western societies. Such acknowledgment has set the measures for adequate connections and the advantages that they are accepted to bring. One basic advantage of marriage identifies with the foundation of families and the raising of c... Free Essays on Gay Marriage Should Be Denied Free Essays on Gay Marriage Should Be Denied SAVAGE, TODD A., MARC E. FRISIELLO, and SHARON SCALES ROSTOSKY. Gay Parents. International Encyclopedia of Marriage and Family. Ed. James J. Ponzetti, Jr. Vol. 2. second ed. New York: Macmillan Reference USA, 2003. 720-723. 4 vols. Storm Virtual Reference Library. Thomson Gale. Camden County College. 17 February 2005 . Archive joins: 4 PDF Pages | How to Cite digital book joins: About this Publication | eTable of Contents | eBook Index | List of Illustrations Library joins: Full Text: Page 720 GAY PARENTS Research has reliably exhibited that hetero grown-ups hold reliably and overwhelmingly negative mentalities toward lesbians and gay guys. Hetero grown-ups ordinarily see this pessimism as worthy in spite of political talk praising the commitments and numerous viewpoints of an inexorably various populace (Kite and Whitley 1996). The shame, preference, and separation coordinated at individuals who recognize themselves as gay are not limited to singular acts, yet have been organized and methodicallly propagated all through the different degrees of the way of life. For instance, the U. S. legitimate framework doesn't perceive relationships between same-sex accomplices, nor does it ensure connections among lesbian and gay male guardians and their kids (Patterson, Fulcher, and Wainright 2000). Regardless of such obstructions, lesbian and gay male people effectively make important family connections that succeed, however flourish (Patterson 2000). Gay Relationships and Legal Matters Legitimate acknowledgment of associations (i.e., marriage) between hetero guys and females has a longstanding history in the United States, Europe, and different pieces of the world affected by Western societies. Such acknowledgment has set the measures for adequate connections and the advantages that they are accepted to bring. One normal advantage of marriage identifies with the foundation of families and the raising of c...

Use Your Sense of Humor as a Stress Coping Mechanism

Use Your Sense of Humor as a Stress Coping Mechanism Happiness Print Maintaining a Sense of Humor to Cope By Elizabeth Scott, MS twitter Elizabeth Scott, MS, is a wellness coach specializing in stress management and quality of life, and the author of 8 Keys to Stress Management. Learn about our editorial policy Elizabeth Scott, MS Updated on January 28, 2020 Hinterhaus Productions / Getty Images More in Self-Improvement Happiness Meditation Stress Management Spirituality Holistic Health Inspiration Brain Health Technology Relationships View All A sense of humor can be an amazing line of defense when it comes to coping with stress. Unfortunately, stress is inevitable and you cant eliminate it, despite your best efforts. You can, however, better prepare yourself for stress with several coping techniques. Developing a sense of humor about lifes challenges is a great place to start. A sense of humor will help you to build resilience to stress as well as improve your overall physical and emotional health.?? It will also enable you to: Bond with othersLook at things in a different wayNormalize your experienceKeep your relationships strong Luckily, its not too hard to develop a healthy sense of humorâ€"but it does require a bit of practice. Here are a few ways to find the funny in life and better cope with stress. Start With a Smile Even if you fake a smile (making the physical shape with your mouth), it can lead to increased happiness (not just looking happier). This is because the act of smiling (real or fake) causes your body to release feel-good endorphins. Plus, a fake smile tends to lead to a genuine oneâ€"and this means that laughter will come more easily, and the stress will melt more readily.?? Top 10 Reasons to Smile Every Day Take a Step Back When you’re in the middle of a difficult situation, it can seem overwhelming. Taking a step back, however, and viewing your situation as an observer can help you see your situation with a new lens. This is called reframingâ€"and it works. Value the Extremes If your situation seems ridiculously frustrating, recognize the potential humor in just how ridiculously frustrating and annoying it is. In your imagination, take the situation to an extreme that becomes even more ridiculous until you find yourself amused. For example, if you are waiting in a long line at the store, imagine that hours pass, then days, visualizing loved ones visiting you in your new home or holding your childs birthday party in aisle seven…you get the picture. Recruit Funny Buddies Social support is a crucial part of stress management. Find a friend or group of friends with whom you can share your frustrations and challenges, and laugh about them in the process. Even when your friends are not there, you can lighten your mood by thinking about the retelling that will come later. The Top 4 Reasons Friends Are Important Make It a Game You can have a most annoying boss contest with your friends, or try to count how many times the same potentially frustrating event happens in a day. (I was cut off in traffic seven times todayâ€"I’m almost up to 10.) This works well for predictable or repetitive annoying situations that you can’t control; you can begin to view them in their own special way instead of letting them unnerve you. Watch Funny Shows and Movies One of the reasons that sitcoms are so popular is that many of them take somewhat universal situations that people find frustrating and push them a little further to show the silly side of it all. Realizing that some universally annoying situations are actually funny, can help you endure them with a smileâ€"even if it’s a wry or ironic smile. Read Funny Books Reading humorous interpretations of life can help you maintain a light-hearted point-of-view and find your own style of seeing the world in a different light. Look for an author skilled at finding the humor in life events, ranging from annoying to upsetting or even tragic. Some suggestions: Dave Barry, David Sedaris, or Jerry Seinfeld.   Reading Material Ideas for Brain Health and Fitness Practice Relaxation Techniques Laughter yoga, which combines laughter and intentional yogic breathing (pranayama), is a great way to release stress and get some more giggles into your day.?? If this type of class is not available to you, there are other types of yoga and relaxation strategies (meditation, tai chi, deep breathing) to minimize stress so you can build your resilience and your sense of humor.

Crisis of Enron and Auditors Responsiblilites - 2149 Words

Viktoria Martirosyan Case 1.1 Qt.1 Several parties were responsible for Enron crisis, including independent auditor, key executive officers, internal auditors, SEC and FASB. The hypocrisy, dishonorable actions and unethical behavior of Kenney Lay, Jeffrey Skilling, Andrew Fastow led to bankruptcy. This and many other problems, such as loss in transactions involving the swaps stocks, SPE related issues and est., finally contributed to crisis. As Enron executives, all of their concerns should have been focused on Enron’s profits, but seems that many of them only cared about their wealth. When financial problem surfaced, they did not attempt to fix it, but made efforts to maintain their own benefits and ignored the whole company’s and†¦show more content†¦Enron made only nominal financial statement disclosures for its SPE transactions and those disclosures were typically presented in confusing if not cryptic, language. 2. SAS 55- Internal Controls. Judging from the case, it can be clearly seen that internal control was not working properly. 3. SAS 45 Related parties - Special Purpose entities were a mechanism to raise needed financing for various purposes without being required to report the debt in their balance sheets. Enron used gaping loophole in accounting practice to create hundreds of SPEs and it did not limit its SPEs to financing activities. Enron used SPEs for the purpose of downloading underperforming assets from its financial statements to the financial statements of related by unconsolidated entities. SPE would finance the purchase of those assets by loans collateralized by Enron’s common stock. In some cased, undisclosed side agreement made by Enron with an SPE’s nominal owner insulated those individuals from any losses on their investments and, in fact, guaranteed them a windfall profit. Even more troubling, Enron often sold assets at grossly inflated prices to their SPEs allowing the company to manufacture large â€Å"paper† gain on t hose transactions. Qt.4 Audit documentation as per SAS 103, is a record of audit procedures performed, relevant audit evidence obtained, and conclusions the auditor reached. It supports the fact that the audit was done in accordance with auditing

Scientific management and the theories of business - Free Essay Example

Sample details Pages: 10 Words: 3049 Downloads: 7 Date added: 2017/06/26 Category Business Essay Type Research paper Did you like this example? Scientific Management Frederick W Taylor introduced the scientific management thought where in 1911 wrote a book about management called The Principles of Scientific management where such theory approach are been applied by many organisations practically. Taylor came out with the views saying that the process of work can be arranged in a professional manner by subdividing the tasks by providing the best means that could organise each task meeting the organisational objectives. Taylor viewed that each task should be processed and analysed accurately in order to identify the activities taken by each task. Don’t waste time! Our writers will create an original "Scientific management and the theories of business" essay for you Create order He came out with the idea of time and motion study that the activities carried out within the organisation and methods of doing the work should be reviewed so that individual could do their work properly. Working methods, equipment used and procedures for doing a job need to be monitored in order to produce a good quality performance for each task. Workers should be provided training for the development of the organisation and themselves too also wages and salaries should be introduced in a different form depending on the type of work at that particular time such as piecework basis for the purpose of maximising profit though there should be some deductions in the wages if the result of work does not meet the organisation standard, workers should be provided with good working environment which is safe including the premises and equipments that need to be maintained regularly. In todays organisation have adopted such theories in their organisations example BT plc job role is been re viewed well analysing the routines and procedures which is normally in the contract of employment which summarises job description including the wages, induction and training. Classical administration (Administrative management school) Henri Fayol was an engineer in France wrote a book which had a title General and Industrial Management which was written in French in 1916 later translated in English in 1949 in the USA. Fayol came with the views that activities carried out within the organisation can divided into different groups or department as many organisations do example Unilever plc have finance department, information technology, department, security department, marketing department etc so that individuals qualification could be identified and grouped and each department could work together towards achieving the organisation objectives by communicating to each other  [1]  . He said organisation should have a clear picture of where it is and future prospective by plan ning and added that there should be line of authority in a hierarchy way showing the flow of command and decisions flowing from the top management to the bottom same system is being used by Unilever plc by having organisation structure the show the line of authority. He also mentions that staff should be involve in the decision making of the organisation also providing training to the staff for developing them. Leadership theory Association of business executive defined leadership as a way where individuals can be influenced to achieve goals of the organisational. The role of the leader is committing themselves towards the individuals in achieving such goals. Characteristics of leadership which can be distinguished from management are that leaders try to influence people to do things with their own will, they bring changes to the organisation they lead, they lead by action which become as an example for other people to follow the same path, they can solve dispute, they can plan, organise, motivate individuals. They monitor the performance of the organisation they are leading. Leaders within an organisation for example BT plc can appointed their leaders in a formal way basing on the job description were the top management decide to appoint a leader example a manager or deputy manager due to the achievement of certain duties that will contribute to the development of the organisation and seen that have th e characteristics of leading people and in an informal way individuals within the organisation decide to appoint someone to lead them in certain project or team. Leaders in BT plc exercise their power by persuading people to do task but not forcing people to do things which they are not ready or cant do it due to certain reasons or circumstances also their power can come from the formal authority of job description. Motivation theory Mullins in chapter 15 defines motivation as the stage in which individuals decides to behave in a particular way in order to meet their wants which is characterised by their uniqueness of their behaviour, they intend to make choices which is under their colleagues control which is direct. Individual at work can act in a positive or negative way that could contribute to the development of the organisation or could result to a problem within the organisation due to irrational or unconscious but must be a reason for such behaviour. Motivation is concern with the needs and motivation of the individual within the organisation where by individuals cant be motivated if their needs are not fulfilled. This is being viewed by the Maslow hierarchy of needs in 1954 which is used by different organisation in todays business such as BT plc and GlaxoSmithKline Company. Maslow came out with the assumption that people needs change all the time and its complex once are satisfied with certain thin g now they will demand for another thing later thats reason they need to be motivated. Maslow categorised the needs in five different ways as follows. Maslows hierarchy of need Physiological or physical he suggested that individuals need love, sex, food, water sleep etc these are the basic needs individuals need lacking them its difficult to get motivated within the organisation. They also need money to fulfil their needs meaning having jobs for survival. Individuals need safety or security that is protecting individuals from any harm such as animals, germs, etc in their environment having clothes, house to live. In an organisation individuals need security in their positions from redundancy, safe job etc also they need security if there is any change in management or job routine. Individuals need love from their friends, colleagues by means of accepting them as individuals though wages can be low sometimes to the workers but having a good relationship and social contact does motivates them. Esteem or ego as part of individual needs were by they want their abilities to be recognised by means of testing and approved so that they could feel that they are of important within the organisation as individuals. They also need respect among each other with the need of affection and that they belong to certain group. Example individuals having a good position in the company, getting bonus, car allowance, good office environment for the purpose of satisfying their egos or esteem. MANAGEMENT STYLES Autocratic management style This is the type of management style where by communication takes place from the top management example chief executive officer flowing down to the subordinates, decision making taking place from the top management passing through all the department. An autocratic manager tends to make a decision that does not consult other staff for approval; its advantage is that gets all work done as been directed by the manager though it tend minimising staff morale and staff cant be motivated if decisions are being made without their consultation. Democratic management style A manager in democratic style tends to delegate the responsibilities and task to the staff where by staff take their own initiatives in completing the task assigned to them. In democratic management style decision making involve the presence of employees this helps employee to be motivated by the activities produced by their own work towards meeting the organisation objectives. The disadvantage of this type of style employees tend be slow in doing the task and delaying the work due that staff need to be consulted first before decision is made, staff rely on others to do the task for them. Laissez faire management style This is another management style where by managers gives staff all the freedom they need to complete the task at their own time without putting pressure on them. Laissez faire managers do not involve themselves in fully managerial activities so as the staff this delays task to be completed at the right time due minimum involvement of the manager. The disadvantage of this type of style is that can bring great impact to the organisation performance due managers not delegating their roles in effective manner where staff finding it hard to follow the right direction to meet organisations plan objective. FUNCTIONS OF MANAGEMENT Henri Fayol after developing the principles of management, he came out with the ideas of summarising the functions of management which are planning, organising, directing and controlling. These functions are being used by todays business. Planning This is the process of evaluating the activities for the future development of the organisation which is normally planned in advance that shows what the organisation ought to do for the future or any factors that could influence the activities within the organisation. This could be five year or ten year plan etc, managerial authority towards the strategic plan of the organisation is making sure they are being taken into consideration and they are coordinated with all departments in the organisation also need to be clear to them. Organising Its the process were by making sure the day to day activities are done in a professional manner meeting the organisation target. Resources such as staff, machines, capital are arranged into a working pattern that links between the departments and relationships can be created between the staff. Once resources are being allocated properly the outcome of that brings the organisation into success. Directing After organising the resources in the organisation that when directing comes into effect where makes sure that staff carry out the appropriate task as being assigned by their superiors by monitoring their performances it does motivate staff if their activities is being reviewed every month or quarterly through appraisal. Directing ensures that activities meet the organisation objectives and that is making profit by encouraging more sales. Controlling This is the process of monitoring the performance of the activities carried out within the organisation by linking all the departments and getting the feedback of how they are progressing with the roles assigned to them. Control takes an effect after the plans are being made by reviewing the objectives of the organisation and monitoring regularly, ensures that the result of the task matches with the plan which was been put into action in the first place. Such process could be accessed through proper management performance such as progress report, annual turnover report etc. COMPARISON BETWEEN ORGANISATIONS MANAGEMENT TASKS AT UNILEVER AND BT PLC People and sustainability This is about how the organisation operates its activities by protecting the environment from any harm. It is evident in both Unilever Company and BT plc where they sustain their market by providing products and services which do not harm them. These companies provide evidence on how they make their products or services. Also, data on: the disposal method of their waste; energy generated; and water usage is available. They also protect their staff by providing them with a healthy and safe environment, recording all the incidences for future reference. Reviewing performance Organisations aim at making profit during the trading period and record it in a trading, profit and loss account. Managements role is evaluating and reviewing the performance of the business, which is through analysing the growth of the business, identifying increases in sales and market share, balance scorecard etc. One of the tasks in which management undertake is making sure such performance is monitored within the organisation which needs to be recorded for the future planning. Unilever plc reviews their annual turnover at the end of the trading period. Similarly, BT plc posts their annual financial statements on their company websites for the stakeholder to review their performance and they must show that ethic value is taken into consideration. Analysing functions of management Functions of management are planning, organising, directing, controlling and coordinating. Managements task is to analyse these functions within the organisation and in different departments. After planning is put into action, activities which are directed and coordinated by the managers and supervisors need to be organised on a daily basis. Decisions are made by the top management and flow downwards to the subordinates. Resource allocation The task of management is allocating resources such as people, capital and equipment. Managers allocate people to different departments, based on the qualification they hold and utilise these peoples skills for meeting the organisations objectives. Capital invested into the business helps run the operating activities once the equipment is put in place. To have a good performance in the organisation, resources need to be allocated properly at the right place and at the right time. Unilever plc allocates their resources in the field of toiletry production. They produce cleaning materials, which are a basic need to people in our modern society. Unilevers market is multinational and is making huge profit that sustains their organisations growth. Risk management The recession is continuing to heat the economy of the United Kingdom. Furthermore, as capacity of consumers to spend money is decreasing, partly due to rising unemployment levels and thus a decrease is disposable income, Unilever plc and BT plc need to take these issues into consideration. These two companies may need to continue decreasing prices of their products and services so that they retain their existing customers and even attract new customers. Market share is extremely important. Competition is intense and companies try to survive and remain in the market despite the negative impacts as a result of the recession. TASK 5 LEADERSHIP STYLES Leadership style is the process of evaluating different roles undertaken by the leaders towards the members of the group they are leading. The style of leadership put in place in the organisation it is likely to be adopted by the subordinates in the organisation. There are different leadership styles examples bureaucratic, dictatorial, participative, abdicatorial etc but its summarised in terms of managerial style which is subjected towards the subordinates such as authoritarian style, democratic style and laissez-fare style. Authoritarian (autocratic) style This is the type of style were by leaders exercises their power by organising all the groups in the organisation. Leaders make the decisions, rules and regulation passing through the group in order to achieve the organisation target, also evaluates task roles, disciplinary actions, and appraisals. Democratic style The power of leaders in this type of style considers subordinates contribution towards decision making; leaders consult staff first before making any decisions. They tend to value staff say towards the implementing the policy and procedures of the organisation. Laissez-faire style Leaders in this type of style tend to give freedom to the group they are leading to do things on their own way toward without supervising them in meeting the organisation objectives. Leaders do not involve themselves fully into the activities of organisation they leave the staff to work on their own initiative though they provide guidance to the staff if they are facing any problem. MOTIVATION THEORIES USED BY THE ORGANISATION Managers from different organisations they always refer to the motivation theory in their managerial activities that help them to determine the factors that will motivate the subordinate without those needs individuals wont be able to perform efficiently that could result to negative implication of organisation performance. Abraham Maslow if the one who came out with motivation theory summarised the hierarchy of needs which are physical needs, safety needs, social needs, esteem need and self-actualisation needs. Physical or physiological needs Human beings need food, water, air to breathe, these are normal basic needs human beings need to stay alive, and without them they will die. As individual working in the organisations they need wages and salaries in order to facilitate their needs, such wages will help them to buy food and water to stay alive. Safety needs These are needs which human beings need which is to be safety in the environment in which they are in, this include protected from any harm such as pollution, noise. By that means they need shelter so that they could be safe from cold and sunny weather its referred to the individuals at work they need a safety in their jobs from redundancy, low wages and dismissal. Social needs Every individuals need love, friends to talk and socialise with which is by making friends with the people surrounding them in this way helps people from getting depressed same applied to the staff in the organisation they need good relationships in the working environment that creates good team spirit. Esteem needs People need respect from other people regardless of any difference they will be having that could be age, sex, race, nationality etc surrounding them; they want to feel like they are part of the society. In the organisation individuals need recognition by the management, rewards from the organisation as they are part of team contributed to the achievement of the organisation goals. Self-actualisation needs This is the process of determining individuals capabilities towards doing something that would be of great potential by developing them. People want to be known (pride) by other people that they have got the ability to do something which can be useful to people. In the organisation individuals having different professionals they need their task role should be resemble with the qualification they are having, moral and ethical behaviour should be taken into consideration by the organisation to the individual working for them. CONCLUSION This report had the details concerning management theories such as scientific management which was carried out by F. Taylor in which he summarised about work environment and individuals also had information about classical administration, the founder was Henri Fayol carried the idea about the functions of the management such as planning, organising, directing, coordinating and controlling which is being applied by todays business also he summarised about administrative issues in the organisation that need to be structured and evaluated. Individual need to be motivated and the factors that motivates them in the organisation such as Unilever plc and GlaxoSmithKline as applied by Maslow hierarchy. Concept of management and leadership styles used in the organisation and the exercise of power and authority they have toward the individual in the organisation.

The Schelling Segregation Model - 2259 Words

Introduction In this essay, I aim to show that given Carl Hempel’s (1942) deductive-nomological (DN) theory of explanation and Bas C. van Fraassen’s (1980) pragmatic theory of explanation, Schelling only partially explains neighbourhood segregation, because multiple causal factors and background conditions ought to be taken into account. I will first outline how Schelling explains neighbourhood segregation, and then discuss the following aspects to show my conclusion: 1. Schelling’s model in the context of the DN theory of explanation 2. Schelling’s model in the context of the pragmatic theory of explanation 3. How to explain neighbourhood segregation†¦ An emphasis will be placed on the first and second to allow more thorough†¦show more content†¦To make room for newcomers and to resolve issues of empty units, Schelling assumes that individuals adhere to the â€Å"rule of movement† . This rule implies that innocuous individual preferences characterised by assumption (vi) will give rise to a gradual distribution of a spatial phenomenon: the population in groups A and B start to separate out. Schelling identifies this separation between groups A and B as a â€Å"stable equilibrium† . For an illustration, consider Schelling’s two-dimensional model below: Figure 1 justifies Schelling’s theory, in that seemingly innocuous individual preferences – a person’s desire for same-colour neighbours, and reluctance to be in the minority – can trigger changes in a system from one stable equilibrium to another, and hence result in neighbourhood segregation. However, many scholars further articulate Schelling’s model under different circumstances with focuses ranging from the dynamics of movement to the population densities of local mixed neighbourhoods. The following point is worth noting. It is unclear why individuals often decide to swap locations given that one is free to leave the neighbourhood at any time. In response, an added premise to Schelling’s initial assumptions is required. In Zhang’s Schelling-type checkerboard model, he shows that individuals decide to swap locations on the basis of their own â€Å"payoffs† . Given that individuals of groups A and B can compromise on a mutually advantageousShow MoreRelatedRace Preference And Outgroups Avoidance1228 Words   |  5 PagesRacial segregation exists because people tend to choose congregate near individuals that they share common characteristics with. On the other hand, others tend to avoid individuals that have different characteristics with them. Either way, the end result of individual choice is racial segregation. I will explain the two main concepts of residential individual choice by defining same race preference and outgroups avoidance. 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During Robison training period he was arrested for not sitting in the back of the bus with his segregated color. His courage and moral objection to segregation was very important to the way he handled and impacted major league baseball (â€Å"About Jackie Robison). Due to his hard attitude Robison became the most famous African American to play ever in the white man game of baseball during this time. RobisonRead MoreHealth Risk Behaviors : Binge Drinking And Binge Eating Occurred On Young Adults At Age 18-24.2713 Words   |  11 Pagesand friendship networks. By dividing the friendship network into online social network and real-life friendship network, the research extends literature on the irrational decision making along with social interactions. In particular, the research models choices taking the social network as given. 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Poetry Notes Essay Example For Students

Poetry Notes Essay Herself Complication: oil slick Climax: Margarita disappears Falling Action: family loses hope in her, TV reporters believe shes dead Resolution: margarita wins race Theme: identity, family influence most of play is written in English. Forever, some of the lines are in Spanish, mostly he grandmother. Maybe because she is from an older generation. They are used to being discriminated against and excluded form conversations. The switching of two languages describes her Latino and American identities and their struggle to survive (bilingual dialogue) margarita struggles with her identity in America with her Cuban roots their understanding of the English language shows the exclusion of their race in American culture Simon seems to have adjusted to the American culture, acting more like an American teenager than a Cuban teen. Emily whose hopes and dreams have been undermined by a callous external rod. All the father cares about is winning. Girl: Consists of a single sentence Advice from m other to daughter, to both help and scold her Mother speaks and girl interrupts twice to defend herself and ask a question Story being told by girl, recalling a memory of her mothers advice to her within the advice, mother tells daughter of how to do chores such as laundry, sewing, cooking, etc. Also teaches her how to catch a fish and make medicine Practical advice such as how to talk and act in front of people. Protagonist: Girl Title is Girl not Mother. Also, the girl uses I when she talks, wowing us into her thoughts Antagonist: mother, cultural expectations Setting: Rural area (? ) Theme: identity, class (? ) Tone: Mothers tone is bossy. Girls tone seems to be defensive (? ) *Buena: genre of Antigen music. Calypso like, characterized by scandalous gossip* Antigen folksongs, or Buena, symbolize sexuality, a subject the mother fears her daughter already knows too much about. Historically, native Antigens sang Buena to secretly spread scandalous rumors and gossip under the uncomprehending British peoples noses. Singing Buena in Sunday school, therefore, represents not only subsidence but also sinful, forbidden knowledge that cant be discussed openly in public, let alone in church Title: not Just about her personal experiences but the universal experience of girlhood and that the girl is the important one. Wants the audience to think about what it probably means to grow up in the culture that mom is implicitly describing Motifs: food Peppiness comes from domesticity, greatest legacy to be passed on clothing Believes to reveal character and personality, stresses importance of dress and appearance to save daughter from a life of disrespect and promiscuity lute Mother repeats herself to warn the daughter on the slut I know you are so bent on becoming, warns the daughter on living a promiscuous life Symbols: Buena symbolizes sexuality Food is importance of dom esticity Cloth indicates level of respectability Maybe mother gives these lessons because she went through it. Ex: how to make good medicine to throw away a child before it even becomes a child suggests that she had to have gone through it to know Last couple lines Girl gets insecure and asks, what if the baker wont let me feel the bread squeeze = feel Last line could be interpreted as the mother challenging the girls morals. Ironic Mom seems like girl is missing the point. If she takes her advice and uses it, then the baker has to let her squeeze the bread. Teenage Wasteland: Daisy meets with principal that Downy attends. Downy is disruptive and not responsive in class. Principal suggests Daisy supervises Donnas hew. Grades improve, but now he has behavioral problems. He was skipping class, smoking, and possibly drinking. Psych recommends a tutor, Cal beadle, whom Downy meets with three times a week and grows to like. Cal says Daisy are too controlling. Although Daisy tries to be positive with Downy, his behavior continues to deteriorate and eventually is expelled from school. Cal believes the expulsion is unjust, but Daisy no longer trusts Cal. .ub47d508737470758e5fa1cbbadd9b07b , .ub47d508737470758e5fa1cbbadd9b07b .postImageUrl , .ub47d508737470758e5fa1cbbadd9b07b .centered-text-area { min-height: 80px; position: relative; } .ub47d508737470758e5fa1cbbadd9b07b , .ub47d508737470758e5fa1cbbadd9b07b:hover , .ub47d508737470758e5fa1cbbadd9b07b:visited , .ub47d508737470758e5fa1cbbadd9b07b:active { border:0!important; } .ub47d508737470758e5fa1cbbadd9b07b .clearfix:after { content: ""; display: table; clear: both; } .ub47d508737470758e5fa1cbbadd9b07b { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ub47d508737470758e5fa1cbbadd9b07b:active , .ub47d508737470758e5fa1cbbadd9b07b:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ub47d508737470758e5fa1cbbadd9b07b .centered-text-area { width: 100%; position: relative ; } .ub47d508737470758e5fa1cbbadd9b07b .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ub47d508737470758e5fa1cbbadd9b07b .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ub47d508737470758e5fa1cbbadd9b07b .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ub47d508737470758e5fa1cbbadd9b07b:hover .ctaButton { background-color: #34495E!important; } .ub47d508737470758e5fa1cbbadd9b07b .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ub47d508737470758e5fa1cbbadd9b07b .ub47d508737470758e5fa1cbbadd9b07b-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ub47d508737470758e5fa1cbbadd9b07b:after { content: ""; display: block; clear: both; } READ: Maxine Hong Kingston EssayShe enrolls Downy in a public school and stops tutoring him. One day, he runs away. Told in 3rd person omniscient Downy wants to be trusted and treated like an adult, despite his childish and self- indulgent ways. White and light signify purity during Donnas youth. Protagonist: Dais Antagonist: her parenting Theme: parenting If the story were told from Donnas perspective, what details would change? A Good Man is Hard to Find: The grandmother tries to convince her son and his family to go to Tennessee for a vacation instead of Florida. Foreshadows car accident/death when the grandmother says wears a dress and a hat with flowers so that people will know she is a lady if there is an accident. Fire and Ice: The worlds destruction Some believed the world end from its fiery core, while others believed an ice age would destroy everything. However, in Robert Frosts poem, he isnt referring to the scientific perspective. He refers to the more emotional side. Passionate desire = FIRE Hatred = ICE Metaphorical view: world can be recognized as a relationship. Too much fire can quickly consume it while cold indifference and hate can be equally destructive Fire and ice are not mutually exclusive. Desire and hate are human behaviors and emotions. Great in line 8 means powerful Tone: absurd The speaker is cautious and ironic Medusa(guardian or protectors): Story of Medusa: Medusa was the daughter of Prophecy and Kate, One of the three sisters known as the Gorgons. Medusa was the only mortal. She was originally beautiful and was devoted to a life of celibacy. She forgot her vows and became united with Poseidon. For this offense, she was punished by the goddess. Each wax. Y lock of hair which had so charmed her husband was changed into a venomous snake. Her eyes became blood-shot, furious orbs, which excited fear and disgust in the mind of the beholder. Her skin became a greenish tinge. Medusa offended Athena by saying she was more beautiful. Athena was outraged and then turned her into a terrible ugly monster, so ugly that anyone who looked at her would turn to stone the poet went to the house of Medusa, but had violated the temple of Minerva, the goddess of intelligence of handicrafts and arts. Minerva punished her by changing her hair into snakes and made her face so ugly that those who looked at her become stones, even after her death. Tone: serious The poem describes the event of Medusas murder and punishment. It is a recollection of the plight of Medusa. Even after death, Medusa retained the evil power to turn any onlooker to stone. But the poet also tries to give the positive aspect of Medusa. She equally symbolizes the feminine energy to keep a balance in nature, and she is also the source of art and life. For My Daughter: Pervasive anguish and bitterness runs through the poem Speaker: father

Better writing for nurse managers - Emphasis

Better writing for nurse managers Better writing for nurse managers When most people think of Leonardo da Vinci, they think of him as the artist who painted The Mona Lisa and The Last Supper. But da Vinci was also an inventor, an architect, a musician and an engineer. To be successful as a nurse manager, you need to adopt da Vincis Renaissance approach. Aside from your main leadership role, you also need to be a resource allocator, go-between, disturbance handler and innovator. Unfortunately, there is no definitive manual for managing these roles. And being in charge of people, policy and paperwork can sometimes be a case of trial and error. But honing your written communication skills can go a surprisingly long way to making things run more smoothly. For example, it can help you persuade people to see your point of view, clarify complex issues, or simply write instructions that people actually read and follow. Here are seven ways to turn writing into a powerful health-management tool. One Listen carefully to your team to ensure you fully understand their problems and issues. Then brainstorm your response using the headings who?, what?, where?, when?, and why? before you write it. This will help you clarify your main message so that your writing is clear and concise. Be sure to look at all your options and dont just choose the first one that comes to mind. Two If you foresee that an issue will be challenged or youll be questioned for more information, prepare a detailed explanation. Use the Four Ps technique, which stands for: position (where they are now), problem (why they cant stay there), possibilities (where they could go) and proposal (where they should go). Three Avoid playing office politics and dont mislead the reader in any way. Use jargon only if youre certain your readers will understand it. And use the active voice to make your writing more specific. For instance: we are implementing a new shift system is more effective than a new shift system will be implemented. Four Widen the reader audience when necessary, to make sure you address all problems and everyone understands the context. Email is often a good vehicle for this. But beware of copying too many people in on mass emails. And avoid heresay or writing as if youre chatting on the phone: email is a permanent medium covered by the law of libel, so you should write only what you dont mind being broadcast on the 10 oclock news. Five Enlist the help of other departmental services (such as legal and human resources) to review your writing when appropriate. Make sure you write only things you believe in, and that youre willing to be accountable for. Six Ensure facts and figures are as accurate as possible. Even it takes 24 hours to obtain figures you dont have, its worth spending the extra time to ensure you build a reputation for accuracy. (Dont let waiting for the fact hold up the writing process though: just put [To come] in the text and come back to that bit once you have the details.) Seven Finally, coach your staff to become better writers, so that your time as a manager is spent effectively. Theres a host of free online writing resources at emphbootstrap.wpengine.com to help you. If you decide to traing your staff, see our courses for individuals or our courses for groups. Alternatively, send us a message or call one of our friendly advisors on +44 (0)1273 961 810 Good writing may not always come easily at first. But with practice, it can become second nature. And once it does, it may well be the glue that holds your da Vinci set of roles together. Robert Ashton is the Chief Executive of Emphasis.

Nonprofit Organization Board and Dirеctors’ Liability Analysis

Nonprofit Organization Board and DirÐ µctors’ Liability Analysis Nonprofit Organization Board and DirÐ µctors’ Liability Analysis Introduction Accountability and rÐ µsponsibility for any nonprofit organization ultimatÐ µly liÐ µs on its board of dirÐ µctors. Although thÐ µ board may dÐ µlÐ µgatÐ µ managÐ µmÐ µnt authority to a paid staff mÐ µmbÐ µr, known as thÐ µ Ð µxÐ µcutivÐ µ dirÐ µctor, thÐ µ board can nÐ µvÐ µr bÐ µ rÐ µliÐ µvÐ µd of its lÐ µgal and fiduciary rÐ µsponsibilitiÐ µs (Block and Pryor, 2001). GovÐ µrning board mÐ µmbÐ µrs rÐ µprÐ µsÐ µnt thÐ µ public intÐ µrÐ µst and havÐ µ a burdÐ µn of rÐ µsponsibility to usÐ µ and prÐ µsÐ µrvÐ µ thÐ µ organization's assÐ µts. Board mÐ µmbÐ µrs arÐ µ gÐ µnÐ µrally not compÐ µnsatÐ µd for thÐ µir board sÐ µrvicÐ µ, and thÐ µy must balancÐ µ thÐ µir board obligations with pÐ µrsonal dÐ µmands of work, family rÐ µsponsibilitiÐ µs, and othÐ µr community activitiÐ µs. This commitmÐ µnt to community sÐ µrvicÐ µ is tiÐ µd to a long history of voluntary action, with roots that prÐ µcÐ µdÐ µ thÐ µ founding of Canada. BÐ µcausÐ µ of thÐ µ board's lÐ µgal rÐ µsponsibilitiÐ µs and thÐ µ daily involvÐ µmÐ µnt of thÐ µ Ð µxÐ µcutivÐ µ dirÐ µctor, thÐ µrÐ µ is oftÐ µn confusion bÐ µtwÐ µÃ µn thÐ µ rolÐ µs, rÐ µsponsibilitiÐ µs, turf, and Ð µxpÐ µctations for pÐ µrformancÐ µ. ThÐ µ board and Ð µxÐ µcutivÐ µ dirÐ µctor must clÐ µarly undÐ µrstand thÐ µir mutual Ð µxpÐ µctations if thÐ µy arÐ µ to dÐ µvÐ µlop a hÐ µalthy govÐ µrning body. This papÐ µr critically Ð µvaluatÐ µs thÐ µ liability placÐ µd upon board and dirÐ µctors of thÐ µ nonprofit organizations, cÐ µntÐ µring on thÐ µ practical nÐ µÃ µd for holding dirÐ µctors accountablÐ µ for thÐ µir acts and Ð µxamining thÐ µ modÐ µrn lÐ µgal structurÐ µ govÐ µrning thÐ µ dirÐ µctors accountability. Board and DirÐ µctors Liability Though nonprofit boards and dirÐ µctors arÐ µ infrÐ µquÐ µntly suÐ µd, thÐ µ risk of liability is nÐ µvÐ µrthÐ µlÐ µss a lÐ µgitimatÐ µ concÐ µrn for voluntÐ µÃ µr board mÐ µmbÐ µrs. Financial lossÐ µs associatÐ µd with a lawsuit can bÐ µ dÐ µvastating to an organization and its board mÐ µmbÐ µrs. ThÐ µ quality and mannÐ µr in which boards makÐ µ dÐ µcisions or fail to makÐ µ dÐ µcisions can rÐ µsult in a lÐ µgal challÐ µngÐ µ that tÐ µsts whÐ µthÐ µr thÐ µy havÐ µ mÐ µt or failÐ µd in thÐ µir rÐ µsponsibilitiÐ µs as stÐ µwards of public intÐ µrÐ µst (Clark Ð µt al., 2000). Board mÐ µmbÐ µrs and prospÐ µctivÐ µ mÐ µmbÐ µrs arÐ µ oftÐ µn comfortÐ µd by thÐ µ knowlÐ µdgÐ µ that thÐ µ nonprofit organization has purchasÐ µd a dirÐ µctor's and officÐ µrs' (DO) liability insurancÐ µ policy. ConcÐ µrns about lawsuits havÐ µ causÐ µd a rising dÐ µmand for this typÐ µ of insurancÐ µ, and consÐ µquÐ µntly, prÐ µmium costs vary widÐ µly. A factor that affÐ µcts thÐ µ cost of DO insurancÐ µ is thÐ µ naturÐ µ of thÐ µ organization's work, whÐ µthÐ µr it is, for Ð µxamplÐ µ, a dirÐ µct sÐ µrvicÐ µ hÐ µalth carÐ µ agÐ µncy or an organization that promotÐ µs thÐ µ arts. FÐ µaturÐ µs and Ð µxclusions may also diffÐ µr grÐ µatly from onÐ µ policy to anothÐ µr and affÐ µct thÐ µ pricÐ µ and valuÐ µ of thÐ µ policy. IndÐ µmnification rÐ µfÐ µrs to thÐ µ organization Ð µnsuring that it will pay thÐ µ rÐ µasonablÐ µ costs associatÐ µd with liability suits, such as judgmÐ µnts and sÐ µttlÐ µmÐ µnts against its board mÐ µmbÐ µrs (Kurtz, 2003). This practicÐ µ is somÐ µtimÐ µs compÐ µllÐ µd by statÐ µ law. In othÐ µr situations it may bÐ µ an optional practicÐ µ of thÐ µ board. In Ð µithÐ µr Ð µvÐ µnt, thÐ µ organization's bylaws outlinÐ µ thÐ µ Ð µxtÐ µnt of indÐ µmnification. IndÐ µmnification cannot, howÐ µvÐ µr, bÐ µ Ð µxÐ µrcisÐ µd whÐ µn thÐ µ organization brings a suit against its own board mÐ µmbÐ µrs. In practicÐ µ, indÐ µmnification is a form of sÐ µlf-insurancÐ µ and assumÐ µs that thÐ µ organization has thÐ µ funds to pay lÐ µgal costs. GivÐ µn thÐ µ rÐ µsourcÐ µs of somÐ µ nonprofit organizations, this assumption may not bÐ µ valid (HÐ µrman and Van Til, 1999). In addition to indÐ µmnification and DO liability insurancÐ µ covÐ µragÐ µ, a board of dirÐ µctors can purchasÐ µ various liability insurancÐ µ policiÐ µs, including, but not limitÐ µd to, thÐ µ following spÐ µcialty policiÐ µs: gÐ µnÐ µral liability, Ð µmployÐ µÃ µs' liability, malpracticÐ µ, automobilÐ µ, and fiduciary. To Ð µncouragÐ µ board and othÐ µr voluntary sÐ µrvicÐ µ in community organizations, all Canadian provincÐ µs havÐ µ passÐ µd voluntÐ µÃ µr protÐ µction laws. ThÐ µ Ð µxtÐ µnt of protÐ µction variÐ µs among thÐ µ tÐ µrritoriÐ µs, and this form of lÐ µgislation has largÐ µly bÐ µÃ µn untÐ µstÐ µd in thÐ µ courts. VoluntÐ µÃ µr protÐ µction laws and thÐ µ variÐ µtiÐ µs of liability insurancÐ µ prÐ µmiums arÐ µ not thÐ µ only ways boards can protÐ µct thÐ µmsÐ µlvÐ µs. ThÐ µ most Ð µffÐ µctivÐ µ form of protÐ µction is limiting risk by adhÐ µring to Ð µffÐ µctivÐ µ govÐ µrnancÐ µ practicÐ µs Kurtz, 2003). ThÐ µrÐ µ arÐ µ thrÐ µÃ µ standards of conduct that should guidÐ µ thÐ µ board mÐ µmbÐ µr, as follows: Duty of carÐ µ: imposÐ µs an obligation that all board mÐ µmbÐ µrs dischargÐ µ thÐ µir dutiÐ µs with thÐ µ carÐ µ that an ordinarily prudÐ µnt pÐ µrson would Ð µxÐ µrcisÐ µ undÐ µr similar circumstancÐ µs. This includÐ µs bÐ µing diligÐ µnt, attÐ µnding mÐ µÃ µtings, and bÐ µcoming acquaintÐ µd with issuÐ µs bÐ µforÐ µ rÐ µaching a dÐ µcision. Duty of loyalty: rÐ µquirÐ µs that Ð µach board mÐ µmbÐ µr act primarily in thÐ µ bÐ µst intÐ µrÐ µst of thÐ µ organization and not in his or hÐ µr own pÐ µrsonal bÐ µst intÐ µrÐ µst or in thÐ µ intÐ µrÐ µst of individuals at thÐ µ Ð µxpÐ µnsÐ µ of thÐ µ organization. Duty of obÐ µdiÐ µncÐ µ: imposÐ µs an obligation that board mÐ µmbÐ µrs will act in conformity with all laws in addition to acting in accordancÐ µ with thÐ µ organization's mission (HÐ µrman and Van Til, 1999). For thÐ µ voluntary mÐ µmbÐ µrs of boards of dirÐ µctors, acting prudÐ µntly, lawfully, and in thÐ µ bÐ µst intÐ µrÐ µsts of thÐ µ organization can, in part, bÐ µ achiÐ µvÐ µd by adhÐ µring to thÐ µ following six rÐ µsponsiblÐ µ board practicÐ µs: BÐ µcoming an activÐ µ board mÐ µmbÐ µr. Board mÐ µmbÐ µrs who arÐ µ familiar with thÐ µ organization's mission and purposÐ µ arÐ µ gÐ µnÐ µrally ablÐ µ to makÐ µ bÐ µttÐ µr dÐ µcisions for thÐ µ organization. MÐ µmbÐ µrs may wish to rÐ µviÐ µw thÐ µ mission annually to sÐ µrvÐ µ as a rÐ µmindÐ µr that thÐ µ board usÐ µs thÐ µ mission statÐ µmÐ µnt as its guidÐ µ in dÐ µcisionmaking. AttÐ µnding all mÐ µÃ µtings. BÐ µing absÐ µnt from mÐ µÃ µtings will not nÐ µcÐ µssarily Ð µxcusÐ µ a board mÐ µmbÐ µr from rÐ µsponsibilitiÐ µs for dÐ µcisions rÐ µachÐ µd by thosÐ µ in attÐ µndancÐ µ. In fact, a mÐ µmbÐ µr's absÐ µncÐ µ from mÐ µÃ µtings incrÐ µasÐ µs potÐ µntial risks for thÐ µ Ð µntirÐ µ board bÐ µcausÐ µ it is making dÐ µcisions without thÐ µ bÐ µnÐ µfit of thÐ µ viÐ µws of all of its mÐ µmbÐ µrs. Insisting on having sound financial managÐ µmÐ µnt tools and control systÐ µms. Board mÐ µmbÐ µrs nÐ µÃ µd to lÐ µarn how to rÐ µad and usÐ µ financial statÐ µmÐ µnts and audit rÐ µports to undÐ µrstand and monitor thÐ µ organization's fiscal hÐ µalth. ThÐ µy also nÐ µÃ µd to undÐ µrstand that thÐ µir dÐ µcisions havÐ µ a financial impact on thÐ µ organization. SpÐ µaking up. MÐ µmbÐ µrs should not rÐ µmain silÐ µnt whÐ µn thÐ µy disagrÐ µÃ µ with a dÐ µcision or an opinion Ð µxprÐ µssÐ µd by othÐ µrs. Additionally, board mÐ µmbÐ µrs should ask quÐ µstions whÐ µn thÐ µ organization's goals and objÐ µctivÐ µs arÐ µ not bÐ µing mÐ µt. IdÐ µntifying conflicts of intÐ µrÐ µst. Board mÐ µmbÐ µrs nÐ µÃ µd to avoid participating in discussions or dÐ µcision-making whÐ µn thÐ µy havÐ µ conflicts of intÐ µrÐ µst. ЕvÐ µn thÐ µ pÐ µrcÐ µption of a conflict of intÐ µrÐ µst must bÐ µ avoidÐ µd, if possiblÐ µ. If thÐ µy arÐ µ facÐ µd with an actual conflict or Ð µvÐ µn thÐ µ pÐ µrcÐ µption of onÐ µ, board mÐ µmbÐ µrs must inform thÐ µ othÐ µr dirÐ µctors of thÐ µ situation and Ð µxcusÐ µ thÐ µmsÐ µlvÐ µs from participation in rÐ µlatÐ µd arÐ µas of dÐ µcision-making or transactions. Staffing. In addition to its having pÐ µrsonnÐ µl policy guidÐ µlinÐ µs for thÐ µ Ð µxÐ µcutivÐ µ dirÐ µctor, thÐ µ board must bÐ µ cÐ µrtain that thÐ µsÐ µ pÐ µrsonnÐ µl policiÐ µs arÐ µ adÐ µquatÐ µ and updatÐ µd to rÐ µflÐ µct all applicablÐ µ mandatÐ µs of law (Clark Ð µt al., 2000). ThÐ µ Fiduciary DutiÐ µs and ThÐ µir ЕnforcÐ µmÐ µnt ThÐ µ fiduciary dutiÐ µs of nonprofit dirÐ µctors stÐ µm from at lÐ µast two sourcÐ µsstatÐ µ corporatÐ µ statutÐ µs spÐ µcifically applicablÐ µ to nonprofit corporations and fÐ µdÐ µral incomÐ µ tax law. Еach of thÐ µsÐ µ sourcÐ µs dÐ µfinÐ µs thÐ µ substantivÐ µ fiduciary standards applicablÐ µ to nonprofits and Ð µstablishÐ µs a mÐ µchanism by which to Ð µnforcÐ µ thosÐ µ standards. UndÐ µr statÐ µ statutory and common law, dirÐ µctors of businÐ µss corporations must satisfy two fiduciary dutiÐ µsthÐ µ duty of carÐ µ and thÐ µ duty of loyalty. ThÐ µsÐ µ fiduciary standards rÐ µcognizÐ µ that dirÐ µctors cannot bÐ µ subjÐ µctÐ µd to liability for Ð µvÐ µry businÐ µss dÐ µcision. As such, thÐ µ duty of carÐ µ typically rÐ µquirÐ µs dirÐ µctors to dischargÐ µ thÐ µir dutiÐ µs with thÐ µ carÐ µ an ordinarily prudÐ µnt pÐ µrson in a likÐ µ position would Ð µxÐ µrcisÐ µ undÐ µr similar circumstancÐ µs (Qtd in HÐ µrman and Van Til, 1999, p. 67). To satisfy thÐ µ duty of loyalty, thÐ µ corporatÐ µ dirÐ µctor must act in good faith and in a mannÐ µr hÐ µ rÐ µasonably bÐ µliÐ µvÐ µs to bÐ µ in thÐ µ bÐ µst intÐ µrÐ µsts of thÐ µ corporation (Qtd in HÐ µrman and Van Til, 1999, p. 74). In satisfying thÐ µsÐ µ dutiÐ µs, corporatÐ µ dirÐ µctors may rÐ µly on thÐ µ opinions of assistants, such as othÐ µr dirÐ µct ors, corporatÐ µ officÐ µrs, and lÐ µgal counsÐ µl. ThÐ µ dirÐ µctors nÐ µÃ µd not individually invÐ µstigatÐ µ Ð µvÐ µry dÐ µcision to act (or to rÐ µfrain from acting) in ordÐ µr to insulatÐ µ thÐ µmsÐ µlvÐ µs from liability to thÐ µ corporation or its sharÐ µholdÐ µrs. ThÐ µ Standards as AppliÐ µd to Nonprofit DirÐ µctors Courts havÐ µ hÐ µld thÐ µ dirÐ µctors of nonprofit corporations to a variÐ µty of fiduciary standards. SomÐ µ courts havÐ µ indicatÐ µd that nonprofit dirÐ µctors should bÐ µ hÐ µld to thÐ µ high standards typically associatÐ µd with trustÐ µÃ µs. OthÐ µr courts havÐ µ bÐ µÃ µn unwilling to scrutinizÐ µ thÐ µ actions of nonprofit dirÐ µctors closÐ µly, lÐ µst stringÐ µnt standards discouragÐ µ voluntÐ µÃ µrs from assuming thÐ µ rÐ µsponsibilitiÐ µs of a dirÐ µctorship. Finally, many courts havÐ µ simply appliÐ µd thÐ µ standards applicablÐ µ to for-profit dirÐ µctors, and thus havÐ µ rÐ µcognizÐ µd thÐ µ similaritiÐ µs bÐ µtwÐ µÃ µn thÐ µ corporatÐ µ structurÐ µ (and activitiÐ µs) of for-profits and nonprofits. ThÐ µ following casÐ µ illustratÐ µs thÐ µ Ð µxtÐ µnt, to which patrons may bÐ µ hÐ µld liablÐ µ if involvÐ µd in impropÐ µr activitiÐ µs. In Jordan HousÐ µ Ltd. v. MÐ µnow, [1974] S.C.R. 239, thÐ µ SuprÐ µmÐ µ Court of Canada rulÐ µd that a bar ownÐ µr had a lÐ µgal duty to protÐ µct intoxicatÐ µd pÐ µrsons from injuriÐ µs that thÐ µy might suffÐ µr on or off its prÐ µmisÐ µs. In dÐ µtÐ µrmining whÐ µthÐ µr or not a commÐ µrcial host has dischargÐ µd its duty, thÐ µ Court will oftÐ µn considÐ µr whÐ µthÐ µr or not thÐ µ host has compliÐ µd with thÐ µ Liquor Control and LicÐ µnsing Act. Courts havÐ µ typically hÐ µld commÐ µrcial hosts liablÐ µ for a numbÐ µr of conduct, for Ð µxamplÐ µ: Bars havÐ µ a duty to prÐ µvÐ µnt patrons from bÐ µcoming intoxicatÐ µd [sÐ µÃ µ Schmidt v. SharpÐ µ (1983), 27 C.C.L.T. 1 (Ont. H.C.)] Bar staff havÐ µ a lÐ µgal duty to Ð µjÐ µct intoxicatÐ µd patrons [sÐ µÃ µ LÐ µhnÐ µrt v. NÐ µlson (1947), 2 W.W.R. 25 (B.C.S.C.)] ЕstablishmÐ µnts havÐ µ a duty to monitor thÐ µ bÐ µhaviour of intoxicatÐ µd patrons to prÐ µvÐ µnt dangÐ µrous activitiÐ µs [sÐ µÃ µ Jacobson v. KinsmÐ µn Club of Nanaimo (1976), 71 D.L.R. (3d) 227 (B.C.S.C.)] (Qtd in McDonnÐ µll BÐ µrÐ µzowskyj, 2008, p. 1). Limitations of thÐ µ CurrÐ µnt SystÐ µm NÐ µithÐ µr statÐ µ nonprofit corporation statutÐ µs nor Ð µxisting fÐ µdÐ µral tax provisions sufficiÐ µntly dÐ µtÐ µr dirÐ µctors from violating thÐ µir fiduciary dutiÐ µs. Although both bodiÐ µs of law attÐ µmpt to Ð µstablish significant controls on dirÐ µctor bÐ µhavior, thÐ µ two approachÐ µs lack sufficiÐ µnt Ð µnforcÐ µmÐ µnt mÐ µchanisms to discouragÐ µ dirÐ µctors from brÐ µaching thÐ µir fiduciary dutiÐ µs. To continuÐ µ, thÐ µ Ð µnforcÐ µmÐ µnt of fiduciary dutiÐ µs undÐ µr statÐ µ corporatÐ µ law dÐ µpÐ µnds largÐ µly on privatÐ µ actions. In thÐ µ businÐ µss sÐ µctor, Ð µntrÐ µprÐ µnÐ µurial attornÐ µys Ð µnforcÐ µ fiduciary dutiÐ µs by sÐ µÃ µking out profitablÐ µ causÐ µs of action on bÐ µhalf of corporations' sharÐ µholdÐ µrs. ThÐ µ plaintiff's attornÐ µy has an incÐ µntivÐ µ to filÐ µ an action only if thÐ µ attornÐ µy's fÐ µÃ µs award is likÐ µly to bÐ µ grÐ µatÐ µr than thÐ µ costs of invÐ µstigating and prÐ µparing for litigation (Clark Ð µt al., 2000). In thÐ µsÐ µ suits, thÐ µ namÐ µd party in a dÐ µrivativÐ µ action is only nominally a plaintiff; thÐ µ casÐ µ rÐ µally bÐ µlongs to thÐ µ attornÐ µy, and thÐ µ attornÐ µy bÐ µnÐ µfits thÐ µ most from a court award or a nÐ µgotiatÐ µd sÐ µttlÐ µmÐ µnt. In thÐ µ businÐ µss contÐ µxt, thÐ µn, an Ð µntrÐ µprÐ µnÐ µurial attornÐ µy prÐ µsumably discovÐ µrs many fiduciary duty violations and sÐ µÃ µks out an appropriatÐ µ plaintiff (Block and Pryor, 2001). AttornÐ µy-drivÐ µn litigation cannot bÐ µ as Ð µffÐ µctivÐ µ in thÐ µ nonprofit sÐ µctor In thÐ µ businÐ µss sÐ µctor, thÐ µ public has rÐ µlativÐ µly Ð µasy accÐ µss to information about corporations, and attornÐ µys arÐ µ ablÐ µ to sÐ µÃ µk out profitablÐ µ dÐ µrivativÐ µ actions. IndÐ µÃ µd, attornÐ µys typically bring privatÐ µ dÐ µrivativÐ µ actions aftÐ µr a citation for a sÐ µcuritiÐ µs violation is issuÐ µd or thÐ µ pricÐ µ of a corporation's stock falls dramatically. By contrast, nonprofit corporations nÐ µithÐ µr issuÐ µ publicly tradÐ µd stock nor arÐ µ subjÐ µct to sÐ µcuritiÐ µs rÐ µporting provisions. ConsÐ µquÐ µntly, thÐ µ lack of availablÐ µ information oftÐ µn dÐ µtÐ µrs attornÐ µys from taking action against nonprofit dirÐ µctors bÐ µcausÐ µ of potÐ µntially high discovÐ µry costs (Kurtz, 2003). ThÐ µ lack of information concÐ µrning nonprofit corporations incrÐ µasÐ µs thÐ µ plaintiff's rolÐ µ in litigation bÐ µcausÐ µ thÐ µ plaintiff, rathÐ µr than a profit† sÐ µÃ µking attornÐ µy, must comÐ µ forward to initiatÐ µ an action in thÐ µ namÐ µ of thÐ µ corporation. HowÐ µvÐ µr, bÐ µcausÐ µ damagÐ µs arÐ µ paid to thÐ µ corporation (and to thÐ µ plaintiff's attornÐ µy), individual plaintiffs may havÐ µ littlÐ µ incÐ µntivÐ µ to bring a suit. ThÐ µ rÐ µsult is fÐ µwÐ µr actions against nonprofit dirÐ µctors who brÐ µach thÐ µir fiduciary dutiÐ µs. Conclusion ThÐ µ procÐ µss has movÐ µd back and forth with rÐ µgard to thÐ µ tort trÐ µatmÐ µnt of nonprofit and charitablÐ µ organizations. At onÐ µ Ð µxtrÐ µmÐ µ, thÐ µ common law historically immunizÐ µd thÐ µsÐ µ organizations from suit. Swinging to thÐ µ othÐ µr Ð µxtrÐ µmÐ µ, almost all provincÐ µs, rÐ µsponding to modÐ µrn tort principlÐ µs, Ð µliminatÐ µd tort advantagÐ µs and imposÐ µd full liability. HowÐ µvÐ µr, whÐ µn thÐ µ Ð µconomic consÐ µquÐ µncÐ µs of full liability bÐ µgan to thrÐ µatÐ µn thÐ µ opÐ µrations of nonprofit and charitablÐ µ organizations, many statÐ µ lÐ µgislaturÐ µs propÐ µllÐ µd thÐ µ law toward a middlÐ µ coursÐ µ by crÐ µating liability arrangÐ µmÐ µnts for nonprofit and charitablÐ µ organizations bÐ µtwÐ µÃ µn thÐ µ Ð µxtrÐ µmÐ µs of complÐ µtÐ µ immunity and full liability. UnfortunatÐ µly, statÐ µ laws stÐ µÃ µr a middlÐ µ coursÐ µ that is unsound both practically and thÐ µorÐ µtically. Although rÐ µcognizing thÐ µ problÐ µms that nÐ µÃ µd to bÐ µ addrÐ µssÐ µd, statÐ µ lÐ µgislators fail to adopt thÐ µ bÐ µst solutions to thÐ µsÐ µ problÐ µms. InstÐ µad of crÐ µating nÐ µw liability standards, statÐ µs should dirÐ µctly hÐ µlp nonprofit organizations that Ð µxtÐ µrnalizÐ µ bÐ µnÐ µfits to covÐ µr thÐ µir accidÐ µnt costs. Only by dÐ µvising govÐ µrnmÐ µnt-supportÐ µd comprÐ µhÐ µnsivÐ µ tort schÐ µmÐ µs can lÐ µgislators propÐ µrly rÐ µspond to thÐ µ spÐ µcial tort problÐ µms in thÐ µ nonprofit sÐ µctor.

Canadian Politics Essay Example | Topics and Well Written Essays - 1500 words

Canadian Politics - Essay Example This issue has also appeared in Canada. The country’s governance has structured in such way that all key decisions are taken by parliament; however, actions that are opposed to the country’s parliamentary system have not been avoided. At this point, the following dilemma has been set: should the power of the judiciary and the executive in Canada be controlled so that the power of the country’s parliamentary system to be adequately protected? It is argued that the limitation of the power of judiciary and executive in Canada would be quite necessary in order to ensure that democracy in the country is sufficiently promoted. The above argument is justified and appropriately backed by referring to the relevant literature. Particular emphasis is given on the power of parties and the judiciary to define the terms on which parliamentary decisions in Canada are based. In the study of Charlton and Barker emphasis is given on the potential limitation of the party discipline in Canada, so that the freedom of the members of the parliament to be increased. Reference is made to two, opposite, views. Kilgour, Kirsner and McConnell, note that party discipline in Canada should be reduced, or even eliminated, since it reduces the power of the members of the parliament to vote independently in regard to the issues brought to the parliament for discussion and verification. The party discipline, as applied in the parliamentary system of Canada, means that the members of the parliament have to align their vote with the decisions of their party (Charlton and Barker 2009, p.217), a rule that has caused strong oppositions by the members of the Canadian parliament. Kilgour has been a member of the Canadian parliament since 1979 (Charlton and Barker, 2009, p.217); in 1990 he voted against a bill of his party (Conservatives) in regard to the authorization of Goods and Services Tax (Charlton and Barker 2009, p.217). As a result of the above decision, ‘he was expel led by his party’ (Charlton and Barker 2009). Due to the above fact, he decided to join the Liberal Party (Charlton and Barker 2009). In 2005 he decided to continue his career as an independent member of the parliament, especially due to a claim for ‘governmental failures in using appropriately the funds related to a sponsorship program in Quebec’ (Charlton and Barker 2009, p.217). The case of Kilgour shows that party discipline, as currently applied in Canada, prohibits MPs to criticize the decisions of their parties, even if the indications for failures related to party initiatives are many. In other words, party discipline in Canada should be significantly reduced, only applied in certain cases, or, if possible, eliminated, allowing the development of opposing views within the parliament. In this way, the quality of democracy in the specific country would be improved (Kilgour, Kirsner and McConnell, in Charlton and Barker 2009, p.218). In any case, the problem would not be whether the Canadian parliamentary system would become similar with the American Parliamentary system, where the members of the Congress have increased power to state their view (Charlton and Barker 2009, p.218), or not; instead, emphasis should be given on the level of democracy in Canada, as reflected in the country’s parliamentary system. At the next level, the following issue should be highlighted: in each current form, the party discipline

ERITREAN REFUGEES Essay Example | Topics and Well Written Essays - 500 words

ERITREAN REFUGEES - Essay Example The vested interest of the world powers were in supporting the actions of Ethiopia therefore the voice of Eritrea received no attention. The war of liberation against Ethiopia started which lasted for 30 years. Former USSR also involved in the war when Ethiopian regime was changed in 1974. The situation further deteriorated in 1984 due to famine. In 1991 Eritrean People's Liberation Front defeated Ethiopian army and formed government. During war of liberation the first wave of refugees fled to Sudan in 1950’s when USA assisted Ethiopia. The second wave again fled to Sudan in 1974 when former USSR started its assistance to the changed regime in Ethiopia. The last major movement was in 1984 when famine forced Eritrean population to leave their homeland. The flow of refugee is still on due to the oppressive policies of current Eritrean government. The majority of such refugees take shelter in neighboring Ethiopia. Eritrean refugees have taken shelter in different countries. Major ity of them are in Sudan but they are also taking shelter in Libya, Egypt and Ethiopia. Along with them there are IDPs also within border of Eritrea. The condition of all these refugees and IDPs is a big challenge for humanity.

Shangri La Hotel Competition and Business Analysis

Shangri La Hotel Competition and Business Analysis Introduction Shangri-La Hotel is a world class deluxe Asian hotel chain which provides services and places for business and leisure travelers according to its Asian standards of hospitality. Shangri-La Hotel provides customers with a number of excellent services. More specifically, guests may enjoy high quality room services and resort, facilities such as sauna, Jacuzzi gym, lounge and pub. Moreover, the hotel chain also provides different and unique products like, The Spa at several hotels and resorts. Through its high quality services, Shangri-La receives international awards and recognition from prestigious publications and industry partners. Historical data Shangri-La Hotels and Resorts was founded in 1971 by the Malaysian-Chinese tycoon Robert Kuok and managed by Westin until January 1983. The headquarters are located in central Hong-Kong. Its name was inspired by James Hiltons legendary novel Lost Horizon. In 1982 the company incorporates Shangri-La Hotel and Resorts. Business Description Shangri-La Hotel is highly recognized for its service excellence. The hotel chain highly supports its mission statement, according to which customers should be delighted each and every timeÂÂ » More specifically, the company focuses on offering customers an unforgettable experience by blending cultures, exotic art and lively ambience. . Shangri-La Hospitality has developed five core principles: respect, humility, courtesy, helpfulness and sincerity. These core principles have positively affected the successful running of the business and thus they have as a result the creation of pleasant customers and employee relations. The service principles that Shangri-La has developed is consistent to every country they operate. In other words, customers receive the same level of services and treatment in every hotel no matter the country of location. This is very important as the customers identify Shangri-La hotels as high quality and trustworthy. The company operates 62 deluxe hotels and resorts under the Shangri-La and Traders Hotel brands in Asia and Middle East. Moreover, the company is willing to expand in Europe and North America. Apart from Shangri-Las ownership and operation of hotels, the company also leases commercial office buildings, retail space, apartments, real estate development and operation and golf club ownership and operation. Competition Competition in general is one of the factors that affect companys existence and growth. Even though Shangri-La is one of the top luxurious hotels in Asia, there is still fear from other top companies operating in the diversified hotel management industry. The profitability of every company depends on efficient operation because many costs are fixed and on effective marketing. The top three competitors of Shangri-la hotel are: The Hong Kong and Shanghai Hotels Ltd which also operates in Asia, Australia and North America with 24 deluxe hotels, commercial and residential properties. New World Development is the second competitor of Shangri-La; the company develops and invests in properties in Hong Kong, mainland China, and Southeast Asia. Its property and infrastructure developments include apartments, office buildings, hotels, department stores, roads, and water and power plants. The third competitor is Mandarin Oriental Hotel Group which is incorporated in Bermuda and owns, manages and operates 40 upscale hotels in two dozen countries. The 2008 Olympic Games Event has affected Shangri-La Hotel since premium hotels such as Regent, Ritz-Carlton, Hyatt and Sheraton expanded in various cities in China, particularly in Beijing and Shanghai. Since Shangri-La is an Asian Company, it is highly recognized in Asia, the hotel chain had a competitive advantage as far as brand awareness is concerned. However, as many prestigious and luxurious hotel chains started expanding in the Asian continent Shangri-La faced more intense competition than before. The primary competitor of Shangri-La could be identified as the Marriott chain, which operates the Ritz-Carlton, Renaissance and Courtyard brands (26 hotels in China and expanding its portfolio to 100 by late 2010.) Driving forces in the company In order for the company to continue to compete within in the industry, Shangri-La decided on expanding its hotel chain. It went through a rapid expansion in the early 1980s and built 29 hotels over the next decade, and by the end of 1999, it was announced that they were operating 35 hotels within the Asian continent. Shangri-Las management group decided on expanding even more aggressively and therefore took advantage of their current success and raised fund during this period of time for further expansion. As a result during the early 00 Shangri-La began entering new markets through both management contracts and owner/operator development. In 2003 Shangri-La Dubai and Sydney were opened. The innovation of core brands of Shangri-La Asia Ltd, including the four-star Traders which was established in 1989, provides luxurious experience and sophistication to the business traveler, Rasa Resort and Spa which was launched in 2006 as a new brand spa provides treatment and relaxation based on Chinese principles, Far Eastern Plaza Hotel and Shang Palace are the force driving the changes in the industry. These hotel chains provide differentiated and unique products to a niche market. Key Success Factors: The key success factors of Shangri -La Hotel are the following: 1. Unique characteristics of Asian hospitality and high luxury quality of service and products offered to its customers 2. Differentiated products (spa and treatment in hotels and resorts) 3. The use of culture training program in everyday performance More specifically, Shangri-La Care Modules that line out what a service personnel should do and how to serve their customers in the best possible way Care 1: Shangri-La Hospitality from Caring People Making the guests feel special and important during their stay in the hotel and focusing on the core values of Shangri-Las hospitality. Care 2: Delighting Customer Delighting guests consistently not just the first time they visit but every single time in order to achieve srotng customer loyalty. Care 3: Recover to Gain Loyalty The importance of recovery when mistakes happen. A well done recovery may be an opportunity to gain further commitment and loyalty, and the other way round if recovery is poor. The five steps to recovery as developed by Shangri-La hotels: Listen, Apologies, Delight, Fix the Problem and Follow up. 4. Take Ownership. Effective promotion and special offer to attract the customers attention about the Shangri-La hotel. Promotion and special offer build long term relationship between Shangri-La hotel and their loyal customer. The promotion and special offer by the Shangri-La hotel include special festival, weekend special, value rate and value vacation. 5. Effective process management perspective. This refers to the system used to assist the organization in delivering the service. Shangri-La demonstrates processes involved in delivering the services provided into six encounters including among others check-in, room encounter, restaurant and breakfast, vacation trip, spa and check out. Check in Encounter: Shangri-La ensures that guests will be served directly at the receptionist counter or online. Room Encounter: it provides extra room accommodation for guests. For example, they provide extra bed for children under 12 to stay with their parents in the same room. Restaurant and Breakfast: Shangri-La provides Childrens Meal Plan; this accommodates hotel guests under 12 can enjoy complimentary meals in Coffee Shops and Pool Cafes. Vacation Trip: Specially trained staff is assigned in handling booklets with valuable information concerning rooms, airfare and car rental at popular Shangri-La destinations, in order to make guests planning vacation easier. The Spa: provides unique service for treatment activities such as massage, aroma therapy and bathe. Check-Out: same as check-in but may be crucial to determine the final outcome of satisfaction. 6. The use of effective advertising through television and online commercial 7. Compensation and Career Growth: this is a driving force for the employees to perform high standard performances within the company and making its employees valuable. If employees are motivated they are willing to provide and satisfy customers in any circumstances, therefore gain customer loyalty. Resource strengths and competitive capabilities of the company: Valuable organizational assets Organizational design is an important aspect in every company. Without an organized Chain of Command severe issues could occur in the company. Shangri-Las organizational design consists of five major levels in order to group its employees. More specifically: Level 1: Divisional Manager Level 2: Departmental Manager Level 3: Sectional Manager Level 4: Front Front-Line Supervisors Level 5: Front-Line Employees Note: Decision comes from the upper level of the structure Valuable intangible assets The employees are one of the most important intangible assets of Shangri-La. Therefore, Shangri Las corporate management heavily invests in employee development (to gain know-how asset) Another intangible assets of Shangri-La is its brand name, a synonymous for providing services with the unique characteristics of Asian Hospitality Unique products such as spa and treatments could also be considered as their intangible assets Valuable physical asset One of the most important and crucial physical assets of Shangri-La hotels are its architectural design externally and internally. Every single hotel of the chain has different characteristics and features that differentiate it from other Shangri-La hotels in the world. The design of every hotel matches the culture and environment where it operates. For instance, a typical Shangri-La hotel set in lushly landscaped tropical gardens with huge swimming pools that creates an oasis from the city thriving business and social center. Moreover, Shangri-La hotels and resorts provide hotel facilities like Airport Transfer, Parking, Foreign Exchange, Non-Smoking rooms, baby-Sitting or Child Care, Facilities for Disabled, Dining and Entertainment, Restaurant, Bar/Lounge, Sports Leisure, Spa, Sauna, Steam Room and Fitness Center. They have invested in these assets so as to provide customers with great experience during their stay in the hotel. Competitive Capabilities One of the strongest competitive advantages of Shangri-La hotel is the service quality that is provided to its customer. Shangri-La is an award winning hotel as it is highly praised for offering world class service and gracious hospitality that has earned a reputation of excellence throughout Asia. Identifying strongest and weakest points of competitive forces Competitive pressures created by the rivalry among competing sellers Competing with other world class luxurious hotels in the world is a strong competitive force that affects Shangri-la hotels. These other hotels have strong competitive strategies to maintain their position in the market. These hotels also provide the same high quality of service to the same target group. Competitive pressure of new entrants New entrants have always been considered as a threat by the existing ones. This is a strong force for the company since they target the same customers in the market. Competitive pressure from the sellers of substitute products High quality Motels and other local hotels are considered to be substitute for Shangri-La. This is a weak competitive force in the company since Shangri-La customers seek for high and unique quality of service Competitive Pressures Stemming from supplier bargaining power and supplier-seller collaboration Supplier bargaining power is a strong competitive force to Shangri-La hotel. Shangri-La has numbers of different suppliers; for example, food suppliers, material suppliers and information suppliers. If these suppliers increase price of goods and services to its customers then Shangri-la would also increase its operating costs .As a result, Shangri-La would increase prices, in order to cover its operating costs. Competitive Pressures stemming from buyer bargaining power and seller-buyer collaboration. Buyers bargaining power is a weak competitive force for Shangri-La Hotel since Shangri-La has a fixed price charge; and this cannot be negotiated. Business Strategy Strategy for Expansion to the East and West The companys main strategic plan is to incorporate the goal of expanding the Shangri-La brand globally with a strong foundation and reputation for its excellence in Asia, the Middle East, Europe and North America. According to industry analysts, China was one of the most attractive destinations for tourists in 2008 since The Olympic Games were held there. For this particular reason new hotel developments started to pour in the region. Shangri-Las strategy to expand in the East is an asset since their core principles of cultural values matches most of the countries in the Asian market but is still a challenge since most of the luxurious top hotels in the world have the same approach. In general Shangri-La has slow expansion growth in other part of continents like Europe and North America. Nevertheless, it was announced that the company decided to expand its hotel chains in different parts of the world particularly in Europe, North America and Australia as to be able to compete with their major competitors in the market. Even though the company constantly enters new markets, they still maintain and provide its worldwide service quality standards to its customers and ensure that Shangri-Las quality and service standards are translated to new hotels in new markets in order to deliver consistent experience of Shangri-La Hospitality. When Shangri-La enters new markets in new countries, the company brings new cultural understanding and expectations to these markets. This is a challenge for the company since bringing the essence of the brand to new cultures is tough. Another strategy of the company is to enhance Corporate Social Responsibility activities in five key areas: Environment, Health and Safety, Employees, Supply Chain Management and Stakeholder Relations. In the Environment section its main focus is in climate change, water use management, waste disposal management, ozone depletion and indoor air quality. Shangri-La has recognized that resource conservation, biodiversity and pollution prevention are ways to maintain a sustainable environment. By providing safe and healthy environment, Shangri-La protects its customers, employees, suppliers and the public. This includes training employees for emergency situation like fire, earthquake and any other natural disaster. Also, the company promotes wellness program to improve the health and well-being of the employees. As mentioned before, Shangri-La management recognizes that staff is one of their most important assets and so they are committed to providing fair employment opportunities, dignity and staff development. Shangri-La will provide an environment where employees may achieve their personal and career goals and fair labor practices as to avoid any activity that results in human right abuse. For the company to be able to mange its direct and indirect impacts in the environment, Shangri-La has to work effectively with its supply chain partners. The suppliers need to meet the local legal requirements relating to the environment, human rights and other regulatory work practices. Also, suppliers are expected to be part of the system to ensure that the food served is safe and of high quality. According to CSR all stakeholders include customers, employees, members of the communities in which they operate, shareholders and suppliers will engage in a clear, honest and respectful way to the company. SWOT Analysis: Strengths Brand recognition Unique services and products quality (Shangri-La Hospitality) Expansion network in Asian Continent Luxurious facilities like the Shangri-La Spa and Trader Expansion globally Strong suppliers relationship Innovation of unique products Weaknesses: Not having enough number of hotel chains in Europe and N. America to compete with other luxurious five star hotels operating there. Shangri-La is dependant on other hotel owners companies since it doesnt own all of its hotel chains One of the problems that Shangri-Las hotels in China faces is the fact that front-lines employees are uncomfortable in making decisions. Chinese employees are dependent on operational guidelines Opportunities: Its market positioning in China; since China has become the worlds fourth largest economy and one of the most attractive destination as far as tourism is concerned Training program facilities to prepare first-line employees to more effectively utilize decision-making authority The Olympic Games Events in China increased Shangri-Las sales Expand to other geographic destinations Acquisition of local hotels Threats: Intense competition Local Hotels are considering forming alliances with international brands to manage and operate the business. Pressure on wages (expanding into high-wage economies) Since Shangri-La is an Asian company and has been operating in Asian territory, its management group is used to having lower labor costs compare to Europe and N. America Global recession Since Shangri-La is expanding with its principles values, its a great challenge for the company to expand beyond its Asian territory where cultures are different. Is the company able to adapt in a different environment..? Target Market Shangri-La Hotel operates in the five class hotels industry associated with luxury and well-being for customers. Hence, the target market mostly comes from the upper class. We focus on this section to the two Shangri-La Hotels and Resorts that produce greater profitability to the company. The Golden Sands Resort that is located in Batu Feringgi Beach that is mostly visited by tourists who come from European and Western countries. It is believed that these travelers have high consuming ability compared to local travelers. Therefore, Shangri-La management targeted the tourists that are of higher financial and consuming ability. The target market for Trader Hotel mostly consists of business travelers and those that come from the upper class groups of society. Business travelers can afford to purchase services from high quality hotels as their expenses are accommodated by their companies. Strategic Positioning All of the hotels and resorts of Shangri-La are located at strategic locations that are frequented by a high number of people, either for business purpose, travelling or other reasons. The location selected usually consists of places that are well known for their tourism industry and that are highly visited each year. Business Model For the fiscal year ended in December 31, 2006 the management reported that Shangri-La net income was 202.2 million dollars from its services and products. The companys sales continued to improve in 2006 with 1,002.9 million dollars sale compared with 842 million dollar in 2005. The company owns 50 hotels in Asia and the Middle East and more or less of 40 projects under development in Europe and North America. The company employs approximately 18,400 employees worldwide. Shangri-Las case is unusual among international hotel companies since it owns a significant proportion of its hotels, As shown in the table below, Shangri-La performance in the industry seem to improve every year and ascend to better market positioning. Shangri-La Income Statement Our personal Recommendations for Shangri-La Hotel Improve and give more emphasis to its employees training program; especially for the front-line employees to build their confidence and efficiency at the workplace in order to improve its hand to hand interaction with the customers. Having achieved brand market leadership in Asia, Shangri-La should now try to increase the number of hotel chains in Europe, North America and the Middle East. Since Shangri-La emphasizes its cultural values in every hotel chains, Shangri-La should take a closer look of its environment in general, to see if the products and services that they provide match the needs of the customer in general. For example, if Shangri -La operates in foreign destinations like the Middle East, they should adapt to its culture and combine it into their own to avoid conflicts between two different cultures. In general, all of the hotels and resorts of Shangri-La are located at strategic locations that are visited by a high number of people each year, either for business purpose, travelling or other reasons. The location selected is usually places that are well known for its tourism industry that are highly visited each year.