YOU KNOW YOU WANT TO... Essay Example for Free

YOU KNOW YOU WANT TO EssayKalamkari the ancient Indian art of iconKalamkari refers to a method of painting natural dyes onto cotton or silk fabric with a bamboo pen or kalam. The name kalamkari translates as pen (kalam) work (kari) in Hindi/Urdu, and was most likely derived from trade relationships between Persian and Indian merchants as early as the 10thcentury CE. European merchants also had names for this lineament of fabric decoration the Portugese called it pintado, the Dutch used the name sitz, and the British preferred chintz. The name kalamkari is used prominently to daylight, and is synonymous with both painted and hand blockprinted textiles that desegregate natural vegetable/organically-derived dye stuffs. While there are many forms of kalamkari throughout India and the world, the focus of this site is on extant kalamkari practice in Sri Kalahasti, Andhra Pradesh, in South India. WASHING/SCOURING CLOTHMethods for scouring and bleaching of gada cloth vary. Some artis ts simply immerse gada cloth in cool water over night then beat the wet cloth to remove further impurities.The following sheep dung treatment for bleaching has been described by some artists, -Gada cotton fabric is seek by immersing it overnight in a sheep dung/water solution (1 lump of dung for 10 liters of water). * The cloth is exposed to the sun for a day by spreading it on the banks of the river. * Water is continually sprinkled on the cloth to prevent it from drying. * In the evening the cloth is washed by folding it andslapping it against a washing stone, followed by rinsingin the flowing river.* The cloth is then re-immersed in a freshly prepared sheep dung solution and the process is repeated. * On the second day the sprinkling is stopped in the late evening to allow the cloth to dry. The first step in making a kalamkari painting is the treatment of gada, or unbleached cotton cloth in kaccha or myrobalam and buffalo milk solution.

Employment Law Compliance Essay Example for Free

Employment Law Compliance EssayOur client, Bradley Stonefield, is planning to open a limousine service, Landslide Limousines, in the Austin, Texas area. Mr. Stonefield plans to hire approximately twenty-five people to provide first class transportation to a variety of clientele. Before Mr. Stonefield begins hiring it is imperative that he has an understanding of applicable employment laws. Title VII of the cultured Rights Act of 1964 (Title VII) is a well-known and widely used federal anti-discrimination law (LaMance, n. d. ). Title VII make it illegal for employers to discriminate against someone based on their race, religion, national origin or sex (U. S. EEOC, 2014). The Act also made it illegal for employers to retaliate against a person who files a complaint of discrimination or participates in a discrimination investigation (U. S. EEOC, 2014). An employer who violates Title VII may find themselves subjected to a number of legal consequences such as having to pay colossal sums for damages and being required to readjust the companys policies (LaMance, n. d. ). To avoid violating Title VII Mr. Stonefield and his managers should treat all employees and appli merchant shipts equally without regard to any characteristics take away job performance (HR Specialist, 2013).The Texas Payday Law covers all business entities in the state of Texas, regardless of size except public employers such as the state or federal government (TWC, 2013). This law gives the Texas Workforce Commission (TWC) the authority to enforce wage laws and investigate wage claims (TWC, 2013). Texas Payday Law covers compensation for services rendered, commissions and bonuses, and certain other(a) fringe benefits according to a written agreement with or policy of the employer (TWC, 2013).The law states that employers must pay employees for all hours worked and these issue must be authentic by the employee no later than payday (TWC, 2013). If the employer lays off, discharges or fires a n employee they must pay all wages owed to that employee within six calendar days of the date of separation (TWC, 2013). If an employee voluntarily quits or retires their final payment of wages is due to them on the payday following the date of separation (TWC, 2013). If an employer violates the Texas Payday Law they may be beauteousd the lesser of the wages claimed or $1,000 (TWC, 2013).To avoid violating this law Mr. Stonefield should make sure that employees are paid for all hours worked and that all wages due are paid to employees on time. The get along with Discrimination in Employment Act applies to all employers that employ twenty or more employees (U. S. EEOC, 2008). The Act states that it is unlawful to discriminate against a person be display case of his or her age with respect to any term, condition or privilege of employment, including hiring, firing, promotion, layoff, compensation, benefits, job assignments and training (U. S. EEOC, 2008).Violating the Age Discrimina tion in Employment Act can cause the business to incur legal liability and require payment of large monetary judgments (Mayfair, n. d. ). Mr. Stonefield and his managers can avoid violating this Act by never taking a persons age or proximity to retirement into consideration when making decisions about hiring, firing, pay, benefits or promotions (HR Specialist, 2013). The Immigration Reform and Control Act of 1986 prohibits an employer from knowingly hire, recruit or refer for pay any person who is unauthorized to work in the United States (Boston University, n. d.). If an employer violates this law they can be fined from $100 to $1,000 and the fine is not just for the employer but also for each employee working for them illegally (Boston University, n. d. ). There is also the possibility of imprisonment for employers that are deemed to show a image of violating this Act (Boston University, n. d. ). To avoid violating the Immigration Reform and Control Act Mr. Stonefield must verif y the identity and employment eligibility of each employee he hires. He must empty and retain a complete INS Form I-9 documenting this verification (Boston University, n.d. ). Conclusion It is important that Mr. Stonefield and his management team understand that labor laws were passed in order to provide resistance for both employees and employers. That is why the government puts so much emphasis on making sure organizations take them seriously by enforcing the laws with strict consequences for non conformism. Staying in compliance with these laws is not only important to avoid legal penalties but will also protect the business from gaining a negative public image that can be extremely damaging to their bottom line.

Propolis To Be Selected For Winter Promotion Essay Example for Free

Propolis To Be Selected For Winter Promotion EssayIntroductionIn coming winter, in that location will be a special promotion event and a brand of propolis capsules will be selected to present. The aim of this report is to describe the basic cultivation of propolis, show the popularity of propolis and evaluate the advantages and reputation of best seller on grocery. Firstly the method of research is described, followed by the findings. Then conclusions are drawn and recommendations are made. methodologyResearch was conducted to find out the information about propolis. Firstly, table of information about basic information of propolis and research results of evaluation of Comvita Propolis Capsules were conducted by Mr. Tim Burch. Then, websites of two order of battle were visited to get information on Popularity of propolis as a health supplement product.Findings(a) Basic information of propolisAccording to the table of information, propolis is produced by bee and it is used to build the hives in nature. It is 100% natural substance. Regarding the function, propolis has special power in strengthen and accelerate regeneration of cell as to speed up wound healing. It helps to blanch skin and make skin fine. Besides, boosting immune system is another unique effect of propolis. It contains some anti-allergies like asthma and nasal allergy. Therefore, it helps fight inflammation caused by viruses, bacteria and fungi and lower the chance for other complication occur.(b) Popularity of propolis as a health supplement productPropolis has a board usage as a health supplement product. From the website of MedinePlus(http//www.nlm.nih.gov/medlineplus/druginfo/natural/390.html) shows the following findings.There sufficient evidence to rate effectiveness for Cold sores, Genital herpes and Mouth surgery. Propolis is in truth popular as it has many medicinal uses today and it presents over the world. From the website of JAFRA(http//www.jafra.gr.jp/eng/propolis1.html)show s the findings that just in Japan, there are 300 companies are selling propolis health foods and the market is still increasing. Thus, it shows that propolis is very well-received now.(c) Evaluation of Comvita Propolis CapsulesBased on research results from Mr. Tim Burch about the best seller on market, Comvita Propolis Capsules. It evaluates this brand of propolis has two major advantages. High innocence and flavonoid has found in Comvita Propolis Capsules, it has competitive content of purity and flavonoid than other product. One of the unique features of the product is additives free. Comvita Propolis Capsules is a natural product with no fake colourings lavourings or preservatives. Other than advantages, it has a reputation for honesty and efficiency. There is more than 1000 positive reviews by users on online shopping websites. And Comvita Propolis Capsules becomes the finalist of Product of the Year by the Womens Weekly Health Wellbeing magazine in Australia. It is perceiv ed that Comvita Propolis Capsules is the best seller on market. Nevertheless, the products are not very stable during winter due to the peak consuming season. Pre-order is needed for porducts supply.

Process Of Unstructured Clinical Judgement Health And Social Care Essay

Process Of Unstructured Clinical Judgement Health And Social C ar EssayHowever, there continues to be an increasing elicitandexpectationon originals from the public and the criminal justice system in regards to the potentialdangerposed byseriousoffendersbeing released grit into the society and the need for the offenders to be better managed, in orderto adequately protectthe public from dangerous individual(a)s (Doyle et el, 2002). As the appraisal of pretendis madeat mixed stages in the management extremity of the violent offender, it isextremelycrucial that noetic health professionals have a structured and consistent border on to find mind and valuation of violence. (Doyle et el, 2002).This paper will examine three models of risk assessment thatare usedto reduce potential danger to others, when integrating violent offenders back into the community. These three approaches are unstructured clinical apprehension, structured clinicaljudgementand actuarialassessment.It is not intended, in this paper, to explore the various instruments used in the assessment process for therespectiveactuarial and structured clinical approaches.Unstructured Clinical JudgementUnstructured clinical judgement is a process involving no particular(prenominal) guidelines, moreover relies on the individual cliniciansevaluationhaving regard to the clinicians experience and qualifications (Douglas et al, 2002).Doyle et el(2002, p650) refers toclinicaljudgement as first generation, and sees clinical judgement as allowing the cliniciancomplete kickshaw in intercourse to what information the clinician will or will not take notice of in their final determination of risk level. The unstructured clinicalinterviewhas been widely criticised because itis seenas inconsistent and inherently lacks structure and auniformapproachthat does not allow for canvass, retest reliability over time and amid clinicians (Lamont et al, 2009). Ithas been arguedthat this inconsistency inassessmentcan lead toincorrectassessment of offenders, as either high or low risk due to the subjective opinion inherent in the unstructured clinical assessmentapproach(Prentky et al, 2000). Even with these limitations discussed above the unstructured clinicalinterviewis still likely to be the most widely usedapproachin relation to the offenders violence risk assessment (Kropp, 2008).Kropp (2008), postulates that the continued use of the unstructured clinicalinterviewallows for idiographic analysis of the offendersbehaviour (Kropp, 2008, p205).Doyle et al (2002) postulates, that clinical studies have shown, that clinicians using the risk analysismethodof unstructured interview, is not asinaccurateaslooselybelieved.Perhaps this is due, largely to the level of experience andclinicalqualifications of those conducting the assessment. The unstructured clinicalassessmentmethodrelies heavily on verbal and non verbal cues and this has the potential of influencing individual clinicians assessment of risk, an d thus in turn has a high luck of over reliance in the assessment on the exhibited cues (Lamont et al, 2009).A major defacement with the unstructured clinical interview, is the apparent lack of structured standardized methodologybeing usedto modifyatestretest reliabilitymeasureantecedently mentioned.However, the lack of consistency in the assessment approach is asubstantialdisadvantage in the use of the unstructured clinical interview. The need for a more structuredprocessallowing forpredictabletest retest reliability wouldappearto be anecessarycomponent of some(prenominal) risk assessment in relation to violence.Actuarial AssessmentActuarialassessmentwas developedtoassessvarious risk factors that would improve on the probability of an offenders recidivism. However, Douglas et al (2002, p 625) cautions that the Actuarialapproachis not conducive to violence prevention. The Actuarial approach relies heavily on standardized instruments to assist the clinician in predicting violence, and the majority of these instrumentshas been developedto predict futureprobabilityof violence amongst offenders who have a history of mental illness and or criminal offending behaviours. (Grant et al, 2004)The use of actuarialassessmenthas increased in late(a) years as more non cliniciansare taskedwith the responsibility of management of violent offenders such as community corrections, correctional officers and probation officers. Actuarial risk assessment methods enable staff that do not have the experience,backgroundor necessaryclinicalqualifications toconducta standardised clinicalassessmentof offender risk. This actuarialassessmentmethodhas been foundto be extremelyhelpfulwhen having risk assessing offenders with mental health, substance abuse and violent offenders. (Byrne et al, 2006). However, Actuarial assessments have limitations in the unfitness of the instruments to provide any information in relation to the management of the offender, and strategies to prevent violence (Lamont et al, 2009).Whilst such instruments may provide transferabletestretest reliability, there is a need for caution when the instrumentsare usedwithin differing samples of thetestpopulationused as the validationsamplein developing thetest(Lamont et al, 2009). unversed anduntrainedstaffmay not be aware that testsare limitedby a range of variables that may limit the reliability of the test in use. The majority of actuarial toolswere validatedin North America (Maden, 2003). This hassignificantimplications when actuarial instrumentsare usedin the Australian context, especially when original cultural complexities are not taken into account. Doyle et al (2002) postulates that the actuarialapproachare focusedon prediction and that risk assessment in mental health has a much broaderfunctionand has to belinkclosely with management and prevention (Doyle et al, 2002, p 652). Actuarial instruments rely on measures of soundless risk factors e.g. history of violence, gender, psychopathy an d recorded social variables.Therefore, static risk factorsare takenas remaining constant.Hanson et al (2000) argues that where the results of unstructuredclinicalopinionareopento questions, the empirically based risk assessmentmethodcan significantly predict the risk of re offending.To relytotallyonstaticfactors thatare measuredin Actuarial instruments, and not incorporate dynamic risk factors has led to what Doyle et al (2002) has referred to as, Third Generation, or as more normally acknowledged as structured professional judgement.Structured Professional JudgmentProgression toward a structured professionalmodel, wouldappearto have followed a process of evolution since the 1990s.Thisprogressionhas developed throughacceptanceof the complexity of what risk assessment entails, and the pressures of the courts andpublicin developing an expectation of increased predictive true statement (Borum, 1996).Structured professional judgement brings together empirically validated risk factors, professional experience and contemporary knowledge of the patient (Lamont et al, 2009, p27).Structured professional judgement approach requires abroadassessmentcriteria covering both static and dynamic factors, and attempts to bridge the gap between the other approaches of unstructured clinical judgement, and actuarialapproach(Kropp, 2008).The incorporation of dynamic risk factors that are takingaccountof variable factors such as current emotionallevel(anger, depression, stress), social supports or lack of and willingness to participate in the treatment rehabilitation process.The structured professional approach incorporatesdynamicfactors, whichhave been found, to be also crucial in analysingriskof violence (Mandeville-Nordon, 2006).Campbell et al (2009) postulates that instruments thatexaminedynamic risk factors are moresensitivetorecentchanges that mayinfluencean increase or decrease in risk potential. Kropp (2008) reports that research has found that Structured Professional Judge ment measures alsocorrelatesubstantiallywith actuarial measures.ConclusionKroop, (2008) postulates that either a structured professional judgement approach, or an actuarial approach presents the most viable options for risk assessment of violence.The unstructuredclinicalapproachhas been widely criticised by researchers for lacking reliability, stiffness and accountability (Douglas et al, 2002). Kroop, (2008) also cautions that risk assessment requires the assessor to have an appropriate level of specialized knowledge and experience. This experience should be not only of offenders but also with victims.There wouldappearto be a valid argument that unless there is consistency intrainingof those conducting risk assessments the validity and reliability of any measure, either actuarial or structured professional judgement, will fail togivethelevelof predictability of violence thatis sought.Risk analysis of violence will perpetually be burdened by thelimitationwhich lies in the fact that exactanalyses are notpossible, andriskwill never be totally eradicated (Lamont et al, 2009, p 31.). Doyle et al (2002) postulates that a combination of structured clinical and actuarial approachesis warrantedto assist in risk assessment of violence. Further research appears to be warranted to improve the evaluation andoveralleffectiveness of risk management.

Analysing Case Studies Of Mercedes Benz Tesco Marketing Essay

Analysing Case Studies Of Mercedes Benz Tesco Marketing EssayINTRODUCTIONExtremely fierce and super competitive globalised work environment has intensified the apprehensions of traffic governing bodys pertaining to the increment and implementation of providentially intentional job strategies that mess learn their long-term survival and enduring success in the grocery place. It has been observed, that despite of designing smart strategic plans, many a(prenominal) business organisations fail to maintain their survival in the market and this is only because of their inability to operationally devise and enact these strategic decisions (Mills, Platts, Bourne and Richards 2002, p. 112). Operation commission is strategically important for the business organisations as myriad day-to-day operational activities are responsible for determining the extent to which the recognize strategic objectives are execute and thereby, constituting long-term organisational success. It has bee n studied that operation concern is all about defining, organising and directing organisational aims and objectives by dint of strategically employed operational procedures concerning the organisation (Slack et al 2004, p.67). Several constituting factors including price, reference, service, flexibleness and tradeoffs are meant to develop the operational scheme (Slack and Lewis 2002, p. 221) and in order to improve attribute, erectd organisational receptiveness and court-effectiveness, a wide-ranging operational paradigms feel been emerged in late(a) times (Anderson 2006, p. 56).Supply reach strategy is the crucial element of operation focus through which the core operational processes including transportation, logistics and procurement activities are integrated by pulling materials in response to demand patterns and hence, demand uncertainty is avoided and go forth chains, inventories and service levels are evidentiaryly better (Slack and Lewis 2002, p. 226). Business o rganisations too utilise optimal resources and systemic managerial ascendes to support type and innovation in their products and services for which they integrate key operational, procedural and functional systems. Organisations can achieve total quality at bottom their business operations when positive cultural shift is established by knitting strong relational bonds between human capitals and maintaining long-term partnerships with suppliers (Hayes, Pisano, Upton and cyclist 2005, p. 119). Operation management paradigm also encompasses the concept of capacity planning through which the organisational management exhibits its competency to foresee the unprecedented events and strategise in advance to deflect the chances of protracted monetary damages (Ferguson 2000, p. 65) whereas, the evaluating the extent of orders and thereby, monitoring and determining the required archive levels and stock replenishment is covered by inventory management prototype (Anderson 2006, p. 59) . The effect is designed to illustrate these concepts in a bailiwick format by evaluating the comprehensive operation management paradigm.1.1 Aims ObjectivesOrganisations can achieve enhanced fiscal benefits and customer satisfaction by triggering the process of transforming inputs into outputs with intent to add value to the organisational goals in cost of producing improved products and services (Giannakis and Croom 2004, p. 28). This not only enables in gaining rule over systemic planning and management activities but also results in attaining sustainable competitive advantage by maximising organisational productivity. The main objective of this study is to investigate the key concepts and theories of operation management which is considered as the core contributor to the long-term organisational success. The study aims to analyse the corporate and marketing strategies of one service-based and one manufacturing organisation i.e. Tesco and Mercedes by critically discussing the divinatory principles and frameworks covered in operation management paradigm. Moreover, the study also intends to evaluate the blend of hypothetical concepts based on the case studies of each organisation in order to assess the relative impacts on their long-term competitiveness, innovation and sustainability.1.2 Rationale of the StudyOperation management is a multidisciplinary approach encompassing the decision making process pertaining to the design, planning and management of all the factors influencing the operational capacity of an organisation (Ferguson 2000, p. 68). Globalisation has shrunk the geographical boundaries and the consumer world has now been open to generous information and alternatives to the products and services which have made it passing intricate for the business organisations to stand-out (Giannakis and Croom 2004, p. 30). The role of operation management becomes crucial in terms of creating, transforming and authoritative the productive resources to generate saleable products or services. The scope of this study is to contribute some value to the existing literature pertaining to operation management as the theoretical at a lower placepinnings of the subject and the evaluation of case studies are designed to facilitate in developing advance understanding of managing the deployment of operational resources within the incessantly changing globalised business environment to gain competitive advantage. The significance of studying operation management paradigm is equally beneficial to the academia, operations practitioners and contemporary business organisations.Structure of the storeyThis segment is designed to explicate the structure of the report that is primarily based on comparing and contrasting the theoretical approaches of operation management by prudently evaluating the corporate and marketing strategies based on case studies of two selected organisations. The report is creatively structured and divided into five dist inct segments. Initial segment of the report is the introductory part that is meant to develop the instalational grounds of the study by explaining the key objectives and scope of conducting the research. Second segment of the report begins with presentation of caller profiles of two selected organisations i.e. Tesco and Mercedes by critically evaluating core operational and transformational processes to assess the adequacy of their strategically devised corporate and marketing initiatives for gaining competitive advantage in the market. Theoretical concepts and frameworks of operation management including depict chain management, capacity planning, inventory management and total quality management are app referd in the third segment of the report which intends to justify the arguments by linking the theoretical underpinning with the information extracted from case studies. Fourth segment assesses the application of theoretical concepts on the case studies of selected organisatio ns, in order to investigate relative impacts on the organisational competitiveness, innovation and sustainability in a longer run. The report is terminated in the fifth segment which is designed to logically conclude the overall arguments in a consistent manner. working(a) TRANSFORMATIONAL PRACTICESContemporary organisations ought to adapt with the consistently changing trends of the trade world and globalised economies as consumers buying behaviours are gravely affected by the modern operational and transformational procedures. Today, the entrenchment of innovativeness, technology and advance quality of products and services have become crucially significant to the operation management process for gaining competitive advantage in the market (Anderson 2006, p. 57).2.1 Case Study I Mercedes BenzThe strategic alliance of Daimler-Benz with Chrysler in 1998 lead to establish DaimlerChrysler AG, which is now recognised as one of the leading and most shiny automobile companies across t he globe. The luxury German car manufacturing social club enjoys its humungous presence by operating in 104 countries whilst selling its products in approximately 200 countries through more than 13,000 sales outlets within the globalised economic arena (Mercedes 2011). Mercedes is primarily engaged in the manufacturing, distribution and sales activities related to its wide range of uniquely designed and expertly advanced automotive products including passenger cars and commercial vehicles and on the former(a) hand, the confederacy also offers financing solutions (Mercedes 2011). In union with the key statistics as illustrated in its Annual Report (2002), the company has generated revenues of 130.80 billion and employs more than 365,600 employees worldwide (Mercedes 2011). The world renowned BMW, Lexus, Toyota, Volkswagen and General Motors are amongst its core competitors.2.1.2 Analysing the Corporate Marketing StrategiesThe corporate strategy of Mercedes Benz is focussed on en hanced quality and reliability of its products and services by stressing on The best or nothing strategy (Mercedes 2011). Presently, the company has been observed to raise its profile in fleet car sales by 17% in 2010 and further 11% by 2011 with intent to prevail over either operational segment unlike its premium rivals that are focussed on tax-cutting low CO2 models within market that is tightly up just under 2% (Mercedes Annual Report 2008). Studies suggest that the operations tasks can be articulated by identifying five operations performance objectives as for instance, lowering the price strategy necessitates substantial reduction in operational costs or speedy customer services require swift operational procedures and as ameliorate product quality demands for advancement in the areas concerning innovation, design and technology (Slack et al 2004, p. 119). Mercedes have been experiencing quality manage problems due to its batteries, alternators and brakes integrated in its s everal(prenominal) models made since 2001, that were quiet obvious especially after the biggest product recalls in 2005, indicating that the company is super losing its loyal consumer base (BBC 2006). The company has introduced technologically sophisticated gadgetry in its S-class cars range in parallel to its pledge for being the market leader in terms of quality and reliability however several business analysts have identified the electronic gremlins might further impair companys image by alienating its existing consumer base (Mercedes Annual Report 2007). With respect to its marketing strategy, Mercedes is focussed on Ambition to lead by particularly emphasising on 6Ps of marketing i.e. product, price, promotion, place, people and process. Massive improvements have been observed in its product designs and technologies especially in E and S class ranges by introducing higher-rate springs, stabiliser audio, navigation, trip computer and telephone consoled steering wheels (Bilich a nd Neto 2000, p. 9). Pricing has also been revised to attract people from midriff class and the strategy is complimented by moving its manufacturing and operational units in Asian countries to get the production and distribution costs. Aggressive promotional strategy has been embraced by the company whilst targeting wide-ranging consumer base through effective marketing campaigns that are focussed on product features including CLS or Blue-Efficiency campaigns and on the other hand, marketing campaigns are put acrossingly supported by comprehensive print, TV, online and media communications (Holweg, Disney, Hines, Naim 2005, p. 514).2.2 Case Study II Tesco Plc.Deeply penetrated within the competitive retailing sector in UK, Tesco celebrates its substantial universe of discourse by covering approximately 90% of UK market alone with an annual turnover of more than $1 billion which makes it the largest online grocer across the globe (Palmer 2005, p. 25). In accordance with the Niels en/Netrating audience panel for September (2007), that investigated 25,000 demographically representative households in the UK for the top supermarkets, Tesco leads the online market share by holding 27.1% followed by Asda, Sainsbury and Waitrose holding 10.1%, 6.9% and 4.2% shares respectively (Nielsen/Netrating 2007). On the other hand, Tesco was again spotted at the top prospect with 30.9% offline market share followed by Asda and Sainsbury having 16.9% and 16.4% shares respectively (Nielsen/Netrating 2007). The company principally deals with food and grocery items and has also modify into non-food ranges including clothing, books, electronics, dieting clubs, flights and holidays, music downloads, gas and electricity (Palmer 2005, p. 27). Asda, Sainsbury and Waitrose are the core competitors of the company.2.1 Analysing the Corporate Marketing StrategiesUnlike others in UK, Tesco is the only retailer that has successfully managed to survive and fan out in the contemporary glo balised economies by maintaining its corporate strategy closely knitted by a six dimensional approach for enhanced growth in worldwide market (Data monitor 2003). Tesco embraces the strategy of designing its products by carefully analysing the local market needs and remain increasingly adaptive to the environment of autochthonous markets. Tesco believes in highly focussed and long-term strategies with multi-format approach and shared knowledge structure. The most crucial aspect of its corporate strategy is the deployment of time and patience to get up the brand image without being distracted by its growth pattern in its primary market. Followed by its corporate strategy of aggressively expanding in the supranational market, Tesco became the first UK retailer to break through the 2 billion profit barrier (Data monitor 2004). The marketing strategy of Tesco is highly innovative in terms of introducing reward points to the customers during shopping which can be later exchanged by va lued products. In addition to this, the company has significantly acknowledged the need for compound e-technologies within its marketing campaigns and thereby, launched Tesco applications that has made its products instantly accessible to the targeted consumer base through mobile phones and also keep them updated with new deals and discounted offers (Data monitor 2004). Tesco diet is another interactional web page which is meant to educate the consumers about healthy eating and thereby, unconsciously persuading them to buy the food items offered by the company. Tesco also improved its out-bound logistics by hiring cheerful and highly cooperative staff for online delivery orders, which serve as the face of the company and are also trained to market their products and new offers in a cataleptic manner (Kotler, Armstrong, Saunders and Wong 2001, p. 169). The company also employs print and electronic media for the marketing of its products and also utilises social networking websites and blogging as integral tools of promotions in the contemporary business world. The most significant aspect of Tescos marketing mix strategy is its personalisation strategy as the company has maintained a separate online marketing department that is meant to send personalised messages via emails and sms to ensure that their customers never miss their latest offers and new products (Palmer 2005, p. 33).THEORETICAL JUSTIFICATIONS BASED ON CASE STUDIESOperation management is all about interlinking a wide-range of processes and procedures including manufacturing, distribution, marketing and all other significant methods to maximise sales and achieve core organisational objectives. Size and nature of business operations are extremely significant in terms of determining the operational, functional and transformational capacity (Handfield and Bechtel 2002, p. 371). This segment of the report is aimed to critically analyse the theories and concepts pertaining to operation management paradi gm whilst analysing the capacity planning, supply chains, inventory control and total quality management in each of the selected organisations.3.1 Evaluating Supply Chains of Mercedes TescoClosely knitted web of manufacturing, distribution and other production activities forms the supply chain of an organisation with intent to obtain the manufactured materials, modify them into finished products and distribute them in the targeted market in order to meet the consumers demand (Holweg, Disney, Hines and Naim 2005, p. 512). Literature suggests that business organisations can significantly benefit by creating four dimensional values in their supply chains including customers, planning and performances, processes and intangible resources (Kaplan and Norton 2004, p. 102). Whilst catering condense market segment, Mercedes has been focussed on creating value in its supply chain, primarily by embracing three main supply chain strategies including just-in-time, lean manufacturing and built-t o-order strategy for a larger consumer base that is unwilling to wait for two to 3 weeks delivery time thereby, enhancing customer satisfaction (Holweg et al 2005, p. 512). On the other hand, the company has also adopted a plan for catering lower-income customers by producing affordable car ranges and espousing cost-effective manufacturing process. Tesco has also been vigilantly focussing on creating value in their supply chains by low-cost leadership, synchronisation and lean thinking, employee-empowerment initiatives and customer-centric approach (Griffith 2002).Capacity Planning by Mercedes TescoThe continuously evolving business trends of contemporary globalised economies have made it extremely significant for the business organisations to improve their aptitudes for capacity planning. Through capacity planning, organisations gather, maintain and analyse the optimum information regarding the utilisation of its tangible and intangible resources to meet and exceed their core orga nisational objectives (Anderson 2006, p. 93). However, it is crucially important to determine the investment required for capacity planning (Gox 2002, p. 62), as it has been studied that underinvestment in capacity can substantially reduce revenues whereas, an overinvestment might result in excess capacity which may produce serious consequential effects on the fixed costs (Henderson and Cool 2003, p. 397). Mercedes has successfully employed capacity planning initiatives by investigating North American region for the feasibility of producing luxury sports utility vehicle which significantly minimised combined labor, shipping, and components cost and further reduced the penalties associated with currency fluctuations (Holweg, Disney, Hines, Naim, 2005, p. 518). On the other hand, Tesco expanded its order-processing capacity by foreseeing its rapidly growing online sales and integrated BizTalk system that process 5,000 orders per mo which remarkably increased performance efficiency wi thout the need to expand hardware configuration and also reduced system maintenance costs (Norris 2007).Mercedes Tescos TQM StrategiesQuality has been recognised as the most critical element of the operation management and is considered to be a macro function of organisations that has to be entrenched within the decision making process, allocation of resources, definition of priorities and most importantly within service delivery (Bilich and Neto 2000, p. 5). It has also been studied, that survival of the organisations in the contemporary business world necessitates total quality management established at all levels (Djerdjour and Patel 2000, p. 26). Mercedes core organisational values heavily rely upon quality, safety and reliability however the companys image was seriously threatened when its position dropped to 26th spot in quality segment of auto manufacturing (Business Week 2003). It has been observed that the Mercedes significantly deviated from its core strategies and was mo re inclined towards innovation and technology which has staggeringly shaken its loyal consumer base indicating the unfavourable implications of undervaluing quality management approaches. The TQM strategy of Tesco is primarily focussed on two main areas including (i) process improvement by systemic approach and (ii) development and standardisation of management systems for functional activities throughout the organisation (Delaney-Klinger, Boyer and Frohlich 2003, p. 187). By analysing the TQM strategy of both the organisations it can be instituted that the benefits of TQM can be maximised by entrenching it within the internal and external organisational processes, resources and facilities (Djerdjour and Patel 2000, p. 34).Mercedes Tescos Approach towards Inventory ControlThe role of inventory management is extremely significant as lower inventory levels can increase the transportation outlays followed by smaller and irregular loads. Business organisations can effectively reduce th e costs to logistics through supply chain optimization by planning to meet the demands of consumer base. It has been studied that ineffective routing and scheduling of orders can adversely influence transport costs (Cooke 2000). In accordance with its inventory management approach, Mercedes identified approximately 100 sites in 35 state of US which is closer to its primary market and since major part of its products were intended to export therefore, the company chose the sites near seaports, rail lines, and major highways to control the costs for transportation (Holweg, Disney, Hines, Naim 2005, p. 523). Studies suggest that transportation is the single most prominent cost category in logistics which can dramatically facilitate in cost saving (Giblin 2001). On the other hand, Tesco being market leader of retail business in UK, necessitates embracing technological advancements in terms of maintaining its position within the extremely concentrate market. Therefore, Tesco has embraced smart shelf technology by adopting RFID system which enables the staff to locate the items in real time and also improve the on-shelf availability by timely replenishments thereby, saving time and costs for additional staff (Thomas 2003).APPLICATION EVALUATION OF OM THEORIES ON STRATEGIC amalgamateThis part of the report is aimed to highlight the strategic mix pertaining to the concepts and theoretical frameworks of operation management as applied on the competitiveness, innovation and sustainability of selected organisations. The effectiveness of operation management strategies is usually determined by evaluating the key factors like cost, quality, delivery and flexibility (Mills, Platts, Bourne and Richards 2002, p. 130) however, it is important to note that the contemporary business world that has now change state from the limitations of geographical boundaries needs the integration of advanced technological solutions to stand-out in the global markets (Khamalah and Lingaraj 2007, p. 976).4.1 CompetitivenessMercedes manufactures high-valued and technically advanced cars by particularly focussing on the development of car engines and producing wide-ranging transport facilities from cars to jeeps and other commercial vehicles which enables the company to cater almost every segment of the market. Merger of European and American companies makes Mercedes well introduce by the consumer markets belonging to two different tastes and culture (Elvin, Hendricks and Singhal 2001, p. 274). The company continues its competitiveness by its remarkable supply change management as it maintains close ties with its key suppliers for instance, during the worldwide fiscal turmoil in early nineties when organisations were obligated to negotiate pricing strategy, it was quiet obvious that both the company and its suppliers shared like dependability on each other (Hayes, Pisano, Upton and Wheelwright 2005, p. 133). Despite of operating in a highly concentrated market, Tesco ha s achieved a leading position as the company has radically improved its operation management strategies by adopting lower pricing and absolute quality control through compensating full costs of the product, if found damaged (Tesco 2010). The company also maintains its competitiveness by proffering secure transaction opportunities in case of online shopping, timely delivery of products at the door-step and efficient staff that is adequately trained to offer excellent customer services.4.1 InnovationMercedes allocates a humungous investment of more than $47billion on its research and development which substantiates its organisational objectives to meet and exceed the consumers expectations pertaining to advanced technology and innovative solutions. The company is also exhibiting keen interest in developing contemporary designs within competitive price whilst maintaining its assertive and risk-taking behaviour which indicates its thirst for improved quality in its products and services (Kaynak 2003, p. 426). The innovativeness of products characterised by radio frequency identification system of tagging its products or advanced data processing system Tesco exhibits its commitment to enhance the consumer buying experience through innovation (Norris 2007). By introducing highly interactive and advantageous innovations like Tesco club cards, Tesco applications, talking Tesco and Tesco diet the company has notably penetrated within diversified consumers market segments.4.3 SustainabilityThe strong market presence characterised by more than 25-30 dealerships in each of its operational territories, Mercedes ensures that its within the consumers reach (Bilich and Neto 2000, p. 7). In addition to this, a luxurious brand image of Mercedes along with its quality standards, enhanced security and tremendous reliability for many years has established a loyal consumer base. The company principally operates in economies of scale and as the level of sales rises the unit cost dec reases which substantially circumvent the threats of new entrants in the market thereby, accentuating its long-term sustainability (Bilich and Neto 2000, p. 13). On the other hand, Tesco has not refrained from diversifying into non-food categories and has expanded its operations into other market segments including clothing, electronics, financing and others which determines that the company has the aptitude to take risk and maintain its survival on long-term basis. Tesco maintains a strong brand value which has been indicated by its tremendous rise in profitability by 78% through successful operations in Europe, Asia and Ireland (Usunier 2000, p. 177).CONCLUDING REMARKSThe report has critically appraised on the theoretical frameworks pertaining to operation management by explicating its key components including inventory control, supply chains, capacity planning and total quality management. Case studies of one manufacturing company i.e. Mercedes and one service-based company i.e. Tesco have been profoundly investigated to evaluate the impacts of operation management theories and application on the innovation, competitiveness and sustainability of these organisations. To conclude, it can be stated that both Mercedes and Tesco are market leaders within their territories and the analytical report suggests that their success lies within their strategic deployment of operational and functional processes.

Computers in the Mathematics Classroom :: Math Technology Education

?Calculators and computers are reshaping themathematical landscape, and school mathematics shouldreflect those changes? (NCTM 24). My view of mathematicsand geometry is that they go hand in hand. You view as tok at a time some algebraic procedures in order to be able toperform geometry problems. I never enjoyed Geometry inhigh school but now that I see it in a differentprospective victimisation GSP I really understand and enjoy it. Ithink that Geometry should be taught with packet so thestudents can work with it hand in hand with the teacher andother students. Looking from the teacher prospective itwould be easier to describe various concepts.To turn back geometry means to know how to performgeometric problems and understand the process. I alsothink that a person should know various ways to performgeometry including the usance of a calculator and GeometrySketch Pad. One expectation of Geometry according the NCTMStandards is to ?draw and construct representations of twoandthree-d imensional geometric objects development a variety oftools? (308). By using GSP the process is easier to follow 2then just using a pencil and paper approach. Now don?t getme wrong using pencil and paper to draw various geometryobjects is ways to have the student learn expressrelational understanding. Geometry Sketch Pad gives the go forr the option of reversing the travel to see were youstarted which could help to remember the process which iseven more of a relational understanding. The user can also give birth his or her work for the future and the teacher is alsoable to see what the student?s train of thought.We need to use Dynamic Geometry Software in ourteaching and learning so we can see and play with problemspresented. By teaching with the use of Geometry Sketch Padthe teacher has the capabilities to teach outside of thebook. It causes students to learn in a more relational wayas apposed to instrumental (How Should Mathematics BeTaught?). By learning with the use of Geomet ry Sketch Pada person is able to save their work for later reflectionsand they are able to learn a process. The capabilities ofGSP are vast. The teacher and the learner both can benefitsignificantly through the use of GSP.I only foresee a little difference between the use ofDynamic Geometry Software in High school and in meat 3school. I think at the high school level is where teachers

Information Technology Outsourcing :: Globalization, Business Management

Information Technology OutsourcingInformation Technology outsourcing is the contracting out of part or completely of an organizations IT activities. New trends have included operations,programming, and technology planning. The main reason for informationtechnology outsourcing is to gain immediate economic gains for the company,usually through savings. Financial motivations arnt early on businesses mindsthough other strategic objectives are.Outsourcing can make it easier to downsize. Because you are bringing inoutside help, and can cut back on fix salaries, the company becomes morevariable. Outsourcing leads to tighter linking of strategy and IT. Knowledgewhich usually flows slowly can flow freely, and a company has more access tooutside technology. Plus businesses perk up information faster than other typesof hierarchical communication, and the resources are endless. Outsourcing canunlock organizational structures. The unlocked IT organization can provide abetter appliance for c osting user requests, prioritizing technology initiativesand controlling expenditures. It offers the benefits of both systems involved.Another important goal that IT outsourcing takes on, is reducing technologicalrisk. By outsourcing your needs you know that that the employee know what theyare doing. nigh of the problems IT outsourcing may encounter are, loss of strategiccontrol, risk of technological obsolescence, limiting of long-term flexibility,difficulty in benchmarking initial contract, hostage to additional charges, last government issue or switching costs, limited choice of vendors, the fixed nature oflegal contracts, legal exposure, from dissatisfied former employees, andcultural conflicts.The people doing the outsourcing for the companies are sometimes thelifes-blood of that company. If the outsourcers want more money, then they arealmost obligated to give that money. This is usually the case when thecontractors are bringing new technology into the system.High exit or swi tching costs entail the switch-over costs the companymust shoulder if they decide to end the outsourcing and hire full time employees.It is important not to put too many resources at the hands of the contractors.Limiting this will ease the switch-over costs.Legal issues also creep into the picture when a company chooses tooutsource. Some companies have problems with employees that are not happy withtheir current arrangement or are mistreated.