Lydia Pinkham Was an Inventor and Marketer

Only a woman can understand a womans ills.- Lydia Pinkham Lydia Pinkham was an inventor and marketer of famous patent medicine Lydia E. Pinkhams Vegetable Compound, one of the most successful products ever marketed specifically for women. Because her name and picture were on the label of the product, she became one of the best-known women in America. Occupation: inventor, marketer, entrepreneur, business managerDates: February 9, 1819 - May 17, 1883Also known as: Lydia Estes, Lydia Estes Pinkham Lydia Pinkham Early Life Lydia Pinkham was born Lydia Estes. Her father was William Estes, a wealthy farmer, and shoemaker in Lynn, Massachusetts, who managed to become wealthy from real estate investments. Her mother was Williams second wife, Rebecca Chase. Educated at home and later at Lynn Academy, Lydia worked as a teacher from 1835 to 1843. The Estes family opposed slavery, and Lydia knew many of the early abolitionist activists, including Lydia Maria Child, Frederick Douglass, Sarah Grimkà ©, Angelina Grimkà ©, and William Lloyd Garrison. Douglass was a lifelong friend of Lydia. Lydia herself became involved, joining, with her friend Abby Kelley Foster the Lynn Female Anti-Slavery Society, and she was secretary of the Freemans Society. She also became involved in womens rights. Religiously, the Estes family members were Quakers but left the local meeting over a conflict around slavery. Rebecca Estes and then the rest of the family became Universalists, also influenced by the Swedenborgians and spiritualists. Marriage Lydia married widower Isaac Pinkham in 1843. He brought a five-year-old daughter into the marriage. Together they had five more children; the second son died in infancy. Isaac Pinkham was involved in real estate but never did very well. The family struggled financially. Lydias role was primarily as the typical wife and mother of Victorian middle-class ideals. Then, in the Panic of 1873, Isaac lost his money, was sued for nonpayment of debts, and generally fell apart and was unable to work. A son, Daniel, lost his grocery store to the collapse. By 1875, the family was nearly destitute. Lydia E. Pinkham Vegetable Compound Lydia Pinkham had become a follower of nutrition reformers like Sylvester Graham (of the graham cracker) and Samuel Thomson. She brewed a home remedy made of roots and herbs, and including 18% to 19% alcohol as solvent and preservative. She had shared this freely with family members and neighbors for about ten years. According to one legend, the original formula came to the family through a man for whom Isaac Pinkham had paid a debt of $25. In desperation over their financial circumstances, Lydia Pinkham decided to market the compound. They registered a trademark for Lydia E. Pinkhams Vegetable Compound and copyrighted a label which after 1879 included Lydias grandmotherly picture at the suggestion of the Pinkham son, Daniel. She patented the formula in 1876. Son William, who had no outstanding debts, was named the legal owner of the company. Lydia brewed the compound in their kitchen until 1878 when it was moved into a new building next door. She personally wrote many of the advertisements for it, focusing on female complaints which included a variety of ailments including menstrual cramps, vaginal discharge, and other menstrual irregularities. The label originally and assertively claimed A Sure Cure for PROLAPSIS UTERI or Falling of the Womb, and all FEMALE WEAKNESSES, including Leucorrhea, Painful Menstruation, Inflammation, and Ulceration of the Womb, Irregularities, Floodings, etc. Many women were unwilling to consult physicians for their female difficulties. Physicians of the time often prescribed surgery and other unsafe procedures for such problems. This might include applying leeches to the cervix or vagina. Those supporting that eras alternative medicine often turned to home or commercial remedies such as Lydia Pinkhams. The competition included Dr. Pierces Favorite Prescription and Wine of Cardui. Growing Business Selling the compound was at core a family enterprise, even as it grew. The Pinkham sons distributed ads and even sold the medicine door to door around New England and New York. Isaac folded pamphlets. They used handbills, postcards, pamphlets, and advertisements, beginning with the Boston newspapers. The Boston advertisement brought in orders from wholesalers. A major patent medicine broker, Charles N. Crittenden, began to distribute the product, increasing its distribution to nationwide. Advertising was aggressive. The ads targeted women directly, on the assumption that women understood their own problems best. An advantage that the Pinkhams emphasized was that Lydias medicine was created by a woman, and the advertisements stressed endorsements by women as well as by druggists. The label gave the impression of the medicine being homemade even though it was commercially produced. Ads often were designed to look like news stories, usually with some painful situation that could have been alleviated by the use of the compound. By 1881, the company began marketing the compound not only as a tonic  but also as pills and lozenges. Pinkhams goals went beyond commercial; her correspondence including advice on health and physical exercise. She believed in her compound as an alternative to standard medical treatment, and she wanted to counter the idea that women were weak. Advertising to Women One feature of the advertisements of Pinkhams remedy was an open and frank discussion of womens health issues. For a time, Pinkham added a douche to the offerings of the company; women often used it as contraception, but because it was marketed for hygienic purposes, it was not targeted for prosecution under the Comstock Law. The advertising prominently featured Lydia Pinkhams image and promoted her as a brand. Ads called Lydia Pinkham the Saviour of her Sex. The ads also urged women to let doctors alone and called the compound A medicine for women. Invented by a woman. Prepared by a woman. The advertisements offered a way to write to Mrs. Pinkham and many did. Lydia Pinkhams responsibility in the business also included answering the many letters received. Temperance and the Vegetable Compound Lydia Pinkham was an active supporter of temperance. Despite that, her compound included 19% alcohol. How did she justify that? She claimed that the alcohol was necessary to suspend and preserve the herbal ingredients, and so she did not find its use incompatible with her temperance views. Using alcohol for medicinal purposes was often accepted by those who supported temperance. While there were many stories of women being affected by the alcohol in the compound, it was relatively safe. Other patent medicines of the time included morphine, arsenic, opium or mercury. Death and Continuing Business Daniel, at 32, and William, at 38, the two youngest Pinkham sons, both died in 1881 of tuberculosis (consumption). Lydia Pinkham turned to her spiritualism and held seances to try to contact her sons. At that point, the business was formally incorporated. Lydia had a stroke in 1882 and died the next year. Although Lydia Pinkham died in Lynn in 1883 at age 64, her son Charles continued the business. At the time of her death, sales were $300,000 per year; sales continued to grow. There were some conflicts with the companys advertising agent, and then a new agent updated the advertising campaigns. By the 1890s, the compound was the most advertised patent medicine in America. More images showing womens independence began to be used. Ads still used Lydia Pinkhams picture and continued to include invitations to write to Mrs. Pinkham. A daughter-in-law and later staff members at the company answered the correspondence. In 1905, the Ladies Home Journal, which was also campaigning for food and drug safety regulations, accused the company of misrepresenting this correspondence, publishing a photograph of the tombstone of Lydia Pinkham. The company responded that Mrs. Pinkham referred to Jennie Pinkham, the daughter-in-law. In 1922, Lydias daughter, Aroline Pinkham Gove, founded a clinic in Salem, Massachusetts, to serve mothers and children. Sales of the Vegetable Compound peaked in 1925 at $3 million. The business decreased after that point, because of family conflict after Charles death over how to run the business, the effects of the Great Depression and also changing federal regulations, especially the Food and Drug Act, that affected what could be claimed in the advertisements. In 1968, the Pinkham family sold the company, ending their relationship with it, and manufacturing was moved to Puerto Rico. In 1987, Numark Laboratories acquired a  license to the medicine, calling it Lydia Pinkhams Vegetable Compound. It can still be found, for instance as Lydia Pinkham Herbal Tablet Supplement and Lydia Pinkham Herbal Liquid Supplement. Ingredients Ingredients in the original compound: False unicorn root, true unicorn rootBlack cohosh rootLife rootPleurisy rootFenugreek seedAlcohol Newer additions in later versions include: Dandelion rootBlack cohosh root (as in the original)Jamaican dogwoodMotherwortPleurisy root (as in the original)Licorice rootGentian root The Lydia Pinkham Song Responding to the medication and its widespread advertising, a ditty about it became famous  and remained popular well into the 20th century. In 1969, the Irish Rovers included this on an album, and the single made the Top 40 in the United States. The words (like many folk songs) vary; this is a common version: We sing of Lydia PinkhamAnd her love of the human raceHow she sells her Vegetable CompoundAnd the newspapers publish her Face. Papers The Lydia Pinkham papers can be found at Radcliffe College (Cambridge, Massachusetts) at the Arthur and Elizabeth Schlesinger Library. Books About Lydia Pinkham Elbert Hubbard. Lydia E. Pinkham. 1915.Robert Collyer Washburn. The Life and Times of Lydia E. Pinkham. 1931.Sarah Stage. Female Complaints: Lydia Pinkham and the Business of Womens Medicine. 1979.R. Sobel and D. B. Sicilia. The Entrepreneurs: An American Adventure. 1986. Background, Family Mother: Rebecca ChaseFather: William EstesSiblings: nine older and two younger Marriage, Children Husband: Isaac Pinkham (married September 8, 1843; shoe manufacturer and real estate speculator)Children:Charles Hacker Pinkham (1844)Daniel (died in infancy)Daniel Rogers Pinkham (1848)William Pinkham (1852)Aroline Chase Pinkham ( 1857)

Descartes Claim Of The Universe - 1211 Words

Descartes’ claim of â€Å"I think, therefore I am†, is an attempt to establish a firm foundation for the understanding of the universe and explores the ideas of the self and what we can know to be real. However, there is one major flaw in this approach. That flaw is how we are to create this foundation when before it we had nothing and the paradoxes in the creating definitions of words. His goal is to better understand what he is in order to reestablish the foundations of his understanding of the world around him. This is a normal human behavior to explore the unknown or not well understood. Any explorer that sails the ocean in search of new land may know what land is but new land that was unknown to him/her is a satisfying development in the person s understanding of everything that is real. The modern practice of this behavior includes, but not limited to, an astronomer using space telescopes to look deep into space where light from an ancient universe is arriving at the Earth or an experimental physicist when smashing particles together in hopes to find new and smaller part that makes up the fundamental building blocks of the universe. Descartes hopes to apply his logical process to reveal the fundamental building blocks of the universe that humans can exist in. He also wants to create a fundamental understanding of the way to observe the universe that we can per ceive with the limited senses that we have. 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Human Resource Management and Balanced Score Card free essay sample

Research Title: The Contribution of Balanced Scorecard in Human Recourse Development. Research objective: to find out the relationship between Balanced Score Card in relation with Human Resource development. Research Questions: What are the areas of HRD in which BSC can be implemented? What is the importance of performance measurement systems for Sustainable HRD? What are the problems associated with the successful implementation of BSC? Hypotisis: Implemetation of Balanced Scorecard(BSC) has a major contiribution towards Human Resourse Development(HRD. ) Theoretical framework. writing assignment service Human Resourse Development(HRD) Balanced Scorecard(BSC) Business Stretegies Introduction Balanced scorecard: By carrying out a preliminary research, I have found out that the organizations of 21st century is facing a fires competition and arising new challenges due to increase in the global competencies. Therefore it is very critical to formulate the most suitable strategies for their market sustainability. Hence, it is vital for the organizations to predetermine the performance of the organizations in order to incorporate the organizational goals and objectives. Therefore it is greatly important to establish the most suitable and effective performance measurement system in order to build a concrete base on continuous Human Recourse Development(HRD). That is when the balance score card comes to view. The Balanced Scorecard is believed to be one of the best performance management approach originated by Robert Kaplan and David Norton in 1980’s, which was fully packed and presented in Harvard Business Review in 1992. Silk (1998) cited in Andrew Gautreau (2004),estimated that approximately 60% f Fortune 1000 companies either currently have or are experimenting with a balanced scorecard. Non-financial measures like quality, customer satisfaction and innovation became increasingly important, and competitors were focusing on these non-financial areas. There for, both internal and external measures are used in BSC. It is vital for the companies to have a balanced approach on external measures like customer satisfaction and internal measures li ke employees satisfaction. Companies must have both types of measures in order to implement a strategy (Andrew Gautreau,2004). Elements of Balanced Scorecard Kaplan and Norton (1992), in their balanced scorecard (BSC) model, proposed the division of firm performance to four perspectives: financial, customer, internal process and innovation and learning. They put competences and resources in the fourth perspective, signalling that they enable achievement of performance levels in other dimensions. For each perspective, financial, customer, internal process and learning, they have performance indicators, which must be filled in as targets. The BSC also drives actions strategically to attain the vision and deliver excellence in all areas of an organization. According to Schmidt et al. , (2006), the BSC is a powerful tool with several features, and to get the most benefits, it must be well implemented in a dynamic environment. Amaratunga et al. , (2002), BSC systems can assist the organizations to gather critical information on both financial and non-financial grounds to provide a reliable guidance to pinpoint the problems. There for this could lead to effective improvement in the business process to achieve organizational goals. He also says that BSC is recognized as an effective tool which can be understood by all levels of the organization. Human Resource Development (HRD) Human Resource Development (HRD) is the frameworks for helping employees develop their personal and organizational skills, knowledge, and abilities. HRD includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. Along with this, BSC is believed to have a balancing effect on maximizing the potentials of all the resources employed in the organization (Amaratunga et al. , 2002; H. Rocha et al. , 2005). Therefore in my opinion, it would have a strong linkage to the HRD of the organization, because this combination of recourses can be achieved through continuous improvements in the human capital. A well-prepared and motivated workforce is possibly the most important of the three intangible assets to support an organization’s value creating processes (Garavan et al. , 2001). According to him the most valuable asset of a 20th century company was its production equipment, while the most valuable asset of a 21st century institution will be its knowledge workers and their productivity. This clearly indicates the importance of HRD for the sustainable organizational success. According to Rocha (2005), if we increase employee training about products, then they will become more knowledgeable about the full range of products they can sell; if employees are more knowledgeable about products, then their sales effectiveness will improve, followed by improvement in sales effectiveness. Then the average margin of the products they sell will increase. Progression up the hierarchy is replaced by the accumulation of competencies. Thomas N. Garavan(2001),argues that the dominant theme is one where individuals are required to exhibit competencies such as team working the development of network relationships and the acquisition of knowledge and learning capability. He argues that the level of expenditure on TD is increasing and there is evidence of a strategic imperative guiding the nature of much of the training that is being provided. Linkage between the elements of HRD Ideally, education involves learning which leads to development and could contain training in specific techniques. Education is the process which aims at developing the intellectual capital, moral values and  conceptual understanding of a person so as to enable him/her to make a contribution to society by understanding its traditions. Training is a narrower process than education and is more planned systematic  in a way to modify  specific kills   competencies by means of events, programs and instructions  so as to attain effective workplace performance. It is an organization’s way to promote learning. Implicitly of both training and education are ways of developing human potential. Learning is a process that enables creation of knowledge and a change of behavior through practice and transformation of experience. It is seen as a major source of attaining competitive advantage by an organization by enhancing individual and collectiv e learning. Development is the growth of a person’s potential by means of learning, education training. Role of performance measurement system In order to advance performance there is a need to manage performance rather than simply measure any given aspect of it across the board. Management of performance can mean in some cases measurement of effectiveness and efficiency, in others it may mean management of important stakeholders or the organizational relations with them (Halachmi, 2005). For performance measurement to be meaningful you have to benchmark and make comparisons to it over time. However, the attention of performance measurement should be shifting from one dimension to another as circumstances are changing within or outside the organization. According to Garavan (2001), such shifts cannot be allowed when it comes to measurements. Performance management is thus a simple return to the basic notion of management with some significant elaborations on and amplifications of the need to address the human side of the enterprise while being aware of what is going on , which requires a balance in major business aspects. In other words, performance management is about assuring a greater likelihood for reaching desired outcomes by addressing issues that have to do with the business process that is expected to generate the sought after results, the organizational and environmental contexts in which these process and outcomes take place and, the involved behaviors of various stakeholders (Booth, 2006). Yet, on its face performance management has much to offer in particular when it comes to the human side of the enterprise. As this writer sees it performance management, which resembles more a Theory-Y like approach (McGregor, 1960) and where outside control is replaced by greater managerial flexibility may hold the key to success. Such an approach, that the objectives of performance management often include motivating performance, helping individuals develop their skills, building a performance culture, determining who should be promoted, eliminating individuals who are poor performers, and helping implement business strategies. Performance measurement was one of the main tools for inducing not only better productivity but also openness and accountability. The effect of Balanced Scorecard on HRD functions To test the contribution of human related resources to performance, several studies have been conducted recently. Mills and Fernandes (2004), in a review effort, classified them according to the BSC perspective that they covered and the research variable investigated. Under this study, though resources are classified under the innovation and learning perspective, this perspective is also presented as a dependent variable, as some of its indicators can result from former drivers, for instance, the impact of HR practices on labor turnover and need for an effective performance measurement system like BSC. In my study I have noticed that the great majority of the studies concentrate on HRD procedures as resources, with fewer researchers looking at other human-related resources like skills or human capital. One reason for this can be the fact that each business has different resources as drivers. For instance, high staff turnover rates can be a healthy indicator in a fast food chain, but would be a disaster in an RD department. As a consequence, the final outcome of implementing BSC approach could be different according to the type of the business. On the other hand, every company has HRD practices, which make them more comparable under this term. But studies considering the impact of this dimension alone on performance have found weak or no association at all between HR practices and performance Mueller (1996) cited in Bruno H. Rocha et al. (2005). This may indicate the need to consider other resources together with HR practices when studying that relationship and aligning them to BSC. Importance of formulating a suitable business strategy to accommodate implementation of BSC to assist HRD The benefits accruing from HRD may also be both micro and macro in scale. According to Smith (2005), these benefits include improved knowledge skill and capability on the part of employees, this in turn leading to improved organizational capability, effectiveness and productivity. The indirect benefits of HRD include improved staff morale and enhanced self esteem of individuals whose knowledge and capability has been enhanced through HRD programs which can be incorporated with actions associated in achieving the targets assigned in BSC as Schmidt et al. , (2006) has mentioned. Even though the BSC is implemented in the organization, Moullin (2004) argues that if employees are not involved in determining the measures and feel they are misguided, then they are likely to respond to measures in a very different way than was intended by management, leading to a poorer service all round. For example, they may focus on the measure given at the expense of other more important factors, they may try to get round the system, or they may concentrate on short-term issues. A BSC can help to formulate and achieve strategically attainable requirements because it encourages a framework and a language to communicate the vision and the strategy, and thereby uses measurement to inform employees about the success drivers of the company (Schmidt et al. , 2006). For this to be done, Amaratunga et al. , (2002) stressed that it is vital to breakdown the vision according to each perspective of BSC to formulate overall business strategy. By this way, employees will be very clear of what they are expected to contribute towards achieving company objectives. At the end, a BSC supports the supreme aim, the establishment and the management of a sound organization, which strives for excellence by driving all actions strategically. Impact of business culture The process of creating the BSC is a fairly involved process which requires a lot of understanding and commitment, and for some business unit leaders, a lot of facilitation. The business unit also has to focus on those aspects of corporate objectives to which it can realistically contribute (Chavan, 2009). Therefore, it is vital to have a suitable business culture within the organizations to incorporate BSC in relation to HRD. This is supported by Chaminade (2003), stressing that corporate culture has also been suggested to have a significant impact on overall organizational performance in order to achieve strategic objectives. Hassan et al. , (2006), has indicated that employees’ satisfaction with HRD climate was culturally predicted by learning and training system, employee development system, action research, reward and recognition system, and information system. However, Payne and Keep, (2003) as cited in Hyde et al. ,(2005) says that workforce configuration and skill-mix arrangements are often a product of history, precedent and cultural preconception, attempts to tackle workforce reorganization and job redesign have experienced limited success. Long run Implications on HRD when implementing BSC The different elements’ linkages enable control of a number of key performance areas in relation to time horizon.. According to Kaplan and Norton (2001) cited in Steen Nielsen and Erland H. Nielsen (2008) ,the different perspectives used by an organization should be connected to the financial and monetary success of the company. Therefore, the recognition of single elements or measures and their influence on other measures including the financial area is important for a success oriented company’s control view. To bring strategies into action, measures have to be implemented that guarantee the achievement of the strategic goals and an increase in profitability in the long run. In the latest version of BSC, strategy is at the centre of the key management processes and systems. Knowledge is the main source of competitive advantage; the management of a company is becoming more about managing people than it is about managing physical and monetary assets. Key value drivers for human capital are employee knowledge, skills, abilities, innovativeness and experience which require plenty of time and effort to develop. In today’s marketplace, companies are looking for knowledge workers, for people with specific capabilities that they can apply within the organization. The key then becomes to capture that knowledge in the company’s structures, so it is transferred from individuals, to groups, to the entire organization and becomes part of the organization’s structural capital (Jacobsen et al. , 2005). Therefore, it would be vital for organizations to have a proper measurement of these intangible resources with the most effective system like BSC. The importance of feedback The BSC approach provides a linkage between employee rewards to performance in all four perspective of BSC, with suitable weightings applied reflecting the relative importance of each area. In some instances companies see the non-financial measures of such importance that a specific level of performance is set for each of the non-financials (Chavan, 2009). Only if an individual exceeds these levels, can they qualify for performance related rewards linked to the financial performance results. Therefore it is vital to provide the related feedback on time to make such decisions to cope with the most effective reward systems. Use of the BSC should improve managerial decision making by aligning performance measures with the goals and strategies of the firm and the firm’s business units based on the feedback on performance measure. Lipe and Salterio, 2000) as cited in (Chavan, 2009). Associated time lag issues The BSC approach clearly indicates to employees the level of importance the organization places on future capability building and strategic issues, while at the same time recognizing shorter term financial performance (Gadenne, 2000) cited in (Chavan,2009). Howev er, doing this sustainably could be a challenge for the organizations. According to Wong (2005), HRD is seen as a way to improve and enhance the personal value of individuals. The skills and competences of knowledge workers need to be continuously developed in order for them to produce valuable contributions to a company which could take long time and within this time frame, the organization is subject to major changes in the business environment. If not, as with other tangible assets, their value will depreciate. Hence, companies have to provide appropriate professional development activities to their employees. In order to retain employees to work for a company, it is important to provide opportunities for them to grow and to advance their career. The correlation between HRD programs and the resulting improvements by means of BSC, the broad benefits of HRD investment, can and should be actively identified and measured. Just as HRD, itself is not an optional extra but a strategic imperative, so it is the effective measurement and evaluation of HRD outcomes (Smith, 2004). Smith (2006) argues that learning from the experience and practice of other organizations through benchmarking can also contribute to improving HRD at practical operational levels. Benchmarking of HRD can provide the means for this to be achieved, providing valuable insights into the effectiveness of HRD effort and the opportunity for ongoing review, assessment and improvement using identified industries best practice as the standard to continuous development of BSC. The involvement of subjectivity According to Michiel Schoemaker and Jan Jonker (2004), the transition from an industrial society towards an informational society has profound impact. Managing in industrial organizations was based upon a strict hierarchical attitude towards employees. For managers this indicates that labor could be moved around and managed like all other production assets. The emerging talent intensity of organizations implies recalibration of the nature of this relationship with respect to â€Å"exchange† and â€Å"power†. Michiel Schoemaker and Jan Jonker (2004) argue that the durability of employee relation is based upon trust, mutual understanding and shared norms and values that lead to acts and activities that connect people. The nature and content of those second-order networks are extremely valuable for each and every individual to carry out his or her job and thus for the organization as a whole. By investing talents in networks and work social capital is created and maintained. It is not easy to manage a BSC system but the benefits come through as new and greater understanding of organizational information and its connections within the own organizations. Certainly, the establishment of core indicators will not in themselves lead to success but linked and meaningful indicators identified through our extended BSC model will help in making the right decision (Schmidt et al. , 2006). Fernandes et al. (2005) stressed that though resources are classified under the innovation and learning perspective, this perspective is also presented as a dependent variable, as some of its indicators can result from former drivers, for instance, the impact of HR practices on labor turnover. He also pointed that Environmental factors related to the demand seemed to be the strongest performance determinant. Chaminade et al. , (2003) has mentioned that firms are facing a major transformation in the value creation process, (intangibles or more specifically knowledge is increasingly becoming the ajor driver of firm’s long term business success. These changes pose a great challenge to firms because the intangible resources are not easily identified, not measured, and not reported internally or externally. BSC contribution towards employee commitment and motivation In his study carried in Brazilian water company, Rocha et al. , (2005) has indicated that the employee satisfaction variable showed significant links with the three performance perspectives of BSC. In addition it is also been indicated that in, achieving company targets is also associated to better customer satisfaction and achieving financial goals. The results point to the fact that employee satisfaction seems to guide significantly the BU to achieve its goals. Once the goals are achieved, a slight increase in the customer satisfaction is observed and this affects the BU sales and expenses targets. In general, resources seemed to be correlated to performance. Based on the learning and growth perspective, Steen Nielsen and Erland H. Nielsen (2008) has stressed that BSC approach forms the priorities to create a climate that supports organizational change, innovation, and growth of the organizations employees. However, according to Michiel Schoemaker and Jan Jonker (2004), the commitment focuses on motivational acts in order to stimulate people to invest their talents in the work that needs to be done. This is the result of carefully â€Å"managing† the exchanges in the relationship and has everything to do with the changing balance of power. Commitment could focus on motivational acts in order to stimulate people to invest their talents in the work that needs to be done. Looking upon this changing relationship from an organizational perspective the essence is to optimise the usage of potential challanges in order to achieve the best possible added value for clients which is one of the element of BSC. Looking at the same relationship from the perspective of the individual it becomes important that talents can be discovered, developed and used in an organizational context that fits those talents by means of BSC approach. An appropriate fit will create motivation, implicitly and explicitly. The objectives of BSC should also motivate all managers and employees to implement the strategy successfully (Schmidt, 2006). According to Fernandes et al. , (2005),if we increase employee training about products, then they will become more knowledgeable about the full range of products they can sell; if employees are more knowledgeable about products, then their Sales effectiveness will improve. If their sales effectiveness improves, then the average margin of the products they sell will increase hence reaching the customer satisfaction. Employee training is the catalyst to reach these goals. Role of BSC in recruitement and training According to (Chavan, 2009), when recruiting new employees, it is vital for the organizations to formulate an identification of internally validated competencies ensured that prospective new employees could be selected with more certainty that their skills and knowledge would better match the organization’s values. This could be supported by the goals assigned to achieve in the BSC. However, Wong (2005) stressed that, effective recruitment of employees is crucial because it is through this process that knowledge and competences are brought into the organization. Employees with the required knowledge and desired skills to fill knowledge gaps should be recruited. Impact of BSC on communication of the organization The approach was an effort to achieve goal congruence amongst the various strategic measures within an organization. It is a tool for focusing the organization, improving communication, setting organizational objectives, and providing feedback on strategy (Gautreau, 2001). BSC provides a framework and a language to communicate the vision and the strategy, and thereby uses measurement to inform employees about the drivers for long run success of the company (Schmidt et al. , 2006). Understanding the strategy requires a possibility of communicating, querying or questioning it. According to Aaltonen, et al. , (2002), this can be achieved by continuous two-way communication with proper feedback and responding to these feed backs. Conclusion The available evidences suggest that BSC could be one of the best way for the measurement of performance in all aspects of business, mainly for the ontinuous development in HRD. Moreover, it is been revealed that certain factors like corporate culture are essential for the successful implementation of BSC (Chaminade, 2003). It is of great importance for employees to understand the potential positive implications that BSC has towards attaining organization’s goals and objectives and also in achieving their persona l goals in carrier development. Having done this research on BSC, I manage to generate a better understanding on the aspects of HRD which contribute to the long-run success and profitability of an organization. It is vital for the employees at all levels of the organization to recognize the complexity of the subject and acquire the knowledge needed to deal with potential issues which could arise from the implementation of BSC for the sustainable development in HRD. Based on the study that I have carried out, there is sufficient evidence to accept my hypotheses. However, since this study is carried out in a relatively small scale, there is a possibility that my hypotheses could be rejected. Therefore, further research and studies are required to derive a stronger mile stone on the subject issue. Research methodology This research is based on the population size of 2000 companies in South East Asian countries in different sectors using simplified random sampling. Sample size of 560 is selected to represent the population. Rather than census, sampling is used to minimize the use of time and money spent on the research and it is believed that the reliability of the study could be affected if the time horizon is longitudinal since the business environment is rapidly changing. Moreover, the study is based on the epistemological realism approach which means by building a radical humanis structure. Which here means the combination of both direct and critical realism. This approach consists of what is seen is believed and the critical view point of it is been presented in the study based on the analysis of the available evidence and data. In my opinion, this approach is the most suitable to use since the BSC is different from each and every company due to the differences in their strategies. in order to make the study more valid and reliable the research is done on cross-sectional study since in-depth research is not required to answer the research questions. Cross-sectional studies can be defined as studying a particular situation within a particular time horizon (Saunders et al. , 2007). Both mono and mixed method with qualitative and quantitative data is been used to derive data on different perspectives of the study. This is done in order to triangulate the study to derive more reliable result. However mainly qualitative data is used arrive most of the conclusions in the study since both BSC and HRD is a very subjective issue. REFERENCE Amaratunga, D. , Haigh, R. , Sarshar, M. , Baldry, D. 2002), ‘Application of Balanced Scorecard concept to develop a conceptual framework to measure facilities management performance within NHS facilities’, International Journal of Health care Quality Assuarence, Vol. 15, No. 4, pp. 141-151. Aaltonen, P. , Ikavalko, H. (2002), ‘Implementing stretegies successfully’, Integrated Manufacturing Systems, Vol. 13, No. 6, pp. 415-418. Booth, A. (2006), ‘Counting what counts: pe rformance measurement and evidence-based practice’, Performance Measurement and Matrix, Vol. 7, No. 2, pp. 63-74. Chavan, M. , (2009), ‘The balanced scorecard: a new challenge’, Journal of Management Development, Vol. 28, No. , pp. 393-404. Chaminade, C. , Johanson, U. (2003), ‘Can guidelines for intellectual capital management and reporting be considered without addressing cultural differences? ’, Journal of Intallectual Capital, Vol. 4, No. 4, pp. 528-542. Fernandes, H. R. , Mills, J. F. , Fleury, M. T. (2005), ‘Resources that drive performance: an empirical investigation’, International Journal of Productivity and Performance Management, Vol. 27, No. 2, pp. 225-250. Gautreau. , A. , Brian. ,H. (2001), ‘Recent trends in Performance Measurement Systems: The Balanced Score Card Approach’, Management Research News, Vol. 24, No. 2, pp. 97-104. Gadenne, D. 2000), â€Å"Brave new world: how can business meet new challenges in t he 21st century? †, inaugural professorial lecture, 6 September, Central Queensland University, Rockingham. Cited in Chavan, M. , (2009), ‘The balanced scorecard: a new challenge’, Journal of Management Development, Vol. 28, No. 5, pp. 393-404. Hyde, P. , McBride, A. , Young, R. , Walshe, K. (2005), ‘Role Redesign: new ways of working NHS’, Personal Review, Vol. 34, No. 6, pp. 697-712. Hassan, A. , Junaidhah, H. , Zaki, A. H. (2006), ‘Human resource development practices as determinant of HRD climate and quality orientation’, Journal of European Industrial Training, Vol. 0, No. 1, pp. 4-18. Jacobsen, K. , Bang, P. H. (2005), ‘The IC Ratinge model by Intellectual Capital Sweden’, Journal of Intellectual Capital, Vol. 6, No. 4, pp. 570-587. Kaplan, R. S. and, Norton, D. P. (2001) The Strategy-Focused Organization – How Balanced Scorecard Companies Thrive in the New Business Environment, Harvard Business School Press, Bos ton, MA. Cited in Nielsen, S. , Nelson,S. H. (2008), ‘System dynamics modelling for a balanced scorecard. Computing the influence of skills, customers, and work in process on the return on capitalemployed’, Management Research News, Vol. 36, No. 3, pp. 168-188. Lipe, M. G. , Salterio, S. E. (2000), â€Å"The balanced scorecard: judgmental effects of common and unique performance measures†, The Accounting Review, Vol. 75 No. 3, pp. 283-6. Cited in Chavan, M. , (2009), ‘The balanced scorecard: a new challenge’, Journal of Management Development, Vol. 28, No. 5, pp. 393-404. Mueller, F. (1996), â€Å"Human resource as strategic assets: an evolutionary resource-based theory†, Journal of Management Studies, Vol. 33 No. 6, pp. 757-85. Cited in Rocha, B. H. , Mills, J. F. , Fleury, M. T. (2005), ‘Resources that drive performance; an empirical investigation’, International Journal of Productivity and Performance Management, Vol. 4, No. 5, pp. 344-351. McGregor, D. (1960), Human Side of Enterprise, McGraw-Hill, New York, NY. Cited in Halachmi,A. Boyle, (2005), ‘Performance measurement is only one way of managing performance’, International Journal of Productivity and Performance Management, Vol. 54, No. 3, pp. 502-516. Moul lin, M. (2004), ‘Eight essentials of performance measurement’, International Journal of Health Care Quality Assurance, Vol. 17, No. 3, pp. 110-112. Olve, N. , Roy, J. , Watter, M. (1999), ‘performance Driers: A practical guidence to using the Balanced Scorecard’,John Wiley Sons, Chichester. Cited in Amaratunga, D. , Haigh, R. , Sarshar, M. , Baldry, D. (2002), ‘Application of Balanced Scorecard concept to develop a conceptual framework to measure facilities management performance within NHS facilities’, International Journal of Health care Quality Assuarence, Vol. 15, No. 4, pp. 141-151. Payne, J. and Keep, E. (2003), â€Å"Revisiting the Nordic approaches to work re-organization and job redesign: lessons for UK skills policy†, Policy Studies, Vol. 24 No. 4, pp. 205-25. Cited in Hyde, P. , McBride, A. , Young, R. , Walshe, K. (2005), ‘Role Redesign: new ways of working NHS’, Personal Review, Vol. 4, No. 6, pp. 697-712. Rocha, B. H. , Mills, J. F. , Fleury, M. T. (2005), ‘Resources that drive performance; an empirical investigation’, International Journal of Productivity and Performance Management, Vol. 54, No. 5, pp. 344-351. Silk, S. (1998), â€Å"Automating the balanced scorecard†, Management Accounting, Vol. 79, No . 11, p. 38. Cited in Gautreau. , A. , Brian. ,H. (2001), ‘Recent trends in Performance Measurement Systems: The Balanced Score Card Approach’, Management Research News, Vol. 24, No. 2, pp. 97-104. Nelson, S. H. (2008), ‘System dynamics modeling for a balanced scorecard. Computing the influence of skills, customers, and work in process on the return on capital employed’, Management Research News, Vol. 36, No. 3, pp. 168-188. Schoemaker, M. , Jonker, J. (2004), ‘Managing intangible assets: An essay on organising contemporary organisations based upon identity, competencies and networks’, Journal of Management Development, Vol. 24, No. 6, pp. 506-518. Schmidt, S. , Bateman, I. L. (2006), ‘A management approach that drives actions strategically Balanced scorecard in a mental health trust case study’, International Journal of Health Care Quality Assurance, Vol. 19, No. 2, pp. 119-135. Saunders, M. , Lewis, P. Thornhill, A. (2007), Research Methods for Business Students, 4th Edition. , Person Education Limited, England. Smith, I. (2004), ‘Continuing professional development and workplace learning and human resource development – the return on the investment’, Library Management Journal, Vol. 25, No. 4, p p. 232-234. Smith, I. (2006), ‘Benchmarking human resource development: an emerging area of practice’, Library management Journal, Vol. 27, No. 6, pp. 401-410. Wong, K. Y. (2005), â€Å"Critical success factors for implementing knowledge management in small and medium enterprises†Industrial Management and Data Systems, Vol. 105, No. 3, pp. 272-289.

Sop Cassava Processing Essay Example

Sop Cassava Processing Essay |Document ID: |Standard Operating Procedures’ Title: |Print Date: | |ORIGIN-CA2 |CASSAVA PROCESSING |08/07/2012 | |Revision: |Written By: |Date Prepared: | |01 |Ayodele E. J. AJAYI, General Manager Operations |08/07/2012 | |Effective Date: |Reviewed By: |Date Reviewed: | |mm/dd/yyyy | |mm/dd/yyyy | | |Approved By: |Date Approved: | | | |mm/dd/yyyy | |Applicable Standard: None | |Company: ORIGIN Group of Companies Limited Vegefresh Foods Limited, Nigeria. | |In Africa, cassava is mostly used for human consumption in various forms ranging from boiling the fresh tuber to processing it into cassava flour. |[pic] Cassava starch in the making: freshly harvested roots roll | |along a conveyor belt at a processing plant in Brazil | | | |[pic] | | | | | | | | | |Cassava Starch. | | | | | Policy: It is a policy of this Company to provide Standard Operating Procedure documents that contain instructions on how to perform assigned tasks. Purpose: The purpose of this document is to ensure that routine tasks on the farm are performed safely, qualitatively and in compliance with applicable regulations. Below are some of the ways, this Standard Operating Procedure could have direct or indirect positive impact on ORIGIN Group’s Agric business performance: a) People need consistency to achieve top performance. This SOP will reduce system variation, which is the enemy of production efficiency and quality control. b) This SOP will facilitate training. We will write a custom essay sample on Sop Cassava Processing specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Sop Cassava Processing specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Sop Cassava Processing specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Having complete step-by-step instructions helps trainers ensure that nothing is missed and provides a reference resource for trainees. c) This SOP can be an excellent reference document on how a task is done and what are the expectations from employees filling in on the jobs they do not perform on a regular basis. d) This SOP can help in conducting performance evaluations. They provide a common understanding for what needs to be done and shared expectations for how tasks are completed. e) Employees can coach and support each other if there is documentation available on exactly how various tasks must be done and everyone knows what their co-workers are supposed to be doing. This can also help generate a more cooperative team approach to getting all the daily tasks done correctly, everyday. f) This SOP encourages regular evaluation of work activity and continuous improvement in how things are done. Scope: This SOP is written for Production Managers, Lab Technician, Factory workers and Sales Distributors. The specific tasks within â€Å"Cassava Processing† are covered. This SOP does not cover the Cassava Production, Harvesting and Marketing. Responsibilities: The Production Managers, Lab Technician, Factory workers and Sales Distributors should be responsible for coordinating and implementing the Cassava Processing Factory and product sales tasks. The Production Manager is responsible for training and managing the Factory Workers, Supervisors, Lab Techs etc; Production Manager should support the objectives policies of the Company and provide input to further development of SOPs. He/she would be responsible for planning, organizing, supervising and managing the activities of the entire factory and the routine maintenance of all factory equipment. Factory Workers are expected to discharge their duties efficiently and in compliance with the Standard Operating Procedures, work manual and equipment manual provided. The Standard Operating Procedures 1. 0 Cassava processing Cassava processing aims at increasing the quality and storability of cassava tubers. This enhances the ability of the farmers to develop additional products, such as baking products out of cassava flour. It further ensures reduction or total elimination of undesirable toxic constituents in cassava so that it is suitable for human consumption. A. Producing Cassava Flour and Chips: I. Using low-cyanide varieties Freshly harvested cassava is peeled using a knife. The peeled cassava is then washed and sliced into smaller pieces (chips). These are then dried on a raised platform under direct sun for about 2 days or specially-made driers, until moisture content of about 8 to 10 % is reached. Properly dried chips become tough to break, but crumble into flour when hit with a hard item like a hammer. The drying process should be done continuously and the drying chips should not be exposed again to water to avoid molding. The chips may then be ground or milled into flour; dried chips store better than flour. II. Using high-cyanide varieties Freshly uprooted cassava are peeled and sliced into smaller pieces (chips). The sliced chips are then dried in the sun for about 3 days to about 14 % moisture content. The chips are then soaked in water for 8 hours, and dried again to a moisture content of about 8 %. B. Producing Gari Fermented cassava dough: Gari is a creamy-white or yellow dried cassava product, common in West Africa. It is prepared by peeling the outside of the tuber skin and washed. The washed tubers are then grated using a grater. It is then packed in bags with holes to drain off the liquid and left to ferment for 1 to 5 days, depending on the preferred flavour. The fermented material is then pressed to let out the extra water leaving a cassava cake. The remaining cake is broken loose and spread on frying metal trays above a fire. The particles are fried until crisp and dry, about 10 % moisture content. The gari is then cooled, sieved and packed for sale or storage. C. Cassava Starch extraction After washing and peeling, roots are grated to release starch granules. The starch milk water containing suspended granules then, separated from the pulp, after which the granules are separated from the water by sedimentation or in a centrifuge. At that point, the starch requires solar or artificial drying to remove moisture before being milled, sieved and packed. In artisanal production systems, daily starch output ranges from 50 to 60 kg of starch per worker, while semi-mechanized processing can yield up to 10 tonnes a day. In modern, fully mechanized starch extraction plants, daily output is as high as 150 tonnes. Cassava Processing Equipment I. Traditional cassava processing does not require sophisticated equipment. Processing cassava into gari requires equipment such as grater, presser and fryer. The traditional cassava grater is made of flattened kerosene tin or iron sheet perforated with nails and fastened onto a wooden board with handles. Grating is done by rubbing the peeled roots against the rough perforated surface of the iron sheet which tears off the peeled cassava root flesh into mash. In recent years, various attempts have been made to improve graters. Graters which are belt-driven from a static 5 HP Lister type engine have been developed and are being extensively used in Nigeria. Its capacity to grate cassava is about one ton of fresh peeled roots per hour. II. For draining excess liquid from the grated pulp the sacks containing the grated pulpy mass are slowly pressed down using a 30-ton hydraulic jack press with wooden platforms, before sieving and roasting into gari. Stones are used in traditional processing to press out the excess moisture from the grated pulp. Tied wooden frames are used for this purpose in places where stones are not available. Pans made from iron or earthen pots are used for roasting the fermented pulp. Fuel wood is the mad or source of energy for boiling, roasting, steaming and frying. Fuel wood may not be easily and cheaply obtained in the future because of rapid deforestation. III. Slight changes in the equipment used in processing can help to save fuel and lessen the discomfort, health hazard, and drudgery for the operating women. The economic success of any future commercial development of cassava processing would depend upon the adaptability of each processing stage to mechanization. However, the first step to take for improvement of cassava technologies should be to improve or modify the simple processing equipment or systems presently used, rather than to change entirely to new, sophisticated, and expensive equipment. Storage of cassava processed products Processing, particularly drying and roasting, increases shelf life of cassava products. Good storage depends on the moisture content of the products and temperature and relative humidity of the storage environment. The moisture content of gari for safe storage is belong 12. 7%. When temperature and relative humidity are above 27 °C and 70% respectively, gari goes bad (Igbeka 1987). The type of bag used for packing also affects shelf life depending on the ability of the material to maintain safe product moisture levels. Jute and hessian bags are recommended in dry cool environments because they allow good ventilation (Igbeka 1987). When gari, dried pulp and flour are well dried and properly packed, they can be stored without loss of quality for over one year. Dried cassava balls (kumkum) can be stored for up to 2 years (Numfor end Ay 1987). Chickwangue, Myondo and Bobolo can be preserved for up to 1 week but they can be kept for several more days when recooked. Cassava leaves as vegetable I. Cassava shoots of 30 cm length (measured from the apex) are harvested from the plants. The hard petioles are removed and the blades and young petioles are pounded with a pestle in a mortar. A variation of this process involves blanching the leaves before pounding. The resulting pulp is then boded for about 30-60 minutes. In some countries, the first boiled water is decanted and replaced. Pepper, palm-oil and other aromatic ingredients are added. The mixture is then boiled for 30 minutes (Numfor and Ay 1987). Unlike the roots that are essentially carbohydrate, cassava leaves are a good source of protein and vitamins which can provide a valuable supplement to predominantly starchy diets. Cassava leaves are rich in protein, calcium, iron and vitamins, comparing favorably with other green vegetables generally regarded as good protein sources. The amino acid composition of cassava leaves shows that, except for methionine, the essential amino acid values in cassava exceed those of the FAO reference protein (Lancaster and Brooks 1983). II. The total essential amino acid content for cassava leaf protein is similar to that found in hens egg and is greater than that in oat and rice grain, soybean seed, and spinach leaf (Yeoh and Chew 1976). While the vitamin content of the leaves is high, the processing techniques for preparing the leaves for consumption can lead to huge losses. For example, the prolonged boiling involved in making African soups or stews, results in considerable loss of vitamin C. III. Cassava leaves form a significant part of the diets in many countries in Africa. They are used as one of the preferred vegetables in most cassava growing countries, particularly in Zaire, Congo, Gabon, Central African Republic, Angola, Sierra Leone, and Liberia. The cassava leaves prepared as vegetable are called sakasaka or pondu in Zaire, Congo, Central African Republic and Sudan, Kizaka in Angola, Mathapa in Mozambique, Chigwada in Malawi, Chombo or Ngwada in Zambia, Gweri in Cameroon, Kisanby in Tanzania, Cassada leaves in Sierra Leone, Banankou boulou nan in Mali, Mafe haako bantare in Guinea, and Isombe in Rwanda. They are mostly served as a sauce which is eaten with chickwangue, fufu, and boiled cassava. Revision History: Revision |Date |Description of changes |Requested By | |01 |08/07/2012 |Initial Release | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | References: http://www. fao. org/index_en. htm http://www. fao. org/ag/agp/agpc/gcds/ [pic] The Global Cassava Partnership, a consortium formed under the auspices of the FAO-facilitated Global Cassava Development Strategy by international organizations, including FAO, CIAT, IFAD and IITA, national research institutions, NGOs and private partners. International Institute of Tropical Agriculture (IITA). Starting a Cassava Farm – IPM Field Guide for Extensions Agents. 2008; International Institute of Tropical Agriculture (IITA). Disease Control in Cassava Farms. IPM Field Guide for Extension Agents; International Institute of Tropical Agriculture (IITA). Weed Control in Cassava Farms. 2000. IPM Field Guide for Extension Agents; In-Service Training Trust (ISTT). Cassava Production Field Guide. 2008. NRDC Campus, Lusaka, Zambia. ORIGIN Group’s SOP: Confidential and Proprietary Page 6

Motorola Case Study Essays

Motorola Case Study Essays Motorola Case Study Paper Motorola Case Study Paper Case Study Analysis: Motorola, Inc. Upon analysis of the Motorola Corporation, many opportunities have been identified in the external environment to both boost Motorola back into elite status in terms of the phone industry and further extend its long history of technology advancement and innovation. WiMax and the potential market surrounding it present the most promising business venture for Motorola. Heavy investments have been injected into WiMax , which has enabled Motorola to have the technology readily available for vendors to roll out. With the exponential growth and need for high speed communication, especially in rural or undeveloped areas, this venture holds the potential to for a dynamic impact on the technology world. This would play a key role for industries which outsource to other countries for cheaper labor in providing the necessary communication capacity needed for efficient business operations. In the American market alone, given the federal push to provide high-speed communication to out of reach environments, the potential for success is very high. With the respective partnership with Sprint-Nextel communications and Verizon TV, it can be a major player in the market by rolling out the technology on a broad scale using the existing market base. The rapidly growing cell phone market, specifically in the Asian market, holds another strong opportunity to re-penetrate the market and once again become the leading player. The exponential growth of users opens avenues to meet different consumer need, creating niche markets with the potential to secure a large sector of the market. Improved television and sound is yet another opportunity Motorola can capitalize on. Quality transmission of digital information is one of the heaviest researched sectors in today’s market. New improvements are constantly being sought and developed to keep a competitive edge in the highly competitive industry. Some of the same opportunities pose threats if not carefully executed. Because of the rapidly changing technology environment, Motorola can be left in the shuffle by not being a front runner, essentially resulting in being viewed as a lackluster company that â€Å"once was. In the same sense, Motorola can possibly make faulty investments based off projected market favor, only to have the technology become obsolete given the rapid turnover rate of new technology. Regarding high speed data communication, the cost of technology and implementation may not prove beneficial if the areas invested in do not pick up on the technology. It becomes a gamble when new options enter t he market competing against various technologies. The loyal customer base of Apple is one of the single most threats that affect Motorola. Apple’s market share has steadily increased since the introduction of the iPhone, which counters the possibility of gaining significant momentum in the mobile communications sector. Apple has also ventured beyond computing and is currently exploring HDTV, internet, data storage, to name a few, which further adds to the threat level Apple poses. One of the most prudent strengths of the Motorola is the brand itself. Motorola has a history of innovation, competitive market presence, and resourceful business ties. The introduced what without debate one of the most popular phones of the last decade, and arguably of all time. The name has become synonymous with technology across the board. The name still holds its weight, which in turn keeps the possibility of market dominance alive. Motorola’s two-way communications technology is highly recognized and used across many industries. It has by far become the industry standard with the advanced technology, which has been incorporated into Sprint-Nextel. The strength of the company lies in its ability to create marketable products that appeal to consumers across a broad spectrum. It has being a considerable major player in the technology based sector since the technology boom began. Additionally, Motorola possess a gift for is strategically acquiring partnerships. This keeps Motorola in the front line of technology, even if it is not a direct venture by the company. Motorola’s promotional techniques have also proven to be one of their strongest attributes. The have successfully pushed multiple products into the spotlight and have secured significant market share as a result. Motorola’s weakness is its pace of technology introduction. They have slipped from being the â€Å"first† to simply being a â€Å"worthy competitor† down the line. With the RAZR, Motorola was the first to bring a slim, stylish mobile communicator with an early version of web browsing. Now, the company is taking existing technology and is using it to gain market share. The lack of recognition for uniqueness is one weakness that has kept them from there once held throne. The incorporation of the new technology smart phone and the existing two-way communications capabilities can lure buyers, specifically the corporate market, who wants the best of both. One advantage of Motorola’s strategic options is that a competitive edge can be gained by focusing on customer need. Refocusing on the customer would put Motorola in the position to directly address the needs of their customers, which in turn establishes loyalty and a â€Å"culture† with the customers. Another advantage is seeing and addressing the need for high speed data communications. The WiMax provides a viable solution, without adding the expense and time involved in installing hard lines across a vast area to meet the needs of few. Limiting the number of operating systems also helps the company, by preventing oversaturation of the brand, and having lackluster software on the devices causing brand damage. The disadvantages of the strategic options are loss of potential market because of limited operating system dealings and possible overinvestment in a product that may not take to the mass or may become obsolete by introduction of an improved product. The corporation’s strategy and organizational structure should be designed to incorporate innovation and customer needs in a sense of where it’s going or where it can be taken to as opposed to where it exist. It should be designed to take the company’s proven technology, incorporated with new technology, to create products that are stand-a-part from the current market. The company should have â€Å"heads† of the sort for each operational branch of the company. This design would allow Motorola to better isolate the successful and underachieving sectors in order to eliminate non-productive parts of the business.

Dreamcatcher Novel and Mr. Gray Essay

Dreamcatcher Novel and Mr. Gray Essay Dreamcatcher: Novel and Mr. Gray Essay The title to the novel is Dreamcatcher, the author is Stephen King. The publishing company is Simon & Schuster. The copyright date is 2001 by Stephen King. The genre is Fiction. One of the settings of this book is Derry, Maine. The Hole in the Wall is another. Gosselin’s Market is where the army camp was held. Jefferson Tract is the last. The rest were minor to the novel. The time period does not really matter in this novel. This is set back in the 1980’s until 2000. In the novel there are aliens involved, therefore one might think that it should be in the future. But this novel is set in the past. Jonesy is dynamic, he goes from being Jonesy to Mr. Gray. Henry is dynamic; he changes a lot emotionally during the novel. Beaver is static, he never gets much of a chance to change, and he is the first of the group to die. Pete is static also. Carla is dynamic; she gets over her addiction to alcohol and pills. McCarthy is static. Kurtz is dynamic, in the beginning he has control and authority but in the end he doesn’t. Perlmutter is dynamic, he is a â€Å"goody two shoes† in the beginning but in the end he ends up rude, and he dies. Freddy is dynamic, in the beginning he is loyal to Kurtz, but in the end he is the one who kills Kurtz. The plot is definitely Dis-jointed; the characters are always having flashbacks. Jonesy, Beaver, Henry , and Pete are all childhood friends, including Duddits. Every year Jonesy, and the other three go on an annual trip to The Hole in the Wall. This is Beaver’s Dad’s old place. As Jonesy is hunting one day he finds McCarthy. He brings him to the Hole in the Wall. Henry and Pete are still gone, supposedly going to Gosselin’s. Beaver comes in later and they both start to notice that McCarthy is sick. The two men get McCarthy to lie down. While on the other hand Henry and Pete have crashed because of a lady just like McCarthy sitting in the middle of the road. Pete has an injured knee and Henry has a gash caused by the turn signal stalk. Pete and Henry drag the lady to a near wood shed that has collapsed in halfway. Henry then sets off towards The Hole in the Wall. While there, at The Hole in the Wall, McCarthy has went to the bathroom. Beaver and Jonesy bust the door down and there is blood everywhere. McCarthy is dead. But that is the least of their problems, there is something in the toilet. The thing in the toilet must have caused McCarthy’s sickness. Jonesy orders Beaver to sit on the toilet and he does as told. Jonesy then goes to get the friction tape out of the shed to tape down the toilet lid. As Jonesy is gone Beaver leans up off the toilet for a second just to pick a toothpick up of the floor, one that isn’t covered in blood or that weird reddish gold fungus (Beaver has to have a toothpick in his mouth when he is nervous). When Jonesy comes back from the shed he finds his childhood friend, dead, in the bathtub with McCarthy (who had fallen over). The mutant, whatever it was, it had a long muscular tail and on the things assumed head is a huge black eye. Jonesy slams the door and is trying to hold the door closed but the thing has its teeth sunk into the wood, holding on with its teeth and gripping the door knob with its tail. When Jonesy finally turns around there is Mr. Gray. Mr. Gray explodes and Jonesy inhales the Byrus. When Henry is getting close he sees Jonesy on the Cat coming his way so he hides. Henry fears him because Jonesy is now Mr. Gray, Jonesy is a red black cloud. After Jonesy has passed Henry starts walking again and soon makes it to The Hole in the Wall. A little while after Henry leaves Pete wants a beer, but in his mind he needs it. So by the time Jonesy had passed Henry, Pete had already been to the turned over vehicle and was back with the creepy lady. Except, she was dead, and whatever was inside her was creeping around. It attacked Pete’s hand and Byrus was growing rapidly in his hand and on it. He was infected now. Pete managed to throw the thing into the

Tedlow's Three Stage Model Essay Example | Topics and Well Written Essays - 1000 words

Tedlow's Three Stage Model - Essay Example It was a sore neck that introduced Janine Charles to the world of Wal-medicine.Her search for a local doctor's office gave her an address that turned out to be a Super Wal-Mart in Orlando, Florida.She thought about giving up and trying another address, but she instead went inside the store and wandered around.Inside, she found that space formerly used to house a small video arcade had been transformed into a medical clinic. She ended up paying $90 for an examination and a shot of muscle relaxants. Had she gone to a traditional doctor's office, the same treatment would have cost her $200. In most emergency rooms, the treatment would have cost over $500. Even better, this clinic accepted Ms. Charles' insurance. If you also factor in the fact that Ms. Charles could do her grocery shopping in that store while she waited for the pharmacy to fill a prescription for her, you suddenly have a very convenient trip (Rowland).While Ms. Charles visited a clinic that was staffed by a doctor, most of the clinics inside Wal-Mart, Target, and other big-box retailers feature nurse practitioners, who can write prescriptions in most states. The retailers do not enter the world of medical care as part of their own corporate activities, but simply lease the space to clinics. It's not just the big-box retailers who are looking into clinics, either. Because of the losses due to mail-order pharmacies and big-box retail sales, drugstore chains are also opening clinics. Rite Aid Corp., Brooks Eckerd Pharmacy, and Osco Drugs are all entering partnerships to open clinics, and Walgreen Co., the pharmacy chain with the most sales volume in the United States, is also negotiating a deal to have Take Care Health Systems LLC operate clinics in some of their retail locations. The retailers who are leasing space to these clinics hope to make profit not just from the leases themselves, but from the ancillary shopping that will go on while people wait for their prescriptions to be filled, or wait fo r their appointment to be called. It is similar logic to those grocery stores and big-box retailers who have leased space to banks, hair salons, postal service kiosks, and fast-food restaurants (Moewe). Doctors' associations, as one might expect, have raised objections about the possible problems with this type of medical care. While nurse practitioners can treat a number of simple illnesses, the American Medical Association notes that simple symptoms can be indicative of any number of serious illnesses. The primary concern of many customers, however, is a combination of convenience and cost. Doctors' offices are often seen as insensitive when it comes to a patient's time, often making customers wait significant amounts of time past their scheduled appointments. Also, the simple cost, especially for the uninsured, of an ordinary visit to the doctor's office can easily exceed $200 - and since these clinics charge rates starting at $25, depending on what the customer needs, it is easy to see that these clinics will draw many customers away from their physicians (Spencer). What factors should companies use when considering whether or not to enter the doc-in-a-box game Tedlow's three-stage model of marketing, whereby marketers move from fragmentation to mass marketing to segmentation, can be instructive here (Ellickson). Market fragmentation can be defined as "the emergence of new market segments with distinct needs and requirements out of previously homogenous segments. These new segments limit the usefulness of mass marketing and erode brand loyalty" (Dictionary of Marketing Terms). The doc-in-a-box concept still seems to be either in the latter stages of this fragmentation stage or the initial stages of the mass marketing stage. Traditionally, the relationship between patient and doctor has given the doctor a considerable

Sally Soprano Essay Example | Topics and Well Written Essays - 1500 words - 1

Sally Soprano - Essay Example Therefore, for the last two years, Sally was paid $25,000 for the last two years and $12,500 the last time she was paid. This indicates that Lyrics paid $12,500 per year. This reflects an inflation of 25%. Based on the last payment by Lyrics and the inflation rate, Sally must have been willing to sing for 150% Ãâ€" $12,500. This is the amount that Sally was paid most recently. Therefore, Sally said she would be willing to sing for $18,750. The author also provides a memo that indicates various issues that are to be considered in the agreement between Lyric and Sally Soprano. In the publicity section, the author poses two questions: what will lyric do? What will Sally do? According to the description of terms in the agreement, there are various sets of boundaries laid for the roles of both Lyric and Sally in terms of publicity. First, the two have specific parts to play in advertising for the sake of the company’s publicity. Lyric is to contribute a given amount of money to cater for advertising budgets. Lyric also agrees to increase the advertising budget by a given percentage while Sally agrees to contribute a dollar for every three dollars contributed by Lyric to cater for the increase in the advertising budget. However, this is subject to a given maximum dollars contribution by Sally. The ad Campaign will be given an input by Sally and her agent. In preparation for a meeting with Sally for a negotiation of terms of contract in this involvement, I will consider various aspects of negotiation that will enable me to strike a good deal for the interest of both Sally and Lyric. In this case, the context of negotiation in the agreement will be important. While it is necessary to maintain confidentiality in the negotiation between Lyric and Sally, it is also important to give a good image of a strong relationship between the two parties so that the public may appreciate

What Are Gmos Essay Example for Free

What Are Gmos Essay A GMO is a genetically modified organism that has been altered by man through the process of engineering. It is a technology set out to alter the genetic structure of a life form such as plants and animals, in effort to produce a more desired end product of the organism altered. As an example, a tomato was altered with a new gene so that it would look ripe for a longer period of time. It was called the â€Å"Flavr Savr Tomato† (Sereana Howard Dresbach) The purpose was so that tomatoes could be shipped from almost anywhere in the country, and still have that fresh ripe look to the consumers; once placed on the shelves in stores. GMO’s are also used to alter the nutrients of a living organism, meaning you could take a fruit tree or vegetable plant and alter it to have additional nutrients that the organism would not originally contain. A test was conducted with a product termed â€Å"Golden Rice,† which was altered to contain a greater density of beta carotene, a source of vitamin A and iron. (Sereana Howard Dresbach) The effort was to create this food for third world counties who lack this nutrient; thus help to reduce the many disease that are linked to the lack of vitamin A and iron; such as anemia and blindness. Though the effort and research of genetically modified organisms seem to have a positive outlook, there are many people and organizations that are skeptical, concerned, and in total disagreement with this technology; due to the unknown heath risks and attempt to alter Mother Nature. Because this is fairly new, and the research conducted so far has not completely proved out the safety and soundness of GMO’s to its entirety, there are many questions that need answers; and facts needed to prove this technology as fully credible in my view. It s safety and use for all ages is a question we must ask ourselves as a society, and we must openly challenge the government to make sure that there is a sane and moral infrastructure that will protect our the general public against the unknown risks and dangers this technology could create. In my opinion, I see this effort as a method of cloning and have great concerns against the practice of modifying nature and its authenticity. I strongly believe that the earth was created with everything we need to live and survive, and that there are natural and organic means of getting the ame results that creating genetically modified organisms would. Although the FDA approves this technology, I feel that we as humans are being used as test rats; since the FDA does not have to list whether ingredients in foods are genetically modified. This technology in my opinion exposes too many risks and unknowns to our world, and draws a thin line with me when it comes to our standards of morality. In conclusion, I see this as unsafe too all.

Learning to Listen in James Baldwins Sonnys Blues Essay -- Sonnys B

Learning to Listen in James Baldwin's Sonny's Blues In James Baldwin's "Sonny's Blues", the verb, to listen, is employed many times in varying contexts. This theme is developed throughout the story as the narrator learns to listen more closely to the aural stimuli (or sounds) which enter his ears. In order to understand the narrator's heightened degree of perception as it unfolds in "Sonny's Blues", it is necessary to begin with a thorough discussion of hearing and listening in general, and then as they relate to the story. First, one must understand the distinction between hearing and listening. Hearing is simply the reception of sound waves by the ears. This may happen unconsciously, as is usually the case with soft background noise such as the whoosh of air through heating ducts or the distant murmur of an electric clothes dryer. Sometimes hearing is done semi-consciously; for instance, the roar of a piece of construction equipment might momentarily draw one's attention. Conscious hearing, or listening, involves a nearly full degree of mental concentration. A familiar i...

Eating disorders: a problem Essay

Eating disorders are a world-wide problem. There are many types of eating disorders. There are programs out there to help people with eating disorders. With so many types we must understand the differences by looking at each type, how it affects teenagers, and what influence the media has on this issue. Eating disorders come in many different types. One of these is anorexia. Anorexia is a serious disease which causes a severe lack of eating. The proper name is anorexia nervosa.  Anorexia nervosa causes people to lose more weight than is considered healthy for their age and height. Persons with this disorder may have an intense fear of weight gain, even when they are underweight. They may diet or exercise too much or use other ways to lose weight. Their self-esteem is usually overly related to body image. (http://www.ncbi.nlm.nih.gov/pubmedhealth/PMH0001401/) Anorexia nervosa has many warning signs that can tell someone if they have a problem. Someone may refuse to eat certain foods/food categories and deny their hunger all together. A person may develop â€Å"food rituals† in which they arrange foods in a certain way, excessively chew, eat in a certain order, etc†¦ One may withdraw themselves from their friends, family, or society. They may frequently make a comment about being â€Å"fat† or â€Å"overweight† despite their weight loss. (http://www.nationaleatingdisorders.org/anorexia-nervosa) Another type of eating disorder is bulimia nervosa. Bulimia is an illness in which a person binges on food or has regular episodes of overeating and feels a loss of control. The person then uses different methods — such as vomiting or abusing laxatives — to prevent weight gain. Many (but not all) people with bulimia also have anorexia nervosa. The purging of food usually  brings a sense of relief. ( http://www.ncbi.nlm.nih.gov/pubmedhealth/PMH0001381/) One form of an eating disorder is binge eating. Binge eating is an eating disorder in which a person eats a much larger amount of food in a shorter period of time than he or she normally would. During binge eating, the person also feels a loss of control. Some causes of binge eating include genes, such as having close relatives who also have an eating disorder. Depression or other emotions, such as feeling upset or stressed. Unhealthy dieting, such as not eating enough nutritious food or skipping meals. (http://www.ncbi.nlm.nih.gov/pubmedhealth/PMH0003749/) Some symptoms of binge eating are, eating large amounts of food in a short period, for example, every 2 hours. A person is not able to control overeating, for example is unable to stop eating or control the amount of food. A person may keep eating even when full (gorging) or until uncomfortably full. Sometimes a person feels guilty, disgusted, ashamed, or depressed after eating so much. (http://www.ncbi.nlm.nih.gov/pubmedhealth/PMH0003749/) Some treatment can be done for people with a binge eating problem. The goals are to lessen and then be able to stop the bingeing incidents. Be able to get to and stay at a healthy weight. Get treated for any emotional problems, including overcoming feelings and managing situations that trigger binge eating. (http://www.ncbi.nlm.nih.gov/pubmedhealth/PMH0003749/)

Porters five forces Essay

Threat of New Entry: Obesity is a big problem in the United States which is becoming a government and healthcare issue. Weight Watchers has played a role in the development of a new national awareness of healthful eating, lifestyles changes, and weight control. Weight Watchers International had experienced it biggest threat mostly because of new competition and changes in technology. When the over the counter weightless drug launched it had a drastic effect on their market. Switching Cost – Weight Watchers dropped their prices not because they focused on consumers, but because they are more focus on the health insurance business. Employers are giving incentives to employees to use weight watchers for health insurance purposes. Threat of Substitutes: In the weight loss industry there are lots of substitutes but Weight Watcher appears to be in the business of helping people make lifestyle changes. However, of course they want to make a profit. Weight Watchers is innovative and this is the reason they have been around for 50 years. Weight Watchers realizes the growth in health insurance and realizes their strength is their brand and reputation. Bargaining Power of Suppliers: Presence of Substitute Inputs – Weight Watchers has the upper hand in regards to suppliers. They can turn to any alternative especially being an industry leader. Bargaining Power of Customers: Brand Identify-Weight Watchers has a great brand identity being one of the leading diet plans and having 1.4 active members. Weight Watcher uses many celebrities to market their brand to consumers. Rivalry among Existing Competitors: This force could be a big problem since new workout plans and diet products are always popping up on the market. Some diet plans are even using Weight Watchers’ formula for counting points and creating calculators. 1. Threat of new entrance3. Bargaining Power of Suppliers 5. Rivalry among Existing Competitors 2. Threat of Substitutes4. Bargaining Power of Customers Weight Watchers has a great thing going and will be around for years to come unless someone makes that magic pill to have the fat shed off you overnight. It seems as if the 5 Forces of Competitive Strategy is really working for  them. It also seems as if Weight Watchers understands its industry and where the industry is heading. They found themselves in the position to create a profitable company without totally relying on consumers. Internal forces The strongest part about the weight watchers program is the community and employee morale that comes along with the product. The program consist of two elements that really make the culture thrive. First off is the programs that it offers such as plans and dietary supplements. Second is the community and group support that really makes it hard to contest with. With all the human planning and preparation this is the key to internal success in the business market. External forces Strategy Development. (n.d.). Retrieved September 30, 2014, from http://strategyatheinz.blogspot.com/2013/05/shaping-weight-loss-with-five-forces-of_30.html

Policy and Contexts essays

Policy and Contexts essays For the following assignment, I will summarise and interpret a portfolio of documents and commentaries I have collected that address the study of Policy and Contexts. First, I will provide full bibliographical reference to each piece of literature, along with a brief background and the main ideas that have been conveyed. I will then draw out and describe some of the discourses in the literature, indicating the assumptions and values about various elements involved in the field of trade union training in the Australian Manufacturing Workers Union (AMWU). Newman, M 1993, Union culture, in The third contract: Theory and practice in trade union training, Stewart Victor Publishing, pp. 15-20. This chapter is contained in an award-winning book (Houle Award for Literature in Adult Education) written by Michael Newman. He has extensive experience as an adult educator, working in both the United Kingdom and Australia in the fields of community, tertiary and trade union education. Currently, he is a senior lecturer at the University of Technology, Sydney, in the School of Adult and Language Education. The aim of this chapter is to provide its audience with an awareness that although there are significant cultural differences between many unions, there are also many factors that contribute to a general union culture that exists throughout the whole union movement. Newman begins the chapter by outlining what some peoples perception of what the union movement is. He then attempts to enlighten the reader by providing a general definition, along with some examples of how unions differ from each other. An explanation of the structural changes that were taking place within the union movement is then presented, along with some examples of the difficulties that occur when the cultures from different unions have to come together to work as one. The remainder of the chapter then looks at five factors that contribut...

Biography of Edmund Cartwright, English Inventor

Biography of Edmund Cartwright, English Inventor Edmund Cartwright (April 24, 1743–October 30, 1823) was an English inventor and clergyman. He patented the first power loom- an improved version of the handloom- in 1785 and set up a factory in Doncaster, England, to manufacture textiles. Cartwright also designed a wool-combing machine, an instrument for making rope, and a steam engine powered by alcohol. Fast Facts: Edmund Cartwright Known For: Cartwright invented a power loom that improved the speed of textile production.Born: April 24, 1743 in Marnham, EnglandDied: October 30, 1823 in Hastings, EnglandEducation: University of OxfordSpouse: Elizabeth McMac Early Life Edmund Cartwright was born on April 24, 1743, in Nottinghamshire, England. He graduated from Oxford University and married Elizabeth McMac at the age of 19. Cartwrights father was the Reverend Edmund Cartwright, and the younger Cartwright followed in his fathers footsteps by becoming a clergyman in the Church of England, serving initially as the rector of Goadby Marwood, a village in Leicestershire. In 1786, he became a prebendary (a senior member of the clergy) of  Lincoln Cathedral (also known as St. Marys Cathedral)- a post he held until his death. Cartwrights four brothers were also highly accomplished. John Cartwright was a naval officer who fought for political reforms to the British Parliament, while George Cartwright was a trader who explored Newfoundland and Labrador. Inventions Cartwright was not only a clergyman; he was also a prolific  inventor, though he didnt begin experimenting with inventions until he was in his 40s. In 1784, he  was inspired to create a machine for weaving after he visited inventor Richard Arkwrights cotton-spinning mills in Derbyshire. Although he had no experience in this field and many people thought his ideas were nonsense, Cartwright, with the help of a carpenter, worked to bring his concept to fruition. He completed the design for his first power loom in 1784 and won a patent for the invention in 1785. Although this initial design was not successful, Cartwright continued to make improvements to subsequent iterations of his power loom until he had developed a productive machine. He then established a factory in Doncaster to mass produce the devices. However, Cartwright had no experience or knowledge in business or industry so he was never able to successfully market his power looms and primarily used his factory to test new inventions. He invented a wool-combing machine in 1789 and continued to improve his power loom. He secured another patent for a weaving invention in 1792. Bankruptcy Cartwright went bankrupt in 1793, forcing him to close his factory. He sold 400 of his looms to a Manchester company but lost the remainder when his factory burned down, possibly due to arson committed by handloom weavers who feared they would be put out of work by the new power looms. (Their fears would eventually prove to be well-founded.) Bankrupt and destitute, Cartwright moved to London in 1796, where he worked on other invention ideas. He invented a steam engine powered by alcohol and a machine for making rope, and helped Robert Fulton with his steamboats. He also worked on ideas for interlocking bricks and incombustible floorboards. Improvements to Power Loom Cartwrights power loom needed some improvements, so several inventors took on the challenge. It was improved upon by Scottish inventor William Horrocks, the designer of the variable speed batton, and also by American inventor  Francis Cabot Lowell. The power loom was commonly used after 1820. When it became efficient, women replaced most men as weavers in textile factories. Although many of Cartwrights inventions were not successful, he was eventually recognized by the House of Commons for the national benefits of his power loom. The legislators awarded the inventor a prize of 10,000 Britsh pounds for his contributions. In the end, despite Cartwrights power loom being highly influential, he received little in the way of a financial reward for it. Death In 1821, Cartwright was made a Fellow of the Royal Society. He died two years later on October 30, 1823, and was buried in the small town of Battle. Legacy Cartwrights work played a pivotal role in the evolution of textile production. Weaving was the last step in textile production to be mechanized because of the difficulty in creating the precise interaction of levers, cams, gears, and springs that mimicked the coordination of the human hand and eye. Cartwrights power loom- though flawed- was the first device of its kind to do this, accelerating the process of manufacturing all kinds of cloth. According to the Lowell National Historical Park Handbook,  Francis Cabot Lowell,  a wealthy Boston merchant,  realized that in order for America to keep up with Englands textile production, where successful power looms had been in operation since the early 1800s, they would need to borrow British technology. While visiting English  textile mills, Lowell memorized the workings of their power looms (which were based on Cartwrights designs), and when  he returned to the United States, he recruited a master mechanic named Paul Moody to help him recreate and develop what he had seen. They succeeded in adapting the British design  and the machine shop established at the Waltham mills by Lowell and Moody continued to make improvements in the loom. The first American power loom was constructed in Massachusetts in 1813. With the introduction of a dependable power loom, weaving could keep up with spinning as the American textile industry was underway. The power loom allowed the wholesale manufacture of cloth from ginned cotton, itself a recent innovation of  Eli Whitney. Though primarily known for his inventions, Cartwright was also an esteemed poet. Sources Berend, Ivn. An Economic History of Nineteenth-Century Europe: Diversity and Industrialization. Cambridge University Press, 2013.Cannon, John Ashton.  The Oxford Companion to British History. Oxford University Press, 2015.Hendrickson, Kenneth E., et al.  The Encyclopedia of the Industrial Revolution in World History. Rowman Littlefield, 2015.Riello, Giorgio.  Cotton: the Fabric That Made the Modern World. Cambridge University Press, 2015.