The Concepts Of Supply Chain Management Business Essay

The Concepts Of Supply Chain Management Business Essay Explain what are the supply chain uncertainties and supply chain risks; explore some already established theories about the supply chain uncertainty using academic and professional journal articles. Discuss the phenomena and behaviour of the Forrester Effect as one of the models for demand uncertainty; further explore the countermeasures of Forrester Effect. Elucidate the critical importance of supplier relationship management for the supply chain competitiveness; by finding and referencing to a number of professional literatures critically review some relationship management frameworks, models and approaches; discuss how a business might decide on the most appropriate relationship portfolio and management approach. Define and explain the concept of strategic outsourcing in the context of designing and reconfiguring supply chain structures; discuss the decision process of outsourcing and influencing factors; explore what might be the difficulties and barriers in its operational implementation; and finally summarise the key benefits and potential risks. Requirement: A content page and page numbering To complete two separate reports on two chosen topics from the three above, indicating the question number. Properly structure the discussion into sections and give subtitles for each section. Use references (normally 3-5 professional journal articles for each report) to demonstrate the extended learning Each topic is recommended to be up to 2500 words in length. No lengthy case study is required, but some short (a few sentences) real world examples may be adequate. SUPPLY CHAIN MANAGEMENT Table of Contents 1.0 SUPPLIER RELATIONSHIP MANAGEMENT.2 1.1 Introduction .2 1.2 Importance of Supply Relationship Management..2 1.3 Relationship Management Framework.4 1.3.2 Industrial Marketing and Purchasing (IMP) interaction Approach..4 1.3.3 Supply Chain Frameworks.4 1.3.4 Service Supply Modelsà ¢Ã¢â€š ¬Ã‚ ¦..à ¢Ã¢â€š ¬Ã‚ ¦5 1.4 Relationship Portfolio and Management Approach6 2.0 STRATEGIC OUTSOURCING11 2.1 Outsourcing and Supply Network Design..11 2.2 Outsourcing Decision Process and Influencing Factors..11 2.2.1 Planning phase12 2.2.2 Explore the Strategic Implications phase..12 2.2.3 Tactical implications phase.12 2.2.4 Cost analysis phase..13 2.2.5 Implementation phase..13 2.3 Implementation Problems.14 2.4 Key Benefits and Potential Outsourcing Risks.15 REFERENCING..17 1.0 SUPPLIER RELATIONSHIP MANAGEMENT 1.1 Introduction An important feature of a world class organisation is the way the organisation has been able to develop and link its suppliers with its external processes, Peter Hines, World Class Suppliers, (Pitman, 1994). Supplier relationship management can be defined as the relationship that exists between the supplier and its buyer based on long term commitments and trust with the ultimate aim to maximise the potential value of the relationship. This will include the management of different forms of supply relationships such as partnership, joint venture and vertical integration. 1.2 Importance of Supply Relationship Management The critical importance of supplier relationship types to achieve supply chain competitiveness can be viewed under the following headings: The effective use of strategic partnership Typical traditional short term relationship is characterise by irregular or one-off transactions that give rise to supply uncertainties, difficulties in choosing suppliers, and is price oriented making this type of relationship unreliable and unsupported. Organisations can move from this type of relationship towards a long term relationship known as partnership based on trust, shared goals and risks to achieve mutual benefits. Nigel Slack, Stuart Chambers and Robert Johnston, Operations Management, (Pearson, 2010), define partnership as an agreement between two firms that seek to accomplish a common objective. The Japanese, James P Womack et al, the Machine That Changed the World, (Macmillan, 1990) , used the concept of partnership and lean to gain competitive advantage because they realised their partners had the expertise, the technical knowledge and were reliable. Effective partnership with suppliers made them to compete favourably in the market because of good product quality, lo w cost and reliable delivery. Therefore, firms can use this same method to rationalise their supply base and use the lean concept to produce efficiently which will lead to reduce product lead times, reduce inventory and inventory cost. The implementation of new management tools and systems A key element of supply relationship management that gives firms competitive advantage is the implementation of the lean concept of monitoring supplier performance and continuous improvement. Monitoring performance is a post-contractual procedure in which the buyer continuously keeps an eye on the supplier by either managing the suppliers activities to make sure all commitments are met or using a measurement matrix such as key performance index (KPI) to compare supplier progress and divergence from targeted objective. The overall competitive advantage is an operation that is continuously improved in terms of quality, delivery and service. In 1989, Chrysler benching against the Japanese companies, initiated the Supplier Cost Reduction Effort (SCORE) program aimed to reduce cost, quality and monitor supplier performance; Dawei Lu et al, Supply Chain Management module notes (WMG, University of Warwick, 2011). The integration of knowledge and technology to create an all new technology Integration with supplier is all about coordination. Here, the buyer and supplier come together to align their processes thus improving communication and supply chain visibility for both parties. When firms integrate their knowledge and technology they are able to meet the needs of end customers by getting the right product at the right price and quality, giving them a competitive edge. This strategy was used by Bose Corporation 1990 that led to the extension and creation of the JIT2 concept, a logical extension of JIT that eliminates waste in the system, improves communication and reduces demand variability. Efficient consumer response (ECR) to demand variability caused by the forester effect. Firms are always seeking solutions for continuous demand variation and consumer requirements. Through effective supplier and buyer collaboration, firms will be able to achieve competitive advantage by efficiently managing their supplier relationship to meet the needs of the end consumer creating a fluid inventory flow from suppliers to the consumers reducing lead times, demand variability and uncertainty. This has led to initiatives such as Radio Frequency Identification Device (RFID), a tracking technology that provides real time information and location of goods. Tesco, UKs largest grocery retailer has exploited this technology strategy and is piloting pallet-level RFID to manage its logistics; Christos Tsinopoulos and Carlos Mena, Competing Supply Chain Strategy: Tesco, Aldi and Lidl, (ECCH, 2010). Increase competition amongst firms to secure and increase domestic and international market share. Domestic and international market pressures are just other facets that have pushed firms to collaborate and develop strategic partnership with suppliers to gain competitive edge. Using this approach, firms use both local and international suppliers to broaden their sourcing base, reduce product lead time, and stream line cost through cheaper, global and local sourcing alternatives. The benefits are quick response to demand variation and high availability of variety of products at reasonable price and quality. This in turn attracts a greater amount of customers and increase market share. This is a strategy which IKEA, a Swedish international furniture company has successfully used to provide quality products at reasonable price and secure a large market share both domestically and internationally. 1.3 Relationship Management Framework 1.3.1 Introduction A relationship defines an interaction between individuals, organisations and groups; Kenneth Lysons and Michael Gillingham, Purchasing and Supply Chain Management (Prentice Hall, 2003). There are many possible supply chain relationship types because very few companies can operate on their own. These relationships can be categorized as business-to-business (B2B), business-to-consumers (B2C), consumers-to-business (C2B) and customers-to-customers (C2C). B2B relationships are most common and have been used in many approaches and models such as IMP, SCOR, HP, GSCF, Service supply chain and IUE-SSE to help explain supplier-customer interaction. 1.3.2 Industrial Marketing and Purchasing (IMP) interaction Approach The IMP interaction approach is a dynamic model of supplier-customer relationship developed in the mid 1970s by a group of five European countries and universities; IMP Group.[online].(http://www.impgroup.org/about).(Accessed 06 Feb 2011). Based on investigations of about 900 business relationships, the IMP group developed a model of an interaction process at both the firm and individual levels creating a dynamic, complex and long standing relationship rather than one based on a short term stable relationship; Bensaou M (1999), Portfolios of Buyer-Supplier Relationships, Sloan Management Review, Vol. 40, 35-45. This relationship is influenced by soft factors such as power, cooperation, closeness and expectations as well as external environmental factors such as market structures, dynamism, internationalisation and position in the market. The IMP Group approach and model provide a good overview of buyer-supplier relationships and have formed the basis of other frameworks like David T. Wilson, (1995) Integrated model of Buyer-Supplier relationships, Journal of the Academy of Marketing Science , Vol. 23, 335-345. 1.3.3 Supply Chain Frameworks Customer-supplier relationship management models and frameworks can also be viewed within the context of the different types of supply chain models that exhibit customer-supplier relationship management. This will include a variety of supply chain models which address customer-supplier relationships such as HP, SCOR, GSCF, and IUE-SSC model. These models identify customer-supplier relationships by adopting two differing views; product and service supply chain view. Product oriented models adopt a manufacturing approach that involves the physical movement of goods under uncertainties managed to satisfy customer demands and include the HP, SCOR and GSCF models. The Hewlett Packard (HP) model was developed by the Hewlett Packard Company as a result of spiral inventory and customer dissatisfaction the company was facing with its order fulfillment process. Lee, H. and C. Billington, (1995), The Evolution of Supply-Chain Management Models and Practice at Hewlett-Packard, Business Source Premiere, Vol. 25, 42-63, used this model to demonstrate how suppliers, manufacturers and customers are linked in the flow of goods with multiple warehouses providing inventory at each stage to buffer demand. The Supply Chain Operations Reference (SCOR) model is a highly structured and broad model developed by the Supply Chain Council to measure total supply chain performance; Supply Chain Council. [Online].(http://supply-chain.org/f/SCOR%2090%20Overview%20Booklet.pdf ) (Accessed 06 Feb 2011). The SCOR model adopts a process manufacturing viewpoint and identifies supplier- customer relationships by breaking down the supply chain into links, each link made up of processes representing supplier-customer relationships. These relationships are then benchmarked using Key Performance Indicators (KPI) to assess the success within the supply chain. This model, although it improves customer satisfaction through improved supplier-customer relationships, it does not attempt to describe some elements of post delivery customer support, a critical feature of supplier-customer relationship management. The Global Supply Chain Forum (GSCF) is yet another supply chain framework that adopts the process manufacturing approach and identifies supplier relationship management as one of its eight key business processes of product flow. Croxton L. Keely et al, (2001), the Supply Chain Management Processes, International Journal of Logistics Management, Vol. 12, 13-24, depicts this model as an end-to-end process where each process is linked and managed to interface with key customers and suppliers. This creates eight business processes among which is customer-supplier relationship management to allow the smooth flow of product within the supply chain. 1.3.4 Service Supply Models The above three models define supply chains purely from a traditional perspective of product flow. However, with the growing importance of services and service industry, Ellram et al, (2004), Understanding and Managing Service Supply Chain, The Journal of Supply Chain Management, Vol. 40, 17-32, adapted this manufacturing approach into a new line of service thinking that uses service capacity and delivery, instead of products to classify supply chains as the key processes. This service supply model captures customer-supplier relationship via an end-to-end supplier and customer process that include capacity and demand management, cash flows and service delivery management, and just like manufacturing supply chain, customer relationship management. This is a very good approach that identifies relationship management but limited in that services are intangible and this makes them difficult to visualise and measure. A follow up to the service supply chain viewpoint is the work of Baltacioglu et al (2007), A New Framework for Service Supply Chains, Service Industries Journal, Vol. 27, 105-124, who proposed the IUE-SSC model. IUE-SSC model represents the initials of the affiliated organisation of the authors and Service Supply Chain Model. This model identifies customer-supplier relationships by breaking down supply chain into three basic parts: the supplier, the service provider and the customer. Here, the service supplied by the supplier constitutes a core and supporting service and just like the service supply chain model by Ellram et al, this model identifies a number of activities that includes some customer-supplier relationship management essential to the service supply chain. Relationship types are diverse and could either be of business type such as B2B or consumer type such as C2C. In my thinking the popularity of B2B and the historical context of consumer-supplier behaviour pushed the above mentioned authors to focus exclusively on B2B relationships in explaining customer-supplier behaviours in the models they proposed. But the general shift in consumer behaviour and the impact of globalisation and information technology should trigger a move to contemporary models of consumer-supplier relationships in business-to-consumer, consumer-to-business or consumer-to-consumer. I therefore think that the modern business world would appreciate models build around E-commerce type relationships and a move from product or service approach models that explains consumer-supplier relationship management. 1.4 Relationship Portfolio and Management Approach Conventional thinking suggests that relationships tend to vary with companies and there is no fit for all purpose relationship. A logical step after organisations are able to identify the various types of relationships is to focus on the relationship portfolio they want to build with their suppliers and to effectively manage this relationship for competitiveness. A number of methods and approaches have been adopted ranging from the various types of relationships to more analytic models such as Kraljics Purchasing/supply portfolio-analysis and the power regime. Firms have adopted different approaches to tailor the different types of relationships to fit their particular products, service or markets. These relationships tend to follow a pattern from a short term traditional arms length relationship to a new form of close and long term relationship known as partnership or vertical integration; Alan Harrison and Remko van Hoek, Logistics Management and Strategy, (Pearson, 2008). Others have viewed this trend as a continuum and included additional types such as strategic alliance and joint ventures. Depending on its strategy, a firm might adopt a range of style such as develop strategic partners by rationalising its supply base and dealing only with a few suppliers, a popular approach most firms are now adopting. It might also adopt a variety of relationships style depending on the markets and the products. The Kraljics model analyses the purchasing portfolio of a firms product into high and low supply risk and supply impact on the financial results. The end result is the segregation of products as: strategic, leverage, routine and bottlenecks as shown below; High Low Fig 1: Kraljics model Leverage products Alternate source of supply available Substitution possible Competitive bidding Strategic products Critical for products cost price Dependence on supplier Performance based partnership Routine products Large product variety High logistics complexity Labour intensive System contracting E-commerce solutions Bottleneck products Monopolistic market Large entry barriers Secure supply and search for alternatives Low Supply Risk High Source: Dawei Lu et al, Supply Chain Management module notes (WMG, University of Warwick, 2011). Using this method, management can therefore spend time and develop performance based relationships such as partnership on those suppliers whose products matter most, for example, strategic products and outsource non critical or leverage products. Bensaou M (1999), Portfolios of Buyer-Supplier Relationships, Sloan Management Review, Vol. 40, pp. 35-45 adopted a similar approach based on product and market conditions to create a supplier portfolio of our different relationship profiles; captive buyer, strategic partnership, market exchange and captive supplier. Fig 2: Relationship Portfolio Source: Bensaou M (1999), Portfolios of Buyer-Supplier Relationships, Sloan Management Review, Vol. 40, pp. 35-45 To effectively manage the relationships such as the Captive buyer and Market exchange, Bensaou suggested the use of management practices such as treating each other with respect and fair profit sharing and for strategic partners to regularly exchange information or pay frequent visit creating a social climate that is trusting and collaborative. The ABC analysis method is another commonly used technique by businesses to segment supplier relationship portfolio. Wagner S. and Johnson J. L., Configuring and Managing Strategic Supplier Portfolios, Industrial Marketing Management, Vol. 33, 717-730 adopted this approach using a wide range of factors such as volume, suppliers performance, supplier strategic importance, price and quality to segregate suppliers into category (Cat) A, B and C. Cat A suppliers where suppliers that supplied a total 80% volume, while Cat B supplied 15% and finally Cat C, 5%. Very little time is spent on managing and developing Cat C supplier because of their limited volume. In most cases they are used by the company as a way to reduce cost by either direct sourcing or via e-procurement. On the other hand, Cat A suppliers should be considered imperative by top management and a close relationship or partnership should be developed. This relationship can be monitored through regular and annual meetings with suppliers as well as creating an award for suppliers to maintain motivation. In addition, the buyer can invest on supplier development by either assisting or sponsoring supplier to improve performance. Another approach is that by Andrew Cox et al (2004), Managing Appropriately in Power Regimes: Relationship and Performance Management in 12 Supply Chain Cases, Supply Chain Management, an International Journal, vol. 9, 357 371, that correlates the findings of relationships and performance management strategies in power regimes. In a power regime, a business can decide on the appropriate relationship and relationship management style(s) depending on their power condition, as shown on the fig 3. Therefore, in a business deal where the buyer is dominant or has an interdependence power position, it will be better to choose a relationship approach based on supplier development. Conversely, in a supplier power regime relative to supplier dominance and/or interdependence then the option is for a supply chain management approach to be adopted. A change in the power structure in this technique will lead to a change in the relationship portfolio and this will lead to improve performance outco mes especially when either parties change their behaviour. Fig 3: Power Regime 2.0 STRATEGIC OUTSOURCING A significant decision facing most businesses today and which have a long term impact on the firm is whether to produce internally (insourcing) or use an outside supplier (outsourcing); Robert Monczka, Robert Trent, and Robert Handfield, Purchasing and Supply Chain Management, (Thomson, 2005). 2.1 Outsourcing and Supply Network Design Outsourcing, sometimes referred to as make-or-buy, is a strategy by which an organisations management decides to hand over its non-core activities to a specialised third party that can efficiently provide the service; Kenneth Lysons and Michael Gillingham, Purchasing and Supply Chain Management, (Prentice Hall, 2003). Therefore, central to outsourcing is the make or buy decisions and the relationship that is formed between the purchaser and the supplier. The make or buy decision arises because organisations have come to the realisation that they cannot produce or make everything on their own and can effectively spend more time on core competence while non core competence could be outsourced. This decision to outsource or make or buy is a strategic one that will create a new supply network of suppliers and sometimes suppliers suppliers. In this new supply network, the organisation will need to adjust its operation in line with its new suppliers and, where possible, its suppliers suppliers creating a total supply network; Nigel Slack, Stuart Chambers and Robert Johnston, Operations Management, (Pearson, 2010). This strategic decision to outsource brings a whole new chapter within the organisation and will prompt a key design decision; how to configure the new network and how much of the network should be retained by the organisation. This will help management to decide on how it intends to influence and manage the overall new structure . 2.2 Outsourcing Decision Process and Influencing Factors Traditionally, the main outsourcing decision process focused on cost reduction. However, the importance of outsourcing decision to an organisation competitive position has pushed many organisations to consider a number of other factors. The decision process adopted here is one adapted from Robert Monczka, Robert Trent, and Robert Handfield, Purchasing and Supply Chain Management, (Thomson, 2005). 2.2.1 Planning phase The initial process in undertaking any outsourcing motive is to initiate a project of a cross functional team and define its scope and objectives. The team should identify activities to be outsourced and present to management for acceptance. Explore the Strategic Implications phase Strategic implications will mean aligning the outsourcing decision with three main factors: The companys long term plans and its impact on other activities and functions. This means if the activity that is being outsourced should disrupt the companys future plan or affects other functions, it is better off being insource. Furthermore, the decision should be in line with an understanding of the organisations core competence. If outsourced activity is not perceived as being core capabilities, the firm might decide to outsource. Analysis of the impact of process technological and how it compares to its competitors for competitive advantage. If analysis shows minimal competitive advantage then the organisation can decide to outsource but in cases where in house process technology provides competitive advantage, the organisation could reconsider to insource. 2.2.3 Tactical implications phase Tactical decision process will consider the following factors, and the ability to test prospective outsourcing initiative. Alternatives to outsourcing: Being tactical is crucial in outsourcing because the final decision to outsource can be very expensive for the organisation. Therefore, before making that final decision, the organisation could reconsider alternatives to outsourcing such as producing in-house, subcontracting or vertical integration. The length of contract: Outsourcing decision could mean being tied down in a long term contract which could impact on other strategic objectives. Impact of size: Also the size of the outsourcing activity can impact on the decision process as management can decide on other options if the activity to outsource is too large and can have adverse effect on core activities. Corporate culture: The impact on corporate culture is another key tactical factor that should be considered on outsourced activity to organisation. This means considering employees feelings regarding the activity to be outsourced. 2.2.4 Cost analysis phase Critical to any outsourcing decision process is its ability to be cost-effective at a quality level competitive in the marketplace. An accurate cost-effective calculation looks beyond the initial and obvious costs and is based on a marginal costing principle; a cumulative costing concept including total variable cost, total fixed cost and operating costs. Other costs will include the opportunity cost which is the potential benefits forgone if the activity being outsourced is done in house. Implementation phase The implementation process will be driven by effective service provider selection and managing post-contractual relationship. Because outsourcing usually involves a long term contract and high investment, selecting the correct service provider is imperative. The selection process will include; Market research: This involves carrying out a thorough market research to determine market price and terms of conditions, and identifying potential service providers with the right expertise, capacity and similarity in corporate culture. Develop a tender request. The tender request should provide in detail the outsourcing requirements as well as general information about the organisation including the scope and the objectives of outsourcing. This document will form a good guide to potential service providers. Conduct site visit. After tenders have been submitted, a site visit to potential service provider will aim to compare reality to what is on paper. It will be an opportunity to look at the corporate culture, its processes, the people, and how they can fit in to the outsourcing organisation. Negotiate. Negotiation will aim to find a common ground for a win-win situation. Central to this will be: quality of service and the performance level, scope for improvement and change, pricing and management style including assimilation of employees. The implementation process is not complete without any form of decision to manage post-contractual relationship which is very important to the sustainability of the whole outsourcing process. The key factor is to develop a key performance indicator (KPI) to continuously measure and monitor performance of service provider so that service quality is maintained and relationship continuously improved. In conclusion, the decision to outsource by a firm is a crucial and strategic one because it affects a greater part of the firm and it can be used as a competitive tool. Traditionally, this decision was based simply on cost and benefits but as discussed above, the decision process is now influenced by many factors and departments. Therefore, for an outsourcing decision process to be effective and efficient, a cross functional team should be selected to be part of the whole process. Implementation Problems Shawn McCray (2008). [Online].(http://www.tpi.net/pdf/papers/Top_10_Problems-with_Outsourcing.pdf).(Accessed 23 February 2011), identifies poor change management and governance as key issues in implementing outsourcing. Some of the problems related to implementation are: Post-contract processes poorly written: This occurs because both parties after signing the contract do not want to work together. The root problem being mutual misunderstanding of contract and the scope of outsourced activities resulting to services not performed and increase frustration amongst staff. Cultural clash: Cultural clash, corporate or international, can tend to produce tension, distrust and misunderstanding. This is problematic especially in a situation of offshoring where communication is limited to email or phones. This will be further compounded in difference in work ethics which if not streamlined will create added tension. Quality of service: A main reason management decides to outsource is to improve the quality of service. Where service provider is unable to achieve this, the whole outsourcing process becomes questionable and creates problems surrounding contractual performance and implementation. Lack of Coordination: Coordination and the lack of a coordinating team present an implementation problem. This is because as soon as the contract is signed, the client quickly shifts all responsibilities to the service provider who is still trying to get started and there is no team in place to coordinate activities. This wi

Examination Day and Harrison Bergeron Essay

The short stories â€Å"Examination Day† by Henry Seslar and â€Å"Harrison Bergeron† by Kurt Vonnegut, both examine the idea of a world where governments have total control over its citizens. The main characters in the stories are Dickie Jordan and Harrison Bergeron. In â€Å"Examination Day† discrimination against intelligence is portrayed through Dickie who is eliminated because his â€Å"intelligence quotient [was] above the Government regulation.† This quote depicts the governments authority in its society and how the government eradicated the people who questioned them through an intelligence exam. The irony of this examination is that success was seen as negative. Whereas, â€Å"Harrison Bergeron† explores the theme of forced equality in American society in the not so distant future. Right in the introduction, the three main issues concerned throughout the story are given, † Nobody was smarter than anybody else. Nobody was better lookin g than anybody else. Nobody was stronger or quicker than anybody else. All this equality was due to the 211th, 212th, and 213th Amendments to the Constitution.† Thus, absolute equality in intelligence, physical beauty, and athleticism have been ratified into law by the 211th, 212th, and 213th Amendments to the Constitution, respectively. Both stories share a conflict in regards to person versus society and both the protagonists die at the end. In â€Å"Examination Day† Dickie is on his own when it comes to the test given by the government. Before the test when Dickie asks his father what the test is for, his father tells him†the Government wants to know how smart [Dickie] is.† Later on, the story ends with an automated message from the government with the reason for his death and preferred funeral arrangements. In â€Å"Harrison Bergeron† Harrison knew better than to follow government regulations and tried to make a difference. In the end, he was killed as â€Å"Diana Moon Glampers, the Handicapper General, came into the studio with a  double-barreled gauged shotgun. She fired twice, and the Emperor and the Empress were dead before they hit the floor.† This quote shows the government’s control over what is accepted and what happens to those who exceed government regulation. Harrison wanted an end to the absolute equality so he stood up for the citizens of the country who did not realize how absurd their society was becoming; in the end, he died trying to make a difference. In â€Å"Examination Day† the setting invokes sympathetic feelings towards Dickie. Dickie , a week after his twelfth birthday, was sent from his â€Å"little apartment† to the â€Å"great pillared lobby† within the â€Å"polished† governmental building. This contrast of settings invokes sympathy for Dickie because he is limited to living in a small home while all the money is used by the government to develop large, modern government buildings. Also, Dickie is taken to a place that is foreign to him, with large intimidating architectural masses which makes him seem insignificant and isolated. The story compares the â€Å"dim† and â€Å"cold† room within the government building to the â€Å"warm†, â€Å"bright† house that Dickie lives in. The cold, clinical description of the government building is symbolic of distinction being taken away from humanity. It demonstrates the idea that Dickie is being taken from the comfort of his home and into the control of a frightening, overpowering government. Contrary to Harrison in â€Å"Harrison Bergeron† who is a fourteen year old boy that poses such a terrible threat that he has been shackled with more handicaps than anyone else. Giant earphones instead of the small ear radio his dad has. Large glasses to obscure his vision and give him headaches. So many weights that he â€Å"looked like a walking junkyard.† On top of it all, he is so handsome that they gave him a clown nose, shaved off his eyebrows, and blacked out his teeth. Also, Harrison is so frightening that he is arrested â€Å"on suspicion of plotting to overthrow the government.† The government’s news bulletin describes him as â€Å"a genius and an athlete, [†¦] under-handicapped, and should be regarded as extremely dangerous.† In conclusion, both â€Å"Examination Day† and â€Å"Harrison Bergeron† examine the idea of a world where the government has total control over the government and individuals living within the government.

It Was A Usual Summer Morning In Story Brook Essay

It was a usual summer morning in story brook; the birds were chirping children were playing on the streets. Henry who was only eleven woke up to the sweet smell of his mother Emma’s homemade waffles. Emma is very generous when it comes to her children especially with Henry because he is the youngest out of three. The eldest is Simon he is 17 tall and behaves, the middle child is Steven. Steven is 15 years old does not behave at all and loves to annoy Henry. Emma told the children that school was starting in a few days and they all yelled with anger so she tried to cheer them up and said we’ll go buy the school supplies and stop for ice-cream on the way back â€Å"And whoever finishes first she said will get a double scooped ice-cream with any toppings so they all rushed to get ready. On there ay back they past by an abandoned home, henry looked up with a smile for winning the double scooped ice-cream asked his mom with curiosity â€Å"what is that place, can we go inà ¢â‚¬  his mother stopped the car with all her force and looked at him and said: â€Å"don’t you ever go in that place don’t even look at it and that goes for you two too† pointing at all three children. School stared and Simon is driving Steve and Henry to school when they passed the abandoned house, Steve dared henry to go in to the house alone on Friday night and when Simon heard there conversation he speeded up the car and stopped at the next paring spot and turned to them while scolding and said: NEVER GO IN THAT HOUSE DON’T EVEN WALK BY THAT HOUSE†. Later that night henry was thinking about the dare. The next morning henry walked to school because Simon and Steve were sick, and on his way to school where he passed the abandoned house and as he was walking past it his stood there for a second and stared at it for a second, he was about to open the front gate where he was grabbed by the shoulder by an odd old lady with light blue eyes thick grey hair tied up in a bun and knitting glasses and her name was Mrs. Potter. She scolded at him and said: â€Å"why young henry don’t you know better than to go in to this house and especially today?† henry looked at her with a puzzled face and he said, â€Å" Why what’s today?† That night Henry ignored Mrs. Potter and gathered some of  his friends and planned to go in that house the next day. The next night was a Saturday, when Henry and all of his friends woke up they went over the plan again, that night they all rode on their bikes and when to that house as they parked right out of that house Jack, Henry’s best friend heard laughter and screaming so he ran behind the tallest one Zack.. As the kids opened the house door they herd a glass fall but no one could see anything because there was no lights. Jack remembered he had a flash light, when he turned it on the first thing the kids saw was a skeleton they all screamed and ran up the stairs wear they heard someone yell â€Å"die die die †. As the kids turned around they found something standing behind them and when he turned on the lights they saw that it was a man. When they apologized and explained and the man kindly called their parents to pick them up. When henry’s mom came to pick him up she told henry that, that man was his father and the reason she didn’t want him to go is that she didn’t want him to know. Henry asked what are the skeletons and he answered, â€Å" I am science teacher† and the screaming â€Å"that’s my five year old son†, then why did Mrs. Potter say â€Å"especially not tonight† she replied, â€Å"It is her birthday† Henry found out that he had a dad and a new baby brother and henry learnt that he would never dis-obey his mother again.

Why Are Academic Learning Projects Becoming More Popular...

Topic for Investigation: Why are Academic Learning Projects becoming more popular at Universities and what programs have contributed to impact students/nonprofits? In 2012 in was reported in an academic journal written by Karin Braunsberger and Richard Flamm it was stated that universities in the United States have been criticized for not contributing enough to the social well-being of communities within which they operate, and business schools have been accused of failing to prepare students adequately for careers in business (Braunsberger Flamm). This criticism against universities is what lead to the start of student involvement in the community by doing academic service learning projects. One particular program has been introduced†¦show more content†¦Programs like superior edge can be expected to be developed and adopted by many more universities to come. Nonprofit organizations reap the benefits of programs like superior edge through the experience and professional documents that they get from the students in the program. Academic service learning projects have become one of the best ways for Universities to make sure that their students are ready for the real world. Topic for Investigation: How do academic service learning projects done by graduate students differ or relate to undergraduate students in perspective on the impact made on nonprofits? As programs such as superior edge have been developed and University requirements have been changed to enforce the idea of student involvement the overall impact has been positive to both nonprofit programs as well as to the student. Looking further into these projects, it is now when the question of what exactly do these services provided by the students do for the organizations’ associated with them. In this topic for investigation the question that will be examined is how do academic service learning projects done by undergraduate students compare to projects done by graduate students in perspective of overall impact on a nonprofit. The two areas of interest that will be looked into when comparing the overall impact on nonprofit will be improvement of societal

Lesson 1. Brooke White. Eng 2020 Introduction To Literature.

Lesson 1 Brooke White ENG 2020: Introduction to Literature Dr. Ackerman Summer 2017 Questions: 1. I think the Witches’ Sabbath was a dream—the events described, author’s word choice, and sudden-ending of the Witches’ Sabbath all contributed to my conclusion. This affected my interpretation of the piece because as a dream, the piece emphasizes Young Goodman Brown’s distrust and uncertain feelings towards humanity. His dream was created by a subconscious thought that it is a natural instinct for all humans to become evil and impious at one point or another. If I interpreted it as a real experience, it means that I would see all people as naturally evil and impious myself—not just as an idea created by Brown’s mind. Interpreting it as a†¦show more content†¦If he was mortal, one would think that the man would be much older than that. The fellow traveler also seems to have magical powers, he withers up a stick into a new staff and at the end of his encounter with Brown, he simply just disappears. He also seems to be familia r with everyone, he knows the name of Goody Cloyse without being prompted—and as stated before he knew Brown’s father and grandfather. The simplest clue hinting that the â€Å"stranger† is the devil is the fact that he is leading Goodman deep into the dark and sinful forest. The devil is a character who leads humans down a dark path created by sin. The connection between this character and the devil is clear. 3. Three symbols: a. The first symbol in â€Å"Young Goodman Brown† is the pink ribbons in Faith’s hair. The ribbons in this piece represent her feminine, young, innocent, purity. Faith has a giddy and up-beat personality and even skips along the street at the end of the piece—she acts like a young and innocent little girl. The pink ribbons emphasize this when they are no longer in her hair because they are found in the tree by Goodman Brown and subsequently, she is at the Witches’ Sabbath. b. The second symbol in this piece is the serpent staff of the fellow traveler. A snake is a sneaky, sinful, and deadly animal and is directly associated with evil and the devil. This association is imbedded in the bible when a serpent tempts Adam and Eve to sin by eating the apple off the tree. c. The

The Fall Of Rome And The Renaissance - 1482 Words

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International Business Decision Making Possibilities

Question: Discuss about the International Business for Decision Making Possibilities. Answer: Introduction Exercising an Independent judgment and Initiative in adapting and applying knowledge and skills for effective planning, problem solving and decision making in diverse in diverse context It is usually tasking to come up with a judgment that is considered independent, this is because the subject entails making comparison as well as evaluating the possibilities of possible course of conduct and finally concluding with decision making once possibilities have been exploited. When it comes to matters pertaining judgment making, one is required to apply not only knowledge and skills but also other procedures or specific standards of well established for effective planning problem solving and making concrete decision in business field or any other field (Autio, 2005). Therefore, this particular task critically analyses and evaluates various opinions in relation to international business as captured in both the lecturers notes and the global business environment. The task goes further to offer key support in relation to the question in context The first concern that answers the question is on the problems that usually occur in global business domain (international business). For example, in the case of France and Germany there were discussions that the two states depended on government support on financial grounds (Coviello Jones, 2004). This was realized when key scholars from accounting field argued out that their financial dependence was gradually shifting to non-governmental organizations. The second concern is the problem of accounting diversity where culture is taken as a major factor that affects accounting systems via influencing values and rapid institutional consequences. Major countries that are affected by cultural values as indicated in the lecture notes are Australia and Canada which are normally considered being relatively low in accounting values (Dimitratos Jones, 2005). The above problems can be solved by the following processes with respect to International Business Evaluating the problem The problems can be evaluated by conducting the following activities; Clarifyingthe nature of a problem by developing the current rules and activities in well developed countries like china, Britain (Ferreira et al 2013). Formulatingquestions on the problems concerning international business c) Gatheringinformation systematically on how to counteract the problems identified above by possibly conducting surveys and interviewing business specialists. d) Collatingand organizing data gathered in the above process by examining the diverse documents obtained and assembling them together (Jones Coviello, 2005). e) Condensingand summarizing information already analyzed to be concise and brief to help make precise decision to counter the problems stated above f) Definingthe desired objective by explaining the specific accounting values Managing the problem After evaluating the problems, the following activities can help in managing the problem as listed below: Using the information gatheredeffectively by exercising them in accounting field to help in decision making (Liesch 2011). Breaking down problemsinto smaller and more manageable parts to improve international business understanding Developing an analysis to these optionsin inner perspective through resolving the complex elements into their simplest form (3) Adoption of procedures that deals with matters of decision making a) Making decision to be used among the many possibilitiesfor what action to take b) Exploring decisions on the extra information that needs to be gathered before an action is taken 4) Coming up with resolutions for the problems that occurred in international business domain Making implementation on actions Provision of processed datato other key stakeholders; delegating tasks Making necessary review on progress in place 5) Examination on the results of the subject Following the outcomes and employing actions Making a review on the problem and the process of problem-solving in order to eliminate instances of similar situations in future. Part 2 Social, Ethical and Global Understanding (SE) Demonstrating and applying knowledge of ethical and legal principles and practices in analyzing and responding to business issues Social ethics involves acknowledgement and owning of outcomes that is encountered in every action and decision one undertakes. This particular part therefore gives clear and detailed demonstration and application of relevant ethical and legal principles required in the analysis and making response to business related issues (Rialp, Rialp Knight, 2005). First demonstration of the question is on the personal control and competency; it also takes into consideration the essence of recognizing an individuals cultural diversity. Finally the subject also gives knowledge basic human rights of an individual as well others. Other than the first concept as provided in the previous paragraph, there is also the point on principles of ethics that provides for the background to a number of concepts that are considered for business or organizations which enlightens an individual and cooperate priorities past by gone objectives of business with respect to profit and shareholder enrichment Nevertheless, an investment of an ethical nature is also a vital or mandatory aspect in considering business ethics; this is pegged to the reason that large scale investment is compared to market forces, which in most cases is a true reflection of what goes on in the public domain. A basic reason to validate this is on ethical investment criteria and examples that tends to be a good guide towards ethical attitudes of large sections of people and society, rather than the 'expert' views of leaders and gurus Finally on same point of perception with regards to the question, factors of ethics are also a vital tool of influence on both public sectors and institutions for whom the priorities of tradition and cost management are increasingly taking account of same considerations of ethics that affects the both the corporate and commercial world. However, concept of organizational ethics covers a number of related issues including: corporate social responsibility (CSR) - or simply social responsibility. This is encompassed under ethical management and leadership; there is also the point on fair-trade, which involves social movements to achieve better trading conditions and to promote the sustainability via better prices, decent working conditions and fair dealings for businessmen in the poorly developed countries. For example, the United States of Americas audits and certified transaction between their major business enterprises and international suppliers. On a similar view, there are other issues that are associated with the subjects; these factors are explained as independent sentences below. The first one is on globalization with regards to addressing its negative effects. Changing the economy of the country to be dominated by capitalist model. The other factors are on social enterprise, basically deals with willingness to undertake new or risky initiative ideas and skills for purpose of enhancing and developing businesses. There is also that on mutual, cooperatives, employee ownership to enable teamwork and sharing of resources and market information (McDougall Oviatt, 2000). Part (b) Demonstrating and applying knowledge of socially responsible behavior in analyzing and addressing business issues in national and international business contexts The first conduct in line with the concept is on set back that may originate from key decisions. It is said that before bridging certain decisions, it is important to look at them objectively and then, bridge them through. It is usually easy to do or to get swept by happiness and urgency or by making demands on grounds of expectations, whether self-imposed or otherwise (Wuehrer Smejkal, 2013). Understanding the contract that is psychological and how it relates to ones situation. For example, vital concepts such as that of empathy are useful in receiving appreciation of the situations of other people and their feelings, which is equally key to managing the Psychological Contract. On offering support to the subject, there is also the part of making reviews on how past happenings were tackled mainly for reducing the risks of making mistakes that can be avoided or those that were considered as daft. Wide reference or consultation, this should be done with people who are closer and whose effort can be of positive input (Zahra, 2005). The other aspect is on coming up with big decisions; it is usually recommended that one should put into consideration that the decision made will have huge impact on a number of people and their aspects of life, now and especially into the future. Lastly, the area of conclusion in view of the question is on both arrogance and resistance that the authorities do foster in most circumstances. This is vital in preventing cases of intimidation, for example if one lives and work in a protected, insulated or isolated situation, as many large scale leaders and decision-makers tend to do. This is explained with the fact that, the aspect of one being a leader for a longer period of time, or for any duration but in a culture of arrogance, advantage and privileges, offers great nourishment for an individuals delusion (Zahra George, 2002). References Autio, E. (2005). Creative tension: the significance of Ben Oviatt's and Patricia McDougall's article toward a theory of international new ventures. Journal of International Business Studies, 36(1), 9-19. Coviello, N. E., Jones, M. V. (2004). Methodological issues in international entrepreneurship research. Journal of Business Venturing, 19(4), 485-508. Dimitratos, P., Jones, M. V. (2005). Future directions for international entrepreneurship research. International Business Review, 14(2), 119-128. Ferreira, M., Reis, N., Almeida, M., Serra, F. (2013). International business research: Understanding past paths to design future research directions. Philosophy of science and meta-knowledge in International Business and Management, Advances in International Management, 26, 299-330. Jones, M. V., Coviello, N. E. (2005). Internationalisation: conceptualising an entrepreneurial process of behaviour in time. Journal of International Business Studies, 36(3), 284-303. Liesch, P. W., Hkanson, L., McGaughey, S. L., Middleton, S., Cretchley, J. (2011). The evolution of the international business field: a scientometric investigation of articles published in its premier journal. Scientometrics, 88(1), 17-42. McDougall, P. P., Oviatt, B. M. (2000). International entrepreneurship: the intersection of two research paths. Academy of management Journal, 43(5), 902-906. Oviatt, B. M., McDougall, P. P. (2005). The internationalization of entrepreneurship. Journal of International Business Studies, 36(1), 2-8. Rialp, A., Rialp, J., Knight, G. A. (2005). The phenomenon of early internationalizing firms: what do we know after a decade (19932003) of scientific inquiry?. International business review, 14(2), 147-166. Wuehrer, G. A., Smejkal, A. E. (2013). The knowledge domain of the academy of international business studies (AIB) conferences: a longitudinal scientometric perspective for the years 20062011. Scientometrics, 95(2), 541-561. Zahra, S. A. (2005). A theory of international new ventures: a decade of research. Journal of International Business Studies, 36(1), 20-28. Zahra, S. A., George, G. (2002). International entrepreneurship: The current status of the field and future research agenda.