Building of Memory Managing Creativity Through Action...

Building of Memory: Managing Creativity Through Action Student: Mac Sorfi Professwor: Dr. Akhtar Hussain Shah Strayer University 2014 Change Management Techniques Change management is the incorporation of a innovated structured and set of tools (new or the combination of old and new ones) utilized in leading the employees’ side of change to attain the desired results (Kloppenborg, Shriberg, Venkatraman, 2003). The Yad Vashem project was very technical (Systemtic) and required energetic and enthusiastic project team members (High Voltage Emotional Energy). There were many challenges in this project, and there was need to manage and enhance the morale of the team members working in the Yad Vashem memorial site†¦show more content†¦Steps to Ensure the Team Members Learn of any Proposed Changes Change is the constant and that is opt for opportunity or issue in the project. Therefore, there should be a mechanism in which the team members should be informed on the proposed changes (Communication). There are several steps that Shimon Komfield should have taken in ensuring the team members learn if any proposed changes in the project. The project manager should identify and keep record of the impact the change will have on the project, especially the change consequences on the project team members. That anticipate negative reactions from the project team members. Some members of the team may have legitimate negative reactions and negative actions while others would just be fear of change. This is an issue that should be addressed in ensuring the team members learn on the proposed changes. Next, then project manager should prepare a list of positive and negative outcomes of the changes and prepared a document that summarizes the changes (Web Project Analyze). This would be appropriate in addressing the positive and negative ramifications of the proposed changes (Kloppenborg, Shriberg, Venkatraman, 2003). Another critical step is to apprise supervisors who manage the employees directly (Micromanaging). The supervisors are the significant change agents. They are the ones who are involved and responsible inShow MoreRelatedManaging Complexity Of Health Care1295 Words   |  6 Pages Analysis of Health care huddles: Managing complexity to achieve high reliability Anusha Rayapati HCA 620 Introduction This article was selected as it explained and discussed the probable standardized procedure that health care organizations may have to follow for improvements in patient safety. 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Read the case study titled â€Å"A Peaceful Evacuation: Building a Multi-Project Battalion by Leading Upward.† before starting this assignment.   Write a three to four (3-4) page paper in which you: Read MoreBus 518 Week 9 Bus518 Week 92813 Words   |  12 Pagestask you have assigned. Provide at least two examples to support your rationale. BUS 518 Week 3 Assignment 1 A Peaceful Evacuation Building a Multi-Project Battalion by Leading Upward Due Week 3 and worth 240 points Read the weekly assigned chapters and view the lectures before beginning the assignment. Read the case study titled â€Å"A Peaceful Evacuation: Building a Multi-Project Battalion by Leading Upward.† before starting this assignment.   Write a three to four (3-4) page paper in which you: Read MoreInnovation, Design, Creativity, and the United States Postal Service3532 Words   |  15 PagesInnovation, Design, Creativity, and the United States Postal Service OI 361 Innovation, Design, and Creativity July 9, 2012 Benefits and Drivers Just as in nature, in business it is survival of the fittest. The key to success and longevity for businesses in the modern world is to be innovative and creative. To be innovative, it is imperativeRead MoreWorld Bank Knowledge Management2787 Words   |  12 Pagesknowledge sharing (Yoshihara, 2006). Having the characteristics of storing, searching, retrieving and re-using, just to name a few, made technologies a fundamental factor for embedding the World Bank’s organizational knowledge and sustaining a memory of values and best practices for future generations (Borhoff Parechi, 1998). In the present case the World Bank implemented a technological system, called ‘ERP’, to facilitate the process of efficient decision-making by collecting and storingRead MoreLego Case3687 Words   |  15 PagesLEGO’s post 2004 IMC programme 13 CONCLUSION 16 REFERENCES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..............†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..17 INTRODUCTION The LEGO company corporate brand was created in 1932 and for decades it has acted as a strong umbrella brand guiding LEGO through vase international growth and product innovation. (Schultz amp;Hatch, 2003). 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Racial Profiling And High Crime - 1413 Words

It is a known fact in America that if you break the law you have a chance of being arrested and sent to prison. And automatically you would assume that people who do the same crimes would get arrested at the same rate and would receive the same sentencing because that is what’s fair. But, somehow America has found a way to arrest non- white citizens at a higher rate than white citizens even though they commit the same crimes. All throughout American history people of color have been oppressed and controlled in horrible ways, but since things such as slavery and segregation have been made illegal, America has found a different way to do this. Statistics show that people of color are arrested at a higher rate than white people, this occurs†¦show more content†¦At first, the purpose of the mass incarceration of African- Americans was to re-enslave them. The thirteenth amendment states that  ¨Neither slavery nor involuntary servitude, except as punishment for crime wher eof the party shall have been duly convicted, shall exist within the United States, or any place subject to their jurisdiction.† This means that if someone is arrested they become a slave of the state. But then as time passed, it wasn t just about enslaving African- Americans, it became about all of the stereotypes about Black people that still exist today. For a long time Black men were seen as violent, overly sexual animals. There were tons of Black men that went to jail just because someone accused them of rape or sexual harassment. But today the most common stereotype is that black men are â€Å"thugs† or drug dealers. In at least fifteen states, Black men are sent to prison for drug charges are arrested at a 20-57% higher rate than white men (Alexander 98). Yes, there are black men that are drug dealers, but there are men of all races that are drug dealers. In fact, majority of illegal drug dealers and drug users are White and this includes children. The majority o f drug users and dealers are White, but three-fourths of all people imprisoned for drug offenses are Black or Latino, (Alexander 98). And also, White youth between the ages of 12 and 17 are more likelyShow MoreRelatedRacial Profiling by Police is Not a Problem Essay1045 Words   |  5 PagesRacial profiling is a controversial topic in today’s society. Many minorities feel targeted by governmental officials such as police officers and U.S. courts. â€Å"Statistics have shown that blacks in the U.S. are arrested and imprisoned for committing crimes at higher proportions than any other racial group† (â€Å"Crime and Race†). Do African Americans in fact commit more crimes than whites? Or is there racism within the U.S. justice system? Even though minorities feel targeted by governmental officialsRead MoreRacial Profiling And The Right For Police Officers1526 Words   |  7 Pagesamongst American citizens and even top government officials. Racial profiling is a subject that has stirred up so much controversy in the past that it still hasn t been fully resolved to this day. To put into historical context, periods of American history as the Jim Crow era, segregated colored people by regarding them as second-class citizens and restricted them from access to specific public facilities. The justification of racial profiling is an important social issue that affects society as a wholeRead MoreThe Good and Bad of Racial Profiling1250 Words   |  5 Pages It has been said that racial profiling has been used more than once as a way to detain suspects that arouse suspcion according to NAACP. 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Nestle Group Free Essays

string(276) " way of doing business in all the countries where we are present a deep understanding of the local nature of nutrition, health and wellness; we know that there is no one single product for everyone – our products are tailored to suit tastes and habits wherever you are\." Management On Nestle International Ltd MGT: 141 Principal of management Prepared For: Afrins farid Assistant Professor Faculty, Business Administration Prepaid By: Km Iftakharul huq| 12310527| Nusrat jahan| 12310305| Estiaq hasan| 12310312| Israt sharmin| 12310217| Farzana sultana| 12310219| Rakib hasan| 12310532| University of Information Technology Science (UITS) Contents December, 12, 2012 To, Afrins farid Assistant Professor Faculty, Business Administration University Of Information Technology Science Subject: Submission of a report. Dear Madam, With due regards and respect we state that we are very thankful to you as you assigned us this report on ‘’Management in Nestle International Ltd’’. it is a great opportunity for us to acquire the theoretical practical knowledge about five functions of management in Nestle International Ltd which is a reputed multinational organization . We will write a custom essay sample on Nestle Group or any similar topic only for you Order Now we have tried our best to gather what we believe to be The most complete information available. Sincerely THE MANAGER 2. History Nestle – the world’s largest food group, not only in terms of its sales but also in terms of its product range and its geographical presence: Nestle covers nearly every field of nutrition: infant formula, milk products, chocolate and confectionery, instant coffee, ice-cream, culinary products, frozen ready-made meals, mineral water etc. We are also a major producer of pet food. In most of these product groups and in most markets, Nestle is the leader or at least a strong number two. We are a very focused Company, with more than 94 percent of the sales coming from the food and beverage sector. Nestle is present around the globe, on all continents, with around 230,000 people working in more in an 84 countries with 466 factories and with sales representatives in at least another 70 countries. Many of our brand names are familiar to you: Nescafe, Nido, Maggi, Polo, Smartest, Milo, Perrier, Friskies, KitKat, Crunch†¦. Some of our products have broken records: 3,000 cups of Nescafe are consumed every second. and KitKat merited an entry in the Guinness Book of World Records as the world’s best-selling chocolate bar with 418 KitKat fingers eaten every second around the world! Nestle management provided their employees functionally with good environment, they also influences their employees various facilities like Healthy Salaries, increments. We are acquired more experience to research and analysis this report, that help us future job performance. We create this by Microsoft office 2007. Finally, we thanked those people who are help through valuable information of as. Also thanks our honorable Teacher Afrins farid for her guideline 2. 1Background of the Report: Management is a phenomenon. It is a very popular and widely used term. All organization are involved in management because it helps and directs the various efforts towards a definite purpose. We are student of BBA program, our principal of management Afrins Farid Assigned as to prepare a report on ’Management in Nestle International Ltd’’. We have made a survey for required information in Nestle official site in net. We have selected our topics as ’Management in Nestle International Ltd’’. We have prepared our report on December 07, 2012 which will be submitted by December 12, 2012. . 1. 2Objective: The report aims to provide information on suggest more valuable information a report on ‘Management on Nestle International Ltd’. The objective of Nestle is to gain more market share and become the global market leader in the Food and Nutrition industry. The company has to experience a hardship in order to sustain that position especially to stay ahead of Cadbur y. It is because that Cadbury is being acquired by Kraft food which is the world leader in the chocolate business. Nestle’s business objective, and that of management and employees at all levels, is to manufacture and market the Company’s products in such a way as to create value that can be sustained over the long term for shareholders, employees, consumers, business partners and the large number of national economies in which Nestle operates; 1. 2 Management. Objectives: The report aims to provide 3Primary employee motivated effected by the Nestle International Ltd though information on suggest more valuable information to how the 1. 2. 1Scope of the study: There is a certain boundary to cover this report. Our particular report only covers on how the ‘Management on Nestle International Ltd’. we mainly focus five function of business ; managerial skills. 1. 2. 2. Limitation of the study: We are lucky enough to get change to prepare a report on ‘Management on Nestle International Ltd’. We tried heart ; soul to purpose a well-informed a report. But unfortunates we faced some difficulties’ when preparing this report. We tried to overcome the difficulties. In spite of trying our level best some difficulties that hamper our schedule report work. The employee of regional office of Bangladesh was too busy of their work. For this, they did not sufficient time to fulfill our queries and some of them neglected us to support. 1. 2. 3. Difficulty in collecting data: Many employers of the organization were not well known about all information that we asked them. Many of them also hesitated to answer the questions. These things humped the information collection. 1. INTRODUCTION Nestle with headquarters in Vevey, Switzerland was founded in 1866 by Henri Nestle and is today the world’s leading nutrition, health and wellness  Company. Sales for 2007 were CHF 107. 6 ban, with a net profit of CHF  10. 6 bn. We employ around 276  050 people and have factories or operations in almost every country in the world. The Company’s strategy is guided by several fundamental principles. Nestle’s existing products grow through innovation and renovation while maintaining a balance in geographic activities and product lines. Long-term potential is never sacrificed for short-term performance. The Company’s priority is to bring the best and most relevant products to people, wherever they are, whatever their needs, throughout their lives. The Nestle Addresses navigation at the top of this page will give you access to Nestle offices and websites around the world. We demonstrate through our way of doing business in all the countries where we are present a deep understanding of the local nature of nutrition, health and wellness; we know that there is no one single product for everyone – our products are tailored to suit tastes and habits wherever you are. You read "Nestle Group" in category "Papers" 1. 1Nestle at a glance: Nestle S. A. Industry Food processing Founded Anglo-Swiss Condensed Milk Company (1866) Ferine Lactee Henri Nestle (1867) Nestle and Anglo-Swiss Condensed Milk Company (1905) Founder(s) Henri Nestle, Charles Page, George Page * Henri Nestle endowed his company with the symbol derived from his name. His family coat of arms, the nest with a mother bird * protecting her young, became the Company’s logo and a symbol of the Company’s care * and attitude to life-long nutrition. The Nestle nest represents the nourishment, security and sense of family that are so essential to life. * Headquarters Vevey, Switzerland * Area served Worldwide * Key people Peter Brabeck-Letmathe (Chairman) Paul Bulcke (CEO) * Products Baby food, coffee, dairy products, breakfast cereals, confectionery, bottled water, ice cream, pet foods) * Revenue CHF 83. 64  billion (2011) * Operating income CHF 12. 53  billion (2011) * Profit CHF 9. 487  billion (2011) * Total assets CHF 114. 09  billion (2011) * Total equity CHF 58. 27  billion (2011) * Employees 328,000 (2012) * Website www. nestle. com 1. 1. 2 KEY DATES 1866|   | Foundation of Anglo-Swiss Condensed Milk Co. | 1867|   | Henry Nestle’s Infant cereal developed| 1905|   | Nestle and Anglo Swiss Condensed Milk Co. new name after merger)| 1929|   | Merger with Peter, Cailler, Kohler Chocolats Suisses S. A. | 1934|   | Launch of Milo| 1938|   | Launch of Nescafe| 1947|   | Nestle Alimentana S. A. (New name after merger with Maggi)| 1948|   | Launch of Nestea and Nesquik| 1969|   | Vittel (initially equity interest only)| 1971|   | Merger with Ursina-Franck| 1973|   | Stouffer (with Lean Cuisine)| 1 974|   | L’Oreal (associate)| 1977|   | Nestle S. A. (new company name)| |   | Alcon (2002: partial IPO)| | | | 1981|   | Galderma (joint venture with L’Oreal)| 1985|   | Carnation (with Coffee Mate and Friskies)| 986|   | Creation of Nestle Nespresso S. A. | 1988|   | Buitoni-Perugina, Rowntree (with Kit Kat)| 1990|   | Cereal Partners Worldwide (joint venture with General Mills)| 1991|   | Beverage Partners Worldwide (joint venture with Coca-Cola)| 1992|   | Perrier (with Poland Spring)| 1993|   | Creation of Nestle Sources Internationals (2002: Nestle Waters)| 1997|   | Creation of Nutrition Strategic Business Division (2006: Nestle Nutrition)| 1998|   | San Pellegrino and Spillers Pet foods| |   | Launch of Nestle Pure Life | 2000|   | Power Bar| 2001|   | Ralston Purina| 2002|   | Scholler and Chef America|   | Dairy Partners Americas (joint venture with Fonterra)|   |   | Laboratories inneov (joint venture with L’Ore al)| 2003|   | Move pick and Dreyer’s| 2005|   | Wagner, Proteika and Musashi| 2006|   | Acquisition of Uncle Toby’s and Jenny Craig. Creation of Foodservices Strategic Business Division|   |   | Lactalis Nestle Produits Frais (associate)| |   | Jenny Craig, Uncle Toby’s and Delta Ice Cream| 2007|   | Acquisition of Novartis Medical Nutrition, Gerber and Henniez. |   |   | Re-launch of Foodservices as Nestle Professional. |   |   | Partnership with luxury chocolate maker Pierre Marcolini. 1. 1. 3 Vision Beyond sound nutrition, the future of foods will increasingly be driven by science. Nestle scientists are looking ahead to the foods of the future. Nestle  RD  is translating nutrition and food science in two ways: * From consumer needs into research priorities * From emerging science into consumer benefits, and services. The vision of Nestle  RD  is long term. 1. 1. 4 Mission At Nestle, we believe that research can help us to make b etter food, so that people live better life. Good food is the primary source of good health, so we are trying to make good food. To provide fresh and pure products to the customers, we introduced (SHE) Safety, Health and environment policy to protect health of our employs and keep clean our surrounding environment. 3. Senior Management: The executive board, a distinct entity from the board of directors, includes: * Peter Brabeck-Letmathe, Chairman of the Board of Directors, Nestle S. A. * Paul Buckle, Chief Executive Officer, Nestle S. A. * Werner Bauer, Executive Vice President, Nestle S. A. , Chief Technology Officer, Head of Innovation, Technology, Research Development * Friz van Dijk, Executive Vice President, Nestle S. A. Asia, Oceania, Africa, Middle East * Chris Johnson, Executive Vice President, Nestle S. A. United States of America, Canada, Latin America, Caribbean * Jose Lopez, Executive Vice President, Nestle S. A. Operations, GLOBE * John J. Harris, Executive Vice President, Nestle S. A. Chairman CEO of Nestle Waters * Nandu Nandkishore, Executive Vice President, Nestle S. A. CEO of Nestle Nutrition * James Singh, Executive Vice President, Nestle S. A. Finance and Control, Legal, IP, Tax, Global Nestle Business Services * Laurent Freixe, Executive Vice President, Nestle S. A. Europe * Petraea Heynike, Executive Vice President, Nestle S. A. Strategic Business Units, Marketing, Sales and Nespresso * Marc Caira, Deputy Executive Vice President, Nestle S. A. Head of Nestle Professional Strategic Business Division * Jean-Marc Duvoisin, Deputy Executive Vice President Nestle S. A. Head of Human Resources and Centre Administration * David P. Frick, Senior Vice President and ex officio Member of the Executive Board Brazil headquarters in Brooklin Novo, Sao Paulo According to a 2006 global survey of online consumers by the Reputation Institute, Nestle has a reputation score of 70. 4 on a scale of 1–100. . 1. Management of Nestle Management of Nestle believes in an open door policy and highly discourages bureaucracy in the operational process. The Organization offers an international and multicultural working climate which is conducive to creativity, innovation and the development of personality, and which gives new employees responsibility at an early stage of their career, and opportunities of fast development of high performers. Nestle is a human company where people are the most important asset and where they can develop their personality and skills to their own and their families’ satisfaction. Nestle offers a competitive compensation package and social benefits in line with Nestle’s commitment to high standards. In addition, the organization offers progressive development through on-going training throughout your career. Training possibilities are available to all staff. Nestle recently introduced e-learning in Bangladesh, a web-based programmed for self development. When joining Nestle, your training is not over – it is only just the beginning Management is defined as the process of setting and achieving goals through the execution of 5 basic management functions that utilize human, financial and material resources. Efficiently means using resources optimally / best possible use * Effectively means getting the things done/making right decision and implementation 4. PLANNING Planning of Nestle: Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over the next five years, etc. ) and generating plans for action. * Dec ision Making and the Planning Process Strategic goals Strategic plans Tactical goals Operational goals Operational plans The organization’s mission The Environmental Context †¢ Purpose †¢ Premises †¢ Values †¢ Directions Tactical plans Kinds of organization plan * Strategic Plans * A general plan outlining resource allocation, priorities, and action steps to achieve strategic goals. The plans are set by and for top management. * Tactical Plans * A plan aimed at achieving the tactical goals set by and for middle management. * Operational Plans * Plans that have a short-term focus. These plans are set by and for lower-level managers. 4. 1. 1 Time frame for planning * The Time Dimension of Planning * Is based on the principle of commitment. Planning must provide sufficient time to fulfill the managerial commitments involved. Long-range Plans * Cover present and future strategic issues; normally extend beyond five years in the future. * Intermediate Plans * Usually cover from 1 to 5 years and parallel tactical plans. * Are the principal focuses of organizational planning efforts. * Short-range Plans * Have a time frame of one year or less. * include action plans and reaction (contingency) plan 4. 1. 2Planning Staff * P lanning staff personnel gather information, coordinate planning activities, and take a broader view than individual managers. * Planning Task Force * Created when the organization wants special circumstance addressed. * Board of Directors * Establishes corporate mission and strategy. May engage in strategic planning * Chief Executive Officer * Usually serves as president or chair of the board of directors. Has a major role in the planning process and implements the strategy 4. 1. 3. B arrier to goal setting and planning: 4. 1. 4Policies and strategies in the planning process * They give mid and lower-level managers a good idea of the future plans for each department in an organization. * A framework is created whereby plans and decisions are made. Mid and lower-level management may add their own plans to the business’s strategies.. Organizing: (Implementation)pattern of relationships among workers, making optimum use of the resources required to enable the successful carrying out of plans. Nestle has a Board of Directors, led by our Chairman Peter Brabeck-Letmathe, who was the former Nestle CEO. There are 14 members of the Board of Directors. Full details of each member and the committees that they operate within can be found in our Board of Directors section. The day to day management of the Nestle business is taken care of by our Executive Board members. The 13 designated Board Members manage diverse parts of the global business and a full curriculum vital of each member can be found in the Executive Board section. In addition to how our managers carry out their work as leaders, Nestle pragmatically implements The following organizational principles: †¢ Being as decentralized as possible to optimally respond to the needs of consumers, within the framework defined by our fundamental policies, strategic directions and operational efficiencies †¢ Ensuring collaboration of all Nestle businesses and compliance with Nestle principles, policies And standards (Nestle in the Market approach) Building and maintaining a structure which assures operational speed, with a strong focus on results and removing unnecessary obstacles. †¢ Establishing flat and flexible organizations with minimal levels of management and broad spans of control, which also enable people development. †¢ Setting a shared vision and common goals to lever age the strength of people and organizational alignment. †¢ Defining clear levels of responsibility. Teamwork does not affect the manager’s duty towards his/her people and business results . A team must always have a leader who assumes full responsibility 4. 2. 1. A Mutual commitment: Living up to the Nestle Management and Leadership Principles is a commitment and a responsibility for everyone in our Company. To be effective, engaging and inspiring, all Nestle people must â€Å"walk the talk† and lead by example in their daily work; in this context, actions speak louder than words. Therefore, at Nestle, in addition to professional skills – and regardless of origin, nationality, religion, race, gender, sexual orientation and age – the capacity and willingness to live up to these principles are the key criteria’s for progressing within the organization 5. Staffing: Job analysis, recruitment and hiring for appropriate jobs. Staffing involves: -Manpower planning -Recruitment selection ; placement -training ; development 5. 1. Training: Process of altering employee behavior ; attitudes in a way that increases the probability of goal attainment * The most common topics covered in cultural training include: Social| history | Politics| Business| customs| Economics| | | | | Training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational  settings. It has been known by several names, including  employee development,  human resource development, and  learning and development. Major types of cross-cultural training programs Environmental Briefings Cultural Orientation Language Training Cultural Assimilators Sensitivity Training Field Experience Orientation ; Training Programs at Nestle Formal Orientation Local Training International Training Literacy Training Nestle Apprenticeship Program International Training Nestle’s success in growing local companies in each country has been highly influenced by the functioning of its international Training Centre, Switzerland. International Training: Classes are carefully composed to include people with a range of geographic and functional backgrounds. Typically a class contains 15–20 nationalities. The Centre delivers some 70 courses. Attended by about 1700 managers each year from over 80 countries. Only 25% of the teaching is done by outside professionals, as the primary faculty is the Nestle senior management. Its providing services for over 30 years. Managers from around the world to learn from senior Nestle managers and from each other. Country managers decide who attends which course. The programs can be broadly divided into two groups: 1. Management courses 2. Executive courses Training and trainer around the world: Local 1. DMBP: Distribution Management Best Practice. Trainer: Anirban Basu, Nestle India. 2. FMBP: Field Management Best Practice. Trainer: Ziaul Hafiz, Nestle Bangladesh. 3. DMBP plus: Distribution Management Best Practice. Trainer: Anirban Basu, Nestle India. Managing Partner: Good to Better. Trainer: Anirban Basu, Nestle India. International 1. SDS: SAR (South Asian Region) Distributor Solution (Distribution Management System), Chennai, India, 2009. 5. 2Findings ; Recommendation Nestle said that from the factory floor to the top management, training at Nestle is continuous. And because it is mainly given by Nestle people, it is always relevant to your professional life. Approach is unique in many ways: * It reflects the company’s decentralized nature. Whichever country you are working in, you will be given the knowledge and tools you need to respond to local needs * It encourages you to broaden your horizons, by working with people from many different countries and cultures in the course of your career For international assignment Preliminary Visits Preliminary trip of host country Accept or reject the assignment based on experience Language Training Host country language skills and adjustment: improves expatriate’s effectiveness and negotiating ability, info of host country, social support * Role of English language Knowledge of corporate language: a common company language –English Practical Assistance Adaptation to new environment, assist in relocation 6. Leading/directing: Determining what needs to be done in a situation and getting people to do it. Nestle managers at all levels are more with leading and inspiring people to add value to the Company and society rather than with exercising formal authority. This ca lls for a high personal commitment of each employee and a common mindset geared towards results. In an increasingly dynamic world, leaders face Significant challenges and opportunities. These stem from shifts to new social patterns and unprecedented worldwide competition. Achieving ongoing success requires that each Nestle leader understands the context and capitalizes on it, as described in the following principles: Lead to win †¢ Has built credibility as a result of coherent action, leadership and achievement. †¢ Is able to think from different perspectives and to create a climate of innovation. This implies openness to risk and the possibility of making mistakes, but also the willingness to correct and learn from them. †¢ Believes in the importance of alignment and management of expectations. Has broad interests, a good general Education, responsible behavior as well as a balanced lifestyle. Manage for results †¢ Embraces personal commitment and courage in execution. This includes the capacity and the willingness to take initiatives and risks while maintaining composure under pressure. †¢ Values proactive cooperation in order to create sy nergies at local, regional and global levels. †¢ Embraces change and is able to implement it and manage its consequences. †¢ Believes in achieving business objectives rooted in compliance and sustainable practices. Grow talent and teams Has a passion for building and sustaining an environment where people have a sense of personal commitment to their work and give their best to promote our Company’s success. †¢ Cares for and develops the leaders of tomorrow through addressing all areas that Allow them to progress in their work and to expand their capabilities. †¢ Understands the importance of continuous learning and improvement, as well as sharing knowledge and ideas freely with others. †¢ Is committed to giving and receiving honest, accurate and timely feedback, including performance evaluation, in a climate of mutual respect . Believes in the importance of building diverse teams, and promotes the advantages of gender balance. Compete and connect exte rnally †¢ Constantly looks for ways to satisfy our consumers and customers while attracting new ones in unique and compelling ways. †¢ Displays curiosity and open-mindedness as well as a high level of interest in other cultures and lifestyles. †¢ Believes in openness and dialogue with outside stakeholders about future trends in society, technology, consumer habits, and business opportunities. Understands the external impact of our operations and, as a result, proactively seeks to engage and partner with the community, authorities, shareholders and other stakeholders. Strategic leadership To force the businesses to become more efficent To crete a regional manufacturing network To integrate the company ‘s business on a global scale 7. Controlling/monitoring: * Types of Controls 1. Areas of Control 1. Physical resources—inventory management, quality control, and equipment control. 2. Human resources—selection and placement, training and development, p erformance appraisal, and compensation. . Information resources—sales and marketing forecasts, environmental analysis, public relations, production scheduling, and economic forecasting. 4. Financial resources—managing capital funds and cash flow, collection and payment of debts. Strategic control Structural control Operations control Financial control * The Purpose of Control 2. Control is one of the four basic management functions. The control function, in turn, has four basic purposes. Adapt to environmental change Limit the accumulation of error Control helps the organization Cope with organizational complexity Minimize costs Steps of controlling process: Establish standards Measure performance Compare performance against standards Maintain the status quo Correct the deviation Change standards Determine need for corrective action 2 1 4 3 Checking progress against plans. 1. The regulation of organizational activities so that some targeted element of performance remains within acceptable limits. 2. Provides organizations with indications of how well they are performing in relation to their goals. 3. Control provides a mechanism for adjusting performance to keep organizations moving in the right direction. Basic roles Category Role Example Interpersonal Figure head Leader Liaison Representing the org. Motivating employees Coordinating activities Informational Monitor Disseminator Spokesperson Scanning industry reports Sending memos Making speech Decisional Entrepreneur Disturbance handler Resource allocator Negotiator Developing new ideas Resolving conflict Examining budgets Pursuing agreements * Interpersonal: roles that involve coordination and interaction with employees. * Informational: roles that involve handling, sharing, and analyzing information. * Decisional: roles that require decision-making. 8. Management skills: * Political: used to build a power base and establish connections. * Conceptual: used to analyze complex situations. A conceptual skill is the ability to imagine the integration and coordination of the parts of an organization – all its processes and systems. A manager needs conceptual skills to see how factors are interrelated, to understand the impact of any action on the other aspects of the organization and to plan long range. * Interpersonal: used to communicate, motivate, mentor and delegate. * Diagnostic: ability to visualize most appropriate response to a situation. Technical: Expertise in one’s particular functional area. Technical skills are the knowledge of and ability to use the processes, practices, techniques or tools of a specialty responsibility area. E. g. accountants, engineers, salespersons, etc. Implementation of policies and strategies * All policies and strategies must be discussed with all managerial personnel and staff. * Manag ers must understand where and how they can implement their policies and strategies. * A plan of action must be devised for each department. * Policies and strategies must be reviewed regularly. Contingency plans must be devised in case the environment changes. * Assessments of progress ought to be carried out regularly by top-level managers. * A good environment and team spirit is required within the business. * The missions, objectives, strengths and weaknesses of each department must be analyzed to determine their roles in achieving the business’s mission. * The forecasting method develops a reliable picture of the business’s future environment. * A planning unit must be created to ensure that all plans are consistent and that policies and strategies are aimed at achieving the same mission and objectives. . Levels of management Most organizations have three management levels: first-level, middle-level, and top-level managers. [These managers are classified in a hiera rchy of authority, and perform different tasks. In many organizations, the number of managers in every level resembles a pyramid. Each level is explained below in specifications of their different responsibilities and likely job titles. 9. 1. Top-level managers Consists of board of directors, president, vice-president, CEOs, etc. They are responsible for controlling and overseeing the entire organization. They develop goals, strategic plans, company policies, and make decisions on the direction of the business. In addition, top-level managers play a significant role in the mobilization of outside resources and are accountable to the shareholders and general public. According to Lawrence S. Kleiman, the following skills are needed at the top managerial level * Broadened understanding of how: competition, world economies, politics, and social trends effect organizational effectiveness. The role of the top management can be summarized as follows – * Top management lays down the objectives and broad policies of the enterprise. It issues necessary instructions for preparation of department budgets, procedures, schedules etc. * It prepares strategic plans ; policies for the enterprise. * It appoints the executive for middle level i. e. departmental managers. * It controls ; coordinates the activities of all the departments. * It is also responsible for maintaining a contact with the outside world. * It provides guidance and direction. * The top management is also responsible towards the shareholders for the performance of the enterprise. 9. 1. 1Middle-level managers Consist of general managers, branch managers and department managers. They are accountable to the top management for their department’s function. They devote more time to organizational and directional functions. Their roles can be emphasized as executing organizational plans in conformance with the company’s policies and the objectives of the top management, they define and discuss information and policies from top management to lower management, and most importantly they inspire and provide guidance to lower level managers towards better performance. Some of their functions are as follows: * Designing and implementing effective group and intergroup work and information systems. Defining and monitoring group-level performance indicators. * Diagnosing and resolving problems within and among work groups. * Designing and implementing reward systems supporting cooperative behavior. 9. 1. 2. First-level managers Consist of supervisors, section leads, foremen, etc. They focus on controlling and directing. They usually have the responsibility o f assigning employees tasks, guiding and supervising employees on day-to-day activities, ensuring quality and quantity production, making recommendations, suggestions, and up channeling employee problems, etc. First-level managers are role models for employees that provide: * Basic supervision. * Motivation. * Career planning. * Performance feedback. Factors that influence a manager to fit in one of the style: * The task that is being undertaken * The traditions of the organization * The type of Labor Force * The size of the group * The personality of the Leader * Personalities * Time 10. The Nestle factories are operating in the region of: 1. Africa 2. America 3. Asia 4. Europe 5. Oceania Being a company dedicated to food from the beginning, Nestle remains ensitive to culinary and eating habits, and responds to specific nutritional problems, whilst also setting and matching new trends such as growing out-of-home consumption and caring about the wellbeing of its consumers. * Zone Asia, Oceania and Africa ; 6. 6% organic growth, strong performance in most emerging markets ; Japan continued to suffer deflation but achieved positive RIG, With good performances in Soluble coffee and Chocolate ; China slow due to product exchange in Dairy, but on improving trend ; South Asia, Africa and Middle East amongst the highlights 0. 1Nestle Focus in Bangladesh Nestle is the world’s leading Nutrition, Health and Wellness Company. In Bangladesh we have Maggi noodles and soups, breakfast cereal, Nescafe, coffee mate, baby food, milk and a seasoning. However, worldwide we have more than 10000 products in different variants. As of today, we employ over 276,000 people across more than 500 state-of-the-art facilities around the world. But it was never our ambition to be the biggest at what we do – it was our ambition to be the best. That sums up what we mean by Nestle Focus. It means we also appreciate that size and success are nothing without the finer details – such as genuine care for our consumers, a commitment to our people and a wider sense of responsibility towards our customers, suppliers and our communities. When you work for us, you’ll see the difference that makes at every stage. It will mean becoming part of an organization which can offer you subsidiary of Nestle S. A. whatever you want from your career. Nestle Bangladesh Limited started its first commercial production in Bangladesh in 1994. In 1998. Nestle S. A. ook over the remaining 40% share from our local partner when Nestle Bangladesh became a fully owned Nestle Bangladesh’s vision is to be recognized as the most successful food and drink Company in Bangladesh, generating sustainable, profitable growth and continuously improving results to the benefit of shareholders and employees. Our factory is situated at Sripur, 55 km north of Dhaka, the factory produces instan t noodles, cereals and repacks milks, soups, beverages and infant nutrition products. Today Nestle Bangladesh Ltd. is a strongly positioned organization. The Company will continue to grow through our policy of constant innovation and renovation, concentrating on our core competencies and our commitment to high quality, with the aim of providing the best quality food to the people of Bangladesh. In Bangladesh, Nestle started its operation in 1994 and its factory is situated in Sreepur, Gazipur. Nestle Bangladesh directly employs more than 650 people and more than 1000 people are employed by suppliers and distributors in connection to Nestle. Our products in Bangladesh are Nido, Nescafe, Maggi noodles and soup, breakfast Cereals, Coffee-Mate, Nestea, Nesfruta ,Nesfrappe and many more. Nestle is present around the globe, on all continents, with around 230,000 people working in more in an 84 countries with 466 factories and with sales representatives in at least another 70 countries. Nestle is the world’s largest food group, not only in terms of its sales but also in terms of its product range and its geographical presence. Nestle covers nearly every field of nutrition: infant formula, milk products, chocolate and confectionery, instant coffee, ice-cream, culinary products, frozen ready-made meals, mineral water etc. Nestle is a focused company, with more than 94 percent of the sales coming from the food and beverage sector. Did you know 3,000 cups of Nescafe are consumed every second? KitKat merited an entry in the Guinness Book of World Records as the world’s best-selling chocolate bar with 418 KitKat fingers eaten every second around the world! 10. 2 Selected awards, certifications and rankings * In May 2006, Nestle’s executive board decided to adapt the existing Nestle management systems to full conformity with the international standards ISO 14001 (Environmental Management Systems) and OHSAS 18001 (Occupational Health and Safety Management Systems), and to certify all Nestle factories against these standards by 2010. In the meanwhile a lot of the Nestle factories have obtained these certifications. For instance, Nestle’s three factories in Japan (Himeji factory: Hyogo Prefecture, Shimada factory: Shizuoka Prefecture and Kasumigaura factory: Ibaraki Prefecture) have each obtained ISO standard certifications: ISO14001, ISO 22000 (Food Safety Management Systems) and OHSAS 18001 as of the end of December, 2008. * In 2009, Nestle Waters earned a sixth LEED certification. The certification was given by the U. S. Green Building Council’s Leadership in Energy and Environmental Design which the company become its first recipient. It highlights the environmentally conscious elements of the facility which enables them to receive the certification. * Nestle Purina received in 2010 the Malcolm Balding National Quality Award for their excellence in the areas of leadership, customer and market focus, strategic planning, process management, measurement, analysis and knowledge management, workforce focus and results * In September 2011, Nestle occupied 19th position in the Universal’s global ranking of Best Employers Worldwide. According to a survey by Universal Communications Nestle was in 2011 the best employer to work for in Switzerland. Based on independent research by the Corporate Research Foundation Institute, Nestle (South Africa) has been certified in 2011 as a Best Employer in South Africa. * Nestle USA has been recognized by Business Week magazine as one of the â€Å"Best Places to Launch a Career. † Business Week ranked Nestle USA #25 on their annual list of the best companies for new colleg e graduates to launch their careers. * For the twelfth consecutive year, Fortune Magazine included in 2011 Nestle in their list of The 10 Most Admired Companies in the World. Nestle won in 2011 the Stockholm Industry Water Award for its leadership and performance to improve water management in its internal operations and throughout its supply chain. * The International Union of Food Science and Technology (IUFoST) honored Nestle in 2010 with the Global Food Industry Award. * In May 2011, Nestle won the 27th World Environment Center (WEC) Gold Medal award for its commitment to environmental sustainability. * In 2011, Nestle Malaysia won an award of the Association of Chartered Certified Accountants for their Sustainability Reporting. On 19 April 2012, The Great Place to Work ® Institute Canada mentioned Nestle Canada Inc. as one of the ’50 Best Large and Multinational Workplaces’ in Canada (with more than 1,000 employees working in Canada and/or worldwide). * In April 2012, Nestle obtained an A+ rating from the Global Reporting Initiative (GRI) for their global annual report on Creating Shared Value. To reach A+ the company provided new data in their annual report on a number of criteria such as human rights, diversity and gender, climate change, biodiversity and corruption. Nestle was the first food and Beverage Company to achieve an A+ rating from the GRI for a global sustainability report. * On 21 May 2012, Gartner published their annual Supply Chain Top 25, a list with global supply chain leaders. Nestle ranks 18th in the list. Address: Nestle Bangladesh Ltd. Address: Gulshan Tower, Plot # 31, Road # 53, Gulshan North C/A City:Dhaka Location:Gulshan Phone:+880-2-9882759 Ext-255 Category: Milk Products Produce: For tetra Ltd 9, Prince Street P. O. Box-92032 Oakland, Newlands Nestle consumer service Post box no-11037, Uttra,Dhaka Care line number: 01730637853 0800217777 e-mail:concumer. service@bd. nestle. com How to cite Nestle Group, Papers

Accounting Information System for Systems Development Life Cycle

Question: Discuss about theAccounting Information Systemfor Systems Development Life Cycle. Answer: Introduction The SDLC (Systems Development Life Cycle), also referred as application development life cycle, is a term employed in the information systems, systems engineering, and software engineering to narrate a procedure for creating, planning, deploying, and testing an information system. It implies a series of steps that are usable in the development of an application, whether hardware or software or both. The goal behind this is to finish the transformation to a fresh application and disregard the traditional system. In other words, the traditional methods are not very effective and hence, a variation is highly required. Such a variation can be very effective in producing the desired outcomes but it must complete within an appropriate duration in order to obtain such desired outcomes (Alwan, 2016). Factors that Contribute to Failed System of Payroll The Healthcare industry comprises of several people, procedures, and other services offered by the pharmacies, hospitals, and diagnosis centers etc. Due to such reasons, Healthcare industries are significantly different in comparison to other industries notwithstanding the fact that whether it is a private or public sector. Furthermore, it not only relies on the nature of the industry but size and concentration of industries are also the reason behind the differences. The fact that a healthcare industry comprises of huge procedures and activities, the comparison with other industries becomes very simple. In the Southern Hemisphere, the project disintegration of the Queensland Health Implementation was one of the most expensive. It costed approximately AU$1.25 billion due to such disintegration. The key reason behind this failure is attributable to several factors. Besides, the major stakeholders associated with the project involved CorpTech, IBM, and Queensland Health. The first factor was the selection of IBM as the major contractor of the project. An agreement that information regarding the project to be disposable to every project bidders on an equal basis, was for some uncertain reasons, not efficiently obeyed. The Director of the project passed on few extra details to IBM, thereby assisting it to obtain a competitive advantage over other stakeholders and hence, receiving the allotment of project. The passing on of extra information was clearly immoral in nature because it violates the policies established by the government. For an effective implementation of a project, the roles and responsibilities of the associated team must be clear so that it does not result in an effective operation (Sheilds, 2005). However, it is notable that even though the project initiated, the responsibilities and roles were understandable. The healthcare industry serves people in a variety of ways ranging from their safety to their well-being. Moreover, it purposes to appropriately look after the people and offer hospitality (Coker, 2014). These necessities are not adequately complied by the implementation of system development life cycle. The complications involved within the project can be attributable to factors like complication of system, complication of the industry, and complication of client-consultant connections. Besides, as there are varied systems, they pursue their own characteristics and hence, such complications arise as a result (Mehdi, 2006). Defects and Risks Queensland adopted the arrangement utilized by the Department of Justice in relation to SAP HR and based on this the target goals were set. When IBM got the project allotment, further planning in the October 2008 depicted an underrating of the complications and hence led towards excess time consumption and increment in expenses. In short, from the beginning stage, the necessary requirements of the business did not match up to the expectations and hence created a negative effect. The risk associated with the implementation of Payroll software in Queensland was devastating because trials were not appropriate and proper testing in bigger government agencies with more complications were also missing. As a result, various problems occurred because testing on a very small scale held. Moreover, it is notable that the pilot program is necessary to operate on a massive scale. However, this requirement failed in the case of Queensland, thereby generating huge risks (Peter et. al, 2013). After the first test, inconsistencies of worth AU$1.2 million arose and the second test that followed also resulted in an inconsistency of worth AU$30000. Even though these inconsistencies prevailed, Queensland neglected these and decided to Go Live without the full completion of other test modules. In relation to Go Live, it is further notable that several of the employees did not receive their entire payment or received inadequate payments. As the structure of wages and number of employees varied, utilization of WorkBrain could have assisted in the simplification of interface between a fresh system of Payroll and SAP but Queensland failed to adopt such measures. These were only the technical complications faced by Queensland. Apart from these, many other factors created further complications. Firstly, an industrial strike that led towards the resignation of several employees because of extreme chaos within the project activities. Secondly, the layoff by Queensland of a significant number of employees resulted in various issues and played a role in the facilitation of industrial strike (KPMG, 2012). Classification of Factors As mentioned-above, various factors create complications even in the beginning stages. Therefore, the classification of these is as follows: The matter of selection of IBM as the major contractor falls in the classification of preliminary analysis where descriptions of the requirements of an organization are available and analysis and classification of the suggested alternative answers are did through a cost benefit analysis. Prejudices in the process of tendering are also a key complication (KPMG, 2012). The definition of Requirements must be in such a way that information of difficulties and opportunities of adopting companies and operative areas are crucial not only for the assurance of system performance but also for briefing the implementation scope. There has to prevail an appropriate documentation of the necessary requirements that Queensland failed to adopt, thereby facing failures (Chugh Gandhi, 2013). Since each project is rare, it must be understandable from their particular viewpoints. Furthermore, each of these viewpoints has their own advantages and disadvantages and therefore, a logical or proper functioning must prevail. Utilization of arrangements of one project over the other creates a failure in phase two that is definition of Requirements and System Analysis. The consistent sequence of steps that one must follow in this phase consists of inspection of already existing systems, collection of facts and evaluation of the suggested system. Over-crossing of the proposed budget and over schedule are also few examples of massive failures in the planning processes (Weistroffer et. al, 2010). In relation to this, the strategy adopted by the Department of Public Housing is not so complicated when compared to the ones adopted by Queensland. This is because the pay structures in the strategy of Department of Public Housing are very flexible and simple. Furthermore, the strategy adop ted by Queensland included 24000 kinds of combinations of the pay structures that indicates complication in the wage structures, thereby resulting into devastating results. The prevalence of infinite awards also played a role in creation of various complexities and therefore, it is impossible to determine (KPMG, 2012). The Testing and integration stages are not complete because testing of the overtime and casual claims are incomplete for the appropriate requirements definition. As a result, the existence of bugs, errors, and other inefficacies are unable to eliminate (Siraj et. al 2011). The allotment of project to IBM is attributable to the key configuration of WorkBrain but even the actual implementation of this configuration was missing and as a result, a significant failure generated. The main responsibility of the WorkBrain was to deport and process timesheets from the requirements of SAP into requirements of a format acceptable by the financial institutions. Moreover, as WorkBrain did not employ complications like system maintenance, testing, up gradation etc, it resulted in an enhancement of data quality (KPMG, 2012). The absence of such an effective system in Queensland created infinite difficulties. Despite huge inefficacies in the Go Live payments, abandoning of the systems did not occur. This clearly signifies that the systems of installation, acceptance, and movement were also a major failure and in a very topsy-turvy situation. The exertion of pressure upon Go Live eliminated the likelihoods of a collateral testing procedure. Although the categorization of the complications or flaws was initially at four, yet there was a reclassification because of the variation in the requirements and these flaws were not fixable due to the decision of Go Live that resulted in a messy situation. Therefore, it is observable that various complications existed because of faulty planning, poor management, and improper understanding of complications. Recommendations Although overruns of expenses and time are representative in the healthcare industries, insufficiencies in the processing of orientation and complications resulted in the failure of the Payroll system of Queensland, thereby becoming the worst illustration in relation to the same. The requirements of an effective methodology of the projects are highly in need so that the complications are easily avoidable (Dezdar Ainin, 2011). Until the year June 2009, proper structures of governance were missing and as a result, the roles and responsibilities of each of the team were unknown. In order to achieve efficient and smooth outcomes, compliance of SDLC (Systems Development Life Cycle) is very necessary (Rud, 2009). Organizations must be eloquent enough to employ an accurate measure of implementation, conduct a significant level of testing prior to the reaching of Go Lives decision, employ a perfect methodology of project management, and regularly communicate with each of the groups of stake holders for better outcomes (Chugh Gandhi, 2013). In relation to this, it is notable that communication is very crucial because attaining of project governance is possible if and only if there is proper communication level between consultant, client, and vendors. When information is provided in a transparent manner it leads to better projection of the information and helps in attaining better position. Furthermore, the absence of appropriate documentation strategy also results in operative issues and acceptance issues that pave ways for complications to enhance (KPMG, 2012). In relation to healthcare industries, it must be observable that every patient is special and unforeseeable and therefore, approximately more than half of the healthcare organizations have boycotted the IS systems in their organization as it leads towards complete failures. But, it is notable that maximum proportion of such failures are attributable to the absence of appropriate management measures, weak project management, ineffective communication betwixt the group of shareholders and other technical flaws like absence of proper requirements definition and weak testing of systems (Olsen, 2012). Queensland accommodated all of these flaws and therefore suffered massive difficulties. Moreover, the system of WorkBrain would have been more appropriate. Conclusion From the above-mentioned discussion, the relevance of planning, collateral testing, and communication policies are clearly understandable. In addition, lessons regarding implementation, Go Live, and testing of the project is also very important. Besides, a proper methodology must be in place so that complications are avoidable (Kimball, 2008). Furthermore, because of the requirements of numerous ranking and numerous sub-projects, a massive problem faced by Queensland in relation to inappropriate implementation of payroll project. Recognition of prime areas of reform and addition of numerous layers of governance policy took place. Hence, apart from economical and technical flaws, the failure of this project also connects with the entire nation and industry. References Alwan, M. (2016). What is System Development Life Cycle? Accessed September 22, 2016 from https://airbrake.io/blog/insight/what-is-system-development-life-cycle Chugh, R Gandhi, S. (2013). Why Business Intelligence? Significance of Business Intelligence tools and integrating BI governance with corporate governance. International Journal of E-Entrepreneurship and Innovation, 4(2), 1-14. Coker, F. (2014).Pulse: Understanding the Vital Signs of Your Business. Ambient Light Publishing, 4(3), 4142. Dezdar, S., Ainin, S. (2011). The Influence of Organizational Factors on Successful ERP Implementation. Management Decisions 49(6), 911-926 Kannampallil, T.G., Schauer, G.F., Cohen, T., Patel, V.L. (2011). Considering Complexity in Healthcare Systems. Journal of Biomedical Informatics 44(6), 943-947. Kimball, R. (2008).The Data Warehouse Lifecycle Toolkit. Wiley. KPMG. (2012). Queensland Health: Review of the Queensland Health Payroll System. Retrieved September 22, 2016 from https://delimiter.com.au/wp-content/uploads/2012/06/KPMG_audit.pdf Mehdi, K.P. (2006). Emerging Trends and Challenges in Information Technology. Management. Idea Group. Olsen, E. (2012). Strategic Planning Kit for Dummies. John Wiley Sons. Peter R, Alaa S, Aladdin A. (2013). Business Intelligence and Performance Management: Theory, Systems, and Industrial Applications, Springer Verlag U.K Rud, O. (2009).Business Intelligence Success Factors: Tools for Aligning Your Business in the Global Economy. Hoboken, N.J: Wiley Sons. Sheilds, M.G. (2005). E-Business and ERP: Rapid Implementation and Project Planning. John Wiley and Sons. Siraj, S., Mikhailov, L. and Keane, J. A. (2011). Priests: an interactive decision support tool to estimate priorities from pairwise comparison judgments. Research, 12(4), 45-61 Weistroffer, HR, Smith, CH Narula, SC. (2010). Multiple criteria decision support software. Oxford University Press

Active Transport Essays - Cellular Respiration, Metabolism

Active Transport Essays - Cellular Respiration, Metabolism Active Transport Since the cell membrane is somewhat permeable to sodium ions, simple diffusion would result in a net movement of sodium ions into the cell, until the concentrations on the two sides of the membrane became equal. Sodium actually does diffuse into the cell rather freely, but as fast as it does so, the cell actively pumps it out again, against the concentration difference. The mechanism by which the cell pumps the sodium ions out is called active transport. Active transport requires the expenditure of energy for the work done by the cell in moving molecules against a concentration gradient. Active transport enables a cell to maintain a lower concentration of sodium inside the cell, and also enables a cell to accumulate certain nutrient inside the cell at concentrations much higher than the extracellular concentrations. The exact mechanism of active transport is not known. It has been proposed that a carrier molecule is involved, which reacts chemically with the molecule that is to be actively transported. This forms a compound which is soluble in the lipid portion of the membrane and the carrier compound then moves through the membrane against the concentration gradient to the other side. The transported molecule is then released, and the carrier molecule diffuses back to the other side of the membrane where it picks up another molecule. This process requires energy, since work must done in transporting the molecule against a diffusion gradient. The energy is supplied in the form of ATP. The carrier molecules are thought to be integral proteins; proteins which span the plasma membrane. These proteins are specific for the molecules they transport. Chemiosmosis Populating the inner membrane of the mitochondrion are many copies of a protein complex called an ATP synthase, the enzyme that actually makes ATP! It works like an ion pump running in reverse. In the reverse of that process, an ATP synthase uses the energy of an existing ion gradient to power ATP synthesis. The ion gradient that drives oxidative phosphorylation is a proton (hydrogen ion) gradient; that is, the power source for the ATP syntheses is a difference in the concentration of H+ on opposite sides of the inner mitochondrial membrane. We can also think of this gradient as a difference in pH, since pH is a measure of H+ concentration. The function of the electron transport chain is to generate and maintain an H+ gradient. The chain is an energy converter that uses the exergonic flow of electrons to pump H+ across the membrane, from the matrix into the intermembrane space. The H+ leak back across the membrane, diffusing down its gradient. But the ATP synthases are the only patches of the membrane that are freely permeable to H+. The ions pass through a channel in an ATP synthase, and the complex of proteins functions as a mill that harnesses the exergonic flow of H ' to drive the phosphorylation of ATP Thus, an H+ gradient couples the redox reactions of the electron transport chain to ATP synthesis. This coupling mechanism for oxidative phosphorylation is called chemiosmosis, a term that highlights the relationship between chemical reactions and transport across the membrane. We have previously used the word osmosis in discussing water transport, but here the word refers to the pushing of H+ across a membra! ne. Certain members of the electron transport chain must accept and release protons (H+) along with electrons, while other carriers transport only electrons. Therefore, at certain steps along the chain, electron transfers cause H+ to be taken up and released back into he surrounding solution. The electron carriers are spatially arranged in the membrane in such a way that H+ is accepted from the mitochondrial matrix and deposited - the intermembrane space. The H+ gradient that results is referred to as a proton-motive force, emphasizing the capacity of the gradient to perform work. The force drives H+ back across the membrane through the specific H+ channels provided by ATP synthase complexes. How the ATP synthase uses the downhill H+ current to attach inorganic phosphate to ADP is not yet known. The hydrogen ions may participate directly in the reaction, or they may induce a conformation change of the ATP synthase that

The parable of the cave by Socrates

The parable of the cave by Socrates In The parable of the cave book vii, Socrates tells us about people who have lived in a cave since their existence and they know nothing more than the darkness and shadows in the cave. This is a world in which prisoners are chained in a cave. Behind them, there is a fire and puppets. The puppets cast shadows on the wall, and they can not clearly see some things that are passing by. The things are real in the world of light but they can only see them as shadows. Above the fire there is the sun which is very bright.Advertising We will write a custom essay sample on The parable of the cave by Socrates specifically for you for only $16.05 $11/page Learn More Definition of the Cave The cave is the region which can be accessed by sight and unfortunately it is what the prisoner can access. The shadows of the puppet makers which are seen by the prisoners represent and/ or build a reality to them (Reeves 191). Socrates tells us that one of the prisoners escaped from the cave and at first he was blinded by the light he meets outside the cave. After he spent time in the new world, he gets a different view of the world and he realized that his life was all along a mere illusion and controlled by other people. Meaning of Fire The prisoners are chained and they are unable to see the actual objects and the puppet makers since they can turn neither their heads nor their legs, hence they can only see what is in front of them. This is what Plato explains in â€Å"the truth will be nothing but shadows of their images†. The fire signifies the sun and the sun represents the whole truth; the light that the prisoners need to see in order to gain their freedom from the world of darkness. Socrates says that the prisoner who went out of the cave and saw the light, represents the philosopher who is enlightened and goes back to the rest of the people to tell them about the truth they don’t know. Meaning of Puppets Socrates asserts that, â€Å"the y seem less real than shadows.† This implies that the prisoners can only see the shadows of the things reflected to them from the wall. They cannot give a clear account of what they see because it portrays half truth of the reality, which is the good in the world of light. Glaucon says that people who are still not enlightened can construct justice by making agreements after deliberations among themselves. This means that the prisoners can only tell the truth based on the ability they see the shadows. The puppets are being held by the puppet handlers, who are the masters of the prisoners in the cave. In my own view, the puppets are the things and ideas used by the masters to continue keeping the prisoners in the dark.Advertising Looking for essay on philosophy? Let's see if we can help you! Get your first paper with 15% OFF Learn More The intensity of the fire is frightening and it is used to blackmail the prisoners. The prisoners will be frightened by the brilliant light of sun because it will burn their eyes so much such that, they may want to go back to the cave. Some people will follow the sun and will know the whole truth. They may then go back to tell the others about what is found outside the cave, which is the light and the real truth. The prisoners believe in shadows because this is all what they have seen in their lives, hence their truth. The ignorance of some prisoners will prevent them from attaining the genuine truth hence they will continue to be chained in their illusions. The freed person is enlightened and goes ahead to face the truth. Rene Descartes and the Parable of the Cave According to Rene Descartes, people become what they think they are. He further asserts that people are only aware of what has existed around them. Based on his philosophy, the prisoners in the cave knew the life they were in and nothing beyond. Though we view their life as a dream, it was their reality (Wartenberg 56). On the contrary, the reality could also be a dream. To some extent, Descartes defends the prisoners’ ignorance to the truth and reality because all they knew was their lives in the cave. Unless they were taken out to experience life outside the cave, they will strongly hold that the shadows they see are the reality. Augustine and the Parable of the Cave Augustine poses that people cannot say that they know the truth when they don’t know how the truth looks like. On the same line of thought, people cannot say that A resembles B when one does not know how B looks like (Olivier 49). The prisoners in the cave do not know what truth and reality are because what they have seen are mere shadows and not the real objects that emit the shadows. Conclusion In conclusion, the parable of the cave takes place in the mind of Socrates and Glaucon, Plato’s Brother. From a general stance, Plato is concerned with the revelation of truth and the manner in which the psychology of people evolves. Th e cave is used metaphorically to portray how people are trapped in their ignorance of basic ethics. Plato further seeks to dig into the truth of things that do not exist in reality. Following the parable of the cave, the power of an individual to interpret situations that do not exist in reality determines one’s intellectual capacity. The prisoners in the cave perceived and understood reality as it was through the shadows reflected on the wall they saw inside the cave. Advertising We will write a custom essay sample on The parable of the cave by Socrates specifically for you for only $16.05 $11/page Learn More The whole difference comes out when one prisoner gets out and found a completely different world outside. It is obvious that people define their world based on their experiences of what surrounds them physically. The challenge is on whether people will give room for other influences on the truth they have. Work Cited Olivier, Bert. Philosophy and the arts: collected essays. New York, NY: Peter Lang, 2009. Print. Reeves, Francis. Platonic engagements: a contemporary dialogue on morality, justice and the business world. Lanham, Maryland: University Press of America, 2004. Print. Wartenberg, Thomas. Thinking on screen: film as philosophy. Oxford, UK: Taylor Francis, 2007. Print.

Jan Steens Wine is a Mocker painting Essay Example | Topics and Well Written Essays - 1000 words

Jan Steens Wine is a Mocker painting - Essay Example In addition, the title leads the viewer to identify it in a day to day context. At the same time, the real meaning is still hidden beneath the artist’s individual freedom to mock at the hypocrisy of human beings. Besides, the painting can be evaluated as a torn out page from real life with full of pain and grief. Thesis statement: The elements of design that can be seen in Jane Steen’s painting Wine is a Mocker prove that the work is comical but its theme, appearance, portrayal of life and message proves to be a serious work (special references to the elements of design). Theme The theme is simple because it deals with the human attempt to escape from problems in day to day life. Some people consider that consumption of alcohol is helpful to have temporary escape from the real world. But the escape is momentary and the real world is still there. In the painting, one can see a drunken lady and four children trying to help her. One of the most important elements of design made use by the artist in the painting Wine is a Mocker (see appendix -1) is point. To be specific, the artist provided ample importance to simple elements in the work. For example, the dog in the work is an unimportant element but it symbolizes life in the street. In the work, except the children, no one is ready to help the woman. ... The crafty usage of space helps the viewer to perceive the painting as two dimensional. The appearance of women The appearance of the women in the painting proves that she belongs to the lower strata of the society. This is important because it reveals the artist’s sympathy towards the downtrodden. The texture of the painting is smooth because it is painted in oil on canvas. One can see that the drunken woman’s appearance, especially her dress, reveals her character. One can see that the value (from grey color to black color) of the art work proves that the artist gives ample importance to black color and its different shades like light black and grey. The importance given to black and its shades prove that the artist selected the same to veil the humorous theme and to unveil seriousness. The drunken woman’s dress reveals that she is so conscious about her dressing. If a drunkard is in rugged dress, none will try to laugh at him or her. When a well dressed indivi dual is under the influence of alcohol, all the people will laugh at him or her. The dominating colors in the art work are black, grey, red and white. The combination of these colors binds the different elements of the artist’s craftsmanship to an appealing art work. The drunken woman’s dress and appearance does not help her to escape from the comments of the mass. When one considers the basic principles of design, it is evident that the drunken woman is the focal point of the art work. All the other characters in the background and foreground organizes the two dimensional structure of the art work. Besides, all the other individuals that can be seen in the art work are

Instructions Assignment Example | Topics and Well Written Essays - 250 words - 1

Instructions - Assignment Example These performances include some elements of Western and Eastern cultures mixed together. They are expressive and emotional; yet they have some hypnotic features which make people think about the sense of their being in the world. It seems that some dancers almost do not move; however, one needs to understand that static poses are sometimes more difficult that dynamic movements.  The costumers, music, lighting and decorations support each performance and create necessary settings where choreography of the dance can be understood by spectators. It is difficult to talk about Shen Wei Dance Arts   performances in general because each of them is unique. This is the case when a new abstract art renders postmodern understanding of life where the lines between good and bad, beautiful and ugly are blurred. It is a combination of something people usually do not combine and a fresh point of view on art and dance in

Theory of Comparative Advantage Essay Example | Topics and Well Written Essays - 2500 words

Theory of Comparative Advantage - Essay Example In turn, the countries would have an opportunity to import goods from the country that had an absolute advantage in those goods (Hall and Lieberman 2007). However, in 1817, David Ricardo disputed the postulation of absolute advantage and instead developed and enhanced the claim of comparative advantage (Hall and Lieberman 2007). According to the author, a country obtains comparative advantage if it possesses the ability to produce a particular good and be able to produce the good at lower opportunity than some other country (Carbaugh 2010). Initially, absolute advantage talked and fore so, resources as key to obtaining absolute advantage in production of goods, comparative advantage on the other hand regards opportunity cost as key in production of goods. For instance, Ricardo postulates that , a likely potential trading partner may be perceived to be absolutely inferior in the production of every single good, where more resources per unit of each good may be required than any other country and still have a comparative advantage in some good (Hall and Lieberman 2007; Maneschi 1998). The comparative advantage comes about because the country is inferior at producing some goods than others (Misra and Yadav 2009). At the same time, a nation that possessed absolute advantage in producing everything as it was perceived could still benefit from trade since it would have a comparative advantage only in some but not all the goods. What is comparative theory? Globalisation in the world has postulated that, trade unlike before can be conducted between countries. As a result, trade between countries has become important and necessary for the growth of international economy (Ezeani 2011). In order to understand how countries may end up coming to be trade partners, one theory developed by Ricardo has become important in explaining such relationships. Comparative advantage, which explains how trade relationships between countries may be established, has come out as a key theo ry in explaining how countries benefit from each other by having goods that they do not produce due to cost matters. Adam Smith emphasised the need of each nation to look for absolute advantage as far as production and consumption of goods is concerned. What when this postulation is analysed in practical sense, then it becomes clear that, absolute advantage may not permit development and healthy growth of trade in the international sphere. Take for example, two countries China and United Kingdom, where China may appear to be inferior in terms production of goods like clothes and aircrafts. In this case, China does not have absolute advantage like United Kingdom, and therefore, the question that can be asked in such scenario, is what China can do, what UK can do, and of course according to absolute advantage theory, there is no way out (Branch 2006). However, another theory that attempt to address this dilemma, which has evolved to become critical in international trade, is the theor y of David Ricardo developed in 1817, and the theory is known as comparative advantage theory (Peng 2010). Using the two examples of China and United Kingdom, comparative advantage theory postulate that, though UK may have absolute advantage in production of clothes and aircraft, this does not rule out China as an able country that cannot produce such goods. China may exhibit some efficiency and capabilities in the production of both goods ((Branch 2006)). As a result of having ability

Cisco Organizational Structure

Cisco Organizational Structure ABSTRACT: Cisco Systems, Inc. (Cisco), an Internet technology company, had an organizational structure comprising of various cross-functional teams. The key decisions in the company were taken by councils, boards and working groups. These committees (around 60 as of 2009) working at different levels were cross-functional in nature, and according to the company, lent Cisco speed, scale, flexibility, and rapid replication. Cisco had made the shift to this type of organizational structure in 2001 and had refined it in subsequent years. According to John T. Chambers (Chambers), the Chairman and CEO of Cisco, the company had reorganized to break free of the silo culture in the company prior to 2001, so that it could remain agile and innovative in a rapidly changing industry. The company felt that the traditional command-and-control model had lost its relevance, and the future would be about collaborate models of decision making. He also claimed that the new organizational model had served the company well and helped implement its aggressive growth strategy amidst the economic downturn. Industry observers and organizational experts were divided in their opinion about Ciscos organizational structure and approach to decision making. While some industry observers felt that such a model was effective, others felt that the management-by-committee approach would slow down decision making and impede innovation. Some experts were extremely critical of Ciscos organizational model. But others believed that if Cisco could further refine the model by addressing some of the lacunae associated with it, it could very well be adopted more widely and be accepted as a radical management innovation. Cisco was founded by a group of computer scientists, who had together designed a software system named IOS (Internet Operating System), which could send streams of data from one computer to another. Right from its initial years, Cisco had a flat organizational structure. Over the years, the company had brought about certain changes in its organizational structure focusing on cross functional teams Speaking about the organizations structure, Chambers, said, Our organization structure leverages the power of communities of interest which we call councils which we believe are $10 billion opportunities, boards that we see as $1 billion opportunities and working groups. The idea for the new structure occurred during the economic down turn in 2001, when Cisco wrote off US$2.2 billion in losses. Realizing the Ciscos hierarchical structure was preventing it from moving fast, Chambers started grouping executives into cross-functional teams In late 2008, while Ciscos stock was witnessing a decline, analysts said that the company was still in a strong financial position with US$26 billion in cash. Not only do we have the $26 billion, we now have 26 new market adjacencies that are not relevant to our revenue today, but they will be three to four years from now, said Chambers. Some industry observers and analysts felt that Ciscos organizational structure and its collaborative approach to decision making was an effective one potentially the organization of the future. Now instead of a small group of executives telling everybody else what to do, people have authority to figure out for themselves what to do. However, some analysts and ex-employees of Cisco were not happy with the new organizational structure at Cisco. The structure led to chaos and slowed down decision making at times, they said. Right now its chaos because theres so much on everybodys plate, said Geoffrey Moore, a management consultant who has worked with Cisco. Chambers acknowledged that his critics could be right in their criticism of Ciscos organizational structure and its approach to decision making. However, he said that the company had arrived at its organizational structure after giving a lot of thought to it, continuously refining it since it was introduced in 2001. In November 2009, speaking about Ciscos future strategy, Chambers said, The improving economic outlook combined with what appears to be a very solid execution on our growth strategy due to our organization structure and innovative business model enabled Cisco to move into 30 plus market adjacencies while reducing non-GAAP operating expenses by 10% ye ar over year and also reducing headcount.à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¦. Tips to answer the tasks: CASE DETAILS: Period: 2001-2010 Published Date: 2010 Organisation: Cisco Systems. Inc. Industry: Information Technology Countries: US ; Global Consider key words like matrix structure, functional or operational structure and the like. TASK -1 COMPARE: Cisco organizational structure. The company use to organizational structure silo (flat) before use to 2001. But the company use to organizational structure cross (matrix) after use to 2001. The company use to silo structure so the company communication is easily. but the company use to matrix structure so the company communication is difficult. The company use to silo structure so the company work is hierarchic. But the company use to matrix structure so the company work is individual. The company use to silo structure so the company is not made good product. But the company use to matrix structure so the company is made good product. The company use to silo structure so the company is going to loss. But the company use to matrix Structure so the company are good profit. CONTRAST: Cisco organizational structure Silo (flat) Cross (matrix) This company is work hierarchic. This company is not come to new idea made the product. This company is same work of every people. This company is made many IT product. But product is not good. This structure is going to company loss to $2.2 billion. This company is work of individual. This company is come to new idea made the product. This company is diffident work of every group. This company is made IT product very good. This company is made profit use to this structure. TASK -2 ANALYSES: The company use to organizational structure silo (flat) before use to 2001. The company use to silo structure so the company communication is easily. The company use to silo structure so the company is not made good product. The company use to silo structure so the company is not made good product. The company use to silo structure so the company is going to loss. This company is not come to new idea made the product. The company is same work of every people. The company is made many IT product. But product is not good. The structure is going to company loss to $2.2 billion. This reason company was decline stage. The company business process is slow. The company was going to market. The company sales are decline. So the company business performance is bad. The company use to organizational structure cross (matrix) after use at 2001. The company use to matrix structure so the company communication is difficult. The company use to matrix structure so the company work is individual. the company use to matrix structure so the company is made good product. the company use to matrix Structure so the company are good profit. This company is come to new idea made the product. This company is diffident work of every group. The company is made IT product very good. The company is made profit use to this structure. The company use to this structure business performance is good. So the company work is improvement. The company is come to market. The company is financial strong. The company was made new product.In November 2009, speaking about Ciscos future strategy, Chambers said, The improving economic outlook combined with what appears to be a very solid execution on our growth strategy due to our organization structure and innovative business mo del enabled Cisco to move into 30 plus market adjacencies while reducing non-GAAP operating expenses by 10% year over year and also reducing headcount. TASK -3 Organization structures affect the individual behaviour at work. The individual behaviour at works affect the factorsà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¦. 1. Flexibility 2. Motionvational 3. Authority 4. Scope / Idea 5. Environalment 6. Society 1. Flexibility: the company use to new organization structure .so the company employees are individual work do freedom. The employees work do end any time and go to home. 2. Motionvational: A group the works do end go home. So other group work is fast. So he is go to home. The employees performance is improvement of salary, promotion etc. 3. Authority: the company is made many products. So the company made product 1. So product 1 groups different. Product 1 any massages go to individual department. Product 1 groups any decision do them self 4. Scope / Idea: the company deviated the product different groups. The group made the product new idea. The product made new technology. 5. Environalment: the company in the work employees any cast. The employees do work in deviated. Employees are into the company happy for every people. 6. Society: the company is made in the good society. The employee is works in the company before give the company of money. The employees take the money and develop the your personality. . MERIT TASK -4 Present and communicate the appropriate organisational structure and culture for the case in discussion. (M3.1) This case in the company use to cross (matrix) organization structure. This organization structure company for very good. The new organizational structure at Cisco. The structure led to chaos and slowed down decision making at times, they said. Right now its chaos because theres so much on everybodys plate, said Geoffrey Moore, a management consultant who has worked with Cisco. Chambers acknowledged that his critics could be right in their criticism of Ciscos organizational structure and its approach to decision making. However, he said that the company had arrived at its organizational structure after giving a lot of thought to it, continuously refining it since it was introduced in 2001. In November 2009, speaking about Ciscos future strategy, Chambers said, The improving economic outlook combined with what appears to be a very solid execution on our growth strategy due to our organization structure and innovative business model enabled Cisco to move into 30 plus market adjacencies while reducing non-GAAP operating expenses by 10% year over year and also reducing headcount. The company use to organizational structure cross (matrix) after use at 2001. The company use to matrix structure so the company communication is difficult. The company use to matrix structure so the company work is individual. The company use to matrix structure so the company is made good product. The company use to matrix Structure so the company are good profit. This company is come to new idea made the product. This company is diffident work of every group. The company is made IT product very good. The company is made profit use to this structure. The company use to this structure business performance is good. So the company work is improvement. The company is come to market. The company is financial strong. The company was made new product. the company use to new organization structure .so the company employees are individual work do freedom. The employees work do end any time and go to home. A group the works do end go home. So other group work is fast. So he is go to home. The employees performance is improvement of salary, promotion etc.