Nuts Production Mix Problem Research Paper Example | Topics and Well Written Essays - 500 words

Nuts Production Mix Problem - Research Paper Example Assuming that the company can bought 1,000 pounds more of almonds from a supplier who overbought for $1,000, the additional profit contribution is $4,958 which is much more than the additional cost of almond. The new production mixes are presented on the table in the next page. If the ultimate objective is attain the highest contribution profit, then the company is better off not satisfying the existing orders. The company is better off with the production mix presented below. This production mix shows a contribution profit of $62,250 which is $875 higher than if the company satisfies the existing orders. This is so because the Holiday mix uses a lot of almond which is a scarce resource for the production mix. Of course, the quest for profit shouldn't be the end all, be all for the organization. The company also has to be socially responsible while doing business, and simply ignoring orders for higher gains is not in alignment with corporate social responsibility (Albareda 2008, p. 430).

Information security Essay Example | Topics and Well Written Essays - 3000 words

Information security - Essay Example Although this protocol allows devices to communicate with each other easily, but the network-enabled devices have a number of weaknesses in them that have make the networks exposed to attacks (Westervelt 2013). â€Å"The United States Computer Emergency Readiness Team (US-CERT) is warning about weaknesses in the Universal Plug and Play protocol† (Westervelt 2013, p. 1). The reason behind the warning is a recent research about the security flaws in universal plug and play devices which has identified some protocol vulnerabilities and configuration errors in the use of UPnP devices. According to the report, 81 million universal plug and play devices expose themselves to the internet and nearly 16 million devices of those have the tendency of allowing attackers to intrude into the systems by making the firewall ineffective (Moore 2013). In this paper, we will cover some of the main issues associated with the universal plug and play devices and the ways that can be used to overcom e the risk of hackers’ attacks. The discussion will support the statement that technology usually gets deployed in a hurry without proper consideration of the harms associated with it. 2. Weaknesses Although plug and play devices allows easy communication between devices, there also exist some major weaknesses related to network security protocol. Researchers have shown that nearly 40 to 50 million network-enabled devices face risk because of universal plug and play protocol vulnerabilities (Moore 2013). UPnP allows communication between devices, such as, printers, routers, smart TVs, media players, webcams, and network-attached storage (NAS). The three main security flaws bringing millions of users under risk of attack include programming issues in SSDP raising the risk of execution of arbitrary code, exposure of private networks to attacks because of exposure of plug and play control interface, and crashing of the service because of programming bugs in HTTP, UPnP, and SOAP (Moore 2013). Disabling the universal plug and play protocol is one way to prevent the attacks the risk of which is always associated with the use of UPnP devices. Most of the vendors usually do not have any plan of updating their vulnerable devices. Therefore, organizations need to use Metasploit modules and ScanNow UPnP tool to identify vulnerable media servers, printers, and other UPnP devices (Blevins 2013). One of the main weaknesses of universal plug and play devices is that trust on all other communicating devices which in most cases are not trustworthy. There is no software that can check whether the devices with which UPnP devices communicate are prone to attacks or not. Moreover, buffer overflows are also an issue regarding the use of UPnP devices (Schmehl 2002). An effective way to overcome this issue is the blocking of the UPnP at the Internet gateway. After doing this, link to any system outside the LAN should be blocked using the firewall in such a way that it does not access the ports 1900/UDP anymore. In case of Windows system, those ports are 2869/TCP. Along with this, UPnP on the router should also be turned off (Vaughan-Nichols 2013). As Raikow (2001, p. 1) states, â€Å"an attacker could gain complete control of an entire network of vulnerable machines with a single anonymous UDP session†. The attack not only provides the hacker with an access to all files and data stored in

Martin Luther King Memorial in Yerba Buena Gardens Essay Example for Free

Martin Luther King Memorial in Yerba Buena Gardens Essay Situated on the corner of 4th St. and Mission St., in downtown San Francisco is Yerba Buena Gardens. Sounds from the hustle and bustle of cars driving and people walking permeate Yerba Buena Gardens, except in one particular location. In one corner of the gardens stands a Martin Luther King Jr. memorial. The memorial is breathtakingly beautiful with a fifty foot high and twenty foot wide waterfall that falls over Sierra granite. In the Memorial’s hallway, visitors read quotes from Dr. King himself that are engraved on glass panels and set in granite. The physical beauty of the memorial is undeniable, however many people are not aware of the symbolism lying beneath the memorial’s surface. The memorial’s waterfall symbolizes the realization of Dr. King’s dreams the realization of Dr. Kings dream, the tears shed by millions and of the voices of African Americas The memorial also reminds us of the oppressed African Americans whose voices were drowned out ignored; yet, it is apparent that society was pushed backwards in the race to equality with the mandatory evacuation of thousands of people due to the development of the Yerba Buena Gardens. King Jr. dreamt that all human beings, regardless of skin color, will one day be able to live in a completely free, just, and non-discriminatory society. It was his dream of an equal society that pushed Martin Luther King Jr. to become an advocate for universal suffrage. Even though the United States already had universal suffrage, unfair literacy tests and poll taxes plagued the voting process and disqualified nearly all impoverished African Americans from voting 1. King wanted a colorblind society; a society where all human beings are treated equally and respectfully and given the same personal liberties and political freedom. Martin Luther King argued, in his â€Å"I Have a Dream† speech, that â€Å"we are not satisfied until justice rolls down like water and righteousness like a mighty stream† 2. This quote from Dr. King’s speech is inscribed on the right end wall of the memorial. After reading the final inscribed quote, it is apparent that the purpose of the waterfall is to signify the realization of Martin Luther King’s dream of a just society. Justice , The United States Martin Luther King’s dream of justice in today’s society; a monumental victory of justice over prejudice. It is so easy to forget about what it took for America to become a truly free and nondiscriminatory nation. The mists are a necessary reminder for people in today’s society that personal liberty and political freedom should never be taken for granted. Though Yerba Buena Gardens is situated in downtown San Francisco, a busy city filled with loud noises, the memorial itself is peculiarly quiet and calm. The memorial’s serenity is due to the overpowering, yet surprisingly tranquil sound of the rushing water from the waterfall. The power of the waterfall to drown out all exterior noise is phenomenal. It is impossible to even hear what someone is saying when they are right next to you. Visitors try to overcome the sound of the rushing water by screaming or whistling, but are unsuccessful. Independent from life’s distractions, visitors are given the opportunity to absorb all that the memorial and Dr. King’s words have to offer. Visitors can take this time to self-reflect and to appreciate the efforts of earlier generations fighting for equality during our nation’s infancy. The undeniable strength of the waterfall’s sound to obscure all external noise makes Being incapable of expressing feelings or thou ghts leaves an unfamiliar and dreadful sensation. People living in today’s society are usually ignorant to this unfamiliar, almost claustrophobic feeling of screaming at the top of your lungs without a single person acknowledging your frustrations. During our nation’s history, however, nearly all African Americans struggled with this same frustration. Helpless against the white minority, blacks throughout history struggled to get their concerns addressed and their votes counted. The visitor’s inability to communicate vocally is short-lived and fortunately, only lasts as long as it takes for the person to walk through the memorial. African Americans, however, were plagued with powerlessness for hundreds of years. Martin Luther King Jr. felt obliged to provide a voice for all African Americans stripped of the right to do so on their own. Due to the hard work of Martin Luther King, civil rights leaders and activists, and President Johnson, on August 6, 1965 the Voting Rights Act was signed into law, which banned the use of literacy tests and also required stricter monitoring of the use of poll taxes in state and local elections† 3. Finally, the time had come when African Americans could voice their opinions and have them be heard, and vote for the political constituent whom carried similar beliefs and morals. The development of the Yerba Buena Gardens, as part of the â€Å"Urban Renewal Project† was not always considered to be something positive and beneficial. During the 1950’s, city planners forced thousands of people living in the South of Market area out of their homes, arguing that the area was â€Å"dangerous ‘Skid Row’ ripe for redevelopment, populated by â€Å"bums† and â€Å"transients† whose fate mattered little† 4. City planners left out the important fact that many people who lived in this area were elderly and poor and had â€Å"little defense against the federal bulldozer† 5. The city did try and relocate as many people as possible, but only had 276 units of new housing to replace thousands of demolished units. Thousands were left homeless and kicked out of possibly the only home they have ever known and will ever know, due to lack of job skills needed to find employment. The irony of placing a Martin Luther King Jr. memorial, a man who advocated for equality and justice until his assassination, on land where thousands of impoverished people were evicted just a couple years earli er, is almost too horrific to comprehend. The hypocrisy in the decision to place this memorial at the Yerba Buena Gardens is undeniable and unforgiveable. The memorial’s waterfall is a reminder of the relentless adversity that plagued millions of blacks for thousands of years and the tears they shed. The waterfall also symbolizes the realization of Dr. King’s dream. The eviction methods used during the Urban Renewal period to obtain the land where the memorial sits were ethically questionable, however it is still important to visit this monument from time to time. The memorial stands there in the middle of Yerba Buena Gardens, in the middle of downtown San Francisco, as a silent, yet constant reminder to never take anything for granted and to always remember the blood, sweat, and tears shed by millions in order for people today to enjoy and exercise the complete personal liberty and political freedom that we are so fortunately blessed with.

Strategies for Performance Improvement

Strategies for Performance Improvement In a simple way performance means doing something successfully mainly by using the available resources. Performance can be elusive concept. It deals with the outcomes, results, and accomplishments achieved by a person, group or Organisation. (William J. Rothwel, Carolyn K.Hohne Stephen B. King: 2007). In many cases people do define performance based on financial aspects of the business. Focusing only on financial matters does not tell us what should we do and how to do in order to be successful. Performance is the definition and progressive achievement of tangible, specific, measurable, worthwhile and personally meaningful goals. (Darryl D. Enos 2007). We get a clear point in this definition that organisation should have well defined, specific and measurable goals. This serves as the first requisite in assessing the organisations performance. Having vague and general goals without proper measurement, pose a problem in evaluating corporate performance and proposing techniques for imp roving the performance. Michael Milgate 2004 said that, by monitoring performance for each measure and taking appropriate remedial action, improve revenues, business growth, reduced expenses and compliance with sector regulations have resulted. 2.1 PERFORMANCE IMPROVEMENT There is a clear relationship between performance improvement and change management (discussed in Section 2.5 of this chapter). Many studies concluded that most organisations either fail or achieve very limited success in their efforts to improve performance. Success or failure in performance improvement efforts begins with the reasons why organisational decision makers decide to get involved in the first place. Darryl D.Enos 2007). Personally, I feel that there should be a motivation factor to stir up the process of improving performance. In addition to this Darryl Enos 2007 added that commitment and involvement of leadership is the most critical element for the performance efforts to be successful. Rephrasing Enos unless a leader is motivated by authentic interest and be committed in the process then efforts of performance improvement have little chance to work. Every organisation has problems. A good start is to admit the problem and find what is to be accomplished to solve the problem. Sometimes performance improvement starts with a targeted program for dealing with a problem that is limiting achievement of a worthwhile goal.'(Darryl Enos 2007). As a suggestion, before approaching any technique to boost performance or implementing the efforts, management should identify areas which need improvements. The problem of poor performance or constant/stagnant performance may be caused by the top management itself.( Refer Enrons Scandal 2001).Thus, the areas for performance improvement must be clearly identified and evaluated to avoid investing efforts in areas which are not critical to performance improvement. In trying to adopt efforts and strategies to achieve corporate performance, Organisations face challenges and end up failing. In one of their research Kaplan and Norton found that 9 out of 10 companies fail to implement their strategies. (Bob Paladino 2007). Paladino explains four barriers that contribute to Organisations failure to achieve expected results from their efforts and strategies put in process. There barriers are: Vision barrier (where research shows that only 5 % of companys employees fully understand their companys strategy); Management barrier (where 85 % of executive teams spend far less time discussing strategies and strategic issues than traditional operating results); Resource barrier (where most companies do not link their budgets to strategy): and the fourth barrier being People barrier (where research shows that only 25 % of managers have incentives linked to strategy). 2.2 PERFORMANCE MANAGEMENT SYSTEM (PMS1) Performance management system (PMS1) is not an end by itself, but its improvement enables an Organisation to perform better. Improving its efficiency ensures the data generated will tell where the Organisation is, how it is performing and where it is going. Effective management depends on the effective measurement of performance and results (Gobal. K. Kanji, 2002). Mohan Nair (2004) argued that Corporations sometimes measure too much of something and too little of others. Contributing to this it is even possible that Organisations unknowingly does not measure some of the business aspects. Moreover many organisations fail to link what they measure with corporate strategy. Nair added that many of these measurements are un-integrated and serve the wrong goals. Many corporations lack an overarching model for monitoring, measuring and managing the business. Balanced Scorecard offers a broad and overarching skin to the structural architecture of the business. (Nair 2004) Gobal K. Kanji (2002) explains the role of PMS1 and how an organisation may achieve business excellence by identifying areas to improve and how it can use its limited resources to reflect the improvement of the system. The design and implementation of a new PMS1 may in one way or another bring questions and tensions to employees. Kanji (2002) stated that, It is important to build a measurement system where measures are used as a management and motivational tool. I personally back this idea as will help in gaining management and employees support during designing and implementing the new system. In this regard, the PMS1 should be clear to employees explaining how each will contribute to the overall strategy. The efficient PMS1 also serves as the communication and rewarding tool. Furthermore, Kanji (2002) explains the past and present performance measurements and their implication on todays business era. Traditionally, performance measurement focuses on financial measures .. that do not match entirely with competencies skills companies require to face todays business environment. In insisting that financial measures of performance are under criticism in todays world, Paul Niven (2003) said that they lack predictive power, reinforce functional silos, may sacrifices long term thinking and are not relevant to many levels of the Organisation.. Kanji then supports the significant contribution by Kaplan Norton (1992) to overcome the shortcomings of traditional PMS1 that employs only financial measures. 2.3 THE BALANCED SCORECARD (BSC) Robert S. Kaplan and David P. Norton (2005) invented BSC in 1992 due to the fact that traditional accounting measures like Return on Investment and Earning per Share give misleading picture while in todays business environment continuous improvement and innovation is very important. The authors realised that many managers do not depend on single set of measures in isolation of the other. This implied the need of balanced presentation of both financial and non financial measure. Kaplan Norton complemented financial measures by operational measures calling it Balanced Scorecard (BSC). Kaplan and Norton define BSC as, a set of measures that gives top management a fast but comprehensive view of the business. The BSC includes financial measures that tell the results of actions already taken. And it complements the financial measures on customer satisfaction, internal processes, and Organisation innovation and improvement. These (including financial measures) are the four perspectives of BSC as mentioned by the authors. They suggested that for each of the perspective, managers should translate their visions and missions to strategic goals and objectives and these goals should be translated into specific measures. The word Balance in the Balanced Scorecard represents the balance between financial and non financial performance indicators; internal and external elements stakeholders of the Organisation; and lag lead indicators (Paul Niven 2003). Michael Milgate (2004) defines scorecard as a balanced management system in which shared vision and strategy are reference points for the management process; achieving this balance enables synergy and a practical fit with other frameworks. BSC serves as a powerful tool as it focuses on achieving breakthrough performance considering all measures without isolating non financial performance measures (Kanji 2002).Since its creation in 1992 by Drs. Norton Kaplan of Harvard Business School the Balanced Scorecard has been implemented by different business units in the Public as well as in the Private sectors-worldwide.( Michael E. Nagel- Vice President, BSC Collaborative) Henri .JF (2006) applied the BSC framework in his survey on how top management in a manufacturing company could use PMS to improve the strategic management and Organisational performance. Given its depth as a strategic management system, the BSC principle will continue to be widely adopted and further refined in user Organisation as experiences in its implementation emerge ( Michael A.Milgate 2004). This shows how widely BSC is used to improve the PMS if the Organisation chooses to adopt and implement it. Henri .JF (2006) poses a question that top managers should ask themselves; à ¢Ã¢â€š ¬Ã‹Å"How can we improve our system? .However, the author suggested that the improvement of the PMS is a continuous process that involves changing measures to reflect the new ideas and insights brought to the Organisation through creativity and other development activities. BSC can be successfully implemented in any organisation where the management is committed and devote time to formulate strategy and ready to accept changes. BSC has been implemented many organisations including services business , military units, schools, government institutions and also for profit organisations ( Wikipedia). An important point to note here is that an organisation should design its own BSC as management is knowledgeable of its responsibilities organisations operations rather than adapting another Organisations BSC. David P. Tarantino (2003) complements the work of Kaplan and Norton. He defined BSC, as a performance management tool that is used to provide an integrate perspective of an organisation.He also pointed out the four perspectives of the BSc as, external (how customers views the Organisation; Internal (Look at where the organisation must succeed and improve); Growth learning (examine how organisation grows and learns) and Financial (study financial performance of the organisation).These perspectives depend and influence one another. Tarantino (2003) said, To concentrate on only one, such as financial performance fails to recognise the contribution and balance of the other three perspectives. Of interest from the author is the explanation on how to develop the BSC. The first step he suggested is for the organisation to decide which goals are to be measured that should be included in the four perspectives. Then the organisation should figure out the measures for each of the four BSC pers pectives and determine the weight of each for ultimate evaluation of overall performance. Harvard Management-Update (2000), No need to wait for a companywide initiative-the key principles of this strategic-management system can be put to work in your unit right away.The author of the article tries to convince management to apply BSC reporting system. He is of the views that even if companies take years and spend millions to implement the scorecard across their operations the effects can be dramatic when the system takes root. He said that managers today dont have to wait for a scorecard- inspired corporate transformation before learning- and implementing some of the methods centred ideas. He explained the four lessons from BSC that can be applied right away in virtually any business unit or department. Watch a variety of metrics Connect your metrics to strategy Develop a strategic budget Get everyone involved in tracking metrics The author still insists that BSC is a method that helps managers to develop a well -rounded strategy and then get everyone in the company involved in implementing it. Mohan Nair 2004, arguing in favour of BSC, the changes in the character of business assets has exaggerated the challenges faced by business. In the past company assets would be reflected in the balance Sheet but now 85% of the assets are intangibles.Having the same arguments as previous authors about the inefficiencies of the financial measures, Nair also added that those financial measures are applied only to tangibles, when the intangibles are what fuels the future. According to an online source, www.balancescorecard.org/BSCresources the benefits of BSC are: improve organisation alignment, improve communication, more emphasis on strategy and organisational results, linked strategy and operations, and integrated strategic planning and management. 2.3.1 BSC development Kaplan and Norton explained four steps which many organisations have used to develop their balanced scorecard. The process includes: Define the measurement architecture To a beginner, it is recommended to start with a business unit applying the metrics as designed in the BSC rather than to the corporate level. Specify strategic objectives This step includes deriving strategic objectives for each of the four perspective from corporate goals. Choose strategic measures The third step is to choose related measures for the strategic goals to evaluate the performance so as to achieve the strategic objectives. Develop the implementation plan After selecting measures for each of the perspective, remains implementation process.Target values are assigned to the measures. A link is then established from various metrics from the top to bottom of the BSC. The established scorecard is then incorporated in the organisations management system.. The online source www.balancescorecard.org/BSCresources also recommended nine steps to success develop and deploy BSC framework- In a sequential order these are; Organisation assessment, strategy development, strategic objectives, strategic mapping, performance measures and targets, strategic initiatives, automation, cascading the BSC throughout the organisation and last evaluation. Overall the BSC involves the following steps: Clarify the vision Communicate to middle manager and develop business unit scorecards Eliminate Non-strategic investments and launch corporate change programs Review business unit scorecard Refine the vision Communicate the BSC to the entire company and establish individual performance objectives Update long-range plan and budget Conduct monthly and quarterly reviews Conduct annual strategy review Link everyones performance to the BSC 2.3.2 BSC criticisms The use of the balanced scorecard system may not result to what managers expect. Some professionals spoke some problems that make the BSC under criticisms. It has been noted by professionals that the BSC concept does not guide how the approach can be deployed within an organisation. It is just been viewed as an approach that attracts managers to install and implement without a real sense on how it works, and what should be expected. (Stephen Smith 2006).From his article à ¢Ã¢â€š ¬Ã‹Å"problem with a balanced scorecard, Smith pointed out some of the key issues that can cause BSC initiatives to fail. These are: Poorly defined metrics These should be relevant ,clear and easily understood Lack of efficient data collection and reporting Smith is concerned with the investments made in collecting metrics data, whether consuming too much time and energy. He then suggests the importance of prioritising key performance indicators to get most relevant information. Lack of formal review structure This is necessary to accommodate any change in metric value. Reviewing is a cross functional activity. No press improvement methodology Many organisation lack basic and standard toolkits and approaches for tracking problems. It therefore consumes a lot of time an efforts to address a problem that is caused by the performance gap. Too much internal focus Smith ranks this as one of the major criticism of BSC. He suggests that Organisation should always start with an external focus through analysing organisations markets, shareholders, competitors, employees and other stakeholders. However Smith assured that all is well with the introduction and the concept of balanced scorecard. This means that the BSC approach is a useful tool and can bring desired results if management knows how to structure it and take the above points in considerations to avoid its initiatives from failing. It has also been learnt that BSC is being criticised by academic society on its practical nature, applicability and functionality. (Wikipedia).They also noted that some of the criticisms focus on technical flaws in the method and design of the original BSC proposed by Kaplan Norton. Supporting the main problem as seen by Smith 2006 other academicians have focused on the lack of citation support. Another criticism is that the BSC does not provide a bottom line score or a unified view with clear recommendations; it is simply a list of metrics. (Wikipedia). Regardless of these criticisms the studies done so far indicated that BSC is a useful tool in strategic performance management in an Organisation. An online source www.netmba.com added to the BSC pitfalls that during implementation managers should avoid the use of generic measures, which are being adopted by successful firms. Management should not take BSC as a guarantee of success in companys operations. It should think clearly the companys strategy and implement the scorecard for improving performance in operational level that derives improved financial performance. Kaplan and Norton said, Even an excellent set of BSC measures does not guarantee a winning strategy. The BSC can only translate a company strategy into specific measurable objectives. They also advised that by combining the four perspectives, the BSC helps managers understand implicitly many interrelationships. The four perspectives relate to each other and the effect on either of the perspective will impact the other. A well designed BSC should describe your strategy through objectives and measures you have chosen. These measures should link together in a chain of cause and effect relationships (Paul Niven 2003). Thus, it is suggested that all have equal importance and neither should be taken in isolation of others. 2.4 COMPARISON BSC AND OTHER PERFORMANCE IMPROVEMENT TECHNIQUES When we talk of performance improvement in an organisation apart from BSC, Six sigma and Total Quality Management (TQM) come under discussion. Both tools when applied properly work to achieve what management really expects. These tools are contrasted with BSC in the subsequent sections. 2.4.1 Balanced Scorecard (BSC) Vs Six Sigma It has been learnt that BSC and Six Sigma work independently from each other. BSC translates corporate strategy into actions that help to achieve the strategy. Six Sigma aims to solve the problem of poor performance by closely looking at the root cause of performance problem. In this case Six Sigma tries to minimise the errors and reduce other causes of defects in business processes. However, these frameworks are complementary and if used together they offer huge potential value. (Michael E. Nagel). BSC and Six Sigma when used together can deliver great and unexpected business performance (Alastair Horn 2006) . Nagel justifies his idea by clarifying that BSC and Six Sigma are complementary because the former provides the strategic context for targeted improvement initiatives and the latter is a business improvement approach that solve a myriad of performance issues. To make the difference more clearly, Nagel stated that, unlike Six Sigma, BSC is not a solution for closing specific st rategic performance shortfalls. He then concluded that BSC describes the strategy for creating value and aligns resources to ensure the strategy is successfully executed. Six Sigma executes the strategy by using data and process improvement tools. It has been learnt that both BSC and Six Sigma strive for good performance through fixing up the performance gaps. In a clear manner a corporation may choose to implement any of the frameworks but the use of both the approaches would result to high performance according to the way each of them works. Rephrasing Horn, Six Sigma focuses on the best processes that organisation may adopt to improve its performance of products and processes on a continuous basis. while BSC focuses on performance management that translates strategy into executions. In explaining how both BSC and Six Sigma can work together, Henry Killackey (2008) speaks his idea that it is a very common practice to label organisation performance matrix in the BSC with red ( poor performance), yellow ( mixed results),and green ( excellent). If the organisation implements Six Sigma approach then the red ratings alert Six Sigma practitioners the areas which need immediate attention so that they can figure out ways of reversing the poor situation. In simple words, we may say that BSC serves as a communication tool for Six Sigma professionals. It has been learnt that BSC prompts weak and bad performing areas for Six Sigma professionals to act upon. As previously explained, the ultimate aim of both BSC and Six Sigma is to improve the performance of the organisation. In this regard the organisation can simultaneously implement both the approaches. They both rely on accurate data from customers and external stakeholders. Moreover the output indicators in Six Sigma may be used as measures in the BSC framework where by both the BSC and Six Sigma professionals will concentrate on the same goals. (Henry Killackey 2008) However Paul Grizzell (2004) in his article admitted that many authors see Six Sigma as the most effective performance management control system ever. But he cautioned readers that it is important to first consider the assumptions that were used to generate the opinions. Grizzell put forward his opinion that all performance management tools (in his case, Six Sigma, lean, BSC, Baldrige) when used as an integrated approach to maximise performance will lead to breakthrough and not just incremental improvement. 2.4.2 Balanced Scorecard (BSC) Vs. Total Quality Management (TQM) It is argued that the best approach for an organisation between BSC and TQM depends on the organisation itself. When developing a business strategy an organisation must consider multiple factors including leadership, customers ,business processes, financial goals and the structure, culture and the size of the corporation.( Schwartz Jay 2005). Jay continues that TQM and BSC share a common theme of improving communication in an organisation. He also added another shared goal of the BSC and TQM as the reduction of costs and improvement of services of an organisation. Moreover both TQM and BSC need management support to ensure that all employees support the new initiatives. However BSC and TQM differ in other aspects. The difference between TQM and BSC is in the number of people involved in the process; TQM requires full participation, compared with limited involvement for the BSC'(Schwartz Jay 2005).With my little knowledge on the BSC, I think it also requires full participation. This is very important to prevent any possible resistance. Another difference named it major difference by Schwartz is that BSC places more emphasis on finance i.e. using traditional financial objects; TQM while not diminishing the importance of financial solvency, it focuses more on the systems of the organisation, the concept of empowering people and employees involvement. I also raise my concern to Schwartzs views on where the focus is in BSC .i.e. finance!!.Looking at the four perspectives of the BSC ( financial, customer, internal process and learning growth) it is clear that BSC involves both financial and non financial aspects. BSC was established to compliment the fin ancial measures, so it does not put much emphasis on financial matters only but includes also non financial measures. The BNET business dictionary defines BSC as a system that measures and manages an organisations progress towards strategic objectives. Introduced by Kaplan Norton (1992) ,the BSC incorporates not only financial indicators but also other perspectives . To conclude this Schwartz (2005) suggests that before managers decide whether TQM or BSC which fits the organisation they must ask themselves the following questions: What is the organisation structure?, What is the corporate structure? What is the size of the organisation?. He then recommends that for a large and bureaucratic organisation BSC fits best and TQM fits best with small service related organisation. However Schwartz didnt make it clear how to define a large organisation either in terms of capital, employees ,etc. I would rather say that whether using BSC or TQM the most important aspect to consider is whether the organisation is real committed and has a leader to initiate the change including involving all the employees. I would personally recommends the use of BSC as its structure is clear and helps the organisation to put the strategy into measurable goals. 2.5 MANAGEMENT CHANGE Management change involves the process of reducing the chances for resistance done by top management personnel and executives. In many organisations the tendency of management to resist changes, especially in adopting a new system keeps on growing day by day. Thus for the organisation to manage the changes there should be a systematic process, planned properly and which involves the shareholders and other key stakeholders. In this respect a change may be defined as any addition to an existing or modification to an old system or any deletion of an aspect of an old system. Some of the reasons for making changes could be solving problems, growth motives/purposes, improving performance, accommodating technology change, etc. In any organisation for a change to be successful, management should commit itself to make the change operational within a reasonable time. In many organisations this has not been the case as it has been relative difficult to implement changes especially adding a new thing to an existing system. It may be said that the systematic approach to implement changes reduces the negative impact of changes and the possible failure. The researcher will evaluate the performance of the Local Authorities Pensions Fund ( LAPF) using the metrics as structured in the proposed Balances Scorecard (Table 1) which is relevant to the Funds operations. Some metrics may be in use while others may not. In this case LAPF may wish to fully adopt the performance metrics as shown in the proposed BSC. Thus all issues relating to change management should be considered before trying to implement BSC approach to measure and improve the overall performance. This is the essence of analysing how change process may be done, possible challenges and change failure together with suggesting how to maximise chances for successful change process. Improving the performance is a continuous process, that necessitates new measures and approaches to be adopted. This also justifies why changes cannot be avoided by an organisation if it wants to occupy large market share, beat competition and improve the overall performance.( Henry J.F, 2006). Change management means to plan, initiate, realise, control and finally stabilise change process on both corporate and personnel level. In some situation change brings problems for instance disturbing system , staff programs and other development programs that are in progress. ( Oliver Recklies 2001).The author shows much concerns on those management and staff who have negative thoughts and perception on what is change and why change.. Management always fears to be questionable for failure while employees have fears of losing their jobs. Majority of employees tend to put forward resistance to change without considering that change facilitates improvements (Oliver Recklies 2001). The effects of change may be unclear to employees and thus fear something bad may happen that affects their tasks, responsibilities and worse enough even their lives. Management should consider possible aspects that may have negative impact on the change initiative so as to achieve the desired results. The su ccess of change projects depends on the Organisations ability to make all their employees participate in the change process in one way or the other. ( Oliver Recklies 2001). Lawler (1986), viewed from Rob Paton James Mc Calman (2008),said that overall change is not impossible but it is often difficult. The difficult is that most organisations view the concept of change as a highly programmed process which takes as its starting point the problem that needs to be rectified, breaks it down to constituent parts, analyses possible alternatives, select the preferred solution and applies this relentlessly- problem recognition, diagnosis and resolution Recklies (2001) made a significant contribution on how to minimise the negative effects of change to arrive at successful change process. He therefore divided the change process into seven stages it is relative better for management to understand in which stage they should expect what kind of problems. The stages are : shock and surprise, denial and refusal, rational understanding, emotional acceptance, exercising and learning, realisation and last being integration.( diagrammatically presented in figure 2.1) Shock surprise- This involves confrontation with unexpected situations Denial refusal-No need for change, i.e. Change is not necessary Rational understanding- people realised the need for change but unwilling to change own pattern of behaviour Emotional acceptance This is the most important stage characterised by slow pace. Management should succeed in creating willingness for change for the organisation to exploit its real potentials that lie in different aspects. Exercising learning This is the learning stage that will be influenced by peoples willingness. It is a trial for a new system and process. The stage is characterised by failure and success. This leads to the increased perceiveness of people own competence. Realisation This stage highly depends on stage 5 above, as people get more information through learning and allows mind to receive new challenges and experiences, The stage is characterised by flexibility and thus perceived competency increased. Integration At this stage people have acquired new skills and patterns of thinking The introduced change becomes familiar and a routing process. Figure 2.1 .Change process ( adapted from Oliver Recklies 2001) The seven stages simplify the implementation of the new process or change. Those who are responsible to accommodate the changes into the business should understand these stages so as to apply them systematically. John P. Kotter (1996) in his book Leading change explained clearly the most common mistakes done by organisations when adopting change and also he came up with their solutions. As Recklies 2001 (above) Kotter 1996 also explained eight stages for change process. Lets now examine the change mistakes done by management ( by Kotter ) and later we will explain the change stages and contrast them with Recklies change stages. Allowing too much complacency This is one of the biggest mistake as ranked by Kotter. The over confidence attitude of an executive wishing to process change may cause change failure. Having been successful in the past drives the executive to proceed with change plan without establishing and understanding the urgency of

Energy Deregulation :: essays research papers

As we have witnessed the rolling blackouts and emergency alerts throughout many parts of our state of California within the past 12 months, there is a question waiting to be answered. Why do we have an energy crisis when there are other states that are doing just fine? Before we come to any hasty conclusion, let us ask ourselves what happened to the energy policy during the mid 90s? During that period the electric utilities went from being highly regulated to being deregulated following the trend in successful deregulation of many industries such as airline and telecommunication industries. The concept that deregulation will bring more competitive prices and better services to the public, undermined the negative potentials of the free market system. Deregulation bill must be abolished because it brings higher electricity prices, lower reliabilities of electricity, and also it threatens to drag down our economy along with it. First, we have seen a nation-wide increase in both wholesale and retail electricity prices. In California as an example, the wholesale prices increased seven times last year compared to 1999 (Kahn and Lynch 13). The average residential electric bill almost doubled from $40 to $80 in San Diego when the SDG & E’s retail price freeze ended in June 2000.1 According to Washington Governor Gray Locke, â€Å"the whole energy prices have gone up from ten to twenty times the prices of a year ago (1). In New York, more specifically in New York City and parts of Westchester County which are one of the first areas in the country to deregulate retail prices entirely, the retail rates have increased almost 30% (Eisenberg 47). This is bad when you consider that ones that are going to be most hurt from these unreasonably high electricity prices will be the individuals and families that are in the low-income bracket. Second, the reliability of electricity was compromised throughout many parts of our state, affecting both residential and business sectors. On June 14, 2000, about 100,000 customers were blacked out in San Francisco Bay Area (Kahn and Lynch 9-10). According to Lorenco Goncalves, the CEO of California steel industries, â€Å"We were interrupted 14 times this month [January] compared to not once from 1987 to 1998. So many other industries depend on what we send them†¦If they can’t depend on my products, they will [buy them] elsewhere† (Wood and Sherer). These uncertain interruptions are causing a lot of damage in our economy.

What is Typical of Lyrical Ballads Essay -- Wordsworth Coleridge Poems

What is Typical of Lyrical Ballads The group title of the set of poems written by Wordsworth and Coleridge presents an interesting starting point of analysis. The phrase ‘Lyrical Ballads’ is a paradox as the genres of ‘lyrics’ and ‘ballads’ can be defined as in opposition to each other. A ‘lyric’ is ‘a poem about feeling†¦ addressed to the reader in a manner of private and intimate conversation’. A ‘ballad’ is ‘a narrative poem from an anonymous point of view, often relating to characters from public or historical events, such as war.’ Therefore the two genres are combined under the title ‘Lyrical Ballads’, signifying an unexpected and unusual style from Wordsworth and Coleridge. This is further evidenced by Wordsworth, who said the ‘Lyrical Ballads’ should be seen as ‘an experiment’, consisting of ‘poems†¦ materially different from those under the general approbation†¦ present bestowed’ and that they may be read by some with a ‘common dislike’. One aspect of the style of ‘Lyrical Ballads’ that caused much contempt at the time of publication is the simple language, an important characteristic of the poems. Wordsworth tries to avoid the ‘falsehood of description’, instead preferring to record reality in ordinary language rather than attempting a poetic diction. Unlike many of his contemporary poets, Wordsworth did not attempt an ornate and elevated poetic style adorned with extravagant metaphors. However, this does not mean the language is colloquial, but that Wordsworth takes his language and subjects from ‘ordinary life’ hoping to show ‘the language really spoken by men’. This is true for poems such as ‘We are Seven’ in which the narrator meets a ‘little cottage girl’ and questions her about her sibling... ... There are many characteristics that permeate throughout each of the poems in the ‘Lyrical Ballads’ creating a style fundamentally associated with Wordsworth. These qualities have a number of different intentions, for example the simple language and the reference to ordinary life do not alienate readers from a less educated background. Wordsworth’s intention was for his poetry to be inclusive and the ‘Lyrical Ballads’ are infused with ordinary life, responses to loss, growing old and the fear of death. The poems also celebrate a view of rural life and nature as a solution to industrialisation. Consequently, whilst many of the poems aim to engage readers for entertainment purposes, some poems, such as ‘Last of the Flock’ and ‘Simon Lee’ not only offer a story of ordinary life but they provide political protests on the provisions for the poor and the old.

Do You Prefer Eating Out to Eating at Home? Essay

Nowadays, some people like to eat at home and prepare food by themselves but others prefer to eat outside in restaurants or at food stands. As far as I am concerned, I prefer to eat at home. Of course, there are some advantages eating out. Firstly, restaurants offer a more comfortable environment to eat and the food there tastes more delicious than home-cooked meals. Everyone has different favorite dishes and restaurants may satisfy all tastes of its customers. In addition, eating at restaurants is a good way of getting together with friends. People go to restaurants so that they have a private space to discuss something. Many people think that it is easier to do a business when they eat and negotiate at the same time. They do not need to worry about washing dishes and clearing. For people who are busy to cook, eating out is certainly an ideal choice. Furthermore, for people do not know how to cook and do not have someone to cook for them, eat out seems to be the only choice. However, many other people prefer to eat at home. This is because eating at home is much cheaper than eating at restaurants. Instead of spending money for expensive meals at a restaurant, people can prepare for a meal and save lots of money for other purposes, so that they do not want to go restaurants for lunch or dinner. Other people choose to eat at home just because they would like to spend time with their families. While having dinner at home, for example, they can share their happiness and troubles in jobs with their folks or even talk about a television program they like best. I think that whether people eat at a restaurant or at home, the most important thing is whether they feel comfortable or not. However, if I have to choose, I will eat at home because it is a way to save my money and above all, I can have a good time with my family. The main reason is that at home family members can prepare their meals and enjoying their food together, which can enhance their relationships. Family members can talk, make jokes and exchange feelings on current affairs with each other while preparing a meal. Parents have a chance to communicate with their kids and keep track of what they are thinking and doing; while children can learn to help with some household tasks and develop intimacy with their parents. Imagine that you and your brothers and sisters help your mother to cook on weekend, and enjoy the food later on, and you feel everything is so nice. General speaking, eating out side is comfortable and  convenient, but eating at home has more benefits. I prefer to eat at home.