Bsp Money Supply Policy

Supply of Money There are several definitions of the supply of money. M1 is narrowest and most commonly used. It includes all currency (notes and coins) in circulation, all checkable deposits held at banks (bank money), and all traveler's checks. A somewhat broader measure of the supply of money is M2, which includes all of M1 plus savings and time deposits held at banks. An even broader measure of the money supply is M3, which includes all of M2 plus large denomination, long-term time deposits—for example, certificates of deposit (CDs) in amounts over $100,000.Most discussions of the money supply, however, are in terms of the M1 definition of the money supply. Banking business. In order to understand the factors that determine the supply of money, one must first understand the role of the banking sector in the money-creation process. Banks perform two crucial functions. First, they receive funds from depositors and, in return, provide these depositors with a checkable source of funds or with interest payments.Second, they use the funds that they receive from depositors to make loans to borrowers; that is, they serve as intermediaries in the borrowing and lending process. When banks receive deposits, they do not keep all of these deposits on hand because they know that depositors will not demand all of these deposits at once. Instead, banks keep only a fraction of the deposits that they receive. The deposits that banks keep on hand are known as the banks' reserves. When depositors withdraw deposits, they are paid out of the banks' reserves.The reserve requirement is the fraction of deposits set aside for withdrawal purposes. The reserve requirement is determined by the nation's banking authority, a government agency known as the central bank. Deposits that banks are not required to set aside as reserves can be lent to borrowers, in the form of loans. Banks earn profits by borrowing funds from depositors at zero or low rates of interest and using these fu nds to make loans at higher rates of interest.

Health and Wellness Education

*Health And* Wellness Education HWE 100 HUMAN NUTRITION 3 CREDITS Introduces basic principles of nutrition with emphasis on personal nutrition. Satisfies nutrition requirement of students entering healthcare professions. HWE 108 WEIGHT LOSS 1 CREDIT Focuses on combining a healthy diet and exercise to shed unwanted pounds and inches. The course will include online sessions that will focus on personal habits including diet that lead to weight gain and exercise session appropriate for the student. *HWE 111 HEALTH AND FITNESS * 3 CREDITs Studies health and fitness in the U. S. today. The course will look at personal health issues, managing stress, nutrition and healthy life styles. HWE 122 RESPONDING TO Provides standard first aid and CPR, with a more in-depth look at sudden illness, specific disease, and emergencies. *HWE 124 FITNESS AND WELLNESS * 2 CREDITS Provides information on fitness and wellness and to serve as a guide to design, implement, and evaluate a complete personal fitness and wellness program. The course integrates the basic components of fitness and wellness in understanding human health in order to achieve well-being. This course offers current information in the health field and provides self-assessments for health risk and wellness behaviors. This includes lifestyle modification, nutrition, weight management, stress management, cardiovascular and cancer risk reduction, exercise and aging, exercise related injury, exercise and the environment, prevention of sexually transmitted diseases, substance abuse (including tobacco, alcohol and other psychoactive drugs), and analysis and interpretation of research publications and Web sites in health and wellness. *HWE 125 INTRO* TO HUMAN PERFORMANCE 3 CREDITS This class is a survey of the discipline of kinesiology, including knowledge derived from performing physical activity, studying about physical activity, and professional practice centered in physical activity. It includes an analysis of the importance of physical activity in daily life, the relationship between physical activity and the discipline of kinesiology, the general effects of physical activity experiences. The course surveys the general knowledge base of the discipline as reflected in the major subdisciplines and reviews selected concepts in each, showing ow they contribute to our understanding of the nature and importance of physical activity. In addition, the course introduces students to the general characteristics of the professions to Specific types of physical activity professions typically pursued by those graduating from a program of kinesiology, and assists them in making some early career decisions. *HWE 136 SKILLS & Methods* OF This course is intended for HUP ma jors. It is designed to acquaint the student with the basic skills, methods and techniques necessary to be a competent exercise leader in he area of resistance training. Emphasis will be placed on understanding selection of appropriate teaching progressions that relate to the weight room and fitness facility as well as the science of human motion and muscle/joint structure and function as it relates to fitness. HWE 230 EXERCISE AND SPORTS Teaches students how to apply behavioral principles and techniques that may help people increase their motivation to exercise and change health-impairing behaviors. The course is based on research, theory, and practical application in the field of physical activity. Examination of theories and current research related to sport and exercise behavior will be covered. The student will be introduced to the field of kinesiology by providing a broad overview of the major topics in the area. *HWE 237 EXERCISE*, NUTRITION Discusses the concepts of improved performance in all fitness areas. Emphasis is placed upon updated information associated with nutrition and human performance. Measurement of body composition is used as it correlates to training and diet/ exercise programs. Introduces the student to the physiological responses nd adaptations of individuals to exercise as well as the application to sports medicine, rehabilitation and general fitness. The laboratory provides experiences that demonstrate the underlying theoretical constructs that govern physiological responses and adaptations to exercise. PREREQUISITE: BIO 201, â€Å"C† or better. HWE 248 EXERCISE TESTING AND Provides the student with the opportunity to conduct laboratory fitness assessments, evaluate test results and develop exercise prescriptions. In addition, the student will be expected to become knowledgeable about the promotion and marketing f fitness programs. HWE 255 CERTIFIED PERSONAL TRAINER Provides the student with theoretical knowledge and practical skills in preparation for a nationally recognized personal training certification approved by the Colorado Community College System. These Certifications are limited to the following: ACSM, ACE, NSCA, NCSF, AFAA, and AEA. Upon certification, the student will have the ability to develop and implement exercise programs for healthy populations and/or those individuals with medical clearance to exercise. Designed for all majors in the Human Performance Program and provides the student on-the-job training. The student will have the opportunity to further integrate academic knowledge and apply those skills gained through the Human Performance degree curriculum. Working in various capacities within the ACC Fitness/Aquatic Center, Physical Education department and the Employee Wellness Program will be required. Students should receive entry-level proficiency at the completion of the HWE 248, HWE 237 and HWE 122 or current CPR-PR/AED and First Aid Certification.

Division of labour

Today, even simplest form of labor like, our day-to-day domestic work, is divided between services like house maids, milkman, laundry revise, daycare, transport services, along with restaurants or food deliveries. Most of the times, we do not realism how the concept of division of labor is more central to our lives than we think. Right from the beginning of the human life, to this day of again super-computers, the division of labor has made all the difference. The division of labor brings in greater productivity of labor. If not for this productivity, today would have been only slightly different than the ice ages.This basic need for division of labor comes from the human desire to lead a better life. According to Smith, part of what makes us human, Is our propensity to truck, barter, and exchange Items. If everyone were to produce everything they need, there would be very less scope for any sort of Innovation and a lot of time In would be wasted In changing tools and materials. But, with the help of the division of labor, leading to efficiencies and surpluses, each member of the society could trade the fruits of his/her labor for other objects that are needed.This would result in the improvement of quality of life and a win-win situation. Division of labor creates specialized knowledge of a reticular task. It saves the laborer time as the time needed to adjust to new physical or mental frame works is eliminated. Doing the same thing over and over, leads to innovation in the methods and tools employed in the task. If not for the extensive form of division of labor, the world wouldn't have been what it is today. The effective Dillon of labor Is limited by the market size.A vendor, who supplies to the only geography he has access to, can delve the labor to only a certain extent because, as productively Increases with the Dillon of labor, a large market Is needed o consume the products that it gives rise to. Thus as Eng as he doesn't have access to larger market, the further division of labor is meaningless. Over the last few centuries, the advances in technology gas connected the geographies all over the world and so, the accessing the markets of these geographies has become easier.Thus, many businesses that were previously supplying to limited markets of villages and small cities are now spreading rapidly over parts of the nations and those supplying to parts for a nation are taking over the world. So, in order to increase earplugs and productivity also over tight competition from others of their kind, they need to go for greater extent of division of labor. The sustain in the world of tight competition, be It In the global or local scale, the division of labor has to make best use of available resources.This Dillon of labor, Is based on cheaper and faster access to resources, local human talent, cost of manufacturing and consumer base, thus increasing their productivity. For example, a lot of companies located in might have their producti on units in china or software development in US, taking advantage of natural or human resources available the locality. This has given rise to division of labor geographically. Today, majority of businesses, have various parts of the same product manufactured in various parts of the world.Also, we see many cities or various parts of world emerging as specialists in particular businesses. Now businesses are moving to Africa and India where they can find more consumers. The world has become a small village. Everyday, we see many huge companies shutdown after having failed sustain in the competition to cater to the changing need for services and products, and many new ones taking over the globe. Unlike the old times, today people don't limit themselves to one particular Job, they look out for more Jobs that can fetch them more money.So, the increase in productivity achieved by division of labor at one Job, helps them divert their resources elsewhere to earn additional revenue. Today th e information technology may be decreasing the kind of information asymmetry that existed before. Division of labor is omnipresent, be it in political organizations where the government is divided into legislative, Judiciary and executive branches or in latherer systems, where we have different doctors for different ailments. Today, there are enormous number of types and many more are getting added each day.Also, in today's world, Adam Smith's Division of Labor has got a new meaning with the division of labor between the humans and machines. The human intellectual skill combined with physical strength of the machines has changed our lives like never before. The computers, which are machines of one particular type have created wonders. They have created a major upheaval in the nature of human work. On one hand there is a division of labor between humans and Computer and on the other hand, there is a fast growing division of labor within humans who can and who cannot do valued work in the economy filled with computers. L] In the old times, the division of labor based on labor was widespread. The male population was supposed to earn the bread, and the female population was assigned to take care of domestic work. Unlike those days, today we see more and more women entering Jobs that were previously reserved for males. As the society is slowly coming out of self-imposed superstitions and restrictions regarding the granting equal rights and opportunities to females, the competition between male and female for the various Jobs is increasing.Only the best suited for the Job, irrespective of the gender, get the Job. Thus, the gender based division of labor is losing its impact. This reinforces the statement of Adam Smith saying ‘Competition is the best influence for increasing productivity'. Everybody wants to live a better life. This best of everything. Minored to attract buyers with good quality products and services in this barter, and sustain in the competiti on with others, there is a need for greater radioactivity. And again comes the role of division of labor to achieve more productivity.

Finance and Accounting Essay Example | Topics and Well Written Essays - 500 words

Finance and Accounting - Essay Example As the study presents derivative securities are financial instruments that have their value from the underlying assets. Such derivatives have different degrees of risks and therefore the certainty equivalent of cash flows can be computed by use simple multiple and based model where the cost of capital is used in finding both the current uncertain values of future uncertain cash flows. The research highlights both techniques are used in evaluation and estimation of the firms/company’s value. Additionally, both techniques use cash flows from the assets in their respective evaluations to find out the intrinsic value of the firm. Conversely, in discounted cash flow valuation, the purpose is to discover the value of assets, given their respective cash flows, growth rates and risk distinctiveness. In relative valuation, the purpose is to value assets, based upon how comparable assets are presently priced in the market. Private equity has been facing difficulties in valuing the private equity value as there have been different definitions of the fair value and inadequate/limited guidance in application of generally accepted accounting principles. Additionally, issues like financial crisis compel problems in valuation of private equity as the markets become unsteady hence triggering liquidity and placing stress on particular assets. Ineffective policies and procedu res used by managers regarding valuation of private equity bring about another problem in valuation.

Case study ---Twinkie-eating vultures Essay Example | Topics and Well Written Essays - 1000 words

Case study ---Twinkie-eating vultures - Essay Example A vulture capitalist is an investor who has used sections of the terms of an investment deal in a company to grab rights of the company or the valuable parts of the company (Cyr, 1998). This is a sharp contrast to a venture capitalist who always invests in the company likely to excel in the market and bring profit to the investor. The case of Hostess Brands Inc is run by vulture capitalists who are always looking for ways to invest in a company that will likely not bring profit in the present so that they bring out the takeover clauses which will end up in the forfeiture of the company’s assets. This will make the vulture capitalists sell off the parts constituting the company and this will make them earn profit while the company collapses. This is according to Goldstein (2011) explanation. Twinkie-eating Vultures With the hobbling of the Hostess Brands Inc.; the media through the vulture capitalists have been informing the masses that the products they use to get from the Hos tess Brands like Twinkies, Ding Dong and Ho Hos since they believe that the Public Sector Unions are solely responsible for the collapse of the company. This is the first tactic that the vulture capitalists use when they are blaming the other concerned parties for the collapse of the firm or company in this case they ensured that Bakery, Confectionery, Tobacco Workers and Grain Millers International Union were blamed for the collapsing and meltdown of Hostess Brands Inc. The work of BCTGM is to represent the interests of employees within the organizations. In the Hostess case the BCTGM was very influential on the employees’ interests in the company and as such it can be deemed that the conservatives who are the vulture capitalists had seen this as a controversy and as such they had to take the blame for the Hostess Brands Inc. shortcomings. According Kotz (1994) the public unions are always highly controversial among the conservatives who always advocate the downsizing of the public sector and will always blame the unions for their losses and deficit. The union itself was represented in the Hostess Company by around 5,600 employees and this can be argued that they did not bring the company down. Instead the managers left in charge are responsible for being incompetent and bringing the company to a close as they had announced. To the capitalists the employees were of no importance to the employers not with the sacrifices they made on behalf of the company. The union which has the mandate to put the interests of the workers before anything else took a great exception on the Hostess Brands Inc. The BCTGM workers never inquired on getting more money from the company, neither did they ask for any benefits to be accorded to them nor did they ask for better pensions. The union workers’ basis was that they wanted to ensure that the company in the end should have had a great turnover and mobility. This would have brought the company to a profit making fir m. One of the main emphases in any company should be the contested exchange logic. The logic of contested change basically implies that when it comes to labor the production process must not be perceived as the combination of labor in conjunction with non-labor inputs instead it should be seen as also the process whereby the labor on actual work is also derived from workers. With

Does Corporate Governance Work Essay Example | Topics and Well Written Essays - 4000 words

Does Corporate Governance Work - Essay Example Karamanou and Vafeas (2005) narrow the definition of corporate governance to the task of monitoring the performance of an employee. On the other hand, increasing its extent and scope, corporate governance is described a broad based set of principles and practices through which shareholders control the directors of the company. Moreover, the â€Å"Combined Code of Corporate Governance† introduced by the London Stock Exchanges defines the purpose of corporate governance as to â€Å"facilitate efficient, effective, and entrepreneurial management that can deliver shareholder value over long term† (Boyle, p.3, 2009). Broadly corporate governance establishes rights and responsibilities of stakeholders specifying rules for decision making. It also a set of techniques that evolved over time and are put in place to control the conduct of executives both within the organization and externally (Walsh & Seward, 1990). In the traditional finance paradigm, corporate governance is res tricted to the relationship between a company and its shareholders. According to the managerial discourse, corporate governance is a codified set of normative principles that are at times immutable (Cobbaut, 2003). On the other hand, Cadbury (1997) defines strong governance as an optimisation between monitoring and performance. Corporate governance, thus, is an intangible whose effects can be perceived through its working. Corporate governance like other intangibles, for example, loves and hatred doesn’t have a concrete shape and form, but its effects are realised by the nature of its working (Plessis et al., 2005). The varied nature of working of corporate governance, and its broad scope, doesn’t allow for development of a single and comprehensive notion. The definitions of corporate governance, with their differences apart, have quite a few commonalities but none has achieved definitive status (Boyle,

Reflect on your learning experiences during the semester Essay - 1

Reflect on your learning experiences during the semester - Essay Example That is why on my first week I am very excited in immersing myself in a university learning setup. However even from the start I had trouble balancing work and university life. My busy schedule in my work had given me very limited time in my studies. From the start I have doubts on whether I can fully absorb what the instructor is teaching. Also, knowing my tendency to jump into any activity without clearly thinking on the possible loopholes and disadvantages in embarking on this undertaking has intensified my fear that I might have wrongfully chosen the course that I enrolled in. I also felt that I might fail to observe and reflect on the inputs that I should have received. Kolb and Fry’s Experiential Learning theory provides a clear strategy on how to fully immerse myself into the lessons that I really want to learn. It is a learning cycle that starts from one’s concrete immersion to the knowledge and skills that I want to learn. After one’s immersion, a person should observe and reflect on the stimuli that he received. This time, his analytical mind should work to pick up the loopholes and the flaws in learning the skills. The holistic mind accumulates these loopholes and mistakes. It will then use these in laying down fresh guidelines in performing things. Practical testing of one’s newly ratified procedures in carrying out things is the last part of the cycle. This will continue to a lifetime upward cycle of personal renewal and development until a person actualizes his fullest potential. I realized in the second week in this course that there are several theories on how an individual learn individually and in an organizational setup. From sensory stimulation, reinforcement theories to experiential and adult learning, numerous learning theories, I have learned in a brief amount of time the explanations done by psychologists that lay down why and

PMD#3 Essay Example | Topics and Well Written Essays - 500 words

PMD#3 - Essay Example It will also be important to map the stakeholders’ expectations to ensure that we really comprehend what it is that they expect out of the project. Mapping these expectations out accurately will require the ability to listen skillfully and decipher what the stakeholders want. In this case, it will be prudent to ask the questions through senior management. The expectations of the stakeholder will soon be classified as unrealistic and realistic (Eskerod & Jepsen 22). Managing realistic expectations by the stakeholders will entail making sure that they can be fulfilled, while also ensuring that the stakeholders know their expectations are being met. The communication plan will need to give the correct information in the correct manner to the correct stakeholder (Eskerod & Jepsen 24). With regards to unrealistic expectations, these are not likely to be met and, therefore, these expectations will have to be changed. This will be done by offering better information through the development of a communication plan that provides the stakeholder with the right information in a believable fashion. However, this will have to be tactful since it will sometimes involve communicating it upwards to senior management (Eskerod & Jepsen 24). Management of procurement procedures will require the establishment of a governing council whose purpose will be to give directions that will align the procurement strategy with the overall strategy. The procurement department will also have to be aligned and staffed to maximize its effectiveness, while also benefiting the company (Baily 32). In this case, it would also be wise to place forecasting, contract management, logistics, and procurement under one departmental leader. It will also suffice to make technology work for the organization by reviewing processes that may need improvement, and choosing the correct technology for it. In addition, the organization, through the procurement department, should establish links and

Resolution of Business conflict Research Paper Example | Topics and Well Written Essays - 500 words

Resolution of Business conflict - Research Paper Example They can be monetary as well as non-monetary in nature. When calculated, it takes into account financial losses, wastage of time and wasted resources. In this specific case with two major participants, the problem was that they were influential enough to create concerns and panic in the economy and could cause fluctuations in the financial stability of the industry. The costs of this specific conflict were that first of all, it fueled the mortgage concern more than it would actually have oscillated. The Insurance Company had to pay a huge price to investors who faced a rapid mortgage decline. Goldman had apparently inflated its losses more than their actual value, and demanded most of what AIG had been left with. Goldman had a major share in the rapidity of the problems created for AIG, which was already stuck in a complicated mesh of loss in the financial world as an insurance company that collapsed because of a decline in the mortgage market. That was the point where the government intervened in the resolution of the conflict. Both parties were adamant with their behavior and did not consider any compromises which could ruin or at least create confusions about their position in the industry. Goldman, along with pressing AIG for further payments pushed other institutions such as Societe Generale, a French bank to ask for payments from AIG as well. Even though AIG was practicing a somewhat more lenient policy towards Goldman, it appeared as if there was something awkward about Goldman Sachs strategies of compelling AIG’s scenario to worsen. After research, it was found that an unreported $2.9 Billion was undeservingly lying in Goldman’s reserves- undeclared and unreported. Gold man’s concern was that AIG should not be demanding payment back from them. If it was not enough in the first place, AIG should have objected before paying it. The issue between the giant companies was not

Capability Maturity Model Essay Example for Free

Capability Maturity Model Essay This report is split in to two parts, Part A of this report will aim to firstly define the Capability Maturity Model (CMM) and secondly critically asses the importance of the model in relation to Software Quality Management. The aim of Part B will be to first assess the benefits of gaining accreditation against the CMM for software companies, secondly explain why the CMM is important for Indian outsourcing organizations and provide examples of companies, and lastly critically evaluate the differences between the CMM and the TickIT scheme by identifying the strength and weakness of both methods. PART A 2. Capability Maturity Model (CMM) The Capability Maturity Model (CMM) was developed at Carnegie Mellon University by the software Engineering Institute (SEI) and it provides a frame work for process improvement. (8) 2. 1 Five levels of (CMM) CMM has five maturity levels that lay successive foundations for continuous process improvement. Looking at figure1 in 2. 2, we can see that each maturity level comprises a set of process goals that when satisfied, stabilize an important component at the software process. (9). The Capability maturity model is organized in to five levels. Below is a description of each one: * Initial (Level 1): At this level the software process is ad hoc and projects succeed through individual heroism. ( 8) * Repeatable (Level 2): At this level basic project management processes are established to track schedule, cost, and functionality. (9) * Defined (Level 3): At this level the software process for both management and engineering activities is documented, standardized and integrated into a standard software process for the organisation. (9) Even though the Organization has a well defined process, it does not necessarily support it with quantitative measurements. (8) * Managed (Level 4): At this level detailed measures of the software process and product quality are collected and both the software process and product are quantitatively controlled and understood. (9) * Optimizing (Level 5): At this last level the organization makes quantitative measurements of its projects and makes use of those measurements to tune the process. (8) 2. 2 Diagram of the five levels Figure 1. CMM model (2) 3. Important of the model in relation to the SQM A lot of attention has been given to improving the process of designing, developing, and delivering software applications. The Software Engineering Institutes CMM Model is designed to help us evaluate the maturity of our Software development processes. The Capability Maturity Model recognizes that there are tools and processes that, while not directly involved in the production of code, aid in the overall Software Quality Management process. (1) The CMM is now popular and has been effective in emphasizing the importance of process improvement. Process improvement is an important Total Quality Management concept and significant research has focused on the design and evolution of the software development processes with the intent to enhance their capability and maturity. The Software Engineering Institute (SEI) has developed specific models to evaluate, diagnose, and evolve the capabilities of the software development process. (4) As mentioned in 2. 1, the SEIs Capability Maturity Model (CMM) defines an evolutionary path from ad hoc, chaotic processes to mature, disciplined processes. Process maturation, as assessed by the predictability of development outcomes in terms of quality, budget, and schedules is enhanced when feedback is meaningfully generated and utilized to recalibrate and fine tune the software process design. (4) Report evidence have suggested that organizations implementing a Capability Maturity Model-based software process improvement have realized gains in development cycle time and programmer productivity. (4) However Reports also suggest that organizations face difficulties in adhering to the sequence, as recommended by CMM, in which changes to the development process needs to be implemented. (4) In conclusion lack of theory informing the conceptualization of the Capability Maturing Model stages raises questions about the rationale for the suggested sequencing to develop process capabilities. Limited attention has been devoted to define process management, identify and define its constitutive dimensions, and develop reliable and valid measurement instruments for each of these dimensions. (4) Process improvement is one aspect of Total Quality Management that needs to be integrated with other core Total Quality Management principles, such as customer focus and viewing the organization with an integrated systems perspective. These essential aspects of Total Quality Management are currently missing in the Capability Maturity Model (CMM). (4) Integrative theory development is required to understand the relationships between process management practices and other elements of the development organization, which enable or constrain effective process management. (4) Generally the Capability Maturity Model recognizes that moving from a craft approach, where performance is largely a function of individual skills, to a factory approach, where the process plays a dominant role, is necessary to improve software development performance). Many Information System developers could perceive process-based approaches such as the CMM as deskilling their job and increasing managerial control over systems development tasks. Such a change is likely to be resisted by IS developers and could be a cause for failure of these approach. (4)

Leadership style affect on employee work performance

Leadership style affect on employee work performance According to Khurana, R. (2002) leadership is essentially the secret to successfully fulfilling demanding roles in todays society. A leadership style encompasses a consistent combination of individual behaviors and attitudes towards group members in order to achieve goals. Effective leadership can be a fundamental tool in maximizing company performance and has elicited an abundance of research. Employee performance comprises of two components: performance on the job and withdrawal from the job (Brayfield, A.H. and Crockett, W.H., 1955). Performance on the job refers to factors such as efficiency and overall quantity and quality of output. Withdrawal from the job demonstrates adverse occurrences including absences, accidents and turnover. Subsequent definitions have marked performance as the ability to accomplish a purpose and produce the desired result (Chatman and Flynn, 2001). This essay seeks to outline types of leadership styles projected by various researchers. In a culture that has denoted the immense importance of effective leadership, it will then analyse the effects of leadership styles on employee work performance in accordance to the criteria above. To conclude, this essay will question the impact of leadership style, and finally debate whether it is crucial for adequate performance. During the twentieth century, it was thought that reaching goals were vital to success, leading to the development of classical theories such as Taylors theory of Scientific Management and Fords introduction of the Assembly Line. However, Mayos Hawthorne Studies exposed the importance of social factors in addition to economic motivators. Thus, the Human Relations Movement emerged resulting in a shifted focus onto social processes, and effectively the expansion of leadership theories. The Ohio State Studies highlighted two central factors to leadership: Initiating Structure and Consideration (Stogdill, 1974). Initiating structure addressed task behaviours which served to fulfill duties whereas consideration represented relationship behaviours which aided to build leader-follower links. Essentially, levels of each component would combine to signify the leadership style a particular leader would adopt (see Appendix 1 in Appendices). Likert (1961) went on to summarise leadership styles into four types: exploitative autocratic, benevolent autocratic, consultative and democratic. Leadership styles could be distinguished into four main types: autocratic, democratic, laissez-faire and human relations. An autocratic (or directive) leader would exude a sense of control and often outlining the means of how to achieve targets. Democratic leaders would alternatively consult group members and implement a vote before final decisions. Democratic leaders fall into a sub-group of participative leaders which involve group members in decision making. The laissez-faire approach encourages independence of followers and rarely contributes to the methods of output. Finally, a human relations style comprises of attributes similar a democratic leader, emphasizing the importance of consulting those involved before making a decision (Berkowitz, 1954). The Michigan Studies concluded that leadership styles could be formed on a basis of their employee orientation and production orientation, which consisted of behaviours similar to the Ohio State studies (Katz, D., Kahn, R.L., 1951). Originally, these constructs were seen as dependent variables; that is, if a leader was highly employee orientated their focus on product was compromised and vice versa. However, this principle was subsequently reconceptualised and viewed as independent constructs (Kahn, R.L., 1956). The development of assessment methods later materialized including the Managerial Grid which assigned leaders levels of task and people concern (Blake and Mouton, 1964, 1978 1985). The five central styles are exhibited in Appendix 2 in the Appendices. An authority-compliance leadership style would possess large focus on output and presuppose that followers would obey their orders. Conversely, a County club style leader would stress the importance of addressing peoples needs before output. Impoverished Management Style involves little input from the leader in both aspects, which could be associated with the laissez-faire approach. Initially, autocratic leadership appeared to be idyllic in boosting performance. Before Fords Assembly Line was introduced the factory was producing two-hundred cars per day at a rate of ten days per car. The introduction of Fordism entailed ordering employees when and how to complete tasks. Consequently, productivity rose leading to a total increase of two-thousand-and-five hundred cars per day (Roberts, A., 2009). One cannot deny that autocratic leadership was effective in reaching, and even exceeding, performance targets. However, according to Blake, R.R. and Mouton, J.S. (1975), the effectiveness of authority has diminished. It seems that as the human relations movement emerged, so did new preferential leadership styles: today, in an environment of vastly improved education many are rejecting traditional authority and trying to set up and act upon their own. Results from Blake and Moutons Managerial Grid found that most respondents score towards the 5, 5 middle-of-the-road style. This implies that most common leadership styles consist of a balance between people and task concern. The 9, 9 approach is acknowledged by managers as the soundest way to achieve excellence. This conclusion has been verified from studies throughout the U.S. and around the world. (Blake Mouton, 1975). It seems that nowadays attention to employees needs whilst maintaining performance targets is a must. Leadership styles that incorporate both concerns are vital to boosting employee performance. According to Lewin et. al (1939), variations of leadership styles influences performances. This study measured the consequence of leadership style on aggression, which could used to connote performance since aggression could be attributed to withdrawal from the job. Laissez-faire was the most common situation for provoking aggression followed by autocracy and democracy. This suggests leadership styles alternate aggression levels and possibly performance. However, it is difficult to generalise findings from a study of young children performing trivial tasks to large organisations where tasks are complex and aggression is not tolerated. Further findings concluded the boys agreed in a relative dislike for their autocratic leader whereas the majority of participants preferred their democratic leaders to their autocratic ones. Assuming that higher liking for a leader would result in preferential performance, this could infer that a democratic leadership style has a positive effect, thus supporting the argument that leadership style impacts performance. However, it would be reductionist to draw a finite conclusion on the practicality of leadership styles according to this piece. It fails to recognise the importance of upbringing which evidently affects the impact of leadership styles. The participant to dislike their democratic leader happened to be the son of an army officerand consciously put a high value upon strict discipline. Thus, it is not exclusively leadership style that affects behaviour but also the values and social norms an individual has acquired. If this concept were expanded onto organisational terms, it could be said that the culture of a business would contribute to whether leadership has a consequence. For instance, in the Ford factories a democratic approach may have been inappropriate in an environment where workers were unskilled and required guidance, hence why autocracy succeeded in boosting performance. An important factor to consider when assessing the usefulness of leadership style is situational variables that exist beyond the control of leaders. According to Tannenbaum and Schmidt (1958) these variables include: Type of Organisation; Group Effectiveness; The Problem Itself and The Pressure of Time These factors could determine the success of leadership styles, and leadership as a general instrument of performance. Participative leadership has been found to be more favourable for moderately structured problems while directive leadership was more compatible in situations facing fairly structured problems (Kahai, S. et. al, 1997). This most certainly has implications for the role of leadership styles within the workplace. It could infer that under circumstances where the problem comprises of routine and repetitive tasks a participative leadership style is complimentary in motivating employees to sustain performance. Conversely, problems which are more ambiguous may call for a directive leadership style to inspire followers and unite towards the same goal. Thus, in one respect, it could be argued that leadership styles are ineffective in promoting employee performance as situational variables will ultimately alter overall success. Nevertheless, it is not unreasonable to dispute th at, provided the right style is adopted, leadership style can be imperative in steering employees towards the right aims using the appropriate methods. Conducted research measured the effects of directive and participative leadership style on Heterogeneous teams (teams comprised of members deriving from varying backgrounds with dissimilar skills) and team reflection, and subsequently performance (Somech, A., 2006). Findings discovered that participative leadership lowered team in-role performance under the condition of high functional heterogeneity but found no effect on low functional heterogeneity. Directive leadership, however, had a positive impact on performance. Therefore, it could be debated that leadership style has a consequence on work performance. However, Somech has pointed out that an investigation by Kahai et al. (1997) found no difference in frequency of supportive remarks or of critical remarks in teams working with a participative and with a directive superior. Hence, suggesting that workers cease to notify a difference between these leadership styles and are able to respond to both forms, which subsequently casts d oubt over the value of leadership styles. The relevance of leadership styles is challenged by several theories including the trait approach. It proposes that successful leadership is derived from the possession of certain characteristics such as drive, honesty and integrity and self-confidence rather than styles (Kirkpatrick, S.A. and Locke, E.A., 1991). Supporting research for this approach is plentiful in comparison to the style approach (Stogdill, R.M, 1948 1974; Mann, R.D., 1959; Kirkpatrick, S.A. Locke, E.A., 1991). However, it is yet to generate a definite list of traits and there is less clear evidence to support certain traits such as charisma. In reality, despite its enticing facade, the possession of charisma can often lead to corporations hiring inappropriate candidates. The detrimental effects of charisma were exposed in the case of Enron; the hiring of Jeff Skilling as CEO contributed to their fatal downfall as he was able to justify unethical activities through his charismatic traits, such as allowing top exe cutives to participate in the off-balance-sheet partnerships, (Khurana, R., 2002). However, this approach has failed to produce substantial research linking it to performance outcomes (Yukl, G., 1994). The issues addressed in this essay relate to the introduction of leadership styles and examines the value on employee performance. The profusion of research in this area infers that leadership style has a consequence on employees in the workplace. Nonetheless, research has failed to depict an adequate association between leadership style and work performance, with many results proving contradictory and inconclusive (Yukl, 1994). The lack of conclusive evidence for any approach to explaining leadership could have implications for the concept itself. There is reason to suggest that leadership is not critical with studies finding that forty-seven percent of executives rated their companies overall leadership capacity as poor/fair while a minor eight percent ranked it as excellent (Csoka, L.S., 1998). The reliance of leadership in enhancing performance has largely been questioned with some arguing it as a romanticized conception (Meindl, J.R., et. al, 1985) and others speculating the concept as a social myth which symbolically represents a regressive wish to return to the symbiotic environment of the womb (Gemmill, G. and Oakley, J., 1992). In other words, leadership is a necessity that society has created itself in order to disillusion individuals with the belief that another should be responsible for creating the visions and responsibilities that they could merely accept themselves. In addition, researchers ha ve argued that leadership is not vital if substitutes are available such as individual job expertise and intrinsic task satisfaction (Kerr, S. and Jermier, J.M., 1978). Thus, it brings it into question that if leadership is not a stabilized concept, then perhaps all theories based on leadership could be brought into interrogation, including the principle of leadership styles. The usefulness of leadership styles is undermined by the lack of an optimal style in all situations. Nevertheless, it has been suggested that leaders have back-up strategies if the usual style of accomplishing tasks fail (Blake, R.R Mouton, J.S, 1975). As oppose to debating which style is superlative, it may be sensible to advocate the notion that styles could compliment one another (Sagie, A., 1997). This proposal reinforces the usefulness of leadership style providing that the appropriate style is employed according to varying circumstances. The extent of research conducted, regardless of its substantiality, generates implications that leadership styles do matter(Somech, A., 2006). It would be ignorant to deny the magnitude of leadership in organisations, but that is not to say it should not be considered with caution. It would be reductionist to claim leadership is purely the reason for performance variations. Situational variables, such as culture, will inevitably influence leadership success. Rather than arguing a prime style, an appropriate approach to delegating leadership style would be the Path-Goal Theory which states that leadership styles should be allocated according to the characteristics of the subordinates and the nature of the task (House, R.J. Mitchell, R.R., 1974). Leadership style as a reputable concept clearly imposes an effect on efficacy but companies cannot place full reliance on this tool; leadership style is merely a stimulant and not the sole foundation of employee performance. Appendices Appendix 1 Classic descriptors of leaders decision behaviours diagram taken from Roberts, A. and Corbett, M. (2009) Understanding Organisational Behaviour IB1230. Warwick Business School; McGraw Hill Custom Publishing, p. 197. SHOWING CONSIDERATION High Human Relations Democratic Low Lassez-faire Autocratic Low High INITIATING STRUCTURE Appendix 2 Blake Moutons Managerial Grid. (Blake, R.R and Mouton, J.S. 1975) Bibliography Berkowitz, L. (1954) Group Standards, Cohesiveness, and Productivity, Human Relations 7, pp. 509-514. Blake, R.R. and Mouton, J.S. (1964) The managerial grid. Houston, TX: Gulf Publishing Company. Blake, R.R. and Mouton, J.S. (1975) An Overview of the Grid, Training and Development Journal, 29 (5), May, p. 29-36. Blake, R.R. and Mouton, J.S. (1978) The new managerial grid. Houston, TX: Gulf Publishing Company. Blake, R.R. and Mouton, J.S. (1985) The managerial grid III. Houston, TX: Gulf Publishing Company. Brayfield, A.H., and Crockett, W.H. (1955) Employee Attitudes and Employee Performance, Psychological Bulletin, 52 (5), pp. 396-424 Chatman, J.A., and Flynn, F.J. (2001) The Influence of Demographic Heterogeneity on the Emergence and Consequences of Cooperative Norms in Work Teams, The Academy of Management Journal, 44, p. 956-974. Corbett, M. (2009) Understanding Organizational Behaviour (IB1230) Martin Corbett Lecture Slides: Leadership. Warwick Business School; University of Warwick. Csoka, L.S. (1998) Bridging the Leadership Gap. New York: Conference Board. Dubrin, A.J., 2007, Leadership: Research Findings, Practice and Skills. Fifth Edition. Boston, New York. Houghton Mifflin Company. Gemmill, G. and Oakley, J. (1992) Leadership: An Alienating Social Myth? Human Relations, 45 (2), February, p. 113-129. House, R.J. Mitchell, R.R. (1974) Path-goal theory of Leadership. Journal of Contemporary Business, 3, pp. 81-97. Kahai, S., Sosik, J. and Avolio, B.J. (1997) The effects of leadership style and problem structure on work group process and outcomes in an electronic meeting system environment, Personnel Psychology, 50 (1), March, p. 121-146. Kahn, R.L. (1956) The Prediction of Productivity. Journal of Social Issues, 12, pp. 41-49. Katz, D., Kahn, R.L. (1951) Human Organization and worker motivation. In L.R. Tripp (ed), Industrial productivity (pp. 146-171). Madison, WI: Industrial Relations Research Association. Kerr, S. and Jermier, J.M. (1978) Substitutes for Leadership: Their Meaning and Measurement, Organizational Behavior and Human Performance, 22, December, pp. 375-403. Khurana, R. (2002) The Curse of the Superstar CEO. Harvard Business Review, 80 (9), September, p. 60-66. Kirkpatrick, S.A. and Locke, E.A. (1991) Leadership: do traits matter?, Academy of Management Executive, 5 (2), May, p. 48-60. Likert, R. (1961) New patterns of management. New York; McGraw-Hill. Lewin, K., Lippitt, R. and White, R. (1939) Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10 (2), May,   p. 271-299. Mann, R.D. (1959). A Review of the Relationship between Personality and Performance in Small Groups. Psychological Bulletin, 56, pp. 241-270. Meindl, J.R., Ehrlich, S.B. and Dukerich, J.M. (1985) The Romance of Leadership, Administrative Science Quarterly, 30 (1), March, p. 78-102. Northouse, P.G., 2007, Leadership: Theory and Practice. Fourth Edition. California; London; New Delhi. Sage Publications, Inc. Roberts, A. (2009) Understanding Organizational Behaviour (IB1230) Ashley Roberts Lecture Slides: Lecture 3, Classical Theories (2): Ford and The Assembly Line. Slide 8. Warwick Business School; University of Warwick. Roberts, A. and Corbett, M. (2009) Understanding Organisational Behaviour IB1230. Warwick Business School; McGraw Hill Custom Publishing. Sagie, A. (1997) Leader direction and employee participation in decision making: Contradictory or compatible practices? Applied Psychology: An International Review, 46. p. 387-452. Somech, A. (2006) The Effects of Leadership Style and Team Process of Performance and Innovation in Functionally Heterogeneous Teams, Journal of Management, 32 (1), February, p. 132-157. Stogdill, R.M. (1948). Personal factors associated with Leadership: A survey of the literature, Journal of Psychology, 25, pp. 35-71. Stogdill, R.M. (1974). Handbook of leadership: A survey of theory and research. New York: Free Press. Tannenbaum, R. and Schmidt, W. (1958) How to Choose a Leadership Pattern, Harvard Business Review, 36 (2), March/April, p. 95-101. Yukl, G. (1994). Leadership in organizations. Third edition. Englewood Cliffs, NJ: Prentice Hall. Page 1 of 11

Effects Different Types Of Discrimination And Oppression Can Have Social Work Essay

Effects Different Types Of Discrimination And Oppression Can Have Social Work Essay With particular emphasis on education this work will examine the effects different types of discrimination and oppression can have on minority groups in general, before progressing to address the effects on specific minorities. This will include considering the effects, personal, cultural and structural levels of discrimination have on groups such as: ethnic minorities, non-English speaking and disabled and low socio-economic status children. Focus will then shift to evaluate the success some informal measures have had in combating such effects and if they have redressed the balance for societies minority groups. In this respect, the impact of equal opportunities, anti-discriminatory practice, social inclusion, participation and empowerment and advocacy will be analysed through experiences of non-English speaking families, children of different sexual orientations, disabled and traveller children. The inter-relationship of these informal measures will be noted as will the multiplicity and increased magnitude the effects of discrimination will have on children belonging to more than one minority group. Social stratification refers to the way societies rank people into hierarchical categories, this is a means by which one group exerts power over another and can result in minority groups being discriminated against and oppressed when this power is unjust or cruel (Macionis and Plummer 2008). Discrimination can therefore be described as behaviour that has the effect of disadvantaging a particular group of people, and within multi-faceted societies a tendency exists to discriminate against groups based on factors such as gender, disability, religion, race and class (Malik 2009). Thompson (2003) argues, the major outcome of discrimination is oppression and the insidious relationship between the two, is that the former causes the later. Thompson (2006) also refers to his PCS analysis as a framework in recognising discrimination takes place via interlinked and constantly interacting relationships between ones personal feelings, cultural beliefs and messages received from a powerful structural level. This re-enforces the complex nature of the roots and explanations of discriminating behaviour. Adding to the complexities of discrimination are the types and various vehicles used to perpetuate it, one of which is stereotyping which can be both an unconscious and conscious processes (Malik 2009). Through stereotyping, some minority groups are labelled and negative images or expectations are attached to these groups (ibid). The effect of this, for young people from any of the previously mentioned minorities, can result in them engaging in a self-fulfilling prophecy loop, whereby one is conditioned to conform to other peoples expectations of them. Through this process the child will not fulfil their potential in life and their self-perception will be seriously affected resulting in low self-esteem (Malik 2009). Allowing some children to claim social superiority over another group based on race, gender, class and other social groupings, will result in false perceptions about society and an opposite self-fulfilling prophecy (Lindon 2004). The notion of racial discrimination resulting in low self-esteem was examined by Clark and Clark in a study into the effects of discrimination on self-perception of black children. They concluded, racial discrimination resulted in black children entering a cycle of self-hatred based on skin colour and consequently positive peer group identification suffered (Sturt 2000). In addition, children from ethnic minorities are at greater risk, than their non-ethnic minority peers, of experiencing direct discrimination in an educational setting through name calling or physical abuse from other children. This may result in negative feelings including isolation/exclusion from mainstream society, low self-worth, culminating in low educational attainment thus constructing barriers to future employment, health and life chances (United Nations 2000). This may be further compounded if these children do not have English as their first language, with non-English speaking parents and without adequate language support within the structure of the school setting. Discrimination such as this may be described as unconscious or institutionalised, or both, affecting a childs emotional, social and cognitive development whilst giving rise to feelings of; lack of cultural dignity, being ignored and avoided with a general lack of independence or empowerment leading to depression (Moonie et al 2000). This example provides a working illustration of interactions and relationships between Thompsons personal, cultural and structural levels of discrimination (Thompson 2006). Concerns over institutionalised and unconscious discrimination towards disabled children within school playgrounds were highlighted, in recent research by Wooley et al (2006). The effects of organisational, social, physical and attitudinal barriers on disabled children ranged from; shortened or no break-times, grouping all disabled children together during breaks, heightened concerns over risk taking resulting in limited play opportunities thus exclusion from peers, a disproportionate length of playtime spent in exclusively adult company to the playground environment not being adapted to suit the needs of disabled children (ibid). This gives rise to concerns including; isolation and exclusion of disabled children, educational institutions fostering a learned helplessness self-concept, and the increased probability of re-enforcing negative stereotypes of disabled children (Wooley et al 2006). The impact of discrimination for disabled children is heightened within education for those with dual memberships to minority groups, such as belonging to a low socio-economic group and being disabled (Oliver 2009). Effects of discrimination on disabled children outlined above, coupled with evidence that poorer children do not attain the level of qualifications their better off peers aspire to, are significant (Gentleman 2009). This is linked to a lack of equivalent advice, mentoring and support available to middle class children, as well a lack of finances playing a role in lower leaving age and non-take up of further/ higher education (ibid). The implications of belonging to poorer families has a bearing on childrens health, diet and impinges on all areas of development which then discriminates against high educational achievement, and low expectations of such children is reflected in results throughout the education system (Harman 2010). Bernstein (2003) further argues, through his elaborated and restricted code theory, lower class children are discriminated from any learning environment, as they are more comfortable using a restricted language code which assigns significantly different meanings to spoken language than their middle class peers who use an elaborated language code. He explains educators use this elaborated code, thereby discriminating against working classes, resulting in these children turning away from education due to feelings of; inferiority, boredom and not being represented in educational role models, resulting in low grades hence a repetitive cycle of generational poverty (ibid). Effects including those outlined above are a growing concern for society and have highlighted the increasing need to tackle discrimination with a positive attitude to change. Thus resulting in a two-pronged approach, using best practice/informal measures underpinned by formal legislation/policies (Millam 2002). Informal measures are not mutually exclusive in tackling discrimination. This is illustrated by elements of anti-discriminatory practice overlapping, supplementing and feeding into equal opportunities and social inclusion, thus promoting participation, hence enabling empowerment and advocacy (Malik 2009). Promoting equal opportunities within education is crucial if unfair inequalities between groups are to be successfully addressed (UN 2000). Therefore in schools which have children from ethnic minorities whose first language is not English, all barriers should be eliminated to ensure full participation from the child and their family (Moonie et al 2000). This might include ensuring newsletters and welcome signs within school can be understood by all families, arranging interpreters during parent/school consultations and providing children with individual support within the classroom (ibid). It is also important associated negative stereotypical images are eradicated from books within the classroom, and might also involve cultural and religious differences being celebrated by encouraging appropriate culture tables to be displayed and discussed (MIllam 2002). Whilst this informal measure might redress some imbalances and promote equal opportunities for non-English speaking children, teachers unions are concerned about the added burdens this incurs. Their worries relate to increased financial and resource pressures on individual schools and local educational authorities arguing promoting equal opportunities to this minority group seriously undermines the quality of education given to pupils as a whole (Kirkup 2007). Applying equal opportunities through anti-discriminatory-practice to eradicate discrimination and oppression can be aided by using Thomsons PCS analysis to understand and challenge such behaviour (Thompson 2006). Applying this theory to explain why children and teachers might practice hetrosexualism reveals that personal, direct prejudice against gays, lesbians or bisexuals is commonplace and rarely challenged, this is re-enforced culturally by negative stereotypical images and jokes aimed at this minority group and is backed up structurally by being seen as threatening to religious beliefs and family values (ibid). Understanding this relationship allows anti-discriminatory practice to be actioned on all three levels by; challenging discriminatory language, whether delivered through jokes or otherwise (Teacher Net 2007). Ensuring discussions are raised within school settings in order to eliminate negative stereotypes associated with persons of ] different sexual orientations, warrant ing all books do not depict only typical nuclear families and promoting sexual diversity in society in a non-threatening but serious manner (ibid). Some of the afore-mentioned anti-discriminatory practices may be relatively easily implemented in primary school settings, however, secondary schools prove more challenging environments to confront such discrimination and deep rooted prejudices (Curtis 2008). In some secondary schools staff report being afraid to challenge homophobia for fear of making themselves targets of abuse, or being seen to promote homosexuality. Teachers also feel they will not be supported by parents if they tackle homophobic behavior (ibid). This again highlights the interplay between Thompsons PCS levels and the direct, indirect and institutionalized nature, within education, of discrimination against this minority group (Thompson 2006). Social inclusion of disabled and special educational needs (SEN) children into mainstream education has been embraced by the Scottish Government (2007) whose main aim was, the achievement of equal access to, and participation in skills and learning for everyone, including those trapped by persistent disadvantage. CSIE (2008) believes inequalities and discrimination will reduce as a result of integration. Through valuing diversities between students and embracing all types of learners within the school community they see developmental benefits to all children. Integration is viewed as integral to the de-structuring of physical, societal, attitudinal and legal barriers confronted by disabled learners (ibid). There is however growing concern appropriate staff training and increased numbers of specialist staff are not in place within Scottish Education to make social inclusion of disabled children work (Montgomery 2004). These concerns are added to when statistics of exclusions from Scot tish Schools show that children with SENs in mainstream education are three times more likely to be excluded than non SEN children and thirteen times more likely if the child is also in receipt of free school meals and looked after by a local authority (Scottish Government 2008). Many minority groups feel their voices are not heard and their level of participation in decision making is compromised, this can be a particular concern for children as this ageism can lead to discrimination (ATL 2010). Schools can address this by practicing simple measures ensuring participation such as: children deciding on story endings, meaningful decision making through representative pupil councils and involvement in writing positive behaviour policies (ibid). Engaging children in participation and by listening to their views raises self-esteem and equips children with valuable decision making skills (Clark n.d.). The quality and degree of participation can be assessed using Harts Ladder of Participation; which shows the higher the level of participation the more autonomous the child feels. It also outlines the dangers in appearing to allow children to participate which may be simply tokenistic or manipulative on the part of the adult (Fletcher 2008). Levels of participation links to increased empowerment and the minority group of traveller/gypsy children has consistently been identified as segregated from society and requiring advocacy in order to have equal opportunities (STEP 2009). Due to racial discrimination, cultural mistrust of educational establishments, and the nomadic nature of their lives, the uptake of education has been low and has been influential in rendering empowerment out of reach to the majority of travelling children. In efforts to combat this inequality and provide much needed advocacy, outreach teachers educate the children in their communities whilst trying to encourage mainstream take-up (OHanlon and Holmes 2004). This approach has had limited success in bridging the equality gap and eliminating discrimination and oppression, but has had some success at promoting more positive images of travellers and providing/maintaining vital links with other services (Myers and Bhopal 2009). It is hoped this analysis has been successful in highlighting devastating life-long impacts discrimination and oppression can have on the lives of minority groups in society. These effects span all developmental areas and can result in compromised health, education, life chances thus impinging access to societal services. Complexities surrounding why people discriminate against minority groups can be better understood and more effectively challenged using Thompsons PCS theory. Whilst informal measures are important factors in combating discrimination and oppression their success concerning some minority groups is measured, illustrated in problems encountered by education services integrating disabled children within mainstream education. General consensus appears to be; more funding and training is required rendering this workable. Similarly promoting equal opportunities to non-English speaking children is important, making significant differences to cultural identity and inclusion within the wider community but financial concerns arise. Informal measures have had little impact on travelling communities as they are still generally socially-excluded. Negating effects of discrimination is a complex balancing act with no easy solution.

Essay --

Kentucky v. King, 563 U.S. _____ (2011) Facts: A number of police officers set up a sting in which there were to be buy of crack cocaine outside an apartment complex in Lexington, Kentucky. Undercover Officer Gibbons watched the deal from an undercover car in a parking lot not far the from the sale area. After the deal took place, Office Gibbons radioed several other police officers. He instructed them to close in on the suspects. He advised the officers to â€Å"hurry and get there† because the suspect was making his way towards the breezeway of an apartment building. Officers arrived at the parking lot, leaving their vehicles and run to the breezeway. As soon as they enter the breezeway they hear a door shut and can detect a strong odor of marijuana. At the end of the breezeway are two apartments, one located on the left, and one located on the right. The officers were unsure of which apartment the suspect entered. Officer Gibbons advised the officers over the radio that the suspect had ran into the apartment on the right, but the officers didn’t hear this message since they were not at their vehicles. Due to the smell of marijuana coming from the apartment on the left, the officers approach that apartment. The officers banged on the door of the apartment and announced themselves. They could hear people moving inside, and it sounded like things were being moved around inside the apartment. Based on what they heard, officers assumed that drug related evidence was in the process of being destroyed. The officers then announced that they were about to enter the apartment. One of the policemen kicked the door in, and the other officers entered the apartment. Officers located three individuals inside the apartment: Hollis ... ... further held that this conduct was entirely consistent with the Fourth Amendment, and it was evident that there was no other evidence that might show that the officers either violated the Fourth Amendment or threatened to do so. The Court concluded that Officer Cobb’s statements were made after the exigency arose, therefore it cannot have created the exigency. Conclusion: The Court concluded its holding by finding that the â€Å"exigent circumstances rule† applies in certain cases where the police officer or officers do not â€Å"create the exigency,† but rather, by engaging in or threatening to engage in conduct that violates the Fourth Amendment. The Court further reasoned that because the officers in this case did not violate or threaten to violate the suspects’ Fourth Amendment rights prior to the exigency, the exigency justified the warrantless search of the apartment.

Transcending Place and Time in Mirror for Man :: Mirror for Man Essays

Transcending Place and Time in Mirror for Man In the given passage from Mirror for Man, Clyde Kluckhorn explains the similarities and differences between cultures by first defining the anthropological concept of "culture" and then explaining his definition. The definition Kluckhorn gives relies heavily on common sense. Culture is: "the total life way of a people, the social legacy individuals acquire from their group. Or culture can be regarded as that part of the environment that is the creation of human beings." By giving us this definition, Kluckhorn immediately deletes any chance of mininterpreting the word and concept of culture. Kluckhorn starts his explanation of this definition by simplifying the concept. He says that a person's acts cannot be explained merely in terms of biology, the life experiences of that person, and/or the immediate situation. Instead "the past experience of other people in the form of culture enters into almost every event". It is not we who determine our culture, but our ancestors who determined for us. Kluckhorn is saying that who we are -- our culture -- is based on how the people who have the responsibility of raising us were raised by their role models, who were influenced by their role models, and so on. To illustrate his point, Kluckhorn gives examples of times when the culture someone was raised in plays a major role in determining how the person will react in a given situation -- often how they will react to an aspect of another culture. The examples all showed that one's own culture is where one feels safest. Kluckhorn's illustrations of how people react negatively to other cultures seems to prove the axiom that man's biggest fear is of change. Despite the almost overwhelming influences of culture, there is still human nature to consider. Basically, all human being are the same. All are similar in biology and in that they must observe the physical laws of nature. Yet the differences between cultures stem from the once original, individual ways of dealing with these problems. Man and his problems are universly the same, but it is his dealing with these problems that is different, and these dealings are determined by the predecessors of each culture. This is the very essence of how Kluckhorn explains the anthropological differences and similarities between cultures. As for my views, I agree with Professor Kluckhorn wholeheartedly although all of my experience has been in the American culture with various subcultures.

Greek Gods Research Paper Essay

â€Å"The best remedy for those who are afraid, lonely or unhappy is to go outside, somewhere where they can be quiet, alone with the heavens, nature and God. Because only then does one feel that all is as it should be and that God wishes to see people happy, amidst the simple beauty of nature,† (Anne Frank, 5). In times of despondency and even contentment, people look towards the gods for counsel. They set the guiding principles for human subsistence. People worship these ideal beings throughout all circumstances. They pray to give thanks for good fortune, to ask for forgiveness, to be blessed, and more often than not, to obtain security. For a bounteous measure of people, the ultimate purpose in life is to be the most preeminent person you can possibly be, while satisfying your god(s) as well. In the Greek society the gods and the goddesses played a profoundly significant role. The lifestyles of the Greeks were concentrated on religion, which revolved solely around the gods. The gods were evaluated as being divine and were appraised with immense reverence. The Greeks viewed their gods as being immortal, but not eternal. From time to time life could grow to be bewildering and whether a person is at a high point or a low point they could permanently rely on the presence of the gods. The Greeks believed that they were accountable for all happenings. Throughout the entirety of the Greeks’ lives the gods remained as the central principle of existence. Religion was the basis of all Greeks’ lives. People existed merely to carry out the will of the much valued and esteemed higher beings. The Greek beliefs could not truly be considered a religion, but more of a â€Å"threskeia† or a â€Å"eusebia† which mean cult and piety. Eusebia’ chief concern was not wholly the individual, as much as the assembly – may that assembly have been the family, tribe, civilization, or the city-state. The objective of Eusebia was to cultivate benevolence, harmony, pleasure, and affluence. The gods took on a key position in creating this. Similarly, it was intended to circumvent the disapproval of the gods, conflict, controversy, and starvation. It was fixed on sacrifice, which was involved in the joining of the gods with man, and the joining of man with man (http://fac-staff.seattleu.edu/lotzc/teaching/seattle/classes/greek_society.html). The gods assisted in the generation of all of this serenity by each playing their r ole, to the best of their aptitude, in the world. There was a  god for all things in nature and each one specialized in something different. There was Zeus, who was the king of gods and the god of the sky; Hera, the goddess of marriage; Poseidon, the god of the sea; Athena, the goddess of war, wisdom and crafts; Apollo, the god of light, intellect and art; Artemis, the goddess of the moon and hunting; Ares, the god of war; Hephaestus, the god of fire; Aphrodite, the goddess of beauty and love; Eros, the god of love and desire; Hades, the god of the underworld; Demeter, the goddess of fertility and crops; Persephone, the goddess of the underworld; Dionysus, the god of wine and ecstasy; and Hermes, the divine messenger and god of travel (Ions, 7). With each god or goddess following his/her part in the world, conformity could be easily accomplished. The Greeks also believed in myths. The myths contained, along with legends of the deities, legends of heroes who were semi-divine figures. These myths are used to explain the origin of th e Greeks. Eusebia could only be successful if there was reliance on old myths and cooperation between all of the gods. Greek gods and goddesses were looked upon with massive veneration and admiration. The Greek people prayed consistently requesting direction and assistance from the gods, on a daily basis. They believed that the gods would give them succor with their predicaments. They would pray for good fortune on their travels, for their family’s salubrity, for passionate and genuine love, for the prolificacy of their crops, for ascendancy in hunting, for academic acquirements, for ingenuity in the arts, and for a marriage that thrives on ardor and deference. A multitude of times they would not implore anything at all, but would give thanks for the endowments bequeathed upon them. The gods acknowledged selfless and reverential acts such as this. Sacrifices were perpetually made in the direction of the gods. The Greeks conjectured that they would be compensated in their everyday lives if they made methodical sacrifices. On every instant that a beast was slaughtered a fraction of its’ m eat would be extended to the gods. This act was one of homage and adoration. The gods in response to the act of consideration would, in turn, favor the Greeks who made the offering. They appreciated the approbation shown to them. The gods were believed to not disdain any altruism that was bestowed upon them. They would go about this by complimenting the deferential subject with calm seas and cloudless skies for  travel, by buttressing them in their conquests, and by sharing with them wisdom and intellect in times of dire need. If a god or goddess was in anyway dishonored, which was an atypical incidence, he/she would denounce the impertinent being and they would live, should they survive, a damned life. Insolence could in no way, shape, or form, be advantageous to a god or person. When gods were treated with high regards and adulation the result was joviality and elation for all and sundry. The people of the Greek society perceived the gods as undying, but not everlasting. This was an imperative principle in the Greeks’ beliefs and had extreme repercussions on their society. The Greek deities contained human qualities even though they were deathless. This was a substantial factor in the Greek philosophy. They had mothers, fathers, children, and other relatives, just like all human beings did. These characteristics were employed to validate associations of authority and administration. A god/goddesses’ appurtenance to rule could have been shown by expertise in combat, by collections of birthright, by guaranteeing first-rate direction and affluence, or by establishing scientific enhancements (Ions, 7). Particular god/goddesses’ began as solitary entities, but over time achieved interactions with other idols such as themselves. They helped each other out and aided each other in the process of continued existence. Alliances were meaningful in the acquir ing of endurance. The gods possessed much more supremacy than human beings did. They neglected to abide by the rules of the human civilization and they habitually altered their appearances. Unfortunately, the unfairness of these acts remained insignificant. These religious entities could not be killed or ruined by any person or thing. They could not experience physical death. It was completely and utterly impossible. Sycophancy en route for the gods’ connected the humans to their domination. They relied on the deference and immolate gifts of the Greeks. That is how they maintained longevity. The gods could not survive without people who believed in them. The Greeks, favorably, looked up to the gods. Heretofore, should the Greeks have concluded worshiping the gods, they would disintegrate. The gods were exempt from death, decay, and annihilation, but once faith was lost in them they would cease to exist. Although at times life could be perplexing, the Greek people knew that they could eternally entrust in the permanence of the gods. This remained as the one constant in their lives. During happenings of complacency people canonized these divine beings. This is due to the uncomplicated verity that these entities of holiness were amenable for this equanimity. When a Greek individual was blithe, the gods were as well. These idols remained at their sides to partake in the euphoria and to formulate or eradicate it accordingly. The gods lingered amid occasions of mediocrity. When proceedings were flowing neither precisely nor infelicitous they continued to intercede, when desired. Amongst circumstances like these, the gods premeditated schemes to accommodate their advocates. Should they be choleric at their devotees, these divinities would contrive arrangements to hinder them. Even amidst episodes of exigency and anguish, the gods would remain in attendance. They would strive to alleviate the living soul of his/her distress. In the universally acknowledged epic tale, The Odyssey by Homer, Odysseus relies on the aid and guidance of the gods. In The Odyssey, Odysseus voyages all over the globe. He is encountered with many impediments, and the lives of his entire assemblage are relinquished. Odysseus’ aggregation faces their demise because they defied the gods. Odysseus, on the contrary, consulted the gods before he concocted any abstractions or took on any exploits. Consequently, the gods supported him and acted towards his benefit. These divinities shared in times of jubilation and that of misery. The gods never forsook any allegiant adherent. All throughout their lives, the people of the Greek society depended on the gods’ constancy. In Greek society gods were presumed to be responsible for all affairs. An accumulation of events could be traced back to these almighty beings. They manipulated all aspects of the world to their fancy. An entirety of the occurrences befell because the gods desired them to. They had power over all things and beings. Each god was connected to a feature of nature and controlled it in conformity to his/her temperament. If a person ensnared an animal it was affirmed to be on account of the goddess Artemis. If a thunderstorm transpired it was because Zeus willed it. If the waters were either calm or turbulent it was due to Poseidon. In The Odyssey, the gods  were answerable for the adventures that Odysseus commenced. On his expedition, Odysseus confronted abundant botherations. This was due to the unembellished actuality that the gods were exasperated. Poseidon made the waters violent and Zeus caused there to be rain, thunder, and lightening in the sky. This caused Odysseus to lose his way and it lengthened his voyage by copious years. Thus, if a god/goddess was tumultuous, disastrous and damaging circumstances would eventuate. Contrastively, if a god/goddess was exultant, congenial and propitious events would be consequent. These absolute beings were also authoritative for minor occurrences. For instance, if a person fell in love it was because of Aphrodite and her son Eros. If crops were fertile or infertile it was due to Demeter. Also, if a person is intelligent and artistic or slow and unoriginal it was because Apollo saw it fit. The gods maneuvered the world to fit their liking. They had ultimate control over all aspects of the universe, including nature. If these all-powerful entities wanted something to arise, it would. The Greek gods were predicated to be accountable for every occasion. The gods and goddesses played an extensively momentous part in the Greek society. The Greeks based their days on religion, and the gods, in accordance. These holy entities were conceived as being immaculate and were conducted with illimitable obeisance. They were also viewed as indestructible, but not amaranthine. The Greeks knew that they could invariably confide in the constancy of the gods throughout all times, pleasant or poor. The gods were also credited by the Greeks to be answerable for all incidences. Throughout the absoluteness of the Greeks’ lives the gods endured as the cardinal principle of subsistence. People looked up to the gods for guidance during episodes of anguish, as well as beatitude. They set up the ideology for the existence of man. These omnipotent beings were praised during all events. The primary intention of life, for most people, is to be as superlative as possible, as well as following the creed of the gods. The Greek gods played a great role within the Greek religion and mindset. Gods and religion governed the choices that people made and how they lived their lives. â€Å"†¦Let people differ about their answers to the great mysteries of the Universe. Let each seek one’s own way to the highest, to one’s own sense of supreme loyalty in life, one’s ideal of life.

Human Resources & Organizational Effectiveness Essay

Small scaled businesses are very important for developing countries and as well as developed countries. In a country like the China a small business can become success and it will play an important role in the economy of the country. Small businesses are growing in importance in the China; hundreds of small businesses are opened every month in the country, by people who have found themselves squeezed out of a corporation due to downsizing or who voluntarily leave the corporate world so that they can seek a slower pace and healthier balance between world and family life. Small businesses are mostly opened by women and minorities in the China. As the smallest businesses become increasingly complicated due to globalization, government regulations and customer demands for better quality at lower prices, managerial dexterity is very complex and it is very hard to become a success. (Szarka, 1990) Managers in small businesses tend to emphasize roles different from those managers in large companies. Managers in small companies often see their most important role as a spokesperson, because they need to promote the small, growing company to the outside world. The entrepreneur role in the small business is very important, because the managers must be very creative and help their company to develop new ideas so that they can be competitive with other companies. Small business managers tend to rate lower on the leader role and on information processing roles compared with counterparts in large companies. As the world of small organizations become increasingly complex, managers should carefully incorporate the 3 categories for roles. They must simultaneously mange by information; manage through people, and mange through action to keep their organizations healthy. (Szarka, 1990) Managing a Small Growing Business Once a business is set up and running, how does the owner manage it? Often the traits of self-confidence, creativity and internal locus of control lead to financial and personal grief as the company grows. A hands-on to the entrepreneur who gave birth to the small business or company, loves perfecting every ting detail of the company. But after the start-up, continued growth requires a shift in the management style. Those who fail to adjust to a growing business can be the cause of the problems rather than the solution for the company. A small business goes through distinct stages of growth; with each of the stage the company requires different management styles and skills. Intrapreneurship in a Small Business Intrapreneurship can be defined as a process which recognizes the need for innovation within the company, plus it helps with managing the company. The following rules help to develop the necessary environment which is required in the company, they are as follows: 1.  Ã‚  Ã‚  Ã‚  Ã‚   The employees should be encourages 2.  Ã‚  Ã‚  Ã‚  Ã‚   The management should use informal meeting whenever possible 3.  Ã‚  Ã‚  Ã‚  Ã‚   The company should learn to tolerate failure and learn from it 4.  Ã‚  Ã‚  Ã‚  Ã‚   The employees should be rewarded for their innovative ideas 5.  Ã‚  Ã‚  Ã‚  Ã‚   Teams should be formed Human Resource Practices The human resource practices in a small and medium business differ from large organizations. Planning In the early stage of existence, formal planning tends to be nonexistence except for the business plan. The business plan can be defined as a document which specifies the business detail of the company by the entrepreneur. The primary goal is to remain alive within the industry. As the company grows, formal kind of planning is not usually instituted until the company does not reach its success stage in the growth stages of the company. For example, records selling company in the China has defined a goal by carving out a niche in the volatile record industry by focusing only on roots music, which is an electric mix of soulful and down home sounds with country edge. This company is only one of the few surviving profitable companies in the country.   (Cameron & Miller, 2008) Organizing In the 2 stages of company’s growth, the company’s organization structure is very informal, where all the employees are reporting to the owner of the company. By the third stage the functional managers are hired to take over the duties from the owner. A functional organization will be created and there will be changes in all the departments of the company. In this stage the managers will be able to learn how to delegate responsibilities to others. But these days most small companies in the China are limiting creating ways so that they can stay small but still grow. For example, Woodspirits, it a company that produces and distributes 300,000 soaps to its customers annually. It just employs 3 that work for the company. The company doesn’t want to lose its edge and flexibility; therefore the companies are willing to stay small. Leading Leading is considered to be the driving force in the development of the company, and it is one of the ways to manage a company. The vision along with the leader’s personality actually shapes the small company. With the help of leadership, it is able to point out cultural values, efficiency and ethics of the company. Leadership is also considered important because a great deal of small businesses usually have a hard time of employing qualified workers. There is always a labor shortage for a small company, and these shortages usually damage the company a great deal. Controlling It is also important that there is a financial control in the company. In the company’s starting days control was exercised by simple accounting records and through personal supervision. The control techniques usually become more sophisticated during the resource maturity of the company. For example, the Sock Shop was originally a hit in the US, but it failed due to a lack of control within the company. (Fullmer, 1983) Compensation Compensation of employees in a SME is mostly based on the jobs and its evaluations.   With job analysis information as a part of the department’s HR information system, compensation analysts have the minimum information needed to evaluate the work activities of their employees. Job evaluations are steps and procedures that help to identify the relative worth of jobs or work activities. There are different kinds of approaches to the evaluation of a job; these approaches consider the responsibility of the employee, skills that are needed for the job, efforts done by the employee and the working conditions related to the job. Without job evaluation the HR department would not be able to create a rational approach to pay. The most common methods for job evaluation that helps with a compensation plan are job ranking, job grading system where as in large organizations it is done through factor compensation and the point system.   But the best way the HR can compensate the employ ees is through job grading, why, because, it is the simplest way to classify a job and the companies don’t have to spend a great deal of money on it. (Werther & Davis, 1996)

Australian Paper Mfg

The fourth option Is one that focuses on diminishing the environmental impact of Amp's operations. While the fourth option has merit in alleviating environmental concerns, it does not have a costive financial impact on Amp's operations. AMP created four distinct products that serve the specific needs of four consumer segments. These segments include offset printing, copy paper, taprooms, and recycled paper. The respective segments all offer different contribution margins to Amp's operations and vary greatly in their respective growth in demand over the next six years.The key operational decision is one that affords AMP the flexibility to use additional capacity to meet the growing demands of the most profitable sub-segments of the uncoated fine paper market. Conclusion AMP should choose the option outlined by the group general manager that affords the most flexibility to meet the growing demand in the uncoated fine paper market. That being considered, AMP must also meet the predeterm ined returns required by its parent corporation, Amoco.These targets are required for the release of capital to AMP, and while Amoco has set minimum return thresholds, AMP should strive to create the largest return on investment to its parent company. Option 1, described in the Appendix, satisfies this obligation to Amoco and allows AMP the most flexibility In using Increased capacity. This option also allows AMP to return considerable cash flow over the five year period without overextending Its operations beyond the market demand.Identification Key operations generalness They key operations challenge for AMP is the need to adapt its operations strategy in order to expand its capacity and meet the growing demand in the uncoated fine paper market. AMP is currently at its maximum throughput capacity and must invest considerable capital to expand its operations. The company is contemplating several different courses, each with valid business context, and must ecocide which option allo ws AMP to best meet the growing demand while maintaining and developing further competitive advantages.Operations Strategy Amp's operations strategy focuses on superior customer service and quality compared to its competitors in the fine paper industry. AMP made the decision to enter the uncoated fine paper market in 1987 and used its experience in paperboard manufacturing to Jump start this expansion. As the success of Amp's fine paper production ramped up, the company deemphasized its dependence on the paperboard market. This business decision influenced Amp's operational decision o invest in efficient technology that allowed it better quality and cost advantaged compared to its competitors.Furthermore, AMP opted to vertically integrate its operations to include pulping for non-recycled paper and the collection of used office paper in order to gather raw materials to compete in the recycled paper market. Customer Needs AMP competes to satisfy its customers' needs of quality and en vironmental performance. The company invested considerable resources in state of the art equipment that provides superior fine paper via four distinct offerings: Printing, Darting, CopyRight, and Right.Printing was designed to satisfy the offset printing needs of businesses, Darting was designed to suit form creation, CopyRight was created for everyday copying, and Right was a recycled office paper offering targeted at the environmentally conscious customer. Each of these products met the specific quality standards of its target customers. AMP utilized superior technology that created a higher quality paper than any of its competitors. Amp's investment in more efficient technology also paid off in satisfying the environmental considerations of its customers.The processes and equipment that AMP used rated fewer organogenesis than the old machines and processes of Paper Company of Australia (PICA), Amp's chief competitor. Furthermore, Amp's investment in Right scored the endorsement o f the World Wildlife Fund for its respect for and positive impact on the environment. This coupled with Amp's initiative of the â€Å"AMP Office Paper Chase† (Upton, 1993, p. 13) placed the company well ahead of its competition in terms of satisfying the environmental performance needs of its customers.Business context Tort Immediate Decision The market for uncoated fine paper was projected to grow at a rate of 6. 5% annually for the next ten years. The market for copier paper alone, a sub-segment of uncoated fine paper, was projected to grow at a rate of 10% per year for the next decade. The CEO of AMP stated â€Å"If we sit still, we'll get hurt sometime before the year 2000. Whoever takes the next big step will have it made in Australia†¦ If PICA decides to expand†¦ What will their net increase be† (Upton, 1993, up. 15-16)?In addition to these financial considerations, AMP and the Australian paper market at large continue to face mounting pressure from env ironmental groups that are opposed to any further expansion of the paper industry. Environmentalists have urged paper manufacturers to â€Å"think globally, act locally' (Upton, 1993, p. 16) and to â€Å"reduce first, reuse second, and recycle third† (p. 16). In order to either satisfy the requests of the environmentalists or to contradict their wishes, AMP must make an operational decision sooner rather than later to avoid these mounting pressures.Analysis and Evaluation of Critical Decision Factors Competitive Analysis AMP has quickly established itself as the growing force in the domestic uncoated fine paper market in Australia. Its chief competitor is Paper Company of Australia PICA). PICA dominated the Australian uncoated and coated fine paper market for many years with virtually no domestic competition. Pica's processes and equipment are out-of-date and still rely on machinery that was manufactured in the sass.PICA also forced its customers to purchase its products thr ough merchants, while AMP developed a direct sales approach with customers. The secondary source of competition exists among the imported paper products in the Australian market. Low tariffs allowed for international competitors to enter the market and compete with domestic paper supply. Until AMP opted to enter the uncoated fine paper market, each domestic paper manufacturer in Australia kept to its own markets.Five Forces The rivalry among competing sellers in the fine paper market in Australia is fairly strong because the cost for consumers to switch products is low, the products are weakly differentiated, the competitors are roughly equal in size, many import competitors exist, and there are high exit barriers due to the high fixed costs and capital investments required to enter the fine paper market. The advantages that AMP and PICA benefit from include the rising demand for fine paper in the market ND domestic competition is limited to these two competitors. The threat of pote ntial new competitors is fairly weak in the fine paper market.This is because high barriers to entry exist in the fine paper market, including high economies of scale, experienced-based cost advantages for existing firms, high capital requirements to enter the market, and restrictive environmental policies on paper contest new entrants and the existing members generally stay in their own lanes. The potential risks associated with new entrants to the market include the rapidly growing demand for fine paper and that existing industry members could make operational changes to concentrate on the growing recycled paper segment of the fine paper market.The threat from other firms offering substitute products in the Australian fine paper market is very low. Virtually no substitutes exist for paper, and at this time, the business and personal computer market is Just beginning to take shape. Supplier bargaining power in the Australian fine paper market is also very weak. This is because both AMP and PICA have vertically integrated their operations. AMP controls its own foresting, pulp mills, and paper manufacturing plants. While he foresting areas are limited, AMP has utilized a replanting strategy which creates more trees than it presently uses in its operations.Therefore, there is no need to use outside suppliers for its operations. The bargaining power of buyers is only a moderate risk to AMP and the Australian paper market. Buyers have limited power because the cost of switching products is low and the products are generally undifferentiated. However, the buyers are small and numerous relative to the sellers in the market, buyer's information regarding sellers is limited in quantity and quality, ND buyers are generally not price sensitive in this market because paper purchases are a small part of the total purchases and cost structure of most organizations.STOW Analysts The STOW Analysis for AMP reveals the following: Strengths ; Highest quality domestic paper prod ucts ; Most efficient domestic paper-making technology with customers ; Direct relationships ; Focused products on four distinct customer segments ; Satisfy customer needs of quality and environmental performance ; Part of a larger company (Amoco) with ability to invest capital in growth ; One of only two domestic fine paper manufacturers in country strength in fine paper processes Right paper product Weaknesses ; Expertise in paperboard has translated to ; Endorsement of World Wildlife Fund for ; Relatively new to the fine paper market ; Brands/products not as well-known as heritage market brands Insufficient capacity to meet growing demand ; High expansion costs/capital required ; High fixed costs Opportunities ; AMP Office Paper Chase initiative to gather more recycled paper ; Ability to expand Ana capture greater snare AT growing Tine paper market ; Recycled paper market growing with support of environmentalists Non-chlorine bleaching process technologies available ; PICA is in the corsairs of environmental groups Threats ; Mounting pressure against expansion from environmental groups Possible legislation/litigation against manufacturing processes ; PICA may invest in new technology/opt to expand its operations ; Import competitors may create newer, higher quality, and/or low cost products to gain market share ; New competitors, domestic or international, may enter the market ; Disease that affects trees/replanting efforts Financial Analysis AMP had no presence in the uncoated fine paper market in 1986. I Long-term Uncoated Fine Paper Market in Australia (000 tones) 11986 1 I Category I Forecast I Demand I I Continuous Forms I PICA I Make Share I Imports I I Category I Demand I I Offset Printing 144 178 16 17. 7% I Copier 10 1150 166 144. 0% 1302 195 I I Recycled 131. 5% I 130 123 176. 7% I Total Amp's contribution margin per product is driven first by its recycled paper, then its copier paper, followed by offset printing paper and continuous forms.Copier paper comprises the largest percentage of Amp's manufacturing, followed by offset printing, continuous forms, and recycled paper, respectively. Contribution Margin for AMP in I 11989 I Tones I Produced 117,000 | 28,000 125,000 | 7,000 I Contribution I per tone | $460 1260 1490 1610 I Total Contribution I Share 7820,oho 124. 7% 123. 0% 138. 7% 113. 5% I I Copier I I Total The group general manager of AMP outlined four potential capital projects in the case study. Each of these options and their respective costs relative to the capacity they provide are outlined in the table below. Option 1 provides the best cost per tone AAA t 01 IANAL capacity galena AMP. Upton 3 proposes no allotment capacity Tort I Evaluation of capital expenditures and options I Lipton 1 I I Machine 3 at Marble expanded from 70,000 to 100,000 tones for $MOM I Capacity may be used for expansion of any fine paper product production (installation time) 30,000 additional capacity I I Unknown: Time from investment to I Additional capacity Capital required 1,166. 67 I Price per tone of I Lipton 2 I Fairfield expansion from 7,000 tones to 1 5,000 tones for $MOM I Capacity may be used for expansion of recycled paper 8,000 2,250. 00 I Lipton 3 Investment in technology to reduce organogenesis has no impact on Amp's capacity or throughput respectively, with no return on investmentI Requires $MOM and $MM I | $MOM investment would reduce throughput by 5% I Lipton 4 I I Investment to purchase/ install new paper machine with 150,000 tones capacity for $MOM I I Capacity may be used for expansion of any fine paper product I lunation: cost of new pulp mill associated with this project, return garnered from selling excess pulp capacity, I Demand for coated paper market 1 50,000 I Capital required 2,333. 33 Price per tone AT allotment capacity Alternative Recommendations Option 3 from the financial analysis has been eliminated, as it offers no additional capacity. Because additional capacity represents the lar gest opportunity for AMP, only capital projects that yield greater capacity should be considered at this time. The remaining three options and a combination option are presented in the table in the Appendix. Recommendation and Plan of Action It is recommended that AMP utilizes Option 1 immediately.Option 1 is the only option that provides a near-immediate increase in capacity while satisfying Amos's requirement (Amp's parent company) off 20% rate of return. The first option provides over $32 million in positive net present value and a 36. 1% internal rate of return over the course of the next five years. Option 1 also yields the most flexibility in satisfying the growing demand in the uncoated fine paper market. Option 2 does turn a positive net present value of $1. 8 million for AMP, but only provides a 10. 67% internal rate of return. Because the project only yields an additional 8,000 tones of capacity, it cannot satisfy the rate of return requirements of Amoco.The third option r equires the largest outflow of capital and produces the highest level of capacity. However, market demand is insufficient to Justify this capital expense at this time. This is further supported by the negative net present value and negative rate of return calculations. Option 4 combines the first two options, in which case the combined capacity and capital outlay collectively satisfies the required return for Amoco. However, the net present value and the internal rate of return are lower with the combined option than the first option. Competitive Advantage If AMP acts on the recommendation to move forward with Option 1, it will gain the competitive advantage of capacity.However, even with the added capacity granted y Option 1, AMP can only expect to reach parity with the capacity of PICA. This is supported by Pica's current output of 108,000 tones of uncoated fine paper and Amp's current output of 77,000 tones. With neither domestic competitor in position to take full advantage of t he market's growing demand for uncoated fine paper, which will reach 305,000 tones by 1995, import competitors may gain the largest competitive advantage. ‘s principle competitive advantage In ten market Is ten quality AT Its products Because AMP has invested considerable capital into newer technology than PICA, it is n a better position to continue this domestic lead over its rival.Similarly, Amp's investment in more efficient technology has placed it in a better position to deal with the environmental concerns associated with paper manufacturing. Conversely, Pica's outdated technology and processes create more pollution and have caused it to become the target of environmentalist groups. Impact to Business, Customers, and Competitors If AMP is able to enact Option 1, it stands to gain over $15 million in additional cash flow per year, in addition to $32 million in positive net present value over the course of five years, and a 36. % return on its investment. This increase in capacity will also allow AMP to match the output of the market leader, PICA.The customers of the Australian paper market stand to benefit from Amp's additional capacity in terms of quality, availability, and environmental performance. AMP uses more efficient technology to create higher quality products. The increase in capacity from AMP will allow these products to be available to more consumers. Amp's emphasis on recycled paper manufacturing will also help to satisfy the growing demand in this segment and assuage environmental concerns about increased domestic paper manufacturing PICA will be impacted, at least short term, by the increased capacity created by AMP through the utilization of Option 1. This increased capacity will allow AMP to continue its momentum in gaining market share. However, the uncoated fine paper market is growing quickly.By 1995, even with the utilization of Option 1 by AMP, neither PICA nor AMP will have sufficient capacity to meet the market demand for unc oated fine paper. Therefore, import competition will also have a strong advantage in gaining market share. The only way to prevent the market demand increases from benefiting international competitors is for AMP, PICA, or another domestic competitor to considerably expand capacity and/or enter the uncoated fine paper market. AMP must act quickly to continue its growth in the uncoated fine paper market. The market is expanding rapidly, and with both AMP and PICA operating at full capacity the market is ripe for the company that can create it. Option 1 is the most logical operational choice for AMP that also makes good business sense.Option 1 quickly expands its current capacity by 30,000 tones per year in the most versatile ill that can use the capacity to meet any demand that arises in the market. Adding any additional options presented brings down NAP and AIR for the company. However, AMP should closely monitor the uncoated fine paper market for the next several years Ana reevaluat e ten expected level AT mean IT . ten mean accelerates at a faster-than-expected pace, or once demand has reached a level in which it becomes possible for AMP to Justify the significant capital investment of a new pulp mill and large capacity machine, it should consider expanding its capacity to take advantage of this growing demand. References Upton, David. (December 13, 1993). Australian Paper Manufacturers (A). Harvard Business School. 9-691-041.