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« April 2009 | Main | June 2009 »

1023 posts from May 2009

May 29, 2009

EXTERNAL BUSINESS ENVIRONMENT

External Business Environment

 

Scramble for Africa

            The Scramble for Africa was the proliferation of conflicting European claims to African territory during the New Imperialism period between the 1880s and the start of World War I (). The Scramble for Africa began in 1881, when France moved into Tunis with Bismarck's encouragement. After centuries of neglect, Europeans began to expand their influence into Africa. Soon, it took on a full-fledged land grab in Africa by European Powers. This came to be called the Scramble for Africa. There are many reasons why this occurred.

            The Scramble for Africa was powered not so much by conditions in Africa, but by the economic, social and political conditions in Europe during the second half of the nineteenth century. In economic terms, it was "not so much as an overproduction of goods in Europe as an undersupply of raw materials".
            The scramble was fierce by July 1884 as France, Britain, Germany and Portugal had all staked claims on African territory within the previous five years.
            From November 15, 1884 to January 20th, 1885, The Berlin Conference, under the chairmanship of , was convened to set up the rules of the Scramble. On February 26, 1885, the decision had been made that first of all, any sovereign power which wanted to claim any territory should inform the other powers in order to make good any claim of their own. Secondly, any such annexation should be validated by effective occupation. Third is that treaties with African rulers were to be considered a valid title to sovereignty. In addition, the powers were free to navigate the Congo and Niger Rivers.

            In the past, according to  (2000), African states were robbed of their natural and human resources by the colonial powers. Belgium's  built his fortune on the wholesale extraction and export of rubber, hardwoods, and metals from the Congo. Zambia, Zimbabwe, and South Africa, met a similar fate, as did the oil-rich states of West Africa. However, since the fall of the colonial powers, resource extraction has been largely the province of the post independence leaders in which many of whom followed the lead of their former colonial masters to create vast personal fortunes (, 2000).

            For a fact, Africa is vastly rich in natural resources but the continent has paid a terrible price for this wealth. In the past decade horrendous wars in Angola, Sierra Leone, the Democratic Republic of Congo, Sudan and Liberia have been fuelled by fighting for control over diamonds, timber, gold, minerals and oil.

            Private interests from warlords to unscrupulous corporations to arms dealers and organized crime have helped to fuel African conflicts over the past decade as they vie for control over valuable resources. According to  (2001), globalization has added a key dimension to contemporary warfare and armed groups from some of the world's most remote places can be directly linked with commerce in the technological heartland of metropolitan society. He added that a complex international network of smugglers, brokers and traders means that everything from diamond rings and garden furniture to the components of mobile phones and Play stations may have originated as the booty of Africa's conflicts.

            , Sierra Leone's UN ambassador, said in July 2000, “We have always maintained that the conflict is not about ideology, tribal or regional difference. The root of the conflict is and remains diamonds, diamonds and diamonds” (, 2000). According to (2002), in a quarter of the roughly 50 wars and armed conflicts active in 2001, resource exploitation has played a key role.  (2000) concluded that a poor country with weak infrastructure, few options for making money and possessing significant lootable resources is four times more likely to experience war than a similar country without them.

 

Mcluhan’s Concept of Global Village

 

            In Mcluhan concept of Global Village, he theorized that because of rapid electronic communication systems, the Earth has become a village in which we have all become neighbors ( 1999).

            The concept of a global village by  (1964) is interconnected by an electronic nervous system, part of our popular culture well before it actually happened.  was the first person to popularize the concept of a global village and to consider its social effects. His insights were revolutionary at the time, and fundamentally changed how everyone has thought about media, technology, and communications ever since. In addition, the underlying concept of McLuhan's view of electronic technology is that it has become an extension of our senses, particularly those of sight and sound. The telephone and the radio become a long distance ear as the television and computer extend the eye by projecting further than our biological range of vision and hearing.

            McLuhan argues that it is the speed of these electronic media that allow us to act and react to global issues at the same speed as normal face to face verbal communication. He concludes we are forced to become aware of responsibility on a global level rather than concerning ourselves solely with our own smaller communities because as he states, “we are electrically contracted; the globe is no more than a village. Electric speed at bringing all social and political functions together in a sudden implosion has heightened human awareness of responsibility to an intense degree” (, 1964).

            In addition, (1967) states that time has ceased, space has vanished and we now living in a global village in a simultaneous happening. McLuhan suggests that through our extended senses we experience events, as far away as the other side of the world, as if we were there in the same physical space. McLuhan assumed that the entire population of the globe is plugged in to communications technology to the same extent.

Anti-globalization Movement

            The anti-globalization movement is an effort to counter perceived negative aspects of the current process of globalization. Although adherents of the movement often work in concert, the movement itself is heterogeneous and includes diverse, sometimes opposing, understandings of this process, alternative visions, strategies and tactics.

            According to  (2001), the current anti-globalization movement has roots in the nonviolent direct action movement, with which it shares a structure based on small autonomous groups, a practice of decision-making by consensus, and a style of protest that revolves around mass civil disobedience. Each of the major organizations of the nonviolent direct action movement began with great promise but soon went into decline, in large part due to the structural and ideological rigidities associated with insistence on consensus decision-making and reluctance to acknowledge the existence of leadership within the movement.

            Epstein argued that anti-globalization movement’s main focus is not on stopping globalization but transforming the terms on which it takes place, and it shades into the domestic anti-corporate movement. She added that the main target of the anti-globalization movement is corporate power, not capitalism, but these perspectives do not necessarily exclude one another. Moreover, the anti-globalization movement provides focus and momentum, and holds out more hope for a revival than any other movement.

 

Laissez-faire Economics

            Laissez-faire Economics is defined as an approach to economics that asserts the importance of the free, competitive market of individual suppliers and individual purchasers to the efficient production, distribution, and allocation of goods and services as well as to the maximization of individual choice, and emphasizes the need to keep state regulation to a minimum ( 1998). In The Wealth of Nations,  (1776) argued that though individuals in the market would pursue their own self-interest, the market's ‘invisible hand’ would lead to the realization of the common good.

            However, this view is criticized because it takes no account of considerations such as environmental degradation except in so far as it might increase costs or social justice. Furthermore, the models of the workings of the free market, on which laissez-faire economics are based, bear very little relation to reality; in the real world, markets are distorted by monopolies, lack of choice through cultural constraints, and imperfect information (, 2004).

             ([1949] 1966) refers laissez-faire as an ideology of the old liberal economists. This ideology, in his view, helped to eliminate the restrictions of medieval times, facilitates the emergence of a private property system and free enterprise. He states that laissez faire philosophy had opened the way for capitalism by utterly destroying the fallacies of restrictionism. Similarly, he added that "the laissez faire ideology and its offshoot, the 'Industrial Revolution,' blasted the ideological and institutional barriers to progress and welfare" ([1949] 1966).  notes that laissez faire is as an ideology and that he speaks of progress.

 

Ways in which the phenomenon of globalization has changed and evolved over the past 120 years

            Globalization is an umbrella term for a complex series of economic, social, technological, cultural and political changes seen as increasing interdependence, integration and interaction between people and companies in disparate locations. The phenomenon has been noted since the 1980s in the context of sociological study on a worldwide scale ()

            Globalization could be defined simply as the decline in costs of doing business internationally. One of its key effects is to enhance the international integration of markets for goods, services, technology, ideas, financial and other capital, and labor. An indicator of its progress is reducing differences in prices for those products and factors across space ( 1995).

            According to  (1999), there have been three technological revolutions in transport and communication costs in modern times. The cost of transporting goods was lowered enormously in the nineteenth century with the advent of the steam engine, which created the railway and steamship. Steel hulls for ships and refrigeration further lowered the real cost of ocean transport late last century, particularly for perishable goods. The telegraph has also helped. Second, the technological revolution also hugely lowered the cost of moving people. The third and current revolution in transport and communications technology, beginning towards the end of the twentieth century, is digital. Aided by the deregulation of telecom markets in many countries, it is lowering enormously long-distance communication costs and especially the cost of rapidly accessing and processing knowledge, information, and ideas from anywhere in the world.

            Market liberalization has also begun with the lowering of import tariffs on trade in manufactures between industrial economies. In the 1980s, trade reform was followed by extensive liberalization of foreign exchange markets and of restrictions on financial capital flows, leading to the development of new varieties of internationally tradable financial security instruments. The 1980s also saw the deregulation of domestic markets in a growing number of countries, which reinforced the effects of deregulating transactions at national borders.

            Economic reforms have included the better assignment of property rights. These reforms benefit most the countries making them, but they also benefit virtually all of their trading partners (, 1992; , 1993). Hence the more countries open up and reform, the greater are the gains to other countries from doing likewise. In particular, they expand the opportunities for developing and transition economies to access goods and services markets, investment funds, and technologies, thereby raising the pay-off to those economies from joining the bandwagon of liberalization. According to  (1991) and  (1999), the reasons for faster growth of more open economies are related to the dynamics of trade liberalization, something which is not just an abstract idea from new trade and growth theory.

 

References

NURSING

 

 

 

 

 

Understanding the Shortage of Nurses in the Light of Economic Concepts

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Introduction

 

            Nursing appears to be the growing buzzword profession in the early years of the 21st Century.  Individuals from the different parts of the globe are preparing themselves to join the nursing workforce, for different reasons.  However, we have to face the reality that the health care industry is having a shortage.  An understanding of the basic economic concepts helps in understanding the problem of nursing shortage. 

 

Basic economic concepts vis-à-vis nursing and health care

           

            Capitalism is the existing economic structure for the most nations-states across the globe.  The accumulation of wealth is the name of the game, and that is through the accumulation of profit from the capital.  In other words, the more money an individual has the better.  One’s profession is the source of one’s wealth, or economic wealth so to speak.  In today’s era, one of the pools of money comes from the profession of nursing or health care. 

 

            Nurses pledge to serve; but from an economic perspective, they are making use of their labor, which serves as their capital.  At the back of their so-called service is a high economic premium.  In effect, other countries turn to have a high human capital because of the migrant workers that are coming in to them.  This is the reason why nursing institutions are composed of nurses that come from different countries.  The trade-off that these nurses have to take is basically, the distant primary group (families and friends) interactions. 

 

            There has been a high demand for nurses abroad.  In order to meet this demand, private firms that specialize in health care have proliferated.  Schools have opened colleges of nursing. 

 

            For individuals living in Third World countries, they have seen this as the means to get employed.  In one way or another, the rate of inflation is resolved.  The money that comes in the remittances are also contributing to both the micro and macroeconomic performances of these countries. 

 

             (1992) refers to political economy as the ways and means by which the nation-state acts to produce and reproduce itself (p.12).  The concept of the political economy says a lot to nursing and health care.  If we are to look at the history of the practice of nursing, then we will see that nurses or health care specialists are significant in times when nation-states are in war. 

 

            In the United States of America during the aftermath of World War II, Yale University Dean  even contended that the American government should act on providing government support towards the profession of nursing.  This can be done through incorporating nursing education in its educational system.  Another is by providing ample government assistance.  Lastly, she argued that nursing education should be built on the baccalaureate degree (as cited in , 1990, p. 5).  The United States of America has a history of nursing shortage as they waged in wars.  This only goes to show how the nursing profession is tied with the country’s political economy. 

 

            On the other hand, it may also have to do with the demographics, i.e. when the aging population is high and there is no one to take care of them.  Thus, the governments of countries in these statuses make use of laws to legalize the certain concerns that will meet such demands.  For instance, Canada may refine some laws that pertain to immigration to accommodate the demands of the nursing profession, or allocate a higher expenditure for health services. 

 

            These are a few of the basic concepts of economics, which are related and/or applicable to nursing and health care. 

 

The market forces behind the supply and demand of healthcare professionals

 

            When we say demand, we mean the value of a resource, good, or service that an individual or group of individuals are agreeable and have the capacity to buy vis-à-vis the series of prices for a certain phase of time.  The law of demand simply states that the price of a good is indirectly proportional to the quantity demanded of the good (, 2000, p.31).  In other words, consumers need or want products, but they consider the number of products according to their purchasing power.  In accordance with the subject of this paper, nursing institutions in First World countries have a growing demand for nurses.  Likewise, they have the capacity to provide wage premium to their nurses, since the government is providing assistance.  Wage premium therefore is one of the forces that affect the demand of nurses. 

 

            Canada, United Kingdom, and the United States of America are said to be suffering from a shortage of nurses.  They depend on 5 developing countries namely, Australia, India, Philippines, South Africa, and Zimbabwe to fill in the demand (, 2004). 

 

            According to  (1998), an “increased market demand” is the cause of nursing shortage (as cited in  2001, retrieved June 1, 2006, from ).  This further means that quality service is being asked of the nurses.  One does not qualify by simply being a nurse.  One has to be a qualified nurse.  This will be discussed in the succeeding paragraphs. 

 

            When we say supply, we mean the value of a good or service in which individuals or group of individuals agree and have the capacity to sell vis-à-vis a series of prices for a certain phase of time.  The law of supply states that the price and the quantity supplied of a good are directly proportional ( 2000, p. 36-37).  For developing countries, in order to fill in the demand, its private firms “supply” nurses by establishing training grounds for them.       

 

             (2004) have found out that a change in wage premium is related to the supply of migrants.  They noted that these are significantly affected by migration costs, working conditions, and living conditions.  These authors are saying that nurses who are planning to be migrant workers in other countries look at the general working conditions or work environment.  They have the autonomy to go where they want to according to where they are at a greater economic advantage.  In this case, the market forces that affect supply pertain to the migration costs, working conditions and living conditions. 

 

            The factors that are reported to affect the supply of registered nurses deal with the work environment, recruitment, retention, education, compensation, and recruitment of foreign nurses.  The kind of environment present in clinical settings is such that qualified and experienced nurses find difficulty in dealing with inexperienced ones.  Students in countries where there is a nursing shortage are deemed difficult to recruit in the profession.  Some ways have to be undertaken in order to retain older but expert healthcare professionals.  Efforts should be undertaken to prepare students for a clear understanding of the care environment, ethical knowledge and decision-making skills.  It has been reported that there are nurses who are not compensated enough.  The recruitment of foreign nurses is deemed to serve only the hospitals and not the patients themselves and the domestic nurses, in the case of the United States. ( 2001, retrieved June 1, 2006, from ).  These root causes of nursing shortage is true to the case of the United States.  Likewise, these can be considered as the forces that affect the supply and demand of healthcare professionals. 

 

            In Australia, nurses are demanding from the government to increase their wages, since they are suffering from a high workload ( 2001).  Wages or compensation and workload seem to be the most common force that affects the supply and demand of health care professionals.  A high workload with a low wage results for most of them to leave their practice, eventually adding the burden of those who are left in the clinical setting. 

 

The economic impacts of current healthcare financing and service delivery on nursing care

 

            One of the perceived economic impacts of the current healthcare financing and service delivery on nursing care is that it paved the way for nursing institutions to deliver quality service to their patients.  They have the necessary resources to engage in activities, e.g., research, that will contribute to the development of the healthcare industry.  It has raised the nursing profession among the rest. 

 

            Competition is what drives the economic system.  In order to produce the best of nursing care, healthcare professionals ought to be the best.  They have to deliver a competent service to their clients.  This is actually one of the roots of nursing shortage.  Nursing care is no longer a matter of simply nursing and caring for the patient.  It has gone a step further because of the “increased market demand”, from the term of  (1998) as cited in  2001, retrieved June 1, 2006, from ).    

 

The role of nurses in the health-care system of the 21st century

 

            Our world today is indeed a world without boundaries.  A certain territory no longer home to a certain social group.  Birds of various breeds live together in one nest.  One of the questions raised in this circumstance is — what is the assurance that nurses who come from different cultural groups will work harmoniously with each other?  An action may be sacred for one while profane to another.  This now opens nurses and other health care professionals to the challenge of cultural competency.  According to  (1998, p.1-7), it refers to

“developing an awareness of one’s own existence, sensations, thoughts, and environment without letting it have an undue influence on those from other backgrounds; demonstrating knowledge and understanding of the      client’s culture; accepting and respecting cultural differences; adapting care to be congruent with the client’s culture (as cited in , 2004). 

 

One of the roles of nurses in the health care system in this era therefore is to serve as the promulgators of being culturally sensitive.  They help everyone understand that cultural boundaries do and/or still exist.  The challenge for a foreign nurse is to serve her patient according to the cultural box by which her patient belongs.  On the other hand, nurses can prove or are making way for the possibility of a global culture through their profession. 

 

            Another role of nurses in the 21st Century pertains to the utilization of research in the clinical setting.  What caused the proliferation of nurses are said to be the following: the increasing growth of medical and scientific researches, rapid technological progress, and the subsequent growth and development of nursing knowledge and skills ( 1997).  Part of what is being demanded from nurses is being experienced and qualified enough.  Possessing knowledge on the vast nursing research literatures enables them to be categorized as a qualified nurse.  And this is exactly what the health care industry demands from its health care professionals. 

 

           

            One of the ironies that exist is that despite the various medical breakthroughs, the human race is still experiencing sickness.  A significant role of nurses in the healthcare system is that of encouraging everyone to be conscious of their health conditions.  Vices still infect most individuals, which are hazardous to their health.  Nurses can be agents for the preservation of the human race. 

 

Conclusion

 

            This paper has examined the various forces that significantly affect the problem of nursing shortage in the health care industry.  Changes should take place within these areas that impede the development of health care.  The work environment should be strengthened in order to meet the demands of the nursing profession. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References:

 

E-COMMERCE ON CLOTHING INDUSTRY IN UK

E-COMMERCE ON CLOTHING INDUSTRY IN UK

 

PART I

THE PROBLEM AND ITS BACKGROUND

 

 

INTRODUCTION

 

         With the inventions of computer, we can say that we have achieved the modern and the advance way of living. Computer is the most reliable and efficient gadget humans have invented. Innovations in computer technology have touched all fields of life. The rapid growth and changes in information technology have influenced the business world. The birth of electronic commerce or e-commerce had brought the great wave of changes in business transactions.  (2006) defines electronic commerce or e-commerce as a process that includes the buying and selling, or the distribution of products or services through electronic systems like the Internet and other computer network. It is an electronic business application aimed in doing commercial transactions. “Electronic commerce is the exchange of information across electronic networks, at any stage in the supply chain, whether within an organization, between businesses, between businesses and consumers, or between the public and private sectors, whether paid or unpaid”

         According to  (1999) this Internet-based technology, allow the online application to integrate several business functions such as accounting, banking, finance, management and administrative control, supply chain management, selling chain management, data collection system, marketing, and also fund transfer. The transactions are made using electronic communications technology such as the database, e-books, e-mail, extranets, Internet, and even with mobile phones. Before electronic commercial transactions is done using Electronic Data Interchange. In this process commercial documents like purchase orders (commercial document that indicates the quantities and prices of the products or services, usually issued by a Buyer to a Seller) or invoices is send electronically. Later on, the “Web commerce” has been developed. In Web commerce, goods and services are purchase over the World Wide Web via https. Costumer can use e-shopping carts and with electronic paying services using credit card payment authorizations. Between 1998 and 2000, large number of businesses in the United States and Western Europe had created their own Web sites.   

         Such technological innovation makes office works and commercial transactions viable in just a single click on your computer. Nowadays companies worldwide are engaged in e-commerce. E-commerce has become the medium for trade of manufacturing and retail industries. (2000) of the Gartner Group estimated that e-commerce revenues in 2000 had generated at least $139 billion dollars and at least $ 2,584 billion in 2004 in business-to-business (B2B) and business-to-consumer (B2C) that is in the United States alone. According to  (2003) of Forrester Research, electronic commerce generated sales worth of $12.2 billion in 2003. E-commerce has become well established in different countries in America, Asia, Europe, and in other industrialized countries around the world.  E-commerce is similar to a real mall because it offers variety of products; from books, ticket reservations, school supplies, clothing, etc.   

STATEMENT OF THE PROBLEM      

         Most companies in UK have transformed their businesses to enable them for e-commerce. Now e-commerce is becoming the hearth of textile and clothing industries in UK.  (2001) reported that UK clothing manufacturing sector is now experiencing an increasing international competition unlike with the fashion design and branded clothing sector that are performing comparatively strong. In the summary of the report, the clothing industry is facing major problems with the competition from firms in different countries and changing customer needs. For fashion design and branded clothing company’s competition from abroad is less threatening compared to the issue on changing customer needs and difficulty accessing capital. Manufacturers are looking to transfer their production facilities abroad where labor costs are much lower due to the increasing competition from low priced imports. In relation to this, the study then intends to delve with the following questions:

 

1)     What are the potential impacts of e-commerce on the different sector of UK clothing industry?

2)      What are the present problems and challenges facing UK clothing industry with the use of e-commerce?

3)      What are possible solutions to overcome the limitations of e-commerce on clothing industry?

4)       What are the assistances provided by UK government to help resolve the issues on clothing industry?

GOALS

     Several studies in the past had acknowledged that UK had all the advantages that favor the development of e-commerce. This is because it has a liberalized and competitive telecommunications market. However, there have been limited studies which proven the benefits of e-commerce on UK clothing industry. Thus, this study will identify the specific effects of e-commerce on clothing industry. The descriptive research design will be used to attain the ultimate goals of this study. This study also aims to prove the following:

1)     E-commerce has positive and negative effects on UK clothing industry.

2)     UK clothing industry is experiencing problems with the use of e-commerce.

3)     There are solutions to overcome the limitations of e-commerce on clothing industry.

4)     The UK government is providing assistance to help clothing industry to surpass their challenges concerning e-commerce.

 

OBJECTIVES

        

         As the guide for the researcher, the following objectives for this study has been laid down:       

1.      This study will identify the impact of e-commerce on UK clothing industry. This objective will be achieved through a descriptive research design. The results will be derived from the initial and post interviews.

2.      This study will examine the problems and challenges facing UK clothing industry with the use of e-commerce.  This aim will be achieved through the data gathered from the interviews and surveys. In order to guide the researcher with the interview process, a structured interview schedule will be prepared.

3.      This study will determine the possible solutions to overcome the limitations of e-commerce on clothing industry. The data that will help attain this objective will be based on the interview.  

4.      This study will also discuss the assistance of UK government to clothing industry that helps resolve the issues on e-commerce.

 

SCOPE AND DELIMITATION

     

         This study was narrowed down to four aspects due to time constraints. First, the impact of e-commerce on UK clothing industry. This study will focus on the three clothing sector namely: fashion design and branded clothing, knitwear and made to order clothing. Second, the problems encountered by UK clothing industry concerning e-commerce. Third, the possible solutions to overcome the limitations of e-commerce on clothing industry. Lastly, the different assistance provided by the UK government to clothing industry that helps resolve the issues on e-commerce. This study will not attempt to compare the status of e-commerce on clothing industry in different countries in the world. 

 

SIGNIFICANCE OF THE STUDY

         The clothing industry in UK is facing a tight competition in the international market. To stay ahead of the competition a better understanding on e-commerce has to be provided. This study will promote a greater awareness and understanding of the impact and potential of e-commerce on clothing industry. Encourage the sector to innovate e-commerce to improve their competitiveness in the market. In addition, this will increase the awareness of the companies to transform the sector for e-commerce. Furthermore, this study will provide them ways to reduce the development and maintenance costs for e-commerce solutions. This study will challenge the government to improve e-commerce awareness by educating and training the companies in the industry. This will also promote the take-up of e-commerce technologies in schools.     

 

PART II

RESEARCH METHODOLOGY

         In this study, the researcher will be using descriptive method. Descriptive method seeks to describe systematically a situation or area of interest factually and accurately. The impact of e-commerce on UK clothing industry will be taken into account. Desk research will also be used to understand the problems affecting the UK clothing industry and in its different sector. Interviews with trade associations and sector companies will also be conducted for a wider understanding of their use of e-commerce. Finally, a telephone survey to companies, costumers and suppliers engage in clothing industry will be planned to be taken.   

         The evaluation of materials will include the determination of the sources of information. It is convenient to think that information is classified into primary sources or the firsthand and the secondary sources. Primary sources are documents in which the individual describing the event was present when it occurred. Secondary sources are documents in which the individual describing the event but obtained his description from someone else that may or may not have been a direct observer. Analysis of the documents will carry out the external and internal criticism of each document. External criticism is concerned primarily with questions related to whether or not the source is genuine. Internal criticism involves evaluating the probable accuracy of the statements obtained in the document.

 

PART III

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

 

         The data gathered from the research, interviews, and survey will be subjected to analysis. The analysis will be characterized by descriptive and comparative approaches. Qualitative data that will be gathered from the research and interviews will be presented in text formats. The summary of the data from the survey will be converted to percentages and presented in graphs.

 

REFERENCES

LEADERSHIP AND MANAGEMENT

Introduction

Leadership can refer both to the process of leading, and to those entities that do the leading. Leadership has been a central, and sometimes controversial, topic in the study of organizations. In spite of claims to the contrary, there is substantial evidence that leadership is positively related to a variety of individual and organizational outcomes. Leaders, by their very roles, are responsible for making decisions that help their organizations adapt and succeed in competitive environments. Leaders do not merely impose goals on followers, but work with others to create a shared sense of purpose and direction. Leaders primarily work through and with other people. They also help to establish the conditions that enable others to be effective. Leadership is a function more than a role. Although leadership is often invested in - or expected of – persons in positions of formal authority, leadership encompasses a set of functions that may be performed by any different persons in different roles throughout a community.

 

Body

Leadership

Leadership can refer both to the process of leading, and to those entities that do the leading. The process of leadership can be actual or potential:

  • Actual - giving guidance or direction

  • Potential - the capacity or ability to lead

 

To keep going despite set backs, is the hallmark of all successful leaders. A good leader must have a positive attitude, should be optimistic, has ideas, always sees a way out and will not give up easily. They take every mistake as a learning experience

A good leader to young children and families should have the following characteristics, traits and skills:

  • Openness - This quality combined with objectivity becomes very powerful. Treat everyone the same; do not have a private agenda. Nothing can destroy morale faster than office politics when people worry about the hidden meaning or intent behind an action or a comment.

  • Humility - Humility is knowing your ability and limitations especially the correct measuring of ones own worth and value. I'm looking at the humility of Christ where it was felt as an unseen power, not leaders who won't go out of their front door to lead.

  • Strength of character (will) - The Moral qualities of a leader, the principles and motives that control the life of a leader to make the right choices. If you teach your home schooled children to make the right choices that will propel them to the fore front of a lot of people who are making the wrong choices.

  • Determination - Determination is growing in our home schooled children the attribute to never give up, never surrender.

  • Ability to give credit to others - Most of Christ's ministry was giving thanks to the Father, or giving all praises to the Father, or hallowing (make or respect as holy) his holy name. Our home schooled children should be taught the ability or recognize the good in each other and be thankful.

  • Willingness to accept blame - This attribute is the 'take up my cross and walk' trait, when you’re wrong admits it and takes it. When you let down your team, raise your hand and accept responsibility so the rest of the members are relieved. Our home schooled children must not be taught to point fingers at anyone but themselves.

  • A person who combines all of the above qualities, with courage, integrity and intuition would certainly qualify as a leader in my estimation. In the past four decades, I have only worked for three or four individuals who possessed all or significant portions of the qualities listed above.

A true leader should demonstrate all of these characteristics. When they do, the resulting performance in their area of responsibility is very simply something to see. They have a team that wants to come to work, one that looks forward to Monday morning rather than dreading it.

  • Consistent - A leader not only has a clear picture of the goals he wishes to achieve; the manner in which he strives for those goals must also be clear to him. This 'clarity' becomes a framework for decision-making. Being consistent and able to say 'no' becomes much easier when the goal and the procedure are crystal-clear. Living, working, and acting consistently create a predictable behavior which gives the co-workers a sense of security.

  • Honest - Leading people and being followed by people has a lot to do with trust. You don't just receive trust from others, you have to earn it. You earn it by being honest; by doing what you say, by being trustworthy.

  • Courage - Many professors talk about entrepreneurs as leaders who take risks. But that's like saying snow is cold—it's accurate but missing something. Another way is to say the same thing is that one must have guts. It requires a great deal of courage to build a company from the ground up. Someone once explained that large organizations function like “womb” protecting employees from a harsh and unforgiving environment. It takes a great deal of courage to leave a corporate or government womb and strike out by oneself into the cold, cruel world of business. When one first starts a business, one is alone and by one’s self.

 

Different types of Leadership styles:

 

                        The Laissez Faire Leadership Style

The style is largely a "hands off" view that tends to minimize the amount of direction and face time required. Works well if you have highly trained and highly motivated direct reports. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own.

 

This is an effective style to use when:

o       Employees are highly skilled, experienced, and educated.

o       Employees have pride in their work and the drive to do it successfully on their   own.

o       Outside experts, such as staff specialists or consultants are being used

o       Employees are trustworthy and experienced.

This style should not be used when:

o       It makes employees feel insecure at the unavailability of a manager.

o       The manager cannot provide regular feedback to let employees know how well they are doing.

o       Managers are unable to thank employees for their good work.

o       The manager doesn’t understand his or her responsibilities and is hoping the employees can cover for him or her.

      Autocratic Leadership Style

This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments.

This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. The studies say that autocratic leaders:

o       Rely on threats and punishment to influence employees

o       Do not trust employees

o       Do not allow for employee input

Yet, autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include:

o       New, untrained employees who do not know which tasks to perform or which procedures to follow

o       Effective supervision can be provided only through detailed orders and instructions

o       Employees do not respond to any other leadership style

o       There are high-volume production needs on a daily basis

o       There is limited time in which to make a decision

o       A manager’s power is challenged by an employee

o       The area was poorly managed

o       Work needs to be coordinated with another department or organization

The autocratic leadership style should not be used when:

o       Employees become tense, fearful, or resentful

o       Employees expect to have their opinions heard

o       Employees begin depending on their manager to make all their decisions

o       There is low employee morale, high turnover and absenteeism and work stoppage

       Bureaucratic Leadership Style

Bureaucratic leadership is where the manager manages “by the book¨ everything must be done according to procedure or policy. If it isn’t covered by the book, the manager refers to the next level above him or her. This manager is really more of a police officer than a leader. He or she enforces the rules.

 

This style can be effective when:

o       Employees are performing routine tasks over and over.

o       Employees need to understand certain standards or procedures.

o       Employees are working with dangerous or delicate equipment that requires a definite set of procedures to operate.

o       Safety or security training is being conducted.

o       Employees are performing tasks that require handling cash.

This style is ineffective when:

o       Work habits form that is hard to break, especially if they are no longer useful.

o       Employees lose their interest in their jobs and in their fellow workers.

o       Employees do only what is expected of them and no more.

                      Democratic Leadership Style

The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision.

Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader:

o       Develops plans to help employees evaluate their own performance

o       Allows employees to establish goals

o       Encourages employees to grow on the job and be promoted

o       Recognizes and encourages achievement.

Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems.

Leadership and Management

Leaders manage and managers lead, but the two activities are not synonymous. Management functions can potentially provide leadership; leadership activities can contribute to managing.

            Here are the main differences:

  • The manager administers; the leader innovates.

  • The manager maintains; the leader develops.

  • The manager accepts reality; the leader investigates it.

  • The manager focuses on systems and structures; the leader focuses on people.

  • The manager relies on control; the leader inspires trust.

  • The manager has a short-range view; the leader has a long-range perspective.

  • The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon.

  • The manager imitates; the leader originates.

  • The manager accepts the status quo; the leader challenges it.

  • The manager is the classic good soldier; the leader is his or her own person.

 

 

 

Leadership and management are both important, but they seek to do different things. About 40 years ago  put it this way. Every organization structures itself to accomplish its goals in a way that is in tune with or responsive to its environment. Once the efficiency of the organization is established, people go about simply maintaining the system, assuming that the environment will stay the same. Management is the main focus because it keeps the organization going well with little change. But the thing is: the environment for any organization is always changing. There are always shifts in consumer tastes, social attitudes, society’s culture, technology, historic events, and so on. The world is not static as we assume. Organizations tend not to spot these changes quickly, often because of a "management orientation" which is focused more on "looking in" instead of "looking out". Over time, the organization can become less and less in tune with or responsive to its environment, creating more and more management problems. Times like this require organizations to think more in terms of leadership. Leaders begin to ask questions like, "What is really going on here? How do we become relevant again? How do we fulfil our goals in these new times? What will prompt people to think that what we do is meaningful?" Leaders seek to bring their organization more in line with the realities of their environment, which often necessitates changing the very structures, resources and relationships of their organization which they have worked so long and so hard to manage. And yet, as they do, leaders can bring renewed vitality to their people.

 

 

 

 

 

 

Reference:

 

 

 

Trader Project Case Study

Introduction

            It is the objective of the Trader product to develop methods and tools for ensuring reliability of consumer electronic products. This should result in minimizing product failures that are exposed to the user.

A number of technical trends in embedded systems press a need for better development methods resulting in reliable products.  Complexity increase: the extent and complexity of embedded systems and software has been exponentially increasing in recent years and there seems no end in sight for this trend.  Product life cycle decrease: The innovation cycles for these products is decreasing continuously and has in many sectors now come down to a few months.  Open Systems: embedded systems are opened to the outside world as a result of which security, reliability, and availability are emerging problems. They become more open in two ways:

They will not be solely developed by just one manufacturer. Increasingly, the provider of the basic functionality will be host to third parties who will add their own functionality.  They will, during their lifetimes, become involved in networked environments that affect these systems in ways that are not foreseen during their creation.

  

Project Objectives

The project concerns itself with the evaluation of software, its acquisition and subsequent enhancement by the supplier, its installation in user premises and maintenance. The software enabled the finance of international trade to take place more easily and more accurately.

 

The Project Context

            Barwest Bank has been involved in foreign trade and the finance products related to it for many decades.  Before the introduction of TRADER, all operations had been on a manual or semi-automated basis using the SITPRO multi-part set.  NOTE that SITPRO is just a set of documents. 

            Within Barwests, all foreign trade work whether collected by the account holding branch or not was forwarded to the specialist area, known as the Foreign Services Office (FSO) or its 14 local outlets, the Foreign Service Branches (FSBs).  These outlets handle a variety of business, including foreign currency, travellers’ cheques and the provision of Letters of Credit and Collections for its customers. 

            The ‘section work’ to be automated was a) Documentary Letters of Credits and b) Documentary Collections, together with the documentary evidence – normally Bills of Lading; Air Waybills; other forms of Manifest, Insurance and Bills of Exchange.  Each of the above documents forms a ‘complete set of documents’ but there may be several identical copy sets numbered ‘Copy 1 of n’, ‘Copy 2 of n’, etc. 

            Often ‘sets’ follow different physical routes – e.g. the originals travel by sea with the goods whilst another set is sent airmail to the recipient.  This enables the recipient to check that the goods being sent are the right ones, to arrange for finance to be available when the goods arrive; and for the payment to be made releasing the goods to the recipient.  It is important for the Bank to pay only on receipt of the correct set.

 

The pre-project scene (from September of previous year)

             Bernard Bresslaw has been working in FSO for many years, and is Number Two to Mike Oldfield. He had seen an opportunity to automate the work of his area, and thus expand his importance. As a casual activity, he had been superficially investigating off-the-shelf packages to meet his main requirements.

 

Amongst a number of other companies he had visited was ABC, a US-based software house, where he had been entertained quite extensively. Rob Kramerski had also put him in touch with Graham Gooch, a manager with a rival bank, who had experience of implementing the ABC package in Lloylands Bank.

 

Bernard and Graham discussed the ABC package known as Trader and, in passing, Graham mentioned that he was thinking of moving on from Lloylands. Bernard jumped at the opportunity and hired Graham for his expertise.

 

The Project’s commencement

Bernard and Graham decided to proceed with the Trader package and simultaneously commenced negotiations with ABC for the package acquisition. They set up a business team and then prepared a business case.

 

Once all these activities were under way, Bernard decided that he needed some assistance from the central computer department and so contacted the Chief Executive, John Turnbull. A new entrant, John was the first American to be employed by Barwests Bank at such a high level. He was trying to engineer change across the business and strongly supported Bernard's initiative.

 

The IT Team were brought together with Malcolm Shenley as the senior IT representative and Wally Welling acting as his adviser. Dave Duckham was given the task of leading the IT project. Note: Barwests Bank had progressively moved away from Assembler Language and Cobol 1 to become a Cobol 2 shop using IBM 3090 machines.

 

ABC had been contracted to deliver the system and have it operational within five months. Under David Jenkinson, they brought a ready-made team of three people (David himself, Iqbal & Jenny) across from the USA to help with the implementation.

 

APPENDIX 1 - BUSINESS PLAN (extracts)

 

The business goals were to:-

 

  • introduce an automated international trade finance system based on the ABC package, Trader, within 5 months;

·        reduce staffing in the FSO and FSBs by 25% after full implementation;

  • provide a sufficient return on investment that breakeven occurs in year three, with profits in year four onwards.

 

Benefits

 

There were 14 branches and the central office totalling at the time, 400 staff, of whom about a quarter were involved in LC & DC work. The software supplier anticipated a staff saving in the region of 15-25% once Trader was fully operational. The capacity for new business was expected to be enhanced by the new system and forecasts suggested the ability to capture rivals' business to take a 40% market share by year three.

 

Managing Setbacks

            The project schedule passed to the Project Manager was the initial impediment to the flow of the project.  It was when the Project Director had proven the perceived schedule to be unacceptable.  However, the Senior IT manager responded to the matter by enumerating the reasons why it should take seven months instead of five months that the Project Director indicated. 

            First, the Senior IT manager said that (a) the software has yet to be received, (b) the staff are untrained in its use, (c) the business requirements are still being identified, (d) the business case presents an over-optimistic cost position, and (e) the known amendments are quite extensive. 

            The above concerns would be enough to support the seven months plan of project activities.  These statements come from the IT sector itself that knows how the timeframe of the project activities for the smooth assignment.  Notwithstanding these reasons, the Project Director insisted on meeting the target date rather than the planned seven-month period. 

            Apparently, there had been a bit of disagreement as to the matter of project timeframe.  It should have been avoided had the communication between the User Department and IT department been discussing the timeframe before the project commenced. 

 

Problems with the Software Supplier

            The software supplier plays a great role in realizing the project objective of evaluating the software, its acquisition and subsequent enhancement, and its installation in user premises and maintenance.  Prior to the commencement of the project, there seemed to be no further business plan that would anticipate setbacks. 

            The predicament with the supplier came when two additional software staff arrived in addition to the expected one.  It actually created accommodation problems since they will be covered by the company until the last part of the project. 

 

Problems with the Software Application

            The Systems Analyst was the first person to notice the early problem encountered since the software acquisition.  He had spelled out three concerns associating to the acquired software system; (a) the sprocket feed is proving unworkable for the constant changes of stationery which are planned, (b) the company should buy a board to allow the font variations required that would cause additional expenditure to the project, and (c) the printer is subject to breakdowns and evaluation model has required an engineer each day within the week.  In the later month, the problem with the printer got worse as the printer board is no longer manufactured and apparently wouldn’t satisfy the users’ needs.  Moreover, the only choice recommended by the software supplier proved to be in a floating situation as its cost is not known and will possibly cause the budget and the roll-out schedule as well.

            Furthermore, the Business Manager in the user department realized the incompatibility of the kit to the FSBs purpose.  It had also proved that impracticality of sharing a terminal which had been discussed in the project plan.

 

Conclusions and Recommendations

            Obviously, the project went on a somewhat unplanned structure.  The business goals timeframe did not fit to that of the IT Department.  Along with the aim of introducing an international trade finance system, reducing staffing in the FSO and FSB by 25% after full implementation, and providing a sufficient return on investment that breakeven occurs in year three with profits in year four onwards, require a solid preset business plan that would look forward to realizing these goals with the considerations of possible problems that may occur along the project work.  

            The case got its huge fall on the dire communication between the IT department and the supplier that had caused further expenditure.  To mention, the IT department should have cooperated with the software supplier prior to the commencement of the project anticipating the actual needs of the users such as the Correspondence File.  How could it happen had the IT department and the software anticipated the possible outcome.  They should have given allowance or enough space on IBM’s current largest disk drive in order to allow multiple volumes to be recognized and thus, avoiding further cost to the project. 

           

            In his e-mail dated 1 June, the Senior IT Technician was obviously was not pleased of the Project Manager’s statement that the project deadline was met and that the system is live commencing the roll-out with the branches.  It is actually a clear result that the budget for the project would fell short with all the financial problems encountered along the way. 

            Accounting to all setbacks mentioned, it gives the impression that the company took a fatalistic notion of committing to the project.  It looked like the company is too result-oriented fascinated by the software’s ability to enable the finance of international trade to take place more easily and more accurately notwithstanding the problems to be anticipated before committing to the software supplier. 

            Well, of course it will be a company’s advancement but the project should have been smooth-moving if there had been proper planning.  The most obvious missing part in the project was the positive and definite business plan that would have anticipated the setbacks mentioned with corresponding actions should anticipated problems occur along the way. 

            Such business plan would be helpful in determining where the company needs to go, that is, advancement in the finance system.  It would also serve for the purpose of forewarning possible roadblocks as the project goes along.  Consequently, it will formulate responses to contingencies and keeps the business on track in reaching the desired goals. 

            Department goals should also be design in order to connect with specific requirements of both the overall company goals and the goals of other departments in terms of product and timing.  It serves for the purpose of assisting other departments that depend on those specific results and achieving the overall company goals. 

 

The Usefulness and Relevance of the Tinto Model to the Retention in Irish Higher Education”

This essay tackles about the usefulness and relevance of the Tinto Model to the retention issue in Irish Higher Education. On the first part, the Vincent Tinto model was introduced. Its key features, strengths, and its limitations are identified to give the reader enough background as to what the model is all about. On the second part, it addresses the characteristics of the retention in the Irish educational system. The model’s application, usefulness and relevance to the Irish system were presented on the last part for the writer’s final discussion.

The Problem of Student Attrition

Dropout is known to be the greatest problem facing the institutions of higher education. The reason behind this is that attendance in higher education is voluntary. That is why there are a plethora of reasons why people may choose, or be forced, to withdraw. Whereas in primary and secondary education, attendance is compulsory, up to age sixteen.

Generally speaking, enrolment in higher education continues to expand. In the United States of America, enrolment in degree granting institutions increased by about nine percent between the years 1989 and 1999 (Snyder and Hoffman, 2002). As the figure of the enrollment in tertiary education rises, so does the number of students who will be affected by dropout. There is major discrepancy in the estimated figures for dropout from higher education, depending on both the nature of the institution(s) concerned and also with the definition of attrition or dropout used. In general, the rates of students withdrawing from tertiary education voluntarily are around twenty three percent (Rovai, 2002). On the other hand, the usual figure for attrition, as well as academic dismissal, has been fairly consistent to be fifty percent for most of the last century (Leys, 1999) (Tinto, 1983).

In attrition, there is a significant financial cost associated with it. Students who do not complete their studies already have had substantial amounts of money invested in their education, through both resources distributed to them and time spent teaching them. It is practically clear that the universities would prefer to spend this money on students who will guarantee the completion of their degree course.

Non-financial costs are also associated with attrition. The dropout or academic failure of students has a negative effect on the educational achievement and development of other students. This is possible through the damaging of their morale or making them question their own commitment to their course or educational institution (Tinto, 1975).

Normally, it is very rare for the least able students to dropout from their studies, perhaps counter intuitively. Instead, the case turns out to be that the students who are often more academically able are the ones who dropout from higher education, compared to those who stay (Tinto, 1982). That being the case, the result is a graduating class who are less academically able than the one that enrolled in first year. That is all due to the process of attrition.

Given the costs, financial and otherwise, that are connected with attrition, it is evident for most colleges and universities to better understand the forces driving it. If universities and colleges would be more aware of the students’ reasons of their withdrawal from higher education, they would make an effort on the amendments. This would include their selection policies or the way they deal with their students, with a view of reducing their rates of attrition. The most significant model of attrition from higher education was perhaps, the one proposed by Vincent Tinto in 1975.

Student Integration Model (SIM) of Vincent Tinto

Vincent Tinto’s 1975 Student Integration Model (SIM) of attrition was intended to offer a longitudinal model which would explain all of the aspects and processes that influenced an individual’s decision to leave college or university. The model also tells how these processes interact on the production of attrition.

Upon designing the model, Tinto aimed on doing several things. Initially, he intends on making a distinction among the diverse types of leaving behavior. This is important as there are a number of different ways in which a student may choose, or be forced, to leave college. In anticipation of the publishing of Tinto’s paper, these different learning behaviors were often grouped under the rubric of dropout. Among the different types of leaving behavior that Tinto identified are academic failure, voluntary withdrawal, permanent dropout, temporary dropout and transfer.

The basis of Tinto’s model was Durkheim’s theory of suicide. This theory supports the statement that the probability of an individual’s commitment to suicide is predicted by the level of their integration into the society’s foundation. To a large extent, Durkheim argued that if an individual has an ample social support network and sufficient integration on morals, the likelihood of one’s execution of suicide will be lessened. Tinto also asserted that the act of committing suicide was essentially the willful withdrawal of an individual from existence. Therefore, he relates it to the student’s dropout from higher education. In this situation, it is the willful isolation of an individual (student) from one aspect of his society.

In Durkheim’s model of suicide, the individual’s insufficient integration into the society is the drive that pushes him into committing suicide. While for Tinto, he asserts that dropout occurs because the individual is inadequately integrated into the different aspects of college or university life.

He identified the two most important systems at college as academic and social. He also contended that a lack of integration in either or both of these systems could initiate the occurrence of student dropout. But, on the other hand, an extreme integration in either the academic or social systems at college, as indicated by Tinto, would probably be likely to cause problems in the other system. For example, a student who spent the vast majority of his time studying would have little time to spend in his social activity. Similarly, if a student spent his maximum amount of time on his engagement into social activity, his academic performance would probably suffer.

Tinto’s model of attrition was not exclusively based on Durkheim’s model of suicide. He (Tinto) even admitted that this model had one enormous shortcoming. It is the failure of the model to take account of individual psychological characteristics that incline some individuals into suicide. Any model of dropout from higher education that was based solely on Durkheim’s model would be subject to the same kind of limitations. It would fall short of paying enough attention to the individual characteristics of a person that would make him more likely to dropout of higher education than their peers. Tinto understood this and his work included assessing the degree to which individual characteristics affected attrition.

The Student Integration Model (SIM)

Tinto’s Student Integration Model had certain key features. At the heart of the model is the degree to which the individual is integrated into the social and academic aspects of the university. Also of central importance are both the degree to which the student is committed to their goal (i.e. degree attainment) and the extent to which he is committed to the university.

In his model, various types of individual characteristic affected the student’s pre enrolment commitment to both their goal (i.e. degree attainment) and the institution they were going to attend. The characteristics that Tinto highlights as being important in influencing the individual’s goal and institutional commitment are their individual attributes, pre-college experiences and family background.

Individual attributes covers variables such as race, sex and academic ability. Pre-college experiences include social and academic experiences like school grade point average, as well as academic and social attainments. Family background, on the other hand, is comprised of the factors like social status, value climates and expectational climates.

In addition to this, Tinto also asserted that an individual’s educational expectations have effects on their likelihood of attrition. Specifically, this is how long the student intended to attend the educational institution and the importance that the student placed upon the specific institution in which they plan to attend.

There is said to be a significant variance in how committed the individual students are to their specific educational institution. Some students view the college they attend as pivotal to their chances of future employment. Other students may be as happy in another college as they are in the one they attend. Obviously, those students who place a great deal of importance on the college they attend are significantly more likely to persist at the college they are presently in, despite the problems on academic or social issues.

In terms of the effect of socio economic class on institutional commitment, Tinto basically thought that individuals from higher socioeconomic class are more likely to persist at college. According to Tinto, the exact nature of the relationship is more complex than that. He asserts that while academic dismissals tend to be among those of lower social status, lower aptitude and lower levels of intellectual development than those who persist, voluntary withdrawals seem to be of comparable. Or higher social class exhibit higher levels of intellectual development than persisters.

Tinto also stresses that while these individual characteristics, and the individual’s social and academic integration thereafter are the most important determinants in whether or not a student persists in higher education, it is the interaction between the students’ individual commitment to the goal of college completion and their commitment to the specific educational institution, that finally determines whether or not they drop out.

The students’ view of their own higher education experience is obviously all important in their decision to drop out. Tinto thinks that students assess their own higher education experience in terms of a cost benefit analysis. And if they feel they could get greater benefit at equal or less cost out-with the college, it is likely to provoke dropout.

Dropout can also be influenced by aspects of the individual’s personality. Dropouts tend to display certain personality traits. Greater impulsivity, and less emotional commitment to education, are unable to profit as much from past experience, more unstable, more anxious and are overly active and restless.

As previously mentioned, the sex of the student has an influence on college persistence. But its influence is not entirely clear cut. Males are more likely to finish their college course. But of those females who drop out, a higher proportion of them are voluntary withdrawals. Tinto emphasizes that dropout is the result of longitudinal processes of interactions between the individual and the educational institution they attend.

Tinto stresses the importance of the students’ view of their own academic integration and details how he thinks they assess this. According to Tinto, the student views their academic integration as being a combination of two other factors; their grade performance and their intellectual development. Again, according to Tinto, grade performance functions as a kind of extrinsic reward while intellectual development is more of an intrinsic reward.

The sex of the student also influences the importance that they place upon grade performance. Grade performance appears to be particularly important for males. Also, according to, Tinto, intellectual development appears to be more important in determining persistence for females than for males.

Tinto also asserts that for those who persist, they view the education process differently from non-persisters. While non-persisters view education as more of a process of vocational development, persisters (those who persist) see it as more to do with gaining knowledge and appreciating ideas.

Tinto highlighted the importance of determining the different types of social integration and their possible consequences. He stated that social integration in college was “directly related” to persistence and while the lack of social integration would lead to attrition, it would be more likely to cause voluntary withdrawal than it would dismissal.

Tinto also indicates that while as already indicated, very high levels of social integration may lead to deficits in academic performance; it may not lead to attrition. As long as it is provided that the integration has occurred with a support group who has “strong academic orientations”.

Aside from the fact that it is important to the integration of students who are well motivated, with respect to academic work, Tinto also highlights the potential importance of social integration within the faculty itself. It is important as it not only increases the student’s level of social integration. It also increases their level of academic integration.

The student integration model also illustrates Tinto’s affirmation to the fact that academic and social integration, together with goal and institutional commitment, are not separate and distinct. Rather, they have a distinct, influential relationship upon each other. According to Tinto, academic integration directly influences the students’ goal commitment while social integration directly influences his commitment to the specific institution. Also goal and institution commitment may not both be necessary in order for someone to persist. According to Tinto, as long as a student has sufficient goal commitment, he may remain in an institution that they may have little commitment to.

Limitations of Tinto’s Student Integration Model According to its Criticisms

While Tinto’s Student Integration Model of persistence has been the dominant model of student attrition for over twenty-five years, it is far from universal acknowledgement. There have been several criticisms made regarding the said model.

Criticism 1: The Student Integration Model is inadequate in Modeling Student Attrition.

Whilst the vast majority of studies into the Student Integration Model have been generally supportive, it has been contended that the Tinto model is globally flawed and fails to explain the majority of attrition behavior.

For example, Vivenne Brunsden, Mark Davies, Mark Shevlin and Maeve Bracken carried out a statistical analysis on a questionnaire administered to two hundred sixty four first year University students in order to assess the key features of Tinto’s model (Brunsden, Davies, Shevlin and Bracken, 2000).

These first year students had enrolled in one of two different courses at two different universities, one which is BA Computer Studies course at an English University, and another one in BA Psychology course at a Scottish University.

Brunsden et al then noted their participants’ enrolment status a year later, noting voluntary dropouts, involuntary dropouts and persisters. Brunsden assessed each of the participants with their own questionnaire and with proven psychometrically verified valid tests. This includes the Eysenck Personality Inventory (EPI), Rosenberg Self-Esteem Scale (SES) and the Satisfaction with Life Scale (SWLS). The questionnaire items that Brunsden et al used to construct their own questionnaire have high face validity. Brunsden et al tested a conceptualization of Tinto’s 1975 Model constructed using LISREL8 software in a way that ensured it was statistically testable.

Brunsden et al found that their conceptualism of Tinto’s model did not adequately explain the data they obtained. None of the criteria for fit supported the model and the global assessment of the model proved it to be so inadequate that assessment of the individual components was impossible.

Brunsden et al do however admit that there may have been serious shortcomings in their study that contributed to their results. First, they did not actually assess social or academic integration. What they actually did is to assess only the potential of academic and social integration. As the assessment of potential is open to subjective interpretation, it is possible that the level for potential integration and the level of actual integration for any student didn’t actually line up.

Another conceivable weakness in this study is that it was not exactly Tinto’s actual model that was assessed. In order to carry out an effective statistical test of Tinto’s model they had to create their own testable conceptualization of it. The possibility of the conceptualization being different from the actual model in key ways means that their results are potentially invalid.

Brunsden et al also criticize Tinto’s model for having its origins in Durkheim’s model of suicide. Their argument is effective that even supposing that Durkheim’s original model was an accurate and effective model of suicide, there remains serious doubt over the extent to which the relationship of dropout and suicide can truly be seen as analogous.

They also contend that although Tinto himself was keen to separate the different forms of attrition behavior, that by basing his model upon one of suicide, he is effectively acknowledging that attrition is a negative process. It ignores the possibility of it to be a positive experience for others. For example, on changing courses, having decided that one is now the preferred option compared to another.

Also, while Tinto acknowledged that the important thing is the individual’s own perceptions of the constructs in his model (i.e. their social and academic integration), instead of the degree to which each construct is expressed in an individual, his model entirely fails to take account of this.

Criticism 2: The Student Integration Model is only applicable to “Traditional” Students.

One of the most reliable criticisms made of Tinto’s model is that it is only applicable to a traditional residential type of students. Basically, it has been proposed that the Tinto model is not generalisable beyond students who are resident on, or near, campus and who enter university or college directly after leaving school.

What evidence is there to support this idea? Alfred Rovai published a paper which discussed the extent to which Tinto’s model would generalize to students engaged in distance learning programmes (Rovai, 2002). He comments that previous authors have noted that Tinto’s model is of limited applicability in the study of non traditional students as it is based around the analysis of how traditional undergraduate students fit into to the institution of higher education which they attend.

He points to the work of Bean and Metzner who proposed their own model of student attrition (the student attrition model or S.A.M.). Bean and Metzner’s model also contended that Tinto’s model did not explain attrition in students who were over twenty four, who did not live on campus or were not in full time education. In addition, it also does not fully account for those students who do not particularly wish to become involved in the social aspects of student life and for whom the greatest concern about the university they attend is what it can offer them, academically speaking.

The argument behind this way of thinking is that the classmates, flat mates etc. that non-traditional students have, are a potentially very different form of support network, compared to those fairly common form of support network most students have. For example, mature students are likely to have an extensive, well established network of friends and family in place out with the university. And owing to this, there is less likely the need of intra-university social and academic integration, the kind identified by Tinto.

Similarly, it is unusual for those who are engaged in distance learning for their higher education, to demonstrate similar patterns of attrition, compared to those traditional students. This is due to their differences in levels and types of their social and academic integration.

While these criticisms may be valid up to a point (i.e. the Tinto Student Integration Model may not generalize beyond traditional full time undergraduate students), there is a very simple reason for this. The Tinto model is very ambitious in its scope; one model to explain the full range of student attrition behavior. It was fundamentally designed to describe the factors that cause students to leave higher education and is fairly successful in doing so. But because of the ambitious nature of its design, it was almost inevitable that it would fail to address attrition behavior of some student populations. It was simply because of the nature of the difference of their entire experience of the higher education process to that of the traditional students. It is unlikely that any one model could account for every conceivable reason that every single departing student had for leaving higher education and one that can effectively describe that the attrition behavior of the traditional student type will still have been a remarkable success.

Criticism 3: Academic integration is not an important predictor of student attrition in traditional student populations.

Evidence suggests that academic integration may not be an important predictor of student attrition in the case of non-traditional student groups. At the same time, some researchers also have suggested that it is invalid generally in modeling student attrition.

An example is the office of Institutional Retention at Bowling Green State University. They produced its own analysis of student retention and attrition. Through the administration of its self-constructed questionnaire to the two thousand eight hundred twenty nine students entering first year, they assessed which of these students will return for their second year.

This questionnaire was designed to test a number of variables drawn from the Tinto model. Among them are Academic Integration, Institutional Perception, Social Integration, Goal Commitment, Institutional Commitment, their plans to return and whether or not they did. A path analysis was carried out on the results of the questionnaire.

As a result, they obtained forty one percent of the explanations of the variance in student retention through the said questionnaire. It was said to be based on Tinto’s Student Integration Model. It was also found that Institutional Commitment, Grade point average and Social Integration were amongst the most important variables in the explanation of attrition.

However, they did not find a significant amount of the attrition behavior described by academic integration. Obviously, care must be taken in the interpretation of these results. This was due to the fact that this is a privately carried out study that has not been published and as such has not undergone peer review.

The size of the sample used in this experiment is perhaps its only strength. It represents one hundred percent sample and previous researchers have contended that it is only through the use of a sample this big that Tinto’s model can truly be assessed (Draper, 2002).

The exact nature of some of the questionnaire items are not detailed, nor are they available in appendices of the paper. As such, it is impossible to judge their questionnaire items’ accuracy or validity, in terms of assessing attrition via a SIM-type model. And this is potentially the biggest shortcoming of this study.

All the data that has been obtained in this study is based upon self- report questionnaire. And as such, it is open to subjective interpretation. The lack of effect from the academic integration variable could be a function of the students, who answers the questionnaire with a view to their self image. They don’t perceive the traits that constitute academic integration as socially desirable.

It could also be the case that the exact items that constitute the academic integration in this questionnaire are invalid. Academic integration, as Tinto understood it, could indeed be responsible for a great deal of attrition/retention behavior. But the items on this questionnaire are invalid and do not correctly measure this.

Obviously, if caution is being exercised in the interpretation of the lack of effect seen for academic integration, caution will also be needed in giving too much importance to the significant effect observed for the other SIM based items.

Due to the lack of scientific rigor demonstrated by those who carried out this study, it is possible that the effects observed, due to the other variables, may have been caused by the nature of the questionnaire items or on how they were administered.

There have been several well controlled studies that have investigated the importance of academic integration and whose results have been consistent with its role in the SIM. Of particular note, due to the rigor with which it was constructed, was carried out by Ernest Pascarella and Patrick Terenzini in 1977.

Pascarella and Terenzini tested the effect of the level of student-faculty interaction on student attrition in a traditional student population. Their experiment was designed to determine whether the amount of non-classroom interaction with academic staff that a student had was predictive of their attrition or retention. This non-classroom interaction with members of faculty staff is potentially important as it raises not only the level of that individual’s academic integration but also their social integration.

Pascarella and Terenzini examined a sample of one thousand and eight students from the incoming freshman (first year) class at Syracuse University in New York. These students were sent a detailed questionnaire. Of the one thousand and eight questionnaires they sent out, they obtained usable answers from seven hundred sixty six students, all of whom had also supplied the university with completed Activity Indices AI (10) which is a measure of personality on a twelve dimension scale and all of whom had available scores on the verbal and quantitative scores from the Scholastic Aptitude Test (SAT) which give an indication of academic capability. They then tested their sample again in March the following year.

Their original sample of seven hundred sixty six was sent further test items. As a result, they received usable responses from five hundred thirty six students. Of these responses, one hundred ninety two had to be discounted. It was either they had incomplete AI or SAT scores, or were academic withdrawals, or had left the institution before the end of the first semester.

The final experimental sample was, therefore three hundred forty four students. This sample of students was shown, through analysis via a Chi-squared, to be representative of the student freshman population of Syracuse University. This was in terms of sex and college of enrolment.

The sample was assessed one more time, at the enrolment for the following academic year. At that time, it was determined that fifty five subjects have voluntarily withdrawn. The frequency and nature of non-classroom interaction that each student had with the faculty was assessed through a series of questionnaire items administered to the students in March of their first term. Only contacts that lasted for ten to fifteen minutes or more were counted.

Pascarella and Terenzini analyzed the data obtained from their questionnaires in order to see the effect of faculty contact on attrition behavior, while controlling for possible effects of sex, academic aptitude and personality characteristics. Pascarella and Terenzini found that the amount of informal contact with the faculty was found to discriminate significantly between those students who chose to leave the university and those who chose to persist.

Pascarella and Terenzini's findings indicate that some students who have certain personality traits and needs are more likely to seek non-classroom contact with members of faculty staff. And as a result of this contact, they are likely to attain higher levels of both social and academic integration. In conclusion, they are now more likely to persist at university. However, the results of this experiment indicate that the individual student characteristics do not totally account for the difference in frequency of faculty contact for different students.

The said experiment is potentially important. It provides fairly convincing evidence of the usefulness of some of the most important aspects of Tinto’s Student Integration Model in predicting student attrition in a traditional student body. It is also important as it offers an interactive longitudinal examination of student attrition.

Whereas most studies measure the students’ characteristics once, then assess dropout at a later date, Terenzini and Pascarella assessed the students at three time points which gives a better understanding of the nature of the interaction between different factors of the Student Integration Model.

Retention in the Irish Higher Educational System 

The universities identified retention, completion and student withdrawal as important issues to be addressed. Particularly over the last three years, they have received rising attention within the Irish university sector. A wide range of interventions across the sector has been focusing on the challenge of preventing underperformance among university students. These have been supported by targeted initiatives funding from the Higher Education Authority, increased intra-institutional awareness, and the establishment of the Irish Inter-University Retention Network.

Background of the Irish Retention

Overall figures on student completion of university courses in Ireland indicate that an average of 83.2% of students complete the university courses on which they originally enroll. A recent study on completion, made by the Higher Education Authority, indicates that student completion rates are higher in Ireland compared to other European countries. In spite of this, certain areas of study and student groups depicted higher non-completion rates than what is reflected by the average figure, as the case is elsewhere.

The following have all been found to decrease the likelihood of course completion among university students: under preparedness in Mathematics, lack of adequate interaction with the career guidance services in their secondary school, socio-economic background, motivation to avail of student support, mismatched expectations, and poor adjustment to the challenges of third-level learning environments. 

The Issue on Non-Completion of Higher Education in Ireland

            In 1994, the Higher Education Authority obtained progression data on students who had entered full-time undergraduate courses in the years 1985-1986 in six universities: Dublin City University, St. Patrick’s College Maynooth, Trinity College Dublin (TCD), University College Cork (UCC), University College Dublin, and the University of Limerick. Data were not available from University College Galway. The information obtained are related to (i) the number of male and female students entering each course in that year, (ii) the number of students who proceeded to successive years of each course, and (iii) the number of students graduating or not completing in each course. The data were subsequently analyzed at the Educational Research Center (1997).

            In all institutions, high rates of non-completion were found. With one exception (UCC), each institution registered at least one course with a non-completion rate in excess of one-third of commencing students. The highest non-completion rate for UCC was a quarter. Furthermore, all institutions had courses where twenty percent or more students did not complete.

            At the other end of the spectrum, all institutions had at least one course for which non-completion rate was less than ten percent. Furthermore, there were a number of courses (three in TCD and one in Limerick) in which all students completed their course. But this was the exception rather than the rule. Although courses with high, medium, and low rates of completion were found in all institutions, differences in the patterns of completion rates suggest that institutions vary in their capacity to retain students.

            The data of Higher Education Authority also provided the opportunity of examining whether completion or non-completion was associated with certain courses, irrespective of institution. There were some indications that this was the case. Medicine, Law, and Dentistry had low non-completion rates in all institutions, while rates for Science and Arts tended to be relatively high. However, several subject areas differed in their completion rates, depending on the institution in which they were offered (for example, Engineering and Business Studies).

            The report also identified a number of problems in the data. These, in turn, indicate the need of exercising caution in the interpretation of the findings. For example, institutions defined courses in different ways when providing data, creating comparability problems. In the case of one institution, it was not possible to determine for many courses the extent of repetition, or indeed if there had been any repetition at all.

            In a more recent study, the predictive validity of the relationship between performance in the Leaving Certificate Examination and performance at graduation by 1998 for students who had entered third-level colleges in 1992 was examined (Commission on the Points System, 1998). While the overall figure for graduation in this study was found to be seventy four percent, twenty one percent did not receive any qualification for the course for which they had first enrolled (divided equally among those who passed first year exams and withdrew; failed first year exams and withdrew; and did not sit first year exams). While the remaining five percent were in the system (three percent were still attending and two percent had failed final year exams).

While the results indicate that there was a relationship between performance on the Leaving Certificate Examination and the final year performance, it was far from perfect. The Leaving Certificate Grade Point Average (LCGPA) of students who were awarded a first class honors or distinction was slightly below than of those who were awarded upper second class honors. While it was marginally lower points at entry for those who graduated with third class honors, as compared to those who failed. And perhaps, of greatest interest, is the fact that students who passed first year and then withdrew, had a LCGPA that was much higher than that of students in the third class honors degree. This was comparable to the LCGPA of those who had received a lower second class honors and of those who were still attending.

            These findings suggest that factors other than those assessed in the Leaving Certificate Examination, affect performance in higher education. One of these factors, field of study, was explored in a further study for the Commission on the Points System. In here, all third-level institutions have provided either data of first and final year examination, or a sample of four hundred forty nine students who had commenced college in 1992.

Students with the same Leaving Certificate grades were found to have a higher probability of being awarded a top grade in some disciplines than in others. They also had a higher possibility of not completing in some fields compared to others.

While humanities had a non-completion rate of only six percent, the corresponding figure for science was twenty percent. Another interesting point is the relationships between LCGPA score, grade, and field of study related to the Leaving Certificate scores of students who passed first year and then withdrew. Remarkably, such students in the humanities and science had a substantially better Leaving Certificate scores than for students who graduated. Likewise, the case also applies even for those who obtained first class honors. This pattern was broadly related in other fields of study (business, technologies).

            When non-completion rates were analyzed by field of study, it was found that students who had not completed their courses were more likely to have withdrawn after passing first year examinations (38%) than to be still attending (29%). In addition, twenty six percent are likely to have withdrawn after passing first year, while the remaining seven percent belongs to those who have left before taking their first year examinations.

Passing first year and then withdrawing afterwards was the most common factor associated with non-completion among business and humanities students (44% and 71% respectively). While almost one-third (31%) of science students passed and withdrew, a higher percentage of science students (48%) failed and then withdrew (12% for humanities and 29% for business). The inability to provide more detailed analyses by courses of study limits the usefulness of this study. This was due to the small sample size.  

A non-completion study was also carried out in three Institutes of Technology. The study is of particular interest in obtaining individual student data in its attempt on finding reasons for non-completion. It was reported here that non-completion rate was roughly around thirty seven percent among first year students. Analyses also indicated that a number of factors were associated to non-completion. Among them are low grades in the Leaving Certificate Examination, unclear career aspirations, lack of information, guidance on course and career options, unsuitable course choices, difficulties with some or all of the subjects taken, as well as financial and work-related problems. Institutional factors also played a role, particularly the lack of facilities and support services, along with poor communication between the staff and its students.

Relevance of the Tinto Model to the Irish Higher Educational System

           Tinto’s model did not focus directly on individual characteristics. Instead, he looked at it in the way that they interfaced with the central aspects of his model, which were the academic and social systems of the educational systems of the educational institutions they attended. Rather than focusing on the possible effects of a myriad of individual characteristics, he focused on a few key characteristics. They are the grade point average, family background, sex, etc. He then incorporated these into a model which focused more directly on the impact of the institution itself on the attrition behavior of it students.

           He also acknowledged the adequate notice of his model on the role of student finance in their decision to drop out or persist. Although it was fairly obvious that financial concerns had a great impact on decisions regarding a student’s drop-out, for him, it is only longitudinal and indirect. It is because financial implications may determine which university the individual chooses to attend and this may, in turn, affect the likelihood of dropping out. Once at college or university, Tinto maintains that the role of finance is not a pivotal one for the majority of the students. It will be a key factor affecting the drop out behavior of only the most economically disadvantaged students.

            For Tinto, although there is little chance of reducing attrition rates globally, there is the possibility that these rates may be reduced in certain subgroups of the population. This can be made possible through the increasing of the support or resources given to some students. Another possibility is on the alteration of the selection methods in order to select students that Tinto’s model shows.

           Specifically, it is important for universities and colleges to increase the amount of non-classroom contact between the faculty and the students. Tinto feels that such contact directly affects the likelihood of a person’s persistence in continuing higher education. And as such, such contact should be regular and structured. Tinto also points to one possible indirect way to reduce attrition. That is for universities and colleges to advertise the social and academic aspects of their institutions more realistically. By doing so, he asserts that it would reduce the number of students entering an institution with an unrealistic image of what it will be like. This should in turn minimize attrition, as there would be fewer students dropping out or transferring from institutions that they had found to have less social activity or less academic opportunity than they were led to believe.

 

SOCIOLOGY: THE IMPACT OF DIVORCE ON CHILDREN

Effects of Divorce on Children

 

Introduction and Problem

            Whatever the outcome of a family will be, it is the children who either benefit or affected.   (1998) make an astonishing claim that 50 percent of American marriages end in divorce.  This has created an enormous effect on children comprising of more than one million experiencing the divorce of their parents each year.  Moreover,  (1984) assert that parental loss through divorce is a disruption of one of the most significant relationships in a child’s life, and it is believed to have negative effects on relationships formed later in life.  It can be predicted and expected that adult children of divorced parents are themselves more likely to divorce than are those from intact families or those who suffer parental loss through death.  These predictions are actually proven by several studies ( 1972;  1986;  1979;  1977).

            According to a number of researches, hostility within the family has a stronger influence on the child than does family structure.  Furthermore, it has also been found that parental conflict has been found to have a negative impact on children’s and adult’s self-esteem, educational attainment, parent-child relationships, courtship and marriage experiences, and psychological adjustment (cited in  1998).  Collectively, these studies highlight that parental conflict is damaging and disadvantageous to many areas of development for children.  According to (1989), children with parents who constantly fight have been found to be worse off than children from families in which divorce brings an end to the quarrelling. 

 

            If we are to base causes of divorce legally, accepted causes vary from state to state.  The main legal causes resulting into an acceptance of absolute divorce are desertion, cruelty, imprisonment or conviction of crime, intoxication, impotence, nonsupport, and insanity.  All these accepted causes vary within jurisdictions in the United States with adultery as the widely accepted cause of divorce. 

            Out of all stated causes of divorce, this paper identifies three grounds for divorce for the reason that they are the most common reasons for ending up into a divorce.  Since most of divorces are blamed from these three grounds, it would be interesting to study it.  It should also be noted that such causes are mostly an outcome of conflict between husband and wife. 

            The worse that divorce can bring up is its serious effects on children.  This issue has caught up a lot of attention from researchers laying out all the undesirable effects it could bring to children on parental divorce.  Divorce too could have an effect on both the husband and wife but it is fairly apparent that children are greatly affected by it.  This concern is just as important as shaping the future generation in the hands of children. 

            While some of the authors and researchers argue that divorce does not at all implies negative effects on children, it is such an essential and critical concern that should be talked about since most children of divorce illustrate an undesirable outcomes on their life.  Moreover, it is also important to solve this problem once and for all if we are to consider the welfare and happiness of children. 

Descriptive Research

            Divorce can be equated or much more than a bad marriage.  Even though studies on the impact of divorce on children several decades ago showed that some children are resilient and frequently overcome the undesirable effects of divorce, the children of divorce are at serious risk when studies are viewed collectively.  A report of  (2000) asserts that children are more depressed and aggressive toward parents and teachers than are youngsters from intact families.  He added that these children are much more likely to develop mental and emotional disorders later in life.  They start sexual activity at an early stage, have more children out of matrimony, are less likely to marry, and if they do marry, are more likely to divorce ( 2000). 

            Notwithstanding a lot of problems that arise from the moment couples with children decided to have a divorce, the United States still legalized it.  It would be better a divorce if no children are involved but if there are, divorce can be the root of lot of undesirable outcomes to them. 

            Family is said to be the first school of children with parents expected to be with them in building a strong foundation.  Almost everything that makes up the personality of children comes from what has been learned in the family.  This is why  (2000) is so concern about families and children. 

It has been found that the first 2 years following separation, single-parent families are at significant risk for producing antisocial boys ( 1979).  This assertion was supported by the findings of  (1988) that separated mothers reported higher levels of stress than did mothers from intact families.  Furthermore, the model formed during the research stipulated that the impact of maternal stress on child antisocial behavior would be mediated by its effect on parent inept discipline practices. 

Prior Solution

Maintaining Close Relationship

            There isn’t really such a perfect solution but every detrimental things brought about by divorce could be minimize and prevented as well.  A close relationship between husband and wife is a solid bond that keeps away from divorce.   (1995b) states that although single individuals can rear children successfully, a household with two adults offers many advantages as a setting for children’s socialization and development.  Furthermore,  agrees that parents who are happily married exhibit more effective child-rearing skills.  On the other hand, as the mediation model indicates, chronic, unresolved interparental discord places children at risk, for the most part because it disrupts parent-child relationships ( 1994; 1982, 1988; 1990). 

New Research

            New researches have gain attention to courts and the government illustrating the concern for children on divorced parents.  Most of the new researches are based on what has been done several decades past on the impact of divorce on children.  With the majority of those researchers trying to put on a wake up call to the government on the protection of children’s relationship with their parents, courts are beginning to realize that previous researches say it all.  State legislators and policymakers need to consider previous findings on the impact of divorce on children in coming up with important decisions. 

            Pediatricians and their colleagues in the social and behavioral sciences seek better understandings of how to keep children healthy. Some of the most basic and essential understandings of the processes of health and illness have emerged from the study of families.

In her research since 1971,  has the following findings after 25 years:

·         60 percent of the adult children of divorce were married, contrasted with 80 percent of adults whose parents' marriages lasted.

·         38 percent of adult children of divorce have their own children, 17 percent of them out of wedlock. In the comparison group, 61 percent have children, all in the context of marriage.

·         The children of divorce were far more likely to marry before age 25 _ 50 percent compared with 11 percent of the comparison group _ resulting in a much higher divorce rate. Fifty-seven percent of these early marriages failed, compared with 25 percent of early marriages in the comparison group.

·         Only 29 percent of children from divorced families received consistent support for higher education from their fathers, compared with 88 percent of the children from intact families.

·         25 percent of children of divorce used drugs and alcohol before age 14 compared with 9 percent of the comparison group.

"Our findings challenge the myth that divorce is a transient crisis and that as soon as parents re-establish their lives, the children will recover fully,"  said in a statement. "That doesn't happen."

New Solution

Recently, some states require mediation and others say parents must appear in court with co-parenting plans.  Moreover, many courts have eliminated the terms “custodial parent” and “non-custodial parent” altogether as part of mediation. 

 (2004 October 14) develops the following suggestion in minimizing the effects of divorce on children:

·         Good communication between parents is crucial, even if they do not always agree. This helps cut down on children's pitting one parent against the other to get what they want.

·         Make sure children have as much contact as possible with both parents.

·         Parents should not interfere with their children's contacting the ex-spouse or vice versa.

·         Children are better able to love parents and step-parents if they are not pressured to choose one over the other. Making the children choose usually backfires.

·         Parents need to begin thinking, "The marriage is over, but this other person and I must continue to co-parent our children."

            On one side, some researchers in their independent studies would say that divorce does not really bring about negative effects to children at all times.  On the other, some would argue that divorce really does have a great impact on children and are mostly detrimental.  Whether concern people (i.e. authors and researchers) lay out their findings on the impact of divorce on children in two arguing sides, still it can never be denied that divorce brings about undesirable effects to majority of children in a particular extent. 

References

 

 

Literature Review Marketing Higher Education

Literature Review

Educational inequality is the result of interactions between family decisions (demand) and opportunities (supply).  The supply is said to be a factor in which the national government can intervene.  It can be stimulated by passing laws like compulsory-subsidized schooling or emphasizing specialization areas in which its pump-priming strategies will be applied.  With this, educational stratification can be obtained. 

 

However, opportunities of higher education expansion are curtailed by limited resources and illegitimacy of the government.  In the Philippines, although expansion ensued, social origins (say, farmland) and educational transition (say, away from agriculture to industry) remained stagnant (King & Lillard 1987).  Also, China’s educational recovery in the post-Mao era was halted when women started to draw back to rural areas due to inequality (Zhou, Tuma, Moen 1996).  Lastly, South African whites applied racial discrimination to black counterparts to decrease the latter chance to access stratified higher education. Global factors such as Western thoughts and educational modernity adversely influence the stratification processes of developing countries (cited in Buchmann & Hannum 2001).  Modernization theory (Wikipedia 2006) suggests that developing countries require the aid of developed ones for internal growth.  However, when discrimination reigns abound and developed economies wanted more, the opportunity of developing countries to exploit high-paying employment or infuse international knowledge to their own condition is undermined.  In effect, this could be suspected about a procedural strategy from developed countries whereby dependency theory (Wikipedia 2006) is the bottom-line theme wherein they continue to be capitalist and developing economies as natural resources and labor suppliers. 

 

Coleman Report (1976) showed that school factors determine academic achievement than family factors (cited in Buchmann & Hannum 2001).  This is supported by subsequent research conducted by Heyneman & Loxley (1983) that quoted “the poorer the country, the greater the impact of school and teacher quality on achievement.”  In the contrary, there are important aspects of family background to educational outcomes in developing countries.  Family status had found to affect student’s mathematics and language ability.  In supporting study, Filmer & Pritchett (1999) found that the higher the “wealth gap” in a developing country, the difference in student achievement between rich and poor becomes eminent. 

Liberal education is a holistic approach to learning that departs to conventional thinking that a person should learn in narrow perspective (Bloom & Rosovsky 2003).  Its emphasis is on whole development and crucial to higher learning.  Without it, vocational courses would replace bachelor’s degree or other graduate studies since liberal education provides the platform for a person to think critically, appreciate gaining of knowledge and understand cultures/ ethics including their problems.  Developing countries had undermined liberal education due to too much focus on industrialization as evidenced by Soviet Union.  This is aggravated by the fact that most persons in such countries who access liberal education are mostly elites --- a very small fraction of the population.

 

Another hindrance to liberal education is the political ideologies of the holding governments.  As Lao-tzu said, “People are difficult to govern because they have too much knowledge”.  This dictum serves as one of the dictator’s rationale to invest heavily in vocational education.  However, when thinking is limited to only know what to do, what to think and what to learn, people are transformed into robots with value judgments which even engineers would be slipped into since their industrial acts undermines environmental impacts due to too much technicality of their cognition.  To acknowledge this, the Bangladesh Rural Advancement Committee was formed and aimed to use liberal education to uplift the quality of graduates for the purpose of alleviating poverty in the country.  This will lead for employers to see the graduates more attractive and fit-to-work.

 

In Alaska, youths who are on-the-verge of deciding whether to pursue higher studies or indulge to serious jobs for long-term goals are mostly bound to migrate.  This US-state faced continued slow growth during 1990s and shift from resource extraction to services and retail.  The brain drain that it experiences would not support the transition due to lack of manpower not only in quantity but also quality.  Its long-term development is also beleaguered due to the inability of its universities to lure student to study locally that would lead to permanent employment elsewhere.    

 

SOCIOLOGY: EFFECTS OF DIVORCE ON CHILDREN

Effects of Divorce on Children

Introduction

            Whatever the outcome of a family will be, it is the children who either benefit or affected.   (1998) make an astonishing claim that 50 percent of American marriages end in divorce.  This has created an enormous effect on children comprising of more than one million experiencing the divorce of their parents each year.  Moreover, . (1984) assert that parental loss through divorce is a disruption of one of the most significant relationships in a child’s life, and it is believed to have negative effects on relationships formed later in life.  It can be predicted and expected that adult children of divorced parents are themselves more likely to divorce than are those from intact families or those who suffer parental loss through death.  These predictions are actually proven by several studies ( 1972;  , 1986;   1979; , 1977).

            According to a number of researches, hostility within the family has a stronger influence on the child than does family structure.  Furthermore, it has also been found that parental conflict has been found to have a negative impact on children’s and adult’s self-esteem, educational attainment, parent-child relationships, courtship and marriage experiences, and psychological adjustment (cited in . 1998).  Collectively, these studies highlight that parental conflict is damaging and disadvantageous to many areas of development for children.  According to (1989), children with parents who constantly fight have been found to be worse off than children from families in which divorce brings an end to the quarrelling. 

 

Problem Involving Close Relationships

            If we are to base causes of divorce legally, accepted causes vary from state to state.  The main legal causes resulting into an acceptance of absolute divorce are desertion, cruelty, imprisonment or conviction of crime, intoxication, impotence, nonsupport, and insanity.  All these accepted causes vary within jurisdictions in the United States with adultery as the widely accepted cause of divorce. 

            Out of all stated causes of divorce, this paper identifies three grounds for divorce for the reason that they are the most common reasons for ending up into a divorce.  Since most of divorces are blamed from these three grounds, it would be interesting to study it.  It should also be noted that such causes are mostly an outcome of conflict between husband and wife. 

            The worse that divorce can bring up is its serious effects on children.  This issue has caught up a lot of attention from researchers laying out all the undesirable effects it could bring to children on parental divorce.  Divorce too could have an effect on both the husband and wife but it is fairly apparent that children are greatly affected by it.  This concern is just as important as shaping the future generation in the hands of children. 

Descriptive Research

            Divorce can be equated or much more than a bad marriage.  Even though studies on the impact of divorce on children several decades ago showed that some children are resilient and frequently overcome the undesirable effects of divorce, the children of divorce are at serious risk when studies are viewed collectively.  A report of  (2000) asserts that children are more depressed and aggressive toward parents and teachers than are youngsters from intact families.  He added that these children are much more likely to develop mental and emotional disorders later in life.  They start sexual activity at an early stage, have more children out of matrimony, are less likely to marry, and if they do marry, are more likely to divorce ( 2000). 

            Notwithstanding a lot of problems that arise from the moment couples with children decided to have a divorce, the United States still legalized it.  It would be better a divorce if no children are involved but if there are, divorce can be the root of lot of undesirable outcomes to them. 

            Family is said to be the first school of children with parents expected to be with them in building a strong foundation.  Almost everything that makes up the personality of children comes from what has been learned in the family.  This is why  (2000) is so concern about families and children. 

It has been found that the first 2 years following separation, single-parent families are at significant risk for producing antisocial boys ( 1979).  This assertion was supported by the findings of  (1988) that separated mothers reported higher levels of stress than did mothers from intact families.  Furthermore, the model formed during the research stipulated that the impact of maternal stress on child antisocial behavior would be mediated by its effect on parent inept discipline practices. 

Prior Solution

Maintaining Close Relationship

            There isn’t really such a perfect solution but every detrimental things brought about by divorce could be minimize and prevented as well.  A close relationship between husband and wife is a solid bond that keeps away from divorce.   (1995b) states that although single individuals can rear children successfully, a household with two adults offers many advantages as a setting for children’s socialization and development.  Furthermore,  agrees that parents who are happily married exhibit more effective child-rearing skills.  On the other hand, as the mediation model indicates, chronic, unresolved interparental discord places children at risk, for the most part because it disrupts parent-child relationships (1994; 1982, 1988;  1990). 

            In addition to his studies, ’s (1999) study reveals that a consistent predictor of children’s adjustment and academic success was nonresident father’s use of an authoritative parenting style. 

New Research

            New researches have gain attention to courts and the government illustrating the concern for children on divorced parents.  Most of the new researches are based on what has been done several decades past on the impact of divorce on children.  With the majority of those researchers trying to put on a wake up call to the government on the protection of children’s relationship with their parents, courts are beginning to realize that previous researches say it all.  State legislators and policymakers need to consider previous findings on the impact of divorce on children in coming up with important decisions. 

            Pediatricians and their colleagues in the social and behavioral sciences seek better understandings of how to keep children healthy. Some of the most basic and essential understandings of the processes of health and illness have emerged from the study of families.

In her research since 1971,  has the following findings after 25 years:

·         60 percent of the adult children of divorce were married, contrasted with 80 percent of adults whose parents' marriages lasted.

·         38 percent of adult children of divorce have their own children, 17 percent of them out of wedlock. In the comparison group, 61 percent have children, all in the context of marriage.

·         The children of divorce were far more likely to marry before age 25 _ 50 percent compared with 11 percent of the comparison group _ resulting in a much higher divorce rate. Fifty-seven percent of these early marriages failed, compared with 25 percent of early marriages in the comparison group.

·         Only 29 percent of children from divorced families received consistent support for higher education from their fathers, compared with 88 percent of the children from intact families.

·         25 percent of children of divorce used drugs and alcohol before age 14 compared with 9 percent of the comparison group.

"Our findings challenge the myth that divorce is a transient crisis and that as soon as parents re-establish their lives, the children will recover fully,"  said in a statement. "That doesn't happen."

 

New Solution

Recently, some states require mediation and others say parents must appear in court with co-parenting plans.  Moreover, many courts have eliminated the terms “custodial parent” and “non-custodial parent” altogether as part of mediation. 

  (2004 October 14) develops the following suggestion in minimizing the effects of divorce on children:

·         Good communication between parents is crucial, even if they do not always agree. This helps cut down on children's pitting one parent against the other to get what they want.

·         Make sure children have as much contact as possible with both parents.

·         Parents should not interfere with their children's contacting the ex-spouse or vice versa.

·         Children are better able to love parents and step-parents if they are not pressured to choose one over the other. Making the children choose usually backfires.

·         Parents need to begin thinking, "The marriage is over, but this other person and I must continue to co-parent our children."

Conclusion

            If we, people, would just only look at how damaging the impact of divorce on children then we wouldn’t let our personal reasons go over the betterment of the children.  This problem that jeopardizes children’s future wouldn’t take effect if not for the approval of the people.  Correspondingly, if we’ll only consider what we know about the impact of divorce on children, it would give a second thought to couples with divorce-minded.  Then, policymakers would do whatever the people want since this is a democratic country.  Therefore, we will be protecting children as much as we will be shaping up the future generation. 

 

References

MANAGEMENT OF ORGANIZATIONAL STRATEGY

            This paper will discuss the different challenges that are being faced by a corporation today. It will try to identify and critically analyze and evaluate the Management and Leadership Framework and Performance Infrastructure in that organization. This paper will also critically assess the effectiveness and efficacy of these measures. The paper will also highlight the barriers to effective management in the chosen organization. This paper will also try to study the different performance differentiators and how it is used by the given organization in responding to the challenges and other problems. 

            The company that will be the focus of this paper is the company called Microsoft Corporation or simply Microsoft that is based in the United States but has offices and business centers around the globe including an office in the United Kingdom. First of all Microsoft had a strategically sound product design. The products and services that Microsoft offered were not only based on the requirements set by its competitors but also based on the conditions and necessity faced by its consumers. It offered products that can be classified as disruptive as stated by  (2003, p. 51) since goods and products of the company are innovative and do not conform to the normal standards of the industry.  It did not concentrate on a specific field of the market but expanded to other computer related industry to maximize its consumer base and profits ( 1994, p. 111). Microsoft developed, manufactured, licensed and supported a wide range of software products for computing devices ( 1994, p. 112). The most popular of these are the Windows operating system and the Microsoft Office Suit. It has also published Microsoft Encarta, an encyclopedia designed to run on a computer and books such as   ( 1998, p. 32) . Microsoft also issued the Microsoft Sidewinder 3D Pro in an attempt to further expand its profile in the computer hardware market (, 1998, p. 55). Microsoft entered the palm computing market with Windows CE 1.0, a new, built from scratch version of their flagship operating system designed to run on low memory and low performance machines such as handhelds and other palm sized computers (, 1994, p. 67).

Microsoft Windows 98 as well as Internet Explorer 4.0 SPI was released marking the beginning of the takeover of the browser market from its competitor, Netscape. It included features such as FAT32 file system and a support for multiple displays. Windows XP was also issued and it was specifically designed for multimedia capabilities and entry level consumers. Microsoft did not only dominated the software business but it diversified, moving into messaging by introducing MSN Messenger to instant messaging clients to compete with the popular AOL Instant Messaging (, 1992, p. 211). It also acquired the major online service MSN and the cable news station MSNBC. Microsoft has also tapped the global market of home entertainment by introducing WebTV which enabled consumers to access the Internet from their television and the highly regarded Xbox and Microsoft Flight Simulator which dominated the market with their superb graphics and splendid game interface (, 1992, p. 222).

Microsoft was not only concerned with the expansion of its market, it has also an insight on how to develop and design its products based on the specifications and needs of its specific end user. Microsoft introduces Russian MS-DOS 4.01. MS-DOS is the first Microsoft product localized for the Soviet market. The Russian version brings the total number of foreign-language versions to 13, including versions in Arabic, Chinese, Hebrew, Japanese (Kanji), and Korean (Hangeul) (, 1992, p. 213).  Because of international acceptance, the company simultaneously introduced Windows version 3.1 of Windows in English, Dutch, French, German, Italian, Spanish, and Swedish (, 2004, p. 55). The Chinese State Bureau of Technology Supervision (CSBTS) and the Chinese Ministry of Electronics Industry (MEI) also announce that they have signed an agreement with Microsoft to standardize the Chinese version of Microsoft Windows 95 as the software development standard for The People's Republic of China (PRC) (, 1997, p. 167). The agreement was aimed at speeding the development of Chinese Windows 95 by expanding the scope of cooperation and strengthening the foundation of software development in the PRC ( 1997, p. 166).

With regards to process and manufacturing, Microsoft excelled in this area. Microsoft Corporation develops product with outmost care and consideration for the equipments and features that its product would possess. Inside Microsoft the “eat your own dog food”  expression  is used to describe the policy of using the latest Microsoft products inside the company in an effort to test them in "real-world" situations and to perceive potential errors and mistakes before a software is released in the market (, 2000, p. 55).  Prerelease and beta versions of products are considered dog food. Microsoft also expects its employees to be comfortable with uncertainty. Employees do not know with a degree of certainty when a product will ship, what it will be called, or what features will be included. The company expects responsive employees to rapidly adjust to dramatic changes and advances (, 2000, p. 67).

Microsoft also promotes a general attitude of long-term strategic wariness in its managers, who are expected to be ready for any challenge from the competition or the market (, 2000, p. 67). In this reasoning, being the largest software company in the world does not entail assurance, guarantee and security that the company will remain successful. For instance, future competitors could rise from other industries, or computer hardware companies could try to become less dependent on Microsoft, or consumers could decide not to upgrade their software as often. Microsoft requires its managers to maintain vigilance and sustain a dynamic expansion in new markets. Because of the size and massive time it takes to produce software that will be appreciated by the market, Microsoft has to engineer processes that would rapidly produce the products needed by the market while reducing “bugs” and other irregularities (, 2003, p. 89).

Microsoft, like other companies breaks the development of its software by means of checkpoints called milestones. Each milestone has a definition document that describes which features will and will not be implemented by that milestone and what the acceptable quality level for those features are ( 2004). Product would also pass the alpha and beta stages of development. Alpha developments refer to releasing previews an pre released versions of a developed software so that it can be scrutinized not just by the company’s developers and programmers but also a selected few consumers to  solicit feedbacks and other improvements (, 2003, p. 90). After the product has passed the Alpha test, the product will undergo the Beta stage where it is examined for hidden bugs and defects. Beta stage would also include all features of the software. The last step of a product would be the Release Candidates (RC). As the name implies RC is a software good enough to be shipped out to the market and are tested by tem of developers and a set of costumers for quality assurance and other overlooked bugs (, 2003, p. 100).

Moreover, management of logistics is also stressed inside the company since softwares and products had to be produce rapidly to satisfy consumer demands. Microsoft implemented this concrete and successful supply chain management negotiating with suppliers with regards to developed and fresh concepts that it can market ( 1997) Microsoft also develops a long term partnership with other firms to have a stable supply and source. A stable supply will dramatically increase the capacity of a company since raw materials and information can be passed on one department to another department without any hindrances (, 1997). An example of this would be the partnership between Microsoft and Apple Corporation in an effort to develop a joint computer program with regards to software development and hardware improvement. Microsoft wrote the computer program that enabled Apple Macintosh machines to run. In the browser competition with Netscape, Microsoft gained a lead versus Netscape when it vertically integrated the internet industry by buying the email provider Hotmail and when it sold Windows 98 bundled together with its Internet Explorer.

Furthermore, to improve its softwares, Microsoft implemented quality measures to protect its product. Unlike cars and other products that can be measured, softwares and computer programs have a special system to check for consistency and quality.  During the development of a specific software, the product undergoes alpha and beta testing as mentioned above to check for errors and other hidden bugs in the program. To totally eliminate bugs and glitches, most products are tested by Microsoft’s in house programmers and developers. Imaginary checkpoints are also set to be able to check the progress of a product and to solve problems before projects are completed (Lowe, 1999, p. 100). This strict quality control is due to the fact that substandard products and softwares released in the market would cost the company millions of dollars in lost sales, not to mention the negative publicity and bad image it would shed on Microsoft (, 2003, p. 43).

Aside from the ones mentioned above, Microsoft also made products that patterned and molded to the quality expectations of its costumers. In a survey hired by Microsoft before releasing their popular game console Xbox, it was found out that the gamers wanted a stable and secured gaming platform with superb graphics, higher frames per seconds, compatible softwares and additional features such as network plays (2005, p. 100). Microsoft answered the demands of the gamers and gaming enthusiasts by releasing Xbox which fully complied and satisfied the gaming demand of the public. It was an error free and a bug free platform, it plays games with stunning graphics and its softwares are also exclusively made by Microsoft, thus eliminating the hardware and software conflicts suffered by other gaming platforms like Sony and Nintendo ( 2005, p. 101).

Microsoft also has a fine practice of managing human resources. A great deal of time and money is spent each year on recruiting young university-trained software developers who meet very exacting criteria, and on keeping them in the company (, 2004, p. 111). For example, while many software companies often place an entry-level software developer in a cubicle desk within a large office space filled with other cubicles, Microsoft assigns a private or semiprivate closed office to every developer or pair of developers (, 2004). In addition, key decision-makers at every level are either developers or former developers. In a sense, the software developers at Microsoft are considered the "stars" of the company. For fun, Microsoft hosts the Microsoft Puzzle Hunt, an annual puzzle hunt.  The company also funded a corporate campus for its developers and other students to further advance the knowledge and learning experience of its employees (, 1996, p. 50).

Microsoft also strictly implements scheduling. Scheduling in Microsoft’s definition refers to subcontracting other parts and system of the program to smaller software firms and computer programmers. The Microsoft program MS-DOS was created by of Seattle with its original name, QDOS (, 2001p. 66). Windows which was Microsoft’s main product, was a copy of the program used by Apple Macintosh. Subcontracting does not only lessen the expenses of Microsoft in hiring new programmers and developers, it also picks up outside ideas, insights and innovations that it can use in its products (, 2003, p. 176).

            Microsoft also performs regular maintenance in its products and softwares. It can be seen on the costumer support hotline in the company’s website. In the costumer service hotlines which can be reached by email, Microsoft provides technical support to costumers who have encountered problems with regards to their computer software (, 2003, p. 44). To protect itself and its end consumers it has initiated a program in all its legal softwares to carry a product activation codes as safeguards against computer pirates. Not only does it offers consumer support and technical assistance, Microsoft  and its website also supports forums, blogs, newsgroups, user groups to elicit feedbacks and response (, 1996, p. 76).

Since Microsoft incorporated these improvements and reforms in the organization of the company, it has remained a major leader in the software development industry. This is evident because of several accounts. Data from several websites largely argued that Microsoft is a big leader in the said industry. It has the largest market shares and sales. Microsoft has the largest market capital with an amount of 296.45 billion dollars and it has possesses the biggest quarterly growth of  6% when compared to its closest rival  International Business Machines (IBM) which can only post  a -7.80% (, 2005). Microsoft has also amassed a net income of 12.86 billion dollars, a big sum when compared to the net income of Oracle Corp. and IBM which is 4.96 billion dollars and 18.48 billion dollars respectively (., 2005).

While Microsoft is growing financially today, the company is also faced with numerous problems and challenges nowadays. Alongside this apparent success is a different aspect of the company. Microsoft has been frequently sued by numerous competitors, U.S. Department of Justice and 50 states in the U.S.  with regards to antitrust violations (, 2000, p. 87). The plaintiffs argued that Microsoft abused its monopoly power in selling operating system and web browsers when it bundled its Internet Explorer with the Microsoft Windows operating system (, 2000, p. 93). This move enabled Microsoft to dominate the web browser wars and elbowed its competitors since consumers now have a free version of Internet Explorer. The U.S. Department of Justice also alleged that Internet Explorer will only work with Windows and not with other software made by Microsoft’s competitors ( 2000, p. 95).

Aside from the antitrust suit that Microsoft eventually lost, a formidable challenge faced by the company is the problem of computer and software piracy. Microsoft software and products are being pirated and copied illegally then sold to the consumers at half the price with no revenue going to the firm ( 1999, p. 61). This is appalling since even products and software not yet ready for release to the global market are copied and sold.  Aside from software piracy there are also notions, reports and allegations that Microsoft and its programs are very vulnerable to hackers and computer viruses proliferating in the cyber world (, 1999, p. 53). These viruses cause the computer to act sluggishly losing important data and files. Viruses and other problems inherent in the programs made by Microsoft creates costumer dissatisfaction, negative publicity and loss of sales (, 1999, p. 65).

Another huge challenge against Microsoft today is the shift of the world market to an open source program. Open Source programs like Linux are softwares much like the one’s made by Microsoft but with a fundamental difference. The difference lies in that Linux is a stable program, its source code are open and can be modified, it has the best technical support, it runs on a wide range of hardware and most of all it is free ( 2005, p. 51). Since the main advantage of the Linux is that it is free and can be modified freely, Microsoft and its subsidiary companies and softwares are put in an unpleasant position. The market would now gradually shift to Linux and other open source program gobbling up the huge market share and monopoly enjoyed by the company. Linux and other open source program will also force Microsoft to open up the source codes and basic programming codes of its softwares to the public since the current trend now in software programming is open sourcing ( 2005, p. 53).

A proper operations management could overcome these said challenges and problems. An appropriate operations management could turn the tide for Microsoft. A suitable operations management could also have an immense impact on the over all performance of the firm. Microsoft should adapt stringent maintenance and reliability on its products. It must implement measures that would help curb the effects of computer viruses and the company must employ stiff computer firewalls against hackers and identity thieves. Assuming viruses do get into the system, Microsoft must have an immediate manpower and technical resources to remedy the situation and in addressing the issues, and helping the costumers with regards to their computer problems. This is very vital since the absence of frequent maintenance and a costumer service hotline could adversely affect the company’s reputation, profits and costumers.

With regards to product design, Microsoft must be extra watchful when it is going to release a product. It must consider all legal and political changes occurring in the society to avoid being sued and fined with a heavy sum. This incident is not only counterproductive to the goals of the company but also damaging to a company’s reputation. Microsoft can also win against piracy by making its products pirate proof, making all softwares and products unable to function when they are recopies of the original.

In relation to the challenge posed by Linux and the advent of open source system, Microsoft can use and improve its quality management and maintenance with regards to a proper operations management. First, Microsoft in order to survive, must step up its quality management in relative to its products and softwares. Stepping up the level of quality management is not only improving the excellence and superiority of its products but also listening to the desires and wishes of the costumers since they are ones that must be satisfied by the company. Microsoft must replicate the steps and actions that they took that enabled their Xbox to be a success. It must listen to feedbacks from the publics regarding its products and implementing these feedbacks as a solid answer to the expansion of Linux.

Greater competition and struggle in the software business is also a challenge to the growth of the company. The organization is being threatened by other competitors and other business enterprises that aim to get a big market share that is solely dominated by Microsoft. Aside from competition from other companies, there has also been a trend towards liberalization of the market and the software industry.

Liberalization means the gradual decrease of control on the part of Microsoft with regards to source codes and other computer programs because of the recent anti trust rulings made by the U.S. Supreme court. Source codes and computer programs that is unique and the vital in building computers softwares will be gradually distributed to open source programmers and other independent software companies making these source codes available to the public and breaking Microsoft’s monopoly on software designing. This “liberalization” would in turn strengthen other software companies in challenging Microsoft and providing alternative products to the consumers. This move would also decrease the dependency of the market to the products offered by the company since the consumers will have a clear and distinct choice when  buying.

To combat these negatives external factors, a clear cut policy must be implemented by the company. First, the company must diversify its products. Because of recent government actions and other factors such as new competitors, Microsoft must diversify the products that it offers to the market. Product diversification would mean the modification of products that would have an edge over other competitors in terms of performance, ease of use and compatibility. Diversification would also mean the production of new and unique products that would be bought by the market following the example made by Apple Corporation and their portable music players. Microsoft must also venture producing products and not concentrating all its resources and manpower on a specific area which is software development and design. It must increase its focus on game design, software publishing and home entertainment system to to ease the pressure of competition. Diversification would also mean entering new markets such as China to relieve competition from market rich regions of the world. Microsoft would benefit greatly if it totally enters the Chinese market because of the huge consumer base and the cheap labor cost being offered by China.

 

 

 

 

 

 

 

 

REFERENCES

 

TABLE OF CONTENTS

 

TABLE OF CONTENTS

 

 

 

ASSIGNMENT INTRODUCTION……………………………………………..………1

            PURPOSE AND OBJECTIVE…………………………………………….……...1

            CONTENTS……………………………………………………………….……....1

THE IMPORTANCE OF CUSTOMER SERVICE…………………………………...1

            EXCELLENT CUSTOMER SERVICE…………………………………………..1

CUSTOMER SERVICE AT MCDONALD’S…………………………………………2

            ORGANIZATIONAL CULTURE………………………………………………..2

            MCDONALD’S WELL KNOWN QSCV………………………………………...2

            MCDONALD’S HAMBURGER UNIVERSITY………………………………...2

                        TRAINING, VALUES AND RULES…………………………………………….2

            THREE STRATEGIC PRIORITIES……………………………………………...3

                        VALUE MEAL COMBINATIONS………………………………………………3

                        EXCEPTIONAL CUSTOMER CARE………………………………………….3

                        EFFICIENCY AND QUALITY………………………………………...............3

            THE MANAGEMENT……………………………………………………………4

                        “TIGHT-LOOSE”.,………………………………………………………...........4

                        AD CAMPAIGNS………………………………………………………..............4

                        TYPICAL OPERATIONS……………………………………………….............4

            THE “BUSINESS OBJECTS”……………………………………………………5

                        BO AS ITS MAIN SOURCE OF QUICK INFORMATION……........……...5

                        THE BENEFITS OF BO………………………………………………………....6

            ISSUES ON MCDONALD’S CUSTOMER CARE SERVICE…………………..6

                        THE USE OF COMPANY BLOGS……………………………………………..6

                        MCDONALD’S SOFT DRINK ISSUE…………………………………...........8

CONCLUSION…………………………………………………………………………..8

REFERENCES…………………………………………………………………………...9

                       

           

CUSTOMER CARE AT McDONALD'S

Customer Care at McDonald’s

 

Introduction

            This paper is about the analysis of customer care service in specific organizations. The writer has chosen McDonald’s as its company. For the first part, a brief overview on customer care is presented to introduce the readers to the main topic. As it approaches the middle part, the actual application of the customer care concepts in McDonald’s is discussed. Topics included are the specific practices and policies of McDonald’s in extending superior product and customer service to its internal and external customers, issues relating to customer service and examples of their treatment regarding the said issues, and others. For the last part, a conclusion/recommendation section is added to formally end up the discussion.

The Importance of Customer Service

            What is the importance of quality customer service in a business’ success? As experts on customer service says, anybody can compete on a product. You can differentiate your price, product, etc. However, you also need to consider differentiating your service. Excellent customer service combined with efficiency is the best tool for any type of business in any type of industry. Nevertheless, fundamental principles in the art of customer service vary for every culture and race. Certain factors like culture, history, religion and others require customization or modification for some principles. That is why they should be considered in identifying what specific practices are acceptable in extending customer service for specific customers in a specific country or race.

Customer Service at McDonald’s

            The success of McDonald’s, since its first opening up to the present, can be attributed to its very strong culture that bonds together its franchisees. Their main driver in everything they accomplished is people, from the brand ambassadors of their customers (employees) up to the customers themselves.

            Organizational culture is a relatively enduring, interdependent symbolic system of values, beliefs, and assumptions evolving from and imperfectly shared through organizational members’ interaction allowing them to ascribe common meanings to the encountered stimuli in the organizational context. These functions are accomplished by mediating the implicit and explicit rules that act as cultural warrants. Simply stated, it is the way things are done around the place. And for McDonald’s, their vision statement is Quality, Service, Convenience, and Value (QSCV). These beliefs are their shared value system, which forms the basis of all its business decisions.

McDonald’s Hamburger University          

            As the restaurant wants to be known for its consistent high quality food and uniform methods of preparation, the Hamburger University is created to train unskilled people to follow the McDonald’s formula. Through this, they can ensure repeated business based on the system’s reputation rather than a single store/operator’s quality. The specific things taught at the said university ranges from the making and serving of a hamburger, quality control, all through its way of dealing with customers and crews.

            They are also taught to possess and practice strong traditional values like loyalty, dedication, and service in maintaining the family-like culture of McDonald’s. This culture is reinforced continually through inspection and administering of contests that determines who among its sets of franchises best reaches McDonald’s standards. They are honored in a ceremony where these franchises and regional associations feel their oneness as a big family.

            The manuals of the McDonald’s employees not only emphasize the organization’s motto and QSCV, it also spells out everything they need to know to perform their tasks efficiently. It includes detailed rules on cleaning, food preparation and employee’s grooming and hygiene. They help ensure efficiency, predictability, and control in the production and customer service.

McDonald’s Three Strategic Priorities

            Three strategic priorities of McDonald’s are integrated in their core values. The first one relates to its emphasis on their profitable value-meal combinations as a way of enhancing their message of McDonald’s value-driven motive in behalf of its customers. Second is to provide exceptional customer care by exceeding their expectations, which includes finding ways to add personal touches that go beyond convenient locations, quick service, clean restaurants, and quality products. Lastly, to remain an efficient producer without sacrificing quality, by searching on different innovations in food processing, construction, and design operations that will increase global profits.

The Management

            The management style of McDonald’s is described as “tight-loose”, meaning it is the corporation that sets the overall quality standards, while the franchisees are given the freedom to make localized decisions. The Filet O’ Fish and the Egg McMuffin, and other new product innovations are examples that originated with the franchisees. Recently, McDonald’s has expanded their efforts in developing new products, in response to nutritional concerns of the customers. However, their concern focuses on maintaining their niche of “serving a small number of products that have mass appeal.”

            In connection to their profitable value-meal combinations, the ad campaign “Great Food at a Great Value” successfully promoted the said product. Along with other ad campaigns, their $1 billion marketing budget has aided McDonald’s in maintaining its level of consumer awareness as the second-best-known global brand. As described by its customers compared to its competitors, they are the easiest and best place that satisfies customers and gives best value. Thus, McDonald’s emphasizes more on customer convenience. It can be manifested in their self-description as a leader in the industry of quick service, rather than in the fast food industry.

            For a typical McDonald’s, there are roughly 2,000 people served per day, 60-70 percent of which comes from take-out orders. To be able to achieve its goal of preparing hot and fresh food, and serving it within two minutes to its customers, McDonald’s rely heavily on the ability of its service crews. To do this, the McDonald’s engineering department has designed a specific layout and equipment for its restaurants. One important component of its operational strategies is the anticipation of customer traffic patterns and food selection based on a detailed history sales and trends analysis. They used the said information in the preparation of various menu items in the right quantities at the right time, in order to have the food ready for the customers’ arrival. Food may be stored in the bin for about ten minutes before disposal.

The “BusinessObjects”

            In retaining its position being the world’s best quick service restaurant, managers need to spend more time with their staff and customers while gathering the needed information. For the McDonald’s in the UK, “BusinessObjects” is their main source of quick information.

            “BusinessObjects” (BO) serves as its integrated query, reporting, and analysis solution. It delivers rapid information via an intranet. They have access on Oracle database that holds information on restaurant’s performance to be able to create suitable reports overnight such as sales, income statement, and business controls to customer contacts and the speed of service of the Drive-Thru. It lets the company track, understand, and manage its business performance well. As the company’s corporate culture is built upon the measurement of product and service quality, BO enables the proactive management of the company, of its restaurants’ performance, improved its effectiveness, as well as the introduction of new measures like the basket analysis, in enhancing promotional activities.

            The said system also allows the identification of possible problems in specific restaurants. Upon knowing the situation, it can be resolved in the soonest time possible. Furthermore, through the faster collection of the information needed by the management, restaurant managers are more concentrated on customer service.

            As a result, significant improvements are accomplished in the customer contacts. Some five hundred stores even achieved a zero complaint for more than two consecutive months. The focus on customer service is enhanced through the information acquired from the three monthly visits of the “Mystery Shopper” in each restaurant. The qualitative information reported via BO ranges from criteria such as the crew’s friendly greeting, wearing of name badge, and the restaurant’s overall cleanliness.

            Due to the increased competition and price sensitivity, proactive management of new promotions is also essential in maximizing the sales of the promoted products. On the other hand, the sales of other products should not suffer the consequences. While at the same time, the ever-growing customer requirements should also be met constantly.

Issues on McDonald’s Customer Care Service

The Use of Company Blogs

            Blog technology is what best describes this type, instead of a public blog. This has been the focus of many leading organizations around the world, including McDonald’s. They have been using the said software in revamping internal communications, reaching out to its suppliers, and remaking of corporate Intranets. What makes them an attractive form of communication is its nature of being an interactive type and cheaper deployment. They are a means of organizing a company’s knowledge.

            The very main reason why blogs supplants the traditional corporate Intranets is its easy set-up and cheaper cost of running. In addition, they are designed to change daily and most important, to receive comments from the public. Meaning, as traditional corporate Intranets are static, blogs are the ones that has the capacity to generate conversations.

            The first corporate blog launched at McDonald’s is the one used by its Chief Operating Officer Michael Roberts. He used it for purposes of spreading information through the global operations of his company and receiving feedback. Nowadays, McDonald’s is distributing to its employees blog access, to be used in reporting daily operations worldwide. The only question now is when they will extend the said blogs to outsiders, such as its customers. For this case, they can use it as a means of marketing their product. People are willing to provide all types of demographic information on blogs, which can be further used in providing more customized services and advertisements to its targeted customers.

            Companies interested in the opening of such blogs to the public face plenty of risks involved. Rivals of the company can use it in spreading malicious rumors that can damage the image of the company. On the contrary, if criticisms appear on the said blogs, companies can learn quickly and respond from this. For giants such as McDonald’s, a lot of considerations are needed, as the use of the said blogs is a big gamble that needs strategic move on the company’s part.

McDonald’s Soft Drink Issue

            A lot of studies and researches are done to figure out the specific reason why people order smaller drink sizes in the drive-thru compared to inside. Whether it is the cup-holder size, the tendency of getting hot before you finish it, or the possibility of not finishing the drink before reaching destination, all these obvious reasons are results of a failed study. Even simple reasons such as worries on spilling and peeing are not enough in proving the real reason behind the issue. Only more complex researches such as commercial ethnography can give justifiable answers to such issues, and all we can do is wait for that time to come.

Conclusion

            Customer service is important in the success of any business. It is as important as the company’s product. In building strong customer relationships, factors such as trust, knowledge, efficiency, and friendliness are important considerations. People like to do business with people they trust. Trust is built through personal experiences as well as other people’s recommendations. That is why it is important to treat your customers well. They are the bloodline of your company. Trust is the number one way to build and retain your customer base. Second, people prefer doing business with people who know what they are talking about, making them reliable at the same time. And for the third and last factor, people want doing business where their precious time is not wasted, and with people who are friendly and approachable, making them sensible to deal with.

References

 

 

 

 

 

 

                                   

CORPORATE STRATEGY

Summary of Findings

            Tomkins has changed its shareholder value creation strategy from financial to business focus.  It also diverted its concentration from short-term value creation to sustainable one.  This resulted to increase in dividend pay-outs in 2004 and 2005 despite acquisition regimes.  This means that Tomkins is capable to integrate its resources and its subsidiaries efficiently.  As a result, shareholders are granted with short-run benefits through dividend pay-outs and unrealized capital gains as Tomkins shares accelerate its market attractiveness.  However, despite this, it is recommended that the firm continuously evaluate its subsidiaries particularly in the areas of their debt.  Also, it must try to place investments (in portfolio form) on unrelated businesses to minimize industry risk coupled with investments in R&D to prevent risk of overly focus in acquisitions.         

 

Creating Shareholder Value of Tomkins from 2001 to 2005

            In the year in the initial years of this half decade operations, Tomkins had focused increasing the unrealized capital gains of its shareholders through buyback programs.  Especially in the years 2001 and 2002, this strategy was set to calm down shareholders amidst its disposal of some of its relatively unrelated subsidiaries like gardening products to concentrate in its core businesses and minimize its debts.  In effect, earnings per share increased that made its shares attractive for investors.  The buyback program suggested that the firm is confident in the future cash generating capability of a lean but mean business. 

 

            In 2002, a new CEO was promulgated.  This happening onwards started the abrupt acquisition strategies of Tomkins that was intended to purchase highly related companies to obtain synergy and strengthen available technology.  Year after year, earnings per share and share price increased beyond the level of disposal periods in 2001 and 2002.  Dividends that had remained flat at 12 pence from 2001-2003 had dramatically increased for the next two years.  This indicated that the less speculating shareholders were paid off in favor of long-term gains with the company. 

 

            Within this half decade, sales and profits remained constant.  This is rather atypical for a firm that had lost some of its good performing subsidiaries during the initial years of disposal.  However, as Tomkins ignored short-term attractiveness of a diversified and unrelated portfolio in favor of its core businesses, it exemplified an ongoing concern for shareholders to support its acquisitions.  It became long-term strategist wherein geographic expansion had not shaken its concentrated portfolio rather enforced its competencies by obtaining related businesses with technologies it can integrate to its existing businesses. 

 

            Shareholder returns at Tomkins surpassed the FTSE Engineering and Machinery sector by a huge margin.  It could be suspected that the success of the firm to protect the trust of its shareholder was derived early in its disposing tactics.  It had not only slashed the risks of its portfolio by doing this due to horizontal integration and economies of scale but also provide the cognition that it is focusing on long-term gains.  As a result, its return had also increased making its share more attractive year-after-year. 

 

            At the onset of 2003, the corporate scandal at Enron changed how Tomikins reported its annual performance.  Share price was not presented at single price rather a range of pricing for the past four quarters.  This can be translated as to discourage false financial promises for prospected investors.  However, even this lost opportunity for abrupt marketing of its share did not shaken the performance of the firm.  It even served as motivation to undermine financial for business strategies.  This situated Tomkins to create shareholder value within the veil of long-term relationship but with continuous (even increasing) dividend pay-outs. 

 

Other Extraneous Report Analysis

             It had acquired related businesses Selkirk, NGR and L.E. Technologies as well as sold its subsidiary that produces helmet (Gutter).  This strategy of Tomkins proved that it acquires for faster transfer of technology and to support its manufacturing/ supply chain.  Also, it is selling subsidiaries that are not within its core businesses like industrial, automotive and building materials.  It aimed for highly horizontally integrated business which makes investors minimized the risk of costly integration as Tomkins and the acquired firm resources are highly similar.  This cost savings will be allocated for geographical expansion instead.

 

            As the CEO admitted, the firm is volatile in industrial developments like oil prices hikes and increase in metal prices.  As the business of the firm becomes concentrated in highly related businesses, the volatility increases as it cannot offset such input hikes in other unrelated businesses, say, in food products where the adverse effects of industry and general environment forces are low.  Although shareholders are confronted with greater returns and sustainable growth, it is offset by higher risk of the firm’s volatility.

 

             

Recommendations

            The firm must continue its business strategy focus.  This will provide investors the long-term relationship with the firm.  However, at times when strategies do not arrive at intended value creating results to shareholders, the 2001-2002 disposing regimes and buyback programs can serve as contingency actions.  In effect, balancing business and financial strategies attributable to shareholders should be maintained.  The need for this intensifies as Tomkins prefer a concentrated portfolio which means that it becomes volatile in every industrial bottleneck. 

 

            In the last few years of the half decade it deepened its acquisition with highly related businesses.  However, acquisition threats are just around the corner.  The risk of acquisition ended with integration difficulties and large debt must be taken in consideration.  As a result, diligent evaluation in the pre-acquisition stage becomes crucial.  At present, shareholders may exercise confidence in this expensive strategy, but if the firm fails to equate this sacrifice into profits at due time, it could threat the equity financing. 

 

            To minimize industry risk (like oil prices and metal material hikes), the firm should diversify, at least, in portfolio investments.  It could place a stake in other companies not with different environments and risks compared to its own.  Shareholders value can be created when their risk is carefully calculated and spread especially at times when the cost of inputs are extraordinary compared with previous operations.  Fund management should be obtained in order to provide shareholders the option to diversify their investments to companies in which Tomkins is spreading its own risk.

 

            The firm must not overly focus on acquisitions.  This may halt its innovative capabilities since research and development feats are waived through buying companies which had already made them.  Yes, transfer of technology would be fast but can be offset by stagnant learning curve and employee urge to internalize innovation.  This situation departs to the firm’s commitment on long-run shareholder value since the risk of leaking the knowledge and loosing the knowledgeable people in the acquired firm are not minimized.  The advantage would turn out to be only temporary.

 

 

Appendices

 

2001

2002

2003

2004

2005

Financial Issues

 

 

 

 

 

Dividend payout

Constant at 12p

increased

Buyback Programs

Yes

Yes

none

Earnings per share

Normal range

Share price

 

Increased

No basis since it is a quarter performance

 

 

 

 

 

 

Business Issues

 

 

 

 

 

Highlight

Disposal of subsidiaries

New CEO

Acquisitions; geographical growth

 

 

Sales

Constant

Profit before tax

Constant

 

Note: Refer to financial statements for comparison

 

 

Bibliography

 

 

 

 

 

 

 

CORPORATE STRATEGY

1. Identify and briefly describe the portfolio of businesses in the organization.

 

Tool & Die Design & Fabrication

            - Tool & Die Design & Fabrication refers to the stage wherein issues found during the prototype fabrication needs to be improved prior to any quantity production.

 

Prototype Fabrication

            - The prototype fabrication is the attempt to determine the completeness of the detailed design and to make appropriate corrections to the design documentation as necessary. This phase is a more detailed systems integration phase then the earlier integration that was performed during preliminary design. This phase is also the first integration of all the mechanical components in the assembled unit.

 

Precision Metal Stamping & Assembly

            - Stamping services is the process of creating three-dimensional parts, lettering, and other surface definition onto materials.  This is achieved through the use of forms and dies which are forced into the surface of the material by extreme pressure.  When removed, the patterns on the forms and dies are indelibly stamped into the material.  Many standard and exotic engineering materials can be stamped or formed with pressure, although metal stamping is the primary application.  Stamping and forming services providers are able to perform a number of different processes, which lead to different styles of finished product.  Some of these stamping techniques include fine blanking, deep drawing, wireforming, and fourslide and multislide stamping.

 

Electronics Manufacturing Services

            - Refers to the design, assemble, produce, and test electronic components and assembles for original equipment manufacturers (OEMs). Electronics manufacturing services (EMS) has also started to provide design services used in conceptual product development advice and mechanical, electrical, and software design assistance. Testing services perform in-circuit, functional, environmental, agency compliance, and analytical laboratory testing. Electronic manufacturing services are located across the United States and throughout the word and usually vary in terms of production capabilities and comply with various quality standards and regulatory requirements.

 

R&D and Manufacturer of Consumer Products

            - Manufacturer of consumer products refers to the transformation of raw materials into finished goods for sale, by means of tools and a processing medium, and including all intermediate processes.

 

2. Prepare a list of the identifiable stakeholder groups for the organisation, what they contribute to the organisation, what they expect from the organisation and what the organisation expects from them.

Focus-tech Holding Pte Ltd

64,982,822

17.40

HSBC (Singapore) Nominees Pte Ltd

41,599,000

11.14

DBS Nominees

36,765,905

9.84

Raffles Nominees

19,742,200

5.28

Dr Felix Ong Kim Huat

19,412,992

5.20

Seah Cheong Beng

7,911,544

2.12

Citibank Nominees Singapore

6,397,600

1.71

UOB Kay Hian Pte Ltd

6,152,000

1.65

United Overseas Bank Nominees

5,100,000

1.36

OCBC Securities Private Ltd

4,859,400

1.30

Seah Chiong Kok

4,741,540

1.27

Citibank Consumer Nominees

4,356,200

1.17

DBS Vickers Securities(S)

3,253,012

0.87

OCBC Nominees Singapore

2,804,200

0.75

Hong Leong Finance Nominees

2,648,802

0.71

Kim Eng Securities

2,619,200

0.70

HL Bank Nominees

2,090,000

0.56

Phillip Securities

1,718,340

0.46

Soh Lay Choo

1,449,110

0.39

Chio Kian Huat

1,326,800

0.35

 

 

 

Total

239,930,667

64.23

 

 

 

 

 

 

 

 

 

 

 

The company's strategy is developed by the executive management, although it is normally necessary for the approval of the board to be obtained for major transactions or changes in strategy, and sometimes necessary for shareholder approval to be obtained as well.  The board usually meets monthly, and performs (or is supposed to perform) the functions of reviewing strategy and monitoring the performance of the executive management. This division of functions between the shareholders, the board, and the executive management is an inevitable consequence of the large size and scale of operation as of most companies.

 

3. Develop a set of Balanced Scorecard type of "perspectives" which are appropriate to the selected organisation. Develop a corporate strategy map which maps out the organisation's current corporate strategies within those perspectives. Develop an appropriate set of "metric" which can be used for corporate reporting and management purposes.

 

Relationships with competitors focus particularly on pricing and market positioning. In some markets, competitors have reached a point, in which there are generally understood rules of the competitive game. In others, there is no sense of a repeated game, and competition may be pursued to mutually destructive lengths. Sometimes technological change, or new entry, may shift an industry from stability to instability in its competitive process. Positioning and pricing are relevant to relationships with customers as well as with competitors. Advertising and branding are mechanisms by which firms communicate with their customers, but are also strategic tools governed by competitive interactions.

 

The strategy of the firm is the match between its internal capabilities and its external relationships. It describes how it responds to its suppliers, its customers, its competitors, and the social and economic environment within which it operates. The analysis of strategy uses our experience of the past to develop concepts, tools, data, and models which will illuminate these decisions in future. Success in business derives from adding value of your own, not diminishing that of your competitors, and it is based on distinctive capability, not destructive capacity. Distinctive capability becomes harder, not easier, to maintain as size increases. Yet in descriptions of both business and public policy, the equation of scale, power, and effectiveness is often simply assumed.

 

Strategy Map:

            Developing strategy map in context of the perspectives recurs attention to understanding the basic structure of strategy, learning and mastering the nature of business relationships, acknowledging Seksun distinctive capabilities offered by its Human Resource people and creating a competitive advantage from these distinctive capabilities.

 

Metric 1: Market Position and Product Price

An effective metric to consider are the issues of market position and product price. The two key influences on market prices are the costs of firms and the value offered to consumers. The less stable the competitive environment, the greater is the degree to which prices will be determined by cost rather than value. In the worst case, prices can be driven down to marginal or incremental cost. Marginal and incremental costs are often thought to be very low, but I explain how this is often a mistaken view and describe how activity-based costing helps to bridge the gap between theoretical concepts of marginal cost and accounting systems of cost allocation.

 

In other market environments there is more opportunity for prices to reflect the value of products to customers. In these, market segmentation-the identification of as many distinct product and geographical markets as possible--is a principal means of securing as high a proportion as possible of the value offered to consumers as added value for the firm. There are two necessary conditions for effective market segmentation. There must be economically relevant differences between the separated markets. These may arise from differences in the incomes of customers, or in the ways they use the product, or in competitive structure.

 

Metric 2: Competitive Environments

            Positioning decisions are partly dictated by the firm's distinctive capability. Some firms are naturally suited to up- or down-market positions. But positioning is also a matter of competitive dynamics. When there are few firms in a particular market, clustering behaviour--in which several firms jostle for the same market position--is a likely outcome. As the number of firms in the market increases, they are likely to spread themselves more evenly across the range of available positions.

 

Increasingly, a product can only be described by reference to a wide range of its characteristics. Many different features of a car are relevant to potential buyers, and a supermarket must decide which selection of many thousands of goods to hold in stock. For commodities like these, successful firms have to make a well-matched selection of product attributes. For these firms, focus--the consistency of attributes with each other--may be as important as position. Shifts of market position, which require changes in customer perception as well as product specification, need to anticipate competitor responses. They raise special difficulties for multiple-attribute products.

 

Metric 3: Advertising and Branding

While advertising creates brands, there are some differences between the functions of advertising and of branding. Brands are more often discussed than defined. A brand is established when an item sells for more than a functionally equivalent product. It is that characteristic which distinguishes a brand from the name of a product. The most usual reason for a price premium--and the most profitable reason--is that the customer is uncertain about the attributes of the product and is reassured by the supplier's reputation. But brands have other purposes. Some brands are little more than labels, although labels have their uses. Brands may be used by consumers to signal information about themselves to others--these are what are usually meant by brand images. Yet other brands may be attached to distinctive recipes or incumbent positions. The greatest corporate successes built around advertising and branding are those based on brands which have established several of these characteristics.

 

4. Identify and critically discuss the major corporate strategies that have been employed by this organisation during the last 5 years.

           

            The Seksun group has been shaping itself in growing as a company upon the  guiding vision of the simple notions of (1) developing its expertise, (2) Expansion of its company (3) Their commitment and resolve for service and quality (4) and its pursuance for results in conjunction with its set objectives and goals.

In a more definite and recent perspective, Seksun believes that the Hard disk drives (HDD) industry is resuming healthy growth boosted by new applications for HDDs in consumer electronics devices, such as digital music players, digital cameras, digital entertainment systems, etc. Additionally, they also believe that demand for HDD components in these new devices will significantly increase production volumes that will improve the utilization rates of their FIPG operations, allowing it to contribute positively to their net profit last 2005.

 

The group, however, anticipates prices of raw materials to gain further in 2005. While raw material price increases have been factored into the selling prices for new programmes, the increase in prices of raw materials for existing programmes is likely to be partially or fully absorbed by the group.

 

Seksun believes that its shareholders will profit from the agreement with ZF Array and the adoption of a strategy to target Seksun's contract manufacturing operations at customers seeking low-to mid-volume production capabilities. This strategy will leverage on ZF Arrays San Jose-based product development centre and Seksun’s lower-cost Asian operating environment. While there would be no material impact on Seksun’s financial performance for FY 2005, they are confident that the expansion of the contract manufacturing operations will produce longer-term benefits for the performance of the Group and better returns for their shareholders.

…“The current year will also see us adopting a strategy to intensify our focus on our contract manufacturing operations for the Consumer Electronics segment…”

Given the above, Seksun expects that they will remain profitable for the current financial year.

 

Analysis:

…In 1959 BMW was on the edge of bankruptcy. The company recovered to become one of the world's most profitable automobile manufacturers. Honda became the leading supplier of motor cycles in the United States within five years of entering the market…

 

Success is most illuminating when contrasted with failures. Corporate success, of the kind achieved by BMW, Honda, and Glaxo, is not the realization of visions, aspirations, and missions--the product of wish-driven strategy. It is the result of a careful appreciation of the strengths of the firm and the economic environment it faces. But nor is success often the realization of a carefully orchestrated corporate plan. The strategy of successful firms is adaptive and opportunistic. Yet in the hands of a successful company an adaptive and opportunistic strategy is also rational, analytic, and calculated. The capacity to adapt does not mean waiting for something to turn up for opportunism is only productive for a firm which knows which opportunities to seize and which to reject. 

 

5. Discuss what you perceive to be the corporate direction and governance for this organisation?

 

Additional directives of which Seksun wishes to achieve are as follows: (1) Proposed listing for China operations in two years. The China operations have the required three year profit track record, having been profitable since inception. According to press reports, after tax profit from Seksun's China operations in 1999, 2000 and 2001 were 10.8m RMB (S$2.4m), 16.5m RMB (S$3.6m) and 30.8m RMB (S$6.8m) respectively, or 39%, 44% and 70% of group net profit (2) Move into contract manufacturing to expand service offering. Seksun bought into a contract manufacturing business last year by paying RM1.85m for a 56% stake in a Johor plant. The motivation was to offer more services its customers to deepen the relationship. The plant is already producing game controllers for the Xbox and Digital Media Recorders (which operates in DVD, SVCD, VCD, CD-Audio, MP3 and MPEG standards) for Seagate. Digital Media Recorders use a built-in HDD. With a full year contribution in FY02, Seksun is targeting to bring the business to profitability this year. (3) Lowest valuations in the sector. Current valuations do not justify Seksun's exposure to the strongest growth trends in the HDD industry and its track record of profit growth in a volatile sector. Unlike many of its peers, Seksun has stayed profitable throughout its operating history, which is a commendable track record given the industry's boom and bust trends.

 

These programmes are in conjunction with the Seksun group’s mission and vision statements which specifically underscores its quality policy on total customer satisfaction. While delivering products and services which meet all relevant requirements on time and by doing right the first time. Additionally Seksun continually reviews and improves the effectiveness of their quality management system to remain current and competitive.

 

6. Identify and discuss any current issued of corporate direction and governance for this organisation.

 

…A company's social responsibility program has three major areas: complying with laws, setting -- and abiding by -- moral and ethical standards, and philanthropic giving…

 

Social responsibility is a major subject of concern and action for all but the smallest or least aware of companies. Today it is generally accepted that business firms have social responsibilities that extend well beyond what in the past was commonly referred to simply as the "business economic function."

 

Quite often the responsibility for actions in this area is vested in an individual or small staff, frequently within the human resources management area. Personnel assigned to this area, then, have responsibility for social issues in three major areas: (1) Total compliance with international, federal, state, and local legislative laws and acts (2) Moral and ethical standards and procedures under which the firm will operate (3) Philanthropic giving.

 

Most companies find it no simple matter to formulate and implement socially responsible actions and programs. However, all companies must become concerned and involved in this area. To operate without major disruptions, a company must at all times be in compliance with legal requirements -- international, federal, state, and local. It must develop, establish, implement, and police a code of ethical and moral conduct for all members of its organization. In the area of philanthropic activity, where there is considerably more latitude of operations in how, when, where, and even if the company or division wants to contribute money or other resources to "worthy causes," the firm must deliberate about and resolve many questions prior to establishing fair and workable guidelines.

 

In compliance with this business requirement, Seksun has been awarded as among top SGX's "Most Transparent Companies" last 13th September 2002. Furthermore, Seksun has been granted ISO/TS 16949: 2002 Certified IATF Cert. No.:0022032 and ISO 9001: 2000 Cert. No.: 160220

HUMAN RESOURCES MANAGEMENT

Performance Appraisal in Organizations

 

Introduction

            Ten years ago, Human Resource Management was almost an unknown term in Asia.  Training, selection, and performance appraisal were given very short shrift, and staff specialists, when they existed, were known as Personnel Managers, or had a dual role of Administration Manager with a "Personnel" tag thrown in for good measure.  Back in those days, Asian companies were not aware of how effective management of the human resource had a major bearing on the bottom line.  The educational sector gave little support.  Professional associations were fledgling to say the least.  A "personnel" position was often something in which you ended up in after failing to make sales and seen as a dead end position.  The National University of Singapore, the government anointed showcase of an Asian university did not offer one unit in psychology.  China funded anything to do with science and technology, but soft sciences such as management and HRM were ignored.

 

Why Research is required?

            A 1993 survey indicated that many Singaporeans are dissatisfied with the performance appraisal systems of their employers.  Reports in the popular press here appear to gloss over the many difficulties presented by performance appraisal and/or performance management systems.

            This is to review recent research and thought on overcoming the problems encountered with common appraisal practices, and to suggest options available to Singaporean employers.  An employee survey from one organization is used to illustrate how employee input can be helpful to human resource practitioners in diagnosing problems with appraisal systems and in recommending remedial actions.

 

 

Research Methods

            Current suggested solutions to these appraisal problems include: 1) modification of the appraisal format either by adding or deleting performance categories, quantifying performance standards, or substituting goal achievement for dimensional ratings; 2) training of appraisers to more accurately observe and evaluate individual performance; and 3) abolishing individual performance ratings and merit-related pay by substituting other performance related policies, group and work unit appraisal, or practices based on total quality management. These suggestions warrant careful examination in light of recent research.

 

Basis of Evaluation of research methods

            The reported 70% of Singaporeans who perceive their appraisal systems to be ineffective is consistent with world-wide reactions to appraisal.  For example, in the United States surveys by both the Mercer and Wyatt consulting firms report that a majority of firms are currently experiencing problems with their performance appraisal/management systems ( 1995;  1995;, 1995).  One major problem with these systems is an inability to translate organizational goals into appropriate goals for jobs and individuals. Other problems include achieving accurate assessments of individuals’ performance and individuals’ negative and demotivated reactions to appraisal.

 

Collection and Analysis of Information

            Searching for the Perfect Format. The wealth’ of appraisal formats currently available is readily apparent, from graphic rating scales to behaviorally-anchored and behavior-observation scales; and from essays and critical incidents to management-by-objectives and other types of goal setting programs. Despite all these attempts to develop foolproof formats, research continues to reveal that format has little to do with the effectiveness of performance management and appraisal systems (, 1988).  Even pleas for use of objective, quantifiable criteria have not solved appraisal problems (, 1994).  However, there is evidence that goal setting used in place of ratings can improve the contribution of appraisal processes to individuals’ performance (1994).

Rater Training.  Rater training usually focuses on one or more strategies: reducing rating errors, establishing performance dimensions or frames-of-reference, and improving accuracy of observation of performance (, 1994).  Rater error training attempts to teach appraisers how to avoid such judgment errors as halo (generalizing from one incident or attribute) or contrast (comparing one employee to another) effects.  Performance dimension training often involves appraisers in developing rating scales which are defined in terms of the performance dimensions they are to measure.  Frame-of-reference training provides raters with a common set of standards with which they are to use to do their rating.  Finally, behavior observation training teaches raters’ processes for improving their abilities to detect, recognize, and recall behavioral episodes of work performance.  An overall review of the studies on rater training shows that as long as appraisers are not forced to follow a predetermined distribution of ratings, each of these approaches helps to produce more accurate performance ratings (, 1994).

Limitations

Arguably, the ideal rater training program should incorporate all of these forms of training in order to maximize rating accuracy.  There is only one major caveat with regard to this research on appraisal training - the performance which must be the focus of the training should represent the ratees’ respective contribution to organizational goals, an identification task which we have yet to do well ( 1995).

 

Abolishment of Appraisals. Recently, an increasing number of organizations are abolishing their performance appraisal systems along with their traditional merit-pay plans and replacing them with a variety of programs.  A survey of 181 manufacturing and service companies in Midwestern U.S.A. found that 11% have stopped using annual appraisals and a further 25% are planning to abolish them within the next two years ( 1994).  For example, Lyondell Petrochemical replaced its appraisal/merit system with market rates of pay for jobs and profit-sharing bonuses accompanied by special recognition for outstanding individual contributions (, 1995).  Eastern Realty Investment eliminated its performance rating system and substituted annual reviews of individual’s strengths, contributions, and accomplishments as well as areas for improvement. Its employees who are also at market rates of pay receive lump-sum annual payments.

Another alternative to appraisal based merit systems is the return to the old practice of gift-giving.  Gifts as reward for outstanding performance are provided by organizations as diverse as Avon Products, the British Automobile Association, Levi Strauss and the British brewery, Whitbred Inns ( 1994).  Yet, other organizations have replaced performance appraisal of individuals with appraisal of work groups/teams ( 1996;  1994).  Work unit performance can be measured by ratios of outputs to inputs which are determined by the unit’s characteristics and objectives.  Feedback from such measures can greatly reduce negative employee reactions if performance is below expectations, as (1) relationship with superiors is not an issue and (2) unit results are more easily accepted by the unit’s employees (.).  However, if an organization’s reward system revolves around team performance; similar financial rewards for each team member can create individual perceptions of inequity as individual contributions are likely to be dissimilar.  Such inequities are thought to be resolved by team members developing their own intangible rewards such as recognition ( 1994).

Another substitute for performance appraisal asks executives and their managers to motivate their employees by focusing on work processes rather than individuals’ behavior - that is, adopting some type of total quality management program.  Deming, one of the strongest opponents of traditional appraisal systems, argued that appraisals, particularly when ranking of individuals was involved, are demeaning to those appraised.  He believed that appraisals allow managers to shift to their employees the major responsibility of creating effective organizational outcomes with the human and material capital available to them (, 1986).

Other TQM experts, who have referred to individual performance appraisal practices as the most serious obstacle to the successful implementation of TQM programs, support ’s opinion of individual appraisals for several reasons ( 1989; , 1994).  First, the goal of TQM programs is to constantly strive for the improvement of work processes rather than the improvement of individual employee behavior and/or performance.  Management, in conjunction with its employees, seeks to identify barriers to quality, serves the interests of internal and external customers, and thereby maintains an organizational climate of continuous improvement.  Second, a key to a TQM approach is the concept of variability. It occurs naturally within any work process.  The causes of that variability need to be identified. Deming believed that less than 10% of variability is usually under the control of employees.  By holding employees accountable for their performance through performance appraisals, managers fail to address the problems their employees face with the work processes.  Therefore managers miss the opportunity to control most causes of variability in performance, and contribute to suboptimal organizational performance.  Third, statistical process control is used to systematically uncover, communicate, and deal with problems that impede quality and productivity.  The process is seen by all involved as that which needs evaluating and blaming, not the employees.  As long as management has selected and/or trained employees to be competent in their jobs, appraisal of their performance becomes unnecessary.  The employees who contribute the most to the organization are asked for input into how their personal processes enable them to accomplish more than their peers so that they may be emulated. Individual performance appraisal, which usually assumes that employees are solely responsible for their performance, can only divert attention from the sources of most performance problems within the work system.  Employees become defensive for many reasons, not least of which is fear of losing Out to their peers and are not motivated to improve the work system (, 1994).

 

Application of Recommendations        

            Given this research evidence and expert recommendations for improving performance appraisal systems, how should HR executives apply this knowledge?  First of all, continuous assessment of personnel practices should be an ongoing HR practice.  An especially effective method of evaluating appraisal practices is to ask for anonymous feedback about the system from both appraisers and appraised.  Secondly, with this feedback, many problems can be identified and effective solutions can be derived from the application of our recently gained knowledge about appraisals.  As an example, we will review the results of such a feedback exercise carried out within a currently, highly successful Singaporean organization, and illustrate how to interpret the findings and suggest appropriate countermeasures.

            The appraisal system consists of two components - a review of the past year’s performance and a developmental assessment of potential for higher level jobs and accompanying training needs.  The content of the two components is also well-conceived.  The review of the past year’s performance includes sections outlining the job involved and the extent of its dynamic nature, a description of the achievement of the previous year’s goals which were established for the appraisee, a discussion of the factors that aided and impeded goal achievement, mutual identification of areas of future development, a listing of goals for the upcoming year and space for employee comment about the review.  The potential assessment categorizes the employee’s current performance in terms of expectations regarding performance levels for his position, as well as certain attributes deemed necessary for higher level positions.

This system, in particular the review of past performance, follows state-of-the-art principles in terms of: 1) using goal achievement in place of dimensional ratings, 2) tying goals to job responsibilities, 3) recognizing the dynamic nature of jobs and adjusting accordingly, 4) identifying and addressing factors affecting performance outside of an employee’s control, and 5) seeking an employee’s input and reactions to the appraisal process.  The recommended characteristics of the organization’s approach to assessment of potential include: utilization of multiple raters, several rating dimensions, and only a few categories of rank.

 

Conclusion

Although the degree of dissatisfaction with this appraisal system is consistent with the degree of dissatisfaction in performance appraisals in general, it is important not to generalize about the findings of this case because of the myriad of reasons for shortcomings in performance appraisal systems. What is generalizable about this case is the importance of obtaining feedback about rater and ratee reactions to the implementation of any new appraisal system. Are not organizations better off pilot testing changes in their performance appraisal practices with small subsets of their employees before making radical changes in their systems as was done in this case?  It is hoped that our arguments are persuasive in suggesting just how difficult it is to implement and maintain an effective performance appraisal system in any organization, let alone in a case like the one detailed here involving an excellently performing organization (1996).

 

 

 

REFERENCES

 

LEADERSHIP

This paper will discuss the challenges that leaders are likely to face during two critical positions. It will attempt to identify the problems that a leader will be facing when leading or guiding people on a face to face and in virtual situations. It will also highlight the proper conflict resolution styles that can be used to solve problems and disagreements.

            The first challenge that is faced by a leader in a virtual team is the process of communication. This process of communication does not only pertain to the voice mails, emails and other forms of electronic communications available today. Since members of the “virtual team” are separated, a leader cannot see, gauge and measure the facial expressions and other forms of nonverbal communications that is expressed by a member of a team (2000, p. 32). A member might be uneasy and unsure of the avenue that he is suggesting to the group but his non verbal signs that shows his/her true feelings are hidden from the leader and the other members of the group. This kind of situation would in turn send the wrong signal to the leader making the important decisions since he is just aware of the voice of the speaker ( 2000, p. 33). To be able to totally decide on something, a leader must grasp all factors and aspects of an operation.

            This concept will be ineffective since a leader cannot see the members of his group. One member can be hiding an important fact or suppressing a vital element that is critical to the decision making process of the whole group but the leader and the members cannot feel the lie and the deceit since the employee is hidden behind a screen. Virtual teams also promote impersonality between the leader and his members (2005, p. 102).  Virtual reality makes the members and the leader of the group experience that there is no camaraderie, friendship, unity and esprit de corps in the team lessening the effectivity and efficiency of the team as a whole ( 2004, p. 57).

            There is also the danger of breakdowns of communications when the team is in a virtual world. The network can crash, power can be cut off or system malfunctions can occur hindering the communication avenue that is present in connecting the leader and the members of the team ( 2004, p. 88). This breakdown in communication can facilitate ill-advised decisions and policies because not all members can be reached to contribute his/her expertise and opinion regarding a topic.

            At the same time, a leader can also be challenged during face to face situations. Face to face situations creates real and negative conflict when solving a problem. Frequent discussions, disagreements and petty arguments inside the team is witness and are in full view of the team sowing demoralization and deterioration inside the team. Disagreement and quarrels regarding designs, process etc. in face to face situations are factors against the leader because members are disheartened, discouraged and depressed when they see that other members are in conflict with each other. Since body language is clearly seen by all members of the team, members can be affected by the negative attitudes and comments being made by the other members of the group ( 2004, p. 66). Face to face situations can also promote disinterest and distraction inside the ranks of the group since other factors must be considered while arriving at a decision like the environment, working area, ventilation and the overall wellbeing of the team ( 2005, p. 71).

            In the virtual condition the best approach to use is avoiding since the leader and members of the team are separated from each other by the Internet etc. At first glance, the best approach is forcing but since members are detached from each other a leader cannot totally coerce a person to do a certain task since the member being compelled wold just produce an output that is not satisfactory or he/she might totally cease from functioning.

            Forcing is an effective approach when teams are in a face to face situations since the leader can properly gauge the ability of the members of the group, he can assign a particular task for a member and observe the results. If the member is not effective, the leader can personally demand higher output while totally measuring the ability and competence of the member. The “force” approach is also viable in a face to face relationship since leaders can directly pressure the group and demand total efficiency. These acts can help strengthen or inspire the members to strive harder for a common goal.

 

 

 

 

 

 

REFERENCES

 

 

LEADERSHIP

1. If you worked for a company like Cisco Systems that has a strong vision for the future, how would that affect you compared with working for a company that did not have a vision?

 

A company's mission and vision has long been regarded as a way to express a company's corporate character. The most successfully positioned companies and brands in terms of growth, financial performance, visibility and market share are those that have linked a powerful brand positioning to an inspiring, overarching vision. If I am to work for a company which doesn’t have a vision for itself, I suppose I am left to myself to be the best in everything I can do to help the company grow. But in as much as I an very much endeared to helping the company, I fear that I may be in the losing end since, as it is well know, success is much well achieved by many and the absence vision statement frpm the company well regarded as true in poor organization practice.

 

2. What conditions limit the discretion of a CEO?

The development of well-written vision, mission and values statements signals intent and direction, an essential part of enthusiastic execution and good governance. Every CEO of a company must make it a point to constitute a vision statement for the company as this well defines the strategy in simpler words on how the company desires and what it intends to achieve.  Furthermore, the vision statement serves as a constant reminder on the general resolve of the company.

LEADERSHIP

1) What type of power does your colleague appear to be using?

            My colleague appears to be using coercive power on me to make me feel bad about the whole situation.

 

2) What type of influence could you possibly use to gain his co-operation?

In order for me to gain his cooperation, I would settle for the bargaining power.

 

3) If you were involved in a situation like this, what could you do to resolve it successfully yet ethically?

 

            One of the ways is to create a sense of obligation. Allowing him/her to recognize that friendship carries with it certain obligations, from there, we both can then develop friendship with each other.

Another way I could use would be for me to try and foster with my colleague’s unconscious identification with them or with the ideas which they believe in. This is because when a person finds a leader or a friend both consciously and more importantly, unconsciously an ideal person, the more he or she will defer to that person.

All in all, power and influence are integral components of social interaction which gives life in an organization. The vantage point is to try to understand the organizational behaviour, the politics of it.

 

 

CONFLICT MANAGEMENT

Society today has modernized the social rules which bind us all. And to regulate the interactions within the community, legal procedures had been formulate to solve these disputes when the individuals come into conflict and are not able to come up with an agreement by themselves. People are so occupied with the turbulent character of conflict that they celebrate its resolution at various levels: within our family, community, and nation and at the international level. Conflict resolution, like conflict and cooperation itself, is a natural process.

I consider the Natural Conflict Resolution method to be my most preferred method since to live and enjoy the benefits of social living, individuals must come together and resolve the need for endless and useless mitigating competition and solving conflicts of interest. Furthermore, this follows the natural process of conflict management and is an essential fixture in any social group of any group-living creatures. As such, in referring to the evolutionary theory (, 1989) which says that it is logical to anticipate conflict resolution designs as natural phenomenon which works on asserting the unity of groups and the consociated benefits this brings to every member. This makes sense considering that solving a natural phenomenon can be done by a natural process too. Furthermore, even the least spontaneous forms of conflict resolution, such as the mediation of international conflict, are based on the natural fundamentals of the phenomenon, that is, interpersonal relationships. In sum, conflict among monkeys, people, and even entire groups or nations follows a certain dynamic that is universal, and so is its resolution.

An area to consider as one of the weaknesses of the Natural Conflict Resolution method is the emotion which is also thought as an intervening component between both the internal and external elements which leads to the conflict of interest and its resolution. Different internal and external stimuli produce different emotions of variable intensities, which in turn contribute to different behavioral and physiological responses.

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