Is Competition Good? Essay

Physical punishment is normally used by parents specifically use on pre-school child. This is due to the reason that this way is quicker to discipline their children. Although there has been several discussions and debates focused on the effectiveness of spanking, parent still use such approach in disciplining their children. The spanking usually occurs when the children are already four years old. The study also shows that corporal punishment is more general among minorities and poor families. Apart from physical punishment, yelling and swearing in front of the children are also considered as harmful. One of the negative effects brought by physical punishment is the strong tendencies of children to develop anti-social behaviour. The idea of corporal punishment is based on offense and leads to violent behaviour both exhibited by the parent and eventually the child. Also, the child could channel the aggression to other people for example bullying their classmates in school. Besides, lying, cheating, and stealing could be traced to a child history who suffered from corporal punishment. Another side that needs to be considered is that the development of anti-social behaviour surround all socio-economic groups. According to some studies, the intended effect created by physical punishment is reversed in the long term. Spanking and slapping are proven to be ineffective strategy in promoting discipline. In reality, children who are inflicted of pain in the form of spanking and slapping have shown the highest tendencies of suffering from behavioural problems. When parents use strict methods discipline, children could exhibit anxiety, helplessness, and depression. Child abuse is often used as a counter argument to the rampant use of corporal punishment. If it’s usually done to children, such method would hinder the growth of young bodies. Moreover, children are not able to absorb  pain, which in some instances lead to injuries. Most of the reported injuries have been due to parents losing their control. There is also no direct evidence showing children fearing their parents when subjected to corporal punishment. The most common response from children includes isolation and rebelling from their parents. The corporal punishment could destroy relationships and lasting effects on the psyche of the children. Corporal punishment tends to diminish the moral values and pro-social behaviour of children. At an early age, children understand that to solve all the problems should involve violence and physical pain. Another critical element of physical punishment is its affect the mental health of the children being subjected to it. Some parents misunderstanding obedience and discipline with fear. There is the possibility that children become more secretive and this affects the dynamics of a parent-child relationship. In a nutshell, the disadvantages of physical punishment outweigh by a huge margin the benefits of spanking. Except promoting good behaviour and discipline, corporal punishment produces adverse effects. Parents have embraced traditional methods, but evidence through the years suggests that traditional physical punishment needs to end.

Split Cherry Tree

The short story, Spilt Cherry Tree, was written by Jesse Stuart. In the beginning of the story, Dave and his classmates went with Professor Herbert on a field trip for biology class. They were all searching for lizards, bugs, snakes, frogs, flowers, and plants. Dave and five of his classmates had spotted a lizard in the old cherry tree up the hill, so all six of them ran up the tree after it, and the tree broke down. Eif Crabtree, the owner of the tree was plowing when it happened and he ran up and go tall the boys’ names. Dave’s five classmates who broke the tree with him were all able to get the dollar that they owed Mr. Crabtree, but Dave knew he wouldn’t be able to get his. Professor Herbert kept Dave after school and told him that he paid Dave’s dollar, but he would have to work four hours at the school to earn the full dollar, which means he would be getting paid twenty-five cents and hour to help the janitor. Dave really didn’t mind staying after school, but he knew that he would get a whipping from his father if he was two hours late getting home. Dave told Professor Herbert that he would rather have the professor whip him with a switch so he could go on home and help his dad with chores because he knew his dad would whip him if he was two hours late. Dave was also afraid that his father would make him quit school because he was a little old fashioned and didn’t understand the school system of that time. Split Cherry Tree The short story, Spilt Cherry Tree, was written by Jesse Stuart. In the beginning of the story, Dave and his classmates went with Professor Herbert on a field trip for biology class. They were all searching for lizards, bugs, snakes, frogs, flowers, and plants. Dave and five of his classmates had spotted a lizard in the old cherry tree up the hill, so all six of them ran up the tree after it, and the tree broke down. Eif Crabtree, the owner of the tree was plowing when it happened and he ran up and go tall the boys’ names. Dave’s five classmates who broke the tree with him were all able to get the dollar that they owed Mr. Crabtree, but Dave knew he wouldn’t be able to get his. Professor Herbert kept Dave after school and told him that he paid Dave’s dollar, but he would have to work four hours at the school to earn the full dollar, which means he would be getting paid twenty-five cents and hour to help the janitor. Dave really didn’t mind staying after school, but he knew that he would get a whipping from his father if he was two hours late getting home. Dave told Professor Herbert that he would rather have the professor whip him with a switch so he could go on home and help his dad with chores because he knew his dad would whip him if he was two hours late. Dave was also afraid that his father would make him quit school because he was a little old fashioned and didn’t understand the school system of that time.

Indian Folk and Tribal Dances Essay

India is a land of diverse cultures and traditions. Each region of the country has a unique culture, which is also prominently visible in its various art forms. Almost all the regions of the country have their specific folk music and dance, which proves to be a wonderful way of expression of their community and its traditions. Though these folk dances are not as complex as the classical dance forms, they are very beautiful, because of the essence of rawness in them. Be it the Bihu of Assam, Dol-Cholom of Manipur, Hikal of Himachal Pradesh or Chhau of Bihar, each of the Indian folk dance forms comes across as a reflection of the deep sited beliefs and traditions of a particular culture. The folk dances of any community are performed on almost every special occasion and festival, to express elation and joy. These dances are also considered to be auspicious by many of the tribal communities in the country. Many folk dances are dedicated to the presiding deity of the specific community. The most interesting part of a folk dance is the attire required for its performance. Every folk dance has its own specific costume and jewelry, which differs from dance to dance. They are, in general, very bright and colorful, with traditional jewelries that give a folk touch to the performance. These dances are not only the exclusive art of a particular community, but also an asset of India’s cultural heritage. In our related section, we have discussed the different folk dances of India.

AT&T Introduction and Corporate Ethics Assignment

AT&T Introduction and Corporate Ethics - Assignment Example AT&T has consistently been providing its consumers with reliable, durable and most importantly creative products for more than a century. AT&T is popular as a principal provider of IP-based communications all over the world. Among all US wireless carriers, AT&T happens to offer the maximum international coverage and is the fastest network of mobile broadband in the US. AT&T phones function internationally. The number of the total broadband connections of AT&T also exceeds those of all other companies in the US. Presently, AT&T is making its way into the entertainment industry by expanding its video packages. AT&T is trying to include many prestigious TV services including AT&T DIRECTV. â€Å"It's part of our "three-screen" integration strategy to deliver services across the three screens people rely on most — the mobile device, the PC and the TV† (AT&T, 2011). The customer services provided by AT&T are remarkable. One of the most fundamental and essential the traditions of AT&T is innovation. Making use of its technology, in the year 1927, AT&T located its way to the first ever transatlantic phone call. The UNIX operating system developed by AT&T played a fundamental role in the development of the Internet. Many other operating systems like Linux that are presently in use worldwide were originally derived from the UNIX operating system. ... â€Å"Today, our mission is to connect people with their world, everywhere they live and work, and do it better than anyone else. We're fulfilling this vision by creating new solutions for consumers and businesses and by driving innovation in the communications and entertainment industry† (AT&T, 2011). AT&T’s Vision AT&T developed its network globally with a view to providing the networking specialists in the AT&T Labs with plenty of resources in order to make them better equipped for making the disparate systems function together. AT&T has become a standard for others to compare themselves within the capacity of the world’s most efficient, reliable and the fastest global network.     

Analyse Anglo-American relations from 1917 to 1941 Essay

Analyse Anglo-American relations from 1917 to 1941 - Essay Example The United States originally held a neutral position when the Great War broke out. It wanted to continue its isolationist policy and was fearful of getting embroiled in European conflicts. Its industries were also heavily engaged with European markets. President Woodrow Wilson also pointed out that â€Å"The people of the United States are drawn from many nations, and chiefly from the nations now at war. It is natural and inevitable that there should be the utmost variety of sympathy and desire among them with regard to the issues and circumstances of the conflict†¦ Such divisions amongst us would be fatal to our peace of mind and might seriously stand in the way of the proper performance of our duty as the one great nation at peace, the one people holding itself ready to play a part of impartial mediation and speak the counsels of peace and accommodation, not as a partisan, but as a friend.†1 The British knew that American arms and support are vital to turn the tide in t he Allies’ favor. This neutral position was reversed with the occurrence of several events, including the sinking of the Lusitania and Germany’s declaration of unrestricted submarine warfare. American entry into the war on April 6, 1917 can be considered as the foundation and the beginning of a long and lasting friendship between the U.K. and U.S. The Allies now had relatively unlimited resources and men which tipped the balance against the Central Powers. The British and American forces cooperated under a unified command headed by Field Marshal Foch and the latter agreed to fight alongside their European comrades and partially relinquish command independence in its operations. The British prime minister, along with the prime ministers of France and Italy, also appealed for more troops in 1918. It was clear that the United States had the military and financial muscle needed by the Allies to gain

Assignment#7 Case Study Example | Topics and Well Written Essays - 500 words

Assignment#7 - Case Study Example On the other hand, nations also owe a similar responsibility to their citizens and, in addition, they also have the onus to ensure their well being. In immigration cases, the judges consider a lot of aspects and prescribe â€Å"excessively high standard of proof† of persecution from the asylum seekers before deciding their cases (p.236). In this context, it becomes relevant that such immigrants often may not be in a position to fulfill the demands of the host nations. From the instances of the application of inconsistent regulations as well as the lack of â€Å"objective human rights assessments† while deciding immigration cases, it transpires that there is an element of bias prevailing among some of the judges (p.236). Due to their lack of adequate insight into the socio-political situations in the refugees’ homelands, these judges downplay their â€Å"likelihood of prosecution† (p.236). This may, perhaps, be the reason for the large volume of cases pending in various immigration courts. On the other hand, evidence also suggests to the pendency of a large number of social security adjudications in the country. On a surface level, since the government of a nation has an obligation to ensure the welfare of its citizens, it may appear that social security of own people deserves precedence over the rights of the people from other countries. However, this issue needs to be understood and explored on a deeper level. Asylum seekers are usually people who have no alternative other than seek refuge in an alien country because of turmoil and possible persecution in their nation of origin. In this regard, it needs to be appreciated that in normal circumstances, unless there is threat to a person’s value and belief systems, he or she may not want to abandon the homeland. Thus, it becomes evident that asylum seekers are leaving their countries due to the obvious threat to or violation of their human rights. On the other hand, the question of social security

Summary page (56-89) Essay Example | Topics and Well Written Essays - 250 words

Summary page (56-89) - Essay Example The strategies to organize the argument and also its outline are then provided. An example of an annotated student essay is provided to give a good idea about a research based argument. Next, and introduction into the Rogerian argument is provided, and it is expressed that this type of argument holds its ground on a controversial issue involving dialog which has a non-confrontational structure and a tone of consensus building. The outline or organizational plan of the Rogerian argument is then provided followed by another annotated student essay, which showcases the use of the Rogerian approach. The chapter then moves on to demonstrate the requirements for student collaboration writing project as well as offers a good sample of the same. Next section of the chapter focuses on incorporating sources into the argument detailing all types of sources as well as different documentation styles, and talks about the importance to avoid plagiarism. The preliminary and annotated bibliography are discussed next and respective examples are provided. Finally the steps to create a draft for the argument are

Food Policy Essay Example | Topics and Well Written Essays - 2250 words

Food Policy - Essay Example I refer to the year 1992 when the "Single European Market" (SEM, one supposes!) is due to take effect as most trade barriers within Western Europe, or at least in the Common Market, are to be dismantled. The UK government is currently investing over ten million pounds in television campaign to promote all businessmen to be ready to take benefits of these great news sales opportunities. With respect of this, all EEC countries crave to increase their exports into a static consumer market. Certainly, in some sections in the UK business industry there will be winner or looser. Confederation of British (CBI) industry, are already crying foul because to some extent they think that Western Europeans countries will try to buy the UK base corporations. If it happens, simultaneously the British mergers legislations will deter domestic companies in hope to get competitive advantages over international based organizations. This explains the fact, why so many British organizations have setup their business in the USA. But how will SEM affect the quick frozen food industry within the Common Market Maybe not nearly as much as it will some other markets partly because of the strong share of the total market held by Unilever and Nestle. Easily the largest slice of that total is Unilever's with their Birds Eye brand in the U.K., the Findus brand in Italy and Igloo just about everywhere else. Nestle, the Switzerland-based Corporation, use the Findus brand in the U.K. and in some of the other Common Market countries. Nestle use the Stouffer brand in the U.S.A. It has been proved that there is a big difference between brand name and corporate name. This is further evidenced by the variety of brand names used by the United Biscuits frozen food subsidiary, UB-Ross-Youngs, who apart from the brands Ross and Youngs use McVities and Mama Mia--and one or two others--in the U.K. Similarly another U.K.-based enterprise, Rank Hovis McDougal, use the brands Sharwoods (Indian specialties), Tiffany's (pies), Heinzel (cakes) and have now begun to use Mr. Kipling, a brand they have made renowned in the ambient cake sector, for a new variety of frozen hot puddings.' One does marvel what strategy these two major food groups will follow in preparation for the SEM. In contrast the Campbell Soup Company has given some sign as to their intention because having bought the U.K.-based Fresh bake Foods, one of the top three or four domestic frozen food companies; they have renamed themselves in Europe: Campbell's Foods. Campbell's were already using the brands Ungers in the U.K. and Groko on the Continent, but this writer imagines it is going to be Campbell's on everything from now on. At least Sara Lee and McCain's have a one brand strategy for Europe. Heinz has, more recently, entered the European QFF scene with a heavily supported launch of their Weight Watchers brand--of course they use the Ore-Ida brand on potato products in the States. Then there remains the mystery as to what the frozen food marketing future holds for the Pillsbury and Kraft companies under new managements. Pillsbury had just given up using the Fiesta brand in the U.K. to concentrate on Green Giant, and may continue to do so in Europe. Meanwhile, Kraft's new owners, the Philip Morris Group, also own General Foods but the Birds Eye brand

Marketing to a Developing Country Essay Example | Topics and Well Written Essays - 1500 words

Marketing to a Developing Country - Essay Example It is estimated by the International Monetary Fund (IMF) that in 2013 the country will exhibit a growth of about 7.8% in its Gross Domestic Product. The growth rate of the country is significantly slowing down in the last 13 years because of the new believe of the policy makers. The policy makers in China now believe to have to sustained growth other than simply having a volatile high growth rate (Gordin, 2011). The country has adopted a new economic model that primarily intends to expand the sectors like consumption, service and innovation. Toys played by the children are luxury goods in nature. It is empirically true that the growing yield of per Capita income level will increase the purchasing power of the big strength of the Chinese population. The country had a strong socialistic economy, over the last few years the nation has adopted liberalization in free market principles. The state attempts to increase its consumption activities from 35% of its GDP to 50% from 2010 to 2015 ( Buyusainfo, 2013).Thus precisely if a business owner intends to spread business internationally for the first time then the growing market of China can be a good starting point. China is a labor surplus economy so it would be easier for the business firm to expand its business with cheap waged laborers. Furthermore the country is expanding over its level of domestic consumption. The Chinese toy market is wide and competitive, thus first starting a business in China will make the firm more competitive. 2. Determine aspects of your business’ product that you may have to change in order to accommodate the selected foreign country’s needs (packaging, advertising, etc.). China is a country which is known all over the world for its rapid technological development. Chinese Toy’s and electronic goods are well known in the market for electronic gadgets. Thus a newly entering business of toys in the Chinese market should strategically plan its packaging, advertising and p romotion in the market. When it comes to packaging the company must make ecological friendly packages for the toys. The product packaging must be attractive and colorful that it becomes catchy in the eyes of young children. The bright outlook of the packages must attract the children. The company in order to promote the sales of the toys must keep the provision of product trials. Children being able to play with the toys once would surely desire to buy them. The company should try to efficiently allocate its resources to spend a considerable amount on advertisements. Attractive advertisements in television would promote the sales of the toys. The company should adopt the policy of penetrating pricing. The price of the toys at the beginning must be lower than the prices set by the potential rivals in the market. Once the company achieves brand loyalty and trust from the consumers of China they can profitably increase the prices of the toys. Toys are luxury goods and people do intend to pay a lot for them (Som, 2013). 3. Create a plan that identifies emerging markets that you would like for your business to enter into overtime. The business that newly desires to international trade should always try to emerge its fame in the growing economies of the world. This is because in the growing economies per Capita income levels of the buyers increases rapidly. Indeed, if the purchasing power of commoners increases then it would become more likely for them to turn

Organizational Project Management Maturity Model Essay Example for Free

Organizational Project Management Maturity Model Essay 1. Introduction Successful implementation of a new organizational strategy can turn a good organization into a great one. Conversely, strategies that fail or generate poor results can quickly damage the organization’s reputation and brand, internally and externally. Effective strategy execution is the responsibility of all levels of management, who must be involved actively and consistently to orchestrate required organizational changes and to manage the portfolio of investments that underpin these change initiatives. The Organizational Project Management Maturity Model is a framework that provides an organization wide view of portfolio management, program management, and project management to support achieving best Practices within each of these domains. This holistic perspective is a powerful tool enabling successful execution of organizational strategies, portfolios, programs, and projects, especially when these transcend functional and hierarchical boundaries. Moreover, OPM3 global best Practices, applied to the execution of strategy, can drive superior and sustainable results. Effective strategy execution is the responsibility of the organization’s strategic planning and governance structures, which must be involved accurately and consistently to orchestrate required organizational changes. They manage the portfolio of investments that underpin these change initiatives. 2. Organizational project management Organizational project management is the systematic management of projects, programs and portfolios in allignment with the achievements of strategic goals. The concept of organizational project management is based on the idea that there is correlation between organization’s capabilities in project management, program management and portfolio management and its effectiveness implementing strategy. Organizational Project Management Project Portfolio Program Strategic Goals * Project – A temporary endeavor undertaken to create a unique product, service or result. * Program – A group of realated projects managed in a coordinated way to obtain benefits and control not available from managing them individually. * Portfolio – Acolloection of projects or programs and other work that are grouped together to facilitate effective management to meet strategic business objectives. 3. OPM3 Model OPM3 is an acronym for the Organizational Project Management Maturity Model, a standard wich is developed under the stewardship of the project management institute. The purpose of this standard is to provide a way for organizations to understand organizational project management and to measure their maturity against a comprehensive and broad based set of organizational project management best practices. OPM3 also helps organizations to increase their organizational project management maturity to plan for improvement. 4.1. Primary physical parts of the standard There are three parts; i. Narrative text – presents the OPM3 foundational concepts, with various appendices and glossary ii. Self assessment – provide a tool in support of the assessment step out lined in OPM3 iii. Directories – contain data on nearly 600 organizational project management best practices and their constituent capabilities 4.2. OPM3 Stages There are four sequential stages of process improvement; STANDARDIZE| MEASURE| CONTROL| CONTINUOUSLY IMPROVEMENT| 4. How does the OPM3 work? OPM3 offers the key to organizational project management maturity with three interlocking elements; i. The KNOWLEDGE element lets organizations uncover hundreds of Best Practices and shows them how to use the information available in OPM3. ii. The self ASSESSMENT element is an interactive database tool that lets organizations evaluate their current situation and identify their areas in need of improvement should an organization decided to embark on the path to higher maturity. iii. The IMPROVEMENT element will help map out the steps needed to achieve their goals. * KNOWLEDGE element which drives Assessment * ASSESSMENT element which in turn drives Improvement * IMPROVEMENT element. 5. Benefits of OPM3 to the organization I. It bridges the gap between strategy and individual project. II. It provides a comprehensive body of knowledge regarding what constitutes best practices in organizational project management. III. By using OPM3, an organization can determine exactly which organizational project management best practices and capabilities it does and does not have. IV. If the organization decides to pursue improvements, OPM3 provides guidance on prioritizing and planning. 6. What kind of commitment is required to launch OPM3 in an organization? The process of applying OPM3 in an organization is difficult to quantify. It depends on factors such as the size, complexity and initial maturity of the organization, the thoroughness of the assessment, the nature of the organization’s strategic objectives, and the level of resources available also impact any estimate. However, the assessment portion of such an initiative is most likely to take from several weeks to several months. Should an organization decide to embark upon improvements, the planning and implementation steps are likely to take longer, depending on how many best practices and related capabilities an organization decides to work on at one time. 7. Importance of OPM3 to the project management profession The Project Manager Competency Development Framework is the standard to guide the professional development of project of project managers and those aspiring to be project managers. OPM3 is the first iteration of a standard for organizations. It has the potential to create a new environment for those who are working in the project management profession, by illuminating the important link between projects and organizational strategy and the importance of organizational support to project management practices. The information in OPM3 is based on very broad based input from project management practitioners and consultants. 8. Summary The current global economic climate has ushered in an era of uncertainty that throws the importance of Organizational Project Management (OPM) maturity into sharp relief. It is critical for organizations to renew their ability to create cost efficiencies, economies of scale and agility to adapt to the changing business environment through projects. Companies need the organizational capability to choose the right projects, manage costs, and innovate. They need the organizational capability to delivery projects successfully, consistently, and predictably. The Project Management Institutes OPM3 Standard was developed with input from thousands of project practitioners and represents best practices in Project, Program, and Portfolio Management. OPM3 incorporates the PMIs PMBOK Guide, the most widely adopted standard for managing individual projects, and expands this into the domains of Program Management and Portfolio Management. OPM3 emphasizes choosing the right projects to advance organizational strategies and implementing the processes, structures, and behaviors necessary to deliver projects successfully, consistently, and predictabl y. Standardization of project work methods lays the foundation for achieving higher levels of maturity and excellence to create the organizational agility and resilience you need in todays marketplace. Leading organizations of all types and sizes across multiple industries are adopting OPM3 to transform their ability to close the gap between strategic intent and tactical outcomes through successful project selection and delivery. The preferred method for implementing OPM3 begins with an OPM3 Assessment by a PMI certified OPM3 Professional. 9. References * Project Management Institute, Inc. (2003). Organizational Project Management Maturity Model (OPM3). Organizational Project Management Maturity Model (OPM3). 1 (1), 1-195. * Project Management Institute, Inc. (2004). An executives guide to OPM3. An executives guide to OPM3. 1 (1), 1-5.

Procesos Industriales y de Servicio

Procesos Industriales y de Servicio Cadena de valor: es un modelo teà ³rico que permite describir el desarrollo de las actividades de una organizacià ³n empresarial, descrito y popularizado por Michael E. Porter. La cadena de valor categoriza las actividades que producen valor aà ±adido en una organizacià ³n en dos tipos: las actividades primarias y las actividades de apoyo o auxiliares. Las actividades primarias se refieren a la creacià ³n fà ­sica del producto, su venta y el servicio posventa, y pueden tambià ©n a su vez, diferenciarse en sub-actividades. El modelo de la cadena de valor distingue cinco actividades primarias: Logà ­stica interna: comprende operaciones de recepcià ³n, almacenamiento y distribucià ³n de las materias primas. Operaciones (produccià ³n): recepcià ³n de las materias primas para transformarlas en el producto final. Logà ­stica externa: almacenamiento de los productos terminados y distribucià ³n del producto al consumidor. Marketing y Ventas: actividades con las cuales se da a conocer el producto. Servicio: de post-venta o mantenimiento, agrupa las actividades destinadas a mantener o realizar el valor del producto, mediante la aplicacià ³n de garantà ­as. Las actividades primarias està ¡n apoyadas o auxiliadas por las tambià ©n denominadas actividades secundarias: Infraestructura de la organizacià ³n: actividades que prestan apoyo a toda la empresa, como la planificacià ³n, contabilidad y las finanzas. Direccià ³n de recursos humanos: bà ºsqueda, contratacià ³n y motivacià ³n del personal. Desarrollo de tecnologà ­a, investigacià ³n y desarrollo: obtencià ³n, mejora y gestià ³n de la tecnologà ­a. Abastecimiento (compras): proceso de compra de los materiales. Para cada actividad de valor aà ±adido han de ser identificados los generadores de costes y valor 2. Identificacià ³n y priorizacià ³n de macroprocesos Las empresas y sus divisiones autà ³nomas dirigen sus asuntos principales por medio de grandes sistemas de uso repetido que son intrà ­nsecamente multifuncionales llamados macroprocesos. La mayorà ­a de los macroprosesos son procesos empresariales que tienen sus papeles dentro del concepto de sacar nuevos productos, procesar los pedidos de los clientes, cobrar, contratar empleados, entre otros. Los macroprocesos reciben informacià ³n de los proveedores, procesan esta informacià ³n, producen productos concretos y sirven esos productos a los clientes, externos e internos. El procesamiento realizado concuerda con la definicià ³n de proceso: serie sistemà ¡tica de acciones dirigidas al logro de un objetivo. Cuando las empresas crecen los macroprosesos se vuelven muy numerosos. Un macroproceso consiste en muchos segmentos llamados microprocesos. Cada uno se lleva a cabo dentro de una unidad organizativa funcional que, con frecuencia, està ¡ presidida por un supervisor de primera là ­nea. En resumen, los macroprocesos son aquellos que tienen mà ¡s de un proceso. 3. Diagramas de relacià ³n, interdisciplinarios y de flujo. Las herramientas que permiten visualizar mejor las rutas hacia el cambio son: los diagramas de relacià ³n, de proceso y de flujo. Los diagramas ayudan a dar visibilidad a trabajo. Ayudan a documentar las rutas que se emplean para satisfacer al cliente. El anà ¡lisis de estos diagramas permiten aumentar identificar acciones de mejora o cambio como: reducir tiempo de ciclo, disminuir defectos, bajar costos, medir desempeà ±os, reducir nà ºmero de pasos que no proporcionan valor agregado, etc. Se convierten en requisitos previos e importantes para tener à ©xito en el rediseà ±o estructural, reingenierà ­a o benchmarking. Diagrama de relacià ³n: Indica las interrelaciones o và ­nculos existentes entre los clientes y proveedores en las distintas partes de la organizacià ³n. Visià ³n global que describe las interacciones entre las principales funciones de la empresa. Es una imagen de las conexiones de entrada y salida (clientes y proveedores) entre las partes de una organizacià ³n, como las funciones, departamentos, divisiones o à ¡reas Diagrama de procesos interdisciplinarios: Muestran la forma en que los principales procesos atraviesan los là ­mites de varias funciones. Revela quà © ocurre en el interior y muestra la secuencia de pasos de los procesos productivos, entradas y salidas. Ilustran la forma de hacer el trabajo en las organizaciones, las trayectorias que siguen los insumos al ser transformados en resultados que los clientes valoran. Flujogramas: Herramienta mà ¡s conocida para ilustrar procesos productivos. Para definir, documentar y analizar procesos, con nivel alto de detalle. Un flujograma es la representacià ³n grà ¡fica de las secuencias de pasos que integran un proceso.   Mientras mà ¡s informacià ³n se incorpore serà ¡ de mà ¡s utilidad. Existen tres mà ©todos bà ¡sicos para recolectar la informacià ³n necesaria para crear un diagrama: Auto generacià ³n. Cuando se domina completamente el proceso. Entrevistas personalizadas. Con proveedores, operarios y clientes del proceso. Validacià ³n. Entrevista en grupo. Participacià ³n conjunta de todas las personas relevantes e involucradas, para la creacià ³n y validacià ³n del diagrama. El criterio mà ¡s importante para seleccionar el proceso es el impacto que tiene sobre el valor que percibe el cliente. Seleccionar los procesos que realizan las mà ¡ximas contribuciones al cliente como clase mundial y alta competitividad. Existen Otros criterios como la reduccià ³n de costos, reduccià ³n de tiempo de ciclo o respuesta, minimizar o eliminar defectos, cuellos de botella, tecnologà ­a obsoleta, etc. 4. Descripcià ³n de procesos Informacià ³n bà ¡sica (encabezado) Nombre del proceso Responsable o dueà ±o del proceso Cliente (persona, à ¡rea, depto. o empresa) Inicio Final Fecha en la cual se hace la descripcià ³n del proceso. Versià ³n Quià ©n lo elaborà ³ Quià ©n lo autorizà ³ Observaciones   Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Elementos que constituyen la descripcià ³n del proceso ENTRADAS ACTIVIDADES RESPONSABLE SALIDAS Documentos o productos Accià ³n que se realiza con los elementos de entrada para producir las salidas. Deben de expresarse con verbos activos Personas o personas que ejecutan la accià ³n. Documentos o productos. FORMATO PARA DESCRIPCIÓN DE PROCESOS CRà TICOS IDENTIFICADOS A continuacià ³n se presenta el formato para que cada persona describa el proceso indicado. NOMBRE DEL PROCESO_________________________________________ DUEÑO DEL PROCESO__________________________________________ INICIO DEL PROCESO: __________________________________________ FINALIZACIÓN DEL PROCESO: __________________________________ CLIENTE_______________________________________________________ FECHA_____________________VERSIÓN: __________________________ ENTRADAS ACTIVIDADES RESPONSABLE SALIDAS Elaborado por:_______________________  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Aprobado por: _____________________ Fecha: _______________   Circulacià ³n: ______________________________________ 5. Rediseà ±o y validacià ³n de proceso Para ser competitivos deberà ­amos de abandonar las viejas ideas acerca de cà ³mo se debà ­a organizar   y dirigir un negocio. La reingenierà ­a significa volver a empezar, arrancando de cero. En esencia, la idea està ¡ en el pensamiento discontinuo. La identificacià ³n y el abandono de reglas anticuadas y de supuestos fundamentales que sustentan las operaciones o procesos corrientes. La reingenierà ­a es la revisià ³n fundamental   y el rediseà ±o radical de los procesos para alcanzar mejoras espectaculares en medidas crà ­ticas y contemporà ¡neas de rendimiento, tales como costos, calidad, servicio y rapidez. METODOLOGà A I: FASE I Filosofà ­a empresarial: Visià ³n, Misià ³n y Valores. Definir la empresa (productos o servicios, competencia, estructura, etc.) Identificacià ³n de procesos Clasificacià ³n de procesos crà ­ticos (cadena de valor) Diagrama de interrelaciones de procesos crà ­ticos FASE II Mapeo de procesos crà ­ticos. Recursos, documentos, apoyo e indicadores de eficiencia   y eficacia. Descripcià ³n de procesos crà ­ticos. Construccià ³n de diagramas de los procesos crà ­ticos.  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   FASE III Validacià ³n de los procesos. Complementar los procesos con medidas importantes dependiendo del tipo de proceso (tiempo, distancia, satisfaccià ³n.) Anà ¡lisis de Valor Agregado. Eliminar lo no necesario y que no agregue valor. Tratar de mejorar las necesarias que no agregan valor en cuanto a la dimensià ³n clave. FASE IV Analizar y rediseà ±ar los procesos. Cuantificar las mejoras. Validar el nuevo proceso Programar su implementacià ³n. Proyectar los beneficios Seguimiento y evaluacià ³n. Mejora de los procesos. METODOLOGIA II: PREPARACIÓN: 1.1 Reconocer la necesidad 1.2 Desarrollar consenso ejecutivo 1.3 Capacitar al equipo 1.4 Planificar el cambio IDENTIFICACIÓN: 2.1 Modelar clientes 2.2 Definir y medir rendimiento 2.3 Definir entidades 2.4 Modelar procesos 2.5 Identificar actividades 2.6 Extender modelo de proceso 2.7 Correlacionar organizacià ³n 2.8 Correlacionar recursos 2.9 Fijar prioridades de procesos VISIÓN: 3.1 Entender estructura del proceso 3.2 Entender el flujo del proceso 3.3 Identificar actividades de valor agregado 3.4 Referenciar rendimiento 3.5 Determinar impulsores del rendimiento 3.6 Calcular oportunidad 3.7 Visualizar el ideal (externo) 3.8 Visualizar el ideal (interno) 3.9 Integrar visiones 3.10 Definir subdivisiones SOLUCIÓN: Diseà ±o tà ©cnico 4 A1. Modelar relaciones de entidades 4 A2. Reexaminar conexiones de los procesos 4 A3. Instrumentar e informar 4 A4. Consolidar interfaces e informacià ³n 4 A5. Redefinir alternativas 4 A6. Reubicar y reprogramar controles 4 A7. Modularizar 4 A8. Especificar implantacià ³n 4 A9. Aplicar tecnologà ­a 4 A10. Planificar implementacià ³n SOLUCIÓN: Diseà ±o Social 4 B1. Facultar a empleados que tienen contacto con clientes 4 B2. Identificar grupos de caracterà ­sticas de cargos 4 B3. Definir cargos / equipos 4 B4. Definir necesidades de destrezas y personal 4 B5. Especificar la estructura gerencial 4 B6. Rediseà ±ar fronteras organizacionales 4 B7. Especificar cambios de cargos 4 B8. Diseà ±ar planes de carreras 4 B9. Definir organizacià ³n de transicià ³n 4 B10. Diseà ±ar programa de gestià ³n del cambio 4 B11. Diseà ±ar incentivos 4 B12. Planificar implementacià ³n TRANSFORMACIÓN: 5.1 Completar diseà ±o del sistema 5.2 Ejecutar diseà ±o tà ©cnico 5.3 Desarrollar planes de prueba y de introduccià ³n 5.4 Evaluar al personal 5.5 Construir sistema 5.6 Capacitar al personal 5.7 Hacer prueba piloto del nuevo proceso 5.8 Refinamiento y transicià ³n 5.9 Mejora continua ESTRUCTURA Là ­der. Alto ejecutivo que autoriza y motiva el esfuerzo total de la reingenierà ­a. Actuar como visionario y motivador, ideando, exponiendo la visià ³n del tipo de organizacià ³n que desea crear, comunica a todo el personal el sentido y propà ³sito. Debe tener autoridad sobre los recursos necesarios. Ser un autà ©ntico là ­der, vigoroso, emprendedor, convencido y conocedor. Dueà ±o del proceso. Gerente responsable de un proceso especà ­fico y del esfuerzo. Tiene la responsabilidad de rediseà ±ar su proceso. Debe acomodarse al cambio y ser sereno ante la adversidad. Motiva, inspira y asesoras a los equipos. Equipo. Grupo de individuos dedicados a rediseà ±ar un proceso, lo diagnostican, supervisan y ejecutan. Producir ideas y planes para convertirlos en realidades. Capacitarse, inventar y descubrir, creatividad y sà ­ntesis. Comità © Directivo. Cuerpo formulador de polà ­ticas, desarrollan estrategias y supervisan el progreso. Priorizan, asignan recursos y resuelven conflictos. Zar. Individuo responsable de desarrollar tà ©cnicas e instrumentos y de lograr sinergia. Capacita y apoya; coordina las actividades. 6. Herramientas para la optimizacià ³n de procesos PROCESO HERRAMIENTAS 1. Identificar problemas para resolver y proyectos de mejora. à ¼ Recoleccià ³n de datos à ¼ Tormenta de ideas à ¼ Principio de Pareto 2. Investigar las verdaderas causas del problema y/o factores para un proyecto. à ¼ Grà ¡ficas e histogramas à ¼ Listas de verificacià ³n à ¼ Tormenta de ideas à ¼ Diagrama causa efecto à ¼ Principio de Pareto à ¼ Anà ¡lisis de registro de produccià ³n o inspeccià ³n. 3. Determinar las mejores opciones o soluciones. à ¼ Principio de Pareto à ¼ Tormenta de ideas 4. Aplicar y evaluar las soluciones. à ¼ Recoleccià ³n de datos à ¼ Listas de verificacià ³n à ¼ Grà ¡ficas e histogramas 5. Tomar acciones para evitar que el problema se repita o asegurar que el proyecto sea exitoso. à ¼ Conceptos modernos de control à ¼ Modelos de planeacià ³n. 6. Presentacià ³n a la Gerencia. à ¼ Presentacià ³n profesional con la participacià ³n de todos los involucrados. RECOLECCIÓN DE DATOS Consiste en la recopilacià ³n de datos en forma acumulativa y sistemà ¡tica que se efectà ºa sobre determinada situacià ³n (equipo, proceso, procedimiento, actitud u otros) en formatos adecuados como reportes, hojas de trabajo o formas claras y durante un perà ­odo de tiempo, que està ©n directa o indirectamente relacionados con la calidad y el servicio. Procedimiento: a) Plantear claramente los objetivos del proyecto o del problema a resolver b) Analizar cada caso para definir quà © se va a medir u observar c) Registrar y ordenar todos los datos obtenidos d) Relacionarlos de manera que puedan proporcionar informacià ³n confiable e) Procesar la informacià ³n obtenida y validarla con los expertos en el tema f) Ordenar los datos de acuerdo con el grado de importancia o impacto g) Seleccionar la informacià ³n relevante a la solucià ³n del problema o al à ©xito del proyecto. TORMENTA DE IDEAS Es una tà ©cnica que consiste en dar oportunidad a todos los miembros de un equipo de trabajo, para opinar y sugerir con relacià ³n a un determinado proyecto o problema. Procedimiento: a) Se coloca el grupo frente a un rotafolio en forma circular. b) Nombrar a la persona que escribirà ¡ las ideas c) Se inicia el aporte de ideas uno por uno de acuerdo con la direccià ³n de las agujas del reloj. d) Cada idea es registrada en el rotafolio por la persona designada e) No se permite interrumpir o censurar al expositor de turno f) Las ideas se van desarrollando por està ­mulo de las ideas de los otros g) Se da por finalizada esta fase, cuando todos hallan agotado sus ideas del tema en cuestià ³n. h) Anà ¡lisis y reflexiones: cada quià ©n analiza la lista de ideas generadas, se permiten las preguntas para aclaraciones, se descartan las ideas descabelladas o no posibles, se utiliza alguna tà ©cnica adecuada para ordenarlas de acuerdo con la importancia que el grupo   considere adecuada. PRINCIPIO DE PARETO En todo fenà ³meno que resulte como consecuencia de la intervencià ³n de varias causas o factores ordenados de mayor a menor, segà ºn sea su importancia, se encontrarà ¡ que un nà ºmero pequeà ±o de causas, que encabeza la lista, contribuye a la mayor parte del efecto; mientras que el grupo restante, contribuye a una pequeà ±a parte del efecto.    CAUSAS  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   EFECTO Pocos Vitales  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Muchos Triviales Grà ¡fica de Pareto: Es una grà ¡fica presentada por barras verticales en forma descendente, correspondiente a la priorizacià ³n dada por el principio de Pareto o regla 80/20. Procedimiento: a) Identificar el efecto que nos interesa analizar (proyecto o problema crà ­tico) b) Hacer lista de todas las posibles causas que contribuyen al efecto (tormenta de ideas), si es posible se puede de una vez cuantificar el impacto. c) Ordenar dichas causas basadas en su contribucià ³n de mayor a menor, con su peso cuantitativo real o por medio del porcentaje. d) Graficar en forma de barras para identificar los pocos vitales y los muchos triviales. DIAGRAMA CAUSA EFECTO O DE ISHIKAWA. Es una herramienta para el anà ¡lisis de causa efecto, utilizada para determinar acciones o soluciones a problemas identificados a travà ©s de un anà ¡lisis de Pareto. Este diagrama de Ishikawa se traza con una espina dorsal o là ­nea central que constituye e camino a la cabeza que es donde colocamos el efecto (proyecto o problema a resolver), hacia la cual se dirigen las espinas que està ¡n constituidas por las causas y sub-causas. Tà ©cnica de las 5M ´s: En las empresas se utiliza esta clasificacià ³n de causas, que aunque no es obligatoria, incluye la clasificacià ³n de causas en cinco categorà ­as, que la experiencia muestra que son prà ¡cticas y nos ayuda a ordenar la informacià ³n de una forma bastante simple. Las categorà ­as especà ­ficas son: à ¼ Mano de obra à ¼ Mà ©todos y procedimientos à ¼ Materiales à ¼ Maquinaria y equipo à ¼ Medio ambiente. Procedimiento: a) Definir el problema o situacià ³n a realizar. Normalmente derivado del anà ¡lisis de Pareto. b) Dibuje un cuadro o rectà ¡ngulo al lado derecho de la hoja o superficie en la cual va a construir el diagrama y escriba dentro del cuadro el problema o efecto. c) Dibuje una flecha horizontal de izquierda a derecha que llegue al cuadro dibujado d) Dibuje las espinas, cinco si decide utilizar las 5M ´s, rotulando cada una con las categorà ­as. e) Coloque cada una de las causas de acuerdo con su naturaleza en la categorà ­a que considere adecuada.  Ãƒâ€šÃ‚   Utilice previamente la tormenta de ideas. f) Al terminar de la clasificacià ³n en el diagrama, determine las causas mà ¡s importantes para definir una accià ³n concreta. Mano de Obra  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Mà ©todos y Procedimientos Maquinaria y  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Materiales  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Medio ambiente Equipo CAUSAS EFECTO GRà FICAS ESTADà STICAS, HISTOGRAMA Las grà ¡ficas son representaciones de algà ºn fenà ³meno o evento cualquiera a travà ©s de figuras, sà ­mbolos, là ­neas, dibujos, etc   Al mismo tiempo, son herramientas de comunicacià ³n que permiten expresar de una forma muy clara, simple y efectiva lo que nos nà ºmeros muestran confusamente u ocultan. Procedimiento: a) Ordenar los datos en un formato adecuado para el efecto. b) Decidir quà © tipo de grà ¡fica serà ¡ à ºtil y verificar si se cuenta con los datos necesarios para construirla. c) Construir la grà ¡fica de acuerdo con los datos trazando en los casos que se necesiten los ejes horizontal (X) y vertical (X). d) Asigne la escala mà ¡s adecuada, buscando la proporcionalidad mà ¡s adecuada para el tipo de grà ¡fica que se construirà ¡. e) Dibuje a mano o con la ayuda de la computadora la grà ¡fica especà ­fica. f) Una puntos, correlacione variables, utilice porcentajes, etc.   dependiendo de si es una grà ¡fica de barras (verticales u horizontales), grà ¡fica de pastel o circular, un diagrama de dispersià ³n, una grà ¡fica de Pareto, un histograma, una grà ¡fica de control, etc. PRESENTACIÓN A LA GERENCIA Tambià ©n se denomina presentacià ³n de proyectos y es una de las actividades mà ¡s importantes y provechosas para los equipos, ya que todos tendrà ¡n la oportunidad de exponer frente a la gerencia. Consiste en presentar todo lo que se ha trabajado desde la tormenta de ideas para identificacià ³n de problemas o proyectos, hasta el planteamiento final de la solucià ³n, en la cual todos los integrantes de un equipo han aportado ideas, creatividad, trabajo y han colaborado para alcanzar el à ©xito. Procedimiento: Antes de la presentacià ³n: a) El equipo de trabajo debe prepararse y ordenar la presentacià ³n de su proyecto para que sea claro y preciso. b) Organizar, estableciendo un orden là ³gico de temas y asignarlos de tal manera que todos participen en la presentacià ³n.   c) Practicar la presentacià ³n para enmendar errores y cumplir con el tiempo designado. d) Preparar todos los detalles necesarios con anticipacià ³n, para evitar contratiempos. e) Asegurarse que en el lugar de la presentacià ³n donde se va a realizar està © bien acomodada y que se cuente con todos los recursos necesarios. f) Asegurarse que sean invitados y que asistan todas las personas que son vitales para la presentacià ³n. 7. Justo a tiempo Es una filosofà ­a industrial, que considera la reduccià ³n o eliminacià ³n de todo lo que implique desperdicio en las actividades de compras, fabricacià ³n, distribucià ³n y apoyo a la fabricacià ³n (actividades de oficina) en un negocio. El desperdicio se concibe como todo aquello que sea distinto de los recursos mà ­nimos absolutos de materiales, mà ¡quinas y mano de obra necesarios para agregar valor al producto. Justo a tiempo (JAT) implica producir sà ³lo exactamente lo necesario para cumplir las metas pedidas por el cliente, es decir producir el mà ­nimo nà ºmero de unidades en las menores cantidades posibles y en el à ºltimo momento posible, eliminando la necesidad de almacenaje, ya que las existencias mà ­nimas y suficientes llegan justo a tiempo para reponer las que acaban de utilizarse y la eliminacià ³n de el inventario de producto terminado. Para que el JAT sea efectivo es necesario desarrollar una cultura de intervencià ³n de las personas, de trabajo en equipo, de involucramiento de las personas con las tareas que realiza, de compromiso o lealtad de los colaboradores con los objetivos de la empresa, para que el JAT funcione. APLICACIONES Produccià ³n o procesos de produccià ³n. n Utilizar mà ¡quinas de mà ºltiples propà ³sitos, en las que fà ¡cilmente se pueda pasar de la produccià ³n de un componente a otro. n Aplicar las tà ©cnicas de grupos o celdas, donde las series de componentes se puedan producir juntas, esto permite reducir los perà ­odos de planificacià ³n. n Trazar un esquema en U, en el cual los materiales se colocan en un costado de la U, y los productos terminados en el otro costado, permitiendo la reduccià ³n del movimiento del material. n Utilizar à ³rdenes de compra generales , que autoricen a un proveedor a suministrar una cierta cantidad de material durante un perà ­odo de tiempo, esto evita las à ³rdenes individuales, ahorrando tiempo y esfuerzo. Reduciendo los costos operativos. Niveles de inventario reducidos n Utilizar un sistema para hacer que los materiales fluyan de acuerdo con los requerimientos de produccià ³n / trabajo, conocido tambià ©n como sistema de afluencia antes de un sistema de almacenado. Mejoramiento del control de calidad n Insistir en los detalles de calidad de los proveedores o fuentes. n Adoptar un sistema de control de calidad total, comenzando con la calidad de los artà ­culos suministrados por el proveedor, poniendo à ©nfasis en la calidad en la là ­nea de produccià ³n de los artà ­culos manufacturados y en la calidad del servicio que presta el colaborador. Mejoramiento de la calidad y la fiabilidad. n Diseà ±ar calidad y fiabilidad en el producto. Utilizar tà ©cnicas de ingenierà ­a del valor, diseà ±o para la fabricacià ³n y diseà ±o para el montaje. El objetivo es eliminar el descarte y todos los defectos, para que los clientes reciban una calidad superior con menos reparaciones de garantà ­a. Flexibilidad del producto. n La menor cantidad de trabajo en proceso permite una mayor capacidad para responder rà ¡pido a los cambios en las demandas del consumidor para diferentes artà ­culos. Responsabilidad en la distribucià ³n. n Al utilizar el sistema de afluencia y el control de calidad total permite dar una mejor respuesta a los clientes, en cuanto a una distribucià ³n puntual de productos y de servicios de calidad. Utilizacià ³n de los activos. n Reducir la inversià ³n de capital. n Al reducir los inventarios y contar con un manejo mà ¡s eficiente, se requieren menos activos para los procesos actuales. Esto permite reducir los gastos operativos de las instalaciones actuales o brinda mà ¡s espacio para la expansià ³n del negocio. Utilizacià ³n del personal n Promover la capacitacià ³n cruzada del personal para trabajar en diferentes à ¡reas de produccià ³n. Los empleados familiarizados con el proceso contribuyen al mejoramiento continuo; pues poseen mà ¡s sentido de propiedad con respecto al producto o servicio. Minimizacià ³n de los costes: n Reducir el inventario. n Reducir el desperdicio de material y el desaprovechamiento de la mano de obra debido a los defectos. n Establecer cuotas de trabajo simplificadas que significan menores costes por primas. n Reducir los costes mediante el mejoramiento del mantenimiento preventivo. n Simplificar los procesos administrativos para reducir el trabajo por empleado. FASES FASE 1: Definir el porquà © El porquà © de aplicar el JAT es convertir la produccià ³n de la empresa en un arma estratà ©gica y no sà ³lo para bajar costos. En esta fase hay dos pasos: 1. Concientizacià ³n: Las directivas tendrà ¡n que formarse una idea clara del JAT a fin de generar tres visiones del futuro relacionadas entre sà ­: n Visià ³n del Proceso Fà ­sico -ver a la empresa dentro de 3 a 5 aà ±os, en su proceso fabril, flujo de materiales, compras, distribucià ³n, etc. n Visià ³n del Clima Organizacional -Se debe tener un fuerte liderazgo del presidente, una à ©tica en toda la empresa que propicie la innovacià ³n y haga sentir a los empleados que su aporte es importante, trabajo en equipo y cooperacià ³n entre departamentos, personas que està ©n acordes con los requerimientos del cargo y que se sientan motivadas a contribuir al mejoramiento de su empresa. n Visià ³n del Mercado -Ver posibles oportunidades en el mercado para adelantarse a la competencia. 2. Formular Estrategia de Produccià ³n/Mercado: Dicha estrategia debe ser comprensible para todos. Un nivel se referirà ¡ al crecimiento y expansià ³n otro nivel a responsabilidades de los cargos y otro a estabilidad de los cargos. FASE 2: Creacià ³n de la Estructura En la organizacià ³n entran en juego cuatro protagonistas clave:   n El comità © directivo: Encabezado por un alto ejecutivo, el gerente de planta, representantes de gerencia medias, supervisores y empleados comunes. n Un facilitador: Persona accesible y de confianza, su funcià ³n es que el esfuerzo JAT sigua su marcha y que se alcancen los objetivos a corto y largo plazo. n Los grupos encargados de proyectos: Son los encargados del proyecto piloto, de la implantacià ³n del JAT   proyecto por proyecto. Formado por miembros de administracià ³n superior intermedia y los empleados de la fà ¡brica que pondrà ¡n en prà ¡ctica   los cambios n Los jefes de los grupos de proyectos: Son administradores del grupo y el enlace con el comità © directivo. FASE 3: Puesta en Marcha del Plan  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Comprende tres pasos: 1. Proyectos piloto e implantacià ³n proyecto por proyecto: se establecen ciertas tà ©cnicas JAT, como agilizacià ³n del alistamiento, las celdas de maquinaria, y los sistemas de halar. Otros proyectos pilotos girarà ­an en torno a à ¡reas externas de oportunidad, tales como compras JAT. 2. Educar: Capacitar al personal para que adquieran las habilidades necesarias para llevar a cabo el JAT. 3. Cambiar Sistemas y Normas. Para que se amolden a los principios del JAT. 8. Kaizen Kaizen es un sistema enfocado en la mejora continua de toda la empresa y sus componentes, de manera armà ³nica y proactiva. El Kaizen surgià ³ en el Japà ³n como resultado de sus imperiosas necesidades de superarse a si misma de forma tal de poder alcanzar a las potencias industriales de occidente y asà ­ ganar el sustento para una gran poblacià ³n que vive en un paà ­s de escaso tamaà ±o y recursos. Hacer posible la mejora continua y lograr de tal forma los mas altos niveles en una serie de factores requirià ³ aparte de constancia y disciplina, la puesta en marcha de cinco sistemas fundamentales: 1. Control de calidad total / Gerencia de Calidad Total En su desarrollo inicial, hacà ­a à ©nfasis en el control del proceso de calidad. Esto ha evolucionado hasta convertirse en un sistema que abarca todos los aspectos de la gerencia, y ahora se conoce como gerencia de calidad total (TQM). La gestià ³n de calidad total es una manera de mejorar constantemente la performance en todos los niveles operativos, en cada à ¡rea funcional de una organizacià ³n, utilizando todos los recursos humanos y de capital disponibles. El mejoramiento està ¡ orientado a alcanzar metas amplias, como los costes, la calidad, la participacià ³n en el mercado, los proyectos y el crecimiento. en la aplicacià ³n de mà ©todos cuantitativos y recursos humanos para mejorar el material y los servicios suministrados a una organizacià ³n, los procesos dentro de la organizacià ³n, y la respuesta a las necesidades del consumidor en el presente y en el futuro. La gestià ³n de calidad total integra los mà ©todos de administracià ³n fundamentales con los esfuerzos de perfeccionamiento existentes y los recursos tà ©cnicos en un enfoque corregido, orientado al mejoramiento c

Utilitarianism The Pursuit Of Happiness Philosophy Essay

Utilitarianism The Pursuit Of Happiness Philosophy Essay The phrase life, liberty, and the pursuit of happiness, enshrined in the founding documents of the United States, was derived from John Locke. Lockes formulation, however, was life, liberty, and property. In choosing the broader formulation pursuit of happiness, the framers were certainly not drawing from John Stuart Mill, since they wrote many decades before he did. They were writing and thinking in the same philosophical tradition, which goes ultimately back to Aristotle. Mill, however, has given us in Utilitarianism the most concise, analytical interpretation of this concept. What is meant by happiness, and what justifies regarding it as the goal either of a political system or of a system of ethical philosophy? In everyday usage, we use it most often in the sense of being pleased (Im happy you could come), or of general well-being (Happy Birthday!). It has pleasant connotations, but not, in everyday usage, particularly lofty ones. One might expect moral philosophy, or even political philosophy and statecraft, to seek some more profound goal. Mill, however, constructs his approach to moral philosophy from the bottom up. He starts from the premise that we naturally seek out pleasant experiences, and try to avoid pain or unpleasant experiences. At first glance this might appear to be an invitation to mere hedonism, eat, drink, and be merry. However, human experience shows that pleasant experiences are not limited to the material. We enjoy music, for example, and friendship, and seek these things out. Indeed, we often find satisfaction in experiences that mi ght well be arduous and even unpleasant, such as running a marathon. Even the effort of living up to a system of values carries its satisfactions (7-8). The sum total of these satisfactions and pleasures, or dissatisfactions and miseries, though the course of a lifetime constitutes our overall happiness or unhappiness (3-4). Happiness is therefore the good life not in the narrow sense of a house in the suburbs, convenient to a golf course (though not excluding these things), but in the broadest sense of a satisfying and joyous human existence. This, suggests Mill, is our goal in life, not imposed on us by some moral authority or power, but as a consequence of our human nature. Moreover, the pursuit of happiness extends even as a purely practical matter beyond our own condition of life to the condition of the society in which we live. Even if our motives are entirely selfish, for example, we have a vested interest in a society in which, for example, theft and robbery are not the general because we do not wish to be robbed or stolen from. (Even a professional thief benefits from not being a victim of theft as well.) The same practical principle can be extended to vices and virtues in general: We are all better off for living in a society where virtues are general practiced (31-32). However, what produces the general condition of a society but the behavior of the people who make it up. A burglar may benefit from living in a society where people do not lock their doors, but his behavior makes society less likely to display such mutual trust. If we wish to live in a virtuous society, therefore, it is in our interest to practice the virtues ourselves. What goes around, after all, comes around. Indeed, Mill speaks of a contagion of sympathy, a sort of virtuous cycle (the opposite of a vicious cycle) in which the practice of virtue encourages virtue in others, and improves the condition of life for all. This implicitly is what the founding fathers had in mind. A free society does not seek to impose virtue by fiat, but depends on the general practice of virtue to sustain itself. By aiding in the pursuit of happiness by others, we improve our own chances of pursuing it. A contemporary issue on which Mills propositions might shed light is the controversy over gay marriage. Many people, perhaps most people, have found the idea strange or shocking when first presented. Some fear that it would destroy marriage. However, it is hard to see how permitting gays to marry detracts from marriages between men and women. Their marriages are unchanged. What permitting gay marriage does is permit a new satisfaction a further pursuit of happiness for gay couples. Moreover, by recognizing such couples, it encourages gay individuals to seek stable relationships, improving the condition of society as well as their own lives. Thus, the pursuit of happiness, combined with Mills analysis of how ethical principles can be built up from our knowledge of human existence, casts a powerful light on how we can interpret social issues and their possible resolution. Source Cited Mill, John Stuart. Utilitarianism. Indianapolis: Hackett Publishing, 1979. (Original publication 1861.)

Pragmatism, Empiricism and David Hume :: essays research papers

Pragmatism, Empiricism and David Hume   Ã‚  Ã‚  Ã‚  Ã‚  Pragmatism is based on the philosophy that ideas must be tested and re-tested, that experiences dictate reality. Pragmatists also believe in no absolute truths or values existing. David Hume argues that, â€Å"no proof can be derived from any fact, of which we are so intimately conscious; nor is there anything of which we can be certain, if we doubt this† (Treatise 2645). Hume’s empiricist ideals were roots to early pragmatic thought, by way of the theory that, in our reality, nothing is certain and everything that can be sensed must be constantly qualified to find a place in reality.   Ã‚  Ã‚  Ã‚  Ã‚  Hume’s position on our experiences deciding our veracity follows the school of pragmatism by staying away from any conclusive ideals. Thus, his angle on empiricism melds with pragmatism on the level of determining one’s self’s existence. Similar to Descartes, he explains that even, and more often than not as per constant perception, metaphysical experience can mold one’s identity. â€Å"And were all my perceptions removed by death . . . I should be entirely annihilated, nor do I conceive what is farther requisite to make me a perfect nonentity† (2645). Based so heavily in perception, he further deduces that when â€Å"insensible during sleep† and all perception of environment lies dormant, existence may halt (2645).   Ã‚  Ã‚  Ã‚  Ã‚  Hume speculates most closely on miracles and opens his essay with the stance that, â€Å"A miracle is a violation of the laws of nature . . . the proof against a miracle, from the very nature of the fact, is as entire as any argument from experience can possibly be imagined† (Enquiry 2647). He continues throughout his essay, supporting his claim and also breaking down Christianity, highly-based in such phenomena, proving the impossibility of the existence of miracles. This trend is something a pragmatist would argue against, firmly believing in there being nothing absolute. Yet, despite his resistance he concludes, â€Å"whoever is moved by faith . . . is conscious of a continued miracle in his own person . . . and gives him a determination to believe what is most contrary to custom and experience† (2650). This statement, although a bit contradictory to his thesis, appeases to pragmatist thought, allowing for an explanation to those who are still det ermined to believe in miracles and the like and allows for them to own an identity under his definition.   Ã‚  Ã‚  Ã‚  Ã‚  It is at this end where his level of pragmatism veers from Charles Peirce to William James’ end of the spectrum.

Biology and Philosophy of Love :: Biology Essays Research Papers

Biology and Philosophy of Love What does it mean to love another person? This question is one that virtually every person has asked himself at some point; virtually every school of thought that exists has attempted to provide an answer of some sort. In this paper I will explain my own attempt at answering that question, from the perspective of an amateur philosopher; then I shall delineate the answers that some biologists have given. We shall see that, while at first these two sets of answers might appear to be quite different, there are in fact some interesting and notable similarities. I have heard many different accounts of what it is to love someone - to care truly for that person's best interest, to be willing to sacrifice one's own life for that person's well-being, and so on, the list is infinite. To be sure, these accounts all have a measure of validity; there are many different forms of love. However, there is one aspect that all of them have in common, which is the same point at which I think they fail to capture what it really is to love someone: they are too altruistic. Humans, it seems to me, are essentially self-centered creatures; and I do not intend that statement to have the extreme negative connotations that usually accompany the term "self-centered". I mean it in the most literal sense: humans are centered around the self. Much as we may try, the self is un-transcend-able. At this point in scientific and spiritual progress, we cannot ever truly experience anything through another person's frame of reference - all that we can know for certain is tha t which we think and feel. Thus, it makes no sense to speak of love as a sort of "leaving the self". How, then, are we to think about it? I offer this alternative: so as to avoid the mistake of treating love as a form of altruism, we should think of loving another person as the act of loving oneself through another person - in other words, we love the people that make us feel best about ourselves, that bring out the best in ourselves. It is important to note that by no means does this definition entail that we do not genuinely care about the people we supposedly love. We can see this as follows: by this definition, it is essential that

Imperialism is a both good and bad idea

This is portrayed in the movie apocalypse now. They portray the event the Vietnam war which had many countries imperialistic Vietnam. The war caused the death of millions of people and was very tragic on the Vietnam people and their homeland. This war also had an effect on the soldiers and the horror they witnessed over seas. This movie perfectly captured the idea of the war and what it did to the landscape and people involved in it. Imperialism was a time where countries mainly those in Europe were going around the world and taking over other smaller countries.The main countries that partook in this event were France, Britain, and Spain in no particular order. These countries did not just one day feel like imperialistic their had to be a need for impersonation. This was normally when the country was in need of money, and or other resources they would go any. Veer and do anything to acquire the resource they needed. For example the French were seeking ports to trade goods so the cove red a lot of west Africa coast ensuring they would have large areas of trade.But many areas did not allow countries to come in and steal their land. Many countries had small UN modern militaries setup and even though they could not defeat the modern weapons and soldiers of the invaders many of hem would fight to keep their land. The natives would often through uprisings though often unsuccessful they would try to fight the much better equipped Europeans who would come in and enslave their people. Many nations not only faced trouble with the natives but with the environment as well.Many Europeans were unfamiliar with which plants were harmful or beneficial and in some cases many caught diseases from foreign bugs that they were not prepared to fight off. Many European nations treated the natives of the countries they imperialism as equals France were one country that saw them as such. They were willing o even let some natives become French citizens if they adopted the French language and culture. Some were even given jobs and treated as citizens with the same rights as those in France. But if the natives did not accept their culture and ideas they would be seen as racially inferior.On the other hand the British gave their natives little support due to the idea that independence means independence from Britain. The British even took the natives out of their armies due to their racist and superior ideology. When nations left the countries they had imperialism they left lasting effects on the people and Netscape. While a nation was imperialistic a country they devastated it. They would kill people in public to show their dominance. They would also euthanize the natives because they felt superior.Many times they would mow down large numbers of people with machine guns just for standing up for their rights. These events left the countries devastated. Many crops were taken by the ruling nations and they left nothing for the natives. Many nations also left many people dead with many dead bodies around this attracted parasites and bacteria, which spread diseases. Many of the natives were to beaten to ark to keep their families alive So many of them starved to death. This was a common thing that came with imperialism it was also very well portrayed in the film apocalypse now.Apocalypse now is a film based on a man in the Vietnam war who is sent to kill a fellow soldier who has gone off the deep end. The movie takes place in Vietnam and is very accurate with what they portray. This event follows a Richard Colby who is the officer sent to kill Kurt, the officer who is running his own army in Vietnam and murdering hundreds of people savagely. Joseph Conrad based this â€Å"crazed captain† on the character Kurt from the vela Heart of Darkness, but many people feel he is a representation of Tony Poe.

Effects of Emotion Regulation on Risk Aversion

This paper is on â€Å"Emotion Regulation and Decision Making Under Risk and Uncertainty† by Mircea Miclea, Andrei C. Miu, Renata M. Heilman, Liviu G. Crisan from Babes-Bolyai University, in Cluj-Napoca, Romania and Daniel Houser from George Mason University in Virginia, USA. The study was published in the American Psychological Association, 2010, Vol. 10, No. 2. It deals with emotion regulation (ER) tactics such as cognitive reappraisal and expression suppression and their effects on risk aversion and decision making. Reappraisal involves reformulating the meaning of the situation.Suppression involves inhibiting the responses and behaviours associated with emotions, such as facial expressions, vocal tonality or body language. The researchers hypothesized that participants using reappraisal would portray lower risk aversion (increased risk taking) than subjects using suppression. They induced negative emotions of fear and disgust on their participants through short movie clips and then rated how they did on tests that measure risk-taking based on the ER tactic that they were previously instructed to use. (Heilman, Crisan, Houser, Miclea & Miu, 2010, p. 58). Our textbook defines an experiment as a scientific method of research in which several factors called independent variables are modified to determine their effects on the dependant variable. This enables researchers to find cause and effect between different variables because they will observe if changes in one variable causes changes in the other (Baron, Byrne, Branscombe, & Fritzley, 2010, p. 19). For the purposes of this paper, focus will be on study 1 which looked at the effects of negative emotions such as fear or disgust.The sample was of sixty participants (56 women; mean age 21. 45 years) from the Babes-Bolyai University campus. They were randomly distributed in 6 groups based on the emotion experienced (either fear or disgust) and the ER strategy employed (cognitive reappraisal, expressive su ppression, or control/no ER instructions). The independent variables in this experiment were the ER strategy induced and the emotion experienced by the subjects. The emotion was measured using PANAS-X (posttest).The participants then completed the Emotion Regulation Questionnaire (ERQ) to confirm that they employed the instructed ER strategy. The dependant variable was the risk taking behaviour of the subjects, measured with BART and IGT tests. Results showed that reappraisers, but not suppressors, showed significantly decreased fear and disgust. Findings reveal that cognitive reappraisal increases risk taking by reducing the experience of negative emotions, while expressive suppression does not because it is ineffective in reducing negative emotions (Heilman et al. , 2010, p. 258-61).The textbook deals with the topic of emotion and cognitive regulation by addressing the topics of thought suppression, affect and cognition and emotion regulation. First, thought suppression is the eff ort we take to prevent certain thoughts from entering our consciousness. It is involved in two steps: the first is an automatic process which detects unwanted thoughts, and the second is a conscious process by which we decide to not think about the unpleasant thoughts and concentrate on something else. When we are too tired, the conscious process cannot operate and the unwanted thoughts become stronger.We engage in though suppression to control our feelings and behaviour (Baron et al. , 2010, p. 47-48). Second, the textbook looks at the influence of affect on cognition. Research indicates that our mood influences the way we see the world and our interactions with it. The textbook states that information of affective nature is processed differently than standard information, and as such it is almost impossible to ignore it once it has been introduced into a situation. People in a good mood are encouraged in heuristic thinking, and more likely to accept facts. Baron et al. , 2010, p. 50-53). Lastly, the textbook defines emotion regulation as a cognitive mechanism by which we use our thoughts to regulate and control our feelings. A study by Tykocinski lists two ER techniques: counterfactual thinking, when people adjust their thoughts about negative events to make them seem unavoidable and less distressing, which reduces negative affect, and giving in to temptation, which involves doing things that are potentially bad for us but pleasant in order to improve our mood (Baron et al. 2010, p. 54-55). Some similarities can be traced between the experiment and the textbook. They both agree that our mood has an influence on our cognition. In particular, the textbook tells us that people in a good mood engage in heuristic thinking, that is employing mental shortcuts, and that they are more likely to accept fewer arguments as demonstrated in the study by Ruder and Bless (2003). The experiment by Heilman et al. (2010) shows us that the ER technique one uses can decrease our risk aversion.The textbook does discuss forms of ER techniques that are similar as the one present in Heilman’s study. Thought suppression, as discussed in the textbook, has a few similarities with expressive suppression, in that they both attempt to inhibit something. Cognitive reappraisal is very similar to Tykocinski’s counterfactual thinking. In terms of the research done for the experiment and the textbook, no similarities could be found.This translates in the different names given to the emotion regulation techniques (i. e. reappraisal vs. counterfactual thinking) in between the two. The study certainly has a lot more detailed information on the topic of emotion regulation than the textbook. The latter approaches the topic in a more general way, not surprisingly so since it is a college level manual. A critical look at the journal article reveals that, overall; they did a good job, however there are a few things that are not good.The independent and dependant va riables were chosen properly and they took great care to measure the effects using a variety of tests and statistical analyses. They made sure that fear and disgust was felt and that ER strategies were employed. However, further specification on the way they instructed their participants over which ER strategy to use would be welcome. The study does not list any further information on that topic, other than the participants were given the Emotion Regulation Questionnaire at the end to determine if they followed the assigned instructions.The conclusions seem to follow the results in a coherent and logical fashion. The main problem with this study is their sampling. First of all, it is not very large, and second, it is not representative, as it consists almost exclusively of young women (56) from the campus. This does not allow for generalization. Further experiments with a larger, more representative sample would shed more light on the exact effects of emotion regulation on decision making under risk.

Phenomenology and the sociology of knowledge Essay

Phenomenology can both be understood to be a discipline and a movement in the history of philosophy. As a discipline, Phenomology can be defined to be the study of structures of experience and consciousness. Ontology, epistemology, logic and ethics are other disciplines which are related to Phenomology though they are distinct (Schulz, Wagner, 1997). In a different perspective, Phenomology can be defined as a historical movement which was launched by great thinkers such as Edmund Husserl among others in the 20th century. Phenomenology and social science Common theories present in social science are based in the real world. This leads to my conviction that phenomenological research can be used in the future studies of some methods which are in use in social science. Phenomenology can further be used in social science to facilitate the understanding of some phenomenon’s which are often taken for granted. For instance, man is assumed to be social being and language and communication systems do exist. Methods in social science fail to address why there is mutual understanding and communication and why men are motivated by certain experiences. Moreover, the social science methods fail to describe the underlying assumption and their implications in the interpretation of social interrelationship (Collins, 1998). All these can only be addressed through philosophical analysis which Husserl referred to as phenomenological philosophy. Phenomenology can also be used to bring meaning and insights to the study of grief, anxiety and pain which are some social issues which affect the very existence of man. Through phenomenology, social scientists can account and analytically describe the acts of intentional consciousness. Finally, phenomenology creates a bridge for the phenomenological sociology which provides an understand ding of the formal structures common in everyday day life. Sociology of knowledge Sociology of knowledge refers to the study of the social sources of knowledge and its impact on the society. In the study, knowledge is assumed to be a cultural product which can only be understood in the social context of its origin. The study is important to Collins in that it provides an explanation to most of the philosophical ideas which exist. In his book, he asserts that great and philosophical ideas are only produced through interaction between humans whose construction relies on the social structure of the intellectual world. Through the sociology of knowledge, Collins is able to explain that the rationalization process of Western, Indian and Asian philosophies has only been achieved through conceptual framework and social knowledge. He uses the sociology of knowledge to explain that social processes have an explanation as to why what is said to whom which he calls the sociology of thinking (Geoffrey, 2003). He also asserts that through the sociology of knowledge one is in a capacity to predict the conversation between two individuals if only their characteristics and the emotional synergies are known. He further uses the sociology of knowledge to explain how it is possible to predict the thinking process of an individual. Though thinking is an internalized conversation, Collins asserts that what we think is often a reflection of what we write on paper or we talk with other people. Collins believes that emotional energy and what we anticipate for the future determines our thinking process (Collins, 1998). Finally, the sociology of knowledge has enable Collins to describe the philosophical transformations which have been achieved in modern Europe, Japan and china. References Collins, R. (1998). The Sociology of Philosophies: A Global Theory Of Intellectual Change Harvard University press, USA ISBN 0-674-00187-7 Geoffrey, L. (2003). Modern Philosophy. London: Routledge Schulz, A. & Wagner, H. (1997). On Phenomenology and Social Relations: Selected Writings. University of Chicago press. London ISBN 0-226-74153-2

Automobile Industry, India Automobile Industry Essay

Following India’s growing openness, the arrival of new and existing models, easy availability of finance at relatively low rate of interest and price discounts offered by the dealers and manufacturers all have stirred the demand for vehicles and a strong growth of the Indian automobile industry. The data obtained from ministry of commerce and industry, shows high growth obtained since 2001- 02 in automobile production continuing in the first three quarters of the 2004-05. Annual growth was 16. 0 per cent in April-December, 2004; the growth rate in 2003-04 was 15. 1 per cent The automobile industry grew at a compound annual growth rate (CAGR) of 22 per cent between 1992 and 1997. With investment exceeding Rs. 50,000 crore, the turnover of the automobile industry exceeded Rs. 59,518 crore in 2002-03. Including turnover of the auto-component sector, the automotive industry’s turnover, which was above Rs. 84,000 crore in 2002-03, is estimated to have exceeded Rs. 1,00,000 crore ( USD 22. 74 billion) in 2003-04. Automobile Dealers Network in India In terms of Car dealer networks and authorized service stations, Maruti leads the pack with Dealer networks and workshops across the country. The other leading automobile manufactures are also trying to cope up and are opening their service stations and dealer workshops in all the metros and major cities of the country. Dealers offer varying kind of discount of finances who in tern pass it on to the customers in the form of reduced interest rates. Major Manufacturers in Automobile Industry Maruti Udyog Ltd. General Motors India Ford India Ltd. Eicher Motors Bajaj Auto Daewoo Motors India Hero Motors Hindustan Motors Hyundai Motor India Ltd. Royal Enfield Motors Telco TVS Motors DC Designs Swaraj Mazda Ltd Government has liberalized the norms for foreign investment and import of technology and that appears to have benefited the automobile sector. The production of total vehicles increased from 4. 2 million in 1998- 99 to 7. 3 million in 2003-04. It is likely that the production of such vehicles will exceed 10 million in the next couple of years. The industry has adopted the global standards and this was manifested in the increasing exports of the sector. After a temporary slump during 1998- 99 and 1999-00, such exports registered robust growth rates of well over 50 per cent in 2002-03 and 2003-04 each to exceed two and- a-half times the export figure for 2001-02. Automobile Export Numbers Category1998-991998-99Passenger Car25468121478Multi Utility Vehicles26543892Commercial Vehicles1010819931Two Wheelers100002256765Three Wheelers2113851535Percentage Growth-16. 632. 8 THE KEY FACTORS BEHIND THIS UPSWING Sales incentives, introduction of new models as well as variants coupled with easy availability of low cost finance with comfortable repayment options continued to drive demand and sales of automobiles during the first two quarters of the current year. The risk of an increase in the interest rates, the impact of delayed monsoons on rural demand, and increase in the costs of inputs such as steel are the key concerns for the players in the industry. As the players continue to introduce new models and variants, the competition may intensify further. The ability of the players to contain costs and focus on exports will be critical for the performance of their respective companies. The auto component sector has also posted significant growth of 20 per cent in 2003-04, to achieve a sales turnover of Rs. 30,640 crore (US$ 6. 7 billion). Further, there is a potential for higher growth due to outsourcing activities by global automobiles giants. Today, this sector has emerged as another sunrise sector. EVEN GROWTH Opposing the belief that the growth in automobile industry has catered only to the top income-stratum of society, Growth of exports of 32. 8 % in the first three quarters of 2004-05, the fastest growth in volumes has come from commercial vehicles as against passenger cars. Between 1998-99 and 2003-04, output of commercial vehicles has grown 2. 8 times compared to the 2. 2 times increase in passenger cars. Furthermore, two-wheeler output continues to dominate the volume statistics of the sector. In 2003-04, for every passenger car turned out by the sector, there were 7 two-wheelers produced. In the two wheeler segment, there is a greater preference for motorcycles followed by scooters, with both production and domestic sales of motorcycles increasing at faster rates than for scooters in the current and previous years. However, mopeds have registered low or negative growth. Export growth rates have been high both for motorcycles and scooters.

Hildegard Peplau - Theory of Interpersonal Relations Assignment

Hildegard Peplau - Theory of Interpersonal Relations - Assignment Example The theory highlights the roles played by nurses while providing relief to patients; these roles include the role of a stranger, the role of a person who owns and control resources, a person who provides counseling and lead individuals (Butts, 2011, p.271). The theory argues that there are four phases of interpersonal relationship through which nurses and patients pass through. These phases includes: in the first stage the problem experienced by patients is defined, in the next phase identification takes place, next alternatives for the solution of that problem are figured out, and lastly one of the selected alternatives is used to solve the problem (Meleis, 2011, p.633). All four metaparadigm concepts are involved in this theory; patient is the person who seeks to reduce the level of anxiety with the aid of nurse’s intrapersonal skills, environment is involved as the nurse takes into consideration the culture of the patient while conducting different roles, health of the pati ent is made better by counseling and the involved of nurse in the process is involved. This theory is applicable in all centers including practice, administration and education. This theory needs to be learned by nursing students so they can apply it during their practice as nurses experience patients with anxiety issues on day to day

The pro's for teenage girls getting the new HPV vaccine Essay

The pro's for teenage girls getting the new HPV vaccine - Essay Example Of the more than 100 types of HPV, more than 30 types can be passed from one person to another through sexual contact† (National Cancer Institute, 2008). It stands to reason, then, that if a vaccine is to be effective, it must be administered before or shortly after a young woman becomes sexually active. There have been numerous arguments brought up against using the vaccine, but a coherent look into its advantages clearly indicates the positive significantly outweighs the negatives. To begin with, the virus has proven to be effective against some of the more dangerous strains of HPV. â€Å"Studies have found the vaccine to be almost 100 percent effective in preventing diseases caused by the four HPV types covered by the vaccine – including pre-cancers of the cervix, vulva and vagina and genital warts† (Division of STD Prevention, 2006). Together, these four strains of HPV are thought to cause approximately 70 percent of cervical cancers and 90 percent of genital warts. â€Å"The vaccine covers types 6 and 11, which are thought to be responsible for more than 95 percent of genital warts cases, and types 16 and 18, which are believed to be responsible for more than 70 percent of cervical cancer cases† (Dempsey cited in University of Michigan Health System, 2007). One of the main complaints against new vaccines is commonly concerns regarding the safety of the ‘cure’. In the case of the HPV vaccine, â€Å"the FDA has licensed the HPV vaccine as safe and effective. This vaccine has been tested in over 11,000 females (ages 9-26 years old) around the world. These studies have shown no serious side effects† (Division of STD Prevention, 2006). By comparison, â€Å" In the United States there are about 10,000 new cases of cervical cancer each year and around 4,000 deaths from the disease† (â€Å"A Vaccine Expert†, 2007). By providing the cure long before the behavior, many girls’ lives

Construction Litigation Industry in California Thesis - 1

Construction Litigation Industry in California - Thesis Example In the light of improved opportunities, we find that the general contractors now offer a number of services such as: financial assistance, management of the total program, operations and maintenance, and renovation besides the core service of designing, building, and construction management1. Hence, we see that the construction industry has taken over a number of services that were offered by consultants. The contractors have taken over a large share of the service market of A/E consultants and thus, A/E firms need to expand the services offered to retain their market shares. They need to venture into service segments such as providing financial assistance to the clients, assistance with regulations, cost analysis of project life cycle, O&M functions, and renovation services. The situation has changed dramatically for marketing professionals and construction services providers and it is not as simple as it used to be. The shift in the project delivery system and the advances in commu nication technology requires the architects and the engineers to change themselves from their usual procedures of working. For example, in the past architects relied on their name and recognition whereas consulting engineers relied on 80/20 rule2 , and general contractors used to bid low in competitive bidding situations. The A/E consultants can retain their market shares by strengthening their market niche, marketing plans that increase customer retention, and restructuring of the organization to increase flexibility in the human resource.

Facilities Management Essay Example | Topics and Well Written Essays - 2750 words

Facilities Management - Essay Example Factors Influencing Growth of Facility Management. 7 2.5. Facilities Management Transformation 8 2.6. Support Service Facilities Management at HSBC 8 3.0. Facilities Management Strategy 10 3.1. Facilities Management Development Strategy 11 3.2. Strategic Analysis of Facilities Management 11 3.4. Developing Solutions 12 4.0. Strategic Implementation 12 5.0. Conclusion 13 6.0. References 14 HSBC (Hong Kong Banking Corporation Limited) 1.1. Introduction HSBC is has its headquarters in London and is among the largest banking and financial services organizations in the world. Its international network comprises or close to 8, 000 offices in more than 80 countries and territories in Europe, the Asia-Pacific region, the Americas, the Middle East and Africa. In the United States alone, HSBC has more than 460 bank branches and has its listings on the London, Hong Kong, New York, Paris and Bermuda stock exchanges. The shares at HSBC are held by over 220,000 shareholders in 132 countries and te rritories. With respect to the New York Stock Exchange, the shares are traded in form of American Depositary Receipts. On close observation, it is clear to note that HSBC provides a comprehensive range of financial services to close to 89 million customers through four global businesses. These constitute: Retail Banking and wealth Management (prior referred to as Personal Financial Services); Commercial Banking; Global Banking and Markets; and Global Private Banking. 1.2. Background Information HSBC Private Bank is the marketing name for the private banking business. With its established presence in virtually every financial market in the world, HSBC possibly has the most valuable place in multinational banking giants. HSBC has many facilities to the distinguished customers in Retail and Wealth Management, as well as commercial bank offering financial services to small, medium and middle market enterprises. HSBC was founded in Hong Kong Shanghai in 1865 and the banking facility rega rds Asia as its most crucial market region; with America, Asia Pacific and Europe each represent a third of its business. HSBC offers the following financial services to its customers; Customer’s personal financial services. Current and savings accounts. Mortgage Car Financing 1.3. Objectives and importance of Study The main objective of this study is to develop a facilities management strategic framework for HSBC support services with respect to the contracts to other companies to make the service delivery effective. With greater insights in the contemporary world towards the improvement of the global economy, the world has been rocked by major financial crisis in the recent past orchestrating for strategic measures to ensure that the global economy remains well functional. The main focus is aimed at the transformation strategy for Facilities Management in the public sector. 1.4. Organizational Framework of HSBC HSBC organizational structure is specially designed to be dynam ic and customer focused. On the same note, it seeks to ensure effective control, supervision and enhance consistency in all standards across the organization and align all areas of operations to achieve overall organizational objectives. HSBC organizational structure is divided into six principal groups namely: - Retail Banking. The Retail Banking Group is in charge for the products and services for retail customers and small enterprises including various credit products, liability products, distribution of third party investment and

Separation of power in the UK Essay Example | Topics and Well Written Essays - 1750 words

Separation of power in the UK - Essay Example The principle of separation of powers had leveraged many constitution makers, philosophers like Montesquieu whom all had intense thinking to this maxim. Even though the United Kingdom constitution is unwritten, it is a golden doctrine of separation of powers for other countries to follow. Back in 1748, Montesquieu- a French jurist- put forward his hypothesis that â€Å"there can be no freedom† and thought, â€Å"Everything would terminate if the judicial, legislative and executive powers of the government were to be involved by the same individual or authority. In the United Kingdom, the law is separated into three powers; judicial, executive and legislative. The judiciary plays an important role in United Kingdom politics. The judiciary comprises of, the royal court, Supreme Court, crown court and the magistrate courts. It should be apolitical, and any rulings made, for instance on government legislation, must be in a free and fair manner without any element of political bias (Lovell, 2003; p 54). Nevertheless, different aspects about Judiciary raise a string of questions lately: judicial supremacy, judicial independence and judicial neutrality. The courts of England are Crown Court’s jurisdiction is strong because of the power of the Crown. The executive oversees the function of the Crown with relevance to Royal prerogative. The executive has no right to delay the process of common justice. It is a law that goes back down the memory lane over a century ago. Moreover, the executive has no mandate to pressure judges. Especially into acting in ways other than impartiality. In the Act of settlement in 1701, judges in higher courts had the privilege of remaining judges as long as they had shown â€Å"good behavior†. If they were guilty of bad behavior then a legal approach to have them fired was an option. For the large number of judges, there is no such thing. Thus, it guarantees them a security of tenure within their