Energy Bar Business Plan - 12506 Words

BUSSINESS PLAN – CRAZY BULL BAR Group Members: Kerstin Frà ¼hwirth Onur Kaderoglu Miso Obradovic Raluca Oradea Inga Penteker Nino Puskar CONTENTS Executive Summary ................................................................................................................................................. 4 Business Description ............................................................................................................................................... 4 General description of the business .................................................................................................................... 4 industry background†¦show more content†¦19 consultants ........................................................................................................................................................ 19 Financial ................................................................................................................................................................ 19 forecast .......................................................................................................... ................................................... 19 budgeting ...................................................................................................................................................... 20 profit and loss ............................................................................................................................................... 24 cash flow ....................................................................................................................................................... 32 Balance Sheet ................................................................................................................................................ 39 break-even-analysis ...................................................................................................................................... 39 cost controlsShow MoreRelated Business Plan for a Nightclub Essay1449 Words   |  6 PagesBusiness Plan for a Nightclub LEVEL 3 plans to be a chain of upscale nightclubs centering around the middle Georgia areas. 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Romanticism Resource Page Free Essays

After reviewing the Romanticism resource page, list three characteristics of Romanticism. Also, identify three authors of the Romantic period. Using the Transcendentalism resource page, list three characteristics of Transcendentalism. We will write a custom essay sample on Romanticism Resource Page or any similar topic only for you Order Now How did Transcendentalists feel about nature? What did Transcendentalists feel about the inherent nature of human beings (were humans inherently good or evil)? Transcendentalists believe that individuals â€Å"transcend† by learning from and living in harmony with nature. Thoreau put this philosophy into practice by living alone in a cabin he built himself at Walden Pond for two years (1845 -1847). Thoreau’s experiences during this period provided him with the material for his masterwork Walden (1854). The quote below is from Walden. Describe two specific things Thoreau learned about life by translating the lines below in your own words: â€Å"I went to the woods because I wished to live deliberately, to front only the essential facts of life, and see if I could not learn what it had to teach, and not, when I came to die, discover that I had not lived†¦. I wanted to live deeply and suck out all the marrow of life. † (Walden) Which two great passive resistance leaders were influenced by the premise of Transcendentalism through the works of Thoreau and Emerson? Click on the following link to read Edgar Allan Poe’s â€Å"Annabel Lee† Annabel Lee by Edgar Allan Poe After reviewing the Romanticism resource page and the poem, identify two characteristics of Romanticism found in this poem. Identify specific examples (lines) in the poem that represent each of the characteristics you have chosen. After identifying the lines, explain (in your own words) how the lines represent the characteristics of Romanticism. For example: line 3 â€Å"my love was a love† is an example of idealism because†¦ Using the links below, find one quote from Emerson and one from Thoreau that best exemplifies your definition of Transcendentalism. Be sure to include your explanation of why each of these quotes relates to your perception of Transcendentalism†¦ How to cite Romanticism Resource Page, Essay examples

Managing People And Organisation Renew Beauty Clinic

Question: Describe about the Managing People And Organisation for Renew Beauty Clinic. Answer: Introduction The problem identified in the case study reflects on the dissent among employees at the Renew Beauty Clinic due to the strict regulations implemented by the new food services managers, Bruce Gillespie. The staff members, especially the kitchen staff, under the supervision of Bruce feel that the leadership has become autocratic (Armstrong Taylor, 2014). The origin of the problem could be validated in context of the death of the previous manager, Brian Jackson, who was known for following a democratic leadership style and implementing a friendly atmosphere in the workplace. The lack of motivation among employees has caused in several detriments for the clinic, the foremost being the degradation of service and food quality. Problem Identification and Analysis: Evidence from the case study indicating the problem include the inclusion of assembly lines, limitations on timing of coffee and lunch breaks, separation of responsibilities and appointing the kitchen staff for certain tasks of cleaners. The new manager, Bruce, introduced starting and finishing times for the employees alongside new conditions for compensation on the basis of overtime work. The preference of Bruce for monthly planning of menus as well as selecting specific meals for particular days of the week are also prominent evidences of the factors which led to dissent among employees (Burke Noumair, 2015). The shifting of responsibilities of cleaning staff to the kitchen staff also accounted for the problem identified in the case study of Renew Beauty clinic. The outcomes could also be perceived as the evidence for the happening incident in the case study. The increasing number of sick leaves, confusion among workers and limited conversation among employees could be considered as profound evidence of the lack of motivation among employees. The conflict between the newly appointed kitchen supervisor, Leslie McCardle, and one of the skilled kitchen staff, Ms. Tara ONeill, is also an evidence of the friction between employee motivation and leadership style adopted by the new food services manager (Bush Middlewood, 2013). Impact of the problem on Renew Beauty Clinic: The problem identified in the case study has consequential outcomes for the organization in the case study i.e. Renew Beauty Clinic. The formality among employees increased and could be observed in the compliance of employees to the starting and finishing times specified by Bruce. Employees became so formal that they left work at the specified finishing time, even when the work was not completed (Clegg, Kornberger Pitsis, 2015). The communication among employees also reduced to minimum as a result of the strict work regimen implemented by Bruce. The impact of Bruces autocratic leadership style was also reflected in pressure on employees due to aggravation of tasks and thus employees were frequently subjected to illnesses. The assembly lines and monthly menus established by Bruce also created ambiguity of responsibilities which subsequently resulted in delays in preparation of food. Furthermore, the other staff members and patients started complaining about the taste of the food and degradation in standards of food served as compared to that was provided earlier (Coombs, 2014). In addition, to the existing impacts of the problem faced by the organization, the potential implications for resignations and imminent issues also serve as pitfalls for the organization due to the identified problem i.e. an inappropriate leadership style followed by the new manager, Bruce. Statement of Major problem: The primary cause of the problem can be observed in the military career of the new food services manager, Bruce. The perception of a friendly workplace atmosphere as inefficient and detrimental to productivity by the manager has led to the proliferation of several complications in the organizations kitchen operations (Cusworth Franks, 2013). The arrangement of assembly lines and monthly menus as well as assessment measures for increasing productivity implemented by Bruce can be considered as prolific measures for the organizations management. However, Bruce has failed to offer a supportive framework to the employees for coping with newly established regulations and thus irregularities are bound to arise. Furthermore, the orders of Bruce to refrain from consuming any food in the kitchen disturbed employees as they were used to having lunch and coffee at a large table in the kitchen corner. Even though Bruce implemented the measure for preserving hygiene, employees perceive it as a di ctatorial imposition (Hatch Cunliffe, 2013). Management theory for explaining the problem: The management theory which can be used for describing the problem identified in the case study is related to selection of an appropriate leadership style. Leadership styles have been promising elements of business management as they are considerable determinants of employee motivation and performance (Kirton Greene, 2015). The strict regulations implemented by Bruce Gillespie can be validated by the use of autocratic leadership style in which the leader or the manager communicates objectives and tasks to employees without any consultation or consideration of employee preferences. Supporting research: Research in the form of secondary information enabled the interpretation of causes for the problem identified in the case study. The secondary information comprised of literature related to business management and research activity executed by academics and scholars (Martin Siebert, 2016). The research enabled recognition of the disparities between distinct leadership styles such as democratic, autocratic and participative leadership styles. Thus, the research allowed identification of the relevance of business management theory to the case study. Generation Evaluation of Range of Alternative solutions: Appointment of a mentor in order to assist Bruce in changing his leadership style according to the preference of the situation. Replacement of Bruce as the food service manager and appointing a new manager is also a potential remedy for the identified problem Implementation of control over decision making authority of Bruce by the senior management. Introducing weekly and monthly review meetings involving Bruce, kitchen staff and the director of the organization Mrs. Alison Drum in order to identify and resolve potential sources of friction consistently (Stark, 2015) Improvisation of physical infrastructure of the organization such as spacious dining table or an employee lounge with seating facilities as well as hiring competent support staff to coordinate the activities of staff in absence of the food service manager (Senge, 2014). Evaluation of first alternative: Appointing a mentor for the newly appointed manager, Bruce Gillespie, in order to inform him about the preferences for leadership in the organization as well as with respect to the employees is the first alternative (Stark, 2015). Mentoring has been widely perceived as the most promising resource to induce experience in an individual. The clinic could prefer the selection of an experienced manager from another department of the organization in order to communicate the organization specific management paradigms to Bruce. Bruce should be informed that the operations of a clinic are different from that of the army and hence the imposition of strict regulations and adopting an autocratic leadership style could result in complicacies as evident in the case study (Stone, 2013). The mentor would help Bruce in changing his managerial style through integration of a participative approach as followed by Brian, the previous manager. The mentor could also describe the impact of participative leadership style in their departments in order to explain it significance in context of the present problem faced by Bruce and the organization (Thomson Thomson, 2012). The advantages of mentoring include the following: Explaining the significance of participative leadership style to Bruce would assist him in recognizing the causes for inefficiency of employees in event of his newly implemented regulations. This would help Bruce in resolving the questions which arise with respect to the supervisory measures followed by him. The participative leadership style has been successful in sustaining productivity of employees as observed in the case of Brian. Bruce could implement the participative leadership in order to ensure that employees cope with the new regulations amiably without any formidable restraints. The illustration of participative leadership in other departments by the mentor could also help Bruce in considering the potential outcomes of participative leadership in his department i.e. kitchen (Watson, 2013). This would also enable him to identify the relevant skills of individual employees and thus the idea of assembly lines can be implemented effectively alongside increment of productivity as desired by Bruce. The disadvantage can be illustrated as: The military background of Bruce could be a potential barrier in case of appointing a mentor for him. The experience of 20 years in the military possessed by Bruce could cause apprehensions related to working under a mentor. Adopting a comparatively new leadership style can be difficult for Bruce and the proficiency of Bruce in managing as per a new leadership style could be easily brought under question. The participative leadership style accounts for collecting opinions from employees and it may not be possible for Bruce to incorporate the suggestions of individual employees in his managerial approach (Wolf, 2012). Supporting research for the solution indicates that the solution of appointing a mentor for transitioning Bruces leadership style into participative has been supported in various research activities. Secondary research is the prominent resource for validating the solution as participative approach has been associated with efficient change management. The case study depicts a formidable example of organizational change in which the leader i.e. Bruce has to convince the employees and motivate them for accepting the change (World Health Organization, 2016). Discussion with employees as a part of participative leadership contributes to the transparent communication between employees and manager, thereby strengthening the authority of the manager and respect of employees for managers decisions. Evaluation of second alternative: Replacement of Bruce with a new food services manager could also be considered as a plausible option for the problem. In event of the complications arising due to the leadership style of Bruce and the conflicts arising due to it, replacing Bruce with a new manager could be a promising solution. The management of the clinic must consider the recruitment of a new and experienced manager in kitchen supervision (Stark, 2015). The new manager should be selected on the basis of a revised job description. The job description is revised on the basis of comprehensive job analysis in order to recognize the tasks, responsibilities, objectives and behaviour of a food service manager The advantages could be noticed as follows: The recruitment of a new manager would ensure relief for employees as they are highly unsatisfied with Bruces behaviour. This could contribute to higher employee involvement and performance. Selection of candidates for the job of food services manager on the basis of a revised job description would ensure recruitment of a candidate who is the right fit for the job. The newly appointed manager also has the opportunity to implement skills and experience in limiting the regulations implemented by Bruce, thereby inducing the workplace atmosphere as prevalent during the time of Brian Jackson as the food service manager (Martin Siebert, 2016). The disadvantages of the solution include: The process of recruitment involves substantial investment in the advertisement, selection and training processes. Expulsion of Bruce from the present job would also entail another investment in the form of a severance pay since Bruces contract would have to be terminated in advance of the stipulated period. The position of food services manager would remain vacant till the recruitment of a new manager. Therefore, the kitchen department could be subject to severe irregularities in absence of a managerial authority. Furthermore, there is no specific validation related to the efficiency of the new manager. Supporting research for the solution suggests that the functional aspects of an organization are realized with the help of human resources of an organization. The employees in the clinic are perceived as the human resources of Renew Beauty Clinic. Motivation is an imperative requirement for employee performance as identified in business management theories. Therefore, the organization could not risk the performance of employees for the strict regulations implemented by Bruce (Kirton Greene, 2015). Furthermore, the loyalty of long term employees is also affected due to the actions of Bruce and hence his expulsion serves as an appropriate solution to the problem identified in the case study. Recommendation: The recommended solution for the problem is to replace Bruce with a new manager. The solution will have a direct impact on the psyche of employees as they would be content with the decision of Bruces removal (Hatch Cunliffe, 2013). The new manager would be selected according to predefined criteria of participative leadership style. Hence employees could be motivated since they would be able to express their opinions and thus the previous friendly atmosphere can be restored in the kitchen department. Implementation The solution would facilitate higher level of motivation in employees since the new manager would consider fulfilment of minimal needs such as coffee and lunch breaks as well as communication among employees. Inhibition of strict rules could enable employees to complete their tasks on time as well as efficiently (Martin Siebert, 2016). The improved morale of employees also contributes to the competence of manager who can introduce innovative and favourable strategies to improve customer service. The solution would enable restoration of previous standards of food quality, thereby enhancing customer satisfaction. Evidence for feasibility of solution: The example of Brian Jacksons leadership style and its impact on the employees as well as the perception of Brian as a friendly leader by employees can be considered as profound evidence for the solutions feasibility in Renew Beauty Clinic. Solution in context of management theory: The management theory which could be used for explaining the solution is the implications of leadership styles in human resource management. It has been proved that participative leaders are more likely to adapt to a particular workplace environment and derive managerial efficiency without risking the integrity of the existing environment. Conclusion: Research for supporting the solution could be observed in business management literature. Recruitment of new manager with a participative approach for leadership accounts for flexible adaptability of employees to change (Hatch Cunliffe, 2013). In this case, the newly appointed manager could resolve issues due to lack of motivation among employees and thus the identified problem can be inhibited effectively. References Armstrong, M. and Taylor, S., 2014.Armstrong's handbook of human resource management practice. Kogan Page Publishers. Burke, W.W. and Noumair, D.A., 2015.Organization development: A process of learning and changing. FT Press. Bush, T. and Middlewood, D., 2013.Leading and managing people in education. Sage. Clegg, S.R., Kornberger, M. and Pitsis, T., 2015.Managing and organizations: An introduction to theory and practice. Sage. Coombs, W.T., 2014.Ongoing crisis communication: Planning, managing, and responding. Sage Publications. Cusworth, J.W. and Franks, T.R., 2013.Managing projects in developing countries. Routledge. Hatch, M.J. and Cunliffe, A.L., 2013.Organization theory: modern, symbolic and postmodern perspectives. Oxford university press. Kirton, G. and Greene, A.M., 2015.The dynamics of managing diversity: A critical approach. Routledge. Martin, G. and Siebert, S., 2016.Managing people and organizations in changing contexts. Routledge. Senge, P.M., 2014.The dance of change: The challenges to sustaining momentum in a learning organization. Crown Business. Stark, J., 2015. Product lifecycle management. InProduct Lifecycle Management(pp. 1-29). Springer International Publishing. Stone, R.J., 2013.Managing human resources. John Wiley and Sons. Thomson, R. and Thomson, A., 2012.Managing people. Routledge. Watson, T., 2013.Management, organisation and employment strategy: New directions in theory and practice. Routledge. Wolf, T., 2012.Managing a nonprofit organization: Updated twenty-first-century edition. Simon and Schuster. World Health Organization, 2016. mhGAP intervention guide for mental, neurological and substance use disorders in non-specialized health settings.Lancet.

The Invincible and the taking over of technology Essay Example For Students

The Invincible and the taking over of technology Essay In recent years, new advances in technology have freed people from tedious tasks, enabling them to do more in less time. We have come to rely excessively on this technology, to the point that we may be giving computers too much intelligence and independence. If machines ever develop intelligence on a level that could challenge humans, will they find that the most efficient course of action for humans is removing them? Stanislaw Lems novel The Invincible tells of a race of robots that dwell on a planet and come to threaten the lives of a crew looking for their sister ship, The Condor. Robots were placed upon the planet millions of years ago and evolved according to the environment. They needed to destroy anything that would cause their species to discontinue, including humans. The Invincible proves that the advancement of intelligent machines will threaten our society one-day. We will write a custom essay on The Invincible and the taking over of technology specifically for you for only $16.38 $13.9/page Order now Throughout history, humans have become fascinated with how far technology may someday take us. Works of science fiction through literature and entertainment have made it possible to uncover potential future developments. Levels of technological advancements are at an all time high, while computing power is set increase dramatically in coming decades. Gordon Moore, the co-founder of Intel, predicted, in what is now known as Moores Law, that the processing power will double every 18 months. This and the development of quantum computers may account for new tools toward artificial intelligence. Some have looked at this upcoming enhancement in artificial intelligence with anticipation and others with dread. Professor Hans Moravec, well known for his belief that machines will inherit the earth, believes that it is only the next logical step in evolution. Mechanical machines are capable of far greater learning and development and will therefore replace biological humans. John Leslie, professor of philosophy at Guelph Univerisy, predicted a number of ways these intelligent machines may cause the extinction of mankind. The super intelligent machines may argue to themselves that they are superior to humans. They may also develop the theory that the only way to save humans, is to save us from ourselves. They may eliminate some of us due to overpopulation trends or disease. Although we do not currently possess the ability to create such complex intelligence, many who are studying this field have thought of ways to prevent an intelligent machine takeover. Isaac Asimov, a quintessential author of more than 500 science fiction works, developed a group of fundamental rules humans would give to intelligent machines in order protect themselves. In Asimovs collection of short stories in I, Robot, he would give robots the command: A robot may not injure humanity, or, through inaction, allow humanity to come to harm. Yet many researchers have abandoned the hope of applying these simplistic laws. Machines will reach a degree of independence and break one rule to preserve another. This is seen in the movie I Robot, which was produced from taking Asimovs ideas and writings. Not only did the robots ignore the laws in this film, but tried killing the main character in order to preserve their existence. Suddenly machines are given an instinct of survival, though they possess no means of emotion or contemplation. This is exactly what can be seen in The Invincible, with robots that inhabit a planet and must destroy each other in order to exist. Robots begin to evolve, according to the environment, and many new species of the robots reside. However, after several thousand years, only the strong survive. This includes a species of robots that are similar to insects and travel in enormous packs. This explains why the shell of the Condor, The Invincibles sister ship, is eaten away at. The crew aboard the ship also suffers in that their memories are wiped away and they die slowly. The insect robots felt it necessary to due away with humans on the planet in order to prolong their existence. The Invincible shows how humans may react when confronted with an up-side down evolution. They first found the idea that robots inhibited the planet to be impractical, but when confronted with the evidence became fearful. People in the present time often go through three stages when examining the impact of new technologies. They at first enter a stage of awe and amazement, seeing how it may positively impact our culture. Then a sense of dread is accompanied after learning the potential takeover of the intelligent machines. Yet even if a distant danger does exist, it is much too early to start panicking. The third stage consists of taking a responsible path in order to try to prevent a replacement of the human race. Due to the increasing technologies and Moores law being proven, it is only a matter of time before artificial intelligence is fabricated. Trying to control the systems will not work in that they will become smart enough to unprogram themselves. Due to the nature process of evolution, humans will need to be replaced by machines, due to our incompetent nature. It is merely the next logical step in evolution. The Invincible shows a situation in which this may happen. The weak will eventually be eliminated as it is proven in this novel.

Political Development in Ghana

Political Development in Ghana Introduction In Africa, Ghana has been as one of the pioneering states. Ghana is a country of very many firsts-in-Africa in that it was the first African country to gain independence from its colonial masters. After independence Ghana was the first state to start one/ single party rule. Ghana was also the first new African state to suffer from a series of military coups. Ghana was also among the first African states to suffer from economic depressions.Advertising We will write a custom essay sample on Political Development in Ghana specifically for you for only $16.05 $11/page Learn More It was also among the first African nations to formulate and implement ideologies to mobilise its citizen towards economic growth. Finally, Ghana was the first country in Africa to carry out a peaceful transition from a military rule to civilian rule. Since independence, Ghana was highly viewed as the state, which would set benchmarks for other developing states in Africa. A lthough Ghana is currently an example of good governance and democracy, the road to political stability has not been smooth. Ghana and its people have endured a lot of turmoil and political conflicts coupled by economic recession and ethnic conflict. This history has affected its people and leaders in various ways. History of Ghanas Political and constitutional development Ghana is predominantly a multi-ethnic state, with the Akan community forming about 49% of the total population. Ghanas population demography is probably the most important tool that has helped it develop over the years. Since the Akan share a common language, it has helped foster a sense of nationhood. During the colonial era, the British used indirect rule over the colony of Ghana. This meant that traditional chiefs became accountable to and served the interests of the colonial masters. Although, by virtue of this, the traditional chiefs consolidated a lot of power, leadership was distorted because the traditiona l values of leadership such as customary checks, accountability and justice were eroded. By the end of the Second World War, there was a lot of political agitation, which led to the formation of various political organisations. Through the efforts of Kwame Nkrumah, the colonial government agreed to constitutional reforms. In the early 1950s the gold coast as Ghana was referred to, was finally given internal self-governance. When the constitutional developments happened in the mid 1950s, Ghana became the first state, in the south of Sahara, to declare independence. Ghana as a state gained its independence from the British colonial master in 1957 (Bennett, 1973, p. 665). After independence, Ghana faced various challenges ranging from the need to channel resources from foreign companies to local developmental issues, shift of ownership of companies from foreign to local ownership, and the need to invest in sectors that were viewed as neglected by the colonialists such as social service s and education sector.Advertising Looking for essay on government? Let's see if we can help you! Get your first paper with 15% OFF Learn More Nkrumahs government in light of these challenges and the proposed system of governance succumbed to pressure and was finally overthrown in a military coup in 1966 (Bennett, 1973, p. 667). When Ghana achieved independence, there was no external debt, but during and after the coup it had accumulated an external debt of about $790 million. Nkrumahs view of industrialisation being led and controlled by the state had failed miserably. From this time onwards, Ghana was to undergo a series of turmoil characterised by military coups and civilian government rule for at least three decades (Price, 1984, pp. 173-174). Later in the late 1970s, Richard Jerry Rawlings led a group of low ranking military officers to overthrow the existing military government led by senior military officials. This coup was extraordinary in the sense t hat most of its leaders were young officers. One of its main objective was to clean up, the military junta went after people and senior military leaders who encouraged and benefited from corruption court martialed them and later carried out executions. Barely after four months in office had, Rawlings handed over power to a new elected government only to overthrow it again in another coup after two years. Rawlings government adjusted the form of governance that mainly favoured farmers and export businesses. Although the power of corrupt leaders and civil servants may have been eroded, however the fundamental causes of patronage ideology to political control had not yet been dealt with (Sederberg, 1971, pp. 179-84). In 1992, Ghana passed a new constitution, which paved way for the holding of democratic elections under a multi party system of governance. The new constitution was a move back to the presidential system but alterations were made so that ministers could also serve simultan eously as members of parliament a provision that the earlier constitutions had removed. This was done to encourage cooperation between the executive and the legislature and this was informed by a case in which the third republic parliament rejected a budget presented by the executive. After the rebirth of multi-party politics in 1992, Ghana has held successful elections in 1996, 2000 to date (Williams, et al, 2009, pp. 102-114). Political and socio-economic development With the advent of the new constitution, Ghana moved from military rule to a presidential system of governance. The authors of the new constitution dispensation were opposed to the strict separation of powers between the executive and the legislature, hence allowed for the provision of the president appointing some ministers from the legislative assembly.Advertising We will write a custom essay sample on Political Development in Ghana specifically for you for only $16.05 $11/page Learn More T his was in reaction to the third republic parliament, which rejected the proposed budget, which was later referred to as legislative obstructionism. The authors were careful not to return the country to the events of the third republic but on the other hand, they did not want to go back to the Westminster parliamentary system, which was earlier propagated by the Nkrumah government. This enabled the president to pick a majority of ministers from parliament and some from the private sector, which ensured that he got the required ethnic balance in his cabinet. The president had the ability to appoint ministers from regions or areas that his political party did not have a strong hold on and hence had no members of parliament to appoint ministers. These policies emphasised on both a national interest in a strong presidency and a cooperative legislature with emphasis on the need of the cabinet to be ethnically balanced (Botchway, 1972, pp. 81-88). After shifting to constitutional democrac y many development aid partners complained about the slow rate of economic reforms as politicians and not technocrats were now taking major decisions. Parliament, which was mostly dominated by Rawlings party, was unable to pass a petroleum tax bill and fought against civil service reforms in 1993. Rawlings administration is also credited with the starting of the National Institutional Renewal Program, which was mandated, with the task of enhancing and encouraging good policy development, public sector management and creation of an appropriate wage and grading system. Later on the following year, an attempt to impose value added tax was withdrawn following massive outcry and opposition from the public and opposition parties. However, the liberalisation of state owned enterprises was hastened and some of the most profitable state organisations sold raising more revenue than was actually anticipated (Armstrong, 1996, pp. 72-78). During 1994, the government embarked on a process to form ulate a national development policy framework that was to be famously known as the Ghana –vision 2020. The main highlight of this policy document were development of agriculture, sustainable macroeconomic environment, development of human resource, encouraging entrepreneurship and poverty eradication, with the main goal being to sustain an economic growth rate of 8% GDP.Advertising Looking for essay on government? Let's see if we can help you! Get your first paper with 15% OFF Learn More During the 1996 general elections, most parties came out with various economic manifestos to challenge the incumbent, with various opposition leaders promising to complete the vision 2020. Opposition parties to the battle against unpopular reforms made by the Rawlings government such as cost sharing and cost-recovery in health and education sector, promising to better the welfare of the citizens. The emergence of independent print and electronic media after the 1992 referendum, and the constitutional provision that state owned media should provide equal coverage of the ruling party and opposition rallies, made the campaign very exciting. Although Rawlings party won the vote the opposition lead by John Kufuor were able to gunner 40% of the total vote and captured 66 parliamentary seats (Evans-Anfom, 2003, pp. 431-433). It was however demonstrated during the 1996 elections that during competition for votes that government is at times forced to sacrifice sustainable macro-economic mana gement and fiscal policy prudence for the temporary gain of political mileage. This is evidenced by failure to pass the petroleum tax law and commissioning of unbudgeted projects. This election also revealed that there was a huge tendency of the population to vote as regional and ethnic blocs, which has come to become the norm in subsequent elections. After the elections and politicking was over the reforms were re-ignited as parliament passed the petroleum tax law, VAT was introduced, independent regulatory organisations in the telecommunication, water and electricity were created, and electricity tariffs were increased to cushion operating losses. The vice president spearheaded the national institutional renewal program in 1997 and ensured that civil service reforms were implemented with urgency. Various programs were initiated to improve the government human resource capacity, monitoring systems and the budget (Leite, 2000, pp. 36-42). Ghana was able to reduce the incidence of po verty, the population of citizens living under poverty conditions declined from 51% during the promulgation of the new constitution in 1992 to 43% in 1999. Generally, the school enrolment figure had improved, health services were improved with the help of various donors, gains were also made in the provision of social amenities and general infant mortality had reduced by 25% (SandbrookOelbaum, 1999, pp. 42-45). Political development and democracy Before the 1992 elections, there was very limited space for democratic elections to take place. This can explain why most of the politicians, citizen and other sceptics did not expect the current system to survive for long. There had been a lot of previous history of military coups just after democratic elections. After the elections that ensued during the 1996 and 2000 elections, only did it become apparent that multiparty and democracy were here to stay. However, the approach did not correspond to the ideal westernised form of democracy w here parties would campaign on their institutional policy and developmental records; in Ghana, it took a shift to political patronage mechanisms. Chieftaincy in Ghana is considered as the pivot around which administration of the society is centred. This has been made possible through a constitutional provision that is devoted to chieftaincy. These provisions safeguard the institution against any interference, politicisation and manipulation from the state. For example, parliament is restricted from making or conferring any authority power to remove a chief from his office; this is only a preserve of the regional, national, divisional and traditional counsel of chiefs. The national counsel comprises of about 32,000 traditional chiefs who command influence in their regions, although they are not assigned any specific role in the formal government (Ayee, 2007, pp. 141-143). The chiefs are most effective in rural settings where the arms of government are not that strong or are not fully felt on the ground. In rural communities where there is no access to government institutions such as a police station, government office or court residents are forced to seek redress from the local chiefs. These critical role-played by chiefs in the dispensation of justice is also recognised by formal jurists. It is also noted that would be potential investor in such of land and other investment activities also have to appear before the local chiefs. Although chiefs are restricted by the constitution from engaging in political party activities, they usually serve as the link between the government and the local communities. Government officials and politicians who visit the jurisdiction of the chiefs are required to pay the chiefs a courtesy call. The president is also required to consult the chiefs before making appointments to the district assemblies (Biswal, 1992, pp. 22-33). Ghanas constitution has decentralisation of executive power through formation of local governments. This has greatly helped to bring government services close to the citizens and at the same time has encouraged economic growth. Ghana has a multi-tiered government structure that comprises of municipal, metropolitan and district assemblies (MMDAs) which act as the basic level of decentralised government. MMDAs are autonomous, have their own structures, and are basically accountable to the local society that they represent. However, the state is allowed by virtue of the law and practice to exercise fiscal, political and administrative power over them. The president is the appointing authority of the chief executives who head the MMDAs based on approval from at least two-thirds majority of the district assembly. The government is also charged with the responsibility of financing district assemblies despite the fact that they are also required to generate their own revenue. There have been complains that government funds usually arrive late and that they are specifically budgeted for a spe cific purpose; this makes it difficult for district assemblies to channel this funds to locally identified projects (Tettey, Puplampu Berman, 2003,pp. 45-52). In matters of administration, the constitution provides for the creation of a local government service (LGS). However, the autonomy of the local government service from the national civil service has not been achieved. Generally, the powers and the agencies of the MMDAs are extremely wide. They are described as the highest political power in the district, charged with the development of the district including harmonisation, coordination and integration of all developmental functions in the district. It was envisaged that decision-making structures would follow a bottom up approach but this has not been actualised. In many regions, these policies used as the foundation building blocks of the local government system have collapsed mainly due to the lack of financial resources (Ayee, 2007pp. 144-146). Even though Ghana goes throu gh competitive elections and is largely viewed as an example of good democratic state in Africa, the president dominates the legislature. They have a minimal influence on the presidential policies and agenda. Members of parliament are not allowed to introduce any legislation independent of the state. Descent from members of parliament is suppressed by the fact that, party officials can expel a member if he or she is deemed to be rebellious. These facts dictate how members of parliament interact with the executive, constituents and fellow members of parliament. Members of parliament usually encounter a lot of pressure from their constituents in need of development projects and personal assistance but rarely get pressure for them to back any particular legislation. Votes made by members in parliament do not necessarily affect the member’s re-election since parliamentary elections are not based on party policies or ideologies (Ghana Center For Democratic Development, 2005, pp. 1 2-18). Conclusion Ghana has been able to rise from a near extinction of political structures to one of the model democracies in Africa. It has been able to overcome most of the challenges that inhibit the development of many new developing nations in Africa, but some area still need to be improved for it to achieve better prosperity such as improvement of tax collection, challenges of corruption and misuse of public funds and the reliance of patronage for political support. All in all the gains Ghana has made makes it a nation to be emulated by other African states. Reference List Armstrong, R P 1996, Ghana, country assistance review. World Bank, Washington, D.C Ayee, J R A 2007,Ghana at 50: government, politics, and development.,s.n.]. Accra? Bennett, V P 1973, The Motivation for Military Intervention: The Case of Ghana, The Western Political Quarterly, Vol. 26, No. 4, p. 665. Biswal, T P 1992,Ghana, political and constitutional developments. New Delhi, Northern Book Centre. Botchw ay, F A 1972,Political development and social change in Ghana: Ghana under Nkrumah; a study of the influence of Kwame Nkrumah and the role of ideas in rapid social change, Black Academy Press, Buffalo, N.Y. Evans-Anfom, E. 2003.To the thirsty land: autobiograp[h]y of a patriot. Achimota, Ghana, Africa Christian Press. Ghana Center for Democratic Development.2005Decentralization, economic governance, and private sector development in Ghana.Legon, Accra, Ghana, Ghana Center for Democratic Development. Leite, S P 2000, Ghana: economic development in a democratic environment, International Monetary Fund, Washington, Dc Price, R M 1984, Neo-Colonialism and Ghana‘s Economic Decline: A Critical Assessment, Canadian Journal of African Studies, Vol. 18, No. 1, pp. 173-174. Sandbrook, R Oelbaum, J 1999, reforming the political kingdom: governance and development in Ghanas fourth republic. Center for Democracy and Development, Accra, Ghana Sederberg, P C, 1971, the Gold Coast under Colo nial Rule: An Expenditure Analysis, African Studies Review, Vol. 14, No. 2, pp. 179-204. Tettey, W Puplampu, K P Berman, B J 2003, Critical perspectives in politics and socio-economic development in Ghana., Brill, Leiden Williams, Y et al, 2009, Power and Change Analysis, ODI and Ecorys; Ghana

History of the Dust Bowl Ecological Disaster

History of the Dust Bowl Ecological Disaster The Dust Bowl was the name given to an area of the Great Plains (southwestern Kansas, Oklahoma panhandle, Texas panhandle, northeastern New Mexico, and southeastern Colorado) that was devastated by nearly a decade of drought and soil erosion during the 1930s. The huge dust storms that ravaged the area destroyed crops and made living there untenable. Millions of people were forced to leave their homes, often searching for work in the West. This ecological disaster, which exacerbated the Great Depression, was only alleviated after the rains returned in 1939 and soil conservation efforts had begun in earnest. It Was Once Fertile Ground The Great Plains was once known for its rich, fertile, prairie soil that had taken thousands of years to build up. Following the Civil War, cattlemen over-grazed the semi-arid Plains, overcrowding it with cattle that fed on the prairie grasses that held the topsoil in place. Cattlemen were soon replaced by wheat farmers, who settled in the Great Plains and over-plowed the land. By World War I, so much wheat grew that farmers plowed mile after mile of soil, taking the unusually wet weather and bumper crops for granted. In the 1920s, thousands of additional farmers migrated to the area, plowing even more areas of grassland. Faster and more powerful gasoline tractors easily removed the remaining native Prairie grasses. But little rain fell in 1930, thus ending the unusually wet period. The Drought Begins An eight-year drought started in 1931 with hotter than usual temperatures. Winter’s prevailing winds took their toll on the cleared terrain, unprotected by indigenous grasses that once grew there. By 1932, the wind picked up and the sky went black in the middle of the day when a 200-mile-wide dirt cloud ascended from the ground. Known as a black blizzard, the topsoil tumbled over everything in its path as it blew away. Fourteen of these black blizzards blew in 1932. There were 38 in 1933. In 1934, 110 black blizzards blew. Some of these black blizzards unleashed large amounts of static electricity, enough to knock someone to the ground or short out an engine. Without green grasses to eat, cattle starved or were sold. People wore gauze masks and put wet sheets over their windows, but buckets of dust still managed to get inside their homes. Short on oxygen, people could barely breathe. Outside, the dust piled up like snow, burying cars and homes. The area, which had once been so fertile, was now referred to as the â€Å"Dust Bowl,† a term coined by reporter Robert Geiger in 1935. The dust storms grew bigger, sending swirling, powdery dust farther and farther, affecting more and more states. The Great Plains were becoming a desert as over 100 million acres of deeply plowed farmland lost all or most of its topsoil. Plagues and Illnesses The Dust Bowl intensified the wrath of the Great Depression. In 1935, President Franklin D. Roosevelt offered help by creating the Drought Relief Service, which offered relief checks, the buying of livestock, and food handouts; however, that didn’t help the land. Plagues of starving rabbits and jumping locusts came out of the hills. Mysterious illnesses began to surface. Suffocation occurred if one was caught outside during a dust storm – storms that could materialize out of nowhere. People became delirious from spitting up dirt and phlegm, a condition which became known as dust pneumonia or the brown plague. People sometimes died from their exposure to dust storms, especially children and the elderly. Migration With no rain for four years, Dust Bowlers by the thousands picked up and headed west in search of farm work in California. Tired and hopeless, a mass exodus of people left the Great Plains. Those with tenacity stayed behind in hopes that the next year is better. They didn’t want to join the homeless who had to live in floorless camps with no plumbing in San Joaquin Valley, California, desperately trying to seek enough migrant farm work to feed their families. But many of them were forced to leave when their homes and farms were foreclosed. Not only did farmers migrate but also businessmen, teachers, and medical professionals left when their towns dried up. It is estimated that by 1940, 2.5 million people had moved out of the Dust Bowl states. Hugh Bennett Has an Idea In March 1935, Hugh Hammond Bennett, now known as the father of soil conversation, had an idea and took his case to lawmakers on Capitol Hill. A soil scientist, Bennett had studied soils and erosion from Maine to California, in Alaska, and Central America for the Bureau of Soils. As a child, Bennett had watched his father use soil terracing in North Carolina for farming, saying that it helped the soil from blowing away. Bennett also had witnessed areas of land located side by side, where one patch had been abused and become unusable, while the other remained fertile from nature’s forests. In May 1934, Bennett attended a Congressional hearing regarding the problem of the Dust Bowl. While trying to relay his conservation ideas to the semi-interested Congressmen, one of the legendary dust storms made it all the way to Washington D.C. The dark gloom covered the sun and the legislators finally breathed what the Great Plains farmers had tasted. No longer in doubt, the 74th Congress passed the Soil Conservation Act, signed by President Roosevelt on April 27, 1935. Soil Conservation Efforts Begin Methods were developed and the remaining Great Plains farmers were paid a dollar an acre to try the new methods. Needing the money, they tried. The project called for the phenomenal planting of two hundred million wind-breaking trees across the Great Plains, stretching from Canada to northern Texas, to protect the land from erosion. Native red cedar and green ash trees were planted along fencerows separating properties. The extensive re-plowing of the land into furrows, planting trees in shelterbelts, and crop rotation resulted in a 65 percent reduction in the amount of soil blowing away by 1938. However, the drought continued. It Finally Rained Again In 1939, the rain finally came again. With the rain and the new development of irrigation built to resist drought, the land once again grew golden with the production of wheat.

Understanding and Coping with Change Essay Example | Topics and Well Written Essays - 1000 words - 1

Understanding and Coping with Change - Essay Example Change can be planned where the activities involved are intentional and goal oriented and it can also be observed that change is mainly influenced by both internal and external factors. However, change in an organization is often met by resistance as a result of various reasons. Individual resistance to change is caused by a variety of factors such as fear of the unknown, security issues, lack of trust among the management as well habit among the employees (Baack, 2012). If carefully managed, resistance to change can be a source of functional conflict in the organization. Through resistance to change, the employees raise meaningful debate where their ideas can be taken into consideration in the decision making process in the organization. Resistance to change only becomes dysfunctional when it becomes counterproductive in the organization. In my career, I have often witnessed people resisting change mainly as a result of low tolerance to change coupled with personal interest. For instance, I used to work in a fashion and clothing shop as a till operator. We used to start work at 8:00 AM and finish at 5PM. After realising that the company was recording a significant increase in the number of sales towards closing time, the management decided to extend the closing time from 5 PM to 6PM. This was not just an ad hoc arrangement since proper measures were taken in order to establish the impact of such proposed change to the operations of the whole organization. Indeed, there were benefits likely to be derived from implementing this kind of change in the operations of the organization. For instance, the change initiative was likely to result in an increase in the number of sales. This meant that the revenue collected through the operations of the organization would be improved. Through intolerance of change, it was realised that some sections of the organization were against this proposed change. Some people argued that this change will negatively impact on

Multicultural Education Research Paper Example | Topics and Well Written Essays - 1000 words

Multicultural Education - Research Paper Example The paper analyses the migration of Filipinos to the US. Many Filipino-Americans have absorbed the dominant US culture, which prevents them from understanding the realities behind their own migration experience, decolonizing their thinking, and developing their unity with all poor people of color. Just before the end of the 19th century, America declared war on Spain. This was its first armed bid to make its presence felt in the Asia-Pacific Region. In reality, the Spanish-American war was not so much a war as the scripted transfer of the Philippines and Cuba to the US, without loss of American or Spanish lives. The â€Å"war† ended with the signing of the Treaty of Paris, in which the Philippines was sold by Spain to the US for the grand total of $20 million, or $2 per head for 10 million Filipinos. After defeating the Spanish colonial government, Filipinos were forced to wage another war, this time against the US invading forces. This time it was a vicious racist war that resulted in the death of â€Å"at least 1.4 million Filipinos† from the actual fighting and from war-related starvation and disease (San Juan). From the end of WWII to the early 60s, most of the Filipino migrants were Filipinos in the US armed forces and their families. There are now 1.2 million Filipino Americans in the US. Studying history is an important step, and I have started to fully appreciate my Filipino heritage. Understanding myself and the Filipino-American experience, I am starting to understand the reality of the experience of all the excluded in American society.

Womens Clothing Industry Report Essay Example for Free

Womens Clothing Industry Report Essay This industry includes establishments primarily engaged in the retail sale of a general line of womens ready-to-wear clothing. This category also includes establishments primarily engaged in the specialized retail sale of womens coats, suits, and dresses. Custom tailors primarily engaged in making womens clothing to individual order are classified in SIC 5699: Miscellaneous Apparel and Accessory Stores. Industry Snapshot In 2005, $36.7 billion was spent at stores devoted exclusively to womens apparel, a jump of more than $2 billion from 2004 and more than $4 billion from 2003. While the discounters, namely Target and Wal-Mart, were continuing to do well, the more upscale stores were seeing a new surge in spending. While consumer demand for luxury and high quality items was high, most of the purchases in this category were made for those items either from lower-priced brands or items on sale. In the mid-2000s, those employed by the industry were mostly working as sales associates, who are responsible for performing customer service and a variety of operational duties such as setting up displays and organizing stock. Store managers oversee sales, operations, and personnel functions. Merchandisers work with the apparel manufacturers to select apparel for the retailer and control merchandise expenses. According to the U.S. Census Bureau, womens clothing stores reported combined sales of $38.5 billion in 2008. As the economy continued to struggle sales fell 7.6 percent to $35.6 billion in 2009. As sales declined, Womens clothing stores were adapting to the downturn by focusing on recession-friendly prices, and opening up more discount outlets. In fact, there were 345 outlet stores slated to open in 2011, according to the November 2009 Retail Forward report. Organization and Structure The structure of the U.S. retail industry, including womens clothing stores, has changed significantly since the early 1990s, moving from a production-driven market to a consumer-driven market. Nontraditional retailers, such as discounters, off-priced stores, and factory outlets, fared well. Because of continuing competition from nontraditional retailers, department stores such as J.C. Penney and specialty stores such as The  Limited increased their focus on private labels. In the mid-1990s, consumers demanded more convenience and quicker service from growing no-store retailing, particularly in direct-mail order, television, and online shopping. An Internet shopping study by Ernst Young LLP reported that the number of retailers selling online tripled in 1998 to 39 percent. The online market was estimated to reach $13 billion in sales at the end of 1999. The relationship between larger retailers and suppliers significantly intensified because a growing number of retailers were taking on entrepreneurial roles traditionally performed by apparel producers. Larger retailers and direct-mail order companies were making decisions in areas such as product design, fabric selection and procurement, and apparel production, which in turn influenced production scheduling, pricing, and delivery dates. Background and Development Womens clothing stores were introduced in Europe in the late 1700sslightly later in the American coloniesat a time when productive capability, population, and prosperity allowed clothing production to move out of the house and into the factory, and clothes to move into retail stores. Around this time, seamstresses began opening shops offering custom-made hats, dresses, cloaks, or other garments. These garments of the latest fashion were for those who could afford to hire out the work of stitching. Trading posts in the frontier areas carried cloth and some ready-made apparel. The invention of the sewing machine, the rise of mass production, and the proliferation of retail stores by the late nineteenth century led people first to sample and later to rely on ready-made clothing for sale as a reliable means of obtaining fashionable clothing. In the 1890s, ready-to-wear clothing came into its own, and by the turn of the century ready-made womens wear was available in abundance in the Unit ed States. By the 1920s, it was considered more fashionable to buy clothing from a store than to make it at home. For many years, the department store and the downtown womens shop were the mainstays of womens wear retailing. Department stores offering a vast selection of goods and specialty stores catering to unique tastes dotted the urban landscape. For those with enough money, shopping became a social event. Along with the growth of womens clothing retailing came the increasing importance of fashion. The womens  apparel industry established a voice in government through the National Retail Federation (NRF), the trade group representing the entire spectrum of the nations retail industry. In the early and mid-1990s, the NRF lobbied the U.S. Congress on issues such as minimum wages and the proposed health care plan. The NRF was opposed to an increase in the minimum wage on the grounds that many retailers would have to close down operations or fire staff to meet expenses with a higher wage base. In 1994, Womens Wear Daily reported that the NRF opposed the Clinton administrations proposed univers al health coverage on the grounds that more than 700,000 jobs would have to be eliminated in all retailing. At that time only 35 percent of retail workers received health care benefits. The NRF supported a plan that emphasized offering health coverage but did not require employers to pay for that coverage and allowed for the creation of purchasing pools for group insurance. Heading into the twenty-first century, dedicated womens stores faced renewed competition from alternative retail venues offering specialty or general line womens apparel in addition to other product lines. Sporting goods retailers were devising new strategies to increase womens apparel business. In 1995, womens apparel ranged from 10 percent to 40 percent of store merchandise. Sporting goods retailers saw strong potential in the womens apparel market. Retailers increased floor space to accommodate womens products; set up womens departments; increased stock of best-selling brands; and held store events to draw more female customers. Department stores also responded to the increased demand for womens apparel and began rep ositioning themselves to win back the customers they had lost to more focused outlets like The Gap and The Limited. Such retailers as Bloomingdales and Dayton Hudson revamped the womens apparel collections. The large-sized womens clothing market grabbed the attention of clothing retailers in the mid-1990s with sales reaching $20 billion and claiming 24.7 percent of the market. The key factors that influenced these sales were an increase in fashions featuring younger silhouettes and the use of better fabrics. Lane Bryant, a division of The Limited Inc., brought in more fashionable clothes and worked to change the perception of large-size fashion. Our customer wants to wear the exact same fashion her skinny friends wear, noted Lane Bryants chief executive Jill Dean in a 1999 Wall Street Journal interview. One of the hottest growth areas in retailing  during the late 1990s was discounting. Clothing retailers saw an opportunity to bring fashionable clothes at reasonable prices to the masses. In 2002, Target was the countrys third-largest discounter and a $40 billion division of the Dayton Hudson Cor poration. Nearly 35 percent of Targets sales come from the clothing department. Old Navy, a division of The Gap, was launched in 1994 to compete with stores like Sears and Target with this concept in mind. As the United States initiated the war with Iraq in March of 2003, the U.S. economy remained soft and consumers remained cautious. As a result, the clothing industry reported sales numbers below those previously forecasted, down 6 to 7 percent rather than the anticipated 3 to 4 percent for the month. The retailers with the most successor least amount of declinewere those that offered moderate-priced, affordable sportswear that combined the right amount of fashion with value. By the end of 2003, the industry saw increased spending again, a trend that continued into 2004. Dresses, skirts, and tailored clothing all declined in overall sales and units sold, but increases were seen in lingerie, suits, swimwear, and knit shirts. Tops were hailed as the new accessory in 2005, and women were being bolder about choices in this division, while preferring more versatile, classic apparel items in other categories such as slacks. The so-called career/casual market was on the upswing, as women looked for clothing that could easily make the transition from work to leisure. While fashion was important in the mid-2000s, so was the desire to simplify. Although higher-end, upscale items were increasing in demand, women still looked for the bargain, leading to an increase in the affordable luxury category as well. While overall spending was up, the average price per item was down. Retailers also continued to target junior shoppers as a consistent source for revenues. Young consumers, who tend to have more disposable income than older shoppers, spend more money on clothing and are more conscious of fashion trends. In 2007, those junior shoppers were interested in buying dresses, as were most other women. According to a report by The NPD Group, revenues from sales of dresses increased 30.4 percent overall for the 12-month period ending in April 2007. For juniors, the jump was 53.3 percent, while the sales of misses dresses rose 33.1 percent and the sale of petite dresses 31.6 percent. During that 12-month period, sales of womens apparel in general increased 5.1 percent. Even with positive signs  in sales heading into the late 2000s, an uncertain economy had one of the stronger chains slimming down to improve profitability. Despite net sales that rose 2.3 percent in 2007 to approximately $2.4 billion, Ann Taylor Stores Corporation announced in January 2008 that it planned to close 117 stores from 2008 through 2010 as a restructuring of the business. Current Conditions Retailers are crafting marketing and merchandising campaigns around the new normal, making a bid for female shoppers still shell-shocked by the biggest economic downturn since The Great Depression. Consequently, consumer spending patterns have been changing and will likely continue to evolve. The average consumer was shifting to fewer purchases. One market research firm that follows the industry reported sales of womens clothing fell 2.8 percent in 2008 and 4.9 percent in 2009. Industry watchers dont see the downward trend changing anytime soon, especially since income levels were on the decline and the unemployment rate remained at high levels and apparel in general being a discretionary purchase was suffering because of the weak economy. In one survey conducted by ShopperScape by Ohio-based Retail Forward based on all age groups and income levels found over half of women shoppers will replace only their worn out clothing. Additionally, when it comes to buying clothing, shoes, and accessories the mentality was to trade down selecting the less expensive brands. Additionally, women shoppers were much more value oriented then in years past. The mentality to shop till you drop was now labeled frugal shopper seeking out the less expensive designer replicas. Some womens clothing stores underwent significant restructuring downsizing throughout the late 2000s. One industry leader, Ann Taylor Stores including their LOFT stores shed 60 stores in 2008, followed by another 42 stores in 2009 with about another 72 announced to close in 2010. Of the estimated 174 store closures, half would be Ann Taylor Stores and about half would be LOFT stores. Industry Leaders Some of the leaders in the womens clothing store retail industry in the United States were The Gap, Inc., Limited Brands, Inc., Charming Shoppes, Inc., Talbots, Inc., Ann Taylor Stores Corporation, and the Dress Barn, Inc. The Gap, founded in 1969 by Don and Doris Fisher in San Francisco, has  become an international specialty retailer offering mens, womens, and childrens casual clothing and accessories. The Gap operated thousands of stores in six countries, including The Gap, GapKids, Baby Gap, GapBody, Banana Republic, and Old Navy Clothing Co. The Gap has stores in the United States, Japan, the United Kingdom, Canada, France, and Germany. The company reported $15.9 billion in revenues for 2007. The Gap expanded quickly in the 1980s, purchasing the Banana Republic chain in 1983, launching GapKids, and BabyGap in 1986, and opening its first overseas store in London in 1987. By 1990 The Gap was one of the most successful apparel retailers and the second largest clothing brand in th e United States. One of the biggest successes for The Gap was the Old Navy division, launched in 1994. In less than three years, The Gap opened 282 Old Navy stores and hit sales of $1 billion. Gap Online was introduced in November 1997. Limited Brands, Inc., the top U.S. womens apparel retailer, was founded in 1963. Limited Brands, Inc. shed its Express and The Limited apparel chains to focus on its Victorias Secret and Bath Body Works stores. The company operated 2,900 specialty stores in North America in 2007. Sales for 2007 reached $10.7 billion. The leader in plus size apparel, Charming Shoppes, Inc., had Fashion Bug and Catherines Plus Size stores, and had acquired Lane Bryant from Limited Brands in 2001. The company reported 2007 sales of $3.1 billion. Talbots, Inc., with nearly 1,380 stores carrying traditional clothing and accessories, reported $2.2 billion in 2007 sales. Ann Taylor Stores, which catered to customers looking for upscale, classic clothing, reported 2007 sales of $2.4 billion. The Dress Barn catered to the professional woman on a budget. The company had $1.3 billion in 2007 sales. With 2,100 stores globally, The Gap reported revenues of $15.7 billion in 2008, falling to $14.1 billion in 2010 with 135,000 employees. Limited Brands, Inc. also saw their revenues decline fro $10.1 billion in 2008 to $8.6 billion in 2010 with 92,100 employees. From a reported $3 billion in sales for 2008, Charming Shoppes, Inc.s revenue plummeted to nearly $2.1 billion in 2010 with 27,000 employees. Talbots, Inc.s total number of stores fell from 1,380 in 2007 to 580 in 2010, as did its revenues from nearly $2.3 billion in 2008 to $1.2 billion in 2010 with 9,100 employees. Ann Taylor Stores reported revenues of $1.8 billion in 2010, well below the reported revenues of nearly $1.4 billion in 2008. The company employed  18,800 people. The Dress barn reported revenues of $982 million in 2010.

Chap.7 State Of The World :: essays research papers

Critical Analysis on Chapter 7, State of the World 1999 Feeding Nine Billion   Ã‚  Ã‚  Ã‚  Ã‚   While reading chapter 7 of State of the World I was very interested in the changing course because it made me think about the things that our world can do that can drastically benefit the future of our agricultural production and food prospect. We must be able to solve the two major food issues currently facing our world, which are malnutrition and price stability. All governments need to establish a population policy so that their country does not exceed the limitations of its carrying capacity. It is important that we can produce enough food for our country, which is estimated to increase by 74 million in the next fifty years. A quote from the book, â€Å"The worst mistake political leaders can make entering the new millennium is to underestimate the dimensions of the food challenge†. I certainly agree with this because most of the future food growth in the world is going to be croplands and we need to understand that we are going to need to be able to produce as much crop as possible for the land. I also agree with the fact that the governments that are experiencing rapid population growth must figure out their future population carrying capacity by calculating how much land is available for crops and how much water is available for irrigation. It is estimated that 3.3 billion more people will be living on this world in the first half of the next century and unfortunately many of those people will be born into already over populated countries. For example, India with some of the highest poverty rates in the world will have an additional 600 million people inhabiting the country by the year 2050. It was interesting to learn that educating young females would be a good way to control future population growth because â€Å"the more education that women have, the fewer children that women have†. Another way to ensure food supply in the future according to the book is to eat food in moderation to keeping a healthy diet, which helps conserve food, and at the same time keeps you healthy. I definitely do not agree with this approach because even though it would work with everyone’s cooperation, you are not going to get everyone’s cooperation because there are still all those people who love to eat and they don’t care if they are overweight or obese. Chap.7 State Of The World :: essays research papers Critical Analysis on Chapter 7, State of the World 1999 Feeding Nine Billion   Ã‚  Ã‚  Ã‚  Ã‚   While reading chapter 7 of State of the World I was very interested in the changing course because it made me think about the things that our world can do that can drastically benefit the future of our agricultural production and food prospect. We must be able to solve the two major food issues currently facing our world, which are malnutrition and price stability. All governments need to establish a population policy so that their country does not exceed the limitations of its carrying capacity. It is important that we can produce enough food for our country, which is estimated to increase by 74 million in the next fifty years. A quote from the book, â€Å"The worst mistake political leaders can make entering the new millennium is to underestimate the dimensions of the food challenge†. I certainly agree with this because most of the future food growth in the world is going to be croplands and we need to understand that we are going to need to be able to produce as much crop as possible for the land. I also agree with the fact that the governments that are experiencing rapid population growth must figure out their future population carrying capacity by calculating how much land is available for crops and how much water is available for irrigation. It is estimated that 3.3 billion more people will be living on this world in the first half of the next century and unfortunately many of those people will be born into already over populated countries. For example, India with some of the highest poverty rates in the world will have an additional 600 million people inhabiting the country by the year 2050. It was interesting to learn that educating young females would be a good way to control future population growth because â€Å"the more education that women have, the fewer children that women have†. Another way to ensure food supply in the future according to the book is to eat food in moderation to keeping a healthy diet, which helps conserve food, and at the same time keeps you healthy. I definitely do not agree with this approach because even though it would work with everyone’s cooperation, you are not going to get everyone’s cooperation because there are still all those people who love to eat and they don’t care if they are overweight or obese.

Australian Current Economic Situation

Australian Current Economic Situation The current Australian economy is performing significantly well and the future prospects looks positive, given the unfavourable global environment. Australia continues to be a world leader in the global recovery, with lower unemployment, lower debt and stronger growth than other countries. Australia’s economy is expected to grow by 3. 25 percent in late 2010 and 3. 75 percent in 2011 (Table 1) (RBA, 2010). This follows a further growth in employment with jobs increasing by 353,200 over the past year (Wayne Swan, 2010).However due to global uncertainty, consumer confidence and the increased financial market volatility could start to impact on the growth of Australia. Table 1: Output Growth and Inflation Forecasts Per cent, over year to quarter shown | Dec2009| June2010| Dec2010| June2011| Dec2011| June2012| Dec2012| GDP growth| 2. 7| 2? | 3? | 3? | 3? | 3? | 4| Non-farm GDP growth| 2. 5| 2? | 3? | 3? | 3? | 3? | 4| CPI inflation| 2. 1| 3? | 3? | 3| 2? | 3| 3| Underlying inflation| 3? | 2? | 2? | 2? | 2? | 3| 3|Source: RBA, 2010 The early stages of the economic recovery shows the pace of growth remains uneven with some advanced economies still fragile, with concerns with US growth and European debt , while Asia is rapidly growing with growth forecasts for China from 10. 0 to 10. 5 percent in 2010 (Wayne Swan, 2010). Due to this growth and support of Asia, public investment and exports will be the key growth engines for Australia in 2011 and 2012, along with the housing construction boom (Rowan Callick, 2010).This will follow an increase in GDP and will continue to strengthen with the help of the monetary and fiscal stimulus by increasing consumer confidence through supporting the economy, which in turn will increase spending in households. The strong recovery in the Asian region has helped Australia emerge from the global downturn and has dramatically increased Australia's main commodities prices in iron ore and coal a nd will continue to increase over the next decade.The Australian Bureau of Statistics displays a 23 percent rise in the value of iron and copper ore exports and a 15 percent increase for coal, which is mainly due to the increasing volume (The China Post, 2010). This has doubled the forecasts to post a record monthly trade surplus of 3. 54 billion dollars in June 2010 (AFP, 2010). Terms of trade are forecasted to increase further while there will be a medium term decline, as supply expansions come online and increasing prices of steel dampen end-user demands (Graph 1)(RBA, 2010). Graph 1: Terms of tradeSource: RBA, 2010 Due to the higher terms of trade, higher income will be evident and therefore nominal GDP is forecasted to grow by close to 10 per cent over 2010 (RBA, 2010). The high level of commodity prices and the terms of trade are contributing to a strong outlook for investment in the mining sector, with high demands from China. Although the introduction of mining tax threatens investment’s and future exploration in Australia (Philip Kirchlechner, 2010). The Reserve Bank of Australia left its interest rate unchanged at 4. percent on the third of august 2010, as the headline inflation rate came in at 3. 1 percent, while the underlying inflation rate fell to 2. 7 percent. (David Olsen, 2010) This is within the RBAs target range, meaning it rules out an interest rate increase. Headline and underlying inflation rates are forecasted to be 2. 75 percent by Dec 2011 and to reach 3 percent by June 2012. (Table 1) (RBA, 2010). With jobs increasing over the past year more consumers are working, meaning job security is much stronger, as the unemployment rate has declined and is expected to fall further in the year ahead.Consumer attitudes have improved in the past month, which may have been impacted by the interest rate staying put, but there are still not enough signs that consumers want to open their wallets more widely and start spending more. This could a lso be impacted by the doubt of higher interest rates, as there are concerns about the health and uncertainty of the global economy and increasing utility charges and council rates are establishing more conservative spending and borrowing approaches (Craig James, 2010).Australia's unemployment rate in July 2010 was 5. 3 percent and is reported by National Australia Bank chief economist Allan Oster to further fall to 4. 5 percent over the course of the next 12 months (Graph 2) (Lexi Metherell, 2010). Furthermore Australia unemployment rate is lower than other major countries in the world with the United States having an unemployment rate of 9. 5 percent in July 2010 (Swan w. and Tanner L, 2010). Graph 2: Unemployment rate Source: Australian Bureau of Statistics, 2010References * AFP, 2010. Commodities drive record Australia trade surplus. [Online] Available at:<http://www. google. com/hostednews/afp/article/ALeqM5hUrzVBXJkBd80gIbVHZbWlsK-Tmw> [Accessed 14 August 2010]. * Austra lian Bureau of Statistics, 2010. Labour Force, Australia. [Online] Available at:<http://www. abs. gov. au/ausstats/[email  protected] nsf/mf/6202. 0> [Accessed 16 August 2010]. * Craig James, 2010. Weakest spending since global financial crisis. [Online] Available at: <http://www. switzer. com. u/business-news/news-stories/weakest-spending-since-global-financial-crisis/> [Accessed 16 August 2010]. * David Olsen, 2010. RBA rate rise ruled out as inflation fall. [Online] Available at: <http://www. dynamicbusiness. com. au/articles/articles-finance-cash-flow/rba-rate-rise-abs-june-cpi-inflation-data-1849. html> [Accessed 15 August 2010]. * Lexi Metherell, 2010. Unemployment tipped to stay steady. [Online] Available at: <http://www. abc. net. au/news/stories/2010/08/12/2980536. htm> [Accessed 16 August 2010]. * RBA, 2010, Economic Outlook. Online) Available at: <http://www. rba. gov. au/publications/smp/2010/may/pdf/eco-outlook. pdf> [Accessed 14 August 2 010]. * Rowan Callick, 2010. Asian boom will support our long-term picture. [Online] Available at:< http://www. theaustralian. com. au/business/asian-boom-will-support-our-long-term-picture/story-e6frg8zx-1225905071813> [Accessed 14 August 2010]. * Swan w. and Tanner L. , (2010), Economics Statement, July, 2010, Canberra: Department of Treasury, July, 2010. * The China Post, 2010. (Online)

Mcdonalds †Operations Mgt Essay

1. What characteristics of McDonald’s production system have been most important in building its record of success and growth in the industry? McDonald’s unique production system has been central to their corporate strategy. Ray Kroc immediately saw value in the McDonald brothers’ production methodology. The McDonald brothers controlled the preparation of each menu item, regulating exactly how much of each topping would go on each burger, in order to maintain consistency and uniformity. Going forward, the company would base their business model on three key tenets: limited menu, low prices, and fast service. Kroc obsessed over perfecting the operating system with these three tenets in mind. He believed that consistency and uniformity, with respect to products, should be the overarching goals of this operation strategy. It began with the â€Å"Speedee Service System† in 1948 and continued to evolve from that point. McDonald’s operating system focused on four key areas: improving the product, improving equipment, developing excellent supplier relations, and developing and monitoring franchisees. McDonald’s had created a unique relationship with its franchisees and suppliers. McDonald’s believed that franchise growth was where they should make their profits, not primarily from the franchise fees, which had been the industry standard. This relationship fostered growth and innovation as franchisees made recommendations and provided feedback on what was working and what wasn’t. McDonald’s broke another industry standard by developed very close relationships with supplier. McDonald’s worked closely with suppliers to ensure consistently high quality food products made to McDonald’s’ exact specifications. By working with the suppliers to control the quality of their products, McDonald’s’ was helping to ensure that a burger served at any one of their locations would look the same, taste the same, and reinforce McDonald’s’ reputation for quality and consistency. The suppliers knew that if they met the very s pecific standards set forth by McDonald’s, they would be rewarded with the loyalty of a very lucrative customer. This relationship was mutually beneficial as the consistent demand from McDonald’s helped suppliers grow alongside the chain, turning small farming operations into major institutional vendors. 2. What are the primary new challenges McDonald’s faces in the 1990s? In the early ‘90s, McDonald’s legendary growth rate began to slow. Consumer preferences were changing and McDonald’s worried that the limited menu that had served them so well over the previous decades might not be enough to carry them into the future. Going into the 1990s McDonald’s faced many challenges, including increased competition in the domestic quick-service market, consumer pressure to provide healthier options, and increased environmental criticism. The major challenges outlined in the case include the following: Casual dining restaurants, such as Chili’s and Olive Garden, were becoming increasingly popular. These restaurants offered a wide selection of menu items, with prices that could compete with McDonald’s. Drive-thru only chains, such as Sonic and Rally’s, were out-performing McDonald’s on speed of service. These chains were now seeing b ig growth, where McDonald’s’ expansion was slowing down. Taco Bell had become another big competitor. Taco Bell focused on providing an extensive offering of inexpensive Mexican food. Taco Bell had 26 menu items under one dollar. They were able to keep their prices low by shifting food preparation to offsite suppliers, requiring less kitchen space on-site. ïÆ'ËœNutrition was a growing concern among many American consumers, and McDonald’s had become synonymous with high-fat, high-calorie â€Å"fast food†. There was extreme pressure for McDonald’s to augment their menu with healthier options, lower in fat and sodium than the traditional burgers and fries. ïÆ'ËœIncluding a wider variety of items on their menu was likely necessary to meet the changing needs and preferences of their consumers, however McDonald’s core competencies were built around an operating system that was designed for speedy delivery of a limited number of menu items. ïÆ'ËœMcDonald’s had become the target of environmental activists who criticized the agricultural practices of McDonald’s’ suppliers and the company’s extensive use of disposable packaging. 3. What are the key types of flexibility which McDonald’s operations strategy needs to support? Which does it support and how? Which does it not support well and why? Product/service flexibility is the ability of the organization to develop new products and services which customers may find attractive. McDonald’s achieved great success with the introduction of its breakfast menu in the 1970’s, proving that product flexibility is an important mechanism for growth in their industry. That said, the long term success of McDonald’s operating model is largely due to their commitment to maintaining a limited menu. While McDonald’s should continue to develop and test new products, they need to be cautious about expanding their menu too much. Volume and delivery flexibility allows the operation to adjust its output levels and its delivery procedures in order to cope with unexpected changes in how many products and services customers want, when they want them , and/or where they want them. McDonald’s equipment and work flows were designed for maximum efficiency. Speedy service was critical to increase volume of sales per unit time. With respect to delivery models, McDonald’s had also developed a number of different building designs, such as drive-thru only facilities and cafà ©s suitable for small towns. They also placed McDonald’s in new venues, such as schools, hospitals and airports. Mix flexibility allows an organization to produce a wide variety of products and services for its customers to choose from. The operating system at McDonald’s had been constructed to ensure uniformity, quality and speed in all of their restaurants. If they introduce a wide variety of foods it would disrupt an operation strategy built around a limited menu. McDonald’s may have wanted to offer a wide variety of products but it would be a real challenge to maintain their standards with respect to quality, speed, and pricing. 4. How would you adapt the system to accommodate these changes in the US? McDonald’s could adapt their system in several ways to accommodate the changing trends in the US market. They could develop more drive-thru only locations. Off-premise consumption had risen from just 23% in 1982 to 62% in 1990 and overhead costs would be lower under this model. In keeping with this theme, McDonald’s should continue to develop smaller outlets in venues like schools, airports, and sporting arenas. They should continue to work on product development, but should focus on potential offerings that could be produced quickly and easily with their existing equipment. Products that will likely require additional time and aren’t aligned with the restaurant’s traditional offerings (e.g. lasagna) should be avoided. They should consider healthier options that still fit with the traditional concept of what McDonald’s offers, such as veggie burgers, or low fat chicken sandwiches. They should take steps to improve their environmental image, by encouraging suppliers to adopt environmentally responsible practices, and by looking for opportunities to reduce unnecessary packaging. This will provide dual benefits by improving their image and reducing costs at the same time. 5. How can McDonald’s lay the basis for future growth? The Ansoff product-market matrix outlines four possible strategic directions a firm can take, in order to grow. Existing Products New Products MARKET PENETRATION †¢Focus on promotion of existing product lineup †¢Focus on increasing number of restaurants in US †¢Focus on increasing sales in existing restaurantsPRODUCT DEVELOPMENT †¢Focus on developing new menu items to add to current lineup †¢Explore ways to modify operating system to allow speedy delivery of new items †¢Build relationships with new suppliers to source inputs for new menu items at low cost MARKET DEVELOPMENT †¢Focus on delivering core menu items in international locations †¢Focus on increasing number of restaurants in countries where the chain has had most success †¢Focus on increasing sales in existing overseas restaurants DIVERSIFICATION †¢Try out new menu items in international locations †¢Focus on developing new menu items that appeal to customers in specific geographies (e.g. curries in India) †¢Build relationships with new suppliers in host countries Existing Markets New Markets McDonald’s should adopt a growth strategy that focuses on Market Development, with limited Product Development. McDonald’s needs to recognize and accept that a firm cannot grow indefinitely in a restricted territory. They cannot expect their historical 25% annual domestic growth to continue forever. Their slowing growth rates in the US suggest they are likely approaching market saturation in the United States. They should stick to the operating model that has been so successful for them, and look outside US borders for growth opportunities. McDonald’s should not try to be all things to all people. McDonald’s needs to recognize who their customers are, and what they expect when they go to McDonald’s. The company should not deviate too far away from their original business model (limited menu, low prices, fast service). McDonald’s should focus on delivering their core products to an ever expanding geographic territory, instead of complicating their operating model, increasing service time, and decreasing margins, by offering an ever-expanding array of menu items. New menu items should be easy to deliver with existing equipment and established workflows (e.g. veggie burgers, lamb burgers, lean patties, chicken burgers). With respect to US sales, the case cited that only 20% of McDonald’s sales came from dinner. This may be a possible frontier for growth, but an entirely new menu should not be required to bring people in for dinner. This seems to be more of a marketing issue. McDonald’s needs to position themselves as â€Å"top of mind† when people are driving home from work, with nothing prepared for supper. Perhaps repackaging their existing products into a family package, similar to those offered by KFC, would help in this regard.

Free Essays on A Profile of WNEW-FM

WNEW-FM is one of New York City’s oldest and most storied FM radio stations. It began its broadcast history in October 1967 as a freeform station that let the DJ’s pick their own music. It quickly became one of the most influential radio stations in the country, inspiring copycat stations in markets all across the country. Many musicians who live in the New York metropolitan area, such as Billy Joel, Lou Reed, and Joey Ramone, have been quoted saying that the station was very influential in the development of their musical tastes. (WNEW R.I.P., Eric Boehlert, Rolling Stone 10/28/99, pp 33) The station also helped start the careers of many artists, including Elton John and Bruce Springsteen, by introducing them to a wide and varied audience. The station’s influence was so great that when declining ratings prompted a format change, Rolling Stone actually ran a story about the station, citing the station as â€Å"once rock radio's most influential station,† s tating that â€Å"WNEW also changed the way rock radio sounds.† (WNEW R.I.P., Eric Boehlert, Rolling Stone 10/28/99, pp 33) Today WNEW is an all-talk format station. The station is trying to build programming around their very successful afternoon drive team, Opie and Anthony. Greg â€Å"Opie† Hughes and Anthony Cumia were brought to WNEW in July of 1998 by then General Manager Scott Herman because â€Å"We noticed that classic rock in New York, as a pure format, isn't going to win in the long run.† (Local Media, Media Week, 07/27/98 pp14) They were well known for getting fired from Boston’s WAAF after an April Fools Day prank in which they falsely reported the death of Boston’s Mayor in a car accident. The show quickly became one of the top rated radio programs in its time slot. By the Spring of 1998, Opie and Anthony were number one with males 18-34. (Local Media, Media Week 7/30/2001 pp12) The Stations current weekday lineup is as follows: â€Å"The Sports Guys† from 5 to ... Free Essays on A Profile of WNEW-FM Free Essays on A Profile of WNEW-FM WNEW-FM is one of New York City’s oldest and most storied FM radio stations. It began its broadcast history in October 1967 as a freeform station that let the DJ’s pick their own music. It quickly became one of the most influential radio stations in the country, inspiring copycat stations in markets all across the country. Many musicians who live in the New York metropolitan area, such as Billy Joel, Lou Reed, and Joey Ramone, have been quoted saying that the station was very influential in the development of their musical tastes. (WNEW R.I.P., Eric Boehlert, Rolling Stone 10/28/99, pp 33) The station also helped start the careers of many artists, including Elton John and Bruce Springsteen, by introducing them to a wide and varied audience. The station’s influence was so great that when declining ratings prompted a format change, Rolling Stone actually ran a story about the station, citing the station as â€Å"once rock radio's most influential station,† s tating that â€Å"WNEW also changed the way rock radio sounds.† (WNEW R.I.P., Eric Boehlert, Rolling Stone 10/28/99, pp 33) Today WNEW is an all-talk format station. The station is trying to build programming around their very successful afternoon drive team, Opie and Anthony. Greg â€Å"Opie† Hughes and Anthony Cumia were brought to WNEW in July of 1998 by then General Manager Scott Herman because â€Å"We noticed that classic rock in New York, as a pure format, isn't going to win in the long run.† (Local Media, Media Week, 07/27/98 pp14) They were well known for getting fired from Boston’s WAAF after an April Fools Day prank in which they falsely reported the death of Boston’s Mayor in a car accident. The show quickly became one of the top rated radio programs in its time slot. By the Spring of 1998, Opie and Anthony were number one with males 18-34. (Local Media, Media Week 7/30/2001 pp12) The Stations current weekday lineup is as follows: â€Å"The Sports Guys† from 5 to ...