Article Reviews My Weaknesses And My Strengths - 1123 Words

Jacquelin Garcia English 071 September 29, 2014 Dear Sarah, While writing the article reviews, I saw my weaknesses and my strengths. I found that Sometimes it’s difficult for me to get started with an idea, but when I’m going through the writing process it breaks it down of me so I’m able to keep up and revise even better. When the time came to revise my essay in class I noticed proofreading strategies. I was able to catch my own mistakes and found a lot of parts that didn’t even make sense. I never really like to read my papers even when we did the drafting in high school. However, I came to see during this project that reading my essays is like my best friend. I’m not very sure about my writing ability to pick up on certain words because I usually write like I talk. In the future I hope I fix this. I also found feedback from you very useful. I read it and I’m like yes she totally described my wring. I know that I had to change things but I couldn’t find my writing style. It was hard for me to incorporate the feedback because I didn’t know how to start. I’m sure I will get better but as of right now I found it difficult so I know that my writing may have not been that great A weakness in my writing was coming up with what to write about. While writing the reviews, I thought what I could incorporate, so I went to the writing center. This gave me a chance to see what my main focus would be. However, I didn’t find it like it helped a lot. 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Claudine Ly Free Essays

International Organization After the inception of the United Nations, the world viewed the United Nations as the impetus of a new global order. Nations states succumbed to peaceful concessions rather than having allowed interstate problems to culminate into a third world war. The United Nations was different from the League of Nations in that it reintegrated WWII victors as well as losers and formed them into a coalition that worked towards global peace and security. We will write a custom essay sample on Claudine Ly or any similar topic only for you Order Now However, as decolonization began to manifest in the 1960’s, the increase in the number of sovereign states expanded membership in the United Nations.  Ã‚   As the numbers of member nations grew, the United Nations reflected more diversified interests.   The major shift in interests was notably observed in one of the principal organs of the United Nations, the General Assembly.   It granted all member nations the right to one equal vote and resolutions could be passed with a two-thirds majority.   With this in mind, the United Nations widened its scope to reflect the interests of smaller nation states such as in the areas of economic development and health. However, small state ambitions have coincided with the interests of the great power states.   For example, countries such as Rwanda or Burkina Faso would have preferred to form U.N. initiatives to aid their countries’ sustainable development rather than having spent the U.N. budget to support the U.S. aim to counter the war on terrorism.   In addition, because of this growing disparity between national interests, the United Nations has not been able to adhere to its proposed principles. In recent years, one has observed one of the greatest human rights violators, Libya, elected to chair the Human Rights Commission.   Another deplorable undertaking was Syria, a global supporter of terrorism, elected to Security Council. Today, the image of UN has suffered greatly due to repeated scandals that left the image of a corrupted and dysfunctional organization, incapable of performing its attributions in the new world order. UN is facing a new world order to which it must adapt in order to maintain its position and its role on the international arena. Recent years’ crisis have found UN incapable of having a firm and prompt reaction and somehow stuck in the attitudes adopted in its beginnings. UN seems unable to rise to the expectations and unable to assume a leading role in world politics. Instead of having the means to impose its position in the world, UN is faced recently with on of its worst periods, when its position on different subjects has no importance or influence. The distribution of power in today’s international order is inclining more and more towards the West, especially towards the only world power remaining – the US. The relations between UN and US are more and more deteriorated due to the differences in opinion over the war in Iraq and this inconsistency in the relation with US had a great cost on UN. However, UN is still seen by Washington as having an important role in the international arena on both security and humanitarian levels. This is why the US is trying to find out solutions for a reform of UN by trying to involve the organization in the ongoing crisis in the world. The challenge is therefore even greater with UN having to face a new leadership starting in 2007, and having to face the nuclear crisis in Iran and North Korea. Perhaps the only reason why UN is still supported by US is that it is still seen as â€Å"a valuable forum and tool for advancing U.S. interests on the international stage† (Gardiner, 2007). Despite the shown support for UN reform, there is little trust in US that it might succeed. UN, although seen as a strong organization that regulates upon the world order, no longer has the power to enforce its sanctions and dictate in crisis. It is very unlikely that UN will be able to impose its sanctions on Iran or North Korea in what regards the nuclear crisis, so the role of the organization is becoming more and more insignificant. This is why the gap between the capabilities of UN and its position is getting wider. The most important role of UN has been played in the past decades in humanitarian actions, as the involvement of UN in third world crisis has gained a very valuable reputation. In contemporary humanitarian crisis UN seems unable to perform its role and intervene in such a serious matter as the genocide in Sudan. Due to this incapability, the role of UN is more and more contested at the international level, as the UN proves to be as incapable of dealing with humanitarian crisis as it was with Rwanda and Bosnia. This is why there is a need for reform in the UN Human Rights Council (Gardiner, 2007).   The challenge that lies ahead of UN through the nuclear crisis in Iran and North Korea is going to define the future of the organization and its role in the international arena. This is why it is so important for UN to regain its position and influence. But in order to do so, UN must go through institutional and managerial reforms that will reinforce the organization’s role in world politics. In the actual shift in power in the international arena, UN’s decisions seem unlikely to have much influence on particular actors. Countries such as Iran or North Korea are very unlikely to be affected too much by the sanctions imposed by UN as the power of the organization is rapidly decreasing. There is an increasing opinion that UN is an illegitimate organization, incapable of facing the current international order and no longer able to impose its position in the international arena. This situation was caused by several scandals and crisis that the organization faced in the past twelve years (Gardiner, 2007). UN’s poor interfere in Rwanda, Bosnia, or Sudan, as well as cases of corruption exposed inside the UN have affected the image of the organization greatly, making it unable to stand up for its cause in international crisis. If UN is no longer respected and seen as the moral protector of human rights and of peace, then it cannot perform its role. As UN proved unable or unwilling to stand up for its humanitarian believes in genocides or against dictatorship, its influence and its role decreased considerably. UN’s actions have been intensively critiqued and its credibility suffered greatly after 2005, when UNESCO gave the Josà © Martà ­ International Prize to Venezuelan president Hugo Chà ¡vez, awarding the Latin American leader for his â€Å"struggle for liberty† (Gardiner, 2007). This award was clearly against the position held by the world powers and it stands as a proof of the gap created between the formal rules of UN and the international powers. Perhaps the only way in which the UN can save its credibility and perform the role it was created for is by not expanding the membership in the Security Council. In the new international military context, the role of UN can be significant and by paying its cards right the organization has a chance of regaining its influential role. In order for UN to continue its work and re-impose itself it must adapt to the new world order – it must follow the leadership of US and Western forces. By increasing the number of members in the Security Council, UN would be forced to take stands against the US as the vote will likely be against US on key issues. An enlarged Security Council would be against the US, which would widen the gap between UN and world leadership (Gardiner, 2007). One of the reasons for UN’s inability to respond promptly and efficiently to world crisis such as the war in Iraq is that its operational system is far too slow and ineffective. The members of the Security Council have far too different views in order to reach an efficient agreement in time. This institutional framework of the UN proves to be inefficient in today’s changing world order. UN’s ability to respond in crisis will only decrease in a larger Security Council, since it already faces serious difficulty. If UN wants to reinforce its position in the international arena, it must face some very much needed reforms that are intended to shape up the organization and make it reinstate a leading role. But such reforms are very unlikely to be achieved as the influence of opposing members is quite considerable. A significant number of member states, especially those leading the G-77 group of developing countries view the reform of UN as threatening to their influence in the organization and therefore they use all their power to prevent the reform of UN. Particularly this kind of influence that some member states have upon the UN decision making process is the kind of influence that is widening the gap between the actual world powers and UN (Schaefer, 2006). In order for UN to actively participate in international relations, it must reform its institutional framework. But in order for UN to reform, it must have the vote of several countries that are against reformation and strengthening the role of the West. This vicious circle is the one that is stopping UN from evolving and adapting. The influence of today’s great powers in the UN decision making process is low and this is one of the reasons why UN is losing its legitimacy. Instead of being an important actor in security matters, the institutional framework of UN makes it impossible for the organization to reach a consensus in an effective time framework, leading the organization not interfering or not taking a strong enough position in important issues. Today’s international actors seem to ignore the UN and seem to take decisions disregarding the position of UN particularly because the influence of UN has decreased severely in the past decade or so. More and more voices see the UN as a future failure that will follow its predecessor, the League of Nations. In recent years, the role of UN is more and more challenged and its decisions have less and less impact in the international arena. Designed to promote peace and worldwide security, the UN proves to be a failure 62 years later due to its incapability to evolve and develop in time. UN’s incapability to adapt to the new world order and its inability to promote its goals makes the organization seem dysfunctional and illegitimate. The major change that is needed for the future of UN lays in its ability to face the challenges of today and to aggressively take action in the matters concerning today’s threats. Bibliography: 1.Gardiner, Nile, The Decline and Fall of the United Nations: Why the U.N. Has Failed and How It Can Be Reformed, February 7, 2007, available at http://www.heritage.org/Research/InternationalOrganizations/hl991.cfm; How to cite Claudine Ly, Essay examples

Sabor Internaional Case Study free essay sample

In this case study, we review Sabor’s current position with regards to its supply source of Macronil, the main component for its air filtration units. We evaluate this using the Karljic matrix and his 4-phase methodology (Kraljic, 1983) as our theoretical framework and analyze the options available to Sabor Inc. using the case information and data provided. We then conclude with our goal of offering viable recommendations to Sabor, given the constraints, to better Sabor’s purchasing position in this situation. Current State Sabor has been informed by all 3 of its suppliers of a potential supply shortages in the market for Macronil, a critical component for Sabor’s air filtration units. Sabor’s products are air heating and cooling systems, however, there is a growing demand for Macronil filters, not only with new installations of these systems, but as retrofits as well. Macronil filters are not only more technologically advanced than its next best substitute, which is the electronic air cleaner, but is also cheaper to install and require less frequent maintenance. We will write a custom essay sample on Sabor Internaional Case Study or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Currently, Sabor’s requirements are met with quarterly, semi-annual or annual contracts. However, Sabor’s suppliers have forewarned that they will no longer guarantee supplies based on the current supply practice, in the event of a market-wide shortage of the product. Sabor’s suppliers have all proposed long term contracts as a solution but Ray Soles, Sabor’s VP for Supply Chain, is not keen to deviate from current practices. Ray has heard rumors that a much lower-cost substitute could possibly be developed in a few years’ time and suspects that his suppliers wanted to tie Sabor down with long term contracts as a result. Problem Statement We note 2 key issues with regard to Sabor’s current purchasing situation. Firstly, Sabor is highly dependent in terms of knowledge and capacity, on its vendors for a strategic component. †¢Knowledge: Macronil is patented and must be produced under license from Bilt Chemical. Ray does not have much knowledge on the actual manufacturing process. †¢Capacity: Ray has heard that increases in capacity are expensive, we can therefore conclude that start-up costs would be a very high. The supply of 2 of 3 components of Macronil are relatively stable, there is no mention of the 3rd component and we assume otherwise. †¢Strategic component: oSince the process of incorporating Macronil into air filtration units was developed and patented by Sabor Inc. , it is likely that Sabor had invested significantly in the RD of this product. oMacronil is required for Sabor’s patented air filtration units which accounts for 9% of total sales, and demand is still growing. oMacronil filters are not only popular with new installations of Sabor’s, but also with retrofits of their older systems. It is likely that demand of Sabor’s air systems is closely linked with the demand for Macronil filters. Therefore any disruption to the availability of Macronil filters could potentially impact the sales of Sabor’s core product. The financial impact could very well be more than the 9% of total sales volumes. oThere are currently no other substitutes for Macronil in the market. Secondly, There is a lot of uncertainty in the long term demand for Macronil. While the demand for Macronil filters is expected to remain stable â€Å"for years to come†, as the Macronil filters will need to be replaced every 6 months, the requirement for Macronil by Sabor remains uncertain. Rumor has it that a much lower-cost substitute could be developed in a few years’ time. Sabor’s suppliers may be using long-term contracts as a means of passing on the risk of obsolescence to Sabor. Theoretical Framework In his article, Karljic talks about purchasing as a critical management area with a significant impact on a company’s bottom line. We use his 4-phase approach to analyze Sabor’s position in order to propose appropriate supply strategies. 1)Classification This stage deals with the assessment of supply risk and profit impact. Karljic assesses supply risk in terms of availability, number of suppliers, competitive demand, make-or-buy opportunities, storage risks and substitution possibilities. Based on our analysis in the earlier section, we have noted the high supply risk and high profit impact of Macronil for Sabor. This would place Sabor on the Strategic quadrant of the Karljic matrix as shown below. Leverage Strategic Non-critical Bottleneck Profit Impact Supply Risk Figure 1: The Karljic Matrix (Kraljic, 1983) 2)Market Analysis During this stage a company compares its own strength as a customer to the bargaining power of its suppliers. Company systematically reviews the supply market to check it for the availability of required items or materials in terms quality, quantity and relative strength of existing vendors. Along with supply market assessment a company analyzes its own needs and supply lines to have a clear idea about getting the kind of supply terms it wants. Purchasing portfolio evaluation criteria is designed for these purposes and helps to accurately assess all the necessary criteria for right supply decision making. We extracted the following table from Karljic’s article and assessed the strengths of both Sabor and its suppliers. Purchasing portfolio evaluation criteria Supplier strengthSabor’s Suppliers’ StrengthCompany strengthSabor’s Strength 1. Market size versus supplier capacityNo information on market size, however Bilt Chemical holds the patents and we therefore expect their capacity to be significant with regard to market size. Purchasing volume versus capacity of main unitsSabor’s purchases currently account for 23% of the total capacity of it’s 3 suppliers and 25% of Bilt Chemical’s total output. See appendix. 2. Market growth versus capacity growthIncreases in capacity are expensive. Demand growth versus capacity growthDemand is being forecasted to grow at an annual rate of 20% for the next 3 years. 3. Capacity utilization or bottleneck riskUnknownCapacity utilization of main unitsExpected to increase 4. Competitive structureMonopolistic in structure. Bilt Chemical holds the patents to Macronil. Market share vis-a’-vis main competition100% Sabor holds the patents to Macronil filters 5. ROI and/or ROCUnknown. Assumed high for Bilt Chemical due to patents. Profitability of main end productsHigh 6. Cost and price structureUnknownCost and price structureCost of Macronil averages at about 20% of selling price. See appendix. 7. Break-even stabilityUnknownCost of non-deliveryVery high. Macronil filters account for more than 9% of annual sales volume. Could potentially affect sales of Sabor’s primary product 8. Uniqueness of product and technological stabilityNew, high-tech product. Could be destabilized by introduction of much lower cost alternative in a few years. Own production capability or integration depth Possibly none. Barriers to entry include high start-up costs, licensing 9. Entry barrier (capital and know-how requirementsHigh Bilt Chemical holds the patents to Macronil. Increases in capacity are expensive. Entry cost for new sources versus cost for own production Equally high. 10. Logistics situationUnknown, Assume no issues. LogisticsUnknown, Assume no issues. 3)Strategic positioning Where the company positions the material that was classified as strategic during the phase 1. This phase also helps to identify areas of opportunity or vulnerability, evaluate supply risks and obtain the basic thrusts (exploit, balance or diversify) for the needed items. In this case, we know that Sabor does not play a dominant role. We note the tone of the email from Bilt Chemical given in the case material to be that of a dominant one, dictating the terms of the meeting and cautioning non-delivery. We acknowledge that this could also signify desperation on the part of Bilt Chemical to tie Sabor down to a long-term contract. While we cannot quantify if Sabor’s strength is medium or low with regard to its suppliers, the diversified approach is not a plausible one due to high barriers to entry. Therefore, we concur with the balanced approach. 4)Action plans The fourth phase involves mapping out action plans to secure long term supplies. We will discuss this in the following section in relation to Sabor. Alternatives available to Sabor A comparison of the proposals from the 3 suppliers: SupplierDurationTermsQuantity commitment (pounds)Price per unitPrice Review period Bilt Chemical5 yearsTake-or-pay25,000 – annual increase of 20%$50 (subject to energy, raw materials labor)Quarterly Warton Inc. 2 yearsTake-or-pay10,000$50 (subject to energy, raw materials labor)Quarterly G. K. SpecialitiesOpenContract can be dropped anytime by either party12. 5% of Sabor’s annual requirements (currently 4,800)$56 (subject to inflation, energy, raw materials labor)Semi-annually Risk Assessment of each contact: StrategyFlexibilityCostSupply RiskFinancial RiskOther issues Contract with Bilt ChemicalMost inflexible – 5 years with take-or pay commitmentsCost fixed at $50 per unit for 5 years but subject to energy, raw materials laborLow – sufficient capacity, holds patents to MacronilHigh –if lower-cost product becomes available within the 5 years, Sabor will be tied down to the higher cost componentStrengthen partnership with Bilt Chemical who is also a long time supplier of other raw materials to Sabor Contract with Warton Inc. Inflexible – 2 years with take-or pay commitmentsCost fixed at $50 per unit for 2 years but subject to energy, raw materials laborMed – Warton manufactures a variety of other Macronil products, in the event of a shortage, Warton may not be able to meet un-contracted requirements by SaborLow Contract with G. K. SpecialitiesFlexible – can be dropped at any time by other partyHighest per unit cost of $56 and subjected to inflation, energy, raw materials labor Very high – contract can be dropped any time by supplier, manufactures other Macronil products, in the event of a shortage, Sabor’s supply would likely be affectedLow Alternatives: 1. Single sourcing – long term contract with Bilt Chemical 2. Dual sourcing – long term contract with Bilt Chemical and Warton Inc. or G. K. Specialities 3. Contracts with all 3 suppliers 4. Status Quo – ruled out because of significant supply risk. 5. Negotiation of contracts Recommendation Based on our analysis using Karljic’s model as our framework, a balanced approach is the direction to take with regard to Sabor’s purchasing situation. We propose the following actions with this in mind: 1. Contract with Bilt Chemical Bilt is the dominant supplier and holds the patents to Macronil. Bilt Chemical is also a longtime supplier of other raw materials to Sabor. Therefore, we see strengthening the strategic partnership with Bilt Chemical as a necessary step in maintain certainty in the supply chain. With the possibility of a much lower-cost substitute being developed in the market, however, 5 years may be a long time to commit. We recommend that Ray Soles negotiates the duration of the contract to a relatively shorter one, like what Warton is proposing. Should Bilt Chemical remain firm on this, Ray should work on a price negotiation – reducing the unit cost and/or extending the review period to that of annually, rather than quarterly. 2. Contract with Warton Inc. We agree with the direction and rationale that Ray has taken so far with regard to multi-sourcing. Maintaining the relationship with Warton is strategic in mitigating supply risks. The length of Warton’s contract is relatively short and would also translate to some stability in the supply chain, therefore Sabor should engage in the proposed contract with Warton. 3. G. K. Specialities G. K. Specialities is proposing a higher unit cost than the rest. We do not see a basis for accepting the higher cost proposed by G. K. Specialities. Also, the flexibility of this contract does not translate into any benefit for Sabor in terms of assurance of supply. We suggest that Ray continues to engage G. K. Specialities however, for strategic reasons i. e. the mitigation of supply risk with the condition that price is comparable with the other 2 bigger players. References Kraljic, P. (1983). Purchasing must become supply management. Harvard Business Review, 109-117. Table 1 Assumption 1. The marketing forecast is accurate- sales increase 20% in next three years; and the demand for real material increase 20% per year. Company Capacity (in pounds)Purchase (In Pounds) Y1Y2Y3Y4Y5Y6 Bilt Chemical80,0005,00010,00020,000 Warton Inc40,00003,0008,000 G. K. Specialties20,00004,000 Purchase Volume (pounds)5,00013,00032,00038,40046,08055,296 Unit price ($/pound)394244505051 Purchase cost ($) 195,000546,0001,408,0001,920,0002,304,0002,820,096 Table 2 Forecast the unit price for next 2 years (Logarithmic Regression Analysis) Y1Y2Y3Y4Y5Y6 Unit Price39434450 Y5=$50 Y6=$51 Table 3 Purcument percentage from each supplier. Nearly 90% of materials buy from Bilt Warton in Y3; Bilt Warton are very important vendors for Sabor. Company Capacity (in pounds)Purchase (In Pounds)Weight Y1Y2Y3 Bilt Chemical80,0005,00010,00020,00063% Warton Inc40,00003,0008,00025% G. K. Specialties20,00004,00013% Total140,0005,00013,00032,000 Table 4 The purchase from Bilt increased significantly in last 3 years account for 6% to 25% of its production capacity. Sabor is an important customer for Bilt. Company Capacity (in pounds)Purchase (In Pounds)Weight Y1Y2Y3Y1Y2Y3 Bilt Chemical80,0005,00010,00020,0006%13%25% Warton Inc40,00003,0008,0000%8%20% G. K. Specialties20,00004,0000%20% Total140,0005,00013,00032,000 Table 5 Cost of Marconil Vs. Sales Analysis SalesCost of MarconilRM Cost/Sales Y11,100,000195,00017. 73% Y22,900,000546,00018. 83% Y37,200,0001,408,00019. 56% Y48,640,0001,920,00022. 22% Y510,368,0002,304,00022. 22% Y612,441,600 2,820,09622. 67% Table 6 Capacity (in pounds)Purchase volumePercentage Y180,0005,0006% Y280,00010,00013% Y380,00020,00025% Y480,00038,40048% Y580,00046,08058%

The Civil Rights Movement

The Civil Rights Movement in its modern form was characteristic for the development of the American society during the period of the 1950s-1980s. The movement was started as the reaction of the African Americans to the social segregation and discrimination.Advertising We will write a custom research paper sample on The Civil Rights Movement specifically for you for only $16.05 $11/page Learn More The protests against segregation and discrimination were actively supported by the public, and President Kennedy initiated the discussion of the Civil Rights Act of 1964 to stop racial discrimination in the American society. Although the positive role of the Civil Rights Movement for changing the role of the African Americans in the American society is visible, this topic is also essential to be discussed because the movement for the African Americans’ rights provoked the associated movements against the social and gender inequality. Thus, many effects of the Civil Rights Movement are observed in the modern American society which develops resolving the challenging questions of racism and inequality. That is why, this research aims to answer an important question: What modern effects of the Civil Rights Movement related to the issues of racism, discrimination, and inequality can be noticed in the present-day American society? To explain the effects of the Civil Rights Movement from the sociological perspectives, it is necessary to refer to the functionalist, conflict, and interactionist theories. Many modern researchers focus on the functionalist perspective and agree that the Civil Rights Movement influenced the society positively, and these effects can be observed today because the society is transformed, the problems of racism and inequality are discussed openly; referring to the conflict perspective, it is possible to note that discrimination is illegal, and the principle of the social justice and gender equality are followed. Fo llowing the functionalist perspective, it is essential to state that the society develops as the whole composed of connected parts which should interact according to the idea of social balance.Advertising Looking for research paper on social sciences? Let's see if we can help you! Get your first paper with 15% OFF Learn More From this perspective, the Civil Rights Movement of the 1950s-1960s caused the development of many other social movements oriented to protecting women, sexual minorities, and workers’ rights, and these movements contributed to maintaining the necessary social equilibrium. According to Isaac and Christiansen, ascendant social movements and modern protests can contribute to advancing the results of the Civil Rights Movement of the 20th century because the principles of the social justice are re-thought and followed according to the tendencies of the new transformed society (Isaac Christiansen, 2002, p. 724-725). Referring to the principle of social interconnectedness, the authors conducted the quantitative research on the connection between the Civil Rights Movement and changes in the labor militancy, and they concluded that the Civil Rights Movement’s methods can also be successfully followed today (Isaac Christiansen, 2002). As a result, the Civil Rights Movement can be discussed as the functional element because it influenced the radical transformation of the American society leading to the social stability and to actual changes in the social positions of the African Americans. It is important to note that today the issues of racial discrimination are observed rarely because the social vision of the problem changed as a result of the Civil Rights Movement, and these consequences are the manifest functions, according to the functionalist theory. The concept of racial discrimination is contrasting to the ideas of social openness, tolerance, and flexibility. These ideas play an essential role in the modern Ameri can society, and they serve to support the notions of equality and justice. Thus, the manifest functions are in the improvement of the social status of the African Americans, their education and career opportunities and in the improvement of the women’s status, their employment opportunities, and changes in roles division. The changed opinions of the modern Americans on the issues of gender, race, and ethnicity can be discussed as latent functions.Advertising We will write a custom research paper sample on The Civil Rights Movement specifically for you for only $16.05 $11/page Learn More These ideas are reflected in the work of Michael Ezra, the professor of American multicultural studies, who state that the Civil Rights Movement is the radical shift in the development of the American society, and the functional consequences of this reform for the social visions can be observed during a long period of time (Ezra, 2009, p. 118-119). In spite of th e fact that Ezra pays much attention to the role of the Civil Rights Movement for the development of the idea of equality in relation to the African Americans, it is possible to agree with the author regarding the discussion of the movement’s positive effects on the current situation in the contemporary American society. One of the main positive effects of the Civil Rights Movement related to the progress of the modern American society is the concentration of the public’s attention on the issues of gender inequality. According to the conflict perspective, the competition of the different groups is the fundament for the social development. In his work, Caulfield states that the Civil Rights Movement contributed to drawing the public’s attention to the problem of the African Americans in general and African American women in particular (Caulfield, 2011, p. 25). Thus, the movement contributed to empowering women and to developing the idea of gender equality. From t his point, women organized the movement for their rights to oppose the principles of the patriarchal society because of their conflicting interests and associated gender inequality. That is why, following the conflict perspective and Caulfield’s conclusions, it is possible to state that the positive effect of the women’s empowerment observed in the American society today is the consequence of the significant social conflict known as the Civil Rights Movement. The American society in its new transformed variant demonstrates the example of how the Civil Rights Movement can lead to the prolonged positive effects, but these effects are the results of many protests, demonstrations, and manifestations which are symbols of the social conflict.Advertising Looking for research paper on social sciences? Let's see if we can help you! Get your first paper with 15% OFF Learn More The conflict perspective can be applied to discussing the work by Olzak and Ryo. According to the authors, the effectiveness of the Civil Rights Movement depends on the goal diversity and on the variety of the used techniques and methods and on the range of expected outcomes (Olzak Ryo, 2007, p. 1580). Goal and tactical diversity led to the significant positive outcomes of the movement, and these outcomes can be observed even today, but this diversity supports the idea that the interests of diverse groups were met during the Civil Rights Movement. In this case, the social power belongs to the white Americans and males, when women, African Americans, and sexual minorities are the representatives of the lower classes which oppose to the current state. However, the conflict resulted in the positive effects for such categories of the population as African Americans, women, and sexual minorities because their role in the American society was changed.  Interactionism is focused on the role of people’s interactions for the social development. Referring to the micro-sociological level, it is possible to note that the effects of the Civil Rights Movement are in the provision of the opportunity to live in the transformed society where the principles of the social justice and equality work while determining the people’s interactions in groups and communities because racial or gender discrimination and segregation can influence people individually. Although Andrews discusses the issue of the social movement with references to the period of the 1960s-1970s, in his work, the author also supports the idea of significance of the Civil Rights Movement for the further progress of the society in relation to changing the principles of the people’s interactions (Andrews, 2001, p. 72). In this case, it is also essential to state that the actual results of the Civil Rights Movement can be observed more clearly today because it is possible to conclude now whet her African Americans and white Americans interact according to the ideals of equality and justice, and whether women and men have equal rights. Although there is the range of quantitative and qualitative studies on the effects of the Civil Rights Movement on the American society, the authors of these studies choose to concentrate on the short-term or immediate effects of the movement on changes in the social position of the African Americans or women. Moreover, referring to the existing literature on the topic, it is possible to note that it is rather difficult to answer this question in detail or with the focus on the numerical evidence, while following the functionalist, conflict, and interactionist perspectives. The authors are inclined to refer to the statistics and studies’ factual findings, but the answer to the research question is still based on the results provided in the qualitative researches. From this point, it is possible to answer whether the effects of the Ci vil Rights Movement on the modern American society are positive or negative. The researches reviewed in this paper provide the general answer to this question. The authors of the reviewed works are inclined to argue that the Civil Rights Movement influenced the American society positively, and these positive effects can be observed even today while referring to the analysis of the modern position of the women, African Americans, and sexual minorities in the American society. Racial discrimination and issues of inequality are discussed in the modern society openly, and many efforts are made to resolve these issues which were hushed up before the Civil Rights Movement’s development. Thus, following the functionalist perspective, it is possible to state that the Civil Rights Movement’s effects on the modern American society are functional or mainly positive because the cases of racism are observed in the American community more rarely, the issue of segregation is not disc ussed today, and the public is active to double the efforts in relation to resolving the issues of racial and gender discrimination. Furthermore, today, the public is active to promote the ideals of the social justice and equality, and women and African Americans have the opportunity to take the same positions as the white people or males. These changes can be explained with references to the conflict theory. From these perspectives, the implications of the research are in stating the direct connection between the positive results of the Civil Rights Movement and current situation in the modern American society. Nevertheless, the direction for the future research should be associated with finding the numerical data and evidence to support the idea that the observed positive transformation of the American society into more tolerant and democratic one is the result of the Civil Rights Movement. References Andrews, K. (2001). Social movements and policy implementation. American Sociolo gical Review, 66(1), 71-95. Caulfield, B. (2011). Civil rights revisited: The growing African American pro-life movement. The Human Life Review, 37(2), 25-29. Ezra, M. (2009). Civil Rights Movement: People and perspectives. USA: ABC-CLIO. Isaac, L., Christiansen, L. (2002). How the Civil Rights Movement revitalized labor militancy. American Sociological Review, 67(6), 722-746. Olzak, S., Ryo, E. (2007). Organizational diversity, vitality and outcomes in the Civil Rights Movement. Social Forces, 85(4), 1561-1591. This research paper on The Civil Rights Movement was written and submitted by user Kallie Riggs to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Gettysburg Essays (817 words) - Gettysburg Battlefield, Free Essays

Gettysburg Essays (817 words) - Gettysburg Battlefield, Free Essays Gettysburg Fought July 1 through July 3, 1863, considered by most military historians the turning point in the American Civil War. The Battle of Gettysburg was a decisive engagement in that it arrested the Confederates' second and last major invasion of the North, destroyed their offensive strategy, and forced them to fight a defensive war in which the inadequacies of their manufacturing capacity and transportation facilities doomed them to defeat. The Army of the Potomac, under the Union general George Gordon Meade, numbered about 85,000; the Confederate army, under General Robert E. Lee, numbered about 75,000. After the Battle of Chancellorsville on May 2 to 4, an important victory for the Confederates, Lee divided his army into three corps, commanded by three lieutenant generals: James Longstreet, Richard Stoddert Ewell, and Ambrose Powell Hill. Lee then formulated a plan for invading Pennsylvania, hoping to avert another federal offensive in Virginia and planning to fight if he could get the federal army into a vulnerable position; he also hoped that the invasion might increase Northern war-weariness and lead the North to recognize the independence of the Confederate States of America. In pursuit of this plan, Lee crossed the Blue Ridge Mountains, proceeded up the Shenandoah Valley, and, crossing Maryland, entered Pennsylvania. Upon learning federal troops were north of the Potomac, Lee decided to concentrate his who! le army at Gettysburg. On June 30, Confederate troops from General Hill's corps, on their way to Gettysburg, noted federal troops that Meade had moved down to intercept the Confederate army. The battle began on July 1 outside of Gettysburg with an encounter between Hill's advance brigades and the federal cavalry division commanded by Major General John Buford, supported by infantry under Major General John Fulton Reynolds. Hill encountered stubborn resistance, and the fighting was inconclusive until Ewell arrived from the north in the afternoon. The Confederates pushed against General Oliver Howard's corps and forced the federal troops to retire from their forward positions to Culp's Hill and Cemetery Ridge, southeast of Gettysburg. The fighting had been heavy on both sides, but the Union troops suffered more losses. More than 4000 men were taken prisoner by the Confederates, and Federal General John Reynolds was killed in battle. The federals did manage to capture Confederate General Archer, the fi! rst Confederate officer to be taken prisoner after Lee assumed command of the Confederate army. The corps led by Ewell did not move in to attack the Union troops but waited for General Longstreet to bring in his corps to reinforce the outnumbered Confederate troops. On the following day, July 2, Meade formed his forces in the shape of a horseshoe, extending westward from Culp's Hill and southward along Cemetery Ridge to the hills of Little Round Top and Round Top. The Confederates, on the other hand, were deployed in a long, thin, concave line, with Longstreet and Ewell on the flanks and Hill in the center. Lee, against the advice of Longstreet and despite the fact that he had no cavalry, resolved to attack the federal positions. Longstreet was unable to advance until late afternoon, thus allowing the federal troops to make preparations for the expected assault. General Abner Doubleday of the federal army strengthened his hold on Cemetery Hill. The federals held Cemetery Ridge and Little Round Top, but Longstreet moved Confederate troops along Peach Orchard, driving the federals from their positions there. Although Ewell won part of Culp's Hill, he was unable to break the federal line there or on the eastern part of Cemetery Ridge. On the night of July 2, Meade held a council of war in which the decision was made not to retreat. On the third day of battle, the federals were secure in their positions and the Confederates had lost their offensive stance. General Lee decided to mount an attack despite opposition from other Confederate generals. The offensive did not begin until afte! r noon. Groups from three Confederate divisions, including the division led by Major General George E. Pickett, totaling fewer than 15,000 men, took part in a memorable charge on Cemetery Ridge against a withering barrage of federal artillery and musket fire. The attack is known as Pickett's Charge. Although the Confederate troops breached Meade's first line

The Truth About Social Media Auto-Publishing And Your Brand

The Truth About Social Media Auto-Publishing And Your Brand Lets face it: There is a right and a wrong way to pre-publish social media content. As you scale your content marketing, one of your goals is to get your content  into the hands of your audience. But it can be tough with limited resources. Social media is a lot of work. Thats why brands use third-party apps to manage  their social media content. It runs in two directions: publishing out and conversations in. Its 24/7. Using a third-party app allows you to schedule content to automatically publish at a specific time so that some of that load is shifted to when you are most able to handle it. The Truth About Social Media Auto-Publishing And Your BrandYet the very idea of social media being social seems to belie the idea of using automation. After all, its supposed to be social. But you can use tools to schedule and pre-publish your social media content in a way that is effective. And appropriately  social. 3 Approaches To Pre-Publishing Your Social Media Content For our discussion today, pre-publishing is any social media content that you didnt publish the moment before it went live. A planned, human approach for scheduling your social media posts ahead of time is the best and only acceptable option. Pre-publishing social media content  is usually done with a third-party tool instead of on the network itself. But some social networks, like Facebook, do allow you to schedule your content ahead of time on their network without needing a third-party tool. Pre-publishing can be done in two ways: Human planning. Based on a carefully planned and executed schedule, controlled and created by a human being, the only thing that is automated is the actual publishing of the content. Non-human algorithms for auto-publishing.  Completely automatic with publishing schedule and dates determined by  the tool being used. Very little, if any, planning is used to determine when, what, and why content is published. Scheduling or pre-publishing content is not the same as auto-generating or auto-publishing content (which we will briefly touch on later). When it comes to scheduling or pre-scheduling, you can use your own content or the content of others, to some degree of success. Auto-publishing is often associated with automatically generated content that is often a big no-no. With all of this in mind, there are three approaches to pre-publishing social media content. 1. Pre-publish your own social media content. You must share your content more than once  if you want to get the results your content  deserves. And, unless youre going to wake up each day with a plan to systematically publish old blog posts throughout the day, youll very likely turn to pre-publishing your social media content. Share your content more than once to get the results your content deserves.Pre-publishing your own content to social media is perfectly fine, as long as you have a plan for scheduling that content. You can  plan to share your content more than once across various social networks. By using a planned pre-publishing technique for our social media content, you can  increase both social shares and traffic to your content. Pre-publishing your own social media content  based on a solid plan is the best way to make sure you actually keep sharing your existing  content. If you rely on yourself to remember to publish content to social media, good luck. Solo bloggers, especially, know how hard it is to keep up with a robust social publishing plan without the help of tools that automate your overall plan. Are tweet old post auto-publish solutions a good idea? There are times when pre-publishing your own social media content doesnt work. Thats when its done without a plan- auto-publishing with robots. For example, there are WordPress plugins that automatically tweet out your old blog posts. Ive used them myself. It takes a while to figure out the best automated settings and, for my lucky Twitter fans, I got it wrong for about a week. They got an unfortunate heavy dose of random posts- an onslaught, if were being honest- before I realized it. But I figured tweaking the settings ought to fix it. After all, I wanted to share my existing  content,  and auto-publishing  seemed like the easiest method with the least amount of effort necessary. The thing was, some of my old content wasnt really worth sharing again. But an automated old-post tweet system doesnt know if its auto-tweeting gold or a real stinker. An automated old-post tweet system doesnt know if its auto-tweeting gold or a real stinker.And a Twitter feed that also publishes to your Facebook feed means youll have a Facebook feed full of title-only posts that arent made for the Facebook network. Automating a sharing schedule requires controls to be successful. To share old posts, you need a pre-publishing system that has serious controls. You need controls to: Specify how often Determine which categories of content are shareable  (latest news categories are completely irrelevant a week later) Plan date ranges Customize the content for individual social networks Without those controls, youre  merely auto-publishing  your own spam to your followers. 2. Pre-publish curated content. Pre-publishing curated content is an ideal fit. But first, let me sell you on content curation. Im a big believer in content curation. There is a ginormous, cyclopean, behemoth, mammoth, whale-sized amount of content pumped out  every day. Helping your audience find the good stuff is part of your job. Curating that good content means having a system and the tools to sift through and find that good stuff thats out there. Then you can share that on your social media. Content curation  is an art, though. Theres even a Curators Code on how to do it right. Manifestos have been written about the importance of the content curator. So this is a big deal. Its not enough to churn out massive amounts of content related to your niche. The goal isnt to publish 1,000 tweets a day and get unfollowed by people tired of seeing their news feeds full of mindless publishing. When it comes to curated content, what you share has to be good, useful, and unique. Your goal is always to give your audience the best. And that means you have to go through a lot of content, both good and bad, to find that best. Sharing low-grade content turns off your audience entirely, even if you mix it with your great content. Why bother with pre-publishing curated content on social media? Curation works its artful wonders in three ways: Not a self-centered jerk. Sharing others content assures people youre not just a personal PR machine, interested in yourself and your brand only. Expanding your own network. When you share content you find on your social networks, the creators of the content will notice and engage with you. Boom. Bigger network. You are helpful. Sharing other content sends  a message that youre not always on the hard-sell, that you actually want to help your followers  save time and find good content. A reputation for being helpful is good. People refer other people to you. Content  curation and pre-publishing are a good fit because finding that great content can be extremely time-consuming. The idea that you have to repeat the process throughout the day to avoid publishing all at once is unpleasant. With pre-publishing- whether youve built a collection of reliable feeds in your RSS reader that you read each morning, or are turning to an app like Swayy- finding content doesnt have to suck up all the time in the day. Content curation tools like Swayy help you find relevant content and share it with your network. You can do it once and set the publishing to drip out over time. Pre-publishing tools help  you stop multitasking and set aside a chunk of time to find and create content that youll publish. Buffer is a popular app for content curation because it allows you to build a queue of found content that drips out over time. You can fill up your queue in the morning and youre set for the day. Use Buffer to build a queue of curated content you can drip out over time. Any tool or  system that saves time  while helping  you to share great content is a good fit for pre-publishing. 3. Auto-publish auto-generated content. Some folks dont like the idea of any form of pre-publishing, even if it has been created and planned by a human. Fair enough, though I disagree. However, allowing automaton to completely find, curate, generate, and publish is a step too far. When you start mixing auto-generated publishing with auto-publishing, youre bordering on being a Grade A spammer. This seems harsh, but hear me out. A social media feed is to feed, not poison.  You should never add to the content noise. As a content marketer, youre trying to cut through  the noise for your audience. Taking yourself out of the publishing equation entirely is the wrong approach. A social media feed is to feed, not poison.  You should never add to the content noise.What not to do with auto-publishing social media content Lets use Paper.li as an example of auto-generated and auto-published content. Paper.li is one of many apps that finds, publishes, and promotes engaging content from across the web. Youve likely seen them in your Twitter feed. They say something like The Content Marketer Daily is out! followed by several Twitter usernames and a link. Paper.li aggregates content based on user settings. There are some unhappy followers out there that dont like seeing the tweets, dont think they have value, or are upset when content is attributed incorrectly. In my run-in with Paper.li, a health insurance brand included my content because I mentioned them in a tweet but unfortunately, I mentioned them unfavorably. Oops. They just promoted negative content about themselves because of automation. Paper.li (and other truly automated sans-human systems) do the best they can, but they cannot filter perfectly, understand context, or really know what is good content. As I said in my blog post about Paper.li: Paper.li assumes that making it easy to aggregate is a good idea, but the ease of setting up a Paper.li account means people do it carelessly. They add to the content noise instead of lessen it. - @JulieNeidlinger Social media is about being social, i.e. interaction between humans. Completely using automated methods to find, curate, assemble, and publish is interaction between a human and a machine. Its not social at all. My question for anyone relying heavily on both auto-generated and auto-published social media content is: What is your goal with social media? To keep your feeds full, or to actually build an audience? Do you use Paper.li? Has it been successful for you? What are your thoughts about similar automated systems? 5 Keys To A Successful Social Media Pre-Publishing Plan Weve all seen (and probably participated in) bad social media automation. Bad auto-generated and auto-published social media content follows the spray and pray method, in which you send out as much social content as possible, and pray something takes root. This is a complete waste of your time, your money, and super abusive of your audience. Smart social media pre-publishing always starts with you, the human, in the planning and creating. It only relies on automation when it comes down to scheduling publishing times. Your social media publishing plan- and the tools you use- needs to be able to do a few things: 1. Publish in the moment. This must be part of your plan, and the tools you use need to allow for it. Breaking news, important updates, event, or theme changes, reactions to conversations- these are all reasons when you need to be able to use social media in the moment. 2. Share your content- and others content. You must be able to easily share your own content as well as the curated content youve found. 3. Easily pull or reschedule scheduled content. There are times when you want to be able to look at the content for the day and stop it from publishing. National disasters or other events that might make your otherwise benign content inappropriate make it super important that you can easily cancel, postpone, or reword scheduled content. Blogger Matt Heindl outlines what he considers the best approach to take for  scheduled tweets when a disaster or tragedy strikes: Pause all outgoing posts on all platforms immediately. Pause the use of any auto-Tweet tools so no scheduled or auto-optimized Tweets are delivered until review. Pause all Twitter and Facebook paid media. This will help you  avoid any sponsored stories or Tweets to appear next to news of the events or simply crowded consumers’ feeds during times of panic or mourning. After youve done that, Heindl recommends that you: Pause all scheduled outgoing posts to Twitter, Facebook, and LinkedIn for a reasonable time. 12–24 hours at minimum. Reschedule anything that could be remotely controversial or emotionally specific to the issue at hand. Scan the next week’s social posts on all  platforms for content containing any potential puns, associations with the event or other potential ways your marketing could be associated with capitalizing or making light of the events. Your social media pre-publishing tool should let you easily see the messages going out on a specific  day so you can halt, review, and reschedule if needed. 4. Customize messages for different networks. Imagine that you send the same social message out to all networks, at the same time. How delightful for your audience that follows you on Twitter, Facebook, and LinkedIn to see the exact same update at the same moment. That really makes an audience feel special and loved. #sarcasm Its a good idea to not blast all your networks at the same time. But definitely do not do that with the same content.

Campbell Soup Case Study Example | Topics and Well Written Essays - 750 words

Campbell Soup - Case Study Example The company’s management should have paid attention to the issues affecting their employees. For example, the Campbell Soup Company should have raised the minimum wage of the workers and provide benefits such as health insurance and other benefits that would have made their life secure (Barger & Reza, 1994). Second, the company should have mediated earlier. It is essential to act as soon as the workers concerns become apparent. This is because, as witnessed, the issues may heighten. The living and working conditions of the migrant farm laborers was appalling. A large number of them resided in overpopulated areas, without sufficient toilets, clean drinking water, and electricity. Campbell Soup Company should have improved their living standards so as to prevent criticisms from the Farm Labor Organizing Committee. Third, the company should have researched the workers’ issues in person. Researching the workers’ concerns would have assisted in getting accurate inform ation regarding the living and working conditions of the workers and helped management deal with the issues. It was Farm Labor Organizing Committee that highlighted the inequitable labor activities (Barger & Reza, 1994).... They also continued to endure harsh conditions because it was the responsibility of the growers to determine their conditions. Second, Campbell Soup Company employees working conditions enhanced (Barger & Reza, 1994). This is because they were included in labor organizations and could take part in collective bargaining. Third, executives of Campbell Soup Company had to raise wages and enhance their workers working conditions. They also had to change to mechanical harvesters. Fourth, independent growers had to improve the working conditions of laborers due to pressure from FLOC. Fifth, FLOC got support from significant organizations and leading national agencies to advance its activities. Sixth, the ombudsman advanced the accessibility of schooling facilities and guaranteed that the workers’ children went to school in the school period. Seventh, protesters continued with their protests until the company addressed some of the worker’s issues (Rosenbaum, 1993). Finally, mi grant workers children stopped accompanying their parents to the farms and started attending classes in the school period. Question 3 The most appropriate ethical approach applicable to this situation is the utilitarian approach. The utilitarian approach examines an act in terms of its outcomes or consequences, that is, the total costs and benefits to every stakeholder on a personal level. The utilitarian approach attempts to attain the largest benefit for the largest number of people while generating the least degree of damage or thwarting the largest degree of distress (Barger & Reza, 1994). The approach asserts that everyone’s concern should be looked at in a similar manner during the decision making process, and this incorporates

Film Analysis of City of God Essay Example | Topics and Well Written Essays - 750 words

Film Analysis of City of God - Essay Example The story of City of God was adapted from the novel of the same name written by Paulo Sins. The central idea and the events portrayed in both the movie and the book are based upon actual incidents. The theme of City of God showcases the emerging criminal activities taking place in the sub-urban town of Rio de Janeiro. The criminal events showed in the movie were thought to be taking place between the end of 60s and in the early years of 80s. The movie discusses different social and political events which are present everywhere in every society of the world. It also shows that how these issues are eating the fabrics of a civilized society, what impact these issues are leaving on the minds of young generation and how lives of people are being affected by such events. City of God has received positive acclamation from all around the world due to the fact that the director has tried to convey the message of injustice and social infringement taking place not just in Brazil but everywhere in all parts of the world. Analysis of the movie: The director of the movie has made an effort to raise the questions concerning the social infrastructure, declining social values and growing youth crimes emerging in Brazil particularly in Robert de Janeiro which holds a strong position as a centre of all criminal activities. ... me of the movie revolve around the central idea that how lives of the poor people living in slums (favelas) of Rio were affected to the worse end in the time period of two decades. The movie is based upon real life events that are told through the eyes and words of a photographer Rocket who witness children and the youth of Rio taking a keen interest in forming street gangs and getting involved in drugs dealing and other criminal activities. The movie shows the clear transition of poor becoming poorer and rich becoming richer in Rio due to political instability and social injustice. The message conveyed through this movie is simple; it shows that how social inequality can harm the delicate minds of kids (in an imbalanced society as showed in the movie) which push them to transform into drug dealer, gangsters and wanted criminals. From â€Å"being a good human† their motive changes to â€Å"being rich and powerful.† The movie also raises the questions of political instab ility and corruption that are prevailing in Brazil from early times. Corruption in the country has further given rise to unequal distribution of wealth, divided society and racial discrimination which is expanding its sphere day by day greatly in different parts of Latin America (Jan Rocha). The story of City of God spans around two decades with 13 different characters; each representing a new face of violence with a tormented unrest soul. The movie revolves around violence which is an outcome of unjust social structure. The movie also highlights the burning question that how government fails to provide better living conditions and a promising future to the people of favelas. Civilized societies are known for their values, excellent social infrastructure, equality and justice. In advanced civilized

Corporate Social Responsibility Essay Example for Free

Corporate Social Responsibility Essay QUESTION 1 A INTRODUCTION â€Å"The best and most successful organisations recognise that they will only prosper in the long term if they satisfy the aspirations of their stakeholders; including customers, suppliers, employees, local communities, investors, governments, public interest and environment groups. To satisfy this intense scrutiny and the demands for greater accountability in society, businesses and other organisations are increasingly recognising the need to measure, track and report on their social and ethical performance.† Ethics in purchasing and supply management can relate to a wide range of issues from doubts about suppliers business procedures and practices to corruption. Decisions on ethics and corporate social responsibility are at the heart of corporate strategy. They particularly influence the purpose of the organisation. By ethics and corporate social responsibility is meant the standards and conduct that an organisation sets itself in its dealings within the organisation and outside with its environment. Ethics is particularly concerned with the basic standards for the conduct of business affairs for example, policy with regard to honesty, health and safety and corrupt practice. Corporate social responsibility has a wider remit to include the organisation’s responsibility beyond the minimum to its employees and those outside the organisation. Topics will vary with each organisation but may include environmental ‘green’ issues, treatment of employees and suppliers, charitable work and other matters related to the local or national community not conforming to approved standards of social or professional behavior; unethical business practices QUESTION 1 B INTRODUCTION The Chartered Institute of Management defines codes of ethics as a set of principles or values, used by organizations to steer the conduct of both the organization itself and its employees, in all their business activities, both internal and in relation to the outside world. Ethical codes go further than most policy statements in that they are focused on matters of right and wrong rather than just on standards of behavior and applies individually as well as collectively to the organsation’s members, and affects its internal affairs as well as those with its external stakeholders. Code of Ethics in Relation to Internal Issue This is a code that applies to all employees involved in the purchasing process within Kyerico. In addition to full compliance with the Kyerico’s General Business Principles, all affected employees shall: 1. ACT HONESTLY AND ETHICALLY * Carry out their duties in an honest and ethical way by ensuring that business policies and practices are aligned with ethical principles. * Maintain the confidentiality of privileged information acquired in the course of their work, except when disclosure has been authorized or is legally obliged. * Act in good faith, responsible, with due care, competence and diligence, without allowing one’s independent judgment to be subordinated. 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It is to be made clear to third parties that personal favors can only influence the business relationship negatively and that business decisions are based solely on benefits to Kyerico and not on considerations of past or future personal gain. 3. FOLLOW A FAIR PROCESS TO SELECT SUPPLIERS AND AWARD BUSINESS TO SUPPLIERS * Support the principle of fair competition as a basis for selecting suppliers and awarding business to suppliers. * While considering the advantages to Kyerico of maintaining a continuing relationship with a supplier, avoid any arrangement that could, in the long term, prevent the effective cooperation of fair competition. * Fully comply with the internal purchasing process of purchase requests and purchase orders when awarding business to a supplier. No purchase will be done without a purchase order. * Not share information related to quotes from suppliers with any other supplier at any time. 4. SELECT SUPPLIERS THAT COMPLY WITH HIGH ETHICAL STANDARDS * Select suppliers and award business to suppliers that are committed to act fairly and with integrity towards their stakeholders and that duly observe the applicable rules of the law of the countries they operate in. * Terminate the relationship with suppliers that do not adhere to general Kyerico’s policies for suppliers, like the child labor and forced labor policies. Code of Ethics in Relation to External Issues This is a code that applies to all suppliers dealing with Kyerico. In addition to full compliance with the Kyerico’s General Business Principles, all affected suppliers shall: 5. CHILD LABOUR SHALL NOT BE USED * There shall be no new recruitment of child labour. * Suppliers shall develop or participate in and contribute to policies and programmes which provide for the transition of any child found to be performing child labour to enable her or him to attend and remain in quality education until no longer a child. * Children and young persons under 18 shall not be employed at night or in hazardous conditions. * These policies and procedures shall conform to the provisions of the relevant ILO standards. 6. NO DISCRIMINATION IS PRACTICED * There is no discrimination in hiring, compensation, access to training, promotion, termination or retirement based on race, caste, national origin, religion, age, disability, gender, marital status, sexual orientation, union membership or political affiliation. 7. LIVING WAGES ARE PAID * Wages and benefits paid for a standard working week meet, at a minimum, national legal standards or industry benchmark standards, whichever is higher. In any event wages should always be enough to meet basic needs and to provide some discretionary income. * All workers shall be provided with written and understandable Information about their employment conditions in respect to wages before they enter employment and about the particulars of their wages for the pay period concerned each time that they are paid. * Deductions from wages as a disciplinary measure shall not be permitted nor shall any deductions from wages not provided for by national law be permitted without the expressed permission of the worker concerned. All disciplinary measures should be recorded. * Employment practices such as training or apprenticeship wages, pre-employment fees, deposits, or other practices that effectively lower an employees pay below the legal minimum wage are not permitted. 8. SUPPLIERS’ TREATMENT OF EMPLOYEES * Under no circumstances should suppliers abuse or intimidate, in any fashion, employees * Any disciplinary measures should be recorded. * Suppliers should have a grievance/appeal procedure that is clear, easy to understand and should be given to the employee in writing. * In the event that suppliers employees are unable to read, the grievance/appeal procedure should be read and explained to them by a union representative or another appropriate third party 9. WORKING CONDITIONS ARE SAFE AND HYGIENIC * Suppliers shall provide a safe and hygienic working environment, bearing in mind the prevailing knowledge of the industry and of any specific hazards. Adequate steps shall be taken to prevent accidents and injury to health arising out of, associated with, or occurring in the course of work, by minimising, so far as is reasonably practicable, the causes of hazards inherent in the working environment. * Workers shall receive regular and recorded health and safety training, and such training shall be repeated for new or reassigned workers. * Suppliers shall ensure access to clean toilet facilities and to potable water, and, if appropriate, sanitary facilities for food storage shall be provided. * Accommodation, where provided, shall be clean, safe, and meet the basic needs of the workers. * The supplier observing the code shall assign responsibility for health and safety to a senior management representative. 10. HEALTH AND SAFETY * Suppliers shall ensure a safe and healthy workplace and provide a written safety and health policies and procedures that minimize negative impacts on the workplace environment, reduce work-related injury and illness, and promote the general health of employees. * Suppliers must provide training and adequate equipment to ensure workplace safety practices. * Suppliers should assign responsibility for health and safety to a senior management representative * Suppliers should have appropriate health and safety policies and procedures and these should be demonstrable in the workplace QUESTION 2 Purchase management is the maintenance of an efficient supply chain (from raw materials to manufacturing to customers). It also involves several functions including: finding suppliers, estimating the cost of materials, contracting with suppliers, purchasing materials, negotiating, handling purchasing problems and maintaining purchase records. It is also responsible for controlling the cost of the goods ordered, controlling inventory levels and building strong relationships with suppliers. Employees who serve in this function are known as buyers, purchasing agents, or supply managers There are two major types of purchasing: purchasing for resale (retail and wholesale businesses) and purchasing for consumption (industrial businesses). Effective purchase management is essential to keeping the costs of developing products low and ensuring the development process is fast and productive. Because the process of developing products is so expensive, purchasing must be carefully managed and constantly improved. Several factors are key to effective purchasing management. Among these are: skilled purchasers, cost-effective, quality materials and reliable suppliers.

Sears Company Analysis Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   1 I.  Ã‚  Ã‚  Ã‚  Ã‚  Executive Summary Sears began as a small retailer but as the years have gone by, they have become the second largest retailer of the national chains. In the environmental analysis you will discover that Sears’ marketing toward women differentiated them from their competitor’s and increased their sales as well as their market share. They have had many social/cultural problems that they have had to overcome, such as problems with stakeholders. There has also been a change in the company culture that has improved the mood within the company.   Ã‚  Ã‚  Ã‚  Ã‚  In the SWOT analysis, the strengths, weaknesses, opportunities, and threats will be discussed. These would include employees, competition, global marketing, and the repercussions that Sears has had to face when going against the Federal government.   Ã‚  Ã‚  Ã‚  Ã‚  The Strategic Analysis will show some of the steps that have been taken to overcome some of the difficulties that Sears has had. The newest CEO, Arthur C. Martinez, has been a motivating leader for the company. He has implemented many changes that have increased sales and moved Sears back up to the top of the retail chain. These changes would include store remodeling, Internet strategies, differentiation, and human resource management.   Ã‚  Ã‚  Ã‚  Ã‚  In section V, I will give my analysis of Sears and some suggestions for things that they can do to change their strategies such as keeping customer’s and employees happy and staying out of trouble with stakeholders.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   2 II. Environmental Analysis   Ã‚  Ã‚  Ã‚  Ã‚  When Richard Sears first began a small retail business selling watches in 1886, he could have dreamed of his store becoming a success but the success it has become, had to be beyond his expectations. Sears has seen many different changes in business and has had to adjust to t... ...p;  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   10 Sears. If Sears continues to provide employees with all of the perks and benefits that they have been, then they won’t have a large turnover and they will have their loyalty. Sears does have a fairly good reputation despite the bad press that they may have received because of problems they have had with the federal government. If they can keep out of trouble and try to keep their reputation clean, they should be able to leave these problems behind them. People will forget unless they run into similar problems again. Sears has gotten a good start on their Internet venture. They do have a lot of competition in this regard and a â€Å"new† business does take a while to get off the ground. Therefore it’s not surprising that they have had a slow start but they are beginning to pick up with the alliances and partnerships that they have entered into to boost their exposure. Their e-commerce trade could become as big as their chain of retail stores. All-in all, I believe that Sears is on the right road to recovery.   Ã‚  Ã‚  Ã‚  Ã‚  

Autonomous Vehicles and Software Architectures

Author: Anonymous Date: Tuesday, August 21, 2012 10:07:54 AM EDT Subject:Week 1 Discussion 2 â€Å"Autonomous Vehicles and Software Architectures † Please respond to the following: * Autonomous vehicles utilize integrated imaging and vision systems, sensor systems, and control systems to â€Å"drive a car†. Determine what you believe are the top-five challenges of integrating these systems. Provide one example for each challenge and explain why you believe it is a challenge. * Explain whether you believe there is a difference between designing and developing software for distributed architectures and stand-alone essay writer help, non-distributed systems.Provide at least five reasons to support your position. Autonomous Vehicles and Top-Five Challenges 1. ) Just for starters, who would be responsible for accidents? Software used in such cars would have to have the same basic reactions as humans, and if there is a computational fault that causes a crash, would the driver or the software-making firm be at fault? Not only this, but vehicle safety standards would have to be assessed and potentially rewritten to account for electronics as well as mechanics — and knowing how governments work, this could take a while. . ) No system is faultless, and everything has a chance of failure. But if a computer system fails when you’re on the highway, not only could it prove more dangerous than usual — as your attention is unlikely to be fully on the road if something else is in control — and so a self-driving car would have to come with a plethora of safety mechanisms in place to cater for these issues. Not only this, but such a system would have to be able to react to unexpected situations. For example, how would an autonomous car react if a child ran out into a road?The technology may be shiny and new, but safety will prove a massive challenge before this kind of technology will be allowed to see the light of day when it comes down to the general public. Specifically, driving in snow is proving challenging because the snow covers the markers and visual cues that the autonomous sensor technology relies on to pilot a vehicle on its own. 3. ) There also may be problems with new roads or changes in street names as well as with situations in which police are manually directing traffic. 4. Another challenge is driving through construction zones, accident zones, or other situations in which a human is directing traffic with hand signals. The cars are excellent at observing stop signs, traffic lights, speed limits, the behavior of other cars, and other common cues that human drivers use to figure out how fast to go and where and when to turn. But when a human is directing traffic with hand signals–and especially when these hand signals conflict with a traffic light or stop sign–the cars get confused. 5. Data Challenges: An enormous amount of data will become available for alternative usage, which is like ly to present challenges and opportunities pertaining to data security, privacy concerns, and data analytics and aggregation. Privacy concerns must be resolved to enable the deployment of integrated sensor-based and cooperative vehicle technologies. A balance between privacy protection interests and other affected interests is essential to resolve conflicts between the stakeholders who will make decisions about how information is collected, archived, and distributed.Potential stakeholder concerns are numerous: disclosure of vehicle data could reveal trade secrets; public personalities, such as politicians and celebrities, could be connected to potentially embarrassing locations or routes; and ordinary citizens could find themselves spammed or stalked as the data enables a variety of harmful applications such a as commercial misuse, public corruption, and identity theft. And what’s to prevent nefarious governments from using the expanded surveillance capabilities to spy on the ir citizens?Data Security: Numerous security threats will arise once personal mobility is dominated by self-driving vehicles. Unauthorized parties, hackers, or even terrorists could capture data, alter records, instigate attacks on systems, compromise driver privacy by tracking individual vehicles, or identify residences. They could provide bogus information to drivers, masquerade as a different vehicle, or use denial-of-service attacks to bring down the network. The nefarious possibilities are mind-boggling—the stuff of sci-fi thrillers.But system security will undoubtedly become a paramount issue for transportation systems with the successful deployment of integrated sensor based and cooperative vehicles. Difference Between Distributed and Non-Distributed Systems A distributed system is a computing system in which a number of components cooperate by communicating over a network. Computer software traditionally ran in stand-alone systems, where the user interface, applicatio n ‘business’ processing, and persistent data resided in one computer, with peripherals attached to it by buses or cables.Inherent complexities, which arise from fundamental domain challenges: E. g. , components of a distributed system often reside in separate address spaces on separate nodes, so inter-node communication needs different mechanisms, policies, and protocols than those used for intra-node communication in a stand-alone systems. Likewise, synchronization and coordination is more complicated in a distributed system since components may run in parallel and network communication can be asynchronous and non-deterministic.The networks that connect components in distributed systems introduce additional forces, such as latency, jitter, transient failures, and overload, with corresponding impact on system efficiency, predictability, and availability [VKZ04]. †¢ Accidental complexities, which arise from limitations with software tools and development techniques, such as non-portable programming APIs and poor distributed debuggers.Ironically, many accidental complexities stem from deliberate choices made by developers who favor low-level languages and platforms, such as C and C-based operating system APIs and libraries, that scale up poorly when applied to distributed systems. As the complexity of application requirements increases, moreover, new layers of distributed infrastructure are conceived and released, not all of which are equally mature or capable, which complicates development, integration, and evolution of working systems. †¢ Inadequate methods and techniques.Popular software analysis methods and design techniques have focused on constructing single-process, single-threaded applications with ‘best-effort’ quality of service (QoS) requirements. The development of high-quality distributed systems—particularly those with stringent performance requirements, such as video-conferencing or air traffic control sy stems—has been left to the expertise of skilled software architects and engineers. Moreover, it has been hard to gain experience with software techniques for distributed systems without spending much time wrestling with platform-specific details and fixing mistakes by costly trial and error. Continuous re-invention and re-discovery of core concepts and techniques. The software industry has a long history of recreating incompatible solutions to problems that have already been solved. There are dozens of general-purpose and real-time operating systems that manage the same hardware resources. Similarly, there are dozens of incompatible operating system encapsulation libraries, virtual machines, and middleware that provide slightly different APIs that implement essentially the same features and services. If effort had instead been focused on rapidly by reusing common tools and standard platforms and components.Distributed Systems Therefore, distributed and non-distributed compute r system are different in these ways. * Distributed architecture has the ability to scale out and load balance business logic independently. * Distributed architecture has separate server resources that are available for separate layers. * Distributed architecture is flexible. * Distributed architecture has additional serialization and network latency overheads due to remote calls. * Distributed architecture is potentially more complex and more expensive in terms of total cost of ownership. Non-Distributed Systems Non-distributed architecture is less complex than distributed architecture. * Non-distributed architecture has performance advantages gained through local calls. * With non-distributed architecture, it is difficult to share business logic with other applications. * With non-distributed architecture, server resources are shared across layers. This can be good or bad — layers may work well together and result in optimized usage because one of them is always busy. Howe ver, if one layer requires disproportionately more resources, another layer may be starved of resources.

Changing Culture at Pizza Hut

Changing Culture at Pizza Hut and Yum! Brands, Inc. The concept of corporate culture has captured the imagination of executives for years. For executives struggling to manage organizational change, understanding their organization’s culture has become paramount before undertaking such a change. They realize that significant strategic and structural realignment cannot occur if it is not supported by the organization’s norms and values. Organization cultures are created by leaders and, therefore, one of the most important functions of a leader is the creation, management, and sometimes the destruction of a culture. An organization’s culture re? ects the values, beliefs and attitudes of its members. These values and beliefs foster norms that in? uence employees’ behaviors. Organizational cultures evolve imperceptibly over years. Unlike mission and vision statements, they are never written down, but are the soul of an organization. Cultures are collections of unspoken rules and traditions and operate 24 hours a day. They determine the quality of organizational life. Cultures determine much of what happens within an organization. While managers are aware of their organization’s culture(s), they are often unsure about ow to in? uence it. If cultures are powerful in? uencers of behaviors, they must be created. One way to analyze shared assumptions is by exploring top management’s answers to the following questions: 1. How do people in this organization accomplish their work? 2. Who succeeds in this organization? Who doesn’t? 3. How and when do people interact with one another? Who participates? 4. What kinds of work styles are valued in this organization? 5. What is expected of leaders in this organization? 6. What aspects of performance are discussed most in evaluations? The purpose of this article is to share with you how senior leaders at Pizza Hut in particular and at Yum! Brands, Inc. (Pizza Hut, Taco Bell and KFC) in general answered these questions and were able to create a new culture after the restaurants were spun off from PepsiCo Inc. Culture change does not occur in a vacuum. It is an integral part of the company’s fabric. To change a company’s culture, rewards systems, leader behaviors, and organizational designs must be created Acknowledgments: This research was sponsored by a research grant from the OxyChem Corporation. The primary focus of this article is Pizza Hut and how Pizza Hut both generated and experienced the culture change at Yum! It is based, primarily, on the thoughts, re? ections and opinions of senior managers who experienced and helped communicate the changes discussed in this article. The authors would like to acknowledge the constructive comments made by Steve Arneson, Leon Avery, Chris Koski, Mike Rawlings and Don, and Leslie Ritter. 319 to support the change, as the experience of Pizza Hut demonstrates. THE SPIN-OFF AND PIZZA HUT Started in 1958 by the Carney brothers, Dan and Frank, Pizza Hut played a major role in turning pizza from an Italian specialty into a mass-market, mainstream food. Pizza Hut had developed a reputation for and commitment to product quality that was ‘‘built into the bones’’ of restaurant managers, and with it, great pride in the brand. By the mid 1990s, Pizza Hut had become a powerful brand, with some 8,000 U. S. -based restaurants, 140,000 employees and over $5 billion dollars in system-wide sales. One internal Pizza Hut market researcher estimated that over 90 percent of American pizza eaters had tried a Pizza Hut pizza. One of the key drivers of the success of Pizza Hut was PepsiCo. Along with KFC and Taco Bell, Pizza Hut was and had long been part of the PepsiCo Restaurant Division. PepsiCo had brought its national marketing muscle to the Pizza Hut brand, raising sales and increasing brand visibility. But it had also brought something that had a major impact on Pizza Hut: the PepsiCo management system. Even before Jack Welch made General Electric Co. ’s personnel management system the envy of American industry, PepsiCo had a reputation for producing great general managers. Its personnel planning system, shepherded by a set of organizational psychology Ph. D. consigliore in each of PepsiCo’s operating divisions, produced a stellar cast of professional managers. This system, layered on an existent Pizza Hut founding culture, was far from a natural ? t for the quick-service restaurant industry. PepsiCo was what Kerr and Slocum would call a market culture with a performancebased reward system. PepsiCo’s very fast moving, individually focused, consumerpackaged goods, entrepreneurial culture would prove not a great ? t for the relatively mature, slow-moving, team-oriented, quickservice restaurant business. 20 ORGANIZATIONAL DYNAMICS The integration of these two companies, PepsiCo and Pizza Hut, resembled a failed vinaigrette: a large amount of oil slowly churning in one direction, overlaid by a thin layer of vinegar, a whirlwind of speed moving in the opposite direction. The vinegar represents the high-potential PepsiCo general managers rapidly moving among the many divisions and corporate of? ces of PepsiCo. Smart, ambitious, competitive and results-driven, they were attracted by PepsiCo’s ability to move them up fast and give them a breadth of management experience in different PepsiCo businesses. A rising star might spend two years in ? eld marketing at Pepsi Cola North America, a year and a half in product marketing at Frito-Lay, an additional 18 months as a product brand manager there, two years at Pepsi Cola International, followed by a senior director position in marketing at Taco Bell, etc. The bottom layer, the oil, represented the bulk of Pizza Hut’s operations, staffed by hard working, dedicated, long-tenured restaurant-focused operators who loved the Pizza Hut brand and the restaurant business. They were less likely to be at the top of their class in college and less likely in fact to have graduated from college. Many had started as cooks, or dishwashers or delivery drivers. Slowly, as they had mastered the complexity of running retail operations and built their experience, they would move up the system. A select few even reached the top of operations, where they shared leadership positions with PepsiCo general managers, some of whom had non-operational functional backgrounds (in ? nance, say, or even marketing,) and who were doing their ‘‘ops rotation. ’ This two-tiered system of PepsiCo ‘‘short termers’’ and Pizza Hut restaurant-dedicated ‘‘lifers’’ had a number of built-in tensions and misalignments, including:  Home office glorification: Business was done in the restaurants, but ‘‘the power and the glory,’’ as well as the field programs, all originated in corporate headquar ters, whether Pizza Hut’s in Dallas, Texas, Yum! ’s in Louisville, Kentucky or PepsiCo’s in Purchase, New York. Top management’s line of sight was focused away from the restaurants. Short-term mentality: The ‘‘up or out’’ of the PepsiCo professional management system, a reward system linking short-term results to individual rewards, created pressure to make one’s mark and make it quickly. Anything that took too long to build or was built for long-term impact was a hard sell.  Lack of continuity: The need for quick success and the relatively rapid turnover in headquarters management made for a ‘‘program of the month’’ mentality.  Finance first headset: ‘‘Making plan’’ seemed sacrosanct in PepsiCo’s results-driven organization. This was often perceived by the ‘‘restaurateurs,’’ and even by some franchisees, to be at the cost of commitment to long-term restaurant essentials like product and asset quality.  Passive resistance in the field: The perception of short-term focus combined with a ‘‘program of the month’’ mentality engendered, at its worst, a system of passive resistance in field operations—compliance without commitment. Field operators, especially franchisees, often felt secure in the knowledge that if they just delayed program implementation long enough, Pizza Hut management would turn over and the new group would charge out with the ‘‘next great idea. ’ A performance-based, consumer packaged goods company like PepsiCo was not a natural ? t with the restaurant business. But whether it was bad business ? t, strategic or culture misalignment, or simply lack of tolerance for the restaurants business’ relatively low m argins and slow growth (despite its huge cash ? ow), PepsiCo gave up on Pizza Hut and its restaurants, spinning off its entire restaurant division in 1997, under the name Tricon Global Restaurants, Inc. , now Yum! Brands. ALIGNING BUSINESS/ CULTURE Yum! anagement understood that they had to create a radically different culture than the one at PepsiCo if the new company was to succeed. PepsiCo is primarily a consumer packaged goods company. Direct interaction with consumers takes place through advertising, or is mediated by supermarkets and other retail and wholesale establishments. Marketing was king, and at the time of the spin-off, one of the kings of marketing, Roger Enrico, was the CEO. Tricon Global Restaurants, Inc. was a restaurant company. Hundreds of thousands of low-pay, high turnover front-line mployees interacted with millions of customers a week in some 30,000 restaurants around the world. Quality control was not in the hands of process manufacturing gurus as at Pepsi C ola or Frito-Lay, but in those of part-time, often teenage employees making discrete decisions about quality with every product served. This posed an enormously different challenge for top management at Yum! PepsiCo was a holding company. If general managers made their ? nancial numbers and grew their people, then headquarters people left each general manager alone to run his or her business. Synergies across various lines of business were simply not a high priority on PepsiCo’s strategic agenda. In the restaurant division, this resulted in three strong, independent consumer brands. In effect, the three restaurant brands were really three separate companies, with independent cultures, information technology (IT) systems, operations, ? eld management practices, human resource systems, etc. Yum! , saddled with a large debt by PepsiCo and in the relatively lower margin restaurant business, was in no position to economically justify itself as a holding company overseeing three independent restaurant businesses. It had to look for operating synergies, shared resources, etc. It had to be much more of an operating company. A shift from three independent companies to one company with three independent restaurant brands was required for ? nancial survival. Top management needed to meld three independent company cultures into one shared culture and one set of restaurant-focused values, built on a set of shared functions (e. g. , IT, bene? ts and compensation, legal). Succeeding at Pizza Hut could no longer be about making it to Purchase, New 321 York to work for PepsiCo. It had to be about making the customer experience in Pizza Hut restaurants great. David Novak, newly named vice chairman at Yum! had already started creating a restaurant-focused culture during his stint as president of KFC. Novak was fond of saying that he hated the term ‘‘culture’’ because it reminded him of germs. But his savvy understanding of how to build a restaurantfocused business culture was one of the reasons why he had been selected to run Yum! With little time between his selection and spin-off date, the new restaurant-focused culture was going to have to be jump-started. Launch date: October 7, 1997. CREATING THE CULTURE OF YUM! BRANDS Changing and integrating the culture of three companies with very strong founders, founding traditions and underlying assumptions about what constitutes success would be an enormous challenge, even after the homogenizing effects of PepsiCo culture were factored in. The actions that Yum! took to push its culture toward a desired end-state alignment with its business strategy and business model included: 1. Starting with a set of shared values to de? ne a culture across the three brands; 2. Founding the new company in a way that that embodied its new culture; 3. Using titles to signal intentions and signify new cultural meanings; 4. Creating a coaching management system to maximize restaurant performance; 5. Developing a recognition culture to reinforce cultural behaviors; 6. Realigning reward systems to validate and ‘‘walk the talk’’ on the values; and 7. Measuring the effectiveness and commitment of senior managers to the values. Starting with Shared Values The political philosopher, Hannah Arendt, trying to distinguish what was unique and 322 ORGANIZATIONAL DYNAMICS uccessful about the American Revolution (vs. those of France, and Russia, for example), focused on the concept of founding— both as a source of authority and as a statement of the power and commitment that comes from being a founder. The founding that was America’s Revolution was encoded in two distinct documents: The Declaration of Independence and the Constitution . The former served to articulate those values that were distinct to America and the latter to codify them into workable systems and processes of government. Whether the leaders of Yum! ad read Arendt is unknown, but they intuitively understood the elements that had made the American experiment unique—and they incorporated them into the values statement and the launch of the new company. Rather than start with yet another statement of corporate values, they declared their differences with the ‘‘mother country,’’ that is, PepsiCo, with a set of ‘‘Founding Truths. ’’ The nine distinct statements in this one shared document were Yum! ’s ‘‘Declaration of Independence. ’’ They announced what Yum! would stand for, while at the same time differentiating the new company from its progenitor— he PepsiCo Restaurant Division. For example, one statement reads, ‘‘The RGM (Restaurant Gene ral Manager) is our #1 Leader . . . not senior management. ’’ Another reads, ‘‘Great Operations and Marketing Innovation Drive Sales . . . no ? nger-pointing. ’’ These two statements suggest both the direction Yum! wanted to take and the behaviors it wanted to avoid. Taken together, the nine statements clearly demarcate both the essentials of a genuinely restaurant-focused company and the differences between what employees could expect from Yum! and what the restaurants and their operators had resented in PepsiCo. The statement of shared values, Yum! ’s ‘‘How We Work Together’’ principles, doesn’t differentiate Yum! from its competitors. Values statements rarely can serve this role, and Yum! ’s restaurant-focused, but otherwise standard values certainly can’t: customer focus, belief in people, recognition, coaching and support, accountability, excellence, positive energy, teamwork—who could be against these? Instead, as we’ll demonstrate, they served more to structure processes and systems and stand as a code for measurable behavior. In other words, they served the role of the U. S. Constitution. And, like the Constitution, while the details of the document weren’t easy to remember, their impact was ubiquitous. The Founding The launch of a large, new public, U. S. -based company, whether from spin-off, merger or acquisition, usually follows a rather standard process. You ring the opening bell of the New York Stock Exchange, throw a big launch event at corporate headquarters, presumably beamed live to division headquarters and by videotape to international locations, blare the news across the corporation’s internal media and push your best foot forward in the press. In this regard, the launch of Yum! followed the same format: Wall Street, a big event in Louisville, Kentucky, featuring the new Yum! Management team and the restaurant brand presidents, moderated by then ‘‘Good Morning, America’’ co-host Joan Lunden and beamed around the country. But if the launch was going to embody the culture, as enunciated in the ‘‘Founding Truths’’ and the ‘‘How We Work Together Principles,’’ with its principles of putting restaurants and their managers first, it was necessary to turn the usual launch format on its head. Yum! id this in three ways: by making local activities the center of the action instead of the headquarters event; by centering activities on restaurant managers, and by signing up those managers as ‘‘founders. ’’ The local events were focused primarily on enlisting local restaurant general managers in the new company. Activities centered on team-building exercises for the managers designed by Yum! ’s organizational and leadership development team. These were simple, but often powerful group activities. For example, the local event that one of the authors facilitated for some 200 participants in Miami, Florida, epresented the ? rst time that area Pizza Hut, KFC and Taco Bell managers had ever met together in one place. There were managers who ran restaurants of different brands, often adjacent to each other, who had never met! The simple act of sharing personal biographies and store histories created new connections. After two hours of team-building activities, the message that we were now one company, not three, and that we were part of a team together came across loud and clear. The national event reinforced the local event rather than the other way around. The invitation to and attendance primarily by restaurant managers told them they were important. This was reinforced by the national event which stressed the primary role of the RGM and introduced the ‘‘Founding Truths,’’ and it was graphically embodied in the new Yum! stock certi? cate, which featured one real manager from Pizza Hut, Taco Bell and KFC on its front. The most powerful part of each local event was saved for the end. Each locality had been supplied with a large poster featuring the new companies ‘‘Founding Truths. ’’ The poster was put outside the event meeting room, along with a set of magic markers. The managers were invited, on their way out, to sign their names on the poster and to become a ‘‘founder,’’ but only if they agreed with the principles of the new company. They were told that no top managers would be there to watch, and that there would be no penalty for not signing. It was strictly voluntary. They were, in effect, invited to sign the company’s ‘‘Declaration of Independence,’’ and in doing so, make a public commitment to the culture and the company. Over 80 percent of the attending RGMs left their signatures. ‘‘Founder’s Day’’ as it is now called, has become a yearly event celebrating the culture of Yum! Titles Given the symbolic importance of titles, Yum! was smart enough to actively use title changes to signal culture changes. ‘‘Corporate Headquarters’’ was re-named 323 the ‘‘Restaurant Support Center,’’ signifying that the restaurants were the central focus of the company. Presidents of the KFC, Taco Bell and Pizza Hut were, at least initially, re-named ‘‘chief concept officers,’’ signifying that there was now only one company with three concepts, not three companies. The entire above-restaurant management team also had their titles changed from ‘‘managers’’ to ‘‘coaches. ’ Area managers were now ‘‘area coaches,’’ operations directors were ‘‘market coaches’’ and division vice presidents became ‘‘head coaches. ’’ It was one thing to state that coaching was a company value—it wa s quite another to construct an entire management system based on coaching—to embed that value in the way the company worked. That was to be perhaps the biggest culture change of all. Coaching The idea that coaching could be something that all associates in a company could have to improve their performance, right down to the front lines, and that every manager had the capacity to coach may still appear radical, or at least improbable. Pizza Hut itself wasn’t even sure it could be done when it started the process. There were two incentives to create a coaching culture in operations: first, business growth had stalled and the company needed a jump-start and second, the PepsiCo management system was incongruent with the quick-service restaurant business. PepsiCo’s focus on individual, instead of team success, its short-term mentality and the intensely financial results driven culture had its strengths and its shortcomings. It was not a culture that could lead to sustained team performance in a restaurant. For example, under PepsiCo, management had been by exception. As Pizza Hut chief operating officer (COO) Aylwin Lewis put it before a national conference on coaching and mentoring, ‘‘If you’re a good performer, you get left alone; if you’re a poor performer, you get an action plan. ’’ In other words, getting the kind of management attention embodied in effective coaching and training to build 324 ORGANIZATIONAL DYNAMICS managerial competencies was seen as a sign of failure. The short-term focus of PepsiCo’s management system had meant that fixing things quickly was a strength. But short-term fixes became dysfunctional for building longterm capabilities through coaching. Finally, the focus on individual instead of team performance made it difficult to coach. Coaching ultimately has to be about the team and the person to be coached. It can’t be about the personal success story of the coach. Coaching supported the restaurantfocused culture in a number of ways. First, it required physical proximity. It’s best done face-to-face. Coaching can’t be done very effectively from another state. That meant above-restaurant management would have to start spending time in the restaurants. Second, it required interpersonal and operational, as well as ? nancial competence. To coach a restaurant manager, you had to know the business at least as well as they did and know how to share that knowledge, or you’d be wasting their time. Shifting the basis of control to knowledge from command of resources and rewards would force ‘‘general’’ managers to become ‘‘restaurant coaches. ’’ Third, it required partnership. The coach can’t be successful and have the player fail. Market coaches, area coaches and restaurant managers were networking, mirroring the teamwork required in the restaurants. COACHING MAY BE THE RIGHT WAY TO GO—BUT HOW DO YOU GET THERE? The first 90 days: Before anything else had been done, job titles were changed. All operations vice presidents, directors and area managers became ‘‘coaches. ’’ That was the ‘‘changeable moment’’ that signaled to employees that a new mode of operating was inevitable. There was ‘‘boot camp’’ for the entire operations team. The fastest way to ensure that all managers could master and understand the skills of the average employee was to bring them together, make them re-learn the basics of the business of making pizza and then test them o their competence was ‘‘certified. ’’ While this was going on, the organizational development team was developing job maps and outlining roles, responsibilities, outcomes, and behaviors for the role of coach. With title, certi? cation and job map, the coaching culture was launched. A nd barely stayed a? oat. The epiphany on what wasn’t working occurred to Aylwin Lewis during a roundtable with area coaches in Columbus, Ohio. One of the area coaches looked at him and said, ‘‘You’ve changed our titles and you’ve given us training and said, ‘Now, I want you to be in restaurants 80 percent of the time. Okay, now what do you want us to do there? What do we do with all that time? ’’ Without any existing precedents for building a new management system based on coaching, it wasn’t immediately apparent that a model of coaching was needed. Coaching was a skill that had to be taught. People needed a model for how to coach. In PepsiCo, coaching wasn’t rewarded and therefore not practiced. A coaching culture model needed to be developed at Yum! It had to be practical, simple and action-oriented—it had to ? t the fast paced, high-turnover environment of the restaurant business. A teachable threestep process, with an easy to learn acronym, EAR, was developed: taught all market coaches, while the market coaches bypassed all area coaches and personally taught all restaurant managers. This simple method had huge implications for fostering a new culture at Yum!. First, it meant that all the coaches had to learn the coaching model well enough to teach it. Second, they had to demonstrate their commitment to it in order to teach it well, and were held accountable for achieving results. It would not have had the same impact if the training department employees had led the classes. Third, it put the one level down coaches (the direct supervisors of the students) on notice for accountability to their immediate subordinates. Fourth, operators were able to bring real-life examples into the role-plays, increasing the relevance, impact, usefulness and credibility of the coaching material. In addition to training, coaching logs were created in each restaurant to document each coaching session, its lessons and commitments. Audiotapes of coaching sessions were circulated to restaurant managers to provide real-life demonstrations. Creating a coaching culture had begun. Recognition Top managers learned from Southwest Airlines Co. the power of recognition to motivate employees, and to elicit positive discretionary behavior among employees. Southwest Airlines separates reward from recognition, celebrating behaviors that reinforce the culture, creating an elaborate, yet spontaneous process of positive behavioral feedback. Recognition is done by everyone, not just senior managers. This means that all levels of supervisors can recognize behavior, empowering those supervisors, but also ensuring that the recognition is timely, specific and meaningful to the person who receives it. There were three keys to building a successful recognition program at Pizza Hut: 1. Starting at the top; 2. Ensuring it was continuous and ongoing, and got built into communications; and 3. Reinforcing it publicly. 325 Exploring Observe/ask/listen Analyzing Facts? Isolated or pattern? Root cause? Responding Teach new skills and knowledge Provide feedback Offer support and gain commitment Operational leaders (not training personnel) would be responsible for teaching all coaching classes for those two levels down from them. For example, COO Aylwin Lewis bypassed head coaches and personally Starting at the top: David Novak, now chairman of Yum! , formerly president of Pizza Hut (and of KFC) single-handedly brought recognition to Pizza Hut. He said that he had learned the power of recognition during his job as chief operating of? cer at one of the PepsiCo divisions. His deep-seated belief in the power of recognition and his commitment to it made all the difference. Novak’s ? rst foray into recognition as president of a division occurred at KFC, where he created the ‘‘? oppy chicken’’ award. The award itself embodied the distinction between recognition and reward. It was one of those rubbery ? oppy chickens used for pranks or jokes that would be as likely to show up on Halloween as at any other time. In other words, it wasn’t valuable in and of itself—it wasn’t a watch, or a ring, fancy clock, tie tack, brooch, earrings, etc. Three things made it valuable as recognition. First, it was numbered. So it wasn’t just a ? oppy chicken. It was the #45 ? oppy chicken. Second, it was signed and had a personal message written on it. And third, a picture of the recipient and Novak was taken, framed and sent to the recipient. A $100 gift certi? ate was also given, but Novak was clear to point out that this was simply an add-on: ‘‘We know you can’t eat the chicken. ’’ At Pizza Hut, Novak started the ‘‘Big Cheese’’ award—a rubber cheese hat (similar to those worn by fans of the Green Bay Packers football team. ) This was also numbered, and personally inscribed. The recipient had to wear it while being photographed with the president. When Novak became vice chairman of Yum! at the spin-off, his successor as president of Pizza Hut, Mike Rawlings, continued the tradition. During his ? ve-year tenure, Rawlings handed out over 500 ‘‘Big Cheese’’ awards. The frequent tears, positive emotions and heartfelt gratefulness of the recipients were reinforcing for culture and for the giver. One author personally experienced the impact of getting the award in front of 600 employees at an ‘‘All-Team’’ meeting. The power of the award is in the public recognition. The author’s $100 gift certi? cate remains unspent. 326 ORGANIZATIONAL DYNAMICS To create a recognition culture, rather than simply a recognition award, things couldn’t stop and start with Novak. He encouraged his immediate reports to create their own recognition awards, and they soon did. What followed was a slow process of osmosis, reinforced by the positive impact of recognition. For example, the chief operating of? cer created a recognition award and gave it out at all operations meetings. The positive feedback and public recognition that accompanied it built pride and goodwill amongst recipients and reinforced their positive behavior. The obvious and widespread positive feedback gave a reason for head coaches to create their own recognition awards for their meetings, and so on down the line right into the restaurants. Like osmosis, the spread of recognition was uneven and sometimes slow. But within three years, recognition awards were regularly appearing in restaurants, as managers used recognition to motivate front-line employees. And because the spread was spontaneous—never dictated by ‘‘corporate’’—and completely voluntary, there was a sense of ownership for the behavior. Recognition built deep roots. Those roots had the time to grow because once the recognition tradition started, the continuous, ongoing commitment of senior leaders kept it alive, front and center. Every public meeting included recognition awards on the agenda. Over time, the continuity of recognition starting generating a sense of anticipation and ‘‘pull’’ for awards. Within three years, recognition had become so routine and omnipresent that it lost any tinge of self-awareness and simply became ‘‘the way we do things around here. ’’ Rewards The balanced scorecard was the primary mechanism for allocating rewards and handing out bonuses for restaurant managers. Two changes to the reward system helped align it with the ‘‘Founding Truths’’ and ‘‘How We Work Together Principles’’ on which the new culture was based. First, people measurements were added to ? nancial measurements and customer measurements, reinforcing the ‘‘putting people ? rst’’ credo. It might have taken three years before all restaurant managers had been trained as coaches, but the scorecard was ? exible enough to allow for measuring the results of good coaching—such as reduced turnover—within a year. Second, in a move unprecedented in the industry, restaurant managers were given stock options as an outright block grant, and stock options were added to the list of performance incentives. Legally limited initially in the number of stock options it could award, Yum! chose to award its restaurant managers these options before their bosses, the area coaches, were able to get theirs. This powerfully reinforced the founding truth that the ‘‘RGM was #1,’’ and should act like an owner of the business. The symbolic value and the boost to management credibility was at least as important as the value of the options themselves. ?nancial of? cer of Yum! was let go, and his lack of cultural ? was cited as a reason, this sent a powerful signal that the cultural values of the company were important. RESULTS The nature of Pizza Hut’s business makes it very difficult to make causal links between the change in culture and changes in its business. For one thing, the main determinant of Pizza Hut sales is new product launches, somewhat orthogonal to culture as a sales determinant. For another, as a result of the spin-off, Yum! had been burdened with a hug e debt and was in the process of selling off its company-owned restaurants. This undoubtedly mpacted morale, potentially slowing the impact of culture change, and it may have skewed the same-store sales averages of the remaining restaurants, obfuscating the impact of culture. These points notwithstanding, during the ? rst four years of its culture change, Pizza Hut experienced record highs in same-store sales and a record low in restaurant manager turnover. In the ? ve years, from mid-1997 to mid-2002—when Pizza Hut was led by president Mike Rawlings, a time at the heart of the change in culture—same-store sales growth rose 19 percent, overall operating pro? doubled and margins improved to record highs. While these results may not have been caused directly by the change in culture, they were certainly consonant with it. ‘‘Founder’s Survey’’ results show strong belief in company leadership, commitment to and belief in the brand, and stro ng execution of the values at all levels. At the least, the changes in culture provided a strong foundation for and enablement of high performance. The management practices at PepsiCo and Yum! had a signi? cant impact on the cultures created in each organization. In a hologram, any fragment encapsulates the essence of the whole. Interpretations of a single management practice need to be consistent with the interpretation of other 327 Measurement ‘‘What gets measured, gets done,’’ is one of the oldest maxims of business. But when you’re trying to change a culture and using values to do it, what do you measure about the culture? Yum! answered this question in two ways. First, it created the ‘‘Founder’s Survey,’’ an annual company-wide survey that measured the company on its adherence to the ‘‘How We Work Together Principles. ’ All employees, except restaurant managers, were invited to participate, with participation rates in the mid-80 percentages. Results could be broken down by function and by levels, providing a picture on how different parts of the company perceived the company’s commitment to the culture. Managers were then required to come up with action plans for those areas where results were less than satisfactory. Second, Yum! created values-focused, 360-degree performance reviews, which were eventually pushed to the restaurant manager level. Individuals were held accountable for how they lived the values. When the chief management practices. Top managers at Yum! had the capacity to envision and enact a culture that inspired intense loyalty, strong commitment, increased productivity, and even greater pro? tability. To achieve consistency at Yum! and differentiate Yum! from PepsiCo, Yum! ’s top managers developed practices that were consistent with its culture. Cultural anthropologists for decades have studied the behaviors of members of numerous tribes. While each tribe might worship different ‘‘gods,’’ the behaviors of tribe members can be described using four concepts, all starting with the letter ‘‘T’’: Totems are things that are worshipped or prized; taboos are practices used to control or punish deviant behaviors or those not sanctioned by the tribe; traditions are practices that have been passed down through generations to preserve the status quo, and transitions (or rites of passages) are practices that serve to indoctrinate new members into the culture of the tribe. We summarize the differences in these four T’s between PepsiCo and Yum! n Table 1. Corporations have spent considerable amounts of money in response to consultants’ seductive promises of easy cultural change. Some managers have sought to replicate the strong cultures of successful companies, while others have tried to engineer commitment to a culture, in the hopes of increasing loyalty, productivit y, and/or pro? tability. Unfortunately, culture is rooted in the countless details of an organization’s life. How decisions are made, how careers are TABLE 1 Yum! Brands YUM! VERSUS PEPSICO: COMPARISON OF CULTURAL ARCHETYPESa TOTEMS Focus of attention: TABOOS Results without values ‘‘Quick hits’’ TRADITIONS Recognition TRANSITIONS Pizza ‘‘certification’’ and other ‘‘boot camps’’ for making products Becoming a ‘‘founder’’ Restaurants Team players Operations/marketing partnership Focus on people Effective operations Division interdependence Retail mentality Financial results Values without results Individual stars Lack of upward mobility Marketing is king Long-term projects without short-term results Not making a plan Coaching Restaurant General Manager is #1 Values driven Specialization PepsiCo People career Quarterly financial planning results review Move up or out Cross-functional rotations to build general managers Strong brand mentality Making a plan Division independence Wholesale/distribution mentality a This table is not meant to be a de? nitive anthropological statement. Rather, it represents perceptions of the differences between Yum! and PepsiCo corporate cultures. Note as well, that Yum! ‘‘traditions’’ tend to be founding behaviors and values created at its spin-off and continuously reinforced in systems, processes and leadership communications over its existence. 28 ORGANIZATIONAL DYNAMICS managed, how rewards are allocated—each small incident serves to convey some aspect of the organization’s culture. The founders of Yum! did not want to create a culture that perpetuated their own values and sense of immortality and stayed away from quick ? xes. What is the soul of Yum!? First, forget the numbers. Internal competition end s up making people less committed, creative, and caring. In the restaurant business, the lack of these three C’s leads to poor customer service, which ultimately affects store pro? tability. Second, people need appreciation. Big cheeses and other tokens of appreciation for talented high performers are an integral part of maintaining a strong culture. 329 SELECTED BIBLIOGRAPHY For selected works on corporate culture and its impact on organizational performance, see Harrison Trice and Janice Beyer, The Cultures of Work Organizations (Prentice-Hall, 1993); Joanne Martin, Cultures in Organizations (Oxford University Press, 1992); Edgar Schein, Organizational Culture and Leadership, 2nd ed. (Jossey-Bass, 1992); Jackie Freiberg and Kevin Freiberg, NUTS! Southwest Airlines’ Crazy Recipe for Business and Personal Success (New York: Bard, 1966); James Higgins and Craig McAllaster, ‘‘Want Innovation? Then Use Cultural Artifacts that Support It,’’ Organizational Dynamics, 2002, 31, 74–84; Jeff Kerr and John Slocum, ‘‘Managing Corporate Cultures through Reward Systems,’’ Academy of Management Executive, 1987, 1, 99–108; and Jennifer Chatman and Karen Jehn, ‘‘Assessing the Relationship Between Industry Characteristics and Organizational Culture: How Different Can They Be? ’ Academy of Management Journal, 1994, 37, 522–553. Barry Mike is vice-president, internal communications, for the investment management ? rm T. Rowe Price. He previously spent seven years as director, internal communications at Pizza Hut. During his tenure there, he helped communicate his way through three presidents, one spin-off, one major restructuring, a downsizing, and a major culture shift. He has also worked closely during his career with the chairmen of Digital Equipment Corporation and Bell Atlantic. Mike’s educational background includes two master’s degrees as well as completion of his course work for a Ph. D. in Sociology from the University of Pennsylvania. In May 2001, he received his M. B. A. with honors from the Executive M. B. A. program at the Cox School of Business at Southern Methodist University (SMU). John W. Slocum Jr. holds the O. Paul Corley professorship in management at the Cox School of Business, Southern Methodist University. He serves as the co-director for SMU’s Corporate Director’s Institute and is chairperson for the management and organizations department at the Cox School. He is the author of more than 24 books, over 130 articles, and has worked as a consultant in the human resources area for many Fortune 500 companies, including Lockheed Martin, IBM, and Aramark, among others. Currently, he is co-editor of the Journal of World Business, Journal of Leadership and Organizational Studies and associate editor of Organizational Dynamics. 330 ORGANIZATIONAL DYNAMICS