Applied Linguistics Language-related Problem Solving

The term  applied linguistics refers to the interdisciplinary field that aims to seek out, identify, and provide solutions to real-life problems that result from language-related causes. This research encompasses a wide variety of fields including  language acquisition, language teaching, literacy, literary studies, gender studies, speech therapy, discourse analysis, censorship, professional communication, media studies, translation studies, lexicography, and forensic linguistics. Applied Linguistics vs. General Linguistics The study and practice of applied linguistics are specifically geared toward addressing practical issues as opposed to theoretical constructs. Fields in which applied linguistics routinely come into play are education, psychology, communication research, anthropology, and sociology. General linguistics or theoretical linguistics, on the other hand, deal with language itself, not as that language applies to the people who are using it. One way to better understand what distinguishes the two disciplines is to make an analogy between them and connotative versus denotative word meanings in grammar. Denotative words generally have a single meaning that isnt open to interpretation. Take, for example, the word a door. Generally speaking, when you look at a door, you know its a door—not a shoe or a dog. Like denotative words, general or theoretical linguistics are based on a set of predetermined rules that are understood to have a uniform meaning. Connotative words, on the other hand, tend to be conceptual rather than concrete. Concepts, which are open to interpretation, are often understood differently by different people. Take, for example, the concept of happiness. As we know, one persons happiness can be another persons misery. As with connotative meaning, applied linguistics focuses on language with regard to how people interpret—or misinterpret—meaning. In other words, both applied linguistics and connotative meaning are dependent on human interaction and reaction. Language-Based Anomalies [Its the] language-based problems in the world that drive applied linguistics.—From The Oxford Handbook of Applied Linguistics by Robert B. Kaplan Applied linguistics tackles a broad scope of issues that include learning new languages, or assessing the validity and reliability of the language we encounter every day. Even small variations in language—such as a regional dialect or the use of a modern versus an archaic vernacular—can have an impact on translation and interpretations, as well as usage and style. To understand the importance of applied linguistics, lets look at how it relates to the study of a new language. Teachers and academics must determine which resources, training, practice methods, and interactive techniques best solve the difficulties related to teaching someone a language with which theyre not familiar. Using research in the fields of teaching, sociology, and English grammar, experts attempt to create temporary-to-permanent solutions to these issues. All of these disciplines are tied to applied linguistics. Applying Theory to Practice One of the main goals of applied linguistics is to determine practical applications for linguistic theories as they apply to the evolution of everyday language usage. Initially targeted toward teaching, the field has become increasingly far-reaching since its inception in the late 1950s. Alan Davies, whose career spanned four decades as a professor of applied linguistics at the University of Edinburgh, wrote, There is no finality: the problems such as how to assess language proficiency, what is the optimum age to begin a second language, [and the like] may find local and temporary solutions but the problems recur. As a result, applied linguistics is a constantly evolving discipline that changes as frequently as the modern usage of any given language, adapting and presenting new solutions to the ever-evolving problems of linguistic discourse. Sources Brumfit, Christopher. Teacher Professionalism and Research in Principles and Practice in Applied Linguistics: Studies in Honour of H.G. Widdowson.  Oxford University Press, 1995Cook, Guy. Applied Linguistics. Oxford University Press, 2003  Davies, Alan. An Introduction to Applied Linguistics: From Practice to Theory, Second Edition. author Alan Davies. The University of Edinburgh Press, September 2007

The American Family is Not Changing for the Better Essay

The definition of American family is based on the idea that a legally married couple shares a household, which has been considered as a male that provides the income and a female who is responsible for taking care of the husband, household and children. Even though, Maggie Gallagher in her essay the benefits of marriage in â€Å"Why marriage is good for you,† states that she is trying to promote the return to more traditional view of marriage within the society. However, there is a controversy that American family is experiencing changes in every aspect, being on decline as a consequence of three factors. First, more babies are born in extramarital relations, second, individualism of men and women including same sex couples, and third, the high†¦show more content†¦Also, according to PWP (Parents without Partners) International, in the article â€Å"Facts about Single Parent Families,† says that single parent households increased from 9 percent to 16 percent of all households by 2000. Moreover, in big cities and in small towns families are single moms. On the other hand, individualism in men and women has great impact on the traditional American family; in fact, women have put their careers as a priority. They are entering in the workforce having higher incomes, simultaneously, leaving the concept of marriage way behind. Also, men and women are deciding not to get married at all, and just living in civil unions. This is the same case for same sex couples that adopt children, visualizing a traditional family thus causing a controversy in the society. Some people prefer cohabitate because they want their time and space. Another example is that women have decided to have fewer or not children, and ending their fertility at early ages. As a result, fertility rates are being the lowest level in history. American family has declined drastically due to the high rates of divorce. This factor is being considered one of the biggest issues in the society. 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What Happened to Kmart Free Essays

Case Study – What Happened to Kmart? 1. Evaluate Kmart using the value chain and competitive forces models. What was Kmart’s business model and business strategy? Kmart has numerous problems with its value chain. We will write a custom essay sample on What Happened to Kmart or any similar topic only for you Order Now This is evident from the suppliers sending items that the suppliers want to sell, shelves remaining unstocked, the â€Å"hand shifting† reordering process for popular items, products being allocated by central planners and not based on individual store demand, excess inventory stored in 15,000 truck-trailers behind its stores, shrinkage, and having to choose to either ship toothpaste or Christmas trees. Since its entrance as the first discount store in the 1960s, Kmart has not been able to ward off new entrants into the discount chain business. The new entrants, such as Wal-Mart and Target, have come on strong and surpassed Kmart. Kmart’s suppliers seem to be calling the shots with the retailer, since they are promoting the items that they can sell and not helping Kmart address its mounting problems. Kmart’s customers are voting with their pocketbooks and shopping at its competitors’ stores. Kmart uses a promotions-drive business model. The company uses advertising circulars to promote its â€Å"blue-light† specials. 2. What was the relationship of information systems to Kmart’s business processes and business strategy? How well did its systems support its strategy? Kmart’s information systems and its business processes and business strategy were not in alignment. As an example, the information systems could collect data, but the data were not available for analysis and decision-making purposes. As the case mentions, forecasting decisions were based on management’s judgment, not on the data. Kmart’s systems did not support its strategy. One of the problems mentioned in the case is that its supply chain management system could not easily accommodate the sharp increases and decreases in demand. The distribution center’s outdated technology led to supplies sitting on pallets for 24 hours until they were recorded in the central tracking system. When reordering popular products, the employees would hand sift through previous purchasing receipts. . What management, organization, and technology factors contributed to Kmart’s problems? From the case, it appears that Kmart management is inconsistent with its implementation of the company’s strategy. Management is unable to use data to forecast demand; it has lost sight of its core competencies, and is unable to change Kmart’s image. Although management wanted to restructure its supply chain, it continued to expand its product offerings, as opposed to focusing on the fastest selling items. Mr. Conaway’s plan to restructure Kmart has obviously not worked out. Although Mr. Conaway wanted the local stores to make their own stocking decisions, the stocking decisions were still being made by the central planners. When the new system was installed, Mr. Buzek made the comment that â€Å"the information would be useless because management just didn’t believe in the system. † Although the company uses a promotions-driven strategy, the company reduced its advertising circulars. As the case points out, no other alternative for achieving the strategy was provided. Although Kmart wanted to reinvent its supply chain, management was unwilling to unify the distribution system’s two computers because the project was too expensive. From an organizational perspective, the suppliers, central planners, business processes, individual stores, warehouses, and distribution center have definite communication problems and are not sharing data as efficiently as possible. One could argue that very little data sharing is going on. Central planners are making the stocking decisions for the individual stores, but what needs to be stocked at each store is not being effectively communicated. From a technology perspective, outdated technology and incompatible systems were in place. The new i2 project did not succeed for a variety of reasons, including the need for more hardware, the inability of the project to connect the point-of-sale systems and inventory systems to the distribution systems, and not being robust enough to handle a large number of SKUs. 4. How important was supply chain management in contributing to Kmart’s problems? Evaluate Conaway’s decision to use i2 software to improve Kmart’s supply chain management. Supply chain management was very important to Kmart. Kmart has been unable to successfully manage its inbound logistics, operations, sales and marketing, service, and outbound logistics. Unfortunately, the company’s inability to effectively manage its supply chain led to ineffective advertising, lots of items being overstocked, popular items being understocked, a large product offering, poor communication with suppliers and its business units, items sitting on pallets waiting to be entered into the central tracking system, and shipping problems. The goals for the i2 project were commendable, since the project was supposed to improve Kmart’s sales forecasting, inventory sourcing, logistics, and reporting. The project was supposed to facilitate micromarketing, supplier product tracking, order execution, shipment scheduling, and delivery tracking. It is interesting that Mr. Conaway chose i2 Technologies for the new supply chain management project, since i2 Technologies had â€Å"only recent and limited experience in the retail sector. The decision to use i2 Technologies was not a good decision, since the system was not designed to work with the large number of SKUs, Kmart (according to some) wrote off and abandoned some of its i2 software, the project fell behind schedule, and the inability to connect the point-of-sale systems and inventory systems to the distribution systems. 5. Were those blaming software for the collapse of Kmart correct? Explain your answer. Actually, there is enough blame to go around. 2 Technologi es did a very poor job analyzing and designing the system for Kmart. It also appears that Kmart’s management did not get behind the project and was also unwilling to transform its core business processes. 6. It has been said that â€Å"Wal-Mart uses their IT strategically, and they fully integrate it into their operating model. † Does this statement apply to Kmart? Explain your response. This statement does not apply to Kmart. Kmart is using an outdated business model and has been unwilling to change its model. Its unwillingness to change is one of the reasons why Wal-Mart and Target have been able to successfully compete against Kmart and why Kmart is in bankruptcy. 7. List the problems Conaway faced when he took over Kmart, and then describe the short- and long-range policies you would have followed had you been in his place. When Mr. Conaway took over Kmart, he faced several problems, including stiff competition from Wal-Mart and Target. The company was using an outdated business model, spending more money than the competition to get its goods into its stores, its information systems were collecting data but not using it effectively, it had significant problems with its entire value chain, it had a frumpy reputation, its shelves were often empty, it offered a wide range of products, it provided poor customer service, and it did not care about the competition. Students will provide a variety of short- and long-range policy recommendations. How to cite What Happened to Kmart, Papers

Managing Employment Relations and Abattoir †MyAssignmenthelp.com

Question: Discuss about the Managing Employment Relations and Abattoir. Answer: Introduction The report is an overview of two recent news articles which argue upon the employment relations. Both the articles discuss the well-being of employees. Their exploitation and how such situations could be resolved. In the first news article Churchill Abattoir and Baiada companys closure is been discussed and how it affected the company as a whole, its workers and how these employees will be helped to carry out the living for time being. The positive thing with this was that the owners were concerned about its employees and maintained the relationship to give them good remembrance. The second article is upon Waves Hill Station case which was resolved after 51 years of fight. The Wave Hill case demonstrates the exploitation of employees by providing lack of working conditions and poor basic pay. FNWA was originated which stood for workers right and providing them justice by formulating genuine policies and penalties. Churchill Abattoir Pty Ltd works in consumer staples sector dealing with consumer products industry followed by agricultural products sub-industry. The company originated in the year 1999 and the business line is packaging plant of meat and slaughter houses. It is situated in Australia at Berry Street (Bloomberg, 2017). It is one of the largest domestic beef suppliers in Australia which have undergone the joint venture with a Chinese company and gradually looking forward to the international market as well. The biggest supply of Churchill beef abattoir is made in Woolworths supermarket, the supply chain is successfully running from last 15 years. The vision of the company is to supply the beef in China and establishing the position there. In order to accomplish this goal, the organization has to acquire the export license to spread globally in flourish in the international market (Condon, 2014). Overview of news article The article argues about the job loss that occurred in Churchill Abattoir, Ipswich due to the closure of organization that is going to take place on 28 September. Around 500-900 employees are likely to lose their job with this closure which is an ample amount of candidates and many questions stand in front of these workers as for how to run the livelihood, how to feed the family, how to pay the house rent? The only one-month prior notice was given to the employees so they cannot make out something huge in this amount of time (The Australian, 2017). Though these employees were assured that they will be paid their entire entitlement till the date also there is a glimpse of hope for the investors if they could invest in the company then it shall re-start within 6 months or a year. The company is the view to fulfill its vision of establishing the company offshore by obtaining an export license. But the consequences are occurring on that note as well. The company is struggling from last t hree years on the same issue. The main reason behind such closure is a shortage of livestock and increased prices. All the workers are highly tensed in context of their livelihood and a lot more confused as to how they should run their families and from where should they start now. No wise guidance is been provided to them and even the owners and managers are totally confused regarding this closure and what step should they take next. The middle and new joined employees are going to suffer the most as the experienced one will get something better out of their years of experience; also the pay from the company will also be high for them to run a livelihood till something new is not started (The Guardian, 2017). Also, the similar problem has occurred in Baiada as well where around 400 employees lose their job. The reason behind is destroying market condition which is likely to affect the companys medium and long term growth. The managing director of Baiada stated that they will interact with its employees and another stakeholder to find out the way to cross this situation and move ahead. The state government has also taken the steps for the protection of those workers affected by this closure situation (Vujkovic, 2017). The issue that is faced and how did they arise. As discussed above in the overview the basic problem with Churchill Abattoir and Baiada is the market situation and a shortage of livestock and availability at the high prices which is unbalancing the market scenario. Since both the organizations were the market ruler and domestic supply was made from their places only. The monopolistic situation was there which has now destroyed due to the economic changes. Above that many livelihoods are now facing immense challenges. The owners and the workers have a big question in front of them that says What is next? Though the employees are getting the entire fulfillment sill the notice period served by the company is very less and nothing huge could be made within this period of time. Along with this even Christmas is approaching near and till then something has to be planned out which is the big challenge for the employees (Branco, 2017). The basic involvement in this situation is an economic condition which turned to be adverse for the business. The reason behind the circumstances is an imbalance of demand and supply in the market. With the decreasing growth rate of livestock, the availability of product is improper which resulted in winding up of business as the import charges were too high to be sold in the domestic market. The parties involved are owners whose business got shut down, the employees who lose their precious jobs and also the consumers are affected as their demand is not fulfilling and they are not getting what they desire Another involvement is of State government as well, it is supporting the affected people especially the employees who became jobless with little work experience (Spelitis, 2017). Wave Hill wake of Case. Wave Hill is situated in the northern territory on a pastoral lease. The land of Wave Hill is been used to move cattle around and performing butchering on the site to provide fresh beef to the people near the gold digs. The main originator of this place is Gurindji. Wave Hill has popularly known for Wave Hill walk off where around 200 Gurindji stockmen who worked as a servant in the house and walked off from the job due to exploitation and unequal wages. This strike started in 1966 which ended up in 1975 where the federal government was finally able to negotiate with the Vesteys to give the Gurindji their portion of land (NMA, n.d.). As discussed above in the case on August 23, 1966, there was a man named, Vincent Lingiari who walk off the Wave Hill Station because of the exploitation that used to happen with them and provision of very less salary which was not able to even fulfill the basic needs of the workers. The fight was to provide appropriate working conditions to the employees at a reasonable salary. After 51 years of long fight finally, they succeeded in 2017 with the emergence of First Nations Workers Alliance (FNWA). The alliance was with the objective to provide employees their right and prevent them from getting exploited. The origin of this federation was on June 9, 2017, which handles the legal norms and formulates the policies (NAA, 2017). Issues that are faced and how did they arise. The issues with the Wave Hill walk off were to get better pay scale and soothing conditions of working. The motive behind First Nations Workers Alliances was to end up the Federal Governments Community Development Program (CDP). It was figured out that from 35,000 CDP participants there were 33,000 Indigenous people. On comparing the Waves Hill walk off which was based on poor working conditions and provision of less basic pay, the situation of CDPs was worse than them (The Conversation, 2016). The condition of working was not at the basic level. Even they were neither enrolled under Fair Work Act nor were they considered as the workers. These workers were not given the safety facilities. In case of injury at the work, they were not even compensated. The leave criteria were not there thus these workers were not entitled to avail sick leave, casual leave, annual leave, and superannuation. This problem arises because of the exploitation and ill treatment with the indigenous employees m aking them deprived of the basic wage and good working conditions (Creative spirits, n.d.). The people involved in this issue are first and foremost the Vesteys who actually created the entire havoc by not providing better working conditions and rendering basic pay. The land originally belongs to Gurindji who used to work as slave and payment was made in wheat, tea, tobacco and at times some pieces of beef. Afterwards the Federal Governments Community Development Program (CDP) came into existence which was equally brutal with the workers and for improving all these conditions First Nations Workers Alliance (FNWA) came into existence in 2017 and made reasonable regulations and policies along with protecting the workers from CDP and rendering them their rights (Pearson, 2017). Conclusion It can be concluded that human resource is at the prime and gone are the days where they would just work under pressure for the sake of money without making and daring to complain. Now the employees are aware of their right and importance as well. They have gained knowledge and value their talent. They possess the daring to raise up the voice if wrong serves to them. In every phase, there are people who fought for the rights and made sacrifices to bring revolution. The employee relations are considered as a priority in todays working scenario to maintain the harmony and promote healthy working which would surely result in the simultaneous growth of organization and employees. The labor laws are constructed and all the organizations are bound to it and have to follow all the policies in the way they are made. References Bloomberg. (2017). Churchill Abattoir Pty Ltd. Viewed on 31st August 2017. https://www.bloomberg.com/profiles/companies/9739577Z:AU-churchill-abattoir-pty-ltd. Branco. J. (2017). 750 workers out of a job as two Ipswich meatworks shut. Viewed on 31st August 2017. https://www.brisbanetimes.com.au/national/queensland/750-workers-out-of-a-job-as-two-ipswich-meatworks-shut-20170829-p4yvlw.html. Condon. J. (2014). Chinese investors in joint venture with Qlds Churchill Abattoir. Viewed on 31st August 2017. https://www.beefcentral.com/processing/chinese-investors-in-joint-venture-with-qlds-churchill-abattoir/. Creative Spirits. (n.d.). Walk-off at Wave Hill: birth of Aboriginal land rights. Viewed on 31st August 2017. https://www.creativespirits.info/aboriginalculture/politics/aboriginal-people-strike-walk-off-at-wave-hill#axzz4rKpD00SY. NAA. (2017). The Wave Hill walk off- face sheet 224. Viewed on 31st August 2017. https://www.naa.gov.au/collection/fact-sheets/fs224.aspx. National museum Australia. (n.d.). Defining moments in Australian history. Viewed on 31st August 2017. https://www.nma.gov.au/online_features/defining_moments/featured/wave_hill_walk-off. Pearson. L. (2017). Fight for indigenous workers rights continues 51years after Wave Hill walk off. Viewed on 31st August 2017. https://www.abc.net.au/news/2017-08-26/fnwa-on-fight-for-indigenous-workers-rights-and-end-to-cdp/8834502. Spelitis. H. (2017). We do not have a sustainable business: Ipswich jobs gone. Viewed on 31st August 2017. https://www.qt.com.au/news/breaking-500-jobs-gone-major-ipswich-business-clos/3217391/. The Australian. (2017). Woolworths seeks new meatworks as Churchill abattoir shuts. Viewed on 31st August 2017. https://www.theaustralian.com.au/business/companies/woolworths-seeks-new-meatworks-as-churchill-abattoir-shuts/news-story/e5616818dda7a108159ddc6e5ee70847. The Conversation. (2016). Friday essay: the untold story behind the 1966 Wave Hill walk off. Viewed on 31st August 2017. https://theconversation.com/friday-essay-the-untold-story-behind-the-1966-wave-hill-walk-off-62890. The Guardian. (2017). Up to 900 jobs to go at Queensland abattoir and chicken factory. Viewed on 31st August 2017. https://www.theguardian.com/australia-news/2017/aug/29/up-to-900-jobs-to-go-at-queensland-abattoir-and-chicken-factory. Vujkovic. M. (2017). Ipswich abattoir and chicken processing factory closure to cost up to 900 jobs. Viewed on 31st August 2017. https://www.abc.net.au/news/2017-08-29/up-to-900-workers-lose-jobs-abattoir-chicken-factory-ipswich/8851042.

African Slave Trade essays

African Slave Trade essays There are three documents that explain the African Slave Trade. Document seven, The Life of Equiano or Gustavus Vassa, The African, is a primary memoir written by Olaudah in1789. Equiano wrote this document to describe his life in Africa and explain what it was like being a slave. This document, which was written for people involved in the English antislavery movement and anyone else who wanted to know about his experiences as a slave, relates to the slave trade from Africa and the sugar plantations in the West Indies. Both the document and the text talk about Equianos life as a slave and some of what he went through. Document eight, Commerce, Slavery, and Religion in North Africa, is a primary memoir written by a member of a caravan headed by a Tuareg guide called Cheggeun in 1860. This document, which was written for General E. Daumas, a French officer serving in Algeria, explains trade, slavery, and religion in North Africa. This document relates to the Atlantic trade syste m in sub-Saharan Africa. Both the text and the document explain the tasks that African slaves performed in Islam. They also talk about how Muslims were like Christians in that they saw no reason for trading slaves. Document nine, Slavery and the Slave Trade of Brazil, is a primary memoir written by Thomas Nelson in 1846. His purpose for writing it was to describe the conditions of the Africans he came into contact with while aboard slave ships. This document, which was written for people who wanted to know about the Africans aboard the slave ships, connects to the eighteenth-century. The document and the text both tell a little of what the slaves endured. They discuss several diseases such as dysentery and malaria, which took the lives of many slaves.These documents are similar in that they are all primary memoirs written to explain the African Slave Trade and discuss the ...

Battle of Ezra Church in the Civil War

Battle of Ezra Church in the Civil War Battle of Ezra Church - Conflict Date: The Battle of Ezra Church was fought July 28, 1864, during the American Civil War (1861-1865). Armies Commanders Union Major General William T. ShermanMajor General Oliver O. Howard13,266 men Confederate Lieutenant General John Bell Hood18,450 men Battle of Ezra Church - Background: Late July 1864 found Major General William T. Shermans forces advancing on Atlanta in pursuit of General Joseph E. Johnstons Army of Tennessee. Reviewing the situation, Sherman decided to push Major General George H. Thomas Army of the Cumberland over the Chattahoochee River with the goal of pinning Johnston in place. This would permit Major General James B. McPhersons Army of the Tennessee and Major General John Schofields Army of the Ohio to shift east to Decatur where they could cut the Georgia Railroad. This done, the combined force would advance on Atlanta. Having fallen back through much of northern Georgia, Johnston had earned the ire of Confederate President Jefferson Davis. Worried about his generals willingness to fight, he sent his military advisor, General Braxton Bragg, to Georgia to assess the situation. Reaching Atlanta on July 13, Bragg commenced sending a number of discouraging reports north to Richmond. Three days later, Davis directed Johnston to send him details regarding his plans for defending the city. Displeased with the generals noncommittal response, Davis decided to relieve him and replace him with the offensively-minded Lieutenant General John Bell Hood. As orders for Johnstons relief were sent south, Shermans troops began crossing the Chattahoochee. Anticipating that Union forces would attempt to cross Peachtree Creek north of the city, Johnston drew up plans for a counterattack. Learning of the command change on the night of July 17, Hood and Johnston telegraphed Davis and asked that it be delayed until after the coming battle. This request was refused and Hood assumed command. Battle of Ezra Church - Fighting for Atlanta: Attacking on July 20, Hoods forces were turned back by Thomas Army of the Cumberland at the Battle of Peachtree Creek. Unwilling to surrender the initiative, he directed Lieutenant General Alexander P. Stewarts corps to hold the lines north of Atlanta while Lieutenant General William Hardees corps and Major General Joseph Wheelers cavalry moved south and east with the goal of turning McPhersons left flank. Striking on July 22, Hood was defeated at the Battle of Atlanta though McPherson fell in the fighting. Left with a command vacancy, Sherman promoted Major General Oliver O. Howard, then leading IV Corps, to head the Army of the Tennessee. This move infuriated the commander of XX Corps, Major General Joseph Hooker, who blamed Howard for his defeat the previous year at Chancellorsville when the two were with the Army of the Potomac. As a result, Hooker asked to be relieved and returned north. Battle of Ezra Church - Shermans Plan: In an effort to compel the Confederates to abandon Atlanta, Sherman devised a plan that called for Howards Army of the Tennessee to shift west from their position east of the city to cut the railroad from Macon. A critical supply line for Hood, its loss would force him to abandon the city. Moving out on July 27, the Army of the Tennessee began their march west. Though Sherman made efforts to conceal Howards intentions, Hood was able to discern the Union objective. As a result, he directed Lieutenant General Stephen D. Lee to take two divisions out the Lick Skillet road to block Howards advance. To support Lee, Stewarts corps was to swing west to strike Howard from the rear. Moving down the west side of Atlanta, Howard took a cautious approach despite assurances from Sherman that the enemy would not oppose the march (Map). Battle of Ezra Church - A Bloody Repulse: A classmate of Hoods at West Point, Howard expected the aggressive Hood to attack. As such, he halted on July 28 and his men quickly erected makeshift breastworks using logs, fence rails, and other available material. Pushing out from the city, the impulsive Lee decided not to assume a defensive position along the Lick Skillet road and instead elected to assault the new Union position near Ezra Church. Shaped like a reverse L, the main Union line extended north with a short line running west. This area, along with the angle and part of the line running north, was held by Major General John Logans veteran XV Corps. Deploying his men, Lee directed Major General John C. Browns division to attack north against the east-west portion of the Union line. Advancing, Browns men came under intense fire from the divisions of Brigadier Generals Morgan Smith and William Harrow. Taking immense losses, the remnants of Browns division fell back. Undeterred, Lee sent Major General Henry D. Claytons division forward just north of the angle in the Union line. Encountering heavy resistance from Brigadier General Charles Woods division, they were forced to fall back. Having wrecked his two divisions against the enemys defenses, Lee soon was reinforced by Stewart. Borrowing Major General Edward Walthalls division from Stewart, Lee sent it forward against the angle with similar results. In the fighting, Stewart was wounded. Recognizing that success was unobtainable, Lee fell back and ended the battle. Battle of Ezra Church - Aftermath: In the fighting at Ezra Church, Howard lost 562 killed and wounded while Lee suffered around 3,000. Though a tactical defeat for the Confederates, the battle prevented Howard from reaching the railroad. In the wake of this strategic setback, Sherman commenced a series of raids in an effort cut the Confederate supply lines. Finally, in late August, he began a massive movement around the west side of Atlanta that culminated with a key victory at the Battle of Jonesboro on August 31-September 1. In the fighting, Sherman severed the railroad from Macon and forced Hood to depart Atlanta. Union troops entered the city on September 2.

Public Sector Finance & Control Assignment Example | Topics and Well Written Essays - 1250 words

Public Sector Finance & Control - Assignment Example The council had declares a policy that was to restrict the ‘Council Tax Band D’ charge to 5% above the 2011/12, increasing the charge from 155 to 162.75, consequently, the general revenue being 45, 768, 880. An increase of the charge from the 2011/12 level by 8.2% could be sufficient enough to cover the 53,469,500 general expenditures. Alternatively, certain expenditures can be reduced from the books of accounts so that revenue generated from taxes match the expenditures. Theater expenditure, capita programme expenditure, and environmental and health expenditure can be arrived at through public-private partnership. In fact, expenditure should match revenue in the non essential services. Transferring of certain essential services to be catered for by the central government can be a better alternative to managing the council bills, particularly expenditure on education and health. Through the councilors, the council should rally the members to pass the adjustment so that the desired council tax band d for 2012/2013 is achieved, otherwise at the projected rate of 5% would not achieve the projected revenue demands. A marriage of geographical positioning of the Council Tax Band D equivalent, increase in the charge and reduction in expenditures or a private public arrangement can aid in matching expenditure to revenue. In the United States, water and sewer service, garbage collections have been privatized and these reduce the overall expenditure budget. The budgeting process consists of fundamental chain of activities which can be considered in the following guidelines: budgetary framework, budgetary methodologies, and allocation of resources to the budget activities. A budget framework, on the other hand is defined by certain critical factors namely: timeframe, in the case study, budget as prepared for the 2012/13 financial year, while the previous one was prepared for the 2011/12

Comprehensive Emergency Plan for Ashford University Essay

Comprehensive Emergency Plan for Ashford University - Essay Example This report is aimed at developing a comprehensive emergency plan in preparation for natural disasters at Ashford University’s main campus, including incidences of flooding, tornadoes and heavy storms (Continuity of Government & Continuity of Operations, 2003). Each crisis or emergency requires a different type of response. For instance, if there is a bomb threat, it may be necessary to shelter people in place, whereas evacuating the building will be appropriate for other situations like a tornado warning (U.S. Department of Homeland Security). This will ensure that the campus is prepared for the event of a disaster, and analyze the potential responses to the occurrence of such an event. The purpose of this emergency plan is the management of major emergencies and crises in the advent of such occurrences, so as to ensure that major crises and emergencies are handled in an organized way. This emergency action plan is aimed at protecting the Ashford University employees from serious injury, loss of property or life in the event of an actual or potential major disaster. Such situations may include the event of a fire, a bomb threat, earthquake, tornado or a hazardous chemical spill. This emergency action plan will describe the initial routes of action for protection of students and employees and those responsible for the implementation of those actions within the university. This plan is an all-risk emergency plan for addressing disaster and crisis management, and will integrate the various departments of the university and other resources in a coordinated response effort to manage or reduce any loss of life and property through the provision periodic emergency respons e capability tests. It is also necessary to ensure the effective utilization of resources and the minimization of any disruptions in school activities and of programs. It is a fact that preparation for emergencies will ensure a higher margin of safety if a crisis or

Leadership in TQM Theory Essay Example | Topics and Well Written Essays - 2750 words

Leadership in TQM Theory - Essay Example This is an erroneous assumption, predicated on a misunderstanding of the distinction between authoritarian leadership and involved, proactive leadership. The distinction between the two is not only real but is one which makes all the difference between organisational success and failure; between organisational atrophy and organisational flexibility. As Baker et al. (1993) asserts, effective organisational leadership is a leadership which acknowledges the inherent value of delegation and autonomy but which at the same time, is present and involved; a leadership which displays, not only acumen in decision-making and strategic planning but which has the capacity to proactively to extraordinary circumstances through the utilisation of both change and crisis is management tools, such as demanded by the specific of the situation/crisis/change at hand. The effective leader is, in other words, one who has successfully negotiated the fine balance between involvement and delegation. Defining effective leadership is a challenging endeavour and within the limits of the present research, an impossible one. Nevertheless, by clarifying the research's focus and delimiting the scope of its exploration, the study shall communicate the characteristics of the effective leader within the matrix of Total Quality Management [TQM]. The reason for selecting TQM as the theoretical paradigm from within which the characteristics of the effective leader shall be defined is not because it happens to be the most popular and result-oriented management paradigm today but because, as Gilbert (2004) notes, leadership within TQM organisations are, by definition, highly effective leaders who have successfully negotiated between the exigencies of involvement and delegation, on the one hand, and who function as the founding bloc for an organisational culture which, beyond being fundamentally founded upon strategic management and planning, is constructively responsive to both change and cri sis. Indeed, empirical studies have established that leaders within TQM organisations tends towards the display of higher levels of decision-making and strategic planning acumen than those in non-TQM organisations because strategic planning is both research-based and holistic, on the one hand and because decision-making is shared and knowledge-based, on the other. Following a review of the characteristics of the effective leader and an analysis of effective leadership within the matrix of strategic planning and decision making the research shall look towards case studies drawn from the IT sector in order to demonstrate the extent to which effective leadership is an inherently TQM one, based on an acknowledgement of the imperatives of information-based strategic planning and shared decision-making, while ineffective leadership is the very antithesis of the stated. 2 Leadership in TQM Theory TQM is, as Easton and Jarrell (1998) maintain, a comprehensive organisational management system which is based upon the integration of several managerial perspectives, approaches and theories into one, in acknowledgement of the complexity of organisational structures themselves. However,

Models of Crime Prevention: Their application

Models of Crime Prevention: Their application Due to the increasing complexity brought about by modernisation, overpopulation, urbanisation, and globalisation, crime prevention has required a more urgent stance not only from government but also from communities, schools, citizens, families, and non-government institutions. While the prevention of crime has been unanimously agreed upon, the best way to go about it is still under debate. There have been several models of crime prevention which criminologists and law enforcement experts have introduced but until now, there remains no clear best model yet. Some of the major crime prevention programmes are situational or social in nature but so-called hybrid approaches or whole of government approaches have also gained popularity, especially in Australia. In order to develop a clear appreciation for the many-faceted nature of crime prevention as practiced today, it is necessary to define it clearly and analyse the different models used locally and overseas and examine how each model has fared when applied to actual crime prevention programmes. This essay discusses crime prevention, its models, and its application in the real-world setting. Defining Crime Prevention Crime prevention in its simplest definition is the process of deterring crime, criminals, and reducing levels of victimisation. White and Perrone (2005) view crime prevention as the creation and implementation of proactive programmes and strategies which are designed to prevent crime and address the fear of crime (p. 15). A more comprehensive definition is advanced by Van Dijk and De Ward (1991) to treat crime prevention as the total of all private initiatives and state policies, aimed at the reduction of damage caused by acts defined as criminal by the State (p. 415). The common thread of these definitions is the suggestion that crime prevention is not the sole responsibility of law enforcement and police, but rather a collective obligation of different sectors in society in government and in communities. Otherwise stated, crime prevention is a joint effort of various levels of society to work toward strategies that prevent crime occurrence. Rationale Behind Crime Prevention While concepts of crime and justice date back to antiquity, the enormity of concern attributed toward crime prevention emerged circa late 1980s and early 1990s. White and Perrone (2005) enumerated three major reasons why crime prevention has taken an unprecedented turn during this period: economic, operational, and community initiative. Economic. Crime prevention became an important economic concern because crime definitely pays, to use the popular catchphrase in huge amounts of fiscal resources. The cost of crime is increasing, and according to 2008 figures from the Australian Institute of Criminology (AIC), crime consumes almost 4 percent of the countrys GDP which is equivalent to $36 billion (Rollings, 2008). Crime-related expenditures include policing, corrections, the security industry, and the criminal justice system as well as hidden costs such as medical costs, compensation, and loss of productivity of victims. To curb this gargantuan cost, crime reduction is considered a feasible alternative. Operational imperatives of policing. Considering the massive cost of crime, it became incumbent upon police and law enforcement agencies to recruit and enlist the assistance of citizens in an effort to arrest the escalating costs of crime. Policing required the collaboration of the law enforcement structure with citizens in the so-called fight against crime (Martin Perrone, 2005). Demands of the community. As crime rates increased with demographic changes attributed to the sprawl of urbanisation and migration, citizens have learned to recognise that a singular campaign by law enforcement to prevent crime would not do; hence, citizens have assembled themselves into crime prevention groups based in their respective communities to assist in crime prevention. As citizens became more vulnerable to crime, so did their resolve to empower themselves to stop victimisation. While one or a combination of all factors may have contributed to the emergence of crime prevention theory and application in the modern world, another theory is the growing concern for human rights and individual freedoms have led to an influence leaning toward non-punishment forms of crime prevention. Sutton and Cherney (2002) emphasised that crime prevention is reflective of societys desire to handle crime by using processes other than those that are eliminative; instead of punitive action, restorative means are advanced in the campaign for crime deterrence. Models of Crime Prevention Throughout its history, differing models of crime prevention have been used by law enforcement and criminologists around the world to curb crime and reduce victimisation. The major conceptual models of crime prevention include: situation, social, and developmental. Crime prevention has also been classified into primary, secondary, and tertiary forms. Situational crime prevention. The situational theory of crime prevention suggests that the best way to stop criminals is to design physical space and environment in a manner that will make the commission of crime harder and increase the likelihood of apprehending criminals. The idea is to change criminals perceptions of the rewards of crime by making the situation harder and much riskier for them. The situational concept of crime prevention was developed initially in the 1980s by criminologist Ronald Clarke. Clarke (1992) suggested that the most effective way to prevent crime is to implement strategies that create conditions which make it harder for criminals to commit crime. Thus, as an intervention model, situational crime prevention requires the proper identification of routines, factors, and patterns associated with criminal activity. Clarke Cornish (2003) presented five types of techniques which criminology practitioners should consider when using the situational model: 1) incr easing effort required to commit crimes; 2) increasing risks of committing crimes; 3) reducing rewards out of crimes; 4) reducing conditions that provoke crime; and 5) removing excuses for committing crimes (as cited in Homel, 2005, p. 132). Social crime prevention. The theory of social crime prevention aims to prevent offending by changing not the physical environment but the social environment. Social prevention intends to create social conditions that will deter potential or actual offenders from doing crimes. Hence, strategies associated with social crime prevention include empowering communities with resources and programmes that create a diversion from criminal behaviour. As an intervention model, social prevention focuses on youth and children, and programmes liked to this model including employment programmes, skills building activities, leisure programmes, youth drop-in centres, and other activities that increase productive behaviour. Developmental crime prevention. Developmental crime prevention as a theory strives to link childhood development with later delinquency. Researchers that have conducted prevention experiments were able to establish that factors surrounding early childhood are significant precursors to delinquent behaviour. These risks to delinquency include poor parenting, socially disruptive behaviour, and cognitive deficits (Sutton Cherney, 2002). Poor parenting could involve factors such as neglect, conflict in the home, deviant behaviour of parents, and early experience of family disruption (Homel, 2005). Among the developmental intervention strategies used courses related to proper parenting and other school-based measures. Crime Prevention Programmes The theoretical concepts of crime prevention discussed earlier have generated various intervention strategies all aimed to preventing crime. Situational prevention. Situational prevention strategies aim at designing the physical environment in order to make it less desirable and riskier for individuals to commit crime. Advocates of situational prevention strategies are more likely than advocates of other models to claim empirical effectiveness in preventing crime. Situational prevention involves among others, identifying cities that are crime hotspots, the use of surveillance cameras or CCTV cameras, screens, reducing cash-handling among banks to curb robbery, the use of boom gates to reduce car theft, and the use of undergrounds inroads to prevent vandalism and graffiti (OMalley, 1997). One of the strongest critiques against situational prevention is that the approach is inherently biases in favour of the rich and against the poor. Moreover, opponents claim that the opportunity reduction strategy gives only cosmetic remedies and that crime involves economic and cultural aspects associated with capitalism and mass consume rist ideology (OMalley, 1997). Social prevention. In lieu of situational prevention techniques, some criminologists have advocated social prevention instead because of the view that crime as a social problem is deeply ingrained within the economic and cultural structures in society. One of the most prominent social prevention strategies implemented was the Bonnemaison programme of Epinay, France, named after the towns mayor, Monsieur Gilbert Bonnemaison, MP (Cornish, 1995). This programme was implemented in France during a period of turmoil characterised by high levels of unemployment, ethnic rioting, and violence. The French central government collaborated with the local governments to develop diversionary programmes for the youth and made it a national priority. Some of these crime prevention programmes inspired by the Bonnemaison strategy include (Cornish, 1995): education of young people; re-training of those who failed to cope in the education system; better housing; employment; adequate health service; aid to victims of crime; better conditions for immigrants and ethnic minority groups; drug abuse treatment; after school activities for the young; provision of youth, cultural, training and recreation centres in each council area. (p. 188) Another overseas example of successful social prevention strategies include the so-called head start projects pioneered in the United States since the 1960s. These programmes focused on social justice as a crime deterrent by empowering poor and disadvantaged families with educational and other family enrichment programmes (Cornish, 1995). To date, several community-based and community development strategies of crime prevention have been modelled after the social prevention concept. Hybrid or whole of government approaches. Instead of focusing solely on just one crime prevention strategy, several programmes have combined several strategies and developed so-called hybrid programmes or whole of government approaches as it is known in Australia (Homel, 2005). An example of this customised approach toward crime prevention is the Safety Action Projects implemented in Surfers Paradise and Queensland during the middle of the 90s. Other projects that were national in scale include Safer Australia and subsequently, the National Campaign Against Violence and Crime (NCAVAC) geared at the promotion of community-based crime prevention through coordination and operational partnerships with local and central government (Homel, 2005). Conclusion Crime impacts overall quality of life because it influences ones actions, where one lives, how one travels, people one associates with, and others. The major conceptual models of crime prevention are the situational, social, and developmental crime prevention strategies. However, there has been increasing acceptance that crime is more complex in nature so that not one single strategy is effective in deterring crime. The emergence of hybrid approaches toward crime addresses both situational and social factors, and is considered to be more appropriate for the complexity of the 21st century. Supply management: A complex function Supply management: A complex function 1. INTRODUCTION Supply management is a complex function thats critical to business success, responsible for delivering efficient costs, high quality, fast delivery and continuous innovation throughout companies entire supply chains. The strategic contribution of supply management is measured not only in savings made, but also in increased shareholder value (Niezen, Weller Deringer, 2007). Nike and Adidas are two global companies try to improve their competitive advantage through strategically managing and utilizing their supply chain. The purpose of this report is to compare and evaluate the supply chain management practices of Nike Adidas. 2. CORPORATE PROFILE 2.1 Nike Corporate Profile Based in Beaverton, Oregon, and employing approximately 29,000 people worldwide, Nike Inc. is the worlds leading designer and marketer of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness activities (Comtex, 2002; Nikebiz, 2007a). Nike holds a 32 percent worldwide market share, a $20 billion market cap (Koch, 2004), has 40,000 stock-keeping units of goods (Mongelluzzo, 2002) and sells over 120,000 products in four cycles per year (Koch, 2004). 2.2. Adidas Corporate Profile Adidas is a leading producer of sportswear and sports equipment, offering its products primarily through four brands: Adidas, TaylorMade-Adidas Golf, Maxfli and Reebok (Datamonitor, 2007) The Adidas group and its 150+ subsidiaries are directed from the headquarters in Herzogenaurach, Germany, and employ 26,376 people (Adidas, 2007) The Adidas product line includes more than 20,000 items, with thousands of product variations. To keep up with market demand, the company changes its product range twice a year; more often if new technologies are available and in demand (Webex, 2004). 3. REPORT SCOPE Nike and Adidas are global players across a number of product categories. Supply chain management practices vary as the different products across the portfolios work towards different objectives. Due to the wide scope of product categories, the following report limits itself to analyzing the supply chain management practices of Nike and Adidas within the context of the global footwear market. Key supply chain processes under analysis include; manufacturing flow management supplier relationship management, demand management, order fulfillment customer services and relationship management (Lambert, 2007). 4. MANUFACTURING FLOW MANAGEMENT 4.1 Outsourcing as procurement strategy The international sports shoe industry is typified by the large scale vertical disintegration of functions and high levels of subcontracting activity. Multinationals such as Nike and Adidas no longer manufacture products, relying strongly on outsourcing all production in low-cost overseas labor markets, invariably resulting in the majority being manufactured in Asia. Outsourcing practices allow Nike and Adidas to focus on their core competencies; marketing, design and product innovation, areas in which they can best achieve a competitive advantage (Anderson, 2005). The trade-off to outsourcing to offshore manufacturers is that companies face substantially longer lead-times for delivery typically taking six to eleven weeks to receive products from Asia (Sahling, 2007). Efficiencies gained in terms of reduced wages are countered by the increased difficulty of monitoring the product and the actual working conditions in the factories (Van Dusen, 1998). Also, Nike Adidas production capa bilities are governed by the economic state of emerging markets; as countries prosper, there is a need to find new, low cost opportunities. Conversely, production could also be affected by external factors such as natural disasters or political instability. 4.1.1 Nike Approach Asia provides the majority of Nikes manufacturing and distribution, delivering to more than 80 destinations throughout the world, which now accounts for 65% of U.S. imports (Mongelluzzo, 2002). China now supplies 40% of Nikes U.S. consumption, increasing its reliance on southern Chinese ports (such as the Yantian port) instead of the port of Hong Kong (Field, 2003a). Yantian currently handles about 20% of Nikes volume from China, and approximately 10% is shipped from the port of Qingdao (Field, 2003a). The Yantian port has increased efficiency due to the close proximity to the Nike factory base, and quicker transits to the States (Field, 2003a). Nike places more importance on choosing the right local partners, not just the right ports. Nike doesnt own any of its facilities, and local partners make important logistics decisions (Field, 2003a). To manage relationships, Nike has both a global and regional vendor management team as output volume increases, Nike dont expand the number of suppliers, but increase the volume of business they do with each supplier (Field, 2003a). The Nike production system can be stratified into three classes; developed partners, volume producers and developing sources (Donaghu Barff, 1990). Although Nike has developed different levels of supplier relationships with each class the production network is commonly classified as a virtual enterprise where independent firms work together based on shared values and a common way of doing business to exploit a business opportunity through joint manufacturing (Pfohl Buse, 2000). 4.1.2 Adidas Approach Adidas has also been referred to as a virtual enterprise however, it may be better characterized as a strategic network because its supply chain utilizes three different types of suppliers; The first group have a direct contractual business relationship with Adidas, whilst the second group, subcontractors, are companies that have been subcontracted by their suppliers and do not have a direct business relationship with Adidas; and thee third group includes local sourcing companies, which source and manufacture products for local markets, rather than group-wide distribution (Adidas, 2002). Further, Adidas provides all of their suppliers with detailed technical and design specifications for the production and delivery of products, with strict quality control enforcement and inspections (Pfohl Buse, 2000), rather than adopting co-operation techniques and joint manufacturing ideals. 4.2 Lean Manufacturing Principles Lead Time Reduction According to Gernaat (2006), the fashion (footwear) market characterized by short product life cycle, high variety, high demand volatility, low demand predictability, low volumes and high level of impulse purchase. Therefore short lead times are highly important functions of responsive, reactive and flexible supply chains (Gernaat, 2006). Global sourcing creates longer lead times, and more complex supply chains. Nike and Adidas have instituted lean manufacturing principles to rationalize the supply chain processes and decrease costs. However, lean manufacturing approaches leave the companies more vulnerable to potential stock outs and there is increased reliance upon other supply chain elements running in sync and without interruption. 4.2.1 Nike Approach Nike utilizes several subcontracting arrangements that allow the company: a high degree of flexibility in dynamic and fluid markets a flexible demand-driven production system to shift production between factories and countries; opening plants and signing contracts that potentially only last a year and it to utilize capacity subcontracting methods to meet variable market demands (Donaghu Barff, 1990). Nike is upgrading its supply chain to try to drive the manufacturing cycle for a sneaker down from nine months to six to match its lead time to retailers ordering schedule. Nike aims to manufacture its sneakers to order rather than three months in advance (Donaghu Barff, 1990). Nikes new supply chain, using just-in-time management already active in the US and Europe enables shipment of products to customers faster. Select retailers receive delivery within days rather than months; cutting costs and improving profits by freeing up inventory and increasing sales (Herzog, 2003) 4.2.2 Adidas Approach Prior to 2002, Adidas operations were traditional batch and queue, and stored in warehouses until the order was processed. As part of its overhaul of its supply chain, Adidas sought to significantly reduce footwear lead times by introducing lean manufacturing principles across its supplier network. The time-to-market initiative involved a coordinated, global effort on behalf of Adidas and its consultants which included training suppliers, technology improvements in supply chain planning and a focus on internal design processes (Productivity Press, 2006). Efficient implementation of lean manufacturing principles also removed non-value-adding procedures, improved labeling and special handling to reduce lead time (Datamonitor, 2007). The reduction in lead time also lead to a 33% increase in correct product choice, increased accuracy in ordering and in some cases, resulted in larger orders as customers were less risk averse and displayed increased commitment (Productivity Press, 2006). 4.3 Centralisation 3rd Party Logistics Specialisation 4.3.1 Nike Approach The theme of Nikes sneaker supply chain is centralisation. All product design, factory contracting and delivery is planned and co-coordinated from Beaverton, Oregon (Koch, 2004). Nike runs a single instance of SAP R/3 (a single planning engine), and centralised demand management to work with outsourced suppliers (MSI, 2004). Nike is currently pursuing a total information integration strategy integrating ERP (enterprise resource planning), supply chain planning and CRM software onto a single platform shared by Nike operations in North America, as well as Europe, the Middle East and Africa. Initial results are promising; improved financial visibility, cash flow management, revenue forecasting, and taking advantage of shifting exchange rates through the re-allocation of Nikes cash resources (Koch, 2004). Nikes key supply chain strategy is through achieving up-to-date shipment data that can be used to make the supply chain more efficient, with transit time being the deciding factor over other considerations (Mongelluzzo, 2002). Nike has pared its number of logistics providers from five to two. Nikes two third-party logistics providers specialise in data management APL Logistics handles eastbound shipments to the U.S., Canada and Latin America and Maersk Logistics manages U.S. outbound shipments (Mongelluzzo, 2002). Nike requires transportation vendors to provide: Geographic coverage of U.S., Canada and Latin America Carrier specialisation Multiple ports of entry Multiple consortia Expedited air and courier services Cargo security EDI interface Data and documentation management (Mongeluzzo, 2002). For 60 percent of cargo from Asia, Nike controls the transportation move from Asian factories directly to the distribution centres of its U.S. retailer customers. The company moves the rest through its own U.S. distribution centres, where they are stored until a retailer needs them (Field, 2003b). Although the shipper and its logistics partners manage the supply chain, decisions on how much to ship and when to ship it are made in response to customer needs Demand drives the logistics strategy (Mongelluzzo, 2002). 4.3.2 Adidas Approach Traditionally Adidas has operated in a decentralized manner, with separate operating units independently choosing software that suited their internal preferences and geography (Tibco, 2007). Since 2002, Adidas has begun implementing common processes to help establish a global direction and help regain its competitive advantage. Tibco software was implemented to streamline and automate its business operations, improving flexibility, scalability and visibility across the enterprise helping to reduce product delivery times (Tibco, 2007). Similarly, Adidas inadequate paper-based warehouse and distribution systems were replaced with unique WMS and RF software to halve distribution costs, reduce labour costs and improve accuracy and efficiency through automated cross-checking of all orders (CIPA, 2004). John Hamilton, the Development Manager for Supply Chain Applications noted that We use third-party manufacturing so we are involved with a lot of different partners, from people who manufacture our product, to people who manufacture our raw materials, to the distributors that sell our product throughout the world We had a bit of a lag in our ability to see downstream demand Its hard to see the end customers demand because we are working through a lot of different subsidiaries. (i2, 2004) i2 solutions replaced the home-grown planning system, to ensure that Adidas continued to meet the needs of customers, suppliers, and consumers enabling the company to reduce order confirmation times and to get products to market faster through its ability to improve asset utilization, factory fill rates, and to plan at multiple lead times (ibid). Adidas moved further toward a centralization strategy as it implemented logistics software SAP AFS to facilitate process and system standardization worldwide, providing a solution that supported a consolidated global focus. Adidas chose the software because AFS is specific to the apparel and footwear industry with its emphasis on seasonal fluctuation, proliferation of design variations and product characteristics, multiple distribution channels and customer-service requirements, and outsourced manufacturing (SAP, 2002). Adidas consolidated the distribution system into UPS, a single streamlined network, with automated inventory and fulfillment systems that rapidly scaled its services and add enhancements as required (UPS, 2005) 4.4 Supplier Relationship Management 4.4.1 Nike Approach Athletic footwear producers use similar techniques to promote stability and trust in their relationships with subcontractors; Nike develops and produces all high-end products with exclusive partners, while its volume producers manufacture more standardized footwear that experience larger fluctuations in demand (Donaghu Barff, 1990). Nikes strategies for alliance involve: Seeding Nike expatriate technicians into factories producing Nike footwear to function as a liaison between head office and RD to ensure smooth product development processes and maintain product control. Encouraging partners to participate in joint product development activities, sharing responsibility for the development of new footwear Stabilize production and reducing demand variance with key factories partners by placing monthly orders with partners that exclusively produce Nike products (Donaghu Barff, 1990) Nike are establishing longer-term contracts with key suppliers, operating more as partners (ibid), fostering strategic alliances and creating value-add capabilities within the supply chain. 4.4.2 Adidas Approach Adidas current approach to supplier relationship management is consolidation; in 2001 it reduced the manufacturing base by over 25% with a medium term goal of reducing the suppler base by 40% (Adidas, 2002). The aim is to deepen relationships and therefore reliability, also to increase Adidas influence and bargaining power with suppliers. Adidas focus is on building their suppliers own capacity and internal management systems in health and safety and human resource management, seeking to develop sustainable compliance processes and to drive self-enforcement (Anderson, 2005) 5. DEMAND MANAGEMENT 5.1 Forecasting Order Fulfillment Gernaat (2006) argues that accurate forecasting is highly difficult in the fashion industry, as it is characterized by short PLCs, volatile demand and high variety. Wide product lines are challenged by an increasing individualization of demand, which Nike and Adidas combat by creating an increasing number of variants (Berger Piller, 2003). This makes forecasting and planning for the companies increasingly difficult which has the potential to result in high overstocks, increased supply chain complexity and the need to provide significant markdowns to get rid of surplus stock (ibid). Forecast accuracy can be increased through flexible supply chains with shorter lead times. However Gernaat (2006) also points to the use of Point Of Sale data to adjust forecasts and quick response programs to respond accordingly as a way of combating inaccuracies. Nikes forecasting is largely based on its Futures program, where retailers must order up to 80% of their merchandise inventory 6 months in advance in order to get substantial discounts and guaranteed delivery times (Porter, Harris Yeung, 2002). The futures ordering program allows Nike to minimize the amount of inventory held, purchasing costs, the time necessary to fill customer orders, and the risk of non-delivery (Nikebiz, 2007b). Nike gained a significant competitive advantage in the 90s as retailers were eager to secure discounts and guaranteed delivery times. Nike now faces pressure from customers and rivals because retailers are more reluctant to commit to ordering 6 months in advance as consumers tastes are increasingly fickle and smaller, more agile rivals are willing and able to work within shorter order cycles. Nike also is behind its rivals in direct point-of-sale (POS) integration with retailers; supply chain experts believe that actual store data, rather than software algorithms, are the best predictors of demand, but Nikes SAP system cannot yet accept POS data (Koch, 2004). Adidas recently launched World Class Supply Chain initiative appears to be moving away from a forecast-based supply chain to a demand-driven supply chain. The company has re-engineered its supply chain to customize its business to five differentiated and dynamic business models which target consumer needs (Adidas, 2006). The initiative covers the whole concept-to-shelf process and incorporates marketing, sales and operations functions; Brand Model delivers Adidas brand statement products, supported by comprehensive customer service, marketing, retail and supply chain capabilities (launched 2006) Evergreen Model short lead times and never-out-of-stock capabilities for Adidas most commercial and long life cycle product lines (launched 2006). Quick Response model seizes additional market opportunities with a 3-6 month concept-to-shelf process (launched 2007) Global/Regional model creates regional adaptations of global concepts to reflect consumer needs in regional markets (launched 2007) 2008 model aims to reduce the percentage of products turned around with 18 months lead time to only 25%. (Adidas, 2006) 5.2 Customer Service Relationship Management The success of global supply chains is the value they add to their ultimate customers in terms of the cost/price and the related services they provide (Coyle, Bardi Langley, 2003). IT can play a significant role in facilitating customer service that provides the opportunity to remain competitive, improve differential advantage and finally, gain market share (ibid). Advances in IT allow sharing real-time information between supply chain partners, which facilitates better inventory management which increases customer service and value. Sharing data also strengthens relationships between supplier and customer, as there is a development on trust and reliability. However, it is important to note that increased reliance on IT and software can potentially negatively affect positive customer service outcomes. Nike and Adidas have both been exposed to the negative consequences; Nike lost $100million in revenue due to software bugs in its supply planning software in 2001 (Interestingly this is the i2 solutions supply chain planning software that Adidas has taken on board), and Adidas first attempt at implementing WMS software resulted in massive market share losses in 1996 when the system failed to work and could not process orders (Supply Chain Digest, 2006). 5.2.1 Mass Customisation Pillar et al (2004) see information technology, along with flexible manufacturing practices as facilitators of mass customization and its promise to deliver goods and services that meet individual customer needs with near mass production efficiency. Adidas and Nikes approach to mass customization provides a good example of the trade off between the increased complexity of mass customization and supply chain economies of scale. The mi Adidas concept offers a full range of shoe customization options in regard to fit, functionality and aesthetic design. In contrast, Nikes NikeId program, in line with its highly centralized approach, limits customer integration and feedback by only offering the different colour choices of a shoes components (Piller, Moeslein Stotko, 2004). Relative to Nike, the degree of product, process and information complexity is much higher for Adidas thus incurring increased supply chain costs. However the costs are offset by higher premiums charged up to 50% co mpared to the customized shoes of Nike (between 5% and 10%) (ibid). Adidas develops a learning relationship with consumers through the brand interaction, increasing the revenue from each transaction because as well as the actual product benefits, the simplified purchasing decision process entices repeat purchase, thus creating loyalty (Piller, Moeslein Stotko, 2004) and deepening customer relationships. The mass consumption concept can also help generate better customer service and relationship management, as Adidas gains sticky knowledge about its consumers; valuable market research which could help inform more efficient planning for new products for the mass market segment (ibid). 6. KEY FACTOR ANALYSIS Coyle, Bardi Langley (2003) argue that the key factors of successful supply chain management include inventory, cost, information, and customer service and collaboration relationships. Based on the above inventory management, financial measurement and performance measures, Nikes tightly controlled, centralized supply chain management practices appear to have the advantage over Adidas; in fact, Nike was recognized as being one of the top 25 companies that exhibit superior supply chain capabilities and performance (AMR, 2007). Such performance indicators strongly suggest that Adidas has a continued need to improve operating efficiency, inventory management and also seek to deploy assets in more profitable avenues (Datamonitor, 2007). Adidas relatively poor financial performance (compared to industry leader Nike) was recorded across the 2002-2006 period, during which the company began to implement substantial changes across its supply chain management processes. Adidas has significantly centralized and automated elements of its supply chain, boosting efficiency and effectiveness of the processes by reducing errors and increasing productivity. At the same time it seems better equipped to accommodate consumers individualized demands through the more sophisticated mass customization practices, and increased collaborative relationships. Although Nike has strong collaborative relationships across its supply chain, its highly centralized processes seems less flexible in terms of demand management and customization which could affect its future competitive advantage. References Adidas, What We Do (2007) (http://www.adidas-group.com/en/overview/general_information/default.asp) [Accessed 05/09/07] Adidas, 2002 Annual Report (2002) (http://www.adidas-group.com/en/investor/reports/annually/downloads/as_ar_2002.pdf) [Accessed 05/09/07] Anderson, W (2005) Speech http://autoweb.ccpit.org/edit/UploadFile/20051017112649215.doc. [Accessed 05/09/07] Berger, C. Piller, F. (2003) Customers As Co-Designers, IEE Manufacturing Engineer, Aug/Sept 2003, pp.42-45 CIPA (2004) adidas-Salomon Canada Increasing Efficiency Through Wireless Technology (http://www.cipa.com/award_winners/winners_04/adidas-Salomon.html) [Accessed 05/09/07] Comtex. (2002), SAP AG Nike Achieves Project Milestone with Deployment of SAP, Market News Publishing, 5 June 2002. Datamonitor (2007) Adidas AG Company Profile, Datamonitor Plc, 19 Mar 2007. Donaghu, M. Barff, R. (1990) Nike just did it: International Subcontracting and Flexibility in Athletic Footwear Production, Regional Studies, 24:6, pp. 537-552. Field, A. (2003a), Calling its own shots, Journal of Commerce, Vol. 4, Issue 44. pp. 20-22. Field, A. (2003b), Nike Just Does It, Journal of Commerce, Vol. 4, Issue 44. pp. 20-22. Hansen, F. (2007), A permanent strategy for temporary hires, Workforce Management, Vol. 86, Issue 4. pp. 25-30. Gernaat, M (2006). The Impact of Lead Time On The Fashion Apparel Supply Chain, Msc Thesis, Cranfield University Herzog, B. (2003), Rising With A Swoosh, The Oregonian, 21 September 2003 Holmes, S. (2003), Nike, Business Week, Issue 3859. p. 98. i2, (2004) Case Study Keeping adidas-Salomon One Step Ahead of the Competition, (http://www.i2.com/assets/pdf/CSS_CPG_adidassalomon_css7185.pdf) [Accessed 05/09/07] Koch, C. Nike Rebounds: How (and Why) Nike Recovered from Its Supply Chain Disaster (http://www.cio.com/article/32334/), 2004 [Accessed 05/09/07]. Lambert, D. Supply Chain Management (2007) (http://64.233.179.104/scholar?hl=enlr=q=cache:cCqvumWaqAsJ:fisher.osu.edu/supplements/10/1186/SCM%2520Updated%2520on%252006_08_04.pdf+Lambert+Global+Supply+Chain+Forum+Conceptual+framework+of+SCM+Ohio+State+University) [Accessed 05/09/07]. Mongelluzzo, B. (2002), Nikes logistics hierarchy, JoC Week, Vol. 3, Issue 12. p. 24. Niezen, C., Weller, W. Deringer, H. (2007) Demanding Better Supply Chain Management, Business Strategy Review, Spring 2007, pp.47-49. Nikebiz, Company Overview, (2007a) (http://www.nike.com/nikebiz/nikebiz.jhtml?page=3item=facts), [Accessed 05/09/07]. 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(ed) (2007) Navigating Todays Supply Chain Challenges, Prologis Supply Chain Review, Winter 2007 SAP (2004) SAP Customer Success Story: Adidas-Solomon (http://www.sap.com/solutions/index.epx) [Accessed 05/09/07]. Supply Chain Digest (2006) The 11 Greatest Supply Chain Disasters, Jan 2006. Tibco (2007) Case Study Business integration gets adidas-Salomon in top shape (http://www.tibco.com/resources/customers/successstory_adidas.pdf), [Accessed 05/09/07]. UPS (2005) Case Study adidas Goes for the Gold in Customer Service (www.ups-scs.com/solutions/case_studies/cs_adidas.pdf) [Accessed 05/09/07]. Van Dusen S. (1998) The Manufacturing Practices of the Footwear Industry: Nike vs. the Competition, (http://www.unc.edu/~andrewsr/ints092/vandu.html) [Accessed 05/09/07]. Webex (2004) adidas-Salomon Improves Product Time to Market With WebEx Online Meetings Case Study (http://www.webex.co.uk/uk/overview/webex-customers.html) [Accessed 05/09/07]. Worthen, B. in Ross, A. (2004), Why bad forecasts can be good for business, Manufacturing Engineer, Vol. 83. Issue 3, pp.26-29.

The Puritans - Creating the Perfect God Fearing Society Essay -- Ameri

The Puritans - Creating the Perfect God Fearing Society The Puritans dream was to create a model society for the rest of Christendom. Their goal was to make a society in every way connected to god. Every aspect of their lives, from political status and employment to even recreation and dress, was taken into account in order to live a more pious life. But to really understand what the aspirations of the puritans were, we must first understand their beliefs. â€Å"Their goal was absolute purity; to live with out sin in a sinful world was to them the supreme challenge in life. They were derisively called Puritans because they sought to purify the Church of England of the popish and antichristian stuff with which they believed the simplicity of the primitive Christian church had been encrusted.† The Puritans believed that man’s only purpose in life was â€Å"to glorify God on earth and, if he were especially fortunate, to continue the good work in Heaven.† For the puritans, to glorify god meant keeping him in mind at all times, working to the best of their ability at whatever job god had fated them to do, and following a strict moral code based on the bible. â€Å"Every act and thought was either a glorification of god or its opposite.† Thus, leading a pious life in the form of working hard, praying, and churchgoing, was considered paying homage to God. Through all of these things, the most important was to be mindful of God at all times. Pride, complacency, and gratification of the senses could not be permitted if they captured the place in the mind reserved for the Almighty. This does not mean, however, (as many people have believed) that the Puritans did not allow themselves to be comfortable and happy. First of all, the Purita... ... influential enough to prevent Winthrop’s reelection as governor in sixteen thirty-six. The next year he returned to office and had her tried for heresy. Even though she displayed remarkable knowledge of theology, she still defied clergy, and was eventually banished for sedition. Williams and Hutchinson were only a few of the growing number of colonists who were discontented with the Puritan government. The Puritans dreamed of creating the perfect god fearing society as a model for the entire Christian world. They did everything in their power to keep this dream alive. They created strict laws, and enforced them vigorously all in the name of God. But it was destined to fail because of the growing political liberty in England and the numerous advancements during the age of enlightenment, which eventually came into direct conflict with established Puritan beliefs.