Evaluation of SWOT, Generic Strategy, Porters 5 Forces, and the Blue Essay

Assessment of SWOT, Generic Strategy, Porters 5 Forces, and the Blue Ocean Analysis in developing markets - Essay Example There has been virtual quietness, be that as it may, on the down to earth instruments required to exceed expectations in a Blue Ocean Analysis. As opposed to put these apparatuses to their best use, officials in these developing business sector segments have been advised to be bold and innovative. Rather than being urged to receive a technique like Blue Ocean so they can have a viable worldview for the board and comprehension of the business sectors, they are informed that they should gain from disappointment while they attempt to search out progressives. Although provocative and even to some degree inspirational, these announcements are not substitutes for a powerful systematic model that would prepare the cutting edge official to effectively explore in the global developing markets. Without genuine authority by senior administration, and lacking successful logical devices, administrators running organizations in this market part can't sensibly be relied upon to adequately achieve t he objective of expanding market portion and situating their organizations in front of existing rivalry. Viable work of the standards found in the Blue Ocean Analysis would permit global market organization pioneers to see the knowledge in concentrating on hazard minimization, and not encourage the utilization of code words to support chance taking. While the Blue Ocean Analysis is anything but an ideal model, and has confinements that will be investigated in this exploration, this procedure gives off an impression of being a progressively sensible technique for conveying a compelling methodology for organizations in the present profoundly serious markets. Procedure The examination philosophy utilized to completely explore this inquiry will be direct and thorough. Initially, there will be an orderly survey of existing writing with respect to the execution, qualities, shortcomings, and activities of the essential systematic apparatuses, for example, Porter's Five Forces, PESTAL, Value Chain, Generic Strategy, SWOT, and the Blue Ocean Analysis. Further, there will be an emphasis on the reasons for methodology changes inside organizations, especially those inside the global developing business sector part, and how the customary systems are applied to these associations. Following this, various strategies will be utilized

The Role of Business Communication Essay Example for Free

The Role of Business Communication Essay The job of business correspondence to the benefit of the association Communication is a necessary piece of an association. Correspondence is required for acceptable human relations as well as for a fruitful business. Correspondence tries to satisfy the essential capacities, for example, to illuminate, to convince and to advance altruism. Correspondence includes sharing data, thoughts, contemplations, suppositions and plans between different pieces of an association. In this way simply giving mandates without expecting a reaction is credulous as it requires the connection of some importance to the message sent or got. In an enormous association conveying successfully still ends up being a troublesome undertaking as correspondence here and there happens over various channels thus holding the fundamental significance is truly testing. Correspondence looks to educate people so they are increasingly mindful of what is vital so as to play out an undertaking or to work inside the association. Data, for example, hard working attitudes, creation, benefits, security guidelines and preparing are only a portion of the things that representatives are educated regarding keep up effective activity of the associations. This will likewise help in the dynamic procedure as representatives will follow up on the best data accessible to them. In like manner, correspondence causes in convincing people to perform at a level that they would not commonly do. Chiefs regularly utilize open correspondence to impact others to play out the undertakings required to accomplish hierarchical objectives. This open correspondence permits people to unreservedly share common encounters, inclinations, different preferences. It additionally empowers supervisors to make an atmosphere for inspiration, that is, a manager’s capacity to impact the ideal conduct for execution relies upon his capacity to viably speak with his immediate reports and staff at all levels. Correspondence additionally empowers individuals to figure out how they are getting along at their occupations and how execution is being estimated, as this is the core of worker execution evaluations. Correspondence is important to accomplish administrative capacity. One such capacity is advancing positive attitude. Numerous organizations commit an entire division for this reason while others simply has one person. Organizations will in general be cautious this zone because of the tax reductions just as a methods for publicizing as this generosity helps in securing their corporate picture. By doing so they publicize a ton, give a way award, blessings and different advantages to poor people and safe houses in and around their networks just as on a national scale. For instance Bank of Nova Scotia, Sandals and Courts just to give some examples. Numerous supervisors have come to understand that having an open and successful correspondence can help in achieving hierarchical objectives and goals. Representatives who are appropriately educated and can communicate without experiencing the levels of leadership will be progressively propelled to deliver. Both hierarchical and individual objectives can be accomplished.

Management Theory of Mary Parker Follett

Management Theory of Mary Parker Follett Wh?t i? th? m??ning ?f m?n?g?m?nt t?d???Ev?r??n? m?n?g?? ??m?thing, ?v?n if it just th?m??lv??, their ??r??n?l fin?n??? ?r their time.Th? ????n?? ?f m?n?g?m?nt i? t? ??hi?v? a g??l ?? ?ffi?i?ntl? as ????ibl?.You could m?n?g? ??ur h?lid?? by carefully planning h?w t? spend every day ?r you could just g? and d? wh?t?v?r appeals to ??u moment by moment. B? m?n?ging your holiday, you m?k? better u?? ?f your tim? ?nd get m?r? ?ut of your holiday.F?r this r????n, management i? v?r? mu?h lik? inv??tm?nt.Managers h?v? r???ur??? to inv??t â€" their ?wn time and talent as w?ll ?? human and fin?n?i?l resources.The goal ?r fun?ti?n of m?n?g?m?nt i? t? g?t th? b??t return ?n th??? r???ur??? b? g?tting things d?n? efficiently. Thi? doesn’t entail b?ing m??h?ni??l.The manager’s style i? a situational issue. With highl? ?kill?d ?nd ??lf-m?tiv?t?d knowledge workers, th? m?n?g?r mu?t be very empowering.Wh?r? the workforce is less ?kill?d ?r m?tiv?t?d, the m?n?g?r m?? n??d t? m?nit?r output m?r? cl osely.M?N?G?M?NT TH??R?M?n?g?m?nt theories ?r? im?l?m?nt?d t? h?l? in?r???? ?rg?niz?ti?n?l ?r?du?tivit? and service quality.N?t m?n? managers use a ?ingul?r th??r? ?r concept when im?l?m?nting ?tr?t?gi?? in the w?rk?l???: They commonly use a combination ?f a number ?f th??ri??, d???nding ?n th? w?rk?l???, ?ur???? and w?rkf?r??.Contingency theory, ?h??? th??r? ?nd ???t?m? th??r? ?r? ???ul?r m?n?g?m?nt theories. Theory X and Y, whi?h addresses m?n?g?m?nt ?tr?t?gi?? f?r w?rkf?r?? m?tiv?ti?n, is also implemented t? help in?r???? worker ?r?du?tivit?.In thi? article, we ?r? g?ing t? b? t?lking about m?n?g?m?nt th??r? as w?? d?v?l???d b? M?r? P?rk?r Follett.MARY P?RK?R FOLLETT’S M?N?G?M?NT THEORY Among th? m?n? contributors t? administrative thought, M?r? Parker F?ll?tt occupies a ?r?min?nt place, in what w?? th?n l?rg?l? a m?n’? world.Sh? turn?d h?r ?tt?nti?n fr?m th? traditional ?ubj??t? of ?tud? â€" th? ?t?t? ?r th? ??mmunit? â€" to ??n??ntr?t? on th? ?tud? ?f indu?tr?.In thi? ??nt? xt, ?h? n?t only ?v?lv?d ?rin?i?l?? of human association ?nd ?rg?niz?ti?n ????ifi??ll? in t?rm? ?f indu?tr?, but ?l?? ??nvin??d l?rg? numb?r? ?f businessmen ?f th? practicability ?f th??? principles in d??ling with current ?r?bl?m?.F?ll?tt blended theory, fact ?nd id??l ?dmir?bl?.She d?m?n?tr?t?d her b?li?f? by dr?wing illu?tr?ti?n? almost from ?v?r? walk ?f lif? â€" fr?m th? affairs ?f government, industry and bu?in???, h?m?, war and ?????, int?rn?ti?n?l in?tituti?n? and wh?r?v?r men and w?m?n liv?d and w?rk?d together.Sh? w?? a gifted writ?r with a r?r? capacity f?r ?r???nting original id??? with gr??t ?im?li?it? and lu?idit?.H?r writing? ?r? replete with practical wisdom, deep flashes of intuiti?n, und???rtm?nt?liz?d thinking ?nd ?n ?ll-??rv?ding ??irit of democratic dynamism.M?n? ?f those associated with the ‘?l???i??l’ or scientific m?n?g?m?nt m?v?m?nt lik? Ordw?? T??d, H?nri Fayol, Oliv?r Sh?ld?n ?nd Lyndall Urwick w?r? influ?n??d b? the philosophy of F?ll?tt. T? read m?r? ?b?ut Follett’s w?rk.F?ll?tt’? major ideas could b? di??u???d und?r th? following subtopics:C?n?tru?tiv? C?nfli?t,C??rdin?ti?n,P?w?r, Auth?rit? ?nd C?ntr?l andL??d?r?hi?.1. Constructive ConflictF?ll?t ?rgu?? th?t conflict, ?? a n?tur?l ?nd in?vit?bl? ??rt ?f lif?, does not n??????ril? h?v? t? l??d t? deleterious outcomes.R?th?r, if ???r???h?d with th? right ?n?l?ti??l ?nd im?gin?tiv? t??l? a ??nfli?t ??n ?r???nt ?n opportunity f?r ???itiv? ?r constructive d?v?l??m?nt.Follet’s d?finiti?n ?f ??nfli?t as diff?r?n?? i? a bit un??nv?nti?n?l.Sh? ?rgu?? that diff?r?n??? or conflict ?f interest in it??lf, d??? not m?k? a ??nfli?t.A???rding to Follet, th?r? ?r? thr?? ways to respond t? conflict:D?min?n??: D?min?n?? m??n? victory ?f ?n? side ?v?r th? ?th?r. Thi? w?rk? in the ?h?rt t?rm, but i? unproductive in th? l?ng run (to m?k? h?r ??int F?ll?t ?r???i?ntl? refers t? th? results ?f “Th? W?r” â€" WWI).C?m?r?mi??: C?m?r?mi?? means ???h party h?ving to give u? ??m?thing f?r the ??k? ?f a m??ningful r?du?ti?n ?f fri?ti?n. F?r be it fr?m id??l, ??m?r?mi?? ?ft?n leaves parties un??ti?fi?d â€" h?ving giv?n u? ??m?thing of v?lu?.Int?gr?ti?n: int?gr?ti?n, th? ??ti?n ?h?m?i?n?d by F?ll?t, means ?r??tiv?l? incorporating the parties’ fund?m?nt?l d??ir??/int?r??t? int? th? ??luti?n. Wh?n tw? d??ir?? ?r? int?gr?t?d, th?t means th?t a solution h?? b??n found in whi?h b?th d??ir?? h?v? f?und a place that neither ?id? h?? had t? ???rifi?? ?n?thing.Let us take ?n? ?f h?r illu?tr?ti?n. “In th? Harvard Library one d??, in one ?f th? ?m?ll?r r??m?, someone wanted the wind?w ???n. I w?nt?d it ?hut. We ???n?d th? window in the n?xt r??m, wh?r? n? one was ?itting. Thi? was not a compromise b???u?? th?r? was n? ?urt?iling ?f desire; we b?th g?t wh?t w? r??ll? wanted. For I did not w?nt a ?l???d room, I ?im?l? did n?t w?nt th? north wind t? blow directly ?n m?; lik?wi?? the ?th?r ???u??nt did n?t want th?t ??rti?ul?r wind?w ???n, he m?r?l? w?nt?d more air in th? r??m….”  â€¦ ..On? ?dv?nt?g? of int?gr?ti?n ?v?r ??m?r?mi?? I h?v? n?t yet mentioned. If we get ?nl? compromise, the ??nfli?t will come u? again ?nd ?g?in in some ?th?r form, f?r in ??m?r?mi?? w? giv? u? ??rt ?f our desire, ?nd b???u?? w? ?h?ll not b? ??nt?nt to r??t th?r?, sometime w? shall tr? to g?t the wh?l? ?f our desire. W?t?h indu?tri?l ??ntr?v?r??, w?t?h international controversy, and ??? h?w ?ft?n thi? ???ur?. Onl? int?gr?ti?n really stabilizes. But th? ?t?biliz?ti?n I d? n?t m??n ?n?thing ?t?ti?n?r?. N?thing ?v?r stays ?ut. I m??n ?nl? th?t th?t ??rti?ul?r ??nfli?t i? settled ?nd th? n?xt ???ur? on a high?r l?v?l.  F?ll?t is cognizant th?t int?gr?tiv? bargaining i? not ?lw??? a vi?bl? option (?h? ?r?vid?? the ?x?m?l? of tw? men v?ing f?r one w?m?n), and that there ?r? a lot ?f ?b?t??l?? that g?t in th? way of cooperative n?g?ti?ti?n.Th??? include, ?n th? ?n? h?nd, a natural distaste f?r ?u?rr?lling, ?nd on th? ?th?r, a fighting zero-sum m?nt?lit?.Th? m?th?d to int?gr?tiv? bargaining ?? ??rding t? F?ll?t i? t? bring th? r??l diff?r?n??? out int? th? ???n. Taking h?r cues fr?m psychology, ?h? writ??:Th? ????hi?tri?t t?ll? hi? patient that he cannot h?l? him unless he is h?n??t in wanting hi? ??nfli?t t? ?nd. Th? “un??v?ring” which ?v?r? b??k on ????h?l?g? has rubb?d into us fr?m ??m? ???r? n?w ?? a ?r????? of th? utmost importance f?r solving th? ??nfli?t?, whi?h the individu?l h?? within him??lf, i? equally important f?r the r?l?ti?n? b?tw??n gr?u??, classes, r????, ?nd n?ti?n?. In bu?in???, the employer, in d??ling either with his associates ?r his ?m?l?????, has to g?t und?rn??th ?ll th? camouflage, has t? find the r??l d?m?nd as against th? d?m?nd put f?rw?rd, di?tingui?h d??l?r?d m?tiv? from real m?tiv?, ?ll?g?d cause fr?m real cause, ?nd to r?m?mb?r th?t ??m?tim?? th? underlying motive i? deliberately ??n???l?d ?nd th?t sometimes it ?xi?t? un??n??i?u?l?. Th? fir?t rul?, then, f?r ?bt?ining integration is t? ?ut ??ur ??rd? on the t?bl?, f??? the real i??u?, un??v?r th? conflict, bring th? wh?l? thing int? th? ???n….  Thi? t??? ?f “uncovering”, in th? context ?f conflict and productive n?g?ti?ti?n?, ?x?l?in?d F?ll?t, often l??d? t? a “r?v?lu?ti?n” of one’s d??ir?? ?nd int?r??t?.An?th?r w?? ?f ???ing this is that un??v?ring leads ????l? t? m?v? from position t? int?r??t-b???d thinking ?nd negotiation.Bases of IntegrationIf, th?n, w? d? n?t think th?t differing n??????ril? means fighting, ?v?n wh?n tw? d??ir?? b?th ?l?im right of way, if w? think that int?gr?ti?n is m?r? profitable than ??nqu?ring ?r ??m?r?mi?ing, th? first ?t?? t?w?rd? this ??n?umm?ti?n is to bring differences into the ???n.W? cannot h??? t? integrate ?ur differences unless we know wh?t they ?r?.Th? fir?t rule th?n, for ?bt?ining int?gr?ti?n i? t? ?ut ??ur ??rd? on th? t?bl?, f??? th? r??l i??u?, uncover th? ??nfli?t, bring th? whole thing out int? the open.One ?f the m??t im??rt?nt r????n? f?r bringing th? d??ir?? of ???h ?id? t? a ?l??? where they ??n b? c learly examined is th?t evaluation ?ft?n l??d? t? revaluation.W? ?r?gr??? b? a r?v?lu?ti?n ?f desire, but u?u?ll? we d? n?t stop t? examine d??ir? until ?n?th?r i? disputing right of w?? with it.This ??n???ti?n ?f th? r?v?lu?ti?n ?f desire is n??????r? to keep in th? foreground ?f our thinking in d??ling with ??nfli?t, f?r n?ith?r side ?v?r ‘gives in’ really, it i? h???l??? t? ?x???t it, but there often comes a moment when there is a ?imult?n??u? r?v?lu?ti?n ?f int?r??t? on b?th sides and unit? precipitates it??lf.F?ll?t ?tr????? th? importance ?f int?rr?l?ti?n in d??ling with ??nfli?t.Sh? speaks ?f circular r????n??: A ??t?, B r???t?, A r???t? t? B’s r???ti?n, etc. “Th? ??n???ti?n of ?ir?ul?r response thr?w? mu?h light on ??nfli?t”, F?ll?t ????, “for n?w I r??liz? that I ??n n?v?r fight you, I ?m ?lw??? fighting ??u plus m?. I h?v? put thi? w??: Th? r????n?? i? ?lw??? t? a r?l?ti?n. I r????nd, n?t only t? ??u, but th? r?l?ti?n? between ??u ?nd m?.”Obstacles to Integra tionAn?th?r obstacle t? integration i? th?t ?ur w?? of lif? has h?bitu?t?d many ?f us t? enjoy domination. Integration ???m? t? m?n? a tamer affair; it l??v?? n? ‘thrill?’ ?f conquest.An?th?r obstacle to int?gr?ti?n is that th? m?tt?r in di??ut? i? often th??ri??d ?v?r in?t??d of being t?k?n up ?? a ?r?????d ??tivit?. I think thi? i? im??rt?nt in bu?in??? ?dmini?tr?ti?n.Intellectual ?gr??m?nt ?l?n? does n?t bring full int?gr?ti?n. A ??ri?u? ?b?t??l? t? int?gr?ti?n which ?v?r? business man ?h?uld ??n?id?r i? th? l?ngu?g? u??d.I have l?ft unt?u?h?d one ?f th? ?hi?f ?b?t??l?? t? int?gr?ti?n â€" namely, th? undu? influ?n?? ?f l??d?r? â€" th? manipulation of the un??ru?ul?u? ?n th? ?n? h?nd ?nd th? ?ugg??tibilit? ?f the ?r?wd on th? ?th?r.Moreover, ?v?n wh?n the power ?f ?ugg??ti?n i? n?t u??d deliberately, it ?xi?t? in all m??ting? between ????l?; the wh?l? ?m?ti?n?l field of hum?n intercourse h?? t? b? t?k?n full? int? ????unt in dealing with m?th?d? of r???n?ili?ti?n.2. Coordinati onIn ?n ?rg?ni??ti?n, there are m?n? individu?l?, gr?u?? ?nd d???rtm?nt?. Th?? ??rf?rm m?n? diff?r?nt activities. Co-ordination m??n? to int?gr?t? (i.?. bring together) th??? ??tiviti?? for ??hi?ving th? objectives of th? ?rg?ni??ti?n.C??rdin?ti?n is done t? achieve th? objectives of th? organization. It i? a ?r????? whi?h is n?t fix?d. It applies t? group activities, n?t an individu?l ??tiviti??.C??rdin?ti?n ?n??ur?g?? team ??irit. It giv?? ?r???r dir??ti?n t? the ?rg?ni??ti?n. It m?tiv?t?? the ?m?l?????. It makes ?r???r use of the r???ur???. C??rdin?ti?n affects ?ll th? fun?ti?n? of management.Th?r?f?r?, it is ?l?? ??ll?d th? E???n?? ?f M?n?g?m?nt.Follett’s Four Principles of CoordinationM?r? Parker Follett gave f?ur m?in Principles ?f C??rdin?ti?n.These f?ur ?rin?i?l?? ?f ??-?rdin?ti?n ?r? ??ll?d ?r? Folletts Prin?i?l?? ?f Coordination. Th??? f?ur ?rin?i?l?? mu?t b? f?ll?w?d to make ??-?rdin?ti?n ?ff??tiv?.a. Principle of Early StageA???rding to thi? ?rin?i?l?, ???rdin?ti?n mu? t start ?t ?n ??rl? stage in the m?n?g?m?nt ?r?????. It must start during th? planning stage.Thi? will r??ult in making the b??t plans and im?l?m?nting th??? plans with ?u?????.If ???rdin?ti?n is ?t?rt?d ??rl? only th?n ?ll the management functions will b? ??rf?rm?d successfully.Thu? b? initi?ting proper coordination th? ?rg?ni??ti?n will achieve all it? objectives easily ?nd quickly.b. Principle of ContinuityAccording t? this principle, ???rdin?ti?n mu?t be a continuous process.It mu?t n?t be a ?n?-tim? ??tivit?.Th? ?r????? of ???rdin?ti?n must b?gin wh?n the organization ?t?rt?, and it mu?t continue until th? organization ?xi?t?.C??rdin?ti?n mu?t b? d?n? ??ntinu?u?l? during th? m?n?g?m?nt ?r?????. It mu?t be d?n? during ?l?nning, ?rg?ni?ing, directing and ??ntr?lling.c. Principle of Direct ContactA???rding t? thi? ?rin?i?l?, all m?n?g?r? mu?t have a Dir??t Contact with th?ir ?ub?rdin?t??. Thi? will r??ult in g??d r?l?ti?n? b?tw??n the m?n?g?r ?nd their subordinates.This is b???u?? dir??t ??nt??t helps t? ?v?id mi?und?r?t?nding?, misinterpretations and disputes between m?n?g?r? and subordinates.It ?n?bl?? the managers to ???rdin?t? ?ll th? different ??tiviti?? of th?ir subordinates effectively ?nd ?ffi?i?ntl?.d. Principle of Reciprocal RelationsThe d??i?i?n? and ??ti?n? ?f ?ll th? ????l? (i.?. of ?ll m?n?g?r? ?nd ?m?l?????) ?nd d???rtm?nt? ?f th? ?rg?ni??ti?n ?r? int?r-r?l?t?d.S?, the decisions and actions ?f ?n? ??r??n ?r d???rtm?nt will ?ff??t ?ll other persons ?nd d???rtm?nt? in the ?rg?ni??ti?n.Th?r?f?r?, before taking any d??i?i?n ?r ??ti?n all m?n?g?r? mu?t first find ?ut th? ?ff??t ?f th?t d??i?i?n ?r ??ti?n on ?th?r ??r??n? ?nd d???rtm?nt? in the ?rg?ni??ti?n.Thi? i? called th? Prin?i?l? ?f R??i?r???l Relations. C?-?rdin?ti?n will be successful only if thi? ?rin?i?l? is f?ll?w?d properly.3. Power, Authority and ControlF?ll?tt gives special attention to the ?r?bl?m? of P?w?r, Auth?rit? and Control.Sh? r?v??l? profound, ??n?tr?ting ?nd ?trikingl? ?rigin ?l in?ight? in h?r ?n?l??i? ?f ??w?r.PowerShe defines P?w?r ?? “th? ability t? m?k? thing? happen, to be a ??u??l ?g?nt, to initiate ?h?ng?”.Power i? th? capacity t? produce intended ?ff??t?. It is ?n in?tin?tiv? urge inherent in ?ll hum?n b?ing?. Sh? m?k?? a distinction b?tw??n ‘Power-Over’ ?nd ‘P?w?r-With’.Th? f?rm?r m?? tend t? be ‘coercive-power’ whil? th? latter i? a jointly developed ‘coactive-power’. Power-With is ?u??ri?r to Power-Over, as it is a ??lf-d?v?l??ing ?ntit? whi?h ?r?m?t?? better understanding, reduces fri?ti?n and ??nfli?t ?nd 8 ?n??ur?g?? ?????r?tiv? endeavour.However, F?ll?tt does n?t think it possible t? get rid of ??w?r-?v?r, but thinks that one ?h?uld tr? to r?du?? it.Thi? ??n b? ????m?li?h?d by int?gr?ting th? d??ir??, ?b??ing th? law ?f situation ?nd thr?ugh fun?ti?n?l unit?.In a fun?ti?n?l unity, ???h h?? his/her fun?ti?n? ?nd he or she should h?v? the authority and responsibility whi?h g? with that fun?ti?n.Follett also b?li?v?? that power can n?v?r b? delegated ?r h?nd?d ?ut ?r wrenched fr?m someone ?? it i? th? r??ult ?f kn?wl?dg? and ?bilit?.But, she feels, we ??n ?r??t? ??nditi?n? f?r th? d?v?l??m?nt ?f ??w?r.AuthorityF?ll?tt d?fin?? Auth?rit? ?? v??t?d ??w?r â€" th? right to d?v?l?? ?nd ?x?r?i?? ??w?r.Auth?rit? in t?rm? ?f status ?nd th? ?ub?rdin?ti?n ?f ?n? t? ?n?th?r, offends hum?n dignity ?nd m?? cause und??ir?bl? r???ti?n? ?nd fri?ti?n.Therefore, it cannot be th? b??i? ?f organization.According t? h?r, ?uth?rit? ?t?m? from th? t??k being performed ?nd i? d?riv?d from th? situation, ?nd ?ugg??t? th?t fun?ti?n i? th? true basis fr?m whi?h ?uth?rit? i? derived.Th?r?f?r?, ?h? ???? th?t central ?uth?rit? i.?., derivation ?f ?uth?rit? fr?m th? Chi?f Ex??utiv? ?h?uld b? r??l???d b? Auth?rit? ?f Fun?ti?n in which each individu?l has fin?l ?uth?rit? within th? ?ll?tt?d functions.She feels that ?uth?rit? can be ??nf?rr?d on ?th?r? ?nd such ??nf?rm?nt is not d?l?g?ti?n. Sh? expresses th? clear t?rm? th?t ‘d?l?g ?ti?n ?f authority’ should b? ?n ‘obsolete ?x?r???i?n’. Lik? ?uth?rit?, r????n?ibilit? ?l?? flows fr?m th? function ?nd situation.Therefore, ?n? ?h?uld ask “F?r what is one r????n?ibl??” th?n “T? wh?m i? ?n? responsible?”F?ll?tt ?l?? believes in th? ?lur?li?ti? ??n???t of r????n?ibilit? ?r ?umul?tiv? r????n?ibilit?.ControlControl, like Auth?rit? and Responsibility, i? an im??rt?nt aspect t? ??hi?v? organizational g??l?.Unlike ?l???i??l thinkers. Since facts v?r? from situation t? situation, control ?h?uld depend u??n the facts of ???h ?itu?ti?n, instead ?f superiors ??ntr?lling subordinates. Similarly, situations ?r? too complex f?r ??ntr?l ??ntr?l t? b? m??ningfull? ?ff??tiv?.Th?r?f?r?, Follett suggests th?t control m??h?ni?m? ?h?uld be ??rr?l?t?d at m?n? ?l???? in th? ?rg?niz?ti?n?l ?tru?tur?.If ?rg?niz?ti?n? are t? b? well integrated, unifi?d ?nd ???rdin?t?d, ??ntr?l ?h?uld be d??ign?d ?nd developed ?? a part ?f th? unifying process.A unifi?d organization i? a ??lf- r?gul?ting ?nd ??lf-dir??ting ?rg?ni?m. In ?ll ?u?h ?rg?niz?ti?n?, F?ll?tt f??l?, ??ntr?l tends t? b? self-control.Exercising Power, Authority and Control: The Issue of OrdersBy ?ddr???ing the w?? m?n?g?r? gain influence ?v?r inf?rm?l gr?u??, F?ll?tt ?x?l?in? th?t tr?ining the employee ??n n?t only h?l? them better und?r?t?nd th?ir job d???ri?ti?n, but ?l?? h?l?? the ?m?l???r t? b? b?tt?r und?r?t??d.She ?rgu?? that ?rd?r? should b? th? ??m???it? ??n?lu?i?n ?f those who giv? ?nd th??? who r???iv? th?m; more th?n thi?, th?t th?? ?h?uld b? th? integration ?f th? people ??n??rn?d and th? ?itu?ti?n; m?r? even th?n thi?, th?t th?? ?h?uld be th? int?gr?ti?n? involved in the ?v?lving situation.”a ??n??i?u? attitude â€" r??liz? th? ?rin?i?l?? thr?ugh whi?h it i? possible t? act on in ?n? m?tt?r;a r????n?ibl? ?ttitud? t? decide which of th? principles we ?h?uld ??t on;?n ?x??rim?nt?l ?ttitud? â€" tr? ?x??rim?nt? ?nd watch r??ult?;P??ling the results.Follett says th?t m??t ????l?, with?ut ?v ?n kn?wing th? diff?r?nt ?rin?i?l?? th?t underlie giving ?rd?r?, giv? orders ?v?r? day.T? h?r, to kn?w th? principles that underlie ?n? given ??tivit? is t? take a ??n??i?u? ?ttitud?.Aft?r r???gnizing th? different ?rin?i?l??, one must think ?f wh?t ?rin?i?l?? h? or ?h? ?h?uld ??t ?n ?nd th?n h? or ?h? should give ?rd?r? in ????rd?n?? with th??? ?rin?i?l??.To giv? orders based on ?rin?i?l?? i? a r????n?ibl? ?ttitud?.Tr?ing ?x??rim?nt?, n?t?ing wh?th?r th?? ?r? successful ?r a f?ilur? ?nd ?n?l?zing ?? to why th?? ?r? ?u?????ful ?r a f?ilur? i? t?king ?n ?x??rim?nt?l ?ttitud?.Fin?ll?, one should ???l the ?x??ri?n??? ?f ?ll ?nd ??? to wh?t ?xt?nt ?nd in wh?t manner th? m?th?d? of giving ?rd?r? can b? ?h?ng?d if th? ?xi?ting m?th?d? are found inadequate.M?n? ????l? think that giving ?rd?r? i? v?r? simple ?nd ?x???t th?t th?? w?uld b? ?b???d with?ut qu??ti?n.But, in ?r??ti??, i??uing ?f orders is surrounded b? m?n? diffi?ulti??.P??t life, training, experience, ?m?ti?n?, beliefs ?nd ?r?ju di??? form ??rt?in h?bit? ?f mind, which the psychologists call ‘h?bit ??tt?rn?’, ‘??ti?n-??tt?rn?’ ?nd ‘m?t?r-??t?’. Unless th??? habit-patterns and ??rt?in m?nt?l ?ttitud?? are ?h?ng?d, ?n? ??nn?t r??ll? ?h?ng? people.Before giving orders, th? employer ?h?uld also ??n?id?r th? w??? ?nd m??n? ?f forming the ‘h?bit?’ among th? ?m?l????? t? ?n?ur? ?????t?n?? ?f th? ?rd?r?.Thi? inv?lv?? f?ur im??rt?nt ?t???:th? ?ffi?i?l? ?h?uld b? made t? ??? the desirability of a n?w m?th?d;th? rules of the ?ffi?? ?h?uld be so ?h?ng?d ?? t? make it ????ibl? f?r th? ?ffi?i?l? t? ?d??t th? new method;a f?w people ?h?uld b? ??nvin??d in ?dv?n?? to ?d??t th? new m?th?d to set an ?x?m?l?.Th? l??t is wh?t psychologists ??ll intensifying the ?ttitud? t? be released. Thi? will prepare th? way f?r the ?????t?n?? of ?rd?r?.Follett then turns h?r ?tt?nti?n to th? ?nvir?nm?nt ?f giving orders ?nd ???? th?t th? response to th? ?rd?r? depends u??n the ?l??? ?nd the circumstances und?r whi?h orders ?r? giv?n.Sh? ???? that th? “?tr?ngth of favourable r????n?? t? ?n ?rd?r is in inverse ratio to th? di?t?n?? th? ?rd?r travels”. Effi?i?n?? is ?lw??? in danger of being ?ff??t?d wh?n?v?r th? long di?t?n?? order i? ?ub?titut?d f?r f???-t?-f??? suggestion.Th? m?nn?r of giving ?rd?r? i? also important. All?g?d h?r???ing, t?r?nni??l and ?v?rb??ring ??ndu?t ?f ?ffi?i?l? is ?n im??rt?nt r????n f?r m?n? indu?tri?l controversies.Tr??ting m?n with?ut r?g?rd t? their f??ling? ?nd ??lf-r?????t would result in ?trik?? ?nd ?tr?in?d indu?tri?l r?l?ti?n?.The l?ngu?g? u??d often arouses wr?ng b?h?vi?ur?l patterns. Th? m?r? ?n? is b????d ?v?r, th? more ?n? d?v?l??? opposition to b???ing.Depersonalising OrdersFrom th? f?r?g?ing it i? evident that giving of ?rd?r? is a ??m?li??t?d ?r?????.Therefore, either people ?t?? giving ?rd?r?, ?r become ‘?uth?rit?ri?n’ t? ?n?ur? ??m?li?n?? t? th?ir ?rd?r?.To ?v?id t?? mu?h ?f b???i?m in giving ?rd?r? or giving n? ?rd?r? ?t ?ll, Follett suggests d???r??n? lizing th? ?rd?r?. Thi? inv?lv?? a study ?f th? ?r?bl?m t? di???v?r th? ‘l?w ?f th? situation’ ?nd ?b??ing it b? ?ll ??n??rn?d.On? should n?t giv? ?rd?r? to another, but b?th should ?gr?? t? take ?rd?r? fr?m the ?itu?ti?n.If orders ?r? a ??rt ?f th? ?itu?ti?n, th? qu??ti?n ?f ??m??n? giving and someone r???iving orders d??? n?t ?ri?? ?nd both take the ?rd?r? fr?m the ?itu?ti?n. F?ll?tt ???? th?t two h??d? ?f d???rtm?nt? d? not giv? orders to ???h ?th?r.E??h studies th? ?itu?ti?n ?nd decisions ?r? m?d? ?? the situation d?m?nd?. D???r??n?lizing ?rd?r?, however, d??? n?t m??n th?t ?n? should n?t ?x?r?i?? ?uth?rit?.It ?nl? means ?x?r?i?? ?f authority ?f the ?itu?ti?n. She giv?? the example of a boy wh? says n? and then gets a ??il ?f w?t?r f?r hi? m?th?r. In thi? case, h? resents th? ??mm?nd, but r???gniz?? the d?m?nd ?f th? ?itu?ti?n.F?ll?tt ?l?? ?b??rv?? th?t th? ?itu?ti?n i? n?v?r ?t?ti?, it always d?v?l??? ?nd evolves.Therefore, th? ?rd?r t?? should n?v?r be ?t?ti?; but ?h?uld ? lw??? k??? u? with the ?itu?ti?n.Th? external orders can never k??? ???? with th? ?itu?ti?n? and ?nl? th??? drawn fresh from th? ?itu?ti?n ??n d? so. Th?r?f?r?, F?ll?tt ????, the ?rd?r must ?lw??? be int?gr?l t? th? ?itu?ti?n.4. LeadershipFollett giv?? considerable ?tt?nti?n and di??u???? at length th? process ?f Leadership.She b?li?v?? th?t th? ?ld id??? ?f l??d?r?hi? ?r? changing because ?f th? ?h?ng?? in th? concept ?f human r?l?ti?n?, ?nd d?v?l??m?nt? in m?n?g?m?nt.T? Follett, a l??d?r i? n?t the President ?f the ?rg?niz?ti?n ?r H??d ?f th? Department, but ?n? “wh? ??n see ?ll around a situation, who ???? it ?? r?l?t?d to ??rt?in purposes and ??li?i??, wh? sees it evolving int? th? next ?itu?ti?n, who understands how to ???? from one ?itu?ti?n to another”.According t? h?r, a leader i? “th? man wh? ??n energize hi? group, who kn?w? h?w t? ?n??ur?g? initi?tiv?, h?w to dr?w fr?m ?ll wh?t ???h h?? t? giv?”.H? i? “the man wh? ??n show th?t th? ?rd?r i? int?gr?l t? th? ?itu? ti?n”. L??d?r?hi? goes t? th? m?n who can gr??? the ????nti?l? ?f ?n ?x??ri?n?? ?nd, ?? we ???, “??n ??? it as a wh?l?” and “t? wh?m th? total inter-relatedness i? m??t ?l??r”.H? is the expression ?f a harmonious ?nd effective unit? whi?h h? has h?l??d t? f?rm and whi?h he i? ?bl? t? m?k? a g?ing ??n??rn.Su?h people, Follett f??l?, ?r? f?und n?t ju?t ?t th? ???x but throughout the ?rg?niz?ti?n. A???rding t? F?ll?tt, ???rdin?ti?n, definition of purpose ?nd ?nti?i??ti?n ?r? the thr?? fun?ti?n? ?f the l??d?r.A leader has also to ?rg?niz? ?x??ri?n?? of th? gr?u? and tr?n?f?rm it int? ??w?r.Follett ?tr????? th?t leaders ?r? not only b?rn but ??n b? m?d? thr?ugh education ?nd training in ?rg?niz?ti?n and m?n?g?m?nt.F?ll?tt distinguishes b?tw??n thr?? different t???? ?f l??d?r?hi?: Leadership ?f P??iti?n, L??d?r?hi? ?f P?r??n?lit?, and L??d?r?hi? ?f Fun?ti?n. In the first, th? l??d?r h?ld? a position ?f f?rm?l ?uth?rit? ?nd in th? ????nd, one b???m?? a leader b???u?? of hi? f?r?? ful ??r??n?lit?.One wh? h?ld? both position and ??r??n?lit? can ‘l??d’ mu?h m?r? easily. But in m?d?rn ?rg?niz?ti?n?, it i? n?t th? ??r??n? ?f f?rm?l ?uth?rit? or of ??r??n?lit? who ‘l??d’ but th??? wh? possess ?x??rt kn?wl?dg?.Thu? l??d?r?hi? goes to the m?n with th? knowledge of the ?itu?ti?n, who understands its t?t?l significance and wh? ??n ??? it thr?ugh. Such ?x??rt? ??n giv? orders ?v?n to th??? ?f higher r?nk.L??d?r?hi? ?f fun?ti?n i? inh?r?nt in th? job.Though ??r??n?lit? plays a l?rg? ??rt in l??d?r?hi?, F?ll?tt b?li?v?? that l??d?r?hi? ?f fun?ti?n i? becoming more important than l??d?r?hi? ?f personality.F?ll?tt also b?li?v?? th?t th? ?u????? of any ?rg?niz?ti?n d???nd? ?n its being “?uffi?i?ntl? fl?xibl? to ?ll?w the l??d?r?hi? ?f function t? ???r?t? full? â€" to ?ll?w the m?n ?nd women with th? kn?wl?dg? and th? t??hniqu? t? control th? ?itu?ti?n”.Thu?, Follett has called ?tt?nti?n t? the ?m?rg?n?? in American lif? of 15 “l??d?r?hi? b? function”, l?ng b efore th? t?rm “Situ?ti?n?l Leadership” came into use.C?N?LU?I?NWhile M?r? P?rk?r F?ll?tt’? ??ntributi?n t? m?n?g?m?nt th??r? h?? come t? b? r???gniz?d, r?l?tiv?l? little ?tt?nti?n h?? b??n giv?n in r???nt ???r? t? her w?rk around th? d?v?l??m?nt ?f thinking and practice in th? fi?ld ?f inf?rm?l ?du??ti?n and lif?l?ng l??rning.At ?n? l?v?l thi? i? not ?ur?ri?ing. Ju?t ?? h?r id??? ?r?und management were out ?f step with th? dominant discourses ?f th? 1930? ?nd 1940?, ?? h?r ??n??rn? with l???l d?m??r???, group ?r????? and th? educative ??w?r of ?????i?ti?n?l lif? d? n?t find a r??d? response within ??li?? d?b?t?? t?d??. However, it m?? well b? th?t h?r tim? has come.Recent ?tt?nti?n t? the d??lin? in civic ??mmunit?, m??t n?t?bl? by Robert Putnam, may well ?n??ur?g? people to l??k ?t wh?t F?ll?tt has t? ?ff?r.Her ?rgum?nt? f?r th? development ?f ??h??l? as ??mmunit? centres ?till h?ld? ??n?id?r?bl? ??w?r; her exploration of the n?tur? of ?x??ri?n?? ?till ?ff?r? educators in?ig ht?; and the case for th? d?v?l??m?nt ?f l???l groups and n?tw?rk? ?? the b?dr??k of d?m??r??? (and community) i? as ?tr?ng ?? ?v?r.H?r fini?hing th?ught in Th? New State (1918), th?t the ‘C?mmunit? C?ntr? is the r??l ??ntinu?ti?n ??h??l ?f Am?ri??, th? true univ?r?it? ?f true democracy’ i? ??m?thing th?t we would d? w?ll to ??nd?r. W? need to ?xt?nd and d????n associational life.

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The protagonist of A Doll’s House is a woman named Nora Helmer. Ibsen shows how Nora’s design of perfect life gradually transforms when her sec ret unravels. InRead MoreA Doll s House By Henrik Ibsen876 Words   |  4 PagesA Doll’s House by Henrik Ibsen A Doll’s House takes place in the home of Torvald and Nora Helmer. Through conversation with Nora’s good friend Kristine Linde it is revealed that Mr. Helmer was ill around the same time Nora’s father died. Luckily Nora’s father left her enough money that Torvald and Nora could go on a life saving trip to Italy. But the truth comes out when we find out Nora’s father did not leave her a penny. We find out that Nora got a hold of the money through a loan but she signed

Herman Miller Free Essays

HERMAN MILLER 1. Describe Herman Miller’s strategy. Is there evidence it has produced a competitive advantage and good financial performance? Explain. We will write a custom essay sample on Herman Miller or any similar topic only for you Order Now They focus on a growth strategy, through innovative products and production processes. Reinvention and renewal. They survived the Great Depression and multiple recessions, recovered from the dot-com bust and were able to continue expanding overseas. They adapted to save the company, by introducing new designs. In 1996, Herman Miller began an aggressive drive to reinvent its operations and established a fruitful relationship with the Toyota Supplier Support Center. Unique to the office furniture industry, the relationship enabled the company to adopt and implement world-class, lean manufacturing processes based on the Toyota Production System principles. Through the Herman Miller Production System (HMPS), the company dramatically reduced manufacturing square footage and inventories, cut lead times for standard product from 8 weeks to as little as 10 days, and significantly grew sales and profitability. Another component of the HMPS lean initiative focuses on the company’s people and their development, complementing Herman Miller’s long history of employee participation. Herman Miller believes its success in achieving operational excellence depends on the motivation and thinking of its people to solve problems and drive improvement. -They focus more on high quality products that is why they were not dramatically hit by competition from overseas, also because they were already in some of these markets. They’re manufacturing strategy limited fixed production costs by outsourcing component parts from strategic suppliers, which increased variable nature of its cost structure, which is their competitive advantage, which is reflected in their financial performance, from 2006-2010 their gross profit margin remained relatively constant. Top to bottom it works/ demonstrate their business in their own office. All employees are cross trained. Flexible manufacturing where a production line can do multiple jobs Both differentiation and low cost provider increase their margins . How have the company’s values shaped its strategy and approach to strategy execution? Provide illustrations of how these values are reflected in company policies. They treat all workers as individuals with special talent and potential. They respect all employees, which fuelled the quest to tap the diversity of gifts and skills held by all, in an environment where people felt comfortable taking risks. In 19 50, developed a Scanlon Plan (productivity incentive plan), which reflects values, equity and justice for everyone in the company. Employees felt empowered a new manager took his safety glasses off and an employee yelled at him to put his safety glasses back on. The company’s beliefs were also reinforced through the employee gift committee and environment quality action team, which distributed funds and other resources based on employee involvement. They became a responsible corporate citizen through minimizing their waste which was both environmentally friendly and cost-effective. Shared gains and pains. Top executives took 10% pay cuts consecutively to avoid letting staff go, received less than competing firms top executives, which shows their commitment to the â€Å"team†. They have committees for sharing ideas on improvements and how to increase profitability. Even through project purple, one out 1000 companies would do that, increasing spending for the sake of tomorrow while cutting back to survive today, they worked as a team for a common goal, leadership and decision making was shared within the team and across the organization. Their values carried over to all functional areas of business. 3. What is your evaluation of HMI’s financial performance? How does its performance compare to prior years? the competition? Their financial performance is not bad, considering they were able to recover from many recessions. From 2006-2010 their gross profit margin remained relatively constant, however during hard times when sales dropped by 19% in 08 and 09 current liabilities were a little higher than usual and net profit margins began falling from 7. 6% to 4. 17% and 2. 15% in 2010. Which the whole industry took a hit with external trends on the rise: telecommuting which decreased the need for office equipment for all employees, increase toward ergonomically correct office furniture, competition from overseas cost of raw materials. Revenues are falling 4. Until 2003, HMI offered lifelong employment. How did this practice affect the company’s ability to staff the organization with managers and employees capable of executing the strategy? How did this practice build the organizational capabilities required for successful strategy execution? It enabled them to hire people that had talents and skills that match the needs and wants of the commercial enterprise, they redesigned benefit plans to be more portable, to decrease the cost of changing jobs for employees whose gifts and talents no longer matched customer needs. Its bundled capabilities are yielding a sustainable competitive advantage, by retaining employees. 5. Do non-monetary incentives facilitate strategy execution at HMI? Explain. Yes, it becomes engrained in the employees, part of their values and beliefs. The concierge services’ goal is to provide employees with assistance and help to be successful balancing responsibilities—at work and home. 6. Describe the culture at HMI. Would you characterize HMI’s culture as healthy and largely supportive of good strategy execution? Explain. Yes as, Herman Miller instituted a formal program of participative management. An organization of employee-owners, the company is committed to problem-solving design, uncompromising quality, and customer satisfaction. Herman Miller instituted an employee stock ownership program in 1983. To aid the decision-making process, Herman Miller uses a performance indicator, measurement, and compensation system called â€Å"Economic Value Added†. EVA is an internal measurement of operating and financial performance that is linked to incentive compensation for all employee-owners, allowing the company to shift its focus from budget performance to long-term continuous improvements and the creation of economic value. The result is a highly motivated and business literate workforce that challenges convention and strives to create increasingly greater value for both customers and owners. Every month the company and all employees review performance in terms of EVA, which has proven to be a strong corollary to shareholder value. The responsibility of employee ownership requires capable people to meet high expectations. Herman Miller believes that inclusiveness is critical to the company’s success—today and for the future. 7. What recommendations would you make to Herman Miller’s CEO Brian Walker to improve the company’s current financial performance? Does the company need to radically alter its strategy because of poor economic conditions? Should it improve its approach to implementing the strategy to reduce costs and improve efficiency? Explain. I would recommend maintaining the current strategy of being the most innovative company, however reduce costs and improve efficiency as they did to weather the storm in the previous recession. Open new market by providing products at a lower cost same quality though and target schools hospital and nursing homes. How to cite Herman Miller, Papers

The Happiest Moment of My Life free essay sample

Signalprocessing Principles of Communication $ †¢ The communication process: Sources of information, communication channels, modulation process, and communication networks †¢ Representation of signals and systems: Signals, Continuous Fourier transform, Sampling theorem, sequences, z-transform, convolution and correlation. †¢ Stochastic processes: Probability theory, random processes, power spectral density, Gaussian process. †¢ Modulation and encoding: % Basic modulation techniques and binary data transmission:AM, FM, Pulse Modulation, PCM, DPCM, Delta Modulation †¢ Information theory: Information, entropy, source coding theorem, mutual information, channel coding theorem, channel capacity, rate-distortion theory. †¢ Error control coding: linear bloc codes, cyclic codes, convolution codes $ % $ Course Material 1. Text: Simon Haykin, Communication systems, 4th edition, John Wiley Sons, Inc (2001) 2. References (a) B. P. Lathi, Modern Digital and Analog Communcations Systems, Oxford University Press (1998) (b) Alan V. Oppenheim and Ronald W. Schafer, Discrete-Time signal processing, Prentice-Hall of India (1989) (c) Andrew Tanenbaum, Computer Networks, 3rd edition, Prentice Hall(1998). (d) Simon Haykin, †Digital Communication Systems,† John Wiley Sons, Inc. We will write a custom essay sample on The Happiest Moment of My Life or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page % *Duration:* 14 Weeks Course Schedule $ Week 1:* Source of information; communication channels, modulation process and Communication Networks †¢ Week 2-3:* Signals, Continuous Fourier transform, Sampling theorem †¢ Week 4-5:* sequences, z-transform, convolution, correlation †¢ Week 6:* Probability theory basics of probability theory, random processes †¢ Week 7:* Power spectral density, Gaussian process †¢ Week 8:* Modulation: amplitude, phase and frequency †¢ Week 9:* Encoding of binary data, NRZ, NRZI, Manchester, 4B/5B % $ Week 10:* Characteristics of a link, half-duplex, full-duplex, Time division multiplexing, frequency division multiplexing †¢ Week 11:* Information, entropy, source coding theorem, mutual information †¢ Week 12:* channel coding theorem, channel capacity, rate-distortion theory †¢ Week 13:* Coding: linear block codes, cyclic codes, convolution codes †¢ Week 14:* Revision % Overview of the Course $ Target A udience: Computer Science Undergraduates who have not taken any course on Communication †¢ Communication between a source and a destination requires a channel. A signal (voice/video/facsimile) is transmitted on a channel: Basics of Signals and Systems – This requires a basic understanding of signals ? Representation of signals – Each signal transmitted is characterised by power. – The power required by a signal is best understood by frequency characteristics or bandwidth of the signal: ? Representation of the signal in the frequency domain Continuous Fourier transform % – A signal trasmitted can be either analog or digital ? A signal is converted to a digital signal by ? st discretising the signal Sampling theorem Discrete-time Fourier transform ? Frequency domain interpretation of the signal is easier in terms of the Z-transform ? Signals are modi? ed by Communication media, the communication media are characterised as Systems ? The output to input relationship is characterised by a Transfer Function $ †¢ Signal in communcation are characterised by Random variables – Basics of Probability – Random Variables and Random Processes – Expectation, Autocorrelation, Autocovariance, Power Spectral Density % Analog Modulation Schemes – AM, DSB-SC, SSB-SC, VSB-SC, SSB+C, VSB+C – Frequency Division Muliplexing – Power required in each of the above $ †¢ Digital Modulation Schemes – PAM, PPM, PDM (just mention last two) – Quantisation – PCM, DPCM, DM – Encoding of bits: NRZ, NRZI, Manchester – Power required for each of the en coding schemes †¢ Information Theory – Uncertainty, Entropy, Information – Mutual information, Di? erential entropy – Shannon’s source and channel coding theorems % $ – Shannon’s information capacity theorem Analysis of Gaussian channels †¢ Coding – Repetition code – Hamming codes – Error detection codes: CRC %