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 %

Most Popular Educational Issues and Points to Improve It

Introduction Enrolment to a good school is the best gift a child can receive from his/her parents. Parents spend considerable amount of their time in seeking for the school with the best teaching standards with the hope of having their children enrolled there. A concerned parent would go out of his/her way to ensure that the child settles quickly in school and receives the best of education. Most parents ensure that they try their best to provide everything that their children may require at school.Advertising We will write a custom term paper sample on Most Popular Educational Issues and Points to Improve It specifically for you for only $16.05 $11/page Learn More They even make follow-ups to ensure that the child is progressing well. For the learning process to be successful there has to be cooperation from teachers, students and parents. If one party fails to play his/her part, there will be frustration which will interfere with the learning process. Teachers determine to a great extent the performance of a student and this leads to the question: do teachers like teaching? Do teachers like teaching? This is a question that lingers in the minds of many parents who are concerned about the future life of their children. The value of education cannot be ignored in the present society given that it opens up the mind of the child with the hope of securing a job in future. Sound education plays a major role in molding children into responsible adults who participate in nation building (Gilardi, 2011). Understanding the attitude of teachers towards teaching can be determined by observing a number of factors. Some teachers like teaching while others do not. This may be attributed to the motivational factors and the teaching environment. In a school where there is constant motivation for teachers who excel in their career, a greater percentage of teachers will enjoy their career. Motivation may come in form of rewards for a job well done, and promotions to higher positions with increased responsibility, among others. On the other hand, lack of motivation in school will result in frustration on the side of teachers who feels that their efforts are not appreciated. Teachers will eventually dislike teaching as a profession. The workplace environment also determines whether teachers will like or dislike their profession. A teaching environment needs to be supportive and conducive to work in. Working in an environment that has most of the required facilities will impact positively on the attitude of the teachers towards their profession. On the other hand, teaching in an environment that has no facilities like classrooms and books will contribute to disliking of the teaching profession. Point of concern and improving the issue The issue of teachers liking or disliking teaching is a point of concern since it affects the quality of education. If teachers dislike teaching, they will invest less in their work and this will l ead to low quality of education. The best remedy to this issue is to provide motivation at the workplace and to ensure that proper teaching facilities are put in place so that teachers do not strain so much in their work. This will lead to a positive attitude towards teaching.Advertising Looking for term paper on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More Different ways of learning Learning is a process that teachers need to focus on more seriously as different students have unique learning needs. Each of the learning needs should be addressed differently by paying particular attention to the different ways of learning (Gilardi, 2011). A combination of the different ways of learning will ensure that the learning process is fast and effective. It is imperative for teachers to understand the different ways of learning and try to incorporate them in a classroom scenario. They include the following; Verbal learning is a knowledge- imposing technique by word of mouth by putting everything into a language that can be understood. This involves dictation and note taking where students write notes as the teacher dictates. Students normally listen and try to write as much as possible depending on how they have understood. This is especially done through paraphrasing. Visual learning is normally achieved through the use of visual aids like diagrams, graphs, charts, pictures that try to elaborate a point much more clearly. This kind of learning is associated with good memorization on the part of the students. They are more likely to retain what they have seen during the learning process. Another way of learning is through tactile. This relates to the practical experience acquired in the learning process. Learning becomes effective when the theoretical bit is supported by practical lessons. This will enable students to get full understanding of the learned concepts. Point of concern and improving the issue Different ways of learning has become a point of concern because teachers are not able to identify the unique learning needs of students before selecting the best way of learning to be applied in the classroom. Students in a classroom have unique learning needs due to their different experiences in life. Others will do well in verbal learning while others will perform better in visual learning. Since a class cannot be homogeneous, it is recommended that teachers carry out a learning needs analysis before settling on the best teaching method. If the process is likely to be cumbersome and consume more time while interfering with the learning process, teachers can incorporate all the ways of learning in the classroom to ensure that each student gets to understand what is being taught. Being selective in applying the teaching methods will imply that a certain percentage of students will not be able to grasp the concepts of what is being taught. It is therefore prudent for teachers to use all the different ways of learning in the classroom.Advertising We will write a custom term paper sample on Most Popular Educational Issues and Points to Improve It specifically for you for only $16.05 $11/page Learn More Exceptional and gifted and talented learners Students will always have different learning abilities which define their pace of learning. In a classroom scenario, some students will exhibit talent while others will be slow in the learning process. Exceptionally gifted students will be fast at grasping concepts and even try to challenge the teacher (Metzger, 2010). They will have a tendency of learning ahead of the teacher. They need little explanation and elaboration to understand a certain concept. In contrast, slow learners will require a lot of time to be spent with them before they understand a concept. They need much of examples to support a certain concept before they can fully understand it. A teacher needs to be patient with this group of learners as they will take most of the teaching time. This kind of scenario calls for balancing between fast learners and slow learners. A teacher should not concentrate so much on slow learners while forgetting the exceptionally gifted ones. Similarly, a good teacher should not go with the pace of fast learners as this will leave the rest of the class behind. Teachers need to strike a balance between managing the pace of fast and slow learners. Where a student exhibits talent in a learning environment, the teacher should encourage such a student to perfect on the talent. This can be achieved by providing the necessary environment for nurturing and developing the talent. Point of concern and improving the issue Having a classroom with students who have different learning abilities is the norm in many schools. This issue raises great concern where a teacher decides to focus on one particular group while paying little or no attention to the other group. For instance, if a teacher d ecides to go with the pace of fast learners, slow learners who may be comprising majority of the class will end up learning nothing. Similarly, if the teacher decides to spend so much time on the slow learners, the fast learners will be delayed and this may affect their performance negatively. This is therefore an issue that needs to be recognized and addressed in the classroom if there has to be meaningful learning. In order to solve this problem, a teacher needs to strike a balance between the learning pace of the exceptionally gifted learners and the slow learners. Talent also has to be put into consideration. Students may also be possessing exceptional talents in the fields like sports. Such talents have to be identified and nurtured by giving support to the student to fully recognize the talent. In trying to manage the learning pace between the fast and slow learners, a teacher can divide the classroom into groups.Advertising Looking for term paper on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More Each group should be made up of both fast learners and the slow learners who will end up sharing their different experiences. By so doing, students will be able to learn from each other and this has also been rated as the best learning method. As the students interact at a personal level, they will be able to identify weaknesses amongst themselves and try to address them. They are bound to be open with each other than expressly telling it to their teacher. Student diversity Student diversity has also been one of the major concerns that have affected the education sector (Lee, 2010). Achieving student diversity means acknowledging, accepting and celebrating the differences that students bring from different backgrounds. Diversity may be in terms of age, sex, religion, race, physical and mental abilities, cultural background and class. A good learning institution needs to avoid segregation basing on any of the above grounds. Instead, it should aim at being totally inclusive by bringin g in a diverse student population. A learning institution that has achieved student diversity celebrates a pool of talent that cannot be found anywhere else. A school should have students from different races, ages, social class and religion. Doing this ensures that students are given an equal opportunity to learn and interact with each other. The different experiences that students bring with them from diverse backgrounds are essential to the learning process. Point of concern and improving the issue If a learning institution does not achieve diversity, it is more likely that the school engages in segregation. In such kind of a school, students are normally from the same background, race or even religion. Segregation gets worse when it includes the issue of class where those from a lower social class cannot mix with those from the affluent class. This becomes a point of concern where other students are denied the chance to join good learning institutions basing on their sex, race, religion or even class. The baseline for admitting students should be based on their academic performance and if they meet those requirements, they should be admitted to schools of their choice. In addressing the issue of student diversity, it should be a requirement that a learning institution should admit certain percentage of students from different backgrounds to achieve diversity. It should be alike affirmative action that requires the admission procedure to admit students from different backgrounds with regard to race, religion, sex and class so long as they have the necessary academic qualifications required for admission. Social challenges come to school Students are normally faced with social challenges which may in turn affect their education (Puckett, 2010). Issues like hunger, illiteracy and poor health will adversely affect the learning process. In cases where a student comes from a family that does not value education due to high illiteracy levels, there will be little or no support being offered to the student from the family members. Furthermore, poverty is another issue that cannot be given a blind eye. A family that is poverty stricken will not afford the cost of educating students from the family. Cases of hunger also mean that learners will opt to spend their time in search of food rather than attending school. Even if such a student attends school, this will impact negatively on his learning due to lack of concentration. Ill health also poses a challenge to the learners. Cases of ill health will mean that the students spend most of their time seeking medication when they are supposed to be in school. Point of concern and improving the issue Social challenges will lead to negative performance by students in school. Even in a case where the student is bright, such social challenges will interfere with his concentration in school thereby affecting his performance negatively. In trying to overcome social challenges, efforts should be made to e nsure that students get the necessary support like adequate funding to cater for school fees, eating programs being introduced in schools and health facilities should also be available and affordable to the students. Student life in school and at home There is a great difference between life in school and life at home. In school, one interacts with fellow students under the guidance of teachers who see that the student remains disciplined. One therefore develops social skills while in the company of fellow students. At home, the environment can be quite restrictive especially in families which have few members. Discipline both at home and at school can also vary. In school, teachers are responsible for the discipline of students while at home, parents are in charge of it. In cases where parents are not keen with the discipline of their children, they will grow up to be an undisciplined lot. Point of concern and improving the issue The point of concern here is that there should be co nsistency in the discipline and performance of the student both at home and in school. In many instances, parents leave the role of instilling discipline in their children to teachers. This should not be the case but rather it should be a joint effort aimed at ensuring that the child remains to be disciplined. In order to improve the issue, parents should ensure that they pick from where teachers leave. Parents should also provide an environment that is easy to adjust with school life. Today’s classroom Today’s classroom seems to be the most difficult to manage (Cole Ahmadi, 2010). This is due to the incorporation of technology in the learning process. This is also due to the fact that punishment has been considered as a form of torture to students. Dealing with students without serious punishment can be quite challenging given that most of them do no heed to advice given by the guidance and counselling department. Point of concern and improving the issue The integrat ion of technology with learning poses a great challenge to those who do not have access to such kind of technology. The use of computers and projectors to aid in the learning process has been received with mixed reactions: some support it while others are against it. The issue of doing away with punishment has also raised serious concerns among teachers. In order to improve the issue, students should be taught how best to use the technology that has been integrated with the learning process. Students should be familiar with the technology being employed in the learning process. With regard to discipline issues, more guiding and counselling sessions should be introduced so that the students are advised on the need to be disciplined. Reference List Cole, D., Ahmadi, S. (2010). Reconsidering campus diversity: an examination of Muslim student’s experiences. Journal of Higher Education, 81(2), 121-139. Gilardi, S. (2011). University life of non-traditional students. Journal of Hi gher Education,  82(1), 33-53. Lee, J. (2010). Students’ perceptions of and satisfaction with faculty diversity. College student  journal,44(2), 400-412 Metzger, S. (2010). Maximizing the educational power of history movies in the classroom.  Social Studies, 101(3), 127-136. Puckett, C. (2010). Administering social security: challenges yesterday and today. Social  security bulletin, 70(3), 27-78. This term paper on Most Popular Educational Issues and Points to Improve It was written and submitted by user Punisher to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

summary of Linda Hogans Power essays

summary of Linda Hogans Power essays In Linda Hogans 1998 novel Power, much is learned about Native American culture. The main characters, Omishto and Ama help reveal this culture. The novel is divided into nine chapters. In Chapter 1, Omishto, a girl is in a boat that is floating on a pond. She notices that there is a storm coming in. She describes the pond and the area around it. A snake tries to enter the girls boat, but she pushes it out with a pole, and then she moves the boat to land. As she does this, she feels something watching her, but does not want to look in the direction. A woman named Ama has told the girl that she is in the territory of the cat (3). The girl says that she has never seen the cat, but Ama saved one when some boys had it treed. Ama took away the boys rifle. The girls father named her Omishto, which means one who watches. Omishtos grandmother says that Omishto has a wind inside her called Oni. Omishto is careful on her way home because she can still feel something watching her. Chapter 2, Stormlight, opens with a story about a man named Abraham Swallow. People believe that he died from fear or magic in some trees near a canal. As Omishto walks toward Ama Eatons house, she recalls this story. Near Amas house there is a tree called Methuselah that is 500 years old and was planted by the Spanish. Methuselah is the only tree of its kind in the area. The tree and Amas house sit on the edge of the Taiga land. Taiga is the name of the Indian tribe to which Ama and Omishto belong. Amas house is old and looks like it is decaying. As Omishto reaches Amas house, Ama tells Omishto to come into the house. Omishto tries to sneak up on Ama, but Ama always hears her. Ama and Omishto then sit on the porch together and discuss Abraham Swallows death. Omishto tells Ama that she does not think magic killed Abraham. Abrah...

Community assessment Assignment Example | Topics and Well Written Essays - 750 words

Community assessment - Assignment Example Approximately 79% of the learners in the Kingsbridge Heights schools qualify from the state funded or free lunch program. Majority of the schools are good; this is because they realize the Adequate Yearly Progress performance level, which is determined by the New York State Department of Education. The individual school report card for all the schools in the Kingsbridge are illustrated in the education website, http://schools.nyc.gov/daa. The Fellows, who work in the Kingsbridge schools, live within the neighborhoods of entire West and South Bronx, Inwood region of Manhattan, and the upper east and west areas of Manhattan. There are five high schools in the Kingsbridge area. These schools are; Bronx High School of Science, De Witt Clinton High School, High School for Teaching and the Professions, Bronx high School of Music and Discovery High School. Bronx High School of Science has a learners and Fellows population of population of 335 and 8 respectively. The proportion of students who qualify for the free lunch program is 22.4%. De Witt Clinton High School has population of 2,502 and 27 Fellows. 90.8% of the students qualify for the free lunch program; thus majority of learners come from poor backgrounds (Banchero, 2013). High School for Teaching and the professions has the highest student population at 4,410, and the fellows number only 8. The education standards at the school are relatively low because of the overworked teaching staffs. 74.5% of the learners benefit from the free lunch program.364 students learn at Bronx High School of Music, which has a teaching staff numbering 4, and eligibility for free lunch program at 74.5%. Discovery High School has a population of 540, and the teacher number is 9. 25.6% of the students are eligible for the free lunch program. The only secondary school in the region is Walton High School that has 1,067 students and 6 Fellows. 81.2% of the

Evans, Wittkower, Norman Essay Example | Topics and Well Written Essays - 1750 words

Evans, Wittkower, Norman - Essay Example When you think about it, it is clear in one sense that we have emotional relationships with the things that we use on a regular basis, and which allow us to do our work and to connect with the people we love, or else allow us to do the things that we love doing. For instance, people have emotional connections with their cars and their bicycles, and this is something that advertisers understand so well. When companies market cars, for instance, there is the explicit connection that advertisers try to establish between the car as the product itself, and the way the car represents a range of emotions and relationships with people dear to car buyers. A family sedan advertised, for instance, would highlight the fun and happy things that families can do with the family sedan. The better the emotional connection made between the potential buyer and the car, the higher the prospects of buyers becoming interested enough to give the car a try. In this case, emotions pique interest and elicit r esponse. Where there is ownership of a vehicle for instance, even a bicycle, then the emotional connection is sometimes intense. People sometimes get buried with their most favorite things, with their bicycles, with their Swiss knives, and with their cell phones. Whether the emotional connection is because of the great utility of the thing, or because of something that is designed into the thing in order to elicit hopefully positive emotional connections, it is clear that the things that people own are not just things that are devoid of emotional context. People buy and keep things on the basis of how they feel about using the things that they buy, is something that is so obvious in the way products and services are marketed, that it is absurd to overlook just how important it is to listen to Don Norman talk about imputing emotional characteristics in to the very design of products. It is clear too, from the work ethic and philosophy of the man, that the ability to elicit an emotion al response is a core tenet of his design philosophy (Norman, 2012; Norman, 2012b): My field is Human-Centered Design: making products that people can use, that fit their needs, that excite them and are enjoyable. The United States leads the world in human-centered design. This is true in all domains: computer and cellphone applications, industrial equipment, work tools for professionals, and of course home and consumer electronics. It is not an accident that the entire world relies on our operating systems: Apple, Google, and Microsoft for phones; Apple and Microsoft for computers (Norman, 2012) To put it another way, it makes perfect sense that Norman asserts that it is good design to impute emotional considerations when undertaking the design of products, while also making sure that the most important product attributes as perceived by the consumer are met. For instance, imputing emotional inputs into smart phone design does not mean always that the designs include smileys at the back plates of the phones. It does mean that where the functionalities, the necessary technologies, and such product attributes as sturdiness and reliability are met, then other aspects of design, such as colors and aesthetics, can then impute more ineffable emotional characteristics. Looking at cell phones and computers, for instance, the very robustness of the technology and the excellence of certain products in terms of reliability and build quality are themselves wellsprings of positive emotions for the buyer. Those are positive emotions brought about by the excellence of the engineering. On the other hand, where the design also imputes thoughtful ergonomics and tasteful, positive colors explicitly, to induce certain positive emotions, then those are the design elements that help establish the added pull for a positive relationship between the cell phone

Sustainable Energy For Buildings Construction Essay

Sustainable Energy For Buildings Construction Essay The above marking profile is for guidance only and is not indicative of your final mark. The minimum aggregate mark for a pass on an MSc module is 50, subject to passing each assessed component with a mark above a threshold of 40%. (3) Coursework submitted after the due deadline is deemed late and is subject to a mark of 0% unless an extension to deadline has been approved by your Course Leader. If an extension has been granted, the pink copy of the completed Extension to Deadline form should be stapled to the work when submitted. If no extension has been granted, the tutor assessing the work will insert a grade of 0% and, for information, indicate the true merit of the assignment. (4) If appropriate, mitigating circumstances should be submitted in writing on the appropriate form with documented evidence to the Course Leader for consideration at the MSc/MEng Examination Boards Charikleia Chelmi, student no: 12835450 Date: 14 November 2012 Subject: Energy demand and supply. 1. Introduction For thousands of years, buildings were designed based on the climate of the area and the physical and social environment (Roaf, Fuentes and Thomas, 2007). The provision of comfort for the dwellers is one of the most important functions of a building; as a result, there is a range of building types and the demand of energy depends on the occupants needs and the activities taking place there (Douglas, 2011). This report is produced in order to present the design of a low carbon building inhabited by a couple. The objectives of the project are to design a low carbon house in a central location of Brighton and Hove, considering the climate and the location, using low carbon construction materials and energy efficient technologies. The potentials for low carbon buildings in the city of Brighton and issues of energy demand and supply for this type of buildings will also be mentioned taking into consideration that over 27 % of the UKs CO2 emissions come from the residential sector. The project is based on information provided by books, case studies, tutorials, television programs and websites. Visits to other low carbon houses and informal interviews with the residents also helped to follow the best practice for the project. 1.1. Climate and background information The low carbon house project is located in the southeast side of the Grand Parade campus of the University of Brighton. The project is about a two-storey house. Since the purpose of making an energy efficient house is its appropriate orientation, the windows of the most habitable room should be located at the south side of the house. A south facing roof will also receive the highest amount of solar radiation (Pitts and Lanchashire, 2011). The surrounding buildings, trees and other types of vegetation will minimize the effects of wind. The weather in Brighton is warmer that in other cities of UK with mild winters and warm summers. The range of average monthly temperatures is 12.5  °C, the highest mean temperatures are observed in July and August (20 °C) and the lowest in February (2 °C). There are around 4.8 sunshine hours per day and 1766 sunshine hours per year. The monthly and annual mean precipitation appears to be 67 mm and 801 mm respectively (Climate and temperature, 2012). 2. Building design, construction and performance specifications The construction of a low carbon building requires us to make a choice of natural, locally sourced with low embodied energy materials. The construction of the building will be carried out using local sources with timber to be the main construction material. According to Pitts and Lanchashire (2011), timber frame is a very good method for construction due to the low embodied energy of timber-products. The house will be constructed using ModCell system (McCloud, 2008). The structure will consist of timber framed wall panels infilled with straw bales. The size of panels will be 3m high x 3.2m wide and 480 mm thick. The straw bales will be packed tightly inside the timber wall frames, plastered on both sides using lime render and finally dried (Tickle, 2010). The final product will be straw panels. The straw bales result in highly insulated walls and have low embodied energy. When plastered, they are airtight and fireproof; in addition lime plasters offer high thermal mass (Jones, 2009). The thermal performance profiles are easily defined when knowing the insulation value of a material. This value is commonly known as the U-value. The lower the U-value, the better thermal performance the house displays (Shomera House Extensions, 2012). ModCell indicates that the U-value for a 480mm straw panel lies between 0.13 and 0.19 W/m2K and the U-value for solid timber frame is 0.134 W/m2K. Pitts and Lanchashire (2011) describe the wooden floor as the ideal place to locate thermal mass because solar radiation strikes it. The structure will consist of timber suspended ground floor suitable for underfloor heating and high insulation. A pitched roof consisting of a pair of rafters formed into a truss, covered then by oak shingles will complete the structure. The rafters will be around 225mm deep and the roof will be insulated using wool and a breathable membrane below. Oak singles are natural materials that do not need a waterproof membrane under them; in addition they match well with straw bale walls (Jones, 2009). The U-value for a timber roof is from 0.15 to 0.10 W/m2K. The roof will slope towards the south and solar panels and collectors will be placed on it. There will also be rooflights to take advantage of natural daylight. Windows influence heat loss, ventilation heat loss, solar heat gain and natural light representing an additional component to think about. A view, expressed by ModCell is that U-values for both glazing and frame of windows should not exceed 0.8 W/m2K. The building will have double glazed windows with a high-solar gain low-emissivity glass with argon-gas fill. The estimated U-Value is 0.30 W/m2K (Efficient Windows Collaborative, 2012). Large south-facing windows will be preferably constructed and timber window frames will reduce thermal bridging. A fine-control slot ventilator will also be established. 3. Monthly energy demand profiles MacDonald (2012, p.45) defines energy demand profile as the pattern of energy use in a building, which varies during the day and over the year. Energy is used in several ways in buildings. According to Douglas (2011), the greatest amount of energy used in British residencies is for space and water heating. Space heating covers more than the half of the energy consumption in a British house. Water heating reaches a percentage of 24% while the energy rate used for cooking and lighting is 3%. A significant amount of the energy used in a house is in the form of electricity which powers electrical appliances and is finally converted into heat. Low carbon buildings aim at low carbon emissions. MacDonald (2012) claims that the measures that occupants have to take in order to achieve the best energy performance specifications are the following: To reduce the energy demand That means that occupants should reduce the consumption of energy and carbon emissions. The house will be appropriately orientated in order to get the best thermal and energy achievements that passive solar heating and passive design features can provide. To use energy in an efficient way The building fabric efficiency plays an important role as the houses components are made of materials of high thermal performance. Precise use and management of high efficiency building services result in suitable energy consumption, as well. To supply energy needs establishing renewable energy sources A great amount of the needed electricity will be provided by renewable energy technologies so that fossil fuels can be limited. The couple, who is out of the house most of the day, is estimated to consume around 7.500 kWh per year. The tenants are estimated to consume the highest amount of electricity, for powering appliances or for lighting early in the morning, during the evening and weekend. From November to February the demand for space and water heating is expected to be much higher than in spring and summer. However, energy requirements are expected to be less due to the houses design, the good insulation and airtightness (0.86m3/hr.m2 @ 50 Pa) (ModCell, 2012). 4. Suitable renewable energy sources and their supply profiles The house will be equipped with the following renewable technologies: Solar thermal glazed flat-plate collectors for water heating. The system will be placed on south facing roof mounted on a slope of between 30 and 40 degrees to the horizontal. It will approximately collect from 1000 to 1300 kWh per year meeting about 50% of annual domestic hot water demand. The average monthly output for the collector is estimated to be: 20kWh in December and January, 45kWh in February, 80kWh in March, 105 kWh in April, 125 kWh in May, 150 kWh in June, 160 kWh in July, 115 kWh in August, 95 kWh in September, 60 kWh in October and 30 kWh in November. There is a back-up boiler to support the solar thermal hot water system, during the periods of low solar radiation. Roof mounted photovoltaic array The southerly facing1.85 kWp PV array will be installed at an angle of 35à ¢Ã‚ Ã‚ ° and will generate around 1.700 kWh per year. Specifically, the average monthly electricity production of this system is expected to be: 40 kWh in December, in 50 kWh January, 80 kWh in February, 125 kWh in March, 180 kWh in April, 210 kWh in May and June, 220 kWh in July, 200 kWh in August, 150 kWh in September, 105 kWh in October and 65 kWh in November. During periods of low electricity demand, the overplus electricity generation will be exported to the grid. As a consequence, occupants will use grid electricity at night or on cloudy days (Solar Trade Association, 2012). 14 k W floor mounted air source heat pump. It will supply underfloor heating, with radiators elsewhere. The seasonal COP will be approximately 2.6. The electricity that PV generates can be used to power and support the pump. Mechanical ventilation with heat recovery system. It will provide very good quality of indoor air and reach the greatest space heating efficiency (Welsh Government, 2012). 5. Discussion and conclusion The energy balance is based on the proportion of energy that enters the house and is stored and the proportion of energy that exits the house. Feist (2009) states that: the sum of the losses equals the sum of the gains. Heat losses are the fabric heat losses through walls, doors, windows and roof and the natural ventilation heat losses. Passive solar gains and heat from electrical supplies and activities are the heat gains. His calculation shows that the annual energy balance of a passive house is 130kWh / (m2a). The low carbon building in the Grand Parade will be constructed with the use of local and environmental friendly materials and renewable energy systems. The suitable specifications of the components and the supply profiles of the selected technologies aim at an energy efficient house with low carbon emissions during its lifetime. However, weather conditions can be unpredictable; as a result, energy deficiency can be a problem which can be solved with the use of conventional forms of energy. The U.K. government aims at a 60 per cent reduction in CO2 emissions by 2050. This goal makes the construction of low carbon buildings a necessary strategy that Brighton and Hove City Council must follow. 6. References Andrews, K., 2009. UKs first Straw Bale Holiday Home by Carol Atkinson. Inhabitant, [blog], 25 February. Available at: http://inhabitat.com/yorkshire-straw-bale-cabin-by-carol-atkinson/ [Accessed 28 October 2012]. Climatemp.com, 2012. Climate and temperatures. [Online] Available at: http://www.brighton.climatemps.com [Accessed 27 October 2012]. Douglas, H., 2012. A guide to energy management in building. New York: Spon Press. Efficient Windows Collaborative, 2012. Windows technologies: Low -E coatings. [Online] Available at: http://www.efficientwindows.org/lowe.cfm [Accessed 16 October 2012]. ESRU, 2012. Urban solar water heating. [Online] Available at: http://www.esru.strath.ac.uk/EandE/Web_sites/01-02/RE_info/active_urban.htm [Accessed 9 November 2012). Feist, W., 2009. Using Energy balances to meet energy efficiency. [Online] Available at: http://www.passivhaustagung.de/Passive_House_E/energybalance.html# [Accessed 30 October 2012]. Grand designs live The house that Kevin built; Pt. 1. 2008 [DVD] U.K.: Talkback Thames. Grand designs live The house that Kevin built; Pt. 2. 2008 [DVD] U.K.: Talkback Thames. Grand designs live The house that Kevin built; Pt.3. 2008 [DVD] U.K.: Talkback Thames. Grand designs live The house that Kevin built; Pt.4. 2008 [DVD] U.K.: Talkback Thames. Grand designs live The house that Kevin built; Pt. 5. 2008 [DVD] U.K.: Talkback Thames. Grand designs live The house that Kevin built; Pt. 6. 2008 [DVD] U.K.: Talkback Thames. Jones, B., 2009. Building with Straw Bales. 2nd ed. Devon: Green Books. MacDonald, M., 2012. Practice Guidance: Renewable and Low Carbon Energy in Buildings, Welsh Government, Wales Planning Policy Development Programme. [Online] Available at: http://www.ihsti.com.ezproxy.brighton.ac.uk/tempimg/2DCC707-CIS888614800301505.pdf [Accessed 25 October 2012]. Modcell, 2012. Helping you build a more suitable future. [Online] Available at: http://www.modcell.com [Accessed at 14 October 2012]. Pitts, C. G. and Lancashire, R., 2011. Low-energy timber frame buildings. 2nd ed. Buckinghamshire: TRADA Technology Ltd. Roaf, S., Fuentes, M. and Thomas, S., 2007. Ecohouse: a design guide. 3rd ed. Oxford: Architectural Press. Shomera House Extensions, 2012. Thermal performance in buildings. [Online] Available at: http://www.shomera.ie/thermal-performance-in-buildings [Accessed at 27 October 2012]. Solar Trade Association, 2012. Solar electricity (photovoltaic). [Online] Available at: http://www.solar-trade.org.uk/solarHeating/photovoltaics.cfm [Accessed at 31 October 2012]. Tickle, L., 2010. Is straw the building material of the future? The Guardian Online, [Online] 13 July. Available at: http://www.guardian.co.uk/education/2010/jul/13/straw-houses-balehaus-bre [Accessed 25 October 2012]. Welsh Government, 2012. Welch Future Home, case, Cardiff: Welsh Government. [Online] Available at: http://www.ihsti.com.ezproxy.brighton.ac.uk/tempimg/3A6AAA5-CIS888614800301508.pdf [Accessed October 2012]. Welsh Government, 2012. Greenwatt way, case, Cardiff: Welsh Government. [Online] Available at: http://www.ihsti.com.ezproxy.brighton.ac.uk/tempimg/3A6AAA5-CIS888614800301509.pdf [Accessed 15 October 2012]. Welsh Government, 2012. Mendip place, case, Cardiff: Welsh Government. [Online] Available at: http://www.ihsti.com.ezproxy.brighton.ac.uk/tempimg/3A6AAA5-CIS888614800301513.pdf [Accessed 15 October 2012]. The eco experts, 2012. Solar PV panels. [Online] Available at: http://www.theecoexperts.co.uk/solar-pv [Accessed at 29 October 2012].

Case Analysis of Sutton Health

CASE ANALYSIS OF SUTTER HEALTH 1 Case Analysis of Sutter Health CASE ANALYSIS OF SUTTER HEALTH 2 Sutter Health is a non-profit network that is made up by community-based health care providers based in Northern California. This network introduced an interface that was aimed at enhancing revenue collection of the facilities from the self-pay patient.This network identified that traditional payment processing system had limitations that hindered the effective collecting of revenue. What with the recession, healthcare organizations have seen an increase in the inability to collect debt from the self-pay, the uninsured and underinsured patients. This has caused a lot of struggle when it comes to the organizations to meet the operational margins and the profits.I find there are a number of reasons for the new increase in patient’s debts, the most common are, poor accounting practices, lack of patient information and correct demographics. There is new governance that is designed to p rovide more coordinated care to said patients (Gleeson,2010). There are five geographic regions that reflects the health care access to the customers of Northern California. Each of the five regions will have governance structure and it will oversee many of the Sutter affiliated medical facilities and also the hospitals. In its effort to increase point of service collections and improve the overall revenue cycle Sutter health took steps to measure performance using a handful of specific primary benchmarks, empowering PFS staff to assume responsibility for every individual account they handle, ensure each registration is analyzed using a rules engine to identify problems before patients leave the registration desk and ensure PFS staff receive appropriate comprehensive training to excel under the new system† (Souza, McCarty, 2007).Obtaining the correct patient information plays a large part on non-collectable debt because patients are not able to be reached. These limitations we re associated with limited access to accurate information by the account representatives, ineffective performance measures and fragmented centers of the service provision. The Sutter Health program developed a system that was comprised of solutions that were geared towards overcoming these limitations. I will be CASE ANALYSIS OF SUTTER HEALTH 3 discussing the new system that was created by Sutter Health.The key problems and issues, is that the United States healthcare system is characterized by huge upkeep from collecting revenue from patients. This situation is brought about by a health care insurance system which entails high deductible pay health plans and as well as higher co-payments plan. (Souza, McCarty, 2007). This situation has been made worse through the large proportion of the population not having healthcare coverage. The traditional health care system has had a hard time meeting their target revenue collection.This is due to several problems that attached along with the traditional payment system. Unlike when dealing with the payments through insurance claims but also dealing with the up-front payments that are required by the hospital for payment of services before the patient could even receive the service (Souza, Mccarty, 2007). So this means that the patient services staff (PFS) has to have complete and accurate information about above said client. This presented a problem for the traditional payment system where much of the customer payment system was processed in the back end.This system also required that the PFS staff ask for money from self-pay patients, but the PFS were not accustomed to this under the traditional system. The PFS staff found it hard to wait for the back end section to process customer information and to provide a breakdown of the patients payment details. So this became a tedious task for hospital accounting departments as well as for patients that had to wait a longer period before receiving services. The inefficiency o f the traditional system not only resulted in low quality services, but also in low revenue collections.The system provides such a broad range of health care services, which include acute, sub- acute, home health, long term, outpatient care as well as physician delivery systems. These services are provided through an integrated health care delivery approach that gives the system the ability to deliver a full range of healthcare products and services. CASE ANALYSIS OF SUTTER HEALTH 4 Sutter also identified that PFS staff could not get ahold of real time information in operational and financial indicators such as cash collections and A/R (Souza, McCarty, 2007).So in the long run this meant that the managers and staff had to wait until the end of the month in order to identify the benchmarks. Sutter also recognized that the traditional system did not provide a means for analyzing selected data nor did it generate required detailed report on demand. This led to more cost as the hospital had to rely on programmers to generate such reports. The front desk staff also lacked real time information which hindered their ability to serve the client without consulting the back end staff.It also meant that the front desk staff could not monitor the patients progress (Souza, McCarty, 2007). Another challenge was that the PFS members were not empowered enough to be held accountable for each patients accounts they dealt with and it reduced the amount of accountability among the staff. These are some of the key challenges that the Sutter system were meant to address. The solutions that were employed by Sutter Health was an attempt to overcome the challenges stated above. Sutter Health implemented certain changes in the fore mentioned system that would make their operation more efficient.The strategies identified by the Sutter program entailed transferring most of the back end tasking to the front desk; providing accurate and complete information to managers and upfront staff; p roviding more effective performance evaluation and integrating all data elements within the system (Souza, McCarty, 2007). Allowing front desk staff to handle much of the payment process was deemed to have an effect on the efficiency of the process. Various solutions were employed to ensure that this is achieved.One of these solutions entailed using benchmarks to measure performance by the Patient Service Staff (PFS). Sutter identified a handful of primary benchmarks which included; Unbilled A/R days, Gross A/R days, Major A/R days, Cash Collection, Billed A/R days, and CASE ANALYSIS OF SUTTER HEALTH 5 percentage of A/R over 90, 180, 360 days (Souza, McCarty, 2007). This benchmark introduced shorter periods with which staff performances could be evaluated. This move was timely especially when onsidering that the industry has changed and things happen in terms of hours and days but not months. Another solution involved empowering the PFS members to have full responsibility over the a ccounts they are dealing with. This move was meant to increase a sense of responsibility and accountability as each individual members will be responsible for his or her own account (Souza, McCarty, 2007). This also gave the PFS members more autonomy to act as they saw fit and this improved the speed and efficient of service delivery by these staff members.The program also provided the PFS members with tools, that enabled them to automate their accounts, sort out their accounting using various means and seen their performances based on the achievement of the target. PFS and other accountant representatives were presented with individual dashboards that helped in the tracking of their progress in meeting targets. This also helped in enforcing the benchmarks set by this program. Sutter’s health program also introduced a front end collecting system as means of overcoming the mentioned problems.The pint of access collecting system introduced an opportunity for the health care fac ilities to reduce claims and denials. Though this system the patient records are analyzed before the patient leaves the registration desk. This enables the front desk staff to identify problems such as bad debt, patient or invalid patient type early enough and take the necessary corrective action. The Sutter health program also embarked on a comprehensive training program that was designed to support the existing PFS members and the registration staff. This gave staff the necessary competence to deal with the tools provided by this system.The training program also eliminated the need to hire formally educated staff to operate the system that would CASE ANALSIS OF SUTTER HEALTH 6 demand more than the $10-$20 an hour paid to current registration and PFS staff. For example, registration staff who were not used to asking patients for money were trained in effective communication skills. The training was also designed to introduce autonomy and effectiveness which acted as a motivator to the employee.The Sutter system allows staff to act with more independence which has made them active in owning the system. Autonomy is a critical element that enables workers to work effectively and deliver the best when it comes to their ability. The efficiency of the system has also made the work of the staff easier, acting as a further motivating factor for the staff. Another solution involved getting patients on board with this program. The POS collection system is not only beneficial to hospitals but also to the health care customers as well. (Souza, McCarty, 2007).This system provides a patient friendly billings which ensures transparency in the way customers are asked to pay for health care services. The payment system that is in force in other parts, bills the patient after he or she has already received the services and has already left the hospital. However, the Sutter program introduced transparency as the patient then gets to know what the services will cost him or her b efore they receive the services. It has become evident that patients would love to know how much the care they receive will cost them and this is what the Sutter program has provided.This system also offers a simplified system of settling hospital bills thereby making things easier for customers using said hospital system, customers are usually compelled to produce a lot of records and documentations in order to have their payment processed which introduces a lot of inconveniences. There is more accounting practices that are used by Sutter in identifying and solving problems, such as Sutter was discontented with the amount of revenue being collected from the self-pay patients (Souza, McCarty, 2007).The management team understood that the self-pay CASE ANALYSIS OF SUTTER HEALTH 7 patients were capable of meeting their medical expenses and therefore the problem was in their system. Sutter then resorted to evaluate the accountability and transparency in the process involved in the coll ection of revenue. It is through this evaluation that most of the traditional system did encourage responsibility and accountability to the people handling the revenue collection. Another accounting practice that was adopted was cost reduction.Accounting principles dictate that there are two major ways for increasing the margin; increasing profits or reducing costs. After exhausting all the avenues they could use in increasing revenue, Sutter embarked on a campaign that would reduce the cost of operation. This saw the collection process being integrated into a unified system. The methods used were also cost conscious, is why they opted for comprehensive training of their existing PFS and registration staff rather than hiring specially trained professionals, who would have demanded higher pay.Another alternative would be that Sutter’s strategies focused on improving accountability and autonomy of the staff in order to enhance revenue collection. Sutter health relied on solutio ns such as setting benchmarks and the empowering of staff. What they found to work was a full cycle of the amount payable. Amount payable refers to money owed to the institution by other parties while the full cycle refers to the amount of time it takes for the patients to settle their debt. (Rauscher, Wheeler, 2008).Reducing the full cycle may help to reduce the number of bad debts that a health institution suffers from. Traditionally a patient cycle followed procedures such as organizing schedule, registration, treatment, billing and collection (Solomon, 2011). The collection part is why the health institution is able to recover the debt owed to it by the patients. This section comes along after the treatment process is concluded and therefore increases the chances for bad debt. This paper proposes a system where bills are settled on a pre-service basis.The pre-service CASE ANALYSIS OF SUTTER HEALTH 8 system will be enabled by developing a system that standardized serves to make b illing before the client receives services easier (Trans Union, 2007). A per item standardized billing is advised. This is why a standard is set for each and every hospital procedure and the patient is billed by summing up the cost of all service items he or she has utilized. In my informed opinion the approach used by Sutter Health was effective. This is because their approach was able to address the concerns raised by the network.Sutter health was concerned with the growing number of self-pay payments and the diminishing of the amount of revenue. The need to increase the amount of collecting from this section of market was the primary objective of developing this strategy. The success of every strategy is able to deliver the set goals. When it comes to Sutter Health it is estimated that revenue collection from the self-pay patients increased by an additional $78 million after the implementation of the strategy (Souza, McCarty, 2007). This is a clear indicator of the programâ€℠¢s success. One of the benefits is improved quality of care for the patient.One of the solutions identified by Sutter was bringing the health customer onboard. This system did this by factoring the customer’s needs into the system, making it customer friendly. The customer’s now spend less time processing payment while at the same time, the patient’s get to know of the cost they will incur before receiving the services. The system has also reduced the number of patients being denied treatment as a result of a streamlined inventory system. In conclusion Sutter Health is a non-profit network based in California and is made up of community based health care providers.This case discussed how Sutter developed a system that was able to improve revenue collection from the self-pay patients. Sutter recognized that the number of bad debts was rising along with the rising number of self-pay patients, This network conducted an evaluation on its facilities and identified th at the problem of low revenue collection was linked to a disintegrated system of collection, in adequate accurate information CASE ANALYSIS OF SUTTER HEALTH 9 and poor performance indicators.Sutter Health employed solutions that entailed setting new benchmarks, empowering employees, factoring the customer’s interest and compressive training. References Rauscher, S. & Wheeler, J. (2008). Effective Hospital Revenue Cycle Management. Journal of Healthcare Management Robertson, K. (Oct, 16, 1995). Sacramento Business Journal 12, 30: 3 Solomon, P. (2011). State of Healthcare Reform Revenue Cycle Retrieved from http://philcsolomon. om/2011/04/the-state-of-healthcare-revenue-cycle-an-insi ders- perspective-part-2/ Souza, M. & McCarty, B. (2007). From bottom to top: How one provider retooled collection. Healthcare Financial Management 61 (9). 67-73 Trans Union (2007). Healthcare Collections: How Full Cycle Improvements Reduce Bad Debt. http://www. tranunion. com/docs/healthcare/busin essneeds/healthcarecollectionsWP. pdf