The Media As A Valuable Outlet For Free Expression

The social media as a valuable outlet for free expression Introduction The communications and media landscape is experiencing a profound and fast transformation. There is a possibility of describing the evolution and development of new technologies as enterprising and open. The internet comprises of the considered technological developments, which is the latest outlet that a considerable number of people in the world can access and use to communicate (Maras 3). Just as other technologies before it, the internet has the power to transform the manner in which people realize the freedom to express themselves. Any person that can access the internet can create, share or edit their individual information or other people’s content. The flare-up of digital communication, especially through the social media allows citizens to participate in public debates on a level unparalleled historically. The right to free expression rests upon public communication platforms, which is essential for the realization of the desired effects. Increasingly, the social media is playing its role as a platform through which individuals can express their wide range views to a considerable number of people. Through the social media, users can create and shape information. For this reason, the social media is becoming a viral actor by encouraging people to center their attention to particular issues. Additionally, the social media strikes a partisan position without regards for the traditional journalisticShow MoreRelatedEssay about Censorship1703 Words   |  7 Pagesare to blame. Not being one in the habit of pointing fingers and making absurd accusations, I will explain the free will of man and his inalienable rights to free speech. To censor television and motion pictures because of one factions set of morals is earily similar to book burning. 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Adolescents Today Face A Widespread Chronic Health Problem...

Adolescents today face a widespread chronic health problem: sleep deprivation. Research shows that getting enough sleep is a biological necessity. Sleep is essential for a person’s health and wellbeing, according to the National Sleep Foundation (NSF). Teens are among those least likely to get enough sleep; while they need on average 9 1/4 hours of sleep per night for optimal performance and health and brain development, teens average fewer than 7 hours per school night, and most report feeling tired during the day (Nationwide Childrens, 2003). The root of the problem is early school start times. The consequences of sleep deprivation during the teenage years are particularly serious. Teens spend a great portion of each day in school when it starts early; resulting in a lack of sleep. Ultimately, sleep deprivation affects a student’s academic performance. When students lose sleep, they disrupt their sleep cycles and their bodies respond by decreasing their ability to concentrate and complete complex tasks. A prolonged period of cumulative sleep deprivation will affect their physical and mental well-being and consequently their capacity to learn. Starting school before the sun rises not only results in lack of sleep but it’s also out of sync with the biological clocks of young people (Sleep Medicine, 2007). Young people who do not get enough sleep night after night carry a significant risk for drowsy driving in the morning. According to a National Sleep Foundation Study,Show MoreRelatedChildhood Obesity : The Adolescent Essay3626 Words   |  15 PagesChildhood Obesity: The Adolescent The Finale Paper Presented to: GEN499: General Education Capstone Instructor: Robert Bass Ashford University By: Ranita Wallace March 27, 2015 Childhood Obesity: The Adolescent Obesity is a growing health problem. Obesity is when individuals are overweight, it causes health problems and is a threat to their lives. Usually obesity is a result from over eating and lack of exercise. Obesity is the cause of many health problems such as diabetes, depressionRead MoreOcd - Symptoms, Causes, Treatment131367 Words   |  526 PagesThe Nature of OCD This page intentionally left blank A Diagnostic Enigma THE NATURE OF OCD CHAPTER 1 Obsessive–Compulsive Disorder A Diagnostic Enigma Mike, a 35-year-old married engineer, has not worked for many years because of chronic and debilitating obsessions and compulsions. For the last 9 years he has been tormented almost continuously by a variety of unwanted and upsetting intrusive violent thoughts or images such as â€Å"I’ll stab someone,† â€Å"I might accidentally contaminateRead More_x000C_Introduction to Statistics and Data Analysis355457 Words   |  1422 PagesContext and Real Data Statistics is not about numbers; it is about data—numbers in context. It is the context that makes a problem meaningful and something worth considering. For example, exercises that ask students to compute the mean of 10 numbers or to construct a dotplot or boxplot of 20 numbers without context are arithmetic and graphing exercises. They become statistics problems only when a context gives them meaning and allows for interpretation. While this makes for a text that may appear â€Å"wordy†Read MoreIgbo Dictionary129408 Words   |  518 PagesCrowthers Vocabulary of the Ibo language (1882), to which Schà ¶n added Part II: English-Ibo in 1883. Hair (1967:86) gives the following account of the origin of Crowthers dictionary: He came to the conclusion that translation work was held back by the problem of dialects, and that more must be learnt before a firm policy could be evolved. To this end, in the late 1870s he ordered the missionaries at Onitsha to begin work on a comparative dictionary of Igbo dialects. This ambitious enterprise was not carriedRead MoreOrganisational Theory230255 Words   |  922 Pageswill give a good idea of the breadth and complexity of this important subject, and this is precisely what McAuley, Duberley and Johnson have provided. They have done some sterling service in bringing together the very diverse strands of work that today qualify as constituting the subject of organisational theory. Whilst their writing is accessible and engaging, their approach is scholarly and serious. It is so easy for students (and indeed others who should know better) to trivialize this very problematic

Greasy Lake Essay Example For Students

Greasy Lake Essay #9;T. Coraghessan Boyles ;quot;Greasy Lake;quot; and ;quot;Big Game;quot; are similarly structured but completely different short stories that explain the transitions of people from fake slaves of their image to genuine and realized individuals. If not portrayed in the stories, the development in the characters certainly escapes into the readers imagination and almost magically makes them the learned. The plot of the two stories is one of the strongest lines connecting them together by way of foundation, but at the same time it establishes completely different story lines that follow the same beat. #9;Boyles evolution from ;quot;Greasy Lake;quot; to ;quot;Big Game;quot; has also provided for a progression in his style. Evident from the two stories is the contrasted amounts of detail and abstract detail. In some sense, Boyle has mellowed over the two stories by leaving out many of the twists and turns of ;quot;Greasy Lake;quot; in ;quot;Big Game,;quot; but in the same sense has become more exciting with more violence and action. The plots in the two stories are similar in structure and pattern of action. They both include violence and regretful lessons learned the hard way, and seam to involve similar events and characters. A definite change in Boyles plot over the course of the two stories however, is the loss in significance and importance of the plot and the take over by setting and character instead. #9;A well-defined thread connecting the two stories are the plot similarities. In both stories, the characters attempt to be what they are not. The plot revolves around this central theme and shows them doing things they arent fit to do. Whether it is shooting a lion or fighting a tough guy, the series of characters do several things in the course of the plot that define their respective stories. Also similar is the type of people the stories focus on. In both, the characters were upper-middle-class people whom the plots revert to their natural selves. Finally, in both stories the action is focused on events that are away from civilization and are out of the ordinary. The developments arent easily intervened and are also events that arent done everyday. ;#9;On the same thread is a pattern of difference as well between ;quot;Greasy Lake;quot; and ;quot;Big Game.;quot; The plot of the former indicates Boyles earlier style with more events and less detail whereas quot;Big Gamequot; portrays less events with dramatically more detail. The plots as a result, essentially are either twisty and turned or dwell on certain ideas for long periods of time. Also different in the plots are the types of people the events of the story occur to. In quot;Greasy Lakequot; a bunch of college students are out having a good time whereas in quot;Big Gamequot; middle-aged vacationers are trying to uncover their roots. Perhaps the most important of the differences, however, is the near-death in quot;Greasy Lakequot; and the actual death occurring in quot;Big Game.quot; Although death is present in the quot;Greasy Lake,quot; quot;Big Gamequot; actually shows it happening and goes as far as to have it happen to the main characters of the story. #9;Boyles maturation of style has given up the changing and dynamic plot of his past with a more detailed account of less events. The plots in his story have changed, but they still revolve around lessons learned the extremely harshest and toughest ways.

Case Study †Starbucks - Business Improvement Portfolio

Question: Describe about business improvement portfolio - a case of starbucks? Answer: Introduction Starbucks Coffee is the leading American beverage supplier originally based in Seattle, USA. It is ranked as the largest coffee supplier specializing in supplying fine quality coffee in an economically sustainable environment. Starbucks dominates the industry with a market share of around 36.7% followed by Dunkin Brands Inc with around 24.6% market share and 38.7% occupied by other brands together like Costa Coffee, Tim Hortons and McDonalds. According to Biviji (2010) a particular organization adopts business improvement initiatives in order to increase the productivity in a cost effective manner. According to the British Quality Foundation, the most effective approaches that the organizations adopt are Lean six- sigma, business process reengineering and Benchmarking. From 2001 to 2008, Starbucks experienced a slowdown in the sales rate, a decline in the customer loyalty levels and customer footfalls and problems related to overstocking of products. To improve the conditions, to manage inventory costs and to devise customer-focused strategies, Starbucks decided to adopt lean six-sigma model within their working procedure. The management at Starbucks focused on the fact that use of lean six-sigma will effectively help Starbucks to create a customer service consistency and help increasing the brand value of the products (Kalnins and Stroock, 2011). Theory analysis According to Caudwell (2011) Lean six-sigma is a collaborative model used by the organizations to improve performance by removal of unnecessary human wastes, reduce unnecessary time limits and control the resources flow. Augusto Cauchick Miguel and Marcos Andrietta (2010) suggested that adoption of lean technologies enables the organization in creation of high quality, defect free, and value added and cost effective products. Lean techniques are generally used by the automotive industries like Toyota for production of 100% error free products. The concept of Sis Sigma was developed by Motorola in 1986 to structure a highly disciplined program that will effectively deliver a perfect product. The six-sigma process is based on the following principles Continuous focus on the critical and quality requirements of Customers and stakeholders Understanding of the process requirements that will be able to deliver critical and quality requirements to the customers Extensive use of facts and statistical data to understand the problems Developing a flexible and detailed process Focus on continuous improvement of the process in a systematic way Figure1: Lean Six-sigma Process (Source: Zhang, 2011, pp105) The method is adopted by around 600 organizations all around the world. Brati (2011) suggested that following are the major benefits that provoke the organizations to adopt lean six- sigma. Reduction of defects: The use of lean six-sigma approach has helped the organizations to produce defect free products. For instance, Motorola in its six-sigma initiative have successfully reduced production defects by over 300 fold that has helped the company to save up to $11 billion as manufacturing costs (Clarkson and Eckert, 2005). Reduction of process time: Lean six-sigma aims to manage the time wastage in the production process for successfully reducing the lead-time. For instance, LG electronics a UK based company used lean six-sigma process in effectively reducing the lead-time from initial 56 days to 41 days. Further, the company improved the inventory control process by reducing inbound led time from 8 to 5 days. This helped LG to save interest charges and freights charges (Antony, 2007). Effective employee development: The process involves the employees in the improvement process that makes the employees responsible and accountable thereby building a sense of trust and transparency within the organization. With the help of six-sigma approach the project managers at Microsoft were able to attain six-sigma green belt certification which stated that the mangers at Microsoft were ready to face any challenging situation (Adebanjo, and Mann, 2008). Reduction in costs: Hu and Tian (2011) opined that reduction of lead time and reduction of waste in respect of human labor and production materials contributes to the cost savings of the organizations. The following table shows the annual savings that different companies have been able to make by using lean six-sigma. Name of the company Annual savings (approximate figures) General electric $ 2 billion JP Morgan Chase $ 1.5 billion Honeywell $ 650 million Texas Instruments $ 590 million Johnson and Johnson $ 500 million Improvement in customer value: The use of lean six-sigma by the automotive industries have helped the companies like Toyota, General Motors etc to successfully produce vehicles in accordance to the critical requirements of the customers, reduction of manufacturing defects at each stage of production and improving the safety factors within the finished vehicles (Krajewski, Ritzman and Malhotra, 2010). However apart from the following benefits, the process also encounters certain controversies that may contribute to the negative aspects of the process. Difficulty in implementation: Chua and Banerjee (2013) suggested that the mere concept of application of six-sigma in controlling all departments within an organization is a complex process hence large organizations like Tesco find it difficult to effectively manage all the divisions with the help of six-sigma strategies. Home Depot, a retail company, noticed negative atmosphere affecting the employee morale and customer sentiment due to stringent application of six-sigma in all departments. Although the implementation made the company profitable, however the company noticed reduction in the stock price (Basu, 2004). Financial constraint: The organization implementing six-sigma requires employees who are effectively trained from certified six sigma institutes. Hence, small or medium sized organizations are incapable of implementing six -sigma due to high employee cost. Not suitable for all companies: The application of lean six-sigma should be made based on the type of industry in which the company is operating. A drastic failure was noticed in 3M after the introduction of lean six-sigma (Dahm, 2011). Before the introduction of the process, the employees at 3M were given the opportunity to use 15% of the total working hour as personal research hours. This strategy was adopted to allow generation of innovative ideas among the employees that contributed in the productivity of the company. However, the introduction of rigid total quality management process created a stiff situation that restricted the growth of creative ideas within the organization (Vemic- Djurkovic and Maric, 2010). Case application Initial investments of Starbucks concerned investment in store infrastructure and launching of new products. According to Forbes analysis these investments and fast shop openings contributed to the superficial growth of Starbucks. The company however did not pay attention to the customer initiatives and maintenance of inventory and operating costs. Following are the major issues that the management at Starbucks required to solve in order to gain back the loyalty and save costs (Lagrosen, Chebl and Rios Tuesta, 2011). Improvements in employee productivity: Part time working students are the major employees of Starbucks so it becomes difficult for the company to provide quality services. Thus, Starbucks requires providing training tools for the increment in the productivity of the employees. Improvements in products and stores: Starbucks also need to improve their product line by introducing significant products that will match the critical demands of the customers. Moreover, the company needs to improve the store design so that the customers are more attracted and devise strategies for enhancements of Starbucks experience (George, 2010). Development of customer focused initiatives: The Company to increase the customer footfall needs to employ customer-focused initiatives like introduction of Starbucks loyalty card. Regenerating the brand value : The Company will have to restore the brand value by regaining the emotions of the customers concerning the brand (Cole, 2008). Considering the above issues that Starbucks need to resolve it can be suggested that adoption of lean will be effective. Use of lean will improve the productivity by providing better training tools to the inexperienced employees of Starbucks. The use of the Queuing theory approach within the store will help Starbucks to improve the store design and customer flow. The use of six-sigma approach will help Starbucks to reduce the lead time on the production of coffee and this will help Starbucks to spend more time in connecting with customers. Hence, the usage of the lean six sigma will help Starbucks to effectively reduce the defects rates and also eliminate the waste from the manufacturing process (Furst, 2010). The lean six- sigma process is implemented using five stages namely defining the process that needs to be improved, measure the current process performance, analyze the data ascertained from the measurement, improve the errors within the process and determine control methods in order to improve the process (Antony and Banuelas, 2002). Application of lean six-sigma in Starbucks Starbucks prices products that are costlier than other coffee brands however; the customer loyalty of Starbucks is a result of the high customer satisfaction and pleasurable experience that Starbucks offers (Marksberry, 2011). Define In this phase, the management at Starbucks will define the major issue that needs to be addressed. Here the major issue of Starbucks is to maintain a consistency in the customer experience. With the help of voice of the customer and critical to quality tools, the following elements of customer satisfaction may be identified. Voice of the customer Critical to quality High coffee quality Fast table service Friendly and congenial environment Variety of coffee flavors Avoidance of store smell Avoidance of kitchen noise Soothing store interior colors Comfortable seating arrangements with corner shacks Measure The main objective of this stage in lean six-sigma is to set guidelines for the improvement of the production process. In Starbucks, the measurable factor is customer experience and the organization needs to set guidelines for improvement of the customer experience. Following are the measures that should be taken by the organization (Snee, 2010). Line queuing: The cost of waiting in a line is reduced with the help of effective line queuing methods (Dumitru, 2011). There are four types of waiting line models and Starbucks uses the multi line method for fast and reliable service and thereby can reduce the waiting time of the customer and increase the customer experience. Starbucks has increased the customer ordering process with the help of queuing method. Figure 2 : Proposed Customer ordering process in Starbucks (Source: Tata and Jones, 2011, pp-92) Product quality: The various measurable factors of product quality of Starbucks are namely the product temperature, freshness and consistency in the taste and quality. In case of hot and cold coffee Starbucks can effectively use lean six-sigma to set the temperature level to acceptable upper and lower limits as determined by the Health and Safety regulations in order to provide satisfying customer experience (Martinez and Gitlow, 2011). The product freshness of the coffee and the other food products of Starbucks should be measured by a focus group survey. The freshness of a product depends on the storage life of the product. Starbucks uses an aseptic bottling process where they sanitize the bottle and frees from bacteria so that the coffee products can be stored for a longer period along with taste, smell, texture and flavor. The use of this bottling process has helped Starbucks in gaining customer satisfaction and increase the carry to home service. For maintaining product consistency Starbucks has to maintain coffee texture, consistent preparation method for coffee, coffee flavor mixture, serving temperature and coffee presentation. Shop atmosphere: Comfortable and creative shop atmosphere will also contribute to increase the customer experience in Starbucks. Lena six-sigma identifies the major desirable atmospheric factors namely soothing interior colors, Dim lighting, corner seats, kiosks, room temperature air conditioners and light music. With the help of customer psychological studies and focus group interviews Starbucks will be able to ascertain the factors that needs to be improved to improve the customer experience (Nicoletti, 2013). The psychological study conducted by Starbucks has revealed that adoption of green color in the logo of the company generates a positive sign in the customer experience. The customers perceive the sign as environmental sustainability and the color revive them of stress. Analysis The main purpose of this stage is to determine the major causes of the problems and eliminate the causes to improve the process. By using the lean six-sigma, Starbucks tried to determine the standard product quality elements and standard atmospheric elements that needs to be improved in order to improve the customer experience. Product quality factors Atmosphere quality factors 20 minutes time duration in order line queuing resulting in high waiting time and wastage of time in line queuing 50 watt lighting generates reading problems for customers Slow order completion process Average service time per customer is 25 minutes Use of bulb lighting creates loud environment Hot Coffee served remains hot for only 1 minute suggesting low temperature levels Use of wooden chairs and no sofa or couch available Changes to be made in flavors of Frappucino and Mocha (Paryani, 2012) Brown color in the logo suggests strength and conventionality and prevents uniqueness and connectivity Improve This stage evolves solutions to the problems. The focus is on the most innovative, easy and improved solution. By using the lean six-sigma process Starbucks has implemented the following improvements in order to enhance customer experience. Adoption of multiple line method to decrease the waiting time from 20 minutes to 5 minutes (Eroglu and Hofer, 2011) The coffee served is preserved at an average temperature of around 190F +/- 10F to ensure hotness of the coffee for around 15 to 20 minutes after it has been served The other eatable products should be packaged with a storage life of maximum 3 days to maintain the freshness of the products Starbucks should use florescent tubes of 500 watts in order to create a soothing internal atmosphere (Salah, Rahim and Carretero, 2010). Store interiors should be decorated with couches and sofas, inclusion of wifis, readable lamps on the top of corner seats and should use light shades for the interior colors Control This stage will devise monitoring steps in order to control the success of the implemented steps. Starbucks implemented the following control methods in order to control the customer experience process. Opening of more counters and employee more kitchen staffs in order to reduce waiting time (Ray and Das, 2010) The use of Bunn coffee machine to keep the coffee hot at the time of serving Using First in first out method to clear stock inventory of eatables like Blueberry muffin, Grilled cheese, egg salad sandwich so that freshness can be maintained Use of diagonal and aesthetic store layout and design evaluated by the retail store quality management team Constant upgrading of the color, interiors and store settings and size (Pezziardi, 2010) Conclusions and recommendations The assignment shows the application of the lean six-sigma methodology by Starbucks to increase the customer experience. However, the customers are of the opinion that although lean six-sigma has been successfully reduced the waiting time however, the staffs at Starbucks are in hurry to complete the order and hence are giving less time on customer service. Hence it can be recommended that Starbucks should adopt lean six-sigma however should not make stringent organizational policies that will hamper the process of customer satisfaction. Since Starbucks is a service industry hence fulfilling the gap between customer expectation and customer services should be removed effectively. Hence Starbucks should keep the qualitative aspects in the customer experience although if it adopts the lean six-sigma. Reference list Adebanjo, D., and Mann, R. (2008b). Sustainability of benchmarking networks: A case-based analysis.Total Quality Management Business Excellence, 19(12), 107122. Antony, J. (2007). Six Sigma: a strategy for supporting innovation in pursuit of business excellence. International Journal of Technology Management, 37(1-2), 8-12. Antony, J., and Banuelas, R. (2002). Key ingredients for the effective implementation of Six Sigma program. Measuring Business Excellence, 6(4), 20-27. Augusto Cauchick Miguel, P. and Marcos Andrietta, J. (2010). Outcomes from a descriptive survey of Six Sigma management practices in Brazil.Lean Six Sigma Journal, 1(4), pp.358-377. Basu, R. (2004). Six-Sigma to operational excellence: role of tools and techniques. International Journal of Six Sigma and Competitive Advantage, 1(1), 44-64. Biviji, Y. (2010).Evolving to Six Sigma quality. [S.l.]: Yusuf Biviji. Brati, D. (2011). Six Sigma: A Key Driver for Process Improvement.CIBIMA, pp.1-15. Caudwell, J. (2011). Starbucks in the Stacks.The Serials Librarian, 61(3-4), pp.321-322. Chua, A. and Banerjee, S. (2013). Customer knowledge management via social media: the case of Starbucks.Journal of Knowledge Management, 17(2), pp.237-249. Clarkson, J. and Eckert, C. (2005).Design process improvement. London [U.K.]: Springer. Cole, G. (2008). Grande Expectations: a Year in the Life of Starbucks' Stock20081Karen Blumenthal. Grande Expectations: a Year in the Life of Starbucks' Stock . Loughton: Piatkus 2007.Management Decision, 46(4), pp.673-675. Dahm, M. (2011). Mehr Effizienz mit Lean Six Sigma.Bankmagazin, 60(12), pp.28-30. Dumitru, (2011). Optimization of Coaching Using Six Sigma.Journal of Social Sciences, 7(3), pp.319-325. Eroglu, C. and Hofer, C. (2011). Lean, leaner, too lean? The inventory-performance link revisited.Journal of Operations Management, 29(4), pp.356-369. Furst, P. (2010). Lean Six Sigma innovative safety performance management.Injury Prevention, 16(Supplement 1), pp.A16-A16. George, M. (2010).The lean six sigma guide to doing more with less. Hoboken, N.J.: John Wiley Sons. Hu, B. and Tian, Y. (2011). Six Sigma Applied in Inventory Management.AEF, 1, pp.355-359. Kalnins, A. and Stroock, L. (2011). Pouring Israel into a Starbucks Cup.Cornell Hospitality Quarterly, 52(2), pp.135-143. Krajewski, L., Ritzman, L. and Malhotra, M. (2010).Operations management. Upper Saddle River, N.J.: Prentice Hall. Lagrosen, Y., Chebl, R. and Rios Tuesta, M. (2011). Organisational learning and Six Sigma deployment readiness evaluation: a case study.Lean Six Sigma Journal, 2(1), pp.23-40. Marksberry, P. (2011). The Toyota Way a quantitative approach.Lean Six Sigma Journal, 2(2), pp.132-150. Martinez, D. and Gitlow, H. (2011). Optimizing employee time in a purchasing department: a Six Sigma case study.Lean Six Sigma Journal, 2(2), pp.180-190. Nicoletti, B. (2013). Lean Six Sigma and digitize procurement.Lean Six Sigma Journal, 4(2), pp.184-203. Paryani, K. (2012). Product quality, service reliability and management of operations at Starbucks.International Journal of Engineering, Science and Technology, 3(7). Pezziardi, P. (2010).Lean management. Paris: Eyrolles - E d. d'organisation. Ray, S. and Das, P. (2010). Six Sigma project selection methodology.Lean Six Sigma Journal, 1(4), pp.293-309. Salah, S., Rahim, A. and Carretero, J. (2010). The integration of Six Sigma and lean management.Lean Six Sigma Journal, 1(3), pp.249-274. Snee, R. (2010). Lean Six Sigma getting better all the time.Lean Six Sigma Journal, 1(1), pp.9-29. Tata, R. and Jones, G. (2011). Six Sigma culture as a management principle.Transfusion, 51(7pt2), pp.1604-1608. Vemic- Djurkovic, J. and Maric, R. (2010). The influence of human resource management on improvement of business ethics.Perspectives of Innovations, Economics and Business, pp.77-79. Zhang, X. (2011). Communicating Coffee Culture through the Big Screen: Starbucks in American Movies.Comparative American Studies, 9(1), pp.68-84.

Do small corporate or SMEs require consultancy services

Introduction Utilizing consultancy services has become one of the most ignored practices by large corporate and SME’s due to diverse issues which include corporate-style practices, unwillingness and the view that purchasing consultancy services is a risky and expensive investment.Advertising We will write a custom research paper sample on Do small corporate or SME’s require consultancy services? specifically for you for only $16.05 $11/page Learn More Research done by Antony Buono in his book Current trends in management consulting investigates and compares the practice of business consultancy among small and medium-sized business enterprises (SME’s) with large business organizations. It indicates that the former has thriftily and infrequently used consulting services in their daily operations. This has been largely attributed to the levels of doubt and mistrust which SME’s have on the reliability and efficiency of consultants ’ expertise, and which has greatly impacted on their annual turnover. Sturdy (2009, p. 7) argues that SME’s, just like bigger companies, have consulting needs in areas of developing effective marketing strategies and leadership. As analyzed in this paper, and with reference to a study on consultancy methodologies done by Executive grapevine International Limited in the book UK Directory of Executive Recruitment, consultation services are imperative for improving the ability of SME’s to perform optimally in the competitive global market environment. Additionally, research evidences have shown that most SME investors find it cumbersome to cope with the possible risks in the process of improving their businesses (Neumann, Kellner Dawson-Shepherd, 1997, p.4). For this reason, there is need for SMEs to seek consultation services in order to enhance standard management practices in their operations. For some time now, it has been perceived that consultancy services a re only meant for well established companies (Harrison, 1995 p.40). Further evidence has demonstrated that sole traders and family businesses have not been able to track the techniques and tools that are essential in running sound investments (Block, 1999 p. 34). This has raised controversy on the view and thus the paradigm has highly being criticized. Due to the fact that the world of business is prone to unremitting changes and challenges, consultancy services need to be incorporated even in small businesses. Indeed, small businesses will be in a position to survive more complex risks and uncertainties such as inflation, natural disasters and recession if consultancy services are embraced and fully adopted (Harrison, 1995 p.44).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More It is against this scope that this paper succinctly seeks to determine whether small corporate or SMEâ₠¬â„¢s require consultancy services and how the same can impact on business performance. Definition of Small and medium-sized enterprises (SME) Reports from statistics by Small Business Service (SBS) indicate that small and medium-sized enterprises offer employment to a majority of workforce in the whole world. In the UK alone, 99.9% of over 4.8 million businesses are SMEs and this provides multinational organizations and the government a target for offering consulting and financial business support. In the UK, the Companies Act defines a small company or business in sections 328 and 465 as that whose employees are not more than 50, whose balance sheet total is less than  £ 3.26 million and whose turnover does not exceed  £ 6.5 million. On the other hand a medium sized company is defined as one whose employees are not exceeding 250 people, whose balance sheet has a total of less than  £ 12.9 million and a turnover that is less than  £ 25.9 million. However, it is important to note that nations have dissimilar definitions for SMEs and as such, Kakabadse (2006, 499) argues that there is no single definition nationally or internationally. From the emerging consensus derived from research, it is apparent that all the small businesses in United Arab Emirates (UAE) can be distinguished in terms of size from large companies by evaluating the number of employees. In UAE, an enterprise is defined to be an SME if the number of employees is less than ten. On the other hand, large companies have an entity of between10 to 100 employees (Obaid, 2011p. 159). It is evident that most SMEs in UAE have workers with limited training as opposed to the case in larger companies. However, survey evidences has shown that there is a higher probability for SME investors to save and invest regardless of the fact that their entrepreneurial skills are slightly below those of larger companies (O’Mahoney, 2010 p.46). Research has also shown that SMEs are relatively flexible as opposed to large companies when it comes to seeking consultancy services, introducing and implementing changes (Obaid, 2011 p. 170).Advertising We will write a custom research paper sample on Do small corporate or SME’s require consultancy services? specifically for you for only $16.05 $11/page Learn More Moreover, due to their small size, SMEs managers are able to get into contact with customers. This implies that top managers have a high predisposition to final clients hence it is easier to introduce radical changes (Block, 1999 p. 42). This explains why SMEs hire external consultants temporarily as opposed to large and well established companies that need to have a permanent internal consultant who offer consultancy services. This claim can be supported by the fact that large number of SMEs in UAE has low level of investment and skill when compared with large companies (Obaid, 2011 p. 171). Moreover, SMEs have relatively simple products and se rvices produced and in most case, labor is produced by family members. Due to such differences, large companies must have internal consultancy services in order to produce favorable services in all the diverse manufacturing entity (Obaid, 2011 p. 160). However, this should not deny SMEs the opportunity to have internal consultancy services whenever deemed necessary and possible. Management Consulting Consultancy and consultancy role Since there is no clear boundary between a business’ customer related practices like coaching, learning, counseling and mentoring, and business consultancy, it is judicious for this study to provide a definition of consultancy. Kakabadse (2006, 450) points out that consultancy refer to services or other undertakings that a qualified and independent person provides to the public or a business. Though this definition does not focus on roles played by management consultants, it clearly indicates that it is an advisory service provided to or contracte d for an organization by individuals who are trained and qualified. These individuals assist a business in an independent and objective manner to identify problems related to management and analyze them. They also recommend effective solutions and help organizations in implementing them. Roles of business consultants Kakabadse (2006, 452) argues that business consultancy is an important aspect that involves acquiring and sharing information and knowledge necessary for business learning. Due to the fast-changing business environment, top-level managers in SMEs are employing consultancy services with an intention of aiding their businesses devise better strategies of overcoming organizational uncertainties.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This clearly indicates the great need and awareness among organizations on the need for am change and intervention of a professional on business matters. It is important to underscore that a business seeking consultancy services is one which has identified a problem but doe not have adequate knowledge of the nature of the problem and the way out. Many SMEs in the UAE are prone to such problems, and such uncertainty forms the main reason for a higher demand for consulting services. Therefore, due to persistent organizational problems, managers in SMEs are forced to act innovatively and rationally in seeking consultancy services to reduce uncertainties and restore control of business. Kakabadse (2006, 455) argues that the roles carried out by business consultants may be singe and similar or different depending on the situation a business is in, nature of client and the plethora of options. Business consultants may fulfill a variety of business duties depending on a situation and the n eed to ensure that a client is satisfied. Some academics with the same school of thought argue that business consultants play both resource role and process role which cover a broad client base and which are helpful in solving organizational issues. Clark and Salaman (1998, p. 26) posit in their publication that the practice of management consulting has become an important aspect in the business circle today since it assists organizations to develop their overall performance through improvement of advancement plans and analysis of problems existing within an organization. Services of management consultant are drawn and utilized by most organizations which seek to gain access to specialized expertise from consultants and to acquire objective or presumably external advice among many other reasons. It is important to mention that consultancies play pivotal role in the contemporary business environment by providing businesses with operational improvement services, strategy development, technology implementation, developing coaching skills and assisting in managing change. Furthermore, consultancies achieve this by bringing in their own frameworks or proprietary methodologies which aid them in identifying problems within a business and which serve as foundations and component parts for recommending efficient and effective methods of carrying out business activities. Studies indicate that management consulting services given to businesses today are specialized and have diverse specialisms which include virtual management consulting, human resource consulting and information technology consulting. In his publication, Graham (2007, p 17) argues that most of the specialisms overlap, are mostly costly and are provided to bigger businesses by diversified and larger consultancies. Organizations which may not be able to afford such services opt for boutique consultancies which are smaller in size and offer limited specialism. Currently, many nations have consulting firms o f three main types which include boutique firms, medium sized consultancies and the large diversified firms which offer consulting expertise globally, in functional areas and in industries. From the review of literature, it is definite that consultancy services are essential for small businesses since it assists them to grow. Research evidences derived from surveys in UAE have shown that there is need for SMEs to have an insight toward business management in the emerging market (Neumann, Keller, Dawson-Shepherd, 1997 p.32). It has been analyzed that the level of consultancy services has relatively been done away with in business sectors in UAE. For instance, in the banking system, it is has been observed that lack of consultancy services in sole traders has led to the fall of entrepreneurial skills and particularly the customer services provided to clients. Recently, in-depth interviews conducted among marketing experts have shown that there is need for SMEs to apply consultancy se rvices in their business (Obaid, 2011 p. 160). Research survey has indicated that due to lack of consultancy services among SMEs traders, investors have not been able to provide customers services satisfactorily. Most of the areas focused by the literature review include overall service provided such as management services, customer Service and resolution of complaints from clients. However, despite the fact that SMEs in UAE lack consultancy services; satisfaction was achieved in some areas (Obaid, 2011 p. 167). For instance, on the manner through which customers responses, resolution and encouraging lodging of complains by customers. On the same note, it has been observed that there are some significant efforts being made by small business to execute satisfying services to clients. Nevertheless, research has shown that few of the businesses in UAE still lag behind. Recent survey has shown that the annual benchmarking index in the banking system has advanced in excellence since2010. For instance, 21 banks were surveyed in Dubai and the results indicated that customer service has been improved and thus the annual performance has gone up (Obaid, 2011 p. 162). Further studies have demonstrated that the significant improvement could be as a result of some of the SMEs applying consultancy services to improve their customer care services. On a relative note though, researchers claim that consultancy services could be preferred as the best practice to overcome concurrent crises in financial, banking and other institutions in UAE (Obaid, 2011 p. 158). For this case, analysis done indicates that consultancy services have become popular tools amongst SMEs thus improving their administration and coordination of management-related activities. From the review, most of the areas where consultancy services have been applied include data storage, and customer care service department. Further findings from the literature review indicates that increased application of consultan cy services would lead to better relationship and customer retention in SMEs business(Grint Case,1998 p. 102). Management consultancy practices in SMEs would actually require a sophisticated process in order to have outstanding outcomes in business operations. In this case, when determining the consultants for the business one needs to consider persons who are knowledgeable to the business being undertaken (O’Mahoney, 2010 p.24). For instance, SMEs investors in banking systems need to hire consultants who are well conversant to banking services (Grint Case, 1998 p. 62). Furthermore, from a theoretical perspective, research has emphasized on the need to have consultants who are well connected to the business. This can be considered by evaluating their publicity and experience in the respective industry. Research has confirmed that applicability of consultation services in SMEs should be derived form persons who are effective in communication (Block, 1999 p. 12). This can be derived from the fact that some of the SMEs business managers in UAE have often been unable to derive advices from consultants due to miscommunication. Organizational learning The process of business consultation underpins the idea of organizational learning through transfer of skills. This, as Kakabadse (2006, 460) points out is observed in the role of a consultant in helping a business manager to be a sufficiently competent diagnostician. Consultants provide organizations with an opportunity to learn hoe to improve their performance and solve certain organization problems themselves. Grint and Case, (1998 p. 62) agree with Kakabadse ’s argument and point out that the role of business consultants to SMEs does not only stop at problem solving but helping managers to understand the cause and nature of the issues. As such, they facilitate organizational learning through building the capacity of business owners to diagnose situations and carry out effective management. SMEs in t he UAE having projects seek consultancy services not only for survival, but to also facilitate organizational learning. Learning in these organizations in essence forms part and parcel of consultation process. Kakabadse (2006, 470) points out that due to the rapidly changing business environment learning has become an important component for the survival of businesses. Organizational learning is brought about by a problematic situation that leads a business through a consultant to restructure their activities and improve its outcomes and expectations. The question of whether corporate or small and medium-sized enterprises require consultancy services is that of either adapting or dying. The business environment in the UAE and in most parts of the universe is increasingly changing and becoming competitive. As such consultation services for organizational learning among SME’s are required, and this is not to create change, but to aid managers to organically manage change (Mugha n, Lloyd-Reason Zimmerman, 2004, p.425). One important factor about SME’s in the UAE is that with consultations services, they are able to quickly adapt to the changing environment in the market place. The challenge they are faced with comes from traditional consulting firms that sell them business process re-engineering projects, change management and continuous improvement initiatives which are inappropriate. However, Drucker points out in his model on management by objectives that reflects on the extended nature of consultation services in the UAE that there is potential danger to a business when consultancy services extends beyond the duration a CEO takes in a business. The inherent and dynamic nature of SME’s can make them adapt to the changing environments, but require consultation services to effectively manage resources, create better organizational structures and add considerable value to the business (Soriano, 2003, p.411). Organization traits that ensure sm all corporate or SMEs demonstrate the benefit of consultancy As mentioned above, there are organizational aspects that make SMEs to benefit from the consultancy services. In this case, the facts that SMEs are small in size make them easier to organize (Clark Fincham, 2002 p. 44). Research has shown that complex mechanics in organizations make consultation task complicated. SMEs size helps to easily improve the performance of the business since consultants can be able to understand their design at a glance. Moreover, SMEs are easier to determine the overall performance and how it can be improved as opposed to large companies (Clark Fincham, 2002 p. 47). Furthermore, the other aspect that makes SMEs to benefit from consultancy services is that they are easier to evaluate and analyze the impact of change within a short period of time. For this reason, consultants can easily identify significant strategies to be implemented from their potential impacts. Additionally, the fact that SME s deals with simple products makes it easier to prepare sales proposals (Clark Salaman, 1998 p.91). For this case, consultancy services act as a booster on how to adequately define the produc9ts and capture customers. Why both small size corporate and SME’s require consultancy services They play major economic roles in the business arena Small corporate and medium sized enterprises are some of the leading and commonly recognized that pose enormous impacts on both economic and social environment due to the their economic activities. Neumann, Kellner, and Dawson-Shepherd (1997, p. 45) indicate that many companies in the UAE fall under the category of SME’s and offer diverse goods and services as well as carrying out the important role of supplying large enterprises. They add that the performance of SME’s in the UAE, whether negative or positive, has been considered as influential as those found around the Asia-Pacific region owing to the massive economic growth b eing experienced in the region. Indeed their strong influence on social and economic matters as well as their impact on the environment is very significant not only in diversity, but also in magnitude. However, their level of access and use of consultation services from consultancy services have not been efficient and have as such failed to yield impressive results they need especially when they are compared with larger companies. Clark and Fincham (2002, p. 65) strongly support the argument above and point out that their failure to effectively utilize consulting services has made SME’s in the UAE and most regions of the world to remain weak (Sandberg Werr, 2003, p.61). While economists widely accept that the role being played by SME’s are significant for the development of the economy in the UAE, they exert considerable pressure on the need for them to seek consultancy services individually and not collectively (Schein, 2002, p.86). Business management analysts in th e UAE hold a similar view that when it comes to energy and resources, the SME’s are voracious consumers and this has a significant impact on the generation and production of waste by-products. However, without consulting services to obtain expertise and advice, the SME’s are deprived the opportunity to achieve full potential. O’Mahoney (2010, p. 120) argues that this is because most SME’s in the UAE use obsolete technology, are resistant to changes, lack marketing information, cannot access export markets and lack finances. These problems are majorly contributed by the fact that there is a little consultations service given to them, and owners of the companies carry out decision making activities on their own. Consultancy services will definitely have positive impacts on small business owners since they will be able to improve their management practices in business (Caulat DeHaan, 2006 37). This implies that wrong business decisions will be decimated and only the helpful solutions will be adopted to improve and sustain small businesses (O’Mahoney, 2010 p.56). One of the possible impacts of consultancy services in SMEs if that it will be possible to manage changes occurring in the business environment. An in-depth survey done in UAE has shown that SMEs investors are able to amake commitments on how to dynamically expand their businesses amid risks such as inflation and recession (Critchley, Higgins King, 2006 p.112). Moreover, the service help managers to review the operation of their businesses independently thus making suggestion on how to improve them (Caulat DeHaan, 2006 39). Besides this, consultancy services results to dynamism and growth of businesses on regular basis. In this case, they act as the guidelines through which foundation for SMEs businesses are set. This is essential in establishing the best management processes in a business. That notwithstanding, consultancy services impact on the experiences in the se nse that SMEs managers are able to successful learn their businesses on their own (Caulat DeHaan, 2006 p.51). Such experiences help investors to overcome failures and challenges and also promote indiscriminate exchange of various levels of experience. To enhance GDP distribution, export and job creation The effective and efficient performance of SME’s in the global business environment can be enhanced through continuous consultation with expertise on business matters. Statistics indicate that corporate and small and medium-sized businesses represent a GDP growth of over 54.3% in the business sector (Binns, 1993, p. 203). In terms of exports, the small and medium-sized businesses play a significant role in the global economy by adding to the growth of the economy. For instance, a considerable percentage of exporting companies with an employee base of less than a hundred people are by SME’s while over 57% of exports are done by large firms. Moreover, in the employment s ector, about 64% of employees in the private sector are SME employed (Binns, 1993, p. 90). Critchley, Higgins King (2006, p. 100) argue that this can be enhanced when SMEs conduct more consultations. Indeed, since the SME’s drive most economies in the business environment and as such need more management consultancy services than larger firms. Critical arguments on SME’s and consulting services Consulting services may be a risk to SME’s in terms of cost The cost of using consulting services among small and medium enterprises may be high and may impact on the growth of a businesses due to the nature and type of a consulting firm they go to. One of the major criticisms regarding management consulting which Schein (1995, p. 17) posits in his article Process consultation, action research and clinical inquiry: are they the same? is the overwhelming tendency that consultancies have that focuses on an organizations operational performance with little consideration on the context of their operation. These bench consultants, as Schein refer to them, fail to consider the context of SME’s and as such make their services inaccessible due to cost issues. His argument hinges on the fact that this kind of consulting service reflects body shopping and is a common approach prevalent in larger consulting firms. Such consultation firms target both big companies and smaller ones but aim at providing large teams of consultants to work for a lengthy period time and to undertake complex projects. Even though small and medium-sized businesses deserve more consultation services, the methods that consultancies use involve continuous use of corporate-style practices on sometimes unwilling and unsuspecting clients. Consequently, this makes purchasing of consultation services by the SME’s to be expensive and to be seen as a risky investment. In his publication, Caulat and De Haan (2006, p. 25) argue that for SME’s consultation services should tar get creation and addition of value to business. Neil Smelser echoes Caulat and De Haan’s sentiments in his value adding theory that the ability of a business to perform well economically requires addition of value which may in turn enhance its ability to become productive. As one would expect, this requires creativity on resourcing consultants and innovation in content and delivery of consulting services. However, small consultancy firms argue that they lack marble atriums and as such prefer big companies that they provide to a fraction of service for complete payment does not serve the ever growing needs of corporate and SME’s in the marketplace. Caulat and De Haan (2006, p. 26) further point out that the perspective held by the small cannot solve different issues SME’s have. As a matter of fact, business leaders in the SME deserve consulting services that are more focused and which are cost effective. Block (1999, p. 90) concurs with Caulat and De Haan’ s arguments and indicates that these prevents SME’s from accessing important services necessary for boosting their performance and add value to their activities. Consultancy services may increase the ability of SME’s to compete favorably in the global market arena Mary Jo Hatch posits in her model of business dynamics that the ability of an organization to compete favorably in the competitive market environment rests on its ability to sustain competitive advantage over others (Wood, 2002, p.88). Hamel Prahald echoes Hatch’s opinion in his model of core competence by indicating that consultancy services are key components that a business requires to gain management strategies and technological know-how imperative for businesses in the market today. Indeed, in the industries in the UAE and other economies of the world, technology plays a major role in the growth of businesses and attainment of competitive edge key in business success. However, Blake and Mouton (19 76, p. 45) posit that many SME’s are lagging behind due to the fact that they lack consultancy services on the use of technology to build social networking and internet capabilities. Even though their argument is bias and tend to indicate that the knowledge to use technological by a business comes from consultation services, one aspect that clearly emanates from their argument is that consultation services can introduce SME’s to technologies which are new and proven. Consequently, this can provide SME’s with platforms which are cost effective and stable for their business growth. Conclusion To sum up, the arguments in this paper support the thesis statement that â€Å"utilizing consultancy services has become one of the most ignored practices by small corporate and SME’s due to diverse issues which include corporate-style practices, unwillingness and the view that purchasing consultancy services is a risky and expensive investment†. From the discus sions, consultancy services have been brought out as important components not only for solving organizational problems, but also for organizational learning through providing managers with solutions and capacity to tackle business issues. it is also evident that all business oriented organizations do require consultation services in order to obtain expert advice for the sole purpose of their growth and development. Most importantly are the SME’s in the United Arab Emirates (UAE) which need such services to adapt to the changing needs in the business environment. As pointed out in the analysis, consulting firms should provide small corporate with guidance at product and strategic levels and act as credible investment vehicles for them. Furthermore, research evidences have shown that SMEs should have consultancy services in order to improve on their performance on customer care and management services. It is definite that companies all over the world need to have consultancy se rvices in order to enhance sustainable growth in spite of the spontaneous changes experienced in the business world. Essentially, consultancy services aid businesses to incorporate necessary changes in order to overcome challenges and risk such as recession, inflation and natural disasters References Binns, P 1993, â€Å"Some reflections on parallel process, shadow consulting and learning laboratories†, ACG Shadow Consulting day. Blake, R.R Mouton, J.S. 1976, â€Å"Consultation. Reading, Mass†, Addison-Wesley. Block, P. 1999. Flawless Consulting. A guide to getting your expertise used. San Francisco: Jossey Bass. Caulat, G. DeHaan, E. 2006. â€Å"Virtual peer consultation: How virtual leaders learn.† Organization People 13(4): 8. Clark, T Fincham, R 2002. â€Å"Critical consulting: new perspectives on the management advice industry†, Oxford, Blackwell. Clark, T Salaman, G. 1998. â€Å"Creating the right impression: towards a dramaturgy of management consultancy†, The Service Industries Journal 18(1): 18-38. Critchley, B, Higgins, J King, K 2006, â€Å"Field Research into the Practice of Relational Consulting†, Ashridge Consulting. Graham, P.R. 2007, â€Å"Management consultants: How to win friends and influence people?† Ashridge paper. Grint, K., Case, P. 1998. â€Å"The violent rhetoric of re-engineering: management consultancy on the offensive.† Journal of Management Studies  35(5): 557-577. Harrison, R. 1995. Consultant’s Journey. Maidenhead: McGraw-Hill. Kakabadse, N.K. 2006, â€Å"Consultant’s Role: A Qualitative Inquiry from the Consultant’s Perspective,† Journal of Management Development, 25 (5): 416-500. Mughan, T., Lloyd-Reason, L., Zimmerman, C. 2004. â€Å"Management consulting and international business support for SMEs: Need and obstacles†. Education Training, 46(8), 424-432. Neumann, J., Kellner, K., Dawson-Shepherd, A. 1997. Developing Organiza tional Consultancy. London, Routledge. Obaid, H. 2011. â€Å"Potential for the application of emerging market Z-score in UAE Islamic banks†. International Journal of Islamic and Middle Eastern Finance and Management, 4(2), 158-173. O’Mahoney, J. 2010, â€Å"Management consultancy†. Oxford, Oxford University Press. Sandberg, R. Werr, A. 2003, â€Å"The three challenges of corporate consultingâ€Å", MIT Sloan Management Review, Spring, pp. 59-66. Schein, E. 2002, â€Å"Consulting: what should it mean?† in Clark, T. and Fincham, R. (Eds), Critical Consulting: New Perspectives on the Management Advice Industry, Blackwell Business, Oxford. Schein, E.H. 1995, â€Å"Process consultation, action research and clinical inquiry: are they the same?† Journal of Managerial Psychology 110(6): 14-19. Soriano, D.R. 2003, â€Å"The impact of consulting service on Spanish firms†, Journal of Small Business Management, 41(4): 409-416. Sturdy, A 2009, â€Å" Popular critiques of consultancy and the politics of management mearning†, Management Learning 40(4): 7. Wood, P. 2002, â€Å"The rise of consultancyand the prospect for regionsâ€Å", in Clark, T. and Fincham, R. (Eds), Critical Consulting: New Perspectives on the Management Advice Industry, Blackwell Business, Oxford. This research paper on Do small corporate or SME’s require consultancy services? was written and submitted by user Graysen Floyd 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.

Understanding the Italian Present Subjunctive Tense

Understanding the Italian Present Subjunctive Tense Language is fluid, and its usage is constantly changing. A case in point is the subjunctive (il congiuntivo), which in English is rapidly becoming extinct. Phrases like I suggest you go home immediately and Robert wishes that you open the window are not frequently used anymore. In Italian, though, the subjunctive tense is alive and flourishing, both in speaking and writing. Rather than stating facts, it expresses doubt, possibility, uncertainty, or personal feelings. It can also express emotion, desire, or suggestions. Subjunctive Tense Phrases Typical phrases that call for the subjunctive tense include: Credo che... (I believe that...)Suppongo che... (I suppose that...)Immagino che... (I imagine that...)È necessario che... (It is necessary that...)Mi piace che... (Id like that...)Non vale la pena che... (Its not worth it that...)Non suggerisco che... (Im not suggesting that...)Puà ² darsi che... (Its possible that...)Penso che... (I think that...)Non sono certo che... (Im not sure that...)È probabile che... (It is probable that...)Ho limpressione che... (I have the impression that...) Certain verbs such as suggerire (to suggest), sperare (to hope), desiderare (to wish), and insistere (to insist) require use of the subjunctive. The table below provides examples of three regular Italian verbs (one of each class) conjugated in the present subjunctive tense. CONJUGATING ITALIAN VERBS IN THE PRESENT SUBJUNCTIVE TENSE PARLARE FREMERE CAPIRE io parli frema capisca tu parli frema capisca lui, lei, Lei parli frema capisca noi parliamo fremiamo capiamo voi parliate fremiate capiate loro, Loro parlino fremano capiscano Conjugating the Present Subjunctive Tense The present subjunctive is the verb form of the Italian language in the phrase generally used to indicate secondary events seen as real or not objectives (Spero che voi siate sinceri) or not relevant. This verb form is combined by adding to the root of the verb endings provided in Italian grammar in the three conjugations. Since the subjunctive must generally after the conjunction that, this is often repeated. As with the conjugation of the present tense, some verbs of the third conjugation - such verbs incoativi - involving the use of the suffix -isc-: che io finisca, che tu finisca, che egli finisca, che noi finiamo, che voi finiate, che essi finiscano. Almost all irregular shapes can be, by way recipe, derived from the first person of the verb in the present tense: I am of the indication vengo can be formed subjunctive - che io venga (che tu venga, che egli venga, che noi veniamo, che voi veniate, che essi vengano); dallindicativo muoio puà ² essere formato il congiuntivo che io muoia (che tu muoia eccetera); dallindicativo faccio puà ² essere formato congiuntivo che io faccia; similmente: che io dica, vada, esca, voglia, possa eccete.

MIH548 - Theory Based Research - Mod 5 SLP Essay

MIH548 - Theory Based Research - Mod 5 SLP - Essay Example The US spends billions of dollars on food assistance that is meant to provide healthy meals and subsidize present food purchases. The study that we will look at in this paper compares the Federal Assistance and the average BMI of those children who are receiving assistance. The current policy is meant to adhere to nutritional guidelines and assure that children are getting all of the basic nutrients that are needed for health (Kimbro, & Rigby, 2010). Recent studies have shown that in cities with high food prices, subsidizing purchases at the store may actually increase the purchase of high energy low cost foods while subsidizing school meals may provide the children with more healthy meals. As we think about this problem it has to be ask, is the higher energy low cost food always used by those on food stamps etc and if not what predicts healthy food? There is a scoring system that can determine how healthy food intake is. This is called the NuVal scoring system where each kind of food is given a value. This study should be a correlational study that is time dimensional. It is a Quantitative Research Design. The hypothesis for this study is that it is not income that relates to obesity but increased high energy foods and decreased exercise. . There will be two comparative groups that will receive a questionnaire with a food diary and then a follow up in 6 months with another questionnaire and food diary. The two groups will include one that is low income and one that is middle income. All of the participant children will be scored with a BMI in the beginning and a waist measurement. Parents will write in the food journal everything eaten each day for 6 months. The origi nal questionnaire will include questions about lifestyle such as exercise and TV time. Those foods eaten throughout the 6 months will be given a NuVal score and evaluated in the two groups. This will definitely need to be a

Analysis of Piracy and Plagiarism Case Study Example | Topics and Well Written Essays - 750 words

Analysis of Piracy and Plagiarism - Case Study Example However, one may point out that the need to create pirated movies has been influenced by the high prices or original versions of similar content. This counter-argument may not justify the practice. The price of movie production has increased significantly. For this reason, the consumer should appreciate the art of movie production. From a financial perspective, the cost incurred in the production process can only be compensated if consumers purchase the product at an appropriate price. The desired profit ratio cannot be acquired through the sale of pirated movies. Karaganis is the assumption that the price of pirated movies is almost 60% less of the price of the original DVDs. The rise of pirated movies has influenced the growth of television networks that offer alternative modes of consumer access to movies. For instance, the growth of television networks such as Netflix has been influenced by the need to create cheaper ways that consumers may access movies legally. However, the gro wth of such networks has been cited as a negative impact on the sale of original DVDs. Regardless, the trend is embraced hugely as it increases the level of exposure of movies. Strauss asserts that television networks offer a legal alternative that may substitute piracy to a consumer population seeking cheaper options. Another significant effect of piracy is the increased release of counterfeit movies with low quality. This dents the reputation of movie makers. However, if a consumer acquires a counterfeit movie they may not create a negative perception of the movie maker since they may understand the circumstances of which the movie was accessed. But, production of counterfeit movies of low quality does allow the consumer to capture the real creativity and effort of the movies made.

Community colleges is the best choice for students Essay

Community colleges is the best choice for students - Essay Example In addition, they provide students with precise sets of skills that facilitate specialization immediately after one leaves college; their locations also ensure the students can easily access them without leaving home. (Crawford and Jervis, 2011). For many international students, community colleges do not carry the prestige that universities do and this tends to discourage them from applying to them. In many countries outside the United States, degrees from community colleges are not recognized since they are considered to be of lesser value than those from universities. One would agree with this assumption because; â€Å"degrees from community colleges tend to be quite limited, and this may create a problem for the holder if he or she wants to diversify into another profession† (Kisch, 2012). University degrees, on the other hand, are quite flexible, meaning that the holder may choose to leave the field they are working within and move to another without any problems. However, international students who are interested in going to community colleges should get to know the educational requirements of the companies, within their countries, before applying. While some companies do not hire community college graduates, there are others, which may be interested in what they have to offer, and it is, therefore, the responsibility of international students to find out whether the degrees they earn will be of any use to them before applying. As aforementioned, community colleges are seen as inferior to universities especially since their graduates are not always accepted by some employers. A contributing factor for this can be traced back to the erosion of the education quality in high school. Retrospectively, high school graduates were equipped induction into the job market. The high school education system of the United States has become so much eroded that it has now become necessary for students to go to college in order to attain jobs. In view of

An Analysis Of The Global Automotive Industry

An Analysis Of The Global Automotive Industry The car industry is one of the largest and most profitable industries in the world and is epitomized by the innovative ideas of Henry Ford. Since then the industry has evolved in almost every aspect. The industry has experienced its lows and highs, the 2009 economic downturn being the pivotal point in its history. The industry is essentially an oligopolistic market, which means competitive advantage is the vital objective for all firms. Recent trends have witnessed large firms shifting to regions where costs are low and vertical integration is possible. Most of the lead firms are almost completely vertically integrated and this absorbs most of their profit margins. Firms must also consider the key drivers of change such as revised environmental and technological requirements. Due to the region-centric dispersion of production there is always a risk of poor operations management in certain regions. Organizations are now encouraging their major suppliers to set shop in these emerging m arkets. This leads to a high level of dependence on suppliers who are benefiting from the sharp increase in outsourcing. Customers needs and wants have also changed, with safety and technology on top of their list. The rising costs in fuel and the impending threats of global warming have created a new segment for alternative energy vehicles. Analysis of these macro economic factors leads to a conclusion that the car industry is far from its saturation point and there is still potential for growth in many regions. Table of Contents Introduction The automotive industry is an ever-evolving industry that has experienced both, spurts of rapid growth and unforeseen decline in sales (Molnar, 2009). This is largely due to the fact that the automobile industry shares certain similarities with other large industries, such as the electrical and apparel industries where foreign direct investment (FDI), global production and international trade are significant influences (T.J. Sturgeon et al., 2009). This industry is principally an oligopolistic market; therefore competitive advantage is a key strategic objective for all major players in the industry (Williamson et al., 2004). Based on statistical data the current major players in the industry are Toyota (Japan), General Motors (USA), Volkswagen group (Germany) and Ford (USA) (Datamonitor, 2011)(See Figure 1). Apart from the current big four there are several other lead firms from Japan, USA and Germany, whose domination was heightened due to several mergers and acquisitions and equity based alliances. (T.J. Sturgeon et al., 2009). Since the automobile industry is largely homogenous, there are common trends in the market that directly or indirectly affect most organizations (Williamson et al., 2004). Great potential for growth has been identified in markets like India, Brazil and China due to the availability of low cost skilled labor. This encourages an increased flow of FDI into such countries and facilitates trade liberalization through World Trade Organization (WTO) (T.J. Sturgeon et al., 2009). Along with Global integration organizations are also integrating themselves regionally due to dispersion of final assembly plants in various countries (Molnar, 2009). Another changing attribute in the industry is the alteration of the supply chain due to higher technical dependence on the suppliers. In contrast to the tier based supply chain, now suppliers are vertically integrating to handle complex subsystems (Molnar, 2009). This report focuses on the various macro-environmental factors that affect the car industry currently. Factors such as supplier bargaining power, economical integrations, and political and technological aspects are the key drivers, which are affecting the car industry. The report analyses the trends in the industry from the past, and future expectations, focusing mainly on companies such as Ford, GM, Volkswagen, and Toyota, and justifies how the industry can expect growth in the future. Market Trends The automotive industry has experienced structural changes, from mass production techniques in the 1920s to lean production methods in the 1980s (Wayman, 2007). A groundbreaking concept introduced by Toyota called the just in time Strategy (Beasley, 1950) changed the face of car manufacturing. Similarly Ford introduced the standardization method (Fordism) that revolutionized the method of manufacturing in all industries. Over time the industry experienced a transition from standardization to modern concepts such as just in time and lean production. Emphasis then shifted to branding and sales, as competition got fierce, leading to focus on company operations and marketing (Data monitor, 2011). The slowdown at the end of the first decade of the 21st century affected the banking sector and the stock market thus indirectly affecting the automobile industry. In this recession, costs in the industry increased due to an increase in the cost of the raw materials. As shown in the following graph, the sector most affected was premium cars (Luxury cars). As stated by Pwc. on autofacts.com (2011), Much of the recession was rooted in the white-collar financial service professions, which account for a large percentage of the sectors consumers. This caused an unforeseen dip in the production level of premium cars and had a ripple effect on the on the economies of Europe and Asia Pacific. (Autofacts 2011) As illustrated above the fall in production during the recession can further be explained by analyzing the level of contribution by these strategic groups towards the world production of cars (by value). The United States (US) has been a dominant force in contributing towards the worlds production of passenger cars, with 37.80% of the worlds automotive production in the year 2007. However, negative economic conditions meant production decreased drastically from 30.70% in 2008 to 15.70% in 2009. This free-fall in production shows how susceptible demand for new cars and the auto industry are to economic conditions. http://graphics8.nytimes.com/images/2012/07/26/business/26euauto-graphic/26euauto-graphic-articleInline.jpg The recession in the US not only affected the domestic market but also affected other major economies. Europe, closely interlinked with the American economy, was one of the first to experience the effects. The recessions magnitude was evident with the fall in production in Europe in 2010, decreasing to 29.70% from 35% in 2009. Although Europe has experienced fluctuations in production, on average it has been reasonably stable compared to the US and the rest of the world. In 2012 estimates by the European Automobile Manufacturers Association predict that sales of passenger cars will decrease by 3 million to 12.4 million. Actual sales of passenger cars have been decreasing since 2008. Sergio Marchionne chief executive of both Chrysler and Fiat commented saying, Ive never seen it this bad, (New York Times 2012). Asia pacifics production has grown at a stable rate averaging 27.92%. Although the region was affected by the global recession it limited the fall in production to 6.4%. After 2009 it experienced a boost in growth for the following two years taking levels close to the 2008 high. Through these years of volatility the automotive industry has had to trim the fat by cutting payrolls and closing underperforming facilities. As well as dealing with these difficult economic trends manufacturers have to be conscious about legal factors and social factors like global warming. Most companies have introduced products consider the environment, which has a positive effect on sales and brand image. These costly additions linked with bad economic conditions have in some ways encouraged greenfield ventures and outsourcing the production of parts and labor in low cost areas like Thailand and other parts of Asia. Macro-economic Analysis PESTLE Analysis The macro environment of the car industry is extensive. Companies need to identify the key drivers of change in order to build scenarios to help them achieve their strategic objectives (Johnson, Scholes and Whittington, 2008). Changing macro-economic conditions force companies to alter their strategies in order to sustain and increase their market share. The economic crisis that the industry suffered in 2009 played a major role in shaping the industry into its current state (T.J. Sturgeon and Biesebroeck, 2010). As stated by Sturgeon, Biesebroeck and Gereffi (2008), the automotive industry is neither fully global, consisting of a set of linked, specialized clusters, nor tied to the narrow geography of nation states or specific localities. However, in recent times the industry has become more region-centric, as companies have set up production and assembly closer to point of sale in order to take advantage of economies of scale and lower labor costs that are available in these emerging markets (Humphrey and Memedovic, 2003). Emerging markets in the car industry are attracting lead firms due to rapid sales growth in these regions (Datamonitor, 2011). In China, lead firms are adopting cautious localization and aggressive localization strategies to reduce their variable costs so that they can compete efficiently in the region (T.J. Sturgeon and Biesebroeck, 2010). The rapid growth of the Chinese car market can largely be attributed to its liberal policies towards joint ventures, as highlighted by the joint venture that formed the Shanghai Volkswagen Automobile Co. which dominated the market for 10 years (Molnar, 2009). Another rapidly growing market is Brazil, which is projected to be the worlds sixth largest car manufacturer in 2013. High import taxes ensure that companies are forced to manufacture locally. Another unique aspect of the Brazilian industry is its dependence on the ethanol industry that fuels almost all cars in this region. The government supports this industry as it employs over a million pe ople and also protects the car industry from the flux of oil prices (Matthew Symonds, 2008). One of toughest challenges for the automobile industry in current times is adhering to the latest technological and environmental norms. The emphasis on incorporating cutting edge technology in cars is evident in KPMGs (2012) survey that shows us the recent demand for mobile connectivity and built in technology (See Figure 3). In order to meet the consumer demands for technological improvements companies are turning to new technology suppliers. This is a strategic risk for companies, as the lack of transparency in the supply chain could lead to environmental disasters, such as the catastrophes in Japan and Thailand in 2011 (KPMG, 2012). Improved fuel efficiency and lighter cars are two factors that are desired by consumers and legislators alike, however the required resources like aluminum cannot be used due to stringent environmental laws (KPMG, 2012). China has set a good example by investing US$15 billion in a market determined to utilize technology to reduce the environmental dam age inflicted by fuel emissions (KPMG, 2012). The automobile industry is one of the most heavily regulated industries in the world. Manufacturers need to follow the safety and environmental regulations of the respective regions they are based in. This becomes difficult due to the current trend of outsourcing most of the cars parts. Every company has to adhere to the environmental norms and therefore strive to reduce emissions from their products. There is no room for error as any breach of legal regulations jeopardizes the companys business strategy Porters 5 Forces Suppliers Suppliers bargaining power is increased when there are a few producers dominating supply (Mintzberg, H. 2002). Despite the automotive industry manufacturers concentrated firm structure, since the early 1990s bargaining power has shifted from the industries automotive manufacturers to their suppliers. This is because of the creation of global suppliers which have taken on more extensive roles in the areas of design, production and FDI (Sturgeon et al, 2009). These globally dominant suppliers are favored by manufacturers who expect and encourage them to be present near their plants and in emerging areas of growth (Molnar, 2009). New projects are no longer seen as an opportunity to expand globally instead, a supplier must have a global base in place to even make a bid, (Sturgeon et al, 2009). Suppliers such as Bosch and ZF are becoming involved in manufacturing and assembly, assembling important sections of vehicles before passing them on to manufacturers (Molnar, 2009). Increased outsourcing and the bundling of more value chain activities make these firms larger and more powerful (Sturgeon et al, 2009). The larger firms achieve economies of scale and scope, making it cheaper to design and produce many components creating high entry barriers (Molnar, 2009). This is concentrating the industry, which in turn is also increasing suppliers bargaining power. Buyers Buyer power can be high if buyers are concentrated, there are low switching costs, or there is buyer competition threat (Johnson, 2011). From the consumer perspective there are definitely low switching costs as switching from VW to Ford costs nothing but the price of the car. End customers generally have no bargaining power because they are individuals who purchase directly from the manufacturer through franchised distribution systems. Only large car rental or leasing companies can gain discount (Molnar, 2009). Substitute Cars do not have a direct substitute threatening sales in the industry. Substitutes like public transport are available but they do not share the same benefits, mainly price and door-to-door transport, that cars do (Molnar, 2009). Bicycles and motorbikes do however offer this benefit and are often considered substitutes. They are not however perfect substitutes, as they do not meet the same comfort, carriage and experience needs, that are a unique selling point for different varieties of automobile. A growing concern that consumers would switch to these substitutes during the global recession was the price of fuel. Despite spikes in the price of oil which provides 97% of transportation fuel, there has been a large increase in demand for passenger cars (Molnar, 2009). This can be attributed to improvement in mileage per gallon and the convenience of having a personal vehicle. It also distinguishes price from performance and that in the case of a car, a lot of people, seek value more than price. Competitor analysis Rivalry between competitors occurs when competitors are numerous or are roughly equal in size or value (Mintzberg, H. 2002). The battle for market share is usually very costly and industries exhibiting these traits usually have low profit margins. The auto industry however is considered to be an oligopoly, which minimizes the effects of price based competition (Molnar, 2009). Firms try to position themselves as luxury brands (Ferrari) or low cost fuel efficient brands (Toyota) to corner a market segment. However some firms like Mercedes, by introducing the Smart car, target a wider demographic. This however, goes against the product life cycle pattern in which differentiation is supposed to decline as the business becomes more mature (Mintzberg, H. 2002). There is some differentiation between vehicles price, quality and status, a vehicle is perishable and there are no (to very low in the case of finance) switching costs. The aforementioned factors, according to Mintzberg (2002), create a strong temptation to cut prices which intensifies rivalry. A strategy firms use to avoid price based competition is to offer rebates, 0% financing, long term warranties and no money down. These finance options help lure in customers but also pressurize profit margins and break even projections (Molnar, 2009). Marketing innovations can raise brand identification or help differentiate the product (Mintzberg, H. 2002). Threat of new entrants: Heavy investment is required by companies looking to enter the automobile industry. Economies of scale are sort after by the new entrants; however the current players have reached large-scale production levels (Gerry Johnson et al., 2011). Most brands have a rich history, helping them build their branding, as brand equity is a big seller (Molnar, 2009). Ford was established in 1903 and GM began in 1908 and they are world renowned (MarketLine, 2012). Firms need to invest heavily in research and development in order to match their competitors technical and design prowess in area such as energy conservation (Molnar, 2009). New entrants may struggle to build their network with suppliers as the automotive industry has an extremely concentrated firm structure (Sturgeon et al., 2009). The global recession made it easier for the larger firms to acquire and integrate horizontally as well as vertically, opening more retail and franchise distribution locations. The recent global meltdown has led to customers switching brands in order to look for low-priced or high performance cars. For example, the Tata Nano was an instant hit in India upon launch; since it was a low price car. The A6 from Audi also got high appreciation for its performance and quality. The existing players in the market would adapt these features and come up with their own designs, hence increasing competition. Daewoo founded in 1967, could not survive and was dismantled in 1999 by the Korean government. Indian Tata motors entered the passenger vehicle market, in 1998 through aggressive acquisitions of foreign brands but could not penetrate the US or EU markets (Molnar, 2009). One of the most crucial barriers to new entrants is legislation and government policies. Restraints such as patent protection regulate the market and have an impact on new companies, if they do not have any unique ideas (Gerry Johnson et al., 2011). Policies regarding FDI and FII affect companies going global and entering new markets. Regional integration such as NAFTA, EU, makes trade and foreign investments simpler and convenient for such companies. Conclusion The current economic crisis has accelerated deep structural change in the automotive industry, setting the stage for sustainable growth (Deloitte, 2009). There are huge potential gains and room for growth in emerging markets, particularly in Asia, mainly in China and India. Countries with high importing costs will experience a decline in domestic capacity as the lead firms continue to set up their manufacturing centers in these emerging markets. The regional trading blocs (e.g., NAFTA, European Union, ASEAN, and Mercosur) are expected to grow and drive regional production as firms look to shift to lower cost regions. Another lucrative opportunity for the organizations is the increase in demand for new cutting edge technologies in cars. This convergence leads to the creation of new business models that include alliances with companies from other industries that provide new technology (Deloitte, 2009). The rising prices of crude oil indicated a continuous and gradual increase in fuel prices over the next 4 years (Moming Zhou, 2008). This is an opportunity for the lead firms to grow by investing more resources in alternative energy products (Hybrid cars), at a time where consumers are looking to switch to more environment friendly cars (See Figure. 2). This is a perfect time to capture this market when treaties like the Kyoto Protocol (Molnar, 2009) call for a collective effort to battle global warming. In conclusion, it can be determined that the global car industry continues to attract consumers to differentiated products. However, firms must make the right strategic decisions, to reduce the absorption of their profits by their vertically integration strategies. Existing companies must adopt a strategy of sustainable growth to ensure their survival in this industry. Bibliography Book JOHNSON, G., SCHOLES, K., WHITTINGTON, R. (2008). Exploring corporate strategy. Harlow, Financial Times Prentice Hall. JOHNSON, G., SCHOLES, K., JOHNSON, G., WHITTINGTON, R. (2011). Exploring strategy. 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