Slip or Trip Essay English

On August 13, 2013, at approximately 1:37 A. M. , Sparks police department received a call that an accidental death has occurred. Queenie Volupides, the wife of the deceased Arthur Volupides, claims that her husband slipped and fell on the stairs while he was coming down to the kitchen for another alcoholic beverage. She says that she wasn’t home when the incident occurred. She states that she was at a country club that was hosting a party and that when she arrived home (at approx 1:15 A. M. ) she found him lying on the stairs dead.However, the crime scene shows many inconsistencies within Queenie’s Story. Deputy Blank arrived on the scene at around 2:15 A. M, responding to Volupides 911 call. After viewing he crime scene, Deputy Blank noticed that in Arthur’s left hand there was an unbroken glass (presumably what he was drinking alcohol in). This raises many suspicions. If Arthur had tripped and fell down the stairs, then the glass shouldn’t be in his han d unbroken but instead somewhere in the vicinity of his body shattered.This is because, usually, when somebody is falling down the stairs they will drop whatever is in their hands to try to grab a rail or really anything to try to regain balance. Also, the glass was found in his left hand and when somebody is intoxicated, they can barley stand let alone attempt to hold a glass in their non-dominant hand. Also, Deputy Blank noticed that Queenie had been cooking something when officers arrived. While she was expecting guests, the body of Arthur was just feet away from the stove. Most people would have noticed the dead body and called the police right away.Responding officers have theorized that the pan she was cooking in is the murder weapon. Upon further inspection, Blank also realized that Arthur was still in his formal suit when he was killed. When Questioning Queenie about this she says that he was supposed to go to the party with her but before she left they had gotten into a fig ht. That explains why he had gotten into his suit but yet still doesn’t explain why he had stayed in his suit. If Arthur had been home for more than ten minutes, then he probably would have taken off at least his shoes, robe, and tie.Suspicious where near confirmed when Arthur’s autopsy came back. It did confirm that Arthur had had a high blood alcohol level. It also concluded that he had died from a wound on his head. If Arthur had really fallen down that flight of stairs then there would have been more injuries than that of the wound on this head. Maybe if he had a broken bone or was bruised then Queenie’sâ€Å" falling down the stairs† story might have been believable. Our recommendation is that Queenie Volupides is charged with Arthur Volupides Homicide.

French Fishtail Braid

Demonstration speech I. Introduction A. Greeting and hook: Most of you probably already know how to do a simple braid and maybe some of you can do a French Braid, but do you know how to french fishtail braid? B. Thesis: Today I will show you how to do a French fishtail braid. C. Credibility statement: I personally love to do this braid because it’s intricate looking but easy to do. I have done it many times and really enjoy doing it. D. Main points: First I will talk about preparing the hair, then I will discuss the process of French fishtail braiding.I’ll give some helpful tips and finally I will show you a finished braid. II. Body (Transition statement: To prepare for this hair design, you are going to need some supplies) A. Getting the supplies, brushing hair and damp vs. dry hair 1. What you will need. a. A brush to detangle. b. One pony tail holder. c. A mirror. d. Some bobby pins to pin away stray hairs. e. Hair spray 2. To begin preparing whoever’s hair yo u’re braiding, start by brushing or combing the hair. 3. It doesn’t matter if the hair is dry or wet. But it is easier to braid wet hair because it doesn’t have so many flying pieces. Transition statement: Once the hair is prepared, let’s move on to the process of braiding. ) B. How to begin the braiding. 1. Gather a small handful of hair from the back center of the head, as though starting a classic French braid. 2. Separate the hair into two sections. 3. Take a skinny strand of hair from the right side of the face, pull it back and cross it over to join the left hair section 4. Take a skinny strand of hair from the left side of the face, pull it back and cross it over to join the right hair section. 5. Repeat steps 3 and 4 until all hair is incorporated into the two sections.You may now pull the rest of your hair into a ponytail or continue braiding the â€Å"tail† part of the braid. 6. Take a skinny strand of hair from the right section, cross i t over to the left section and pull tight. 7. Take a skinny strand of hair from the left section, cross it over to the right section and pull tight. 8. Repeat steps 6 and 7 until all hair is braided. Secure the end with a hair tie. C. Tips and tricks 1. You can put the hair band on your wrist before you start, that way all you have to do is slide it off your wrist and it’s right there when you need it. . A spritz of hair spray as you go helps keep the braid neat while you keep working. 3. For a messier look, tease your hair before braiding. 4. Doing the fishtail braid while your hair is wet will give it a firmer grip, creating a more precise braid. 5. Try a fishtail braid bun if your hair is long. Start the braid and then wrap it in a bun. 6. For a Katniss Everdeen look from Hunger Games, start French fishtail halfway up one side of your head and wrap it down the other side. 7. For thicker hair, consider using thicker strands for better control. III. Conclusion Transition sta tement: Now you can see that creating a French Fishtail Braid is a simple variation of the regular French Braid. A. Main points: Don’t forget, when you are creating your own Fishtail French Braid, remember these tips; 1. Get your supplies all out and ready before you begin. 2. Practice using two instead of three strands of hair to accomplish the braid. 3. Wet hair is a great tip to keep the braid neater and finish it all off with hair spray. B. Closer: and as we come to an end I hope that I was helpful and that you all have a good understanding of how to do a french fishtail braid.

Impact of Demographic Factors on Employee Engagement – a Case Study Mployee Engagement

A SYUDY ON EMPLOYEE ENGAGEMENT IN VASAN PUBLICATIONS PRIVATE LIMITED,CHENNAI J Swaminathan, AVCCE ABSTRACT Employee plays a vital role in each and every organization; the interest of employee will help to achieve the organization’s objectives. Successful employee engagement strategy creates a community at a work place and not just a work force. When the employees are effectively and positively engaged with their organization, they form an emotional connection with the company. This effects their attitude towards both their colleagues and the company’s client and improves customer satisfaction and services levels. In this project work the researcher has studied about how the employee has shown their interest in the job after joining the organization. The researcher adopted descriptive research and the data is collected from the employee through convenience sampling method with the help of personally administrated questionnaire. The questionnaire contains close ended questions and the sample size is 50. This data was analyzed and classified with the help of statistical tools and the findings and suggestion are extracted from the analyzing chapter. INTRODUCTION â€Å"Engagement is the state in which individual are emotionally and intellectually committed to the organization as measured by three primary behaviors: say, stay and strive†. Success today requires a good bit more and good attendance. Employee plays a vital role in each and every organization. The interest of employee will help to achieve organizational objectives. The extent that an employee believes in the mission, purpose and values of an organization and demonstrates that commitment through their action as an employee and their attitude towards their employer and customer. Employee engagement is high when the statement and conversation held reflect natural enthusiasm for the company,its employee and the product and services provided. For the past two decades we have been trying to realize the benefit of empowerment, teamwork, recognition, people development, performance management and new leadership style. There is a big difference between putting in place initiatives that have the overall goal of increasing employee engagement and truly seeing the payoffs. And, on the other hand, one might easily attribute low engagement to persistent downsizing, which lead to an erosion of loyalty and commitment. The working definitions of engagement largely defined in terms of how a person â€Å"feels inside†. However, when we ask people if the level of engagement in the work place would be readily apparent to a visitor from the outside, their answers are invariably â€Å"yes†. Job enjoyment, believe in what one is doing, and feeling valued all contribute to observable behavior. You can observe levels of excitement and energy, you can witness people going to extra length to solve customer issues, and you can see an ethic of quality and continuous improvement. Similarly, workplace behaviors indicative of low engagement – whining, low energy, passive-aggressive behavior, lack of teamwork – can be equally visible. NEED: ? This study helps the management as a tool of powerful retention strategy. ? Engagement is about motivating employees to do their best with their full concentration ? When an employee is effectively and positively engaged with their organization, they have an emotional connection with the management. SCOPE: ? Company’s wide programmes are known with the help of employee involvement. ? To ensure the growth of an employee with the help of this goal. ? The technique which shows largely to obtain the work improvement tool adequately PROBLEM IDENTIFICATION: ? Whether engagement create positive attitudes in the mind of the employee towards the organisation and to its value. ? Whether employee’s disengagement arise due to the absence of appreciation or due to the absence of positive stroke. REVIEW OF LITERATURE 1. MR. JOHN ESTER. , BOSTON university, â€Å"employee engagement† VOL 3, PNO 342 – 349. In their employee attitude and engagement survey, measured overall engagement but also outlined that engagement has three components: Cognitive engagement – focusing very hard on work, thinking about very little else during the working day; Emotional engagement – being involved emotionally with your work; and Physical engagement – being willing to ‘go the extra mile' for your employer and work over and beyond contract . 4. Sudhesh venkatesh, HHR at TESCO HSC views employee engagement as a psychological association. The success is due to a corporate culture that support individual creativity as well as team work, paradox studies measure employee engagement term two dimensions: how employees feel (their emotion towards the company, the leadership, the work environment) and for how they intend to cut in the future(will they stay, give extra efforts). This is conducted regularly through a questionnaire and is measured on various parameters predefined by the HR team. Employee engagement needs to be measured at regular intervals in order to track its contribution to the success of the organization. . Ken scarlet, president and CEO of scarlet international: Employee engagement will make employee more contributed, more empowered, more loyal and will give the benefits such as high morale, happy environment and lower attrition rates. Organization can achieve employee bliss through employee engagement. 6. The conference board New York: author (john gibbons) published 2006: This literature review summarize s what is known on the topic of employee employment and what companies can do the foster true engagement in the work place. It provides a review of current research on their important and timely topic when workers feel mentally and emotionally connected to their jobs they are willing to apply discretionally effort to their company success. 7. Scottish Govt. publication’s 2007 (May) There is no discernable difference between the dynamics of engagement within the public sector rather difference in engagement level is result from organization characteristics, which level sectors that organizational site. 8. Human capital strategy volume-9; No. 3 August 2005: This article summarized engaged employee be gets satisfied customers. This in turn improves the profitability of the organization. HR should help in identification and reengagement of disengaged employee by launching special initiatives directed towards bringing this group of employees into the maintenance. 9. Harter, J. K. Schmidt, F. L and Hayes T. L (2001) It shows business unit level relationship between employee satisfaction, employee engagement and business outcomes. 10. HRM Review, ICFAI University press Aug-2005 This article summarized about harnessing the power of an engaged workforce. 1. HRM Review, ICFAI University press, Feb-2008 This article summarized that through employee engagement activities the Indian information technology enabled services (ITES) and business process outsourcing (BPO) industry is maintaining and gaining increasing fraction and visibility and is expected to touch Rs. 30. 537 cr by 2010 as per NASSEM report. COMPANY PROFILE Mr. Puthur Vaithyanatha Iy er promoted Anandha Vikatan in 1926 as a monthly magazine exclusively catering to about 1500-odd yearly subscribers. In 1928,. Mr. S. S. Vasan offered to buy Anandha Vikatan for Rs. 200. From then, the magazine grew from strength to strength. No surprise that his investment into Anandha Vikatan proved wise as it eventually enabled Mr. Vasan to buy ‘Gemini studios’. Ananda vikatan is today, a household name in Tamilnadu. Since 1956, The managing director,Mr. S. Balasubaramanian has been stewarding the growth and diversification of vasan publications private limited The Vikatan groups today publishes 5 Tamil magazines with combined weekly sales of over 1 million and readership of over 10 million and were printing â€Å"The Economic Times† from Chennai for the period 1994 to 2001. PRESS: Ananda vikatan press is very well equipped with three headset, web offset machines (imported from Japan), each capable of printing four color forms. Vikatan press is also fully equipped with three flow line binding machines, two three way trimmers, cutting machines etc. on the processing side also Ananda vikatan press has kept pace with latest technology. The imported image setter, flat bed scanners and other latest process equipments add upto the production capacity of Ananda vikatan. RESEARCH DESIGN The study is designed as descriptive in nature since it attempts to obtain a complete and accurate description of situation.. Primary data for this study was collected by preparing a well structured questionnaire consisting of closed ended questions. The questionnaire was distributed to the employees and the responses were received from the employees. The method used for collecting the data is survey method. The sampling unit of the study was the various departments of Vasan publication Pvt. Ltd. Chennai. Convenience sampling method was adopted to decide the sample of 50 as permitted by the management out of 150 employees (Feb 2009 to April 2009) Statistical Tools Used For Analysis Percentage analysis, Cross tabulations, Chi-Square, Analysis of Variance (ANOVA) OBJECTIVES ? To measure the level of employee engagement in the organisation. ? To identify the various factors influencing employee engagement. ? To compare the employer satisfaction & performances with the engagement of the employee. ? To study the existing practices for improving employee engagement. DATA ANALYSIS AND INTERPRETATION Table-4. 1: Gender of the Respondents |GENDER |Frequency |Percent | |Male |48 |96. 0 | |Female |2 |4. 0 | |Total |50 |100. 0 | [pic] INFERENCE: It is observed that majority of the respondents are male (96%) and only very few are female (4%). Table-4. 2: Age of the Respondents |AGE |Frequency |Percent | |Less than 26 yrs |2 |4. 0 | |26 – 30 yrs |6 |12. 0 | |31 – 35 yrs |11 |22. | |36 – 40 yrs |10 |20. 0 | |41 – 45 yrs |11 |22. 0 | |45 – 50 yrs |4 |8. 0 | |Above 50 yrs |6 |12. 0 | |Total 50 |100. 0 | [pic] INFERENCE: Among the samples collected, most of the respondents are in the age group of 31 to 45 years. Only 16 percentages of the respondents are in the age group of below 30 years. However, 12 percent of the respondents have crossed 50 years of age. Table-4. 3: Experience of the Respondents |EXPERIENCE |Frequency |Percent | |Less than 6 yrs |8 |16. | |6 – 10 yrs |17 |34. 0 | |11 – 15 yrs |8 |16. 0 | |16 – 20 yrs |10 |20. 0 | |More than 20 yrs |7 |14. | |Total |50 |100. 0 | [pic] INFERENCE: From the above table it is observed that most of the respondents (34%) a re having 6 to 10 years of experience. 20 percent of the respondents are having 16 to 20 years of experience and 16 percent of the respondents are having less than 6 years. However, 14 percent of the respondents are having more experience (20 years and above) which is the strength of the development of vikadan organization. Table – 4. 4: Educational Qualification of the Respondents EDUCATIONAL QUALIFICATION |Frequency |Percent | |Higher Secondary |13 |26. 0 | |ITI |11 |22. 0 | |Under graduation |12 |24. 0 | |Post graduation |4 |8. | |Technical |7 |14. 0 | |Non-Technical |3 |6. 0 | |Total |50 |100. 0 | [pic] INFERENCE: It is most of the respondents are having schooling (26%) and ITI (22%) education followed by under graduation (24%). Eight percent of the respondents are having post graduation degree and 14 percent of the respondents are having technical background. Table-4. 5: Monthly Income of the Respondents |MONTHLY INCOME |Frequency |Percent | |Rs. 5000 – Rs. 10000 |8 |16. 0 | |Rs. 10001 – Rs. 15000 |10 |20. 0 | |Rs. 15001 – Rs. 0000 |16 |32. 0 | |Rs. 20001 – Rs. 25000 |9 |18. 0 | |Rs. 25001 – Rs. 30000 |5 |10. 0 | |Rs. 30001 – Rs. 35000 |2 |4. 0 | |Total |50 |100. | [pic] INFERENCE: From the above table it is observed that 32 and 20 percent of the respondents are in Rs. 15001 to Rs. 20000 and Rs. 10000 to Rs. 15000 per month respectively. 14 percent of the respondents are earning more than Rs. 25000 per month. Only 16 percent of the respondents draw less than Rs. 5000 per month. Table-4. 6: Respondents Opinion about their Contribution towards Productivity |Productivity |Frequency |Percent | |Very High |7 |14. | |High |13 |26. 0 | |Average |6 |12. 0 | |Poor |16 |32. 0 | |Very Poor |8 |16. 0 | |Total |50 |100. 0 | [pic] INFERENCE: From the above table it is found that 14 percent of the respondents agree that they have contributed more for the increase in productivity, while 26 percent of the respondents opine that they have somewhat contributed for increase in productivity. However, 48 percent of the respondents agree that the show poor contribution towards productivity. Table-4. 7: Respondents Contribution towards Reducing the Waste |Wastage Reduction |Frequency |Percent | |Very High |4 |8. | |High |9 |18. 0 | |Average |6 |12. 0 | |Poor |26 |52. 0 | |Very Poor |5 |10. 0 | |Total |50 |100. 0 | [pic] INFERENCE: In order to know whether the employees have contributed towards reducing the waste, they were asked to give their opinion, and based on their opinion, it is observed that 62 percent of the respondents have poor and very poor contribution towards reducing the waste. Only 26 percent of the respondents have high and very high level of contribution towards reducing the waste which is shown in the bar diagram. Table-4. 8: Respondents’ Contribution towards Reducing the Costs |Cost Reduction |Frequency |Percent | |Very High |5 |10. | |High |18 |36. 0 | |Average |16 |32. 0 | |Poor |5 |10. 0 | |Very Poor |6 |12. 0 | |Total |50 |100. 0 | [pic] INFERENCE: Wastage reduction will lead to cost reduction. In order to know this, the respondents were asked to give their opinion and based on the results, it is identified that 46 percent of the respondents have high and very high contribution towards reducing the costs, while 32 percent of the respondents have average contribution, and 22 percent of the respondents show poor contribution towards reducing the costs. Table-4. 9: Respondents’ Opinion about Team Building Activities at Work Place |Level of Satisfaction |Frequency |Percent | |Highly Satisfied |2 |4. | |Satisfied |8 |16. 0 | |Average |18 |36. 0 | |Dissatisfied |15 |30. 0 | |Highly Dissatisfied |7 |14. 0 | |Total |50 |100. 0 | [pic] INFERENCE: From the above table we infer that 30 percent of the respondents opine that they are dissatisfied with the team building activities at their workplace. 30 percent of the respondents are dissatisfied while 14 percent are highly dissatisfied towards team building activities at their work place. Table-4. 10: Respondents’ Loyalty Level in the Organization |Loyalty |Frequency |Percent | |Very Good |1 |2. 0 | |Good |4 |8. | |Average |9 |18. 0 | |Lower |23 |46. 0 | |Very Lower |13 |26. 0 | |Total |50 |100. 0 | [pic] INFERENCE: From the above table it is observed that 46 percent of the respondents are having low loyalty level towards their organization, while 26 percent of them are having very low loyalty level. Only 10 percent have good and very good loyalty level. Table-4. 11: Respondents’ Level of Satisfaction about their Salary |Salary |Frequency |Percent | |Highly Satisfied |3 |6. 0 | |Satisfied |21 |42. 0 | |Average |12 |24. 0 | |Dissatisfied |10 |20. | |Highly Dissatisfied |4 |8. 0 | |Total |50 |100. 0 | [pic] INFERENCE: From the table it is noted that 42 percent of the respondents are satisfied with their salary and 6 percent of the respondents are highly satisfied. 24 percent of the respondents showing average satisfaction and 28 percent of the respondents depict dissatisfaction towards their salary. Table-4. 12: Respondents’ Level of Satisfaction about their Working Hours Working Hours |Frequency |Percent | |Strongly Agree |3 |6. 0 | |Agree |20 |40. 0 | |Neutral |14 |28. 0 | |Disagree |11 |22. 0 | |Strongly Disagree |2 |4. | |Total |50 |100. 0 | [pic] INFERENCE: From the table it is noted that 40 percent respondents’ have agreed that they are satisfied with the ir working hours. 28 percent of the respondents show neutral opinion while 22 percent show disagreement towards their working hours. Table-4. 13: Respondents Involvement in Problem Solving |Involvement |Frequency |Percent | |Increased |18 |36. | |No Change |20 |40. 0 | |Decreased |12 |24. 0 | |Total |50 |100. 0 | [pic] INFERENCE: From the above table it is noted that 40 percent of the respondents show that their involvement level do not change in the past three years, and 36 percent of the respondents opine that their involvement level has been changed for the past 3 years. Only 24 percent of the respondents argued that their involvement level decreased in the past 3 years. Table-4. 14: Respondents’ Feeling of Motivation |Motivation |Frequency |Percent | |Large Extent |2 |4. 0 | |Reasonable Extent |18 |36. 0 | |Average |11 |22. 0 | |Certain |15 |30. | |Not at all |4 |8. 0 | |Total |50 |100. 0 | [pic] INFERENCE: From the above table it is noted that 36 percent of the employees felt that their motivation has increased to a reasonable extent, 22 percent of the respondents argue that it has an average increase, while 30 percent of the respondents opine that the motivation has shown a below average increase. However, 8 percent of the respondents argue that their motivation has not at all increased. Table-4. 15: Respondents’ Opinion about Team Spirit in their Working Environment |Team Spirit |Frequency |Percent | |Good |8 |16. 0 | |Average |13 |26. 0 | |Lower |20 |40. | |Very Lower |9 |18. 0 | |Total |50 |100. 0 | [pic] INFERENCE: Form the above table it is noted that 58 percent of the respondents have lower and very lower level of team spirit, while 16 percent of the respondents are having good team spirit, which is the indication of success of the organization. Table-4. 16: Respondents’ Level of Satisfaction about their Morale in the Organization Level of Satisfaction |Frequency |Percent | |Satisfied |11 |22. 0 | |Average |14 |28. 0 | |Dissatisfied |22 |44. 0 | |Highly Dissatisfied |3 |6. 0 | |Total |50 |100. 0 | [pic] INFERENCE: From the above table it is found that only 22 percent of the respondents are satisfied while 6 percent of the respondents are highly dissatisfied with the morale of the organization. Table-4. 17: Employees’ Influence over Quality in the Organization |Level of Influence |Frequency |Percent | |Highly Influence |3 |6. 0 | |Influence |13 |26. 0 | |Somewhat Influence |28 |56. | |No Influence |6 |12. 0 | |Total |50 |100. 0 | [pic] INFERENCE: From the above table it is observed that 56 percent of the respondents opine that employees have somewhat influence over quality, while 26 percent of the respondents agree that the employees have influence over quality. However, 12 percent of the respondents report that the employees do not have any influence on the quality. Table-4. 18: Respondents’ Opinion about the Recognition as Individuals |Opinion |Frequency |Percent | |Always |7 |14. 0 | |Sometimes |16 |32. 0 | |Rarely |8 |16. 0 | |Never |14 |28. | |No Idea |5 |10. 0 | |Total |50 |100. 0 | [pic] INFERENCE: From the above table it is inferred that 14 percent of the respondents agree that they always get recognition, while 32 percent of the respondents sometimes get recognition. It could be noted that 28 percent of the respondents agree that individuals never get any recognition from the organization. Table-4. 9: Respondents’ level of Importance towards put forwarding the suggestions |Level of Importance |Frequency |Percent | |Importance |6 |12. 0 | |Fairly Importance |8 |16. 0 | |Somewhat Importance |17 |34. 0 | |No Importance |19 |38. | |Total |50 |100. 0 | [pic] INFERENCE: On observing the table, it could be understood that 38 percent of the respondents show no importance while put forwarding the suggestions to management, whereas 3 4 percent of the respondents show somewhat importance, while 12 percent of the respondents agree that it is important to put forwarding suggestions to management. Table-4. 20: Respondents’ Level of Satisfaction about Balancing of Family life and Work life Level of Satisfaction |Frequency |Percent | |Highly Satisfied |2 |4. 0 | |Satisfied |16 |32. 0 | |Moderately Satisfied |9 |18. 0 | |Dissatisfied |18 |36. 0 | |Highly Dissatisfied |5 |10. | |Total |50 |100. 0 | [pic] INFERENCE: From the above table it is inferred that the respondents are in both the categories. That is, 46 percent of the respondents are dissatisfied and remaining 56 percent of the respondents are satisfied in Balancing their Family Life and Work Life Table-4. 21: Respondents’ Opinion about Training Programme organized by the Company |Level of Satisfaction |Frequency |Percent | |Highly Satisfied |1 |2. | |Satisfied |5 |10. 0 | |Moderately Satisfied |8 |16. 0 | |Dissatisfied |28 |56. 0 | |Highly Dissatis fied |8 |16. 0 | |Total |50 |100. 0 | [pic] INFERENCE From the above table it is observed that most of the respondents opine that they were not satisfied by the training programme conducted by the organization. However, 12 percent of the employees are satisfied while 16 percent of the employees are moderately satisfied. On seeing the Bar diagram, it is observed that on total 72 percent of the employee are not satisfied with the training programme. Table-4. 22: Relationship between Age and Contribution towards Productivity Ho: There is no relationship between age and productivity H1: There is some relationship between age and productivity Cross Tabulation |Age |Productivity |Total | | |Poor |Neutral |High | | |Below 30 years |3 |1 |4 |8 | |30 – 45 years |13 |5 |14 |32 | |Above 45 years |4 | |6 |10 | |Total |20 |6 |24 |50 | Chi-Square Tests | |Value |df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |11. 995 |4 |. 037 | |Likelihood Ratio |13. 146 |4 |. 034 | |Linear-by-Linear Association |8. 044 |1 |. 34 | |N of Valid Cases |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval |Pearson's R |. 103 |. 121 |. 720 |0. 475 | |Ordinal by Ordinal |Spearman Correlation |. 085 |. 29 |. 594 |0. 555 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between age and productivity, the influence of age on productivity is meager. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there is some relationship between age and productivity. From correlation table, it is identified that the Pearson R vale is 0. 103 which is positive and hence there is a positive relationship between age and productivity. Table-4. 23: Relationship between Age and Contribution towards Wastage Reduction Ho: There is no relationship between age and wastage Reduction H1: There is some relationship between age and Wastage Reduction Cross Tabulation Age |Wastage Reduction |Total | | |Poor |Neutral |High | | |Below 30 years |4 | |4 |8 | |30 – 45 years |7 |3 |22 |32 | |Above 45 years |2 |3 |5 |10 | |Total |13 |6 |31 |50 | Chi-Square Tests | |Value |df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |16. 617 |4 |. 015 | |Likelihood Ratio |16. 455 |4 |. 016 | |Linear-by-Linear Association |8. 379 |1 |. 053 | |N of Valid Cases |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearson's R |. 022 |. 145 |. 154 |. 879 | |Ordinal by Ordinal |Spearman Correlation|. 029 |. 146 |. 198 |. 844 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between age and wastage reduction, the influence of age on wastage reduction is meagre.. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there is some relationship between age and wastage reduction From correlation table it is observed that the Pearson correlation value is 0. 022 which is positive and hence, there is a positive relationship between age and contribution towards wastages. . Table-4. 24: Relationship between Age and Contribution towards Cost Reduction Ho: There is no relationship between age and Cost Reduction H1: There is some relationship between age and Cost Reduction Cross Tabulation |Age |Cost Reduction |Total | | |Poor |Neutral |High | | |Below 30 years |5 |2 |1 |8 | |30 – 45 years |18 |10 |4 |32 | |Above 45 years | |4 |6 |10 | |Total |23 |16 |11 |50 | Chi-Square Tests | |Value |df |Asymp. Sig. | | | | |(2-sided) | |Pearson Chi-Square |14. 337 |4 |. 006 | |Likelihood Ratio |17. 017 |4 |. 002 | |Linear-by-Linear Association |9. 650 |1 |. 002 | |N of Valid Cases |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearson's R |. 451 |. 117 |3. 502 |. 001 | |Ordinal by Ordinal |Spearman Correlation|. 344 |. 139 |2. 539 |. 014 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between age and cost reduction, the influence of age on cost reduction is plentiful. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected, the alternate hypothesis has been accepted which means that there is some relationship between age and cost reduction. Pearson R value (0. 451) in Correlation table proves that there is positive relationship between age and contribution towards cost reduction. Table-4. 25: Relationship between Age and Team Building Ho: There is no relationship between age and Team Building H1: There is some relationship between age and Team Building Cross Tabulation |Age |Team Building |Total | | |Dissatisfied |Moderate |Satisfied | | |Below 30 years |1 |3 |4 |8 | |30 – 45 years |6 |13 |13 |32 | |Above 45 years |3 |2 |5 |10 | |Total |10 |18 |22 |50 | Chi-Square Tests | |Value |Df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |1. 886 |4 |. 757 | |Likelihood Ratio |1. 981 |4 |. 739 | |Linear-by-Linear Association |. 206 |1 |. 650 | |N of Valid Cases |50 | | | INFERENCE: From the above analysis it is found that there is no relationship between age and team building activity in the work place. INTERPRETATION: Since the table value is found to be lesser than the calculated value, the null hypothesis is accepted; there is no relationship between age and their opinion about the team building activities adopted in their work place. Table-4. 26: Relationship between Age and Loyalty Ho: There is no relationship between age and Loyalty Level of employees H1: There is relationship between age and Loyalty Level of Employees Cross Tabulation |Age |Loyalty Level |Total | | |Poor |Average |Good | | |Below 30 years |1 |1 |6 |8 | |30 – 45 years |3 |6 |23 |32 | |Above 45 years |1 |2 |7 |10 | |Total |5 |9 |36 |50 | Chi-Square Tests | |Value |df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |16. 245 |4 |. 033 | |Likelihood Ratio |15. 257 |4 |. 032 | |Linear-by-Linear Association |8. 007 |1 |. 032 | |N of Valid Cases |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearson's R |. 053 |. 165 |. 366 |. 716 | |Ordinal by Ordinal |Spearman Correlation|. 125 |. 154 |. 872 |. 388 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship etween age and loyalty level, the influence of age on loyalty level is meagre. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there exists some relationship between age and employees’ loyalty level in the organization. Correlation table shows that the Pearson R value is 0. 053 which is positive and hence there is a positive relationship between age and loyalty. Table-4. 27: Relationship between Age and Morale Ho: There is no relationship between age and Morale H1: There is some relationship between age and Morale Cross Tabulation |Age |Morale |Total | | |Dissatisfied |Average |Satisfied | | |Below 30 years | |4 |4 |8 | |30 – 45 years |8 |2 |22 |32 | |Above 45 years |4 |2 |4 |10 | |Total |12 |8 |30 |50 | Chi-Square Tests | |Value |df|Asymp. Sig. (2-sided) | |Pearson Chi-Square |7. 896 |4 |. 042 | |Likelihood Ratio |9. 386 |4 |. 025 | |Linear-by-Linear Association |6. 559 |1 |. 045 | |N of Valid Cases |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval |Pearson's R |. 107 |. 126 |. 744 |0. 461 | |Ordinal by Ordinal |Spearman Correlation |. 080 |. 133 |. 555 |0. 582 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between age and morale, the influence of age on morale is meagre. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there is some relationship between age and morale. From correlation table, it is identified that the Pearson R vale is 0. 103 which is positive and hence there is a positive relationship between age and morale. Table-4. 28: Relationship between Age and Salary Ho: There is no relationship between age and Salary H1: There is some relationship between age and Salary Cross Tabulation |Age |Salary |Total | | |Dissatisfied |Moderate |Satisfied | | |Below 30 years |5 |3 | |8 | |30 – 45 years |13 |8 |11 |32 | |Above 45 years |6 |1 |3 |10 | |Total |24 |12 |14 |50 | Chi-Square Tests | |Value |Df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |5. 169 |4 |. 270 | |Likelihood Ratio |7. 487 |4 |. 112 | |Linear-by-Linear Association |. 437 |1 |. 508 | |N of Valid Cases |50 | | | INFERENCE: From the above analysis it is found that there is no relationship between age and their level of satisfaction of their salary. INTERPRETATION: Since the table value is found to be lesser than the calculated value, the null hypothesis is accepted; there is no relationship between age and their level of satisfaction of their salary. Table-4. 29: Relationship between Age and Working Hours Ho: There is no relationship between age and Working hours H1: There is some relationship between age and Working hours Cross Tabulation |Age |Working Hours |Total | | |Disagree |Neutral |Agree | | |Below 30 years |5 |3 | |8 | |30 – 45 years |13 |6 |13 |32 | |Above 45 years |5 |5 | |10 | |Total |23 |14 |13 |50 | Chi-Square Tests | |Value |Df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |10. 986 |4 |. 027 | |Likelihood Ratio |15. 011 |4 |. 005 | |Linear-by-Linear Association |. 13 |1 |. 910 | |N of Valid Cases |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearson's R |-. 165 |. 119 |-1. 158 |. 252 | |Ordinal by Ordinal |Spearman Correlation|-. 158 |. 134 |-1. 112 |. 272 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between age and working hours, the influence of age on working hours is meagre. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Hence, alternate hypothesis has been accepted which means that there exists some negative relationship between age and working hours set by the organization. Pearson correlation value of -0. 165 denotes that there exists negative relationship between age and working hours set by the management. Table-4. 31: Relationship between Age and Involvement Ho: There is no relationship between age and Involvement H1: There is some relationship between age and Involvement Cross Tabulation |Age |Involvement |Total | | |Decreased |No Change |Increased | | |Below 30 years |4 |2 |2 |8 | |30 – 45 years |11 |13 |8 |32 | |Above 45 years |3 |5 |2 |10 | |Total |18 |20 |12 |50 | Chi-Square Tests | |Value |df|Asymp. Sig. (2-sided) | |Pearson Chi-Square |1. 345 |4 |. 854 | |Likelihood Ratio |1. 360 |4 |. 851 | |Linear-by-Linear Association |. 144 |1 |. 05 | |N of Valid Cases |50 | | | INFERENCE: From the above analysis it is found that there is no relationship between age and involvement in problem solving. INTERPRETATION: Since the table value is found to be lesser than the calculated value, the null hypothesis is accepted; there is no relationship between age and involvement in problem solving. Table-4. 32: Relationship between Experience and Contribution towards Productivity Ho: There is no relationship between Experience and productivity H1: There is some relationship between Experience and productivity Cross tabulation |Experience |Productivity |Total | | |Poor |Neutral |High | | |Less than 10 years |9 |4 |12 |25 | |10 to 20 years |9 |2 |7 |18 | |Above 20 years |2 | |5 |7 | |Total |20 |6 |24 |50 | Chi-Square Tests | |Value |Df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |13. 076 |4 |. 045 | |Likelihood Ratio |12. 796 |4 |. 034 | |Linear-by-Linear Association |8. 091 |1 |. 063 | |N of Valid Cases |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearson's R |-. 033 |. 126 |-. 231 |. 818 | |Ordinal by Ordinal |Spearman Correlation|-. 038 |. 129 |-. 265 |. 792 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between experience and contribution towards productivity. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Hence, alternate hypothesis has been accepted which means that there is negative relationship between experience and their contribution towards productivity. On observing the correlation table, the Pearson R value of -0. 033 denotes a negative relationship between experience and productivity. Table-4. 33 :Relationship between Experience and Contribution towards Wastage Reduction Ho: There is no relationship between Experience and wastage reduction H1: There is some relationship between experience and wastage reduction Cross Tabulation |Experience |Wastage Reduction |Total | | |Poor |Neutral |High | | |Less than 10 years |8 |2 |15 |25 | |10 to 20 years |4 |2 |12 |18 | |Above 20 years |1 |2 |4 |7 | |Total |13 |6 |31 |50 | Chi-Square Tests | |Value |Df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |12. 867 |4 |. 038 | |Likelihood Ratio |12. 514 |4 |. 042 | |Linear-by-Linear Association |7. 315 |1 |. 055 | |N of Valid Cases |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearson's R |-. 019 |. 153 |-. 133 |. 894 | |Ordinal by Ordinal |Spearman Correlation|-. 019 |. 155 |-. 135 |. 893 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between experience and wastage reduction. Hence the influence of experience on wastage reduction is meagre. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Hence, alternate hypothesis has been accepted which means that there exists some negative relationship between experience and wastage reduction. Pearson correlation value of -0. 165 denotes that there exists negative relationship between experience and wastage reduction Table-4. 34: Relationship between Experience and Contribution towards Cost Reduction Ho: There is no relationship between Experience and Cost reduction H1: There is some relationship between experience and cost reduction Cross Tabulation |Experience |Cost Reduction |Total | | Poor |Neutral |High | | |Less than 10 years |12 |9 |4 |25 | |10 to 20 years |11 |6 |1 |18 | |Above 20 years | |1 |6 |7 | |Total |23 |16 |11 |50 | Chi-Square Tests | |Value |df|Asymp. Sig. (2-sided) | |Pearson Chi-Square |20. 495 |4 |. 000 | |Likelihood Ratio |19. 287 |4 |. 001 | |Linear-by-Linear Association |5. 781 |1 |. 016 | |N of Valid Case s |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearson's R |. 418 |. 133 |3. 186 |. 003 | |Ordinal by Ordinal |Spearman Correlation|. 301 |. 151 |2. 185 |. 034 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between experience and contribution on cost reduction. Hence the influence of experience on cost reduction is plentiful. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there is positive relationship between experience and their contribution towards cost reduction. The Pearson R value of 0. 418 denotes that there is a positive relationship between experience and contribution towards cost reduction. Table-4. 34: Relationship between Experience and Team Building Ho: There is no relationship between Experience and Team Building H1: There is some relationship between experience and Team Building Cross Tabulation |Experience |Team Building |Total | | |Dissatisfied |Moderate |Satisfied | | |Less than 10 years |2 |10 |13 |25 | |10 to 20 years |6 |7 |5 |18 | |Above 20 years |2 |1 |4 |7 | |Total |10 |18 |22 |50 | Chi-Square Tests | |Value |df|Asymp. Sig. (2-sided) | |Pearson Chi-Square |6. 442 |4 |. 168 | |Likelihood Ratio |7. 066 |4 |. 132 | |Linear-by-Linear Association |1. 444 |1 |. 229 | |N of Valid Cases |50 | | | INFERENCE: From the above analysis it is found that is, there is no relationship between employees’ experience and their opinion about team building activities involved in their work place. INTERPRETATION: Since the table value is found to be lesser than the calculated value, the null hypothesis is accepted; there is no relationship between experience and team building activities. Table-4. 35: Relationship between Experience and Loyalty Ho: There is no relationship between Experience and Loyalty Level H1: There is some relationship between experience and Loyalty Level Cross Tabulation |Experience |Loyalty Level |Total | | Poor |Average |Good | | |Less than 10 years |2 |5 |18 |25 | |10 to 20 years |2 |3 |13 |18 | |Above 20 years |1 |1 |5 |7 | |Total |5 |9 |36 |50 | Chi-Square Tests | |Value |df|Asymp. Sig. (2-sided) | |Pearson Chi-Square |12. 378 |4 |. 040 | |Likelihood Ratio |12. 372 |4 |. 051 | |Linear-by-Linear Association |9. 062 |1 |. 032 | |N of Valid Cases |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearson's R |-. 418 |. 133 |-3. 186 |. 003 | |Ordinal by Ordinal |Spearman Correlation|-. 301 |. 151 |-2. 185 |. 034 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between experience and their loyalty level in the organization. Hence the influence of experience on loyalty level is meagre. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there is negative relationship between experience and their loyalty level in the organization. Correlation table shows the Pearson R value as -0. 418 which is negative and hence there is negative relationship between experience and loyalty. Table-4. 36; Relationship between Experience and Morale Ho: There is no relationship between Experience and Morale H1: There is some relationship between experience and Morale Cross Tabulation |Experience |Morale |Total | | |Dissatisfied |Average |Satisfied | | |Less than 10 years |5 |5 |15 |25 | |10 to 20 years |6 |2 |10 |18 | |Above 20 years |1 |1 |5 |7 | |Total |12 |8 |30 |50 | Chi-Square Tests | |Value |df|Asymp. Sig. (2-sided) | |Pearson Chi-Square |11. 634 |4 |. 038 | |Likelihood Ratio |13. 829 |4 |. 030 | |Linear-by-Linear Association |8. 939 |1 |. 33 | |N of Valid Cases |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearson's R |. 138 |. 142 |. 368 |. 338 | |Ordinal by Ordinal |Spearman Correlation|. 144 |. 142 |1. 008 |. 319 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between experience and morale. Hence the influence of experience on morale is plentiful. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there is a relationship between experience and their level of satisfaction towards morale. The Pearson R value of 0. 138 denotes that the relationship between experience and morale is positive. That is, employees who have more experience are satisfied toward morale. Table-4. 37: Relationship between Experience and Salary Ho: There is no relationship between Experience and salary H1: There is some relationship between experien

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An Online Estate Agent in Saudi Arabia Research Proposal

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Dells Supply Chain Management Essay Example for Free

Dells Supply Chain Management Essay The term supply chain management (SCM) was initially used in wholesaling and retailing to denote the integration of logistics and physical distribution functions with the goal of reducing delivery lead times. Manufacturers and service providers have used the same term to describe integration and partnership efforts with first- and second- tier suppliers to reduce cost and improve quality and delivery timing. Terms such as integrated purchasing strategy, integrated logistics, supplier integration, value chain management, supply base management, strategic supplier alliances, lean production, Just-In-Time (JIT) logistics, and supply chain synchronization have been used in the literature to address certain elements or stages of this new management philosophy (1998; 1994). Conceptually, SCM includes all value-adding activities from the extraction of raw materials through the transformation processes and through delivery to the end user. SCM spans organizational boundaries and treats the organizations within the value chain as a unified virtual business entity (1991; 1995). (1995) further expanded SCM to include recycling or reuse activities. In general, SCM seeks improved performance through elimination of waste and better use of internal and external supplier capabilities and technologies (1996). The retailing industry has focused on different aspects of SCM, namely, location, transportation, and logistics issues. Indeed, the origin of supply chain management can be traced back to efforts to better manage the transportation and logistics functions (1997; 1995; 1994; 1993; 1991; 1987). The wholesaling and retailing industries incorporate a logistics focus within their strategic decisions. In this respect, SCM is synonymous with integrated logistics systems that control the movement of goods from the suppliers to end customers without waste (1991). Moreover, integrated logistics systems seek to manage inventories through close relationships with suppliers and transportation, distribution, and delivery services. A goal is to replace inventory with frequent communication and sophisticated information systems to provide visibility and coordination. In this way, merchandise can be replenished quickly in small lot size and arrive where and when it is needed (1994; 1993). Firms that use advanced process technology to increase flexibility and involve manufacturing managers in strategic decision making alter the role of logistics in firm success (1998). A supply chain can reduce overall inventory while maximizing customer service by efficiently redistributing stock within the supply chain using effective postponement and speculation strategies (1998; 1993; 1991). New logistics technology gives businesses a complex way to make things easier for their customers and suppliers. Within logistics industry, Dell’s system is recognized as one that takes advantage of technology to decrease storage and increase efficiency. The computer companys supply and shipping networks exemplify the latest trend in logistics, that is, visibility. Companies with the money and foresight are making sure their inventories can be traced and tracked throughout their entire logistical operations, even if their systems are entirely outsourced. Executing a supply chain with full visibility gives companies better information to work with and a more agile system. Dell has a better control of their operation which has reduced safety stocks and has operate faster to get cash-to-cash conversion cycles. By producing custom products at a rapid pace, the computer manufacturer receives payments from customer before it pays suppliers. Companies can do this only if there’s a short window between receiving an order and shipping it. In addition, Dells customers can also keep track of their order status. They can trace their computer as is moves through assembly and testing, and can track its shipment due to the technology of major shipping companies. The pulse of Dells execution effort centers on increasing business velocity and eliminating waste. Dell employees are constantly focused on driving down backlogs, promoting best practices, and creating synergies among adjacent processes as seen in cross-functional initiatives such as the design-for-manufacturability effort between manufacturing and RD. This initiative successfully promoted product designs that are easier to assemble. In 1994, Dell was a struggling second-tier PC maker. Like many others, the company ordered its components in advance and manufactured to inventory. Then Dell began to implement a new business model. It converted its operations to a build-to-order process, eliminated its inventories through a just-in-time system, and sold its products directly to consumers. Dell carefully targeted corporate relationship customers that had predictable, budgeted needs and that wanted a pre-determined set of product models. The company also selected individual customers who were high-end, repeat purchasers with a preference for early technology adoption. Both account segments had the stable, predictable purchase patterns that Dell needed to make its joint build-product-to-order/buy-component-to-plan system work. In connection with this, Dell developed a set of new operations capabilities in five crucial areas (2005). First, it created the flawless make-to-order system that has been widely noted. Secondly, Dell worked at length to build an effective supplier management function in order to shorten component lead times and maintain the absolute quality standards required by the just-in-time operation. Third, Dell developed the sell what you have system that was essential to matching supply and demand. Fourth, it instituted an extraordinarily crisp set of product life cycle management capabilities that yielded great cost reductions and strategic advantage. Fifth, the company worked with its suppliers to shorten their product life cycles, extending the Dell business model to the whole channel. Together these operating capabilities formed a cornerstone for Dells business model. Moreover, to maintain its rapid growth, Dell needs to hone its just-in-time process. Dell believes that the key to JIT is integrating with the suppliers into its operation. It is important for the company to work with the suppliers to figure out how to minimize the supply chain and hold the least amount of inventory in it. Inventory can add costs, damage quality, slow production, and wreak havoc with Dells rapid response reputation. To guard against this, Dell has optimized its supply base and developed a tightly run system in which it pulls parts from suppliers just as they are needed for production. Dell has manufacturing facilities in Austin; Limerick, Ireland; and Penang, Malaysia, each of which produces PCs on a JIT basis. In order to ensure the smooth flow of production supplies into these plants, Dell has developed a two-tiered strategy that employs different sourcing arrangements and delivery schedules for custom and commodity parts. When Dell receives an order for a PC, it faxes or phones its requirements to suppliers who pick the proper parts and pack them in reusable bins with kanban cards attached. Trucks on a continuous loop between suppliers and Dell, known as a milk run, deliver the sorted parts to the computer makers plant for final assembly. This process frees Dell from having to manage inventories and the costs associated with them. However, Dell has made efforts to ensure that suppliers dont get stuck with much inventory. The computer maker allows suppliers to participate in a revolver program, where they can sell parts stored at the warehouse to other customers. In comparison with Dell’s supply chain management, Baxter, a hospital supply company, developed a powerful new type of partnership with its hospital customers. Baxter develops a strategy which is the vendor-managed inventory system, then called the Stockless System in managing its customer’s inventories within their hospital facilities (2001). The hospital specifies its stock requirements for each ward; an on-site Baxter employee counts the stock in each ward each day or every few days; the employee enters this information into a hand-held device and transmits it to Baxters warehouse, where a replenishment order is derived; at the warehouse, the order is picked into ward-specific containers; that order is delivered the next day or in a few days directly to the ward, and the Baxter employee puts the stock away; finally, Baxter invoices the hospital. Baxters Stockless System created a powerful new channel that changed the ground rules for all other hospital supply compani es. However, in the long run, the shift to service competition led to significant sales increases as conversions to Baxter products naturally occurred. The company also gained significant first-mover advantage as it tied up key accounts with this new channel. In the case of Procter and Gamble (PG), the company first partnered with Wal-Mart to develop a pioneering continuous replenishment system. Through this system, PG replenishes Wal-Marts facilities without purchase orders based on the retailers product movement data. Based on this experience, PG systematically shifted its strategic focus toward supply chain-based service innovationand in the process transformed both the consumer products and retail industries. PG also developed a careful account selection plan as part of an innovative product supply model. The company developed operating partnerships with major customers capable of linking electronically, taking full-truckload deliveries, and engaging in joint business process reorganization programs. Smaller accounts were shifted to master distributors, which in turn were selected for their ability to partner effectively with PG. PG, for its part, developed operations capabilities in two key areas ( 2001). First, it created a sweeping new set of industry-change programs such as ECR (efficient consumer response), CRP (customer requirements planning), and streamlined logistics. These programs required a solid new understanding of channel economics and the impact of supply chain innovation. Second, the company developed sophisticated IT ties to coordinate its product flow, enabling it to raise service levels to meet the needs of the new system. With regards with Dell’s, supply chain competency of the company comprises of four qualities which includes demand management, internal collaboration, leveraging partners, and financial fundamentals (2004). Dells direct model enables the company to excel at demand management. The process of selling directly to customers and building product to order creates opportunities for true real-time collaboration and synchronization between manufacturing and sales. By being in direct contact with the market, Dell can quickly see changes in customer demand. Synchronization allows Dell to respond more quickly to customer demand than its competitors can. Additionally, this true internal collaboration allows for highly accurate forecasts. Another key aspect of Dells success is its ability to collaborate internally. This competency is driven by a culture that values information sharing and empowers all employees. At Dell, direct refers not only to how the company sells but also to how team members communicate and attack issues (2004). Moreover, Dells culture and processes not only help the company collaborate internally but also help it leverage its business partners. Dell leverages its partners by linking suppliers planning and execution activities with Dells systems. The company uses information technology to gather and share a constant stream of data on supply and demand trends. On the supply side, Dell gathers real-time information about the inventory levels of its suppliers at various positions in the supply chain. Finally, Dells entire supply chain is focused on fundamental business performance. Operating margin and not just profits or growth rate is the number that Dell cares about most to ensure long-term profitability. Dell Inc.s renowned direct sales model is regularly cited as the key reason for its overall competitive prowess. At Dell, supply chain management is truly viewed as a strategic capability; it drives coordination with, and in many instances it includes, activities such as marketing, sales, finance, and information technology.

Current Trend to Teaching Nutrition in Elementary School Essay Example for Free

Current Trend to Teaching Nutrition in Elementary School Essay Elementary schools have interesting aspects of putting across nutrition information to students through various methods. For instance, game theory is used to substitute healthier food for unhealthy foods currently consumed in various places including public places. Game theory in nutrition involves changing ones brain which eventually affects the body. This system entails mastering the guidelines of competitive practices mostly in purchasing, preparing or consuming good foods for our bodies. Game theory is used to motivate groups of people on their approaches to eating habits. In this theory, food is used to enable learners make decisions. It also examines the learners’ trust with regard to the fact that the body is molded depending on what one was fed on during his/her childhood and that the body is designed to fight diseases in times of infection. When using game theory, the teacher gives learners different examples of commonly used foods like the use of extra virgin oil by an individual or chicken fat for baking. In this example, the teacher is able to identify the individual who is at risk of developing diabetes (Brenowitz Tuttle, 2003). In elementary schools, teachers identify the most important nutrition topics and the materials required to teach nutrition. For instance, healthy food choices and food guide pyramid are important topics that ought to be taught in elementary schools. Teachers have got the ability to change dietary behaviors of students. Middle schools use the team nutrition curriculum â€Å"yourself† which has details on food groups, required servings, following USDA food guide pyramid and weight guidelines. It also has guidelines and activities that are employed while choosing snacks (Gutek Gerald, 1986). Elementary school teachers reward their students for good and presentable behavior. The teachers use food method and non food method to reward them. With food method the teacher chooses the students with good eating habits while with non food method those students with good interactive behavior are rewarded. As a result, most students will try as much as they can, so that they can improve and learn good nutritional habits. References Brenowitz, N. , Tuttle, C. R. (2003). Development and testing of a nutrition-teaching selfefficacy scale for elementary school teachers. Journal of Nutrition Education and Behavior, 35, 308-311. Gutek, B. Gerald, L. (1986). Education in the United States: An Historical Perspective. New Jersey: Prentice-Hall.

Impact of Communication Technology on Politics and Economics

Impact of Communication Technology on Politics and Economics Impact of Communication Technologies on Political and Economic Development Joe Owczarski Introduction Modern-day society is witnessing the continuous creation of innovative mediums concerning communications technology that are not only convenient to use but inexpensive as well. Such digital communication tools include mobile phones, smart phones, and the Internet. It is not a secret that they have been successful in bringing a drastic revolution in the methods of information-sharing and communication. It is not surprising that these innovative technologies have impacted every aspect of peoples’ lives, be it political, religious, educational, professional, social, or economical. Innovations in information and communication technologies (ICTs) have not only increased the availability of innumerable products and services but have also reduced their prices. As a result, the inexpensiveness of and accessibility to ICTs have caused a great reduction in â€Å"the costs associated both with doing business and with organizing social and political movements† (Hart, 2010). The cheap availability of ICTs has also declined the costs of communication and transportation. From an economic point of view, there have been declines in the costs related to coordination and transaction. These declining patterns have consequently made the international trade and capital investment to reach extremely high levels. In addition, the cost reductions have also lessened the significance of geographical distances in international business. As distance has lost its importance in today’s digitalized world, there has been an increase in both political and economic activities due to the trending globalization (Hart, 2010). Impact of Cheap Communication Technologies on Politics and Political Development As far as politics is concerned, the inexpensive communication technologies have made a tremendous impact on both domestic and worldwide political phenomenon. In particular, the Internet and social media has contributed greatly in the development of political context and understanding. The blogs as well as the discussions and arguments that are conducted on the Web have provided people a platform to openly voice their views and beliefs regarding political aspects. Although a lot of people argue that social media and related communication technologies have nothing to contribute to politics; many oppose this point of view. Cheap communication technologies have played a major role in the contemporary era for making political processes more free, autonomous, and independent (Unwin, 2012). It would not be incorrect to state that the ICTs have offered exceptional liberties to the common man who is now able to dramatically impact the political phenomenon through cell phones, the Internet, and the social media sites. Communication technologies have emerged as a powerful tool for the politicians and governments as well. The political leaders and governmental authorities are capable of spreading their messages, agendas, and policies to the general public, directly and cheaply. For instance, mobile text messaging is now used by both political parties and governments to encourage public to vote for them in elections (Unwin, 2012). Likewise, the Internet and the social media is also playing a central role in making people aware about the current incidents that take place worldwide. Detailed stories and images enable people to receive the latest information about political movements and happenings around the world. In this manner, cheap communication technologies have enhanced global awareness. The example of Syria is an important one. This is because social media sites and other communication mediums have made people aware of the continuing conflicts in Syrian regime (Unwin 2012). It is true that the globalization phenomenon has interconnected the states and people. This interconnectedness has also influenced the opinions of people who use communication technologies to share their opinions with others. On a global level, globalization has also undermined the concept of a sovereign state. States are now interdependent due to global policies that have made it impossible for them to shield themselves from external influences. As people are beginning to use cheap communication technologies more progressively, there have been improvements in the overall communication between people belonging to diverse political regimes. These enhancements in ICTs have made it possible for people to share information and knowledge rapidly and easily. Moreover, the cheap communication technologies have also enhanced the fusion of different cultures. In addition, the acquired awareness has made people question the governmental authorities. As a matter of fact, revolutionary innovations in ICTs have undermined the autonomous and monarch status of particular political systems, such as the one in Middle East (Unwin, 2012). It can be concluded that the contemporary ICTs have offered remarkable opportunities to people to modify the rules of the long-established political game. On the other hand, even though cheap ICTs have tremendously changed the international political map, this revolution has not particularly affected the marginalized and poor people. Without a doubt the use of cheap communication technologies has impacted the political development and processes. Nevertheless, it completely depends on the individual’s observation whether he considers it a good or bad change (Healey, 2011). Impact of Cheap Communication Technologies on Economy and Economic Development As mentioned, communication technology in the current era has become extraordinarily cheap, user-friendly, and accessible. Although ICTs are taken for granted by people, communication devices and services have been triumphant in transforming economies as well as the lives of millions of people throughout the world. It is significant to mention that cheap communication technologies are being used by people in the developing countries in greater ways as compared to people belonging to the developed world. The penetration of information and communication technologies has a considerable impact on the economic development. ICTs have opened up new avenues for supporting economy in the recent times. Cheap communication technologies are acknowledged to have a significant impact on economic growth as they are affecting education, health sectors, agricultural output, income, poverty, and living standards. Communication technologies have tremendously facilitated the attainment and taking in of knowledge. They have offered extraordinary opportunities to developing countries for the enhancement of their educational systems, improvement of policy making and implementation, and widening of the assortment of opportunities for both affluent and the poor. It is important to highlight that ICTs have contributed in reducing the sense of isolation tolerated by poorest members of the society. It is not a secret that when poor are provided sufficient opportunities, they also contribute in the economic development of the country by playing their productive part. Thus, cheap communication technologies have opened access to knowledge, education, and employment in ways that could not be imagined in the past times (Reddi, 2011). The issues prevalent in society today mostly revolve around poverty. The economic development of a region principally depends on the standard and acquisition of education. This is because an educated society can efficiently and effectively work for the progression and development of its country. This realization has made almost every country to expand its demand for education at every level for the political, social, and economic development. However, many countries give limited budgets to their education sectors after facing the contrasting demand for better investment in resources that are necessary for human survival (food, shelter, etc.). However, the utilization and employment of communication technologies have offered alternate solutions to provide access and impartiality to students and teachers. ICTs have also suppressed the need for building schools and colleges. Instead, they have provided the concept of e-learning for convenient teaching and learning (Reddi, 2011). Cheap information and communication technologies have provided agriculturalists and farmers with opportunities to increase their yield and productivity, thus leading to economic progression. Mobile technology is considered to be an outstandingly critical tool for the improvement and enhancement of the competence of the agriculture and food sectors. Not only this, it is also regarded as a potential catalyst to help in raising the incomes of innumerable poor farmers found all over the world. This augmented efficiency is exceedingly important as it could lead to food losses in smaller quantity. A decrease in food losses means the growing demand for sufficient and inexpensive supplies of healthy food could be met eventually. When people are provided with self-sufficient resources, economy develops and grows automatically (Kirk, Steele, Delbà © Crow, 2011). The cheap communication technologies, especially mobile services, have enabled businesses, companies and organizations to directly contact and interact with different members in the value chain. This interrelation has also helped in visibility of issues, competence and excellence. The best potential benefits for the smallholder farmers can be spawned by enabling them to take advantage of mobile financial payments and mobile information provision. In India, for instance, the smallholder farmers of remote areas have benefitted from this service greatly as the mentioned services have each brought approximately 40% of the total anticipated raise in agricultural revenues (Kirk, Steele, Delbà © Crow, 2011). As a result, the country’s economy has grown significantly. In short, ICTs have enabled poor families to diminish their everyday expenditures related to physical labor, time, and energy. As a result, communication technologies have caused an exceptional positive impact on the i ncomes and livelihoods of many rural families. Communication technologies have also facilitated the reduction of â€Å"information gaps and restrictions inherent in marketplaces where consumers and producers have little means of comparing commodity prices between distant markets† (Zambrano Seward, 2010). ICTs are presently working as a catalytic tool in the improvement and expansion of development programming. In addition, the advancement in mobile technologies and their accessibility to rural areas have also contributed towards sustainable development. Thus, the technological change has introduced ways that have made the economic growth sustainable. The communication technologies are, in fact, sustainable technologies that are helping people and governments meet â€Å"the needs of the present without compromising the ability of future generations to meet their own needs† (Beder, 2006). Communication technologies have offered equal economic and employment opportunities to people who reside in cosmopolitan and rural areas. ICTs have not only increased productivity but have also made the market work extremely efficient. However, it is important to highlight that the extent of the economic growth outcomes can be different. ICT is a platform that has reached and will reach populations that have low literacy and income levels. Consequently, ICT is emerging as the leading distribution platform that provides public and private services to innumerable people. As there was no or negligible connectivity mediums in rural areas, the underdeveloped areas did not receive the deserved services and facilities. However, the emergence of ICTs has made it possible for underprivileged people to access financial services, market information, health services, and education services. In contrast, it is evident in the present times that the wireless platform has promoted new and innovative social and economic opportunities for the poor populace at all levels. Conclusion In closing, cheap communication technologies have brought significant changes in the traditional ways of socialization, business tasks’ execution, education attainment, and delivery of services. High-speed Internet, in particular, has changed the ways of doing businesses, transformation of public service delivery, and democratization of innovation. There is no doubt in the fact that the businesses that are using cheap communication technologies have demonstrated more production, faster growth, increased investment, and high profits. Similarly, governments and political parties that have employed cheap communication technologies are also receiving better outcomes in the development of democratic political structure. In short, cheap information and communication technologies have revealed a transformative power on a global level. It is important for the governments to realize the importance of ICT potentials and educate the populations about them in order to reduce poverty, increase economic development, and develop a fine political sense. Therefore, steps must be taken to educate people about the significance of employing ICTs in positive ways for the development and progression of today’s global village. Bibliography Beder, S. (2006).Environmental Principles and Policies: An Interdisciplinary Introduction. Hoboken: Taylor and Francis. Hart, J. (2010). Information Technologies and the Global Political Economy. InThe International Studies Encyclopedia. Chichester, West Sussex, U.K.: Wiley-Blackwell. Healey, J. (2011).Social Impacts of Digital Media. Thirroul, N.S.W.: Spinney Press. Reddi, U. R. V. (2011).Primer 1: An Introduction to ICT for Development. Asian and Pacific Training Centre for Information and Communication Technology for Development (APCICT). Unwin, T. (2012, September 1). Social Media and Democracy: Critical Reflections. Retrieved November 28, 2014, from http://www.cpahq.org/cpahq/cpadocs/Unwin CPA Social media and democracy.pdf Kirk, M., Steele, J. Delbà ©, C. Crow, L. (2011). Connected Agriculture: The Role of Mobile in Driving Efficiency and Sustainability in the Food and Agriculture Value Chain.Vodafone. Retrieved November 29, 2014, from http://www.vodafone.com/content/dam/vodafone/about/sustainability/2011/pdf/connected_agriculture.pdf Zambrano, R., Seward, R. (2010). Mobile Technologies and Empowerment: Enhancing Human Development Through Participation and Innovation. Retrieved November 29, 2014, from http://unpan1.un.org/intradoc/groups/public/documents/un-dpadm/unpan048480.pdf

The Metamorphosis :: Example Personal Narratives

The Metamorphosis    When I look back over the past few years, I realize how much I've grown and changed.   I arrived at Harvard Boarding School without any idea of what to expect. I entered my second year of high school as an innocent thirteen year-old feeling about a thousand miles from home. My interests at the time were cars, planes, major league basketball, movies and tennis. Midway through my senior year at Harvard Boarding School, my interests have changed dramatically.    If there is one common occurrence that takes place for every single person in the diverse student body at Harvard Boarding School, it is that we all grow up much faster for having lived there. I do not know whether this speeding up of the maturing process is generally good or bad, but I definitely have benefited.    The classroom has become a whole different realm for me. Before, the teachers and students alike preached the importance of learning, but it was implicitly obvious that the most important concern was grades. At [school' s name] teachers genuinely believe that learning is the most importance objective and deeply encourage us to collaborate with each other and make use of all resources that we may find. In fact, in a certain class this year, my teacher assigned us to prepare every day of the week to discuss a certain book; there were only two requirements in this preparation- we had to maximize our sources, gleaning from everything and everyone in the school, but we were not allowed to actually look at the book. As a result, I know more about that book than any other that I have actually read. It is teaching methods such as this that ensure that we will learn more. Indeed, this matter of " thinking" has been one of the most important aspects of my experience. Whether in Physics or Engl ish, I' m required to approach every problem and idea independently and creatively rather than just regurgitate the teacher' s words. In discussion with fellow students both inside and outside of class, the complex thoughts flowing through everyone' s brain is evident.    However, I believe that the most important concepts that I have espoused in being independent of my parents for half of each year, deal with being a cosmopolitan person. The school' s faculty and students are conscious about keeping all of the kids' attention from being based on the school.

Proverbs Essay -- Bible Religion

Proverbs: Choice and Discernment, the Two Ways of Living   Ã‚  Ã‚  Ã‚  Ã‚  In studying the book of Proverbs there is a similar theme of choice and discernment, the teachings of decision-making and the repercussions of your actions. These books are made up of extremes and polar opposites. The dualisms are the rich and poor, the righteous and the wicked, and the wise and the foolish. There is advice given and it is up to the judgment of the person to which category they will fall into. There are two ways of living, and based on the person’s discernment and ultimate choice to which one they will get to live.   Ã‚  Ã‚  Ã‚  Ã‚  This paper will focus on Proverbs 10, 12, and 14, Solomon’s Proverbs, to display this theme of choice and discernment. Proverb 10 is an antithetical parallelism, because the second line is opposite of the first. This passage is both observational and didactic. Some of the passages are subtle entities and some are teachings that promote an ideal. â€Å" Wise children make their fathers proud of them; foolish ones bring their mothers grief† (10:1). This first passage is very simple; if you are wise, then you will be good to your parents, the teaching is, do not be foolish. The next passage has great insight, â€Å"wealth you get by dishonesty will do you no good, but honesty can save your life† (10:2). This passage is an ellipsis because it leaves out detail to how exactly honesty can save your life, but it will do you more good than being dishonest. You will be rewarded for choosing to act wisely. â€Å"The Lord will not let good people go hun gry, but he will keep the wicked from getting what they want† (10:3). This passage shows the world as a just world, that God/dess will keep things even keel, even though this is not the case. Things are unfair sometimes, and using observation on personal life experiences, bad things can happen to good people. Although this passage does teach that if you choose to be good, you will be taken care of, and if you choose to be wicked you will not always get what you want. There are two choices here on how to live, good or wicked, and good judgment would be choosing to be good. It encourages again the need for right decision making. These passages lack emotion; they are just a steady flow of advice. They speak of retribution; you will get what’s coming to you. If you choose to be lazy, you will be poor and not achieve any status, if you choose... ... that if you make the right decision, God will help you, he will guide and save you. This maybe the details that are left out of Proverbs, there may not be a need for detail at all. It doesn’t matter what the situation is, don’t be lazy, the out come then will be the help of the Lord. This advice is God/dess’ guidance, it is then up to you which path you will take, what decisions will be made, and which life you choose to live. The Lord can only bring us this far; He/She is unable to help, if we are do not make the right decisions and live righteously.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Works Cited Bricker, Daniel P. The Doctrine of the â€Å"Two Ways† in Proverbs. Doctoral candidate in   Ã‚  Ã‚  Ã‚  Ã‚  Old Testament at Fuller Theological Seminary, Pasadena. 1995. ATLA index. Buttrick, George Arthur. The Interpreter’s Bible, twelve volumes. Abingdon Press,   Ã‚  Ã‚  Ã‚  Ã‚  Nashville, 1984.   Ã‚  Ã‚  Ã‚  Ã‚   Clifford, Richard J., A Commentary by†¦ Proverbs, The Old Testament Library.   Ã‚  Ã‚  Ã‚  Ã‚  Editorial Advisory Board; James L. Mays, Carol A. Newsom, David I.   Ã‚  Ã‚  Ã‚  Ã‚  Petersen. Westminster John Knox Press, Louisville, Kentucky, 1999. Drane, John. Introducing the Old Testament. Harper & Row, Publishers. San Francisco,   Ã‚  Ã‚  Ã‚  Ã‚  1987.