IT Easterline Case Coursework Example | Topics and Well Written Essays - 1250 words

IT Easterline Case - Coursework Example At the strategic level, Bob Cremin narrowed the company’s focus from 10 markets to two, commercial aerospace and defense. Under this strategy Esterline exited from its non-core businesses and re-invested through new acquisitions that would strength its targeted market-product position. This strategy choice was supported by the tactical deployment of an organization-wide lean manufacturing policy. The lean policy specifically enhanced Esterline’s performance through employee empowerment through training programs and diffusion of authority and ownership downwards from the top e.g. employees working at different locations were free to choose the lean manufacturing tool set that worked for them. Secondly, the lean policy charged each business with setting two additional annual goals that were specific to them in addition to the corporations three: profitable growth, return on investment and aggressive lean implementation. Employees at business units that achieved their annu al goal would be rewarded. Finally, the move from batch-and-queue scheduling to simplified flow – a manifestation of lean manufacturing – reduced inventory costs, waste and increased throughput. 2. What is the central question being addressed in this case? Why is it important to Bob Cremin? What issues are raised in this debate? The central question in this case is whether IT systems are relevant in organizations practicing lean manufacturing; and if IT systems are relevant, what is their role in lean manufacturing? Skeptics argue that most of the advantages of ERP systems can be achieved through process simplification and lean production methods, without relying on these complex computer systems. From the case, Bob Cremin comes out as being not enthusiastic about IT. According to Bob, IT systems are complex, over relied upon by people and they mostly interfere with overall process innovation. The CEO’s reasoning is supported by Frank Houston’s Figure C w hich demonstrates the conflicts between lean concepts and enterprise IT. However, in as much as lean techniques enhance customer service and streamline productivity, they still lack the predictive capabilities of ERPs and the capability to produce all these data at a single place of reference. Bob acknowledges that incremental changes are vital for innovation and continued improvement (Nolan, Brown, and Kumar 2) yet he does not wish to offer IT the opportunity to change. He seems to be focused more on the failures of IT systems and forgets its successes such as Cerebellum’s successful results in combination with lean policy with regards to Cell#1 at Esterline’s Korry plant. Finding an answer to this question could also be important to Bob because some of the staff at Esterline saw enterprise systems as being essential to successful performance whereas others believed that these systems interfered with removing waste and simplify the manufacturing process (Nolan, Bro wn, and Kumar 1). This is a dilemma that only he as the CEO can resolve. 3. What is the role of an ERP system in a "traditionally run" manufacturing plant? Does it present conflicts for lean manufacturing? Why or why not? ERP systems are designed to standardize information entry and create central data repositories for

Small And Medium Enterprises And Larger Scale Businesses Commerce Essay

Small And Medium Enterprises And Larger Scale Businesses Commerce Essay For this assignment I have done a lot of researches on the small and medium enterprise and larger scale businesses and sole trader. The first question on this assignment is distinguish between small and medium enterprise and large scale businesses .Small and medium enterprise and larger scale businesses are precise and varies by their own factors. The U.S government defines the sizes of businesses, such as the number of employees and number of revenues. Furthermore, these enterprises are sized by employee size, features of small scale industries and characteristics are successful small scale and medium scale business. The next question is interview a sole trader, identify the difficulties that he/she is facing and give suggestion on how to overcome the difficulties. A sole-trader or sole-proprietorship is a business that is owned (and usually operated) by one person. It is the smallest form of business ownership and the easiest to start. For this question I learnt more about a sole-trader. A sole trader a simplest form of business structure. It is also easy and inexpensive to maintain. SMALL AND MEDIUM ENTERPRISES ARE PLAYING A SIGNIFICANT ROLE IN OUR ECONOMY. DISTINGUISH BETWEEN SMALL AND MEDIUM ENTERPRISE AND LARGER SCALE BUSINESSES 2.0 Small and Medium Enterprises and Larger scale Businesses 2.1 Definition of Small and Medium Enterprises The Small Business Administration (SBA) of US defines a small business as one which is independently owned and operated for profit and is not dominant in its field (Hughes, 2011). However in Malaysia, there is no common definition of small and medium enterprises (SMEs). Different agencies define SMEs based on their own criteria, usually benchmarking against annual sales turnover, and number of full-time employees or shareholders funds. In addition, present definitions focus mainly on SMEs in the manufacturing sector. The following definitions are issued by National SME Development Council of Malaysia: Primary Agriculture A small and medium enterprise in primary agriculture is an enterprise with full-time employees not exceeding 50 or annual sales turnover not exceeding RM5.0M. Manufacturing (including agro-based) A small and medium enterprise in manufacturing (including agro-based) is an enterprise with full employees not exceeding 150 or with annual sales turnover not exceeding RM25million. Services (including ICT) A small and medium enterprise in services is an enterprise with full-time employees of between 5 and 19 or with annual sales turnover of between RM200,000 and less than RM1.0million. The above definitions are then divided into smaller entities, micro, small and medium. The following table summarizes the approved SME definitions based on number of full-time employees: SECTOR / SIZE PRIMARY AGRICULTURE MANUFACTURING (including agro-based) SERVICES SECTOR (including ICT) MICRO Less than 5 employees Less than 5 employees Less than 5 employees SMALL 5 19 employees 5 50 employees 5 19 employees MEDIUM 20 50 employees 51 150 employees 20 50 employees Source: National SME Development Council of Malaysia The table below summarises the approved SME definitions based on annual sales turnover: SECTOR / SIZE PRIMARY AGRICULTURE MANUFACTURING (including agro-based) SERVICES SECTOR (including ICT) MICRO Less than RM200,000 Less than RM250,000 Less than RM200,000 SMALL RM200,000 RM1.0million RM250,000 RM10.0million RM1.0million RM5.0million MEDIUM RM1.0million RM5.0million RM10.0million RM25million RM1.0million RM5.0million Source: National SME Development Council of Malaysia Bank Negara Malaysia had conducted a number of case studies on successful SMEs in Malaysia to identify the key success factors of these SMEs. SMEs involved in the case study had been in operation for more than 10 years, and had been selected based on their financial performance and track record. The case studies demonstrated that although SMEs were from different industries, all the enterprises shared common critical success factors, namely: Sound management capability and integrity; sound business culture and entrepreneurial spirit; Prudent financial management; High quality products and services; Good programme for human resource development; Strong support from financial institutions in terms of lending and advisory services; and Strong marketing strategies, including good network with suppliers 2.2 Definition of Large scale Businesses Large scale can always be defined as a measurement (Hughes, 2011). Scale means a form of measurement and when it is referred to as large it means that you have a more than average amount on the measurement scale. Thus any industry that is large scale will mean that products are produced at a high volume. This in turn provides a higher capital. Large scale industry requires a huge amount of capital to be invested in the industry first. It will provide many jobs for employees in order to offer a high output. This type of industry is found in places such as the USA, Germany, Japan, Russia, and Australia. All of these countries are big money makers and have large operations producing a variety of products. This is different from a small scale industry that does not require as much capital or as many workers. Given these definitions, a large scale industry can be just about anything from construction to the auto trade. Wal-Mart for example is a company in a large scale industry as they offer plenty of jobs and products to the consumers of the world. Size will matter when it comes to industry. Small companies employ about 60% of the work force in the USA due to the 30 million existing companies. Unfortunately, these companies have a lower survival rate meaning that they usually run for five to ten years and then end. 2.3 Differences between a small and medium enterprise and large entities There are many differences between a small and medium enterprise and large entities, namely: speed of decision-making, attitude towards risk, allocation of resources, understanding of business models and management of business models, and differing definitions of innovation. Decision-Making Process Large enterprises, in view of the different bureaucratic levels, will often require longer time to make decisions. This can be very frustrating especially when a decision needs to made immediately. Delay in decision-making may hinder the progress of the company. In this way, SMEs are better-off as more often than not, decisions can be made at the point of urgency. This helps the SMEs top grow more rapidly compared to a large-scaled enterprise. Attitude Towards Risk Large-scale enterprises can afford to take a bigger risk in running the operations of their businesses. This is mainly due to the fact that their capital is larger and there is buffer to absorb any uncertainties. Large size firm, such as Sime Darby and Petronas can afford to invest in foreign countries and earn much more profits compared to other SMEs. However, SMEs need to be wary of the negative consequences should their investments does not bring back the desired returns which may affect their operations in totality. Allocation of Resources In small businesses, every ringgit counts. Resources can be scarce and are allotted based almost solely on whether they will boost the bottom line. This bottom line focus may not be so distinct in a larger corporation. With more abundant resources at least in comparison to smaller companies people in large enterprises may be relatively free spenders. Understanding of Business Models A large enterprise understands the business models in a wider perspective as compared to SMEs. Large enterprises have the resources to conduct in-house trainings or sent their employees (especially management executives) to overseas countries to attend training programme. Such programmes would provide a bigger horizon to its employees who are then able to strategies their activities towards achieving the companys goals and missions. This normally lacks in SMEs. Innovation Competition in the business environment is getting more violent with more and more business entering the market due to a more relax rules and regulations in setting up business entities. In order for a company to remain competitive and relevant in the industry, huge investments need to be made on the product or services. Consumers have the choice of choosing the goods in the market. Large enterprises have the capacity to investment in such innovations compared to SMEs. For example, recently Malaysian Airlines Systems (MAS) purchased new planes (A380 series) to remain relevant in the airline industries. SMEs will have limitation due its limited financial resources. 2.4 Conclusions Even though SMEs and large-scale enterprises have differing characteristics, both plays a pivotal role in Malaysias gross domestics products (GDP). Both institutions provides employment opportunity, contribution in the form of taxes, corporate social responsibility activities and many more. No business had emerged in large entity automatically. Every business needs to start up from a small and medium entity before moving to a larger enterprise. BIBLIOGRAPHY Danks, S. Business Studies (1st edition), 2009, DP Publications, London, UK Hughes, Pride Kapoor, Business Foundation (3rd edition), 2011, South-Western Cengace Learning, Australia Mubarak Ishak, Structure of Business (2nd edition), 2008, S.S.Mubarak Bros (Pte) Ltd, Singapore Susan H, Business Studies (3rd Edition), 2008), Longman Publication, Australia www.bnm.gov.my/sme assessed on 19/7/2012 www.sme.gov.my assessed on 19/7/2012 APPENDIX 1 Members of the National SME Development Council of Malaysia I. The Prime Minister (Chairman) II. Minister of International Trade and Industry III. Minister of Domestic Trade and Consumer Affairs IV. Minister of Entrepreneur and Cooperative Development V. Minister of Agriculture and Agro-Based Industries VI. Minister of Human Resource VII. Minister of Finance II VIII. Minister of Energy, Water and Communications IX. Minister of Plantation Industries and Commodities X. Minister of Science, Technology and Innovations XI. Minister of Tourism XII. Minister of Rural and Regional Development XIII. Minister of Education XIV. Minister of Higher Education XV. Minister of Housing and Local Government XVI. Minister in The Prime Ministers Department XVII. Governor of Bank Negara Malaysia APPENDIX 2 CLASSIFICATION OF ECONOMIC ACTIVITIES ACROSS SECTORS I. Primary Agriculture: à ¢Ã‹â€ Ã¢â‚¬â„¢ Agriculture, Hunting and Related Service Activities à ¢Ã‹â€ Ã¢â‚¬â„¢ Forestry, Logging and Related Service Activities à ¢Ã‹â€ Ã¢â‚¬â„¢ Fishing, Operation of Fish Hatcheries and Fish Farms; Service Activities Incidental to Fishing ii. Manufacturing (including Agro-Based): à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of food products and beverages à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of tobacco products à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of textiles à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of wearing apparel; Dressing and dyeing of fur à ¢Ã‹â€ Ã¢â‚¬â„¢ Tanning and dressing of leather; Manufacture of luggage, handbags, saddlery, harness and footwear à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of wood and products of wood and cork, except furniture; Manufacture of articles of straw and plaiting materials à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of paper and paper products à ¢Ã‹â€ Ã¢â‚¬â„¢ Publishing, printing and reproduction of recorded media à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of coke, refined petroleum products and nuclear fuel à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of chemicals and chemical products à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of rubber and plastic products à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of other non-metallic mineral products à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of basic metals à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of fabricated metal products, except machinery and equipment à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of machinery and equipment n.e.c. à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of office, accounting and computing machinery à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of electrical machinery and apparatus n.e.c. à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of radio, television and communication equipment and apparatus à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of medical, precision and optical instruments, watches and clocks à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of motor vehicles, trailers and semi-trailers à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of other transport equipment à ¢Ã‹â€ Ã¢â‚¬â„¢ Manufacture of furniture; Manufacturing n.e.c. à ¢Ã‹â€ Ã¢â‚¬â„¢ Recycling iii. Manufacturing Related Services (based on 5-digit MSIC 2000 codes): à ¢Ã‹â€ Ã¢â‚¬â„¢ 73101 Research experimental development services on physical sciences à ¢Ã‹â€ Ã¢â‚¬â„¢ 73102 Research experimental development services on chemistry and biology à ¢Ã‹â€ Ã¢â‚¬â„¢ 73103 Research experimental development services on engineering and technology à ¢Ã‹â€ Ã¢â‚¬â„¢ 73104 Research experimental development services on agricultural sciences à ¢Ã‹â€ Ã¢â‚¬â„¢ 73105 Research experimental development services on medical sciences and pharmacy à ¢Ã‹â€ Ã¢â‚¬â„¢ 73109 Research experimental development services on other natural sciences à ¢Ã‹â€ Ã¢â‚¬â„¢ 60212 Factory bus services à ¢Ã‹â€ Ã¢â‚¬â„¢ 60230 Freight transport by road à ¢Ã‹â€ Ã¢â‚¬â„¢ 60300 Transport via pipelines à ¢Ã‹â€ Ã¢â‚¬â„¢ 61102 Freight transportation by sea-going coastal water vessels à ¢Ã‹â€ Ã¢â‚¬â„¢ 61202 Inland water freight transport services à ¢Ã‹â€ Ã¢â‚¬â„¢ 62109 Other scheduled air transport (e.g. helicopter services) n.e.c. à ¢Ã‹â€ Ã¢â‚¬â„¢ 62209 Other non-scheduled air transport n.e.c. à ¢Ã‹â€ Ã¢â‚¬â„¢ 63011 Stevedoring services à ¢Ã‹â€ Ã¢â‚¬â„¢ 63020 Storage and warehousing services à ¢Ã‹â€ Ã¢â‚¬â„¢ 63091 Activities of freight forwarding / forwarding agencies à ¢Ã‹â€ Ã¢â‚¬â„¢ 63099 Activities of other transport agencies n.e.c. à ¢Ã‹â€ Ã¢â‚¬â„¢ 74950 Packaging services on a fee or contract basis à ¢Ã‹â€ Ã¢â‚¬â„¢ 74300 Advertising à ¢Ã‹â€ Ã¢â‚¬â„¢ 74130 Market research and public opinion polling à ¢Ã‹â€ Ã¢â‚¬â„¢ 74142 General management consultancy services à ¢Ã‹â€ Ã¢â‚¬â„¢ 74143 Public relations consultancy services à ¢Ã‹â€ Ã¢â‚¬â„¢ 74149 Other business consultancy and management consultancy services n.e.c. à ¢Ã‹â€ Ã¢â‚¬â„¢ 92201 Printed news supply services à ¢Ã‹â€ Ã¢â‚¬â„¢ 92209 Other news agency services à ¢Ã‹â€ Ã¢â‚¬â„¢ 22190 Other publishing à ¢Ã‹â€ Ã¢â‚¬â„¢ 71230 Rental of office machinery and equipment (including computers) à ¢Ã‹â€ Ã¢â‚¬â„¢ 71302 Rental of furniture à ¢Ã‹â€ Ã¢â‚¬â„¢ 90003 Industrial waste collection and disposal services à ¢Ã‹â€ Ã¢â‚¬â„¢ 37101 Recycling of tin à ¢Ã‹â€ Ã¢â‚¬â„¢ 37109 Recycling of other metal waste and scrap à ¢Ã‹â€ Ã¢â‚¬â„¢ 37201 Recycling of textile fiber à ¢Ã‹â€ Ã¢â‚¬â„¢ 37202 Recycling of rubber à ¢Ã‹â€ Ã¢â‚¬â„¢ 37209 Recycling of non-metal waste and scrap à ¢Ã‹â€ Ã¢â‚¬â„¢ 74212 Engineering consultancy services à ¢Ã‹â€ Ã¢â‚¬â„¢ 27310 Casting of iron steel à ¢Ã‹â€ Ã¢â‚¬â„¢ 27320 Casting of non-ferrous metal à ¢Ã‹â€ Ã¢â‚¬â„¢ 28910 Forging, pressing, stamping and roll-forming metal; powder metallurgy à ¢Ã‹â€ Ã¢â‚¬â„¢ 28920 Treatment and coating of metals, general mechanical engineering on a fee or contract basis à ¢Ã‹â€ Ã¢â‚¬â„¢ 28999 Manufacture of other fabricated metal products n.e.c. à ¢Ã‹â€ Ã¢â‚¬â„¢ 29220 Manufacture of machine tools à ¢Ã‹â€ Ã¢â‚¬â„¢ 74220 Technical testing and analysis iv. Services: à ¢Ã‹â€ Ã¢â‚¬â„¢ Electricity, Gas and Water Supply à ¢Ã‹â€ Ã¢â‚¬â„¢ Wholesale and Retail Trade; Repair of Motor Vehicles, Motorcycles and Personal and Household Goods à ¢Ã‹â€ Ã¢â‚¬â„¢ Hotels and Restaurants à ¢Ã‹â€ Ã¢â‚¬â„¢ Transport, Storage and Communications à ¢Ã‹â€ Ã¢â‚¬â„¢ Financial Intermediation à ¢Ã‹â€ Ã¢â‚¬â„¢ Real Estate, Renting and Business Activities à ¢Ã‹â€ Ã¢â‚¬â„¢ Education à ¢Ã‹â€ Ã¢â‚¬â„¢ Health and Social Work à ¢Ã‹â€ Ã¢â‚¬â„¢ Other Community, Social and Personal Service Activities v. Mining and Quarrying: à ¢Ã‹â€ Ã¢â‚¬â„¢ Mining of Coal and Lignite; Extraction of Peat à ¢Ã‹â€ Ã¢â‚¬â„¢ Extraction of Crude Oil and Natural Gas; Service Activities Incidental to Crude Oil and Natural Gas Extraction Excluding Surveying à ¢Ã‹â€ Ã¢â‚¬â„¢ Mining of Uranium and Thorium Ores à ¢Ã‹â€ Ã¢â‚¬â„¢ Mining of Metal Ores à ¢Ã‹â€ Ã¢â‚¬â„¢ Other Mining Quarrying vi. Construction: à ¢Ã‹â€ Ã¢â‚¬â„¢ Construction Interview a sole trader, identify the difficulties that he/she is facing and give suggestion on how to overcome the difficulties. 3.0 Sole-Trader A sole-trader or sole-proprietorship is a business that is owned (and usually operated) by one person (Hughes, 2011). It is the smallest form of business ownership and the easiest to start. Looking back at the history of business, some of the giant players in todays market, for example Walmart and Procter Gamble, started their operations as a small entity, i.e. sole-traders. This type of business organization is most commonly established in the construction, retailing, hairdressing, car-servicing and catering trades (Stimpson, 2008). 3.1 About a Sole Trader In order to fulfill the requirements of this assignment, I had interviewed Mr Raman, the proprietor of Raman Supermarket in Cheras, Kuala Lumpur. Mr Raman, 48, had started to venture into business in 2000. Initially, he was operating a sundry shop in front of his house at Jalan Loke Yew. However, as business grew, he decided to rent the current shoplot and expanded his business into a supermarket. He sells variety of groceries, which includes fish, vegetables, and other daily consumption goods.He is being assisted by his wife and two Indonesian workers to run the daily chores. His business operation is from 6.30 am to 11.00 pm. 3.2 Problems faced By a Sole-Trader The disadvantages of a sole-trader stem from the fact that these businesses are owned and often managed by one person (Hughes, 2011). Mr Raman had faced similar problems in running his business. Limited capital is the main issue faced by Mr Raman. Banks, suppliers, and other lenders are not willing to finance their business, mainly due to its business entity and low confidence on their repayment capabilities. Working capital is important for daily business operations. Non-granting of credit facilities by suppliers hampers the idea of Mr Raman in running his business in a larger scale. Tight cash flow leads to lower stocks and order-taking. Company is not able to earn a good discount rate from the suppliers. Continuity of the supermarket business or succession plan is another problem faced by Mr Raman. His three children are not interested in continuing his supermarket business. He is worried that the business will cease to exist should he give-up his business when he is old enough to retire. Unlimited liability is perhaps the biggest problems faced by Mr Raman. Due to the nature of the liability, Mr Raman faces the consequences of losing even his private properties should he fails in rejuvenating the business entity. This may lead to him being declared a bankrupt should his properties are insufficient to settle the debts. He can be sued either by the bankers or his suppliers. This is one of the worst disadvantages faced by sole-traders ,such as Mr Raman. Mr Raman also faces difficulties in getting workers for his daily operations. Locals are not willing to accept a low salary as compared to foreigners. However, foreigners have other social and cultural problems. Due to staff shortage, customer service is being compromised. Once he had a bad experience when one of his foreign workers ran off with RM800-00, being the days business proceeds. Currently, he is being assisted by his wife on a part-time basis. This makes it difficult for him to take leave or go for a long vacation as this will jeopardise his business proceeds and may also lead to losing his loyal customers. Mr Raman confessed that the last time his family went for a vacation was five years ago. Competition from bigger retailers is another major problem being faced by Mr Raman. The superstores are able to sell at a lower price due to their bulk purchase and higher discounts offered by the suppliers. Usage of credit / debit cards, which is not viable in Mr Ramans case, is another factor that leads the consumers to larger superstores, for example Jusco, MidValley and Giant, to name a few. Mr Raman is not able to offer similar service due to its limited and tight cash flow. 3.3 Suggestions on how to overcome the difficulties In order to solve Mr Ramans problems, I would therefore propose to him to convert his sole-tradership into a partnership. The US Uniform Partnership Act defines a partnership as a voluntary association of two or more persons to act as co-owners of the business for profit (Hughes, 2011). Regardless of the number of people involved, a partnership often represents a pooling of special managerial skills and talents. In order to mitigate the disadvantage of limited capital, Mr Raman can request his family members or friends to become his partner. This additional capital will assists Mr Raman to scale up his business activities for a better profit. Banks and suppliers will be willing to provide additional financing as they will be more comfortable and confident of Mr Ramans repayment capability. Each partner is responsible for the well-being of the business entity. The pride of managing the supermarket and solving the daily operational problems will enhance the partners motivation to work harder to reap more business proceeds. Customers can be better served and eventually through word of mouth on the excellent services rendered at Ramans Supermarket will help to boost his business. Currently, Mr Raman is the only one actively running the daily operations of his supermarket. Partners often have complementary skills Mr Raman could manipulate of his partners specialization to further enhance its services. Furthermore, should there be any problems or issues, the partners can discuss and arrive at a better decision synergy effect. The sharing of profits would also motivate the partners to work harder. Higher business turnover leads to higher profit-sharing among the partners. However, Mr Raman should document the methods of profit-sharing at the initial stage of the partnership deeds or agreements. At the same time, the liabilities are also shared by each of the partners and not by the sole-trader alone. Losses are borne by each of the partners based on their shares. The legal requirements of setting up a partnership are minimal as compared to corporate entities. As long as the business is registered legally, it is good to go. However, Mr Raman should create his own Partnership Deeds in order to avoid any problems in the future.

The Media and Eating Disorders Essay -- Argumentative Persuasive Topic

The Media and Eating Disorders It is funny how so many girls and women today are led to believe that the only way to feel attractive and be beautiful is to have their bodies consist of nothing but skin and bones. Women are dieting more today then they have ever been before. They are striving for an unattainable body figure that is portrayed by the media as being the ideal standard for today's women. It gets worse. Not only are women dieting unlike ever before, but they will ruthlessly harm their bodies in order to achieve these inaccessible standards. This ruthless harm that haunts so many women today just so happens to be what we call eating disorders. Anorexia and bulimia are the primary diseases that go in the category of eating disorders. Who is to blame for this daunting occurrence? In most cases, the media is either some or all to blame for the eating disorder and standards placed for women. Commercials, billboards, women's magazine ads, etc. are all forms of the media that portray negative images of women. When the women in today's society sees what is being advertised (which happens hundreds, if not thousands of times a day) it is not so shocking that many of them strive for these impossible body images. It is when the want and desire becomes so strong that these women drive themselves to starvation and other forms of eating disorders. In order to realize the effect that advertising is having on girls and women in society today, it is important for people to know the facts and statistics that are current about eating disorders. Eight million girls and women are affected with eating disorders (Wilson and Blackhurst 111). Among college-aged women, bulimia affects nearly one in every five (Wilson and Blackhurst 1... ...than the media. It is important, though, to recognize the kind of effect media and advertising has on women. It is important to realize that because of what is portrayed in Western society, many women will go to great lengths (sometimes deadly lengths) just to meet these portrayals. If society wants to change what women are doing to themselves every day, than it is up to the media to start showing women today that it is okay to be who you are, big or small. Works Cited Key, Sandra W.; Lindgren, Maryclaire. "Skinny Models in Ads Cause Immediate Anger, Depression in Women." Women's Health Weekly (5/11/99) 11. Wilson, Nona L.; Blackhurst, Anne E. "Food Advertising and Eating Disorders: Marketing Body Dissatisfaction, the Drive for Thinness, and Dieting in Women's Magazines." Journal of Humanistic Counseling, Education & Development 38 (99) 111-122.

Transformational leader vs. transactional leader

In order to accept or reject the statement â€Å"Do you see your choice as transformational leader vs. transactional leader in line with the above statements by William and Susan Bridges?†, one has to study in details. Transformational leaders encourage others to perform better than they originally planned and frequently even better than they considered potential. Such leaders set more demanding expectations and classically attain higher performances. According to Bridges (2000) transformational leadership is an opening out of transactional leadership while transactional leadership highlights the transaction or exchange that takes place among leaders, colleagues, and followers. This exchange is founded on the leader conversing with others what is essential and identifying the conditions and rewards these others will obtain if they accomplish the necessities. Proper transformational leaders lift the level of moral development of those whom they lead. They convert their followers into leaders. They expand and enlarge the wellbeing of those whom they lead. They encourage their associates, colleagues, followers, customers, and even their bosses to go further than their personal self-interests for the good of the group, organization, or society. Transformational leaders concentrate on each follower's intellect of self-worth in order to engage the follower in true dedication and contribution in the endeavor at hand. This is one of the things that transformational leadership inserts to the transactional exchange. Transformational leadership is more effectual than transactional leadership in producing the additional attempt, pledge, and contentment of those led. Transformational leaders perform better with colleagues and followers than set up effortless exchanges. They act in manners to attain higher outcomes by employing one or more of the four components of transformational leadership. First, leadership is viewed through rose-tinted glasses when followers search to recognize with their leaders and imitate them. Second, the leadership motivates the followers with confront and influence that present connotation and understanding. Third, the leadership is rationally inspiring, expanding the followers’ use of their capabilities. Lastly, the leadership is independently caring, providing the followers with facilitation, mentoring, and coaching. Transactional leadership takes place when the leader rewards a follower based on the competence of the follower's recital. Transactional leadership depends on dependent underpinning, either optimistic reliant reward or the more unenthusiastic active or passive shapes of management-by-exception. (Bridges, 2000) It is concluded that transformational leadership supports to transactional leadership in its effects on follower contentment and recital. Transformational leadership does not substitute transactional leadership. That is, productive and in particular remedial connections may have only minor impact on followers unless accompanied by one or more components of transformational leadership for getting the most out of transactions. Hence the statement is accepted. References Bridges, William, and Susan Mitchell Bridges â€Å"Leading Transition: A New Model for C

The Soviet Union and the United States

After WWII The Soviet Union and the United States had many different political ideologies particularly communism and capitalism. Capitalism is a belief that private property should be replaced by community ownership. Communism is opposed private ownership economies of the United States and its allies. Based on Document A, a document was first telegraphed to American officials in Washington on February 22, 1946 and it happened after WWII. In Document A the United States made the idea of containment.Containment is the idea of the Soviet Union and Soviet communism should not be allowed to spread. One idea of containment was the Berlin Airlift and the Berlin Blockade. The Berlin airlift went from June 27th 1948 to May 12th, 1949(Document B). Between these two dates Stalin and The Soviet Union decided to stop any shipments including food coming into West Berlin. What happened to West Berlin was that they were completely surrounded by communism and may have to surrender if it not been for the US and it allies.Then a year after on May 12th,1949 Stalin stopped the blockade ( Document B). This is a good demonstration of containment because it shows that Stalin failed with the blockade because he caused the West Berliners to quit and give up all they and had and turn to Communism. Another idea of containment was the United States answers to the Korean War. The war started on June 25th 1950 and ended on July 27th 1953( Doc C). What happened was the on June 25th, 1950 North Korea first invades South Korea ( Document C).North Korea was supported by Harry Truman and the Soviets and attacked South Korea which was supported by General Douglas MacArthur and help of the United Nations The war had caused 50,000 American death and 2 million of others. China decided to help North Korea because they lacked the logistical support to supply any further pressure to the south ( Document C). The Korean War shows Containment by keeping North Korea contained and communism did not work to s pread. The last demonstration of containment was the Cuban Missile Crisis.On January 1959 the country Cuba becomes communist under a guy named Fidel Castro. Three years after that on May 1962 the soviets secretly begin the shipping of 40,000 troops, 60 missiles and 158 nuclear warheads to Cuba. ( Document D). In response to this the Unites States announced a separation against ships carrying offensive weapons to Cuba. Then in April 1963 in a quiet agreement with the soviets United States removes the missiles from Turkey. This shows containment by the Cubans failing to use the soviets missiles against the US.