Philosophical Concept Of Friendship

Philosophical Concept Of Friendship I would like to discuss in this paper the concept of friendship and its significance in our life. The concept of friendship has old roots and Aristotle defined it many centuries ago. I think we should think about this notion through the historical perspective and also connect it with our todays reality. I would like to present in this several definitions of friendship and they will reflect different eras of humankind existence. According to modern definition of a friend we can say that it is defined as one joined to another in intimacy and mutual benevolence independently of sexual or family love. (Yager, 2002) But according to Aristotle this term is much deeper and is used in broader frames. According to Hardie Aristotle regards less intimate bonds as friendships as well as the intimate relationship in the modern definition. Relationships between husband and wife, father and son, neighbors, business partners, team members, members of a political party, teacher and student, etc. would all be viewed as friendships in Aristotles eyes. (Hardie, 1968) Using previous definitions as example and basing on the we could determine that first of all, the word friendship has not one, but several different meanings. And it is normal not only in our time, because it was normal also many years ago. If to be exact in our calculations, something about two thousand years ago it was found by Aristotle, who actually tried to define the different types of friendship and to select among them true friendship. He distinguishes mainly friendship based on the interest and friendship of the noble, which alone deserves the right to be present. Therefore, even in ancient Greece, the relations linking the two businesspersons were seen not as a friendship, but as interest in the success of the common cause. If to be strict in our judgments and taking into account Aristotles thoughts we should mention that, the friendship between politicians will be also often seen as a way to succeed in politics. (Kraut, 1989) Thus, if we briefly list the most common meanin g of that word, we see that in most cases the word friendship has little in common with our notion of a real friend. We know that there are three main features of friendship and among them are recognition of being in this relationship; mutuality of the relationship; wanting the best for another person. But there are several types of friendship that should not be mixed with each other. Each type show one side of peoples relationships and sometimes it is easily to confuse it with friendship. Friendship is valued it in different religions in its own way and we should look at them attentively. For example we see that this notion really variously interprets in Judaism, Christianity, or Islam, but its has the same essence in general understanding. For example, in Christianity, friendship is secondary to the universal love of agape; in Judaism, friendship is secondary to the love of family, but in Islamic teaching friendship is a force that promotes the identification that does not value things, and horizons of its existence in the world. I mean that friendship is a high level of personal morality and to be a friend is honorable status in Islam. According to Islamic teaching people should know that people around them are divided into three categories: for strangers, the familiar and friends. I would like to present the next information in the form of advice taking from Islam, because this from of presentation will allow to plunge into the question of friendship with more details. First of all, at a meeting with strangers do not interfere in their conversation; do not listen to empty talk, especially if there used bad words. Try a smaller meet with them, and when they meet you try to advice them in a friendly manner to pay their attention to their bad deeds. According to people familiar to you beware as you can. Do not look at them with arrogance, because among them may be those who are best for you. Do not look at them with servility because of their wealth, because it would adversely affect you most. Do not use your faith for the sake of getting from them any benefit. In this case, they will not respect you. If they are hostile to you, then do not answer them the same way. Do not deceive yourself, if you exalt. Do not be surprised if people are on the side to talk to you about something bad. If you ask these people to help and they will help you, then do not forget to thank them for that and thank Allah the Almighty. In the event that your request does not c omply, do not be offended. Accept excuses and do not be a deceiver himself. You should keep track of the faults of others. If you find some familiars generosity, respect and love, thank God, Who created them that love you. According to Lewis, if you meet some damage on their part, try to stop them, because most people who are sowing injury, will try to settle with you even for small condemnation of their actions. (Lewis, 1974) Many of them are well-disposed mind, and soul like wolves. Do not rely on the friendship of those who have not experienced, as it should. Moreover, let your opinion of people will be good. As for your friends, then they should have five qualities: intelligence, high morals, piety, honesty, indifference to the pleasures of this life. No friends with those who have low morals. These cannot restrain himself nor anger, nor in their pleasures. Thinking about my own life experience, I would like to explain what I understand under the world friendship, taking into account my own life and all situations that occurred with me. Intuitively, the word friendship gives me an idea of profound, honest, pursuing a trust and candour. Empirical studies also show that the vast majority of people understand a friendship exactly in this way. In my opinion based on my research of the notion friendship, I could say that a friend is a person who is a pleasure to do good to another, and who believes that the other feels for him the same feelings. I believe that Friendship is necessary to everyone, even to those who denied it. In my opinion little child, and old man, rich and busy person all of them need friends, and amount of such people is possibly to enumerate for a long time. Friendship based on common interests, mutual support, understanding and, most importantly, on trust. When people have no necessity to talk about something, they just do not make sense to communicate. A friend is a very important person in our lives. Sometimes I feel that it is necessary for hours someone to talk to, share problems and secrets, disbosom to the best friend. It is rather hard to be alone and have no friends in such moments, because most cherished to share only with a really close and trusted man. Just Friends or familiar as the called in Islamic teaching is impossible to tell very intimate things and ask for advice. In my mysteries and depth of my thoughts, I dedicate only one person my best friend, person whom I trust and whom I love. This person differs from others that we have many difficult situations together and exactly is person was near me and help when it was necessary not only with kind word but also with deed. Thus, based on observed information we could come to the conclusion that a friend, we cannot win in the lottery or just found on the street. Friendship is a very complicated relationship. They do not appear immediately, out of nothing. Any relationship, including friendship, we need to build, and build for a long time. Spread each brick, each stair. This is a hard work to build friendship, find it and then save, not lose. I think that art of friendship is not given to everybody. This is a very fine science. Conceited, vain, and mercantile people cannot be true friends. They love only themselves and in friendship are trying to pull the maximum benefit for themselves. I wan to add in the end of my paper that friendship is very important to me and I have two best friends, I appreciate and respect these two people. They are the most precious thing in my life and I do not want to lose them in any case.

Hilton and Holiday Inn Human Resource strategy and Operational planning

Hilton and Holiday Inn Human Resource strategy and Operational planning Introduction The essay will explore the theoretical and practical sides of the relationship between the Human Resource strategy and the Operational planning and development in the retail and hospitality industry, in order to determine a deep overall view of the subject. The text will draw upon many cases, research, and literature to demonstrate the background that is necessary for an independent evaluation of this topic. The paper will take Hilton and Holiday Inn as an example of todays average but highly successful corporation and investigate the companys past and current human resource strategies and the reasons behind their strategic decisions. Through the essay; human capital management, business performance, model of comparative SHRM, strategy evaluation, HR links between missions, as well as goals of the organizations and further related topics; will be discussed. The essay is divided by nine major topics. Certain topics will be examined in greater detail for more accurate understanding, ho wever as SHRM indicates every topic will also deeply link together and therefore specific parts on certain subjects will be discussed in other topics. Hard definition SHRM can be defined as the connection between HR, strategic objectives and goals in order to increase productivity or efficiency and create business culture that promotes flexibility, innovation, and competitive advantage. In a corporation, Strategic Human Resource Management means accepting and involving the Human Resource roles as a strategic partner in the formulation and implementation of the organisations strategies through Human Resource functions such as staffing, selecting, training and rewarding employees. (Mello, 2010) Recruitment linked with operational strategy The first area of focus is on the process of accurate staffing, management, and organisation of a business through human resource functions. Businesses are able to create a highly effective strategic framework as it will be uniquely personalised for their exact situation. This is by recognising the portfolio of the corporation at the operational, managerial and strategic level, rather than arranging the human resource department to reflect the strategic, managerial and operational requirements of the organisation (Hamel and Prahalad, 1996: 242). The most important structural variations of the corporation also stand on the corporations recruiting procedure. Position posting, succession forecasting and management development offer the HR department a chance to bring a measure of integration to the recruiting procedure and to have power over the internal movement of the corporations human resources. It is especially significant that staffing for all levels of positions, as well as the d omestic movement of employees, be coordinated with the strategic concerns of the business (Baron Kreps, 1999). The portfolio of the business will make a significant input to the progress of a businesses recruiting strategy; it is one of the driving forces in the staffing, promotion plans program development and selection. Management between the businesses recruiting and its strategic plans can improve the businesses ability to get used to environmental conditions. However businesses are likely to recruit people who have similar characteristics to the managers who are presently working within it. Little conscious attention is paid to identifying the characteristics most congruent with different organizational configurations. (Galbraith and Nathanson,1978). Employee skill and behaviour training Many businesses, including local shops in Edinburgh owned by the Asian community, have faced the challenge of developing greater confidence, solution finding, initiative, and trouble solving capabilities among their employees. This has become a serious problem (Megginson Banfield Matthews, 1999) as those convenient stores are the backbone of the economy (Dr. Welsh, 2000). Businesses need employees at every level to be more resourceful, independent, creative and self sufficient. These characteristics allow employees to function at a superior strategic level, making businesses more competitive and productive. Therefore, they require training development which includes all activities intended and executed to support staff members knowledge, abilities (or competencies) and skills. For organizations, training and development especially relates to those activities that make sure that every staff member is capable enough to build a work environment that is both inclusive and diverse. In addition to supporting abilities, skills and knowledge; several training and development plans associated with diversity efforts to influence the attitudes, maturity, courage or values of their members, are also necessary for the development of strategic and managerial capabilities. It should be noted that training and development plans that try to make major adjustments with regard to attitudes need a large amount of time and investment if they are to be successful. However each individual training undergone is a kind of long term investment, therefore determining the return on investments when conducting training and development activities, are very important. There are several kinds of training options. Mentoring, Coaching and Counselling are the most well known ones. Although many of the methods are similar within these training options as they are normally delivered by individuals, there are numerous unique characteristics of each method that make them exclusive in their own wa y other than the fact that the individual has different qualifications, different relationships with their client and is usually working within different time frames (Megginson, Banfield Matthews, 1999) Employee Empowerment As it has been mentioned earlier, companies try to train their staff to be more self-sufficient so that less supervision would be required; or in other words, empower them. Employee empowerment is an expression used to express the ways in which employees without managerial positions can make independent decisions with no need of confirmation from a boss or manager. These independent decisions can be small or large depending on the level of power with which the organisation wants to invest in the member of staff. Personnel empowerment can start with training, as stated above, and by converting a whole business into an empowerment model. On the other hand it may simply mean giving staff members the ability to make a few decisions on their own. When people feel they have options and are allowed to make direct decisions, this does frequently show the way to a better feeling of self worth. In a representation where power is directly attached to a sense of self, the feeling of having some power is a priceless thing (Losey Ulrich Meisinger, 2005). A staff member who does not feel continuously evaluated by managers and watched is more likely to consider their workplace as a positive, happy environment, rather than a negative one. Employee Commitment The behavioural research, carried out by a group at Massachusetts General Hospital and Harvard University, recognizes the aspects that most possible to affect 21st century staff well being, productivity and commitment. (PhD. Kreisman, 2002). They established that loyalty is mainly influenced by ones sense of purpose, general trust in the business and feeling of individual impact. Productivity is mostly affected by the quality of human relations including social group moods, cooperative and interaction. The results of the investigation guided them to conclude that working environments that offer positive atmosphere that encourage quality personal relationships and interpersonal trust generates the most loyal and productive staff members. So a staff member who does not feel continuously watched by managers is more likely to judge their workplace as a positive environment, as it has been said before, therefore he or she will feel more committed to the organisation. This would increase t heir productivity, as peoples efforts generate greater results. In conclusion, this would cut cost for the organisation. (Losey Ulrich Meisinger, 2005) Mutual flexibility Last year a much respected five star Hilton hotel recruited front line staff for part time positions. From week one Hiltons management required them to work 65 hours even when indeed they had a contract for 25 hours per week. They were unable to do anything about this unfortunate situation as it was clear that if they could not fit their schedules they were free to leave. By the end of the 3rd month when their training had finished, many of them were exhausted and fed up, and they left the Hilton group for their leak of flexibility (Mehta, 2005). Flexibility is essential for both the employer and the employee; flexibility of staff member behaviours, workers skills and Human Resource practices stand for a significant sub dimension of Human Resource flexibility and are associated with greater business performance. Results based on perceptual methods of Human Resource flexibility and accounting measures of business performance support this prediction. Behaviour, skill, and Human Resourc e practice flexibility are, however, drastically connected with an index of business financial performance. Numerous professionals believe that the only skill that flexibility contributes is its cost efficiency. (Hendry, 1995) Hilton has recruited them because they were looking for people who go the extra mile; people who are flexible. The fact that Hilton did not give anything to them in return meant that these people left. Despite this, their worth and value has increased as the result of the training that Hilton gave them, while Hilton lost a significant amount of money. In the Hospitality business, staff turnover is the biggest problem because in the service industry, staff represent the biggest cost and long time investment at the same time. This means that when companies start to train their staff they integrate them into the business even if they are not core employees. When they leave however, all the money and time put in will be lost, not to mention the cost of the ongoing posting of jobs, interviews and other administrational fees (Hayes Ninemeier, 2008). Human Capital versus SHRM A several authors have argued that SRHM and Human Capital Management are the same thing. Certainly the idea of SHRM matches that of the broader meaning of HCM relatively well; as the following characterisation of the key features of SHRM by Dyer and Holder (1998) demonstrate that strategies engage decisions regarding main policies, key goals and the allowance of resources that are likely to be formulated at the top. Strategies are business determined and focus on organisational efficiency; thus in this perspective, are viewed mainly as resources to be managed toward the success of strategic business targets (Society for Human Resource Management, 2004). Strategies by their very nature offer combined frameworks which are at once integrative, broad and possibility based. These integrate a full complement of Human Resource targets and activities intended exclusively to fit existing environments and to be equally reinforcing or synergistic. This sections discussion has been based on the evidence that both Human Resource Management in its appropriate sense and Human Capital Management, rest on the supposition that employees are treated as assets rather than expenses and both focus on the significance of adopting an incorporated and strategic move towards managing employees which is the worry of every stakeholder in a business, not only the staff management function. On the other hand, the theory of HCM strengthens and complements the theory of SHRM rather than replaces it. Therefore both Human Capital Management and Strategic Human Resource Management can be considered as crucial components in the progression of staff management and both form the basis for accomplishing HR advantage through a resource based strategy (Greer, 2000). Soft HRM versus Hard HRM The effort to satisfy external stakeholders and the costumers demanding nature lead to a pressure on HR management both strategically and operationally side. (York, 2009) Customer service and associated perceptions have led retail businesses and hospitality to a more theoretical judgment of HR management. In the long term it is left to be seen whether the strategic management of HR has been better regulated by hard Human Resource Management, which is the traditional managerial distrust approach. Humans are lazy by nature and simply pursue their self-interests. This means that there are two different and conflicting sets of interests: the organisation and its employees. It is the managements job to encourage the right attitude in staff members so that their actions pursue the accomplishment of the organisations goals, not their own. Thus there is a case for the existence of correctives and coercion. (Megginson 1999), On the other hand there is the soft Human Resource Management or in other name the Harvard model which is the opposed approach. Instead of seeing humans as lazy machines, they are seen as able to take care of their feelings, emotions and motivations. Employees might in fact wish for personal realisation and work could be one of the ways to achieve it. People like things done well, and making a difference. Managers therefore, must allow them to do so and help them to maintain their high levels of motivation. Employees are not lazy, they do not hate working, and can be self responsible. In this way, coercion is no longer essential (Megginson 1999). Customer Service, (linking) Mayfair London located at the centre of the British Tourism Hospitality Industry and Bass group is a primary hospitality chain. Johnson (1999) examines that the senior managers at Holiday inns carried out a training project that included spending short times at operative levels. This training led them to discover that if front line employees were not given autonomy and authority to solve non routine issues as they came up, their customers belief of quality service would be badly damaged. It is significant to identify the connection between the front line staff, executives and the empowerment of employees to take liability for quality management problems and customer care satisfaction. The corporation then initiated training programs to provide employees with the possibilities to take further liability for problem solving and quality as well as implement new employment strategies, for example auditions for front office staff to differentiate applicants with the right attitudes. The te rm right attitudes suggests that the organization is seeking employees with culturally specified social skills, attributes that are frequently difficult to appraise. These tacit or soft abilities, are skills to carry out complex functions and relationship roles while at the same time, carry out technical (or hard) tasks. (Hayes Ninemeier, 2008). Executives also accept that the success of the new strategies would give a genuine dedication to the interests and welfare of staff. The hotel gained Investors in People recognition in 1995. This section is an excellent example that shows how everything is linked together. The essay previously discusses empowerment, flexibility, commitment, training, customer service and many more things, as this example states; every single area of human resource management effects the entire business progress just as much as one area effects another. Conclusion Business or corporate strategy for service companies in areas such as tourism, hospitality and retail; has to satisfy a variety of stakeholders, and interests them within a strategy framework appropriate to all of them. SHRM has played a part in the consolidation of staff members, within the model established by the executive senior managers. Strategic Human Resource Management is therefore a component of the wider network of business administration and corporate strategy. It is valuable for every corporation to organize their employees within a designed and logical framework which reflects the organisations strategy. It is necessary that the varieties of aspects of HRM are mutually reinforced in developing the behaviours and performance needed to accomplish business success. Every single person is part of the organisation and is partially reliable for the companys success and therefore they represent the biggest asset of a service company. Employees represent one of the biggest cost but they can also represent the greatest competitive advantage against other businesses. Despite this, there is not a single Human Resource Management strategy that would bring success in every situation. Businesses have to identify a strategy which is exceptional to their own circumstances in terms of goals, context and the demands of business stakeholders.

Rudeness In America :: essays research papers

In the last couple of years the rudeness of Americans has increased dramatically. It especially seems that the children of America have become ruder. This leads one to wonder if America will just become even ruder or will the manners of the American people improve. Each day at school encountering rudeness is common especially from students but also from the faculty. Walking through the busy hallways of the school is where encountering rudeness is the most likely to occur and probably will. While walking through the busy hallways on my way from the lunchroom keeping a good look out ahead for the blockade of kids that tend to stop right in the middle of the hall to socialize slowing down the flow of the student body is a good idea so I will have less of a hassle in getting around them. Maybe just one of these times the kids will get it through their heads and move to one side or the other to keep the flow of students steady. Yet this does not happen and this will continue on a regular basis during the school day. Will Americas parents ever teach their kids some manners or will the rudeness continue into the next generations. Although there are parents that instill good manners in their children there are also not enough who do so. The children might get the bad manners from viewing how their parents behave with other adults. Encountering adults on a daily basis I noticed that adults can be just as rude as the children can be. Standing outside a shop looking through a store window there was a women walking and talking on her cell phone and she walked right into me. Not even turning around she kept on walking and just gave me a nasty look. Apparently many American have been infected with the rudeness virus. Some might get it from the stressful and hectic life style they live or maybe the adult was just raised in an environment where manners didn’t matter.

Western Perspective on Western Biases in Hinduism Essay -- Hindu Relig

In many ways Rita Gross’ stance on Western bias on Hinduism, which creates an andocentric stance on three primary deities of Vishnu, Siva, and Devi, worshipped in Hindu tradition, is valid. As argued by Gross, within texts of Hinduism there appears an inclination towards an andocentric classification of the primary deities. This classification which is continually purported, truly does, resembles a group created with a patriarchy in mind. The list consistently is, as provided, Vishnu, Siva, and Devi. According to Gross’ theory, the male oriented Hindu representation of the primary three deities was not questioned by Western scholarship. As well as the fact, that Western traditions primary â€Å"favour of texts† would have hindered any further advancement of Hindu religion (Gross, p. 320). By excluding the rituals and symbols of the deities there would only be a partial understanding of Hinduism. In my opinion, I agree with Gross on the aspect of Western tradition biasing the actual representation of goddesses. But I believe it may be important to illustrate the fact that other factors could have enabled an increase of Western biases. Among the unquantifiable number of civilizations which have come and dissipated into time, religion has been variably andocentric. Take the Greek and Roman religious tradition, both held above all the patriarchic tradition of rule under a man: Zeus and Jupiter. Further on in monotheistic traditions of Judaism, Christianity, and Islam, there are also aspects which can be determined to be andocentric. All three religions validated, over time, through dogma and tradition of a male god. Even though Judaism contains a matriarchic tradition of governance, there remains an ideology, which the old and new testa... ...n are subordinate to the male deity, in example Mary the mother of Christ became one of her son’s chief followers. Mary is still held in high regard but not in the same esteem as her son, Christ. In this suggests an andocentric tendency by Westerns who place more importance on men than women. When faced by a polytheistic system of deities which includes goddesses as not subordinate to the gods but sometimes more powerful and fearful characters could also increase the bias held by Westerns. Works Cited Fuller, C. J. The Camphor Flame: Popular Hinduism and Society in India. Princeton, NJ: Princeton UP, 2004. Print. Gross, Rita M. "Toward a New Model of the Hindu Pantheon: A Report on Twenty-some Years of Feminist Reflection." Academic Press 28 (1998): 319-27. Klostermaier, Klaus K. Hinduism: Beginners Guides. Oxford: Oneworld Publications, 2007. Print. Western Perspective on Western Biases in Hinduism Essay -- Hindu Relig In many ways Rita Gross’ stance on Western bias on Hinduism, which creates an andocentric stance on three primary deities of Vishnu, Siva, and Devi, worshipped in Hindu tradition, is valid. As argued by Gross, within texts of Hinduism there appears an inclination towards an andocentric classification of the primary deities. This classification which is continually purported, truly does, resembles a group created with a patriarchy in mind. The list consistently is, as provided, Vishnu, Siva, and Devi. According to Gross’ theory, the male oriented Hindu representation of the primary three deities was not questioned by Western scholarship. As well as the fact, that Western traditions primary â€Å"favour of texts† would have hindered any further advancement of Hindu religion (Gross, p. 320). By excluding the rituals and symbols of the deities there would only be a partial understanding of Hinduism. In my opinion, I agree with Gross on the aspect of Western tradition biasing the actual representation of goddesses. But I believe it may be important to illustrate the fact that other factors could have enabled an increase of Western biases. Among the unquantifiable number of civilizations which have come and dissipated into time, religion has been variably andocentric. Take the Greek and Roman religious tradition, both held above all the patriarchic tradition of rule under a man: Zeus and Jupiter. Further on in monotheistic traditions of Judaism, Christianity, and Islam, there are also aspects which can be determined to be andocentric. All three religions validated, over time, through dogma and tradition of a male god. Even though Judaism contains a matriarchic tradition of governance, there remains an ideology, which the old and new testa... ...n are subordinate to the male deity, in example Mary the mother of Christ became one of her son’s chief followers. Mary is still held in high regard but not in the same esteem as her son, Christ. In this suggests an andocentric tendency by Westerns who place more importance on men than women. When faced by a polytheistic system of deities which includes goddesses as not subordinate to the gods but sometimes more powerful and fearful characters could also increase the bias held by Westerns. Works Cited Fuller, C. J. The Camphor Flame: Popular Hinduism and Society in India. Princeton, NJ: Princeton UP, 2004. Print. Gross, Rita M. "Toward a New Model of the Hindu Pantheon: A Report on Twenty-some Years of Feminist Reflection." Academic Press 28 (1998): 319-27. Klostermaier, Klaus K. Hinduism: Beginners Guides. Oxford: Oneworld Publications, 2007. Print.

Tuesdays with Morrie TEST Prep

Why does Mitch feel guilty about his brother, Peter? A. He wasn't there for him when he was dying. B. Peter had cancer, but Mitch thought he should've been the one to get cancer. C. Mitch was Jealous of Peter. D. Mitch stole something from him before he died. 2. Why does Memoir feel it is important to accept our death early in life? A. So we can appreciate life and our loved ones B. So we can live life to the fullest C. It will minimize having regrets in life D. All of the above 3.During Match's first visit with Memoir, What does he realize about his own life? A. He's too caught up in work and making money. B. Memoir wasn't a good influence on him. C. He is enjoying life and doesn't like to work. D. He shouldn't concern himself on everything 4. What does Memoir mean by the quote, â€Å"love each other or die†? A. In life it helps if you love someone. B. Memoir would be dead with his wife. C. If we do not have love, we have nothing D. Love isn't important. 5. What does the pink hibiscus plant symbolize? A. The natural human life cycle B. Morris's diseaseC. Match's life D. Eve's death 6. What does Memoir tell Mitch it is K to do? A. Cry B. Eat dinner without him C. Leave early D. Stay late 7. Why did it bother Memoir that one day someone else would have to wipe his behind? A. Because it made him sick B. He saw it as a sign of weakness C. He saw it as the ultimate sign of dependency D. Because it smells 8. In â€Å"Tuesdays with Memoir†, who was Morris's first interview with? A. Katie Court B. Barbara Walters C. Ted Copper D. Hugh Downs 9. In â€Å"Tuesdays with Memoir,† what did Mitch think he would die of? A. CancerB. Loneliness C. ALLS D. Heart disease 10. What condition did Memoir have? B. Heart disease D. A stroke 11 . How did Memoir entertain visitors? A. By sitting outside B. Leading discussion groups on dying C. Looking at old photos D. Reading through books 12. What was Morris's favorite thing to do? A. Going to the movies B. Dancing C. Puzzles D. Writing novels 13. What instrument did Mitch play? A. Guitar B. Violin C. Tuba D. Piano 14. What were the words used by Memoir some mornings, when he felt bitter and angry? A. I want to live B. My life is done already C.Why do I bother trying D. I'm giving up today 15. How would you describe Memoir? A. Strong B. Reluctant C. Bitter D. Mean 16. This story would be considered a A. Autobiography B. Biography C. Short-story D. Narrative 17. What were Match's overwhelming desires for Memoir during his college years? A. Hug him B. Get out of his class C. Give him a napkin D. Both a and b 18. Who was the first person to ever interview Memoir? A. Ted Copper B. A Boston Globe Reporter C. Michelle D. Morris's Close Friend 19. How many â€Å"aphorisms† did Memoir have? A. 50+ B. 100+ c. 90 D. 78 20.What character trait would most fit Michelle? A. Hard-working B. Determined C. Lazy D. Ambitious 21 . Who was asked to watch over someone's kids? A. A cousin B. Memoir C. The un cle D. Michelle 22. What university did Memoir teach at? A. Stanford B. Brandeis C. Princeton D. Berkeley 23. In what month did Memoir die? A. December B. November C. October D. January 24. What allowed Mitch to spend time with Memoir? A. He got ALLS B. A new Job C. A newspaper strike D. He was fired 25. What item did Mitch give to Memoir at his college graduation? A. A book B. A picture of them togetherC. Food D. A briefcase 26. What college subject did Memoir teach? A. Sociology B. Global Studies C. Veterinary D. Philosophy 27. What newspaper did Memoir work for? A. Detroit Free Press B. Memoir didn't work for a newspaper C. Nightline D. Michigan Times 28. Memoir appeared on what TV show? A. 60 Minutes B. Nightline C. The Collect Report D. The Ted Copper Show 29. What was Morris's father's, Charlie, occupation? A. Newspaper writer B. Architect C. Waiter D. Factory worker 30. If Memoir could be reincarnated into any animal of choice, his choice would be A. Fish B. HyenaC. Gazelle D . Crane 31 . What was Morris's final course about? A. How to Dance B. Political Science C. Acceptance of Following Whatever Culture Tells You D. The Meaning of Life 32. Eva was A. Morris's mother B. Match's step-mother C. Morris's step-mother D. Match's uncle Part B: True/False 33. The book reflected from present to past. A. True B. False 34. Everything Memoir did made him cry. 35. Memoir wanted pity from his friends and family. 36. Memoir and Michelle called each other â€Å"Tuesday People† because they always met on Tuesdays during Michelle college years. 37.Michelle didn't feel sorry for Memoir. 38. Michelle called Memoir â€Å"coach† as a nickname. 39. Memoir was okay with his professor/friend dying? 40. Memoir always showed great passion when explaining how to face the end of life. 41 . Michelle was influenced a lot by Memoir. Part C: Short Answers 42. Describe your overall opinion and or view of how Memoir accepted his diagnosis. Use at least 3 examples from the story. 43. Would you have the strength and mind to live the same way as Memoir did? 44. Would you describe Memoir as weak or strong about his situation? Why or why not? Explain.

Andersen’s Case Auditing and Assurance Services

Arthur Andersen was one of the five biggest accounting firms in United States. Arthur Andersen is specific example about the most recent business collapse, which is considered profound in American business history. The firm, practicing in more than 80 countries with thousands of employees, now lost its reputation as an audit and accounting firm. There are many different thoughts and judgments about the case when Arthur Anderson failed its tasks to detect fraudulent financial activities on Enron and several different companies.The Enron Company filed bankruptcy in December of 2001. Being well known as a big energy company which headquarters is located in Houston, the bankruptcy of the company drew lots off attentions from business world. Questions were asked and lots of financial misstatements were revealed and Arthur Andersen – Enron’s external auditing and accounting firm in Houston, was involved. Stephens (2002) stated, Arthur Andersen who were responsible for managin g Enron’s audits, had illegally destroyed paper and electronic documents related to their representation of Enron (p. 4). The case soon went to the jury. Louwers et al. (2011) reported the instructions hinged on the wording of statue that makes it a crime to knowingly use intimidation or physical force, threaten, or corruptly persuade other person. According to Oxford Dictionaries online, corrupt means having or showing a willingness to act dishonestly in return for money or personal gain. In this case, the word â€Å"corrupt† was not applied appropriately to the actions of Anderson. There was no evidence to prove that there is a person who is corrupt persuader.Who was the one that acted dishonestly? The court also needs to identify the personal gain that a corrupt persuader can gain from having such action. The court could not find the answers to this issue, which means the decision is attached to the firm’s fate – Arthur Andersen. Research by Stephens ( 2002) states that to clarify the instruction of Judge Harmon about â€Å"corruptly†, the prosecution describes the illegal conduct of four corrupt persuaders: Duncan, Temple, Thomas Bauer, and Michael Odom.After a few days, the jury was not required to unanimously agree on the single corrupt persuader’s identity (Stephens, 2002). As Louwers et al. (2011) stated that the issues that overturned the Andersen verdict were based on faulty jury instructions, not on whether Andersen was in fact guilty or innocent. It was not Andersen who violated the law; it is individuals of the company who did. Hoxter (2005) argued that the instructions were faulty because they did not require proof that Andersen officials knew they were doing something wrong.The ruling destroying the documents was not a crime. There must be a person with authority who sent out the instructions for Arthur Andersen employees to do so. As Stephens (2002) restated from the interviews with reporters after the v erdict, four jurors identified Temple as that person. It is appropriated for the Supreme Court to overturn the lower court’s decision because Judge Harmon used the word â€Å"promptly† with different meaning from the dictionary, which is â€Å"improper purpose†, such as intent to subvert or undermine the fact finding ability of an official proceeding.The lower court failed in identifying the specific person who is corruptive persuader. According to Duska (2005), Arthur Anderson, a venerable firm, at one time, prided itself in its role as auditor since it fulfilled an important public function. As auditors, Andersen’s employees should have had clear minds to make sure that the financial statements that they audit are really what were going on in the company. However, big money that was made in the consulting means the responsibilities that auditors have to face is heavier.The SEC and the department of Justice should’ve tried to targeted specific ind ividuals who had engaged in acts because it seems not fair for the rest of the firm. According to Cunningham (2005), â€Å"It is a shame that the actions of a few individuals at Andersen caused 28,000 employees in the U. S. to lose their jobs† (p. 6). Indeed, putting the complete firm out of business for the unethical actions of a couple of individuals was the real sin. Andersen’s conviction was overturned does not mean that its employees acted in ethical manner.McNamee and Palmeri (2002) provided information about Arthur Anderson’s cleaning-up mission when the Enron case started to topple. From Anderson’s internal document, Enron team was also busy amending four key memos to correct the record of its review of Enron’s convolute and conflicted partnership deals (McNamee and Palmeri, 2002). Moreover, David Duncan overruled the concerns on at least four occasions, siding instead with Enron on controversial accounting that helps to hide debt amount an d brought up the earnings.That is not all, there are also evidences said that Duncan’s team wrote memos which are falsely stated that PSG partners had signed off on Enron’s inventive bookkeeping. Nancy Temple is the attorney for Arthur Andersen. She is the one who should clearly know about all the regulations and should not be the one who acted unethically. According to McNamee and Palmer (2002), memos from Nancy Temple to David Duncan were found which can considered the main key in the conviction of Duncan about shredding the documents. It is more for Nancy Temple who is more responsible for the Andersen saga.The class action lawsuit against Andersen also has another name which include other entities name in there because those entities also had involved in Enron’s case. These entities helped Enron to cover up because by helping them they make more profit. From Arthur Andersen’s case, entities and accounting firms in business world should learn lessons f or their own goods. If the employees notice of any concerning about the legality of any records, they should contact the legal department right away. There is nothing wrong disposing of business papers that are not needed.It is illegal only when retention is required by law or regulation according to Stephens (2002). Reference Page Hoxter, C. J. (2005). Arthur Andersen Conviction Overturned. Caribbean Business, 33(25), 8. Duska, R. (2005). The Good Auditor – Skeptic or Wealth Accumulator? Ethical Lessons Learned from the Arthur Andersen Debacle. Journal Of Business Ethics, 57(1), 17-29. doi:10. 1007/s10551-004-3818-1 Stephens, D. O. (2002). Lies, Corruption, and Document Destruction. Information Management Journal, 36(5), 23. McNamee, M. , Borrus, A. , & Palmeri, C. (2002). OUT OF CONTROL AT ANDERSEN.Businessweek, (3777), 32-33. Cunningham, C. (2005, July-August). Ruing Andersen's demise and the loss of audit competition. Financial Executive, 21(6), 6. Retrieved from http://g o. galegroup. com. glbvv001. enmu. edu/ps/i. do? id=GALE%7CA134300985=2. 1=nm_a_enmu=r=EAIM=w In Oxford Dictionaries online. Retrieved from http://oxforddictionaries. com/us/definition/american_english/corrupt? q=corrupt Louwers, T. J. , Ramsay, R. J. , Sinason, D. H, Strawser, J. R, & Thinodeau, J. C. (2011). Auditing & Assurance Services (5th, ed. ). NY: McGraw-Hill Irwin.

Operations Management in Daimond Manufacturing Essay

Definition Operation Management is the activity of managing the resources which produce and deliver goods and services (Slack et al, 2010). These activities commences from the very initial production stage of information gathering right up to the final stage of consumer consumption of the product. Every organization does operation management even if they do not notice it. All organizations produce goods and/or services and to create goods and/or services, the organization must perform a number of operations which must be effectively and efficiently managed. 1. 2 Role of Operations Management Operations Management is of prime importance in all sectors, cells, functions, units and groups within the organization. An organization is a system and according to the business dictionary, (http://www. businessdictionary. com/definition/system. html) a system is ‘An organized, purposeful structure that consists of interrelated and interdependent elements (components, entities, factors, members, parts etc. ). These elements continually influence one another (directly or indirectly) to maintain their activity and the existence of the system, in order to achieve the goal of the system’. Read more: http://www. usinessdictionary. com/definition/system. html#ixzz2QSyXAP1f . All employees are part of this system and have a common interest in making the consumer to receive goods and/or services in the best way possible. So I will say every manager in every part of the organization is to some extent an operational manager. According to James (2011), the role of operations manag ement is to manage the transformation of an organization’s inputs into finished goods and services using processes. Processes are actually present in all areas of the organization from Human Resource to Finance to Marketing to Procurement etc. 1. The ‘Input – Transformation – Output’ process Resources can either be transforming resources or transformed resources. After the transformation process is complete, transforming resources give rise to transformed resources. According to James (2011), there are 2 main types of transforming resources: * Facility which comprises of land, building, plant and equipment. * Staff which comprises of everyone involved in the operation process. There are 3 main types of transformed resources: * Material. Transformation can be physical (manufacturing), by location (transportation), by storage (warehousing), or by ownership (retail). Information. Transformation can be by property (accountant’s information), by p ossession (market research), by storage (libraries) or by location (telecommunication). * Customer. Transformation can either be physical (plastic surgery), by storage (hotel accommodation), by location (airline transport), by physiological state (hospital), or by psychological state (entertainment). Input Output Input that will be transformed * Material * Information * Customer Input that will transform * People * Facility * Goods * Services Transformation Input Output Input that will be transformed * Material * Information * Customer Input that will transform * People * Facility * Goods * Services Transformation Figure 1: The ‘Input-Transformation-Output’ process 2 Operations Strategy 2. 1 Definition Strategy is defined by Johnson et al, (2008) as ‘the direction and scope of an organization over the long term: ideally, which matches its resources to its changing environment and in particular its markets, customers or clients so as to meet stakeholder expectations. ’ 3. 2 Levels of Strategy Strategy can be viewed from 3 levels which are: The Corporate level: This level looks at the long term position of the company. It answers questions like ‘where will the organization be in 10 years? Or are we going to launch a new product in a new market? ’ The Business level: This level looks at the market and is concerned with the goods and services which the organization has to offer. It answers questions like ‘how do we compete? ’ The Functional level: This level deals with the functional aspect of the organization like finance, marketing, human resource etc. It answers questions like ‘how do we manage our financial resources’. . 3 Operations Strategy Operations strategy is the total pattern of decisions which shape the long-term capabilities of any operation and their contribution to overall strategy, through the reconciliation of market requirements with operations resources (Slack and Lewis, 2011). A 5 step structure has been designed by Hill (2005) so as to design and understand a goo d operation strategy. The steps are as follows: 1. Define Corporate Objectives Here, long term objectives are set-up so as to give the company balance and a good direction. At this stage, Sparkle does environmental scanning and the company also looks at its core competences, core processes and its global objectives. Performance Indicators (KPIs) are also established here so as monitor the accomplishment of these objectives. Top management uses a number of models which includes PESTEL, SWOT and Porter’s 5 forces. See appendix A. 2. Set Marketing Strategies Here Sparkle identifies the market it wants to compete in and then it looks on how to compete in these markets. Ansoff’s matrix is used. | New Product| Existing Product| NewMarket| Diversification| Market Development| Existing Market| Product Development| Market Penetration/ Market Growth| Figure 5: Ansoff Matrix. Source: Kaplan Financial Ltd, 2008. Sparkle uses the market penetration/market growth pathway for now. With time, they will start manufacturing out of the UK thus implementing the market development strategy. It is yet not known if they are thinking of one day starting up the production of a new product. 3. How do we gain competitive advantage? At this stage of Hill’s structure, the organization is to find ways to make its product win other products in the market. For this to happen, the organization must have a base to make its competition and this base is usually one or more of the following performance objectives: speed, quality, cost, dependability and flexibility. See chapter 3. Sparkle uses the above performance objectives to gain competitive advantage but it must be noted that, competitive advantage must: * Be real * Add value (to the consumer) and * Be difficult to imitate. 4. Choose a delivery system Here, the organization has to choose an appropriate delivery system so as to meet up with speed and maybe dependability. In Sparkle, most orders are icked up by the customer but if not, Sparkle uses their vans which have a high level of security for close distances or they post the jewelry for faraway distances. 5. Choose your Infrastructure The company at this phase has to choose all necessary infrastructures that it has to obtain so as to gain an edge over its competitors in the market. Different organizations in different industries wi ll need different types of infrastructures. But in the diamond manufacture industry, the infrastructures are almost the same and can hardly give competitive advantage. 3 Performance Objectives In the present congested and very competitive business environment, companies must do something extra so as to stand out of the crowd. For them to do this, they must react to what customers value and these fall into the following category. They are called performance objectives. 1. Cost 2. Quality 3. Dependability 4. Reliability 5. Speed Sparkle is aware of the tight competition in the diamond market and it takes its performance objectives very seriously so as to gain competitive advantage. Before achieving the above performance objectives, they must achieve the 4 Cs (see appendix B). * Cost. The principle of cost is doing things cheaply. Sparkle changes its processes, its materials and its suppliers every now and then so as to operate on a lower cost scale. They buy rough diamonds directly from the companies who buy them from the mine and sometimes the make orders directly from the mine so as to reduce cost because the more intermediaries there are, the higher the final price. They sometimes buy more rough diamonds than what the actually need so as to gain discount for bulk buying. They automate most of their processes to reduce the number of hours worked by human beings thus reducing total wages. Quality. This involves producing durable high standard error-free goods that consumers perceived to the good. In the fashion business, quality is king because consumers are becoming more conscious of what they wear. One can say that everything in the diamond industry is of good quality so in this kind of high standard industry, quality is not the issue but superb quality. Spark le buys the best of the rough stones which are hand-picked one after the other so that their final product will be of the best quality and they will have very little waste during production. * Dependability. This is doing everything on time so as to keep commitments and promises made to customers. Sparkle has a track record and reputation of never keeping its customers waiting. Customers’ diamonds are always fully processed before the pick-up date. Customers love coming to this organization because they know they can rely on them when it comes to delivery. There was a scandal in March 2008 in Real Diamonds where a couple arrange for their wedding rings costing thousands of pounds to be manufactured but the company was unable to meet up with the due date so the couple had to use different rings for the wedding. Flexibility. This is being able to change what you produce or how you produce it. Sparkle is very flexible in regards to their products because they produce apparently anything requested by the customer. We pride ourselves on being different, you won’t find our jewelry just anywhere, we appreciate that you want something special to you (Source: sparlediamonds. com/abo ut). They manufacture dressing rings, marriage rings, engagement rings, necklaces, earrings, bracelets, bangles and designers jewelry out of diamond. Over the years, they have come up with different diamond designs thought by others as impossible and have now gained a name as being the company that uses diamond to manufacture anything and everything. On the other hand, their production process is flexible too but not very flexible. They change little bits of their production process all the time to cut down cost and to increase the quality of the diamonds but this change is never a big change (process improvement). Figure 5: Different items made out of diamond. Source: * Speed. This can be described as how responsive an organization is to the customers’ demands and complain. It is a measure of the time between a customer’s order or complain to the time when that customer’s order or complain is sorted out fully. Sparkle is very fast in dealing with complains. Any customer who comes to the company with a complaint is not allowed to leave when the matter concerned has not been resolved. Complains made online take a maximum of 2 working days to be dealt with and those by post takes a little more time. Figure 5: Different colors of diamond. Source: 4 Product Design . 1 Definition Product/service design is the process of defining the specification of products and/or services in order for them to fulfill a specific market need (Slack et al, 2009). According to Russell and Taylor (2009), new product designs can provide a competitive edge by bringing new ideas to the market quickly, doing a better job of satisfying customers’ needs, or be ing easier to manufacture, use and repair. Product design is of great importance in any organization because consumers are becoming more and more conscious of the products they consume and their contents. Almost everybody in the organization is involved in product design because bringing in a new product design is not just about the market requirement but it is also about anticipating future demand and this needs imagination and creativity. In coming out with a good product design, market requirements, technical issues, cost, quality, investment information and the target market must be considered and dealt with appropriately. Diamond design ‘step by step’ Various steps are followed when coming out with a good diamond design. 1. Generating Ideas Ideas to bring up a new diamond designs can come from anywhere and comes from everywhere. Some organizations look only within the organization and come up with a diamond design but this approach is very dangerous because it can easily back fire leading to a poor design. Ideas in Sparkle usually come from: * The customers who will use the product. Most at times, the customer comes to the organization with a design in mind. The design team in the organization then sits with the customer and adds ideas to perfect the customer’s request. * The employees who serve the customers. These groups of persons know exactly what customers wants because they are the people who take customers specifications, demands and complaints. They play an important role in the creation of a new design. * Competitors and any new technology. Sparkle sometimes looks at the designs of its competitors like Avi Paz and tries to modify it so as to create something better than theirs. * Research and Development (R&D) Department. One of their major roles in the organization is to look for new possible designs which will entice customers. It is at this stage that the diamond color, size, weight, cut grade, clarity grade, carat weight, laser inscription and shape is decided. Figure 4: Computer simulated diamond designing in progress. Source: www. sparklediamonds. com 2. Product Screening According to Slack et al (2009), not all concepts and ideas generated will be capable of being developed into products and/or services. Each idea generated is taken and examined to see whether or not they are acceptable, feasible and vulnerable. Fig 5 illustrates. Figure 5| Some typical evaluation questions for marketing, operations and finance. | Evaluation Criteria| Marketing| Operations| Finance| Feasibility| Is the market likely to be big enough? | Do we have capabilities to produce it? Do we have access to sufficient finance to develop and launch it? | Acceptability| How much market share could it gain? | How much will we have to reorganize our activities to produce it? | How much financial return will there be on our investment? | Vulnerability| What is the risk of it failing in the market place? | What is the risk of us being able to produce it acceptable? | How much money could we lose if things do not go as planned? | Fi g 5: Slack et al (2009) Some typical evaluation questions for marketing, operations and finance [e-book] p. 89 3. Preliminary Design At this stage, the design is reviewed by the cutters and polishers to see if the can really produce the diamond and any unnecessary complexity in the diamond’s design is eliminated because such complexities can build cost. For example; there are some unnecessary and unnoticed cuts in a diamond’s design but these cuts could split the whole diamond if not done carefully. Because customers will not even notice the additional cuts and even if they do, they will not be willing to pay an addition for it so the cuts are eliminated. Figure 4: Different diamond designs (drawing). Source: Figure 4: Different diamond designs. Source: 4. Final Design After all the above has been done, a prototype is then created out of glass and tested to see if it meets market requirements, technical requirements and the financial limit. Tangible prototypes are created and virtual (computer simulations) model too to properly assess the diamond before production goes any further. Sometimes, customers are called in to see the prototype and give their feedback from which some adjustments may be made on the product’s design. An after acceptance, diamond cutting commences. Figure 5: Prototype diamond made out of fine glass. Source: 5 Process Design 5. 1 Definition Process design is Sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc. ) into outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached (www. businessdictionary. com). Read more: http://www. businessdictionary. com/definition/process. tml#ixzz2QTQAtoBi When deciding a product design, it is advisable to simultaneously come up with a matching process design. This will entail the flow of the process and Barnes (2008) said that the design of processes is different in all organizations and these designs will be based on the volume and variety of the demand for the product in the market. He further categorized the processes under project, jobbing, batch, line and conti nuous. Types of Processes There are different production processes namely project, jobbing, batch, line and continuous. See Appendix C. Sparkle is in a business of very expensive products which are very small in size so they do jobbing. Customers usually give orders which are produced by the company (make to order). They usually hold little or no fully-processed inventory. The Production Process Diamond ore is sorted by density using X-rays. Before that technology became available, grease belts were used to separate diamonds from the rest of the ore, due to the diamonds’ greater tendency than other minerals to stick to grease. Rough diamonds are then set to be cut as gemstones in the cutting laboratory. A diamond has different cuts and different professional specialize on different cuts. This is the most daunting task of diamond production because a bad cut will cost the company a fortune. Figure 5: Diamond plan before cutting. Source Cutting produces the facets associated with a diamond. The angles of the facets maximize light, giving the diamond its greatest possible luster (dispersion of white light). The cutting process can take as much as 50% of a rough diamond’s weight. Figure 5: Illustration of diamond facets. Source: A number of factors come into play when deciding how a diamond should be cut. X-rays are employed to analyze the stone’s crystallographic structure, its hardness and ability to cleave. The diamond’s flaws are considered, and the cutter decides which to remove and which can remain. Either a hammer or a diamond saw can be used to split the diamond – the hammer is quicker, but the saw is surer. Figure 5: Diamond cutting. Source: A number of institutes in the diamond industry offer courses for diamond cutters, but the bulk and most crucial part of the training for this delicate trade take place during the cutter’s apprenticeship. A diamond may get its final cut from many skilled hands: the diamond marker or designer; the diamond sawyer; the diamond cutter or brute; the cross-worker; and the brillianteer. After the initial cutting, diamonds undergo the polishing stages, usually performed by a technician as the process is a standard one. Polished diamonds are reexamined for flaws, which can be addressed through enhancement techniques or disguised when set in jewelry. Figure 5: Diamond Polishing. Source: Finally, the polished diamonds are sold to individuals, retailers, wholesalers and jewelry shops. Figure 5: Diamond quality check. Source 6 Planning, Control ;amp; Innovation In any good type of project or manufacture to be successful, it must be planned at the very beginning and at the end, it has to be controlled to make sure that the planned processes and cost is not very different from the actual. Businesses must also continuously innovate so as to move line to line with the changing tastes of consumers and to beat numerous designs from competitors. 6. 1 Planning Eur says this about planning â€Å"It lists the phases and encapsulates all the main parameters, standards and requirements of the project in terms of time, cost and quality/performance by setting out the ‘Why’, ‘What’, ‘When’, ‘Who’, ‘Where’, and ‘How’, of the project. † Planning therefore looks at the entire process, product and project but in an imaginary form which has not yet happened but it is wished that it should happen that way. 6. 1. 1 Advantages of Planning 1. It gives direction of what has to be done and how it has to be done. 2. It assigns responsibilities on every person thus answering â€Å"Who does what? 3. A good plan will see problems a project, product or process will encounter before the problem strikes. 4. A plan helps us to manage cost, quality and design side by side with the profit we will want to make on the product. 5. Plans are used to assess how well a product, process, p roject or person has done. 6. 1. 2 Disadvantages of Planning 1. It is usually made up by top management and given to the employees down the management ladder who just follow it. 2. Plans are usually followed to the latter. Even when some changes have to done, it is not because a plan is being followed. 3. Plans are usually just estimates and it has no use in turbulent economic environments as the plan and the actual are usually very different. 6. 2 Control Control involves measuring the actual results against the plan and then taking action to adjust actual performance so that it moves in line with the plan. So in other words, control is only possible when we have a plan. Control has a feedback phase and this involves adjusting the actual to move in line with the plan or reporting differences between actual and budget so that there may be no such discrepancies in the future. 6. 3 Innovation Innovation is defined by the oxford dictionary as â€Å"changing something established by introducing new methods, ideas or products. † Just like there is no control where there is no plan, there is no innovation where there is no control. They all rely on one another. After control has been done, feedback is sent back and improvement or innovation is made. But in the complex business environment operating now, innovation just not just come from within the company but from outside the company like from competitors and especially from the consumers due to the rapid change in customers taste, design and fashion. In the diamond manufacture industry, there are many different innovative ways manufacturing diamonds and Sparkle has had the following innovations: 1. The Supercut design Sparkle has introduced the innovative supercut design into the industry: a patented ideal emerald cut, with more than twice the facets of a traditional Emerald – providing unparalleled brilliance and fire. The culmination of three years of research, the supercut gives extraordinary brilliance and reflection and this innovation gives Sparkle competitive advantage in terms of having good designs with extraordinary glittering. 2. Precision cutting Since 2010, Sparkle has brought in a technology of cutting the diamonds using computer software and this cut is so exact that less than 0. 000002% waste is created from diamond cutting. Waste use to be about 0. 5% during diamond cutting and this innovation has caused drastic cost saving making Sparkle to be more competitive in terms of cost. 3. Sparkle offers a wide range of jewelry manufacturing processes, including design, modeling, prototyping, grooving, setting, finishing and meticulous quality control; all featuring our own fine diamonds, and designed for clients’ to sell under their private labels. . 4 The ‘Planning – Control – Innovation’ Cycle. From the above notes, it can be seen that planning, control and innovation work together. Sparkle’s cycle looks like this. Plan Procurement of unrefined stones. Process the stones into fine diamond. Sell and make a reasonable gain. Actual Procurement of unrefined stones. Process the stones into fine diamond. Sell and make a reasonable gain. Control Looks at the difference between what was planned and what actually happened. External Information Customer specific design New tastes and fashion Design from competitors Market Research (R&D) Feedback and Innovation Plan Procurement of unrefined stones. Process the stones into fine diamond. Sell and make a reasonable gain. Actual Procurement of unrefined stones. Process the stones into fine diamond. Sell and make a reasonable gain. Control Looks at the difference between what was planned and what actually happened. External Information Customer specific design New tastes and fashion Design from competitors Market Research (R&D) Feedback and Innovation Figure 7. The ‘planning-control-innovation’ cycle. 6. Changes happening in the diamond industry. * Researchers are on the verge of bringing in new materials which reflect light better than diamond and these materials are stronger and more durable than diamond. But, they will be far cheaper than diamonds and this is going to be a big problem to diamond manufacturers as the demand for diamond will surely drop. An example is synthetic stones. * In response to growing concern over illic it trade in conflict or â€Å"blood† diamonds, the United Nations General Assembly established the Kimberley Process Certification Scheme in 2003. This scheme is going to make sure of the source of every single diamond so as to ensure that they are from a genuine source. This happening will increase the price of diamond because more than 55% of diamonds are from Africa and the mines there are operated by very cheap labor and sometimes by slaves, women and children. The UN will come in and stop this practice thus increasing the cost of labor, working conditions and ultimately the price for diamonds. 7 Quality Management Quality is one of the performance objectives and it is taken very seriously by all organizations because if achieved, may give them competitive advantage. Some organizations rely on quality more than others and the fashion and health industry takes quality as primary considering the fact that people want to look good and in good health. Quality is a matter of perception so what can be called quality for A might not necessarily be called quality for B. According to Garvin (1984), the attributes in quality for a product are: * Performance * Features * Reliability * Conformance * Durability * Serviceability * Aesthetics * Other perceptions Parasuraman et al. (1985), on the other hand listed 5 attributes in defining what is quality of a service? nd they are: * Reliability – Are we always going to get on time delivery? * Responsiveness – Are the always going to respond quickly to our demands and complaints? * Assurance – Are we assured of their competence? * Empathy – Does the organization feel and understand customers’ needs and concerns? * Tangibles – Is the physical surrounding conducive? 7. 1 Qu ality in the Organization But in relation to Sparkle, the best definition of quality is that as per Slack et al. (2009) â€Å"quality is consistent conformance to customers’ expectation† and I will say and even surpassing those expectations. Sparkle uses total quality management as their quality management technique. They look for means and ways to maintain and continuously improve quality at each stage of the production process. All employees meet once a month to discuss on how to improve the organization’s present performance. Books by Deming, Crosby, Juran, Hill and other total quality management gurus are in the company’s library and research department for employees to read and be motivated to contribute into the organization’s performance. All employees are made to know that quality and customer’s requirements being met comes before any other thing. The organization has a suggestion box where employees can write any inspiring idea that comes in mind and this box is emptied every day and read by the research staff and it is summarized and sent to the manager examine. 7. 2 The Cost of Quality Quality has a cost which is like a double-edged sword meaning that good quality will have a cost and bad quality will also have a cost. 7. 2. 1 The Cost of Good Quality This is also known as the cost of quality assurance. Sparkle has a lot of this cost because they are continuously always trying to get better in quality all over the organization so as to better serve customers’ needs. The cost of quality assurance is further divided into prevention cost and appraisal cost. * Prevention cost is the cost of trying to make everything right on first attempt and some of this cost are: * Sparkle does not give a command for precious stones and wait for the stones to come. They go to the supplier’s premises and pick the stones one after the other and not in groups to ensure the best stones are taken. The supplier charges more for this. * The cost of designing the jewelry in a computer automated system and running several checks with other very expensive bespoke software before the design is confirmed. Sparkle trains its employees every 6 months and buys books to update them on new technologies and to keep their skills up and awake. * All employees are taught a wide variety of skills so that if a certain employee is not available to do a specific thing, there will always be another to do it. * Appraisal cost is concerned with controlling quality and this is achieved by testing the process before the product is manufactured and testing the product before it gets to the customer. Some of these costs are: * The cost incurred in testing all equipment, machines and ensuring staffs are fit and able before any diamond is processed. The cost of checking the diamond after manufacture by employees and with the use of a computer aided personalized software which is very expensive to make sure that the diamonds are flawless. * The time spent in testing the diamonds ensuring the pass all the set of test before and after manufacture. 7. 2. 2 The Cost of Bad Quality All organizations including Sparkle wants to evade this cost because it is very dangerous and it can even bring down the entire organization in a blink of an eye. The cost of bad quality is divied into internal failure cost and external failure cost. Internal failure cost is cost incurred before the product reaches the customer. Some of this cost are: * The cost of scrap. Diamonds are very expens ive so any little scrap of badly shaped diamond is worth a whole lot. So Sparkle makes sure the best quality diamond is procured and diamond cutting should be not less than perfect. * The cost of reshaping ill-shaped diamonds and gluing broken once. * The resources lost in repairing diamonds. Labor, machine time, and electricity are used which should have if the diamonds were made right the first time. External failure cost arises after the product has been received by the customer and some of this cost include: * The cost listening to customer complaints and responding to them. * The cost of replacing a defective diamond which a customer has rejected. This can cause the organization a fortune. * The customer might have to take the company to court and the organization will pay a huge sum if the lost the lawsuit. Some compensation may run to millions of pounds and could bring the organization to its end. * One of the most dangerous costs is that which we don’t see. An example is the lost sale and contribution. When a customer is dissatisfied, he will most at times not want to come back and he will discourage a potential customer who will discourage another customer to come to us. Saying all this, quality should be treated like an egg in the midst of rocks. 8 Supply Chain Management 8. 1 Definition Supply Chain is the management of the interconnection of organizations that relate to each other through upstream and downstream linkages between the processes that produce value to the ultimate consumer in the form of products and services (Slack et al. 2010). A supply chain is a holistic network starting from the sourcing of material, through its transportation to the organization’s premises, to manufacturing, to storage and warehousing and finally to consumers. So it is a whole system and it works as one therefore is one part of the chain is broken, the whole system will fall apart and consumers’ will not be satisfied. 8. 2 Sparkleâ⠂¬â„¢s Supple Chain Stage 1 Sparkle’s supply chain starts from the diamond mines in Africa which produce more than 50% of total diamonds to mines in India, Russia, Canada and Australia. The mines usually dug very deep but the deepest diamond mine runs for about 160km passing through sand, rocks, and gravel to be blasted drilled, crushed and processed. It should be noted that only 20% of diamonds from mines can be polised and used for jewelry; the rest is used for industrial use. The stones picked here are very rough still with no beauty (see figure 10). Stage 2 Companies and independent buyers go to these mines and buy the rough stones from the mine owners and take them to their premises for processing. These stones are then processed to make them a little bit more presentable so that diamond manufacturers can then buy them and further process them into diamonds. Diamonds at this stage looks like that in figure 11. Figure 8: Trapping stones to look for diamonds in an African mine. Source: Figure 9: A typical unprocessed diamond. Source: Figure 10: Unprocessed diamonds directly from the mine. Source Figure 11: Diamonds which have been slightly processed. Source: Stage 3 Sparkle buys the diamonds in fig. 11 and examines them with the use of a computer aided personalized software. After a series of checks, rejected diamonds will be sent back to the suppliers and the good ones will be cut into different shapes so as to give the greatest value. After cutting, the diamond goes through computer aided software to confirm its perfection and after this, it is polished and cleaned. Sparkle will also buy what the diamonds are going to be fitted on because people will scarcely buy a chunk of diamond. Diamonds are usually fitted on rings, pens, earrings, belts and many more (see figure 14). These things are usually bought from top manufacturers with good design and quality and they are usually very expensive. Figure12: Diamond cutting in Sparkle. Source: Figure 13: Diamond polishing in Sparkle Source: Stage 4 After polishing and the diamond have an unblemished shine, shape and color, it is then taken by the customers. Some of the customers ordered just a few and sometimes even just one special diamond while other big customers like jewelry shops order bigger quantities at ones. It is either Sparkle delivers the diamond to the place agreed by the customer or the customer comes to the organization’s site on an agreed date and after a phone call to pick up the diamond. The supply chain ends after the diamond has reached the customer. Figure 14: Finished diamond ready for the customer. Source: Figure 15: Diamonds bought by jewelry shops. Source: The Mine The Cutting Company Polishing Customers Jewelry Shops Manufacturing The Mine The Cutting Company Polishing Customers Jewelry Shops Manufacturing The supply chain of Sparkle is a good and effective. Its success can sometimes be attributed to the information technology they use. They use the Enterprise Resource Planning (ERP) system which brings in data from all sources and this is used to know when suppliers have diamonds and the variouse categories, to know when jewelry shops are running short of iamonds, and many more (all discussed in chapter 9). Figure 16: Sparkle’s Supply Chain 9 Information Systems As seen in chapter 1, â€Å"Operation Management is the activity of managing the resources which produce and deliver goods and services† (Slack et al, 2010). For these activities to be properly managed, it needs the help of automated process and compu ter aided techniques. Information systems are found throughout an organization and if used well reduce costs and can be a source of gaining competitive advantage. 9. 1 Computer Aided Techniques Sparkle uses information systems in many ways in its business. Listed below are some specialized computer aided programs used. 1. They use Computer Aided Process Planning (CAPP) which gives an optimum layout of the cutting steps and their sequence (this is different for different diamonds). There are many diamond cutting machines and they all have different cutting styles and they are operated by specialist in the different cutting sectors. So the CAPP examines a diamond and gives different possible steps on which machine to use first and which not to use so as to minimize waste and give the diamond the best possible cuts so as reflect light in an optimal way. 2. They use Computer Aided Designs (CAD) to design the shape of diamonds on a computer and finished diamonds can actually be seen even before processing starts. If an error is made in the design, it can be corrected but this could have been impossible without CAD. 3. The also use Computer Aided Engineering (CAE) which takes the drawings and designs from the CAD and test them for perfection. Different test are administered and the flawlessness of a diamond can be confirmed even before manufacture. 4. Automated Material Handling (AMH) system is also used. Diamonds are very expensive and so care must be taken at each step. The AMH system improves efficiency in diamond movement, storage and retrieval. 5. The Laser Security System (LSS) is used where diamonds are kept be it rough stones, semi-processed diamonds and fully processed diamonds. Invisible laser rays crisscross the diamonds and it needs a password to be deactivated. Only top managers have the password and the password of each of them is different making it easy to know who accessed the diamond safe. If someone tries to pass through the laser rays, it can kill or paralyze them and the security alarm is automatically triggered and an automated call goes to the nearest police station. . Security Camera Systems (SCS) make use of Closed-Circuit Television (CCTV) at all times to monitor the whole building especially where inventory is held. 7. The Inventory Control System (ICS) gives detail information about each diamond rough, semi-processed or fully processed held in inventory at any point in time. Management must no go into the safe to see what t hey have in stock because the ICS does it all. This system is also used online to make customers see the diamonds, its specification and all other relevant information. Figure 16: The CAD system used to design a blue diamond. Source: Figure 17: The virtual version of the diamond in fig 16. Source: 9. 2 Pros and Cons of Information Technology (IT) IT is a very necessary tool in any organization be it a big or a small one. IT has advantages and disadvantages. They are listed in Appendix D including ‘Why IT cannot replace Human Beings’. 9. 3 Information Systems ‘Information system can be defined as a set of interrelated components that collect, process, store and distribute information to support decision making and control in an organization’ (Laundon & Laundon, 2006). Most organizations use some form of computer-based technology to accumulate, organize and distribute information’ (Ted, 2011) and Sparkle is not an exception. They use a set of interrelated information systems. 9. 3. 1 Transaction Processing System (TPS) This system is used to account for day by day transactions of Sparkle. It records all sales, purchases, expenses, income, tax, bills paid, equipment bough t and all other transactions performed by organization. This system is also used to account for employee’s attendance, absences, pay, overtime, bonuses, remuneration, and all other things concerning the employees. . 3. 2 Supply Chain System (SCS) This system deals with customers and suppliers. It monitors the stock in the jewelry shops so as to know when to give the shops an offer. It monitors the stocks which are demanded more and those demanded less so as to know when to produce. It tracks frequent and valuable customers and grades them into groups so as know how to give discounts. This system also monitors the stock in the cutting companies. It looks at the new stocks and compares price side by side quality so as to know which supplier to order rough diamonds from. 9. 3. 3 Knowledge Management System (KMS) In Sparkle, all manufacturing processes are recorded and stored in the KMS. Any ideas gotten either by inspiration, customer’s requirement, employees’ suggestions or business intelligence are stored in the KMS for future use. Sparkle is said to be very innovative and has this edge over its rivals because of its mastery of the KMS. When a new employees is recruited, he has 2 weeks probation where he is taught how to operate in the organization and how processes function. Before the implementation and use of the KMS, probation was 3 months so this system has greatly reduces learning time. 9. 3. Management Information System (MIS) This system takes all the information from the above systems and summarizes them into financial statements and reports. It is used by management to make decisions on how to run and control the business. 9. 3. 5 Decision Support System (DSS) This system looks like an advance of the MIS. It takes data from all sources (internal and external) and su mmarizes them for top management to make decisions on the long term plans of the organization. Information from this system appears as statements, reports, charts, graphs, ratios, statistics and trend analysis. . 3. 6 Enterprise Resource Planning (ERP) This can be called the overall system. It takes information from all sources of the organization and brings them together in one large database. From there, required information is taken out and implemented or used to make decisions in Sparkle. It should be noted that all other systems deposit their information in ERP. Figure 18: Example of ERP. Source: LSBF MBA Intake 14, SOM Lecture 3, Session 9, Slide 34. 9. 6 Intranet and Extranet Sparkle uses intranets to deal with its employees and management. Staffs all have a particular passcode which the use and your code depends on your position within the company. Some passcodes can access some areas which other codes can’t. They also use extranets to communicate and share information with customers, suppliers, some competitors and the government. This system is more secured and less vulnerable to attacks as compared to the internet. 10 Job Design It is said that the blood stream of any organization is money and I will say the skeleton holding an organization and making it stand up straight is its workforce. An organization manages resources so as to be able to deliver acceptable goods and services to its customers and one of these resources is its workforce. An organization’s workforce is its most valuable and the most complicated of all its resources because unlike other resources, humans have a mind of their own. To be able to deal with human beings, you must know what they like and this is different for different people but these needs though different are similar. In providing this, it motivates the employees and when motivated, they produce better output eventually yielding higher profits, quality and flexibility. 0. 1 Motivation Motivation is the urge to take action to achieve something or to avoid something (BPP, 2010). Motivation can either be intrinsic (wanting to satisfy an internal urge like being happy to be able to help others) or extrinsic (reliant on tangible rewards like money, fame and power). Continues in Appendix E. 10. 2 Empowerment This is the act of delegati ng work to employees making them feel more superior because of the added responsibility and new accountability. This is good motivation for many employees. ‘Job design is about how people carry out their tasks within a process. It defines the way they go about their working lives. It positions the expectations of what is required of them, and it influences their perceptions of how they contribute to the organization. It also defines their activities in relation to their work colleagues and it channels the flows of communication between different parts of the operation. But, of most importance, it helps to develop the culture of the organization – its shared values, beliefs and assumptions’ (Slack, 2009). In designing any job, the following have to be put into consideration. * Safety. Jobs should be design in a way that it will bring no harm to the employee be it physical, psychological, mental or emotional harm. Workers in the mines especially those in Africa are exposed to a lot of risk and still earn less than the minimum wage. The mine owners wanting to make more profits cut down on cost by reducing expenditure on employees’ safety. The employees of Sparkle all have safety equipment like hats and new ideas are being implemented to make the process safer. The organization has also fully insured its entire staff. * Legal and Ethical Issues. Jobs should be design in such a manner that those doing the job will not go against the law or their code of ethics. * Own time. Job design should create time for the employees to catch up on something other than work. For example visiting new places, being with their families or performing other social activities. Employees working in the mines have little of this, but Sparkle’s employees all have right to a paid holiday and taking permission to be out of work if the need arises. * Employee’s Ability. An employee’s ability to do the job or a range of task should be considered before designing the job. For example; only heavy built men carry cargo from the trucks into the warehouse because of their physical ability to carry heavy weight unlike their colleagues. * Wage and Benefits: In designing any job, the wage and benefits to be paid for the job should be considered if not the employee can be over-paid or under-paid for the job. 10. 3 Division of Labor Unlike traditional production approaches that stipulated that one person should know everything in the company so that he can serve any function, Henry Ford came in with the idea that one man should only know one thing and should be an expert in that thing. He suggested that with specializing in a particular function, the whole organization will be specialized and will give the best quality goods and services. So jobs should be broken down into smaller portions and given to different individuals who will specialize and bring forth quality cost-effective products. 10. 3. 1 Advantages of Division of Labor (Slack, 2009) * It is easier to learn. Short and simple tasks are easier to learn compared with long and complex tasks. This will be very advantageous when training new recruits because training will take a shorter time and it will be better mastered. Automating. Short and simple task are easily automated as compared to long and complex task. * Time. More time is spent on one long task compare to time if that task was broken down. This extra time is as a result of picking different tools up and putting them down, looking for equipment, thinking of what to do next etc. 10. 3. 2 Disadvantages of Division of Labor (Slack, 2009) * Monotony. The same small task will be repeated every hour, week, month and year. This will make the job boring and less fulfilling thus resulting to absenteeism, staff turnover and errors. Over-reliance. If one employee is absent, no other will be able to perform his duty and this may bring the whole production process to a halt. * No flexibility. Employees let to do one particular thing over the years turn to lose the skill of being able to learn another thing. So if the production process was to change, many employees will not be able to cope with learning how to perform a new task. * Physical Injury. The repetitive use of one part of your body let’s say arm or wrist will in the long run cause pain to that part. This is known as Repetitive Strain Injury (RSI). Sparkle teaches their employees a wide range of task during their probation but the employees are assigned to do just one thing when they fully start work. Teaching them a wide range of task is to expose them to the processes of the whole organization so that they can contribute ideas in the development of a department or process which does not involve them. Another reason for giving employees holistic training is to make an employee being able to do an absent employee’s work. This tactic was also implemented because the organization did not want an employee to feel indispensable. 0. 4 Job Design Approaches In coming out with a good job designing, the following approaches should be implemented:- 1. Job Simplification: The organization tries to the range of task and their complexities. Polishing diamond use to be a very complex task at Sparkle but with the introduction of DiamondShines TM a specialized software where diamond polishing is programmed with exact details. 2. Job Ro tation: This is periodically interchanging employees performing different task to do the task of the other. Sparkle does a lot of job rotation and this makes the employees’ job more exciting. Job rotation is successful in this organization because they train their employees to perform a number of task but if division of labor was strictly implemented, this approach could have been impossible because employee A will not have a clue of employees B’s task. 3. Job Enlargement: This involves integrating same level tasks to the ones already performed by the employees to make the job more exciting. This is not practiced in Sparkle. 4. Job Enrichment: This involves integrating different level tasks to the ones performed by the employees. The new tasks are usually higher level tasks giving employees more responsibility and decision making power. Sparkle once a week picks an employee randomly and gives him the power of a supervisory manager so as to see the changes and innovations he is going to bring to the organization. Sparkle also makes employees work in small teams and the organization creates a competitive strain amongst the teams. The competition amongst the teams brings a lot of hard work, efficiency and effectiveness.