Is It Essential to Write Essay on Economics

Is It Essential to Write Essay on Economics How to Write an Economics Essay Tyler Cowen, a famous American economist, once said that economics is everywhere, and understanding economics can help you make better decisions and lead a happier life. Economics is a compulsory subject at most schools and colleges. It helps students understand the whole range of economic issues, their consequences, and possible solutions. Economics affects everyone, no matter who you are or who you are going to become. That`s why teachers do their best to make you interested in learning more about this interesting subject. Writing an economics essay is a great opportunity for you to provide a solution to the certain economic problem, give your opinion on some economic aspects and show your economic skills. That`s how you do it in the best way. Just Keep Calm and Get Prepared for the Process Of course, you might feel confused if your professor or teacher is asking you to write on monopoly and how the existence of a single dominant supplier for a commodity affects the marketplace and consumer demand theory. It sounds difficult, doesn`t it? But everything will change dramatically if you just read and analyze your question thoughtfully. The next step is to access resources and do some preliminary research. Determine what kinds of sources you need and get a sense for how much information is out there on your topic. Make a good set of notes while reading. It will help you write an essay that is full of relevant material. Then you should create a strong thesis statement that articulates the unifying theme of your essay. It should provoke an analysis, describe an idea or present an opinion. A thesis statement will keep your paper organized. You will definitely lose your reader if you meander through disconnected thoughts. Just write down the main ideas of your essay and combine them into several sentences. Arrange all your notes into a logical order to give your essay a proper structure. Every part of your writing should have a distinct purpose. Outline what exactly should be covered in each section of your essay. Remember that your plan should be elaborate. Take your word limit into account. Give equal attention to each part of your essay by breaking down the total word limit and assigning a general word limit to each section. Take the Next Step – Writing First of all, write the most important paragraph in your essay – introduction. Give your readers clear signposts for what they will be reading in your essay. Introduce the topic, give background information and let your readers know the focus of your paper. Write the building blocks of your essay – main paragraphs. Use sources and factual details that you have discovered during your research in order to give your arguments strength and weight. There is a golden rule – 1 idea= 1 paragraph. Each paragraph should have a topic sentence and supporting sentences with the evidence. Pull all your points together in the conclusion. A good technique is to restate your thesis statement in different words. Make readers sure that all your claims have been fully substantiated and developed. In no case, add any new material here. Final Step – Editing and Proofreading Check the content of your economics essay to ensure that all ideas are expressed logically and clearly. Make sure that your paper is targeted towards your specific audience, has an appropriate tone, and is consistent and coherent. Spot and correct errors in style, format, use of language, punctuation, grammar, typography, and spelling. It is very important to read your essay word by word in order not to miss anything. Still Find It Difficult to Write on Economics? There are no desperate situations. If your topic is too difficult for you or you just can`t organize your brilliant ideas, you can ask for professional help. Look through different essay service reviews and choose which one suits your needs best.

Convince Me! A Persuasive Writing Activity

Convince Me! A Persuasive Writing Activity ​As your child starts learning more complicated types of writing, she’ll be introduced to the idea of persuasive writing. If she’s the type of kid who frequently challenges or debates what you have to say, then the hardest part of persuasive writing will probably be the writing itself- she’s already working on the persuasion piece! The Convince Me! activity is an easy way for you and your child to practice persuasive writing at home, without the worry of getting a good grade. Persuasive writing puts the everyday challenges and debates into a written form. A good piece of persuasive writing explains the issue at stake, takes a position, and then explains the position and its opposing stance. Using facts, statistics and some common persuasive strategies, your child’s argument essay tries to convince the reader to agree with her. It may sound easy, but if your child doesnt hold her own well in arguments or has trouble doing research, she may need some practice to become convincing. What Your Child Will Learn (or Practice): Persuasive writingResearchAnalytical thinkingNegotiation and written communication Getting Started with the Convince Me! Persuasive Writing Activity Sit down with your child and talk about she needs to do to make somebody else see her side of an issue. Explain that while sometimes she argues, when she backs up what she’s saying with good reasons, what she’s really doing is convincing the other person, given the other person justification for seeing things her way.Prompt her to come up with some examples of situations in which she tried to change your mind about something she didnt agree with. For example, maybe she’s successfully negotiated an increase in her allowance. Tell her that the word for what she did was to persuade you, which means she was influencing what you thought or was convincing you to look at things differently.Together, brainstorm words and phrases that can to try to persuade someone and write them down. Talk about things that happen around the house that you and your child don’t always agree on. You may want to stick with topics that are not going to cause huge fights since this is supposed to be a fun activity. Some ideas to consider include: allowance, bedtime, how much screen time your child has daily, making her bed, the time frame in which laundry has to be put away, the division of chores between children, or what types of food she can eat for after-school snacks. (Of course, these are simply suggestions, there may be other issues that come up in your household that arent on that list.) Choose one and let your child know you might be willing to change your mind about it if she can write a convincing and persuasive essay explaining her reasoning. Make sure she knows her essay has to say what she thinks should happen and use some persuasive words, phrases and strategies.It is absolutely crucial to make sure to set the conditions under which you’ll give in. For example, maybe her goal is to try to convince you to change your mind about eating sugary cereal over the summer, not for the rest of her life. If she convinces you, you must live with the change. Set the rules for engagement first, and dont change them.Read the essay and consider her arguments. Talk to her about what you thought was convincing and which arguments didnt convince you (and why). If you’re not totally persuaded, give your child the opportunity to rewrite the essay with your feedback in mind. Note: Don’t forget, you really need to be prepared to make changes if your child is persuasive enough! It’s important to reward her if she writes a very good piece of persuasive writing.

Personal Investment in the UK is it Science of Matter of Good Fortune Essay

Personal Investment in the UK is it Science of Matter of Good Fortune - Essay Example More evidently the increase in the number of retirement people in the region has led to the fall in the demand for saving and investment in the region. Again the level of investment practices carried out by the people gains a larger relation to the insurance and pension related schemes where the people invest out of a precautionary motive. Different economic changes like crash in the housing market also tends to lower the practice of personal investment in the region (Banks and Tanner, 1999, p.6-9). Different Types of Investment in United Kingdom In United Kingdom people tend to invest or conduct their personal savings through the use of different tools like investing in mortgage funds, investing on pension or other insurance related funds, depositing money in banks or in securities issued by different financial institutions. Further people also tend to invest their money in many asset related or commercial funds apart from investing in agricultural and national savings deposits. The major part of the personal savings owes to funds related to pension and insurance other than mortgage or housing properties (Banks and Blundell, 1994, p.67). Types of Personal Investment in United Kingdom and Popularity of Use In United Kingdom the aspect of personal savings and investment gains attention in regards to categories like pension funds and other insurance related sectors. However other than the pension and insurance related funds the personal investment activities of the people also centre on deposits made in banks. Investment is again made by the people in funds created for the housing societies. Moreover other than the listed areas the people also tend to invest largely in sectors such as shares and dividend mainly equity based issued by registered companies operating in United Kingdom. In other types of personal investment practices the people also tend to invest largely in different types of asset funds bearing interest gains and in other savings fund issued by the national government. The six different areas into which the people residing in United Kingdom tend to invest their personal finances also contain of security deposits and other unit trust schemes (Banks and Blundell, 1994, p.69). Out of the six listed avenues available to the people in United Kingdom to conduct their personal savings it is found that the sector of pension funds and insurance schemes gains the highest amount of attraction. The main reason inferred for the growing attention of the people to invest along the pension and insurance related funds is to gain a large amount of tax benefits. The people avail the exemption advantages from tax charges in regards to their investment in pension and insurance funds. Moreover in regards to the insurance sector the people also avail benefits linked to the market where the insurance schemes chosen for investing by the people stand to be market linked. Thus the people through the

The Effect of the Affirmative action Research Paper

The Effect of the Affirmative action - Research Paper Example I support affirmative action for it has proven most of the myths ton be wrong. That is, it is practically defending the powerless in the society and fight against corruption as well as injustices in the society. For instance, there is a myth that states that affirmative action has not managed to reduce gender discrimination that occurs at the workplace as well as color discrimination. Truly, affirmative action has led to reducing racial discrimination in various work places. Moreover, the racial discrimination has created numerous job opportunities for women as well as to the people with disabilities. That is, most organizations have laid down rules and regulations that defend persons with disabilities as well as women. Affirmative action has managed to educate women as well as persons with disabilities about their right as well as the position that they hold in the society. For instance, the research shows that with the implementation of affirmative action, there has been greater em powerment of women as well people with disabilities to participate economic development in various sectors of development. However, there are various responses from the respondents to affirmative action. For instance, the question was to find out the effectiveness of affirmative action programs about minority and women for job employment in the workplace. In this research, the respondents who were in favor of the favor of affirmative action were 58 and those who were opposing the impact of affirmative action were 36.

Mergers and Joint Ventures Essay Example for Free

Mergers and Joint Ventures Essay When a company is first born, the last thing on its owners mind is merging with another company. A merger is sometimes a voluntary and sometimes and involuntary transaction. If a company has found itself in a place of financial difficult or is simply exhausted all its resources to remain open, a merger may be the only way its employees can retain their position. The alternative would be to close its doors and give up. Below we will discuss the differences between horizontal, vertical, and conglomerate mergers and how these differ from a joint venture. Horizontal mergers occur between businesses within the same industry. Often between organizations that share the same space or sell similar competing goods or services. A horizontal merger is simply put two companies who consolidate to work as one to make the goods or services better or more profitably. A good example would be when Hewlett Packard and Compaq merged. Two rival competitors selling similar goods who merged together to continue making products as a team. According to the Minority Business Development Agency, â€Å"a vertical merger occurs when two or more firms, operating at different levels within an industrys supply chain, merge operations.† The idea behind a vertical merger is synergy. When two companies that are not necessarily selling the same type of product or products, but are in the same supply chain merge together to make a more efficient company is synergy. One example of a vertical merger would be if American Airlines merged with Boeing manufacturing company. This would cut out the middle man between American and Boeing, and give American more control of the process, versus having to go through a middle man. Conglomeration mergers are mergers between two companies that have nothing in common. Usually these two companies merge to diversify their holdings. An example of a conglomeration merger would be  like a company that makes ice cream merging with a company that owns grocery stores. Although the two companies are different, one can help the other and thus make a profit for both of the companies. The difference between a conglomeration merger and a joint venture is that a joint venture can be entered into by any two companies working separately from their original purpose on a joint project that will produce a profit for both companies. The companies agreeing to a joint venture do not necessarily have to change their original company structure or management. The original company may be a different entity entirely. Joint ventures enable companies to diversify. All of these mergers are example of companies that joined forces, and either one or both disregarded their individual identity. A joint venture in comparison is when a commercial enterprise is undertaken jointly by two or more parties, while maintaining their individual identities. This could be when a cable company and phone company create a joint venture to offer their customers’ services yet have all their bills on one tab. This makes it easier for companies to offer discounts for bundling services and makes it easy on the customer because they can go to one place rather than several places for different products. References http://www.investopedia.com/terms/h/horizontalmerger.asp Minority business development agency, U.S. Department of Commerce, (n.d.), Retrieved from http://www.mbda.gov/node/1409 N. Jones, 2010. Mergers vs joint ventures: What’s the difference? Retrieved from: http://www.brighthub.com

Jackie Robinson Essay -- essays research papers

Jackie Robinson was born on January 31, 1919, in Cairo, Georgia, the grandson of a slave. Jackie was the youngest of five children. When he was six months old, his father deserted the family. His mother moved them to California where it was easier for blacks to live and get work. In those days, life was very hard for black people in the South. This upset young Jackie. He became very involved in sports. He played football, basketball, baseball and ran track. In college he was a top football player. He left college before graduating. Jackie worked for the National Youth Administration at a work camp but the camp was closed. In the fall of 1941, he joined the Honolulu Bears professional football team and then was drafted into the Army. While stationed in Kansas with the Army, he worked with Joe Louis, a famous boxer, to fight unfair treatment of black people in the military. After leaving the Army, Robinson joined the Kansas City Monarchs. They were a team in the Negro League. This team was made up of African American baseball players. He soon become one of the leagues top players but did like the low pay and constant traveling. He didn't want to make baseball his career. The Brooklyn Dodger president, Branch Rickey, had been looking for a black player to bring into the major leagues. Those leagues were closed to blacks at that time. In 1945, Robinson signed a contract to play for a Dodgers farm team, the Montreal Royals. Many owners and sportswriters were against this. They ...

Journeys End Courseowkr Essay

Explain the ways in which R. C. Sherriff conveys a sense of the horror of war in Journey’s End with detailed reference to three extracts from the play. How could a film director enhance this sense of horror on the screen? Journeys End, the seventh most famous play written by R. C Sherriff in 1929, set in Saint-Quentin, France, in 1918, gives us brief glimpse into the experiences of the officers of a British Army infantry company in World War I by showing us 6 days in a dugout of the front line. It is about a 21 year old Captain Stanhope, and after having spent nearly three years in the trenches without any significant leave, has taken to drinking heavily to control his nerves and to ease the stress of trench warfare. The play brings us through many different themes and genre’s throughout, from death, to love and friendship, comadeship, to ‘class’, and the scarring effects of war, and to the horror’s of war. What interests me is that the play stays only on the single set of what is the dugouts. They are dark, underground rooms where the officers of a British company eat, sleep and talk about what is going on in the trenches just outside, yet you can still, yourself, experience what the war was like. You are not faced with your usual heroic commander who saves the day in the end, instead there is Stanhope, a heavy drinker, affected by three years of war. And the play doesn’t have courageous battle scenes and huge explosions, or a valiant death bed scene. Instead, the horror’s of war are portrayed through the waiting and the suspense of not knowing what’s going to happen next, the characters trying to find security and comfort in anyway possible, the way they would do anything to get out of there. Fear and cowardice is shown a lot in this play, which is very different from your usual courageous soldiers, ready for battle. The authenticity of the play is what makes it original. It actually shows what really went on in the trenches. A particular, during act two, the audience experience a one of the soliders, Hibbert, trying to get out of the war but pretending that he had neuralgia. Hibbert is becoming effected from the war, and is generally scared of having to go up and fight. By now in the play, the men are expecting an attack in about two days, and as it draws closer, Hibbert is becoming more nervous and terrified. At first, he tries hinting the fact that he is supposedly â€Å"ill† towards the commander, Stanhope, but in the end, he almost impatiently declares that he has to â€Å"go down† the line to a hospital, when he says â€Å"It’s no good. I’ve tried damned hard, but I must go down. † Stanhope, a commander three years, has already seen this sort of behaviour and many men trying to get out of going to battle, and obviously see’s past this or does not think that neuralgia is an excuse to go to hospital. The scene goes on to the point where Stanhope and Hibbert get into a struggling fight, where Hibbert asks Stanhope to shoot him. This shows the horror’s of war because the character Hibbert is desperate to get out and go home because he knows that the attack is near. It’s not the actual war and the actual battle that is particularly horrifying, but having to wait for it, knowing that it’s going to happen, and being not completely one hundred percent sure that you’re going to come out alive is what is haunting Hibbert. The director could develop the horror of this scene on the screen by making the sounds of the distant guns and explosions a bit more taunting, almost as if Hibbert is getting more and more scared as the attack comes closer. Hibbert should also be shorter than Stanhope because Stanhope is more of an intimidating figure who is in charge, whilst Hibbert is a cowering soldier trying to get home. The actor playing Hibbert shout also be stuttering, not sure what to say or do because Stanhope is telling him that â€Å"No man’s sent down unless he’s very ill. There’s nothing wrong with you. † Hibbert is inconsolable and should be acting like he’s trying to make up more excuses why he should be sent home, almost pleadingly, as he says lines like â€Å"Stanhope – if only you knew how awful I feel – Please do let me go by -. † Hibbert gets very distressed and says things like â€Å"What the hell-! † and Stanhope and him get into a fight. Stanhope should be stronger and more skilled than Hibbert as he is trying to get away and disobey him, so the thrusting and the struggles from Hibbert should be pathetic and weak, quivering, and Stanhope should be firm and almost unfazed. The whole point of this scene is having to face reality and not really believing what you waited for, for so long, and feared was going to finally happen. The lighting should be dark and there should be shadows on Hibbert’s face, showing how distraught he is and possibly the lack of sleep. There should be a lot of close up shots as well to see character reactions, and some long shots to show the character’s difference and maybe, their similarity, how they are both afraid but are reacting but are handling it in different ways. A lot in the play, we see a lot of how the men cope with the dread of being in the war, and the upcoming attacks. The constant talk of food whenever the topic of attacks and the war comes into the conversation, Stanhope’s drinking problems, and pretending they have illnesses so they could have a shot at trying to go home. Osborne is seen as an â€Å"uncle† figure between the officers for his avuncular manner, and at one point in the play, Osborne is reading an extract from Lewis Carroll’s Alice in Wonderland. Raleigh questions him on why he is reading a children’s book which doesn’t make sense, but it seems that Osborne is comforting himself by going back to times where he was safe and secure in his childhood memories. Before Osborne reads the extract from Alice In Wonderland, Raleigh and him were talking about the raid, possibly lots of dramatic pauses, trying to avoid eye contact, when Osborne quickly changes the subject and reads more of Alice In Wonderland, leading them into a completely different conversation about Raleigh’s home town. This scene should be acted as if Osborne is showing his first vulnerability in the play, taking comfort in his childhood memories, when he was away from the war, and in a safe and secure environment. When Raleigh comes over, he tries to adopt his fatherly figure. Raleigh is still very new to all this, so he is very naive and almost acts as if he is looking forward to this raid. The actors should say the lines from Alice In Wonderland as if they were haunting and not comforting at all. Osborne and Raleigh should be quite awkward and trying to avoid eye contact, sadly contemplating what they miss. Another horror of war portrayed in this play is the lack of certain possessions and things that the men cannot have whilst in the dug out. It being good food, comfort, sleep and even women. Throughout the play, the men are constantly referring back to food or their lives back home, and at one point, looking at pictures of naked women together. In the war, the men are deprived from these things. The deaths of two of the most important characters in the play Osborne, the paternal figure, and Raleigh, the figure of innocence and naivety are extremely important, as are their effects on Stanhope and are another horror of war. When Raleigh is dying from a shell hitting his back, he is paralysed, and is with Stanhope in his dying moments. Stanhope, who, from his drinking and paranoia, had always been very distant and cold towards Raleigh because he thought that he could write home to his sister about how much of a wreck he was, was now showing a new and comforting side of himself, calling Raleigh â€Å"Jimmy† and â€Å"old boy. † Even now, Raleigh is naive, thinking that there is something on his legs as he cannot move them, saying that he is â€Å"feeling rotten, lying down here when everyone else is up there. † By now, Stanhope would be desperately trying to comfort Raleigh, hoping that he would get lucky and possibly survive his injury, but through this scene you can tell that Raleigh’s voice is getting even more distant and softer as he is slowly getting weaker. The lighting should be soft and with some shadows to represent Raleigh’s fading life and the sound of the raid should still be going on. When Raleigh dies, Stanhope is left alone to face the rest of the war on his own, another revulsion of war. This student written piece of work is one of many that can be found in our AS and A Level War Poetry section.

ModIV Product Development Team

For three people In particular, Mod IV also typified the challenges of working amid new pressures and demands. As director of HAVE Controls, one of the Building Controls Division's four product areas, Linda Whitman was the senior marketing person for the Mod IV product line and had primary profit and loss responsibility for Mod IV. She could see the Impact a delay would have on her area's performance, and she understood the pressing market need to have Mod IV contain attractive features. When she first became director of HAVE Controls in 1 986, she realized that marketing had to play a more active role in development of Mod IV.Since then she had watched her fellow marketers on the Mod IV team work through problems and conflicts with engineers, and she knew some of the most difficult issues still had to be resolved. But addressing any issue required patience, persistence, and tact, and even then Linda often found herself torn. She had to make sure HAVE Controls met its projections, wh ich required collaborating with engineering and manufacturing, both of which seemed at times overburdened and at times unresponsive. Larry Rodgers, lead design engineer on Mod IV, had been Involved In the Mod IV project for five years.He could sense the pressure mounting both on the team and on the division as Mod IV encountered difficulties entering the final months of the project. Larry and six of the engineers he supervised had their hands full trying to reduce the noise the Mod IV motor was generating. He knew the marketers had concerns about Mod Ivy's appeal to customers, but with Bib's limited resources and its stress on fast development, he wondered how he could address himself to marketing's concerns at this time.Like many engineers at BCC, Larry understood the competitive and financial challenges BCC faced, but he wondered if others appreciated the depth and complexity of design work and engineering problems. Research Associate Joshua D. Marigolds prepared this case under t he supervision of Professor Anne Donnelly as the basis for class discussion rather than to Illustrate either effective or Ineffective handling of an administrative situation. Figures In this case have been disguised. Call (617) 495-6117 or write the Publishing Division, Harvard Business School, Boston, MA 02163.No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means? electronic, mechanical, photocopying, recording, or otherwise?without the permission of Harvard Business School. 1 This document is authorized for use only by Wing Chou in Project MGM taught by George Variations Case Western Reserve University from August 2014 to December 2014. 491-030 John Bailey, general manager of BCC, could all but hear the footsteps of competitors eager to grab business from his division.Although he bristled at the thought of a delay and its effect on Bib's ability to meet corporate financial targets,l he wanted to respect the team's autonomy. John knew the team was grappling with several ribosome issues, and though he focused his attention on making sure the division met its objectives, he wanted to find ways to support the team as it addressed the problems before it. Building Controls Division Honeywell Building Controls Division (BCC) produced climate controls and systems for four market areas: HAVE, burners and boilers, lighting, and water products.BCC employed 1250 people and recorded 1988 sales of more than $150 million. The division dealt with two types of customers, original equipment manufacturers (Moms) and trade customers. The Moms incorporated Honeywell products into their own reduces, which they in turn sold to the market. Trade customers sold Honeywell products directly to the market. BCC placed highest priority on the quality of its products, on the division's flexibility, and on its response to customers.The division's profitability and return on investment?both well above i ndustry averages?were points of pride. 1981 marked the first and only year in Honeywell history that its Residential and Building Controls Division lost money. Controls were Honeywell original business, and the shock of 1981 brought new management to this division, management determined to regain Honeywell competitive edge. As part of the recovery process, Honeywell split residential and building controls into two separate divisions, thus creating the Building Controls Division.To end the days when people from engineering, manufacturing, and marketing/sales worked in different locations, a new building was constructed with enough room to house everyone. To integrate the three major functional areas, BCC introduced a series of changes that intertwined to create a new form of product development. BCC hoped to transform itself into an agile organization capable of outnumbering competitors through faster Product Development and the Controls BusinessIn the old system of product developme nt, the product passed through each functional area in a sequence of discrete steps: marketers conceived of a product idea and passed it along to design engineers, who would design the product and pass the design to process engineers; process engineers determined how to make the product and then dropped the plans into the laps of the manufacturing engineers and the plants. At each stage in the sequence, people encountered problems created by work done at earlier stages.Process engineers, for example, would discover they could not make what the design engineers had crafted. Product development thus became a game of â€Å"tossing the bear over the wall. † When you completed your particular piece of the project, you tossed it over the wall to the next group, not caring what took place on 1 . A widely-cited economic model developed by McKinney and Company â€Å"calculates that going 50% over budget during development to get a product out on time reduces . .. Profits by only 4%. But staying on budget and getting to market six months late reduces profits by a third. (David Woodruff and Stephen Phillips, â€Å"A Smarter Way to Manufacture,† Business Week, April 30, 1990, p. 111 . See also Brian Domains, â€Å"How Managers Can Succeed Through Speed,† Fortune, February 13, 1989. ) 2 the other side. If you had problems with work done at previous stages, you made your changes and tossed the design back to the previous group for them to adjust their work. The process was slow and costly. Every change meant more time, higher cost, and heightened animosity between functional areas. But rapid changes in the controls business inspired the division to look for new approaches.John Bailey explained: In the early sass the move to electronics and microelectronics was accelerating, and e were having a hard time dealing with that by using engineering and manufacturing techniques that had evolved over one-hundred years and were slighted toward a really slow-movi ng industry and slow-moving technology. To suddenly get into a cycle going from products that you could design and have on the line for thirty years, to three years life expectancy?well, we couldn't do a development in three years. So there was a big need for change imposed on us by technology and by the new competitors that technology brought into the market. Layers, to at one point in the early sass we counted 160 competitors?150 of them ere little electric assembly shops, where a couple of engineers would get together, lay out a circuit board, stuff it, and start selling. A few of those competitors grew up, prospered, and became viable. They grew out of that change in technology. But it meant we had to change. We had to change for many reasons. We were coming out of a period when we weren't profitable enough. We were changing because we were going from part of a division to a stand-alone division.Our competitive environment was changing, technology was changing, and our customers were demanding a different set of requirements from us. So there was no alternative but to change. Parallel Development and Teams When BCC abandoned sequential development in the mid-sass, it embraced a new process called â€Å"parallel development. † In this system, a core team of people assembled from the three critical functions?manufacturing, marketing/sales, and engineering?worked together to guide a project from the conceptual stage all the way through final production.People still reported to their functional managers, who continued to supervise and evaluate all employees, and each functional area continued to perform its specialized role on the project; yet all areas now worked on he same project simultaneously. The core team guided and tracked the development, coordinating efforts across functions and addressing issues of mutual concern. A program manager secured resources for the team, orchestrated its work, kept an eye on the complete project, and served as a liai son to senior managers.One BCC employee described the personal effect the new approach had: The team system does not allow people to single-minded defend the position of their functional area, of what's easiest, or best, or cheapest for their own functional area. It forces people to look at a bigger picture. . â€Å"Engineering,† when used alone, refers to both product and process engineering. 3 As BCC made the transition to parallel development, it had to confront its history and discard old habits. Marketing had always enjoyed a sacred position at BCC, as John Bailey explained: â€Å"Marketing called all the shots, controlled the purse strings.Engineering felt it worked for marketing. † To make the team-system work, Bailey and his senior staff felt they would have to create parity among the functional groups. Each area had to see itself as an equal partner and contributor. People had to accept additional responsibility responsibility for the success of the entire pro ject, not Just relevant to their functional area or not. A manufacturing engineer, for example, had to attend team meetings even if the project was only at a design stage.Since people were accustomed simply to completing a task and passing the project on, they felt team meetings stole time from doing actual work and added to total work-load. As people gradually adapted to parallel development and teams, they continued to struggle with their expanded roles and responsibilities. Many people at BCC felt the new product development system exerted too much reassure on them. Because people now worked on projects from beginning to end, not Just when their piece had to be done, they had multiple projects to Juggle at once. Combined with the emphasis on fast development, this at times overwhelmed BCC employees.Several people described the pressures they felt and what they perceived to be their sources: We have to make a decision on the deployment of resources. When it comes to choosing betwe en things to do, the answer from above is, ‘Do both'?with no added resources. Or if we get additional resources, we're Just stealing them from another project. The system is heavily loaded, especially since we're learning a new way of working. There are many things to do with little headcount and no relief with the project schedule. Engineering doesn't have a realistic schedule. This puts stress on the system.Teams could help but there are obstacles to having a team work on a project. You need true support from management. If somebody's supposed to be dedicated to a team, management has to be willing to let that person spend all of his or her time on the project. Logistics also need work. You have to be able to work out the fractions of people's time. You need one fully dedicated person from each function, but you also rely on the entire functional group. So people working on multiple projects have to know how to split their time. How do you prioritize projects? All work is hi gh priority.And how do you reward people? Even John Bailey recognized he would have to alter his management style. The tone of the way the division is managed comes right from the top. If I want teams, and I promote ‘me and cultivate them, then there will be teams. If I'm going to dictate orders, then that's the way my staff will act? dictate orders. I mean those things get reflected right through an organization because I think people look up to see what's happening, and if you don't lead by example, then you're not going to get what you want. People watch actions more than words. I can't be autocratic and dictatorial to my people, as I tended to be when I was vice pretty good dictator. I'm very comfortable with that style. Part of the problem is, I grew up in this business. I understand HAVE. It's real easy for me to tell people what I think they have to do on almost any issue. But if I do that, and my staff does that, it goes right down the line, and we don't have teamwork. We also don't benefit from the ideas and perspectives of the whole work force. So I've tried to learn to have patience, change my style, look for consensus, have involvement of my staff as a team, share more information, be more open.I've had to learn that you take a risk with this and not everything comes out the way you want it, but the potential payoffs far outweigh the risks. I don't know how you legislate dedication, creativity, or motivation into people. I don't think you can. You can't tell people they have to do it a certain way. What you do is create the environment and the responsibility and be flexible. But those are all new things for me. I didn't come to this as a natural team player. I got into this because it looked like the way this business could run best.People throughout BCC spoke highly of John Bailey, crediting him with creating a vibrant climate, but they perceived remnants of an autocratic style. Two stories circulated widely through BCC, highlighting both Jo hn's own struggle to change and the two sides to communication within the division. One story detailed the way John and his staff calmly received a team's decision to cancel a project and start anew after the team determined the initial plan to be unfeasible. The other told of John's visit to a team meeting?to show his support?where he learned of a time delay.Although John made sure not to criticize the team, he was visibly upset and subsequently castigated his senior managers for not informing him of the delay. Some of those managers were themselves unaware of the delay, and the team both sensed and learned of John's displeasure with the news. Using parallel development, BCC management believed the division was now in a position to make better products?and in less time. Because all functional areas participated in the entire development, team members could understand the needs f their teammates and could work on their pieces of the project with those requirements in mind.Engineers could design a product with a better grasp of customer needs and manufacturing requirements, while manufacturing and marketing people would understand the limits of what the engineers could do. Instead of tossing the product and problems back and forth over walls, teams could identify potential problems and prevent them. The walls could come down as people from different functions talked with one another more frequently. Fewer problems and overlapping work would deliver what John Bailey coveted most: reduced placement time.According to the division's estimates, the new product development system had reduced development time from an average of 38 months to an average of 14 months. John saw speed as Bib's weapon for reclaiming competitive prominence, and he campaigned tenaciously to cut the time it took to get products from â€Å"concept to carton. † 5 Although people attributed much of the division's resurgence in the sass to the close working relationships that now existed be tween different functional groups, there was some feeling that antagonism had not evaporated entirely and that finger- pointing still occurred.A marketer and an engineer gave separate examples: From a schedule standpoint, engineering's credibility was no good. They were telling us dates that Just weren't getting met. We tried to arrange shared goals and objectives, and it was like pulling teeth from engineering. They said they had their own milestones. The first shared deadline they suggested wasn't valid since we needed things from them well before that. We in engineering thought we had a minor design problem that we could solve as we worked on other problems. However, the problem didn't go away, so we moved it up on our list of priorities.Finally, we had to blow the whistle on ourselves because we felt the changes would require more time than the schedule allowed. We went to the head of marketing with our position. We said we were making progress but did not feel we would make our introduction date and needed more time. He said we had to stick to the dates we had. It's his prerogative to demand that the target dates be met, so the target dates were not changed, even though the team knew we weren't going to make it. Insisting that a date not change, though, can lead too project problem.I'm not sure what's accomplished by insisting on unrealistic dates. Mod With its new strategy for product development, BCC approached the Mod IV project intent on â€Å"making the dates happen. † John Bailey explained the urgency behind the project: â€Å"Two competitors have introduced new products and retooled. They have overcapacity and are Just waiting to steal market share. We cannot make a mistake. † BCC was spending $19 million to develop Mod IV and planned to have it replace products accounting for over 30% of the division's profit. These figures led one senior manager to call Mod IV â€Å"our golden egg. Although the golden egg was about to hatch, Mod IV had had a long gestation. History of Mod IV In 1981 Jay Lander, process engineer on the current Mod IV team, was asked to examine how the company could improve the quality of its motors and reduce their cost. His study turned into a cost-reduction, quality-improvement initiative executed in three phases. Mod IV represented the final and most ambitious phase. Although inspired by engineering, Mod IV promised the most dramatic innovations in manufacturing and therefore was deemed a â€Å"flexible manufacturing project. With the one Mod IV motor line, BCC planned to automate its entire assembly process and over $20 million in revenue. The project promised to reduce costs and improve profit arising, making it attractive to the manufacturing people. But some marketers were concerned that customers would not accept this new motor and BCC would lose market share. That would reduce revenues, the primary index of marketing's contribution to the organization. The team, 6 however, intended t o offer a product replete with features and enhancements attractive to customers.The team would then use price incentives to encourage customers to convert to the Mod ‘V. BCC began work on Mod IV in 1984, prior to the introduction of teams and parallel development, but the same design and process engineers had worked together on Mod IV from the beginning. They had even carved out an open office area, nicknamed â€Å"the bullpen,† by removing partitions between cubicles and setting up a central conference table. Manufacturing engineers were frequent visitors to the bullpen and initiated many of the impromptu meetings.Design, process, and manufacturing, however, did not collaborate closely with marketing until 1986, when the current Mod IV marketing people began replacing their predecessors on the project. One engineer spoke about marketing's involvement: The marketing people have changed since the project began while the engineers have been the same since the beginning. Marketing decisions changed each time the marketing people changed. We had to do two rounds of market research. This has had a negative psychological effect. It leaves the impression that the rationale developed in marketing is only as good as the people who developed it.So we lived through a change of direction. Not one marketing person is the same as when the project began. For a long time, marketing didn't buy into Mod IV. They were forced enthusiastic. Now they're enthusiastic because it's a better product, but it's been a lot of extra work for them. They would have been better off with the combination of the old reduce and the absence of this extra work. From the time Linda Whitman became director of HAVE Controls in 1986, she had collaborated closely with her peers in other functional areas.As she put it in terms of Mod IV, â€Å"Manufacturing and engineering were a whole lot further ahead in the project. And if it was going to be successful, there had to be a balance in term s of expertise and authority. † Linda stressed equal participation, but her role as director think that's the way business-unit directors are expected to perform. Of all the players, we have ultimate responsibility for the P&L [Profit and Loss]. And I am responsible for my engineering deliverables. The engineers do not report to me, but I am accountable for telling them what projects to work on and in what order.Likewise, sales does not report to me, but my marketing group controls the revenue plan and unit-sales targets they must achieve to earn bonuses. We're also responsible for developing their programs for customers and for authorizing special deals. We're responsible for defining the product road-maps and introducing the products. We provide the technical support to customers the training, the hotlist, the technical support for the field reps. We're in charge of pricing, advertising, and sales promotion activities. We're also responsible for arbitrating unresolved delive ry problems and for determining delivery codes and lead times.It runs the gamut. 7 Linda explained how marketing had to make up for lost time on Mod IV: Marketing was uninvolved for a long time?for two reasons. First, it was never a marketing- driven development, which is highly unusual. Second, marketing was so Johnny- come-lately. By the time we had a solid marketing team established, engineering and manufacturing were entrenched in the way they believed it should be done. That made it much harder when we did come along. The new marketers' concern led the team to revise the project's scope, but marketers still had some lingering uneasiness.A marketer explained: Mod IV is replacing our bread and butter for no market-driven reason. Sure, it's a cost reduction and a quality improvement, but our motors already are very high quality and provide high margins, so from a marketing standpoint, it didn't have to be done. The customer-benefits derived from Mod ‘V, including modules, co uld be developed for our present motor lines. Team Members Linda Whitman Director, HAVE Controls. Linda became the head of marketing for HAVE Controls, one of Bib's four market areas, in early 1986.In nine years with Honeywell, Linda had progressed through five positions, each time dramatically improving the department she supervised. Although Linda succeeded in each of her new positions, with three of her Job changes she replaced an incumbent man who had been relegated to another position; as she acknowledged, â€Å"This was not the Linda described herself as â€Å"results-oriented, hard-driving, intense, and compassionate. † Organization, discipline, and strong strategic planning were Land's llamas, but she insisted on letting her marketers work autonomously.She enjoyed working at BCC and praised its comfortable, diverse environment. Her management style, though, had caused her to think about â€Å"being female in an engineering- dominated, Midwestern manufacturing compan y. † It's extremely difficult for many people to accept a woman who's hardwiring and results-oriented the same way they can accept a man in that role. It's the old classic. A lot of times pejoratives are assigned, whereas if it were a man, it's Just ‘a person doing his Job. ‘ I think there's much more forgiveness for men to have quirks than there is for women.Linda was in her mid thirties. Jack Scott Program Manager, Manufacturing. Jack served as Program Manager while also supervising the project's manufacturing efforts. He also supervised several other manufacturing activities. Jack had Joined the Mod IV team a year and a half earlier, and though he had known all of the project's engineers for ten years, he called himself â€Å"the new kid on the block. † Jack described his role: 8 I try to keep all ends tied together for the net result. Where are we on tooling dollars, engineering design, order and delivery of the production machines?I tie all the ices tog ether to make sure they hit the floor at the same time. I make sure communication is happening so that all things are getting done. I make sure we don't get one of these things where we get all done and someone says, You didn't tell us about that. ‘ Jack was in his forties. Jay Lander Senior Principal Process Engineer. â€Å"Father† of the Mod ‘V. Jay's 1981 study led to development of Mod ‘V, which he now worked on. Jay was in his sixties. Larry Rodgers Mechanical Design Manager. In charge of all engineering efforts on Mod ‘V, Larry supervised all seven design engineers working on HAVE Controls products.Six of those engineers were working on Mod ‘V, and Larry himself had worked on Mod IV since it began in 1984. Larry displayed constant equanimity, rarely letting the pressure of a situation disturb his demeanor, which some considered aloof. However, he readily acknowledged the history of tension on the project: The impetus for the program was inc reased profit. The project is attractive to manufacturing because they're profit-driven. Marketing is revenue-driven, and this product may reduce revenue. Since it will cost less to make the Mod IV, customers will want it for less, and that will reduce revenue. Engineering's objectives are to

Andrew Jackson, Indian Removal, and the Trail of Tears

Andrew Jackson, Indian Removal, and the Trail of Tears The Indian Removal policy of President Andrew Jackson was prompted by the desire of white settlers in the South to expand into lands belonging to five Indian tribes. After Jackson succeeded in pushing the Indian Removal Act through Congress in 1830, the U.S. government spent nearly 30 years forcing Indians to move westward, beyond the Mississippi River. In the most notorious example of this policy, more than 15,000 members of the Cherokee tribe were forced to walk from their homes in the southern states to designated Indian Territory in present-day Oklahoma in 1838. Many died along the way. This forced relocation became known as the â€Å"Trail of Tears† because of the great hardship faced by Cherokees. In brutal conditions, nearly 4,000 Cherokees died on the Trail of Tears. Conflicts With Settlers Led to Indian Removal There had been conflicts between whites and Native Americans since the first white settlers arrived in North America. But in the early 1800s, the issue had come down to white settlers encroaching on Indian lands in the southern United States. Five Indian tribes were located on land that would be highly sought for settlement, especially as it was prime land for the cultivation of cotton. The tribes on the land were the Cherokee, Choctaw, Chickasaw, Creek, and Seminole. Over time the tribes in the south tended to adopt white ways such as taking up farming in the tradition of white settlers  and in some cases even buying and owning African American slaves. These efforts at assimilation led to the tribes becoming known as the â€Å"Five Civilized Tribes.† Yet taking up the ways of the white settlers did not mean the Indians would be able to keep their lands. In fact, settlers hungry for land were actually dismayed to see Indians, contrary to all the propaganda about them being savages, adopt the farming practices of the white Americans. The Attitude of Andrew Jackson Toward Indians The accelerated desire to relocate Indians to the West was a consequence of the election of Andrew Jackson in 1828. Jackson had a long and complicated history with Indians, having grown up in frontier settlements where stories of Indian attacks were common. At various times in his early military career, Jackson had been allied with Indian tribes  but had also waged brutal campaigns against Indians. His attitude toward Native Americans was not unusual for the times, though by today’s standards he would be considered a racist as he believed Indians to be inferior to whites. One way to view Jackson’s attitude toward Indians was that he was paternalistic, believing the Indians to be like children who needed guidance. And by that way of thinking, Jackson may well have believed that forcing the Indians to move hundreds of miles westward may have been for their own good, as they would never fit in with white society. Of course, the Indians, not to mention sympathetic white people ranging from religious figures in the North to the backwoods hero turned Congressman Davy Crockett, saw things quite differently. To this day Andrew Jacksons legacy is often tied to his attitudes toward Native Americans. According to an article in the Detroit Free Press in 2016, many Cherokees, to this day, will not use $20 bills because they bear the likeness of Jackson. Cherokee Leader John Ross Fought Against Indian Removal Policies The political leader of the Cherokee tribe, John Ross, was the son of a Scottish father and a Cherokee mother. He was destined for a career as a merchant, as his father had been, but became involved in tribal politics and in 1828 Ross was elected the tribal chief of the Cherokee. In 1830, Ross and the Cherokee took the audacious step of trying to retain their lands by filing suit against the state of Georgia. The case eventually went to the U.S. Supreme Court, and Chief Justice John Marshall, while avoiding the central issue, ruled that the states could not assert control over the Indian tribes. According to legend, President Jackson scoffed, saying, â€Å"John Marshall has made his decision; now let him enforce it. And no matter what the Supreme Court ruled, the Cherokees did face serious obstacles. Vigilante groups in Georgia attacked them, and John Ross was nearly killed in one attack. Indian Tribes Were Forcibly Removed In the 1820s, the Chickasaws, under pressure, began moving westward. The U.S. Army began forcing the Choctaws to move in 1831. The French author Alexis de Tocqueville, on his landmark trip to America, witnessed a party of Choctaws struggling to cross the Mississippi with great hardship in the dead of winter. The leaders of the Creeks were imprisoned in 1837, and 15,000 Creeks were forced to move westward. The Seminoles, based in Florida, managed to fight a long war against the U.S. Army until they finally moved westward in 1857. The Cherokees Were Forced to Move Westward Along the Trail of Tears Despite legal victories by the Cherokees, the United States government began to force the tribe to move west, to present-day Oklahoma, in 1838. A considerable force of the U.S. Army more than 7,000 men was ordered by President Martin Van Buren, who followed Jackson in office, to remove the Cherokees. General Winfield Scott commanded the operation, which became notorious for the cruelty shown to the Cherokee people. Soldiers in the operation later expressed regret for what they had been ordered to do. Cherokees were rounded up in camps and farms which had been in their families for generations were awarded to white settlers. The forced march of more than 15,000 Cherokees began in late 1838. And in the cold winter ​conditions, nearly 4,000 Cherokee died while trying to walk the 1,000 miles to the land where they had been ordered to live. The forced relocation of the Cherokee thus became known as the â€Å"Trail of Tears.†

Pelican Facts

Pelican Facts There are eight living species of pelicans (Pelecanus species) on our planet, all of which are water birds and water carnivores that feed on live fish in coastal regions and/or interior lakes and rivers. The most common in the United States are the brown pelican (Pelecanus occidentalis) and the Great White (P. anocratalus). Pelicans are members of Pelecaniformes, a group of birds that also includes the blue-footed booby, tropicbirds, cormorants, gannets, and the great frigate bird. Pelicans and their relatives have webbed feet and are well adapted to catching fish, their primary food source. Many species dive or swim underwater to capture their prey. Fast Facts: Pelicans Scientific Name: Pelecanus erythrorhynchos, P. occidentalis, P. thagus, P. onocrotalu, P. conspicullatus, P. rufescens, P. crispus, and P.philippensisCommon Names: American white pelican, brown pelican, Peruvian pelican, great white pelican, Australian pelican, pink-backed pelican, Dalmatian pelican and spot-billed pelicanBasic Animal Group: BirdSize: Length: 4.3–6.2 feet; wingspan: 6.6-11.2 feetWeight: 8–26 poundsLifespan: 15–25 years in the wildDiet: CarnivoreHabitat: Found on all continents except Antarctica, near coastlines or large inland waterwaysPopulation: Estimates only available for two near-threatened species: Spot-billed, (8700–12,000) and Dalmation (11,400–13,400)Conservation Status: Dalmatian, spot-billed, and Peruvian pelicans are classed as Near-Threatened; all other species are Least Concern Description All pelicans have two webbed feet with four toes, all of which are connected by the web (known as the totipalmate foot). All of them have large bills with an obvious gular pouch (throat pouch) which they use for catching fish and draining water. Gular sacs are also used for mating displays and regulating body temperature. Pelicans have large wingspans- some over 11 feet- and are masters in the air and on the water.   A great white pelican uses its gular pouch to capture a fish. Michael Allen Siebold / Getty Images Habitat and Distribution   Pelicans are found on all of the continents of the world except Antarctica. DNA studies have shown that pelicans can be grouped into three branches: Old World (spot-billed, pink-backed, and Australian pelicans), New World (brown, American White, and Peruvian); and the Great White. The American white is restricted to interior parts of Canada; the brown pelican is found along the western coast and Florida coasts of the United States and northern South America. The Peruvian pelican clings to the Pacific coastlines of Peru and Chile. They are fish eaters that thrive near rivers, lakes, deltas, and estuaries; some are confined to coastal regions while others range near large interior lakes.   Diet and Behavior   All pelicans eat fish, and they hunt for them singly or in groups. They scoop up fish in their beaks and then drain the water from their pouches before swallowing their prey- which is when gulls and terns attempt to steal the fish from their beaks. They can also dive into the water at great speed to capture their prey. Some of the pelicans migrate large distances, others are mostly sedentary.   Pelicans are social creatures who nest in colonies, sometimes as many as thousands of pairs. The largest of the species- the largest ones, Great White, American White, Australian, and Dalmation- build nests on the ground while the smaller ones nest in trees or shrubs or on cliff ledges. The nests vary in size and complexity.   Pelicans Diving for fish. Jean-Yves Bruel / Getty Images Reproduction and Offspring   Pelican breeding schedules vary with the species. Breeding may occur annually or every two years; some occur in specific seasons or occur year round. The eggs vary in coloration by species from chalky white to reddish to pale green or blue. Mother pelicans lay eggs in clutches that vary with the species, from one to six at once; and the eggs incubate for a period between 24 and 57 days.   Both parents take a role in feeding and tending the chicks, feeding them regurgitated fish. Many of the species have post-fledgling care that can last as long as 18 months. Pelicans take between three and five years to reach sexual maturity.   Pink-backed Pelican (Pelecanus rufescens) can be found in Okavango Delta, Botswana. Dave Hamman / Getty Images Conservation Status   The International Union for Conservation of Nature (IUCN) considers most pelican species of least concern. Population estimates are available for two near-threatened species: In 2018, the spot-billed pelican was estimated by the IUCN as between 8700 and 12,000 individuals), and the Dalmatian pelican at between 11,400 and13,400. Currently, the American white and Peruvian are known to be increasing in population while the spot-billed and Dalmatian are decreasing, and the Australian and pink-backed are stable. The Great White Pelican has not been counted recently. Although brown pelicans were listed as endangered during the 1970s and 1980s because of pesticides that had entered their food chains, the populations have recovered and they are no longer considered endangered. Evolutionary History The eight living pelicans belong to the order Pelecaniformes. Members of the Order Pelecaniformes include pelicans, tropicbirds, boobies, darters, gannets, cormorants, and frigate birds. There are six families and about 65 species in the Order Pelecaniformes. Early Pelecaniformes appeared during the end of the Cretaceous period. There is some controversy whether or not Pelecaniformes all share common descent. Recent studies suggest that some shared characteristics among the various pelecaniform subgroups are the result of convergent evolution. Sources Brown pelican. National Wildlife Federation, Wildlife Guide, Birds.Pelicans. IUCN Red List.  Kennedy, Martyn, Hamish G. Spencer, and Russell D. Gray. Hop, Step and Gape: Do the Social Displays of the Pelecaniformes Reflect Phylogeny? Animal Behaviour 51.2 (1996): 273-91. Print.Kennedy, Martyn, et al. The Phylogenetic Relationships of the Extant Pelicans Inferred from DNA Sequence Data. Molecular Phylogenetics and Evolution 66.1 (2013): 215-22. Print.Patterson, S.A., J.A. Morris-Pocock, and V. L. Friesen. A Multilocus Phylogeny of the Sulidae (Aves: Pelecaniformes). Molecular Phylogenetics and Evolution 58.2 (2011): 181-91. Print.

Supply Management Essay Example | Topics and Well Written Essays - 750 words

Supply Management - Essay Example Further, tendering is an intense process where the government advertises the specific areas that would require procuring. Through bidding, the lowest bidder receives the contract to do supplying for a specified period of time. Therefore, all supplies receive equal treatment in terms of information access, enquiries on specifications, and lastly the responding time to participate in the bidding. However, the winner of the bid also receives further scrutiny to determine whether they are the responsible and responsive lowest bidder that submitted the bid. They have to prove that they are responsive in relation to effective answering to the questions that the issues of the bid may have. In addition, their responsive nature also applies in their ability to provide samples in good time as per the request of the bid issuer. On the other hand, the winning supplier also becomes responsible because of passing the integrity and desirable background test (UN HABITAT, 2003). In contrast, the priv ate sector operates differently as it uses sample views, interviews with potential suppliers, physical visits to the private site, and using their reference and their credit review. On the contrary, the private contract investigative agencies where the provision of information is on a confidential basis. In the public sector procurement, the process becomes flawed if the responses received are not clear enough meaning that there none qualifies to receive the tenders on offer .sequentially, the awarding of tenders experiences delay and may start all again till the suppliers comply with the set requirements. This translates to time wastage hence making the suppliers despair and losing trust in the process. In essence, this serves as one of the outcomes of an ineffective supply and management process by creating sour relations between the two parties. In addition, there exists a substantial difference between the procurement departments in both the public and private sectors in referen ce to the work force and performance. The latter invests in the workforce by ensuring that there exists competence in task execution, which may not be the situation for the former. For the public sector, it is vital for them to cut on costs rather than accessing quality, which is quite different from the private sectors view. Therefore, the supplier satisfaction in the private sector deems fit as compared to that of the government purchasing and supplies management. Levels of buyer and seller relationships Over the years, buyer and supplier relationship has been on a transformative path to make transactions between relative easy and effective. Ideally, the relationship between the two had an inclination on reactive and mechanized procurement, which later changed to proactive purchasing. In essence, the reactive form of purchasing implied that one party’s gain would be the others loss. Later, the transformation process brought partnership between the two where there would be e qual benefits. Subsequently, there are three levels of buyer and seller relationships that are the adversarial, barometric and complementary relationships. Ideally, the adversarial relationship has the buyer benefiting more than the seller as they tend to push for more discounts at the peril of supplier (Moser, 2006). Therefore, the focus is solely on accessing lower cost for the buyers desired items of choice hence making

Paper on Freeman Dyson's Technology and Social Justice Essay

Paper on Freeman Dyson's Technology and Social Justice - Essay Example As a matter of fact, he effectively counters the arguments of some sections of the society maintaining that technological sophistications have in fact led to a rise in social injustice and inequalities. Dyson elaborates this by coming out with a real-life example. He states that, the invention of diverse household appliances have enabled the advent of a scenario where, the need for servants was eliminated. In addition, sons and daughters of servants have been enabled to pursue higher education, and thus get elevated to middle class. (1) Dyson considers that as a vivid reflection of a key facet of social justice: the segment that was hitherto downtrodden has now been empowered by the knowledge gained through education. And according to him, that became possible solely because of the advent of the aforesaid technologies (domestic appliances). (1) Dyson emphatically argues that technology should be more focused on meeting the needs of the poverty-stricken people, rather than providing m ore luxuries for the affluent. He goes on to add that poverty could be eliminated by appropriately combining the technologies of genetic engineering, solar energy and Internet. In this context, he strengthens his argument by focusing on the fact that there is plenty of untapped solar energy in some zones of the Globe where, severe poverty is the order of the day.