Event Essay Example | Topics and Well Written Essays - 750 words - 1

Event - Essay Example It has a homophonic composition and its sort is a suite. There is a wide mixed bag of instruments (aerophones, chordophones, and membranophones) utilized as a part of this piece. Around the wind instruments (woodwinds and metal) heard were bassoon, oboe, French horn, and trumpet. The strings played incorporated the violin, viola, cello, and twofold bass. At last, the percussion instrument utilized for this piece was the timpani. This development is broken down into four areas by rhythm: Adagio, Allegro, Lentement, and Allegro. The Adagio segment starts with a moderate presentation at a mezzoforte dynamic. This area is in a real enter and set in fourfold meter. It has a wide extend and a rising song. There are short rhythms and the area develops in a crescendo. The clamor and vitality of this area holds the consideration of the audience and makes a pleased and happy mind-set. Schuberts Symphony No. 8 in B minor was formed throughout the Romantic period. The instruments heard incorporate the trombone, woodwind, oboe, bassoon—parts of the aerophone family—and in addition the violin, viola, cello, and twofold bass—all chordophones. This piece has a general homophonic composition. The classification is an orchestra, which is separated into two developments: Allegro moderato and Andante con motto. The Allegro moderato takes after sonata-allegro structure. There are two subjects introduced, and the development is in triple meter in a minor key. It starts at a delicate (piano) element level and develops in a crescendo. It is for the most part conjunct with a thin go that in the long run ventures into a wide run. The delicate quality opening makes a sensational air loaded with feeling. This development delineates a restatement the restatement of subjects, since the principle two topics repeat all around the piece. Joseph Haydns Symphony No. 94 in G significant ("Surprise") was made throughout the Classical period. It

Selling a product Essay Example for Free

Selling a product Essay The slogan is all part of the brand package for the meddeteranian cruise advert, and it combines with the images created with the use of the swan and Helen of Troy: Discoveries of a Lifetime; the elegent tone and formal vocabulary used combine with the images of the swan and Helen; there is dignity in the seriousness in the vocabulary, but it also insites a sense of adventure and excitement which would make a potential buyer keen to go on a cruise and see the amazing discoveries; it also conveys the uniqueness of the experiences you will have on a Swan Hellenic cruise. It makes the expereinces you will have on a Swan Hellenic cruise seem special, as well as unique, and makes it seem as if that if you turn down the chance to go on a cruise, you will never have the chance again. Once again, however, the Scottish Highlands advert lacks a concrete slogan. Because it doesnt promote any perticular company, and only a product (the Highlands themselves), there is no company slogan to use; really, it has more of a tag; the visitscotland web address; the advert is used to draw people in with its imagery before directing the reader to a resource for more information, rather than selling a product directly to the reader. The most striking contrast between the two adverts is the use of text and tone. The cruise advert uses a personal tone in the style of a postcard (together with a font which looks as if it is handwritten) to give the advert the style ofa one on one conversation between the reader and a friend; the personal style makes the dvert seem as if it has been purposefuly created for the reader and thus makes it seem more relevent to them. The description of the area is also personal rather than it shines like a beacon in the sun, which would be used ina formal desprition, the phrase it shone like a beacon in the sun is used to give the text the feeling of it being a persons despription, enhancing the personal feel. The text is of a relevent size to make it seem legitimately handwritten (and is spaced to achieve the same effect), but it is hugh up enough on the pafge for the glorious, sprawling and idyllic medeterranian scene to be seen in full. The use of we in the opening paragraph affirms the audience the product is aimed at; couples or groups, and also suggestes a shared experience, which the whole party enjoyed; the use of the phrase never knew existed not only enforces the uniqueness of the cruises but also suggest that you will learn and be entralled in the process by going on the cruise. The text reffering to the monks being hoisted up in a basket gives the text even more of a personal feel because it comes accros as a private joke; the final use of humour does what the phrase about the monks does and also makes the reader laugh, hopng to usethe humour to help them remember the advert. The body of text underneath the picture is used to push the cruises themselves. Within the first sentence, you have all the positives of a Swan Hellenic cruise laid out for you with a rheotorical question on the end to make you think about them all; the text also speaks directly to the target audience (couples or groups who want to get away from modern life) with the promise of places off the beaten track and also promises once again that you will learn whilst on the cruise. Having considered the rheotoricalquestion, the reader is confronted with still more of the cruises virtues Havinggiven the reader all the virtues of a cruise with Swan Hellenic in the firsttwo sentances, the text then details how to obtain them all in a plethora of ways, all guaranteed to be easy, quick, effective and hair-tearing free; the use of the phrase friendly team are waiting to assist you conjures up an office full of happy people who will wait for a time convinient to you to assist you in choosing a perfect holiday; another virtue, and only in the third sentence.  Where as the Swan Helenic advert uses an extensive amount of text, the Scottish Highlands advert uses short, snappy and witty (slightly sarcastic) phrases to give it a chic, modern air. The text stands out because of its position on the page and the sentences lead sraight on into each other. The other body of text is small and secreted away so as not to detract from the all-important picture; the phrase make your own entertainment makes use of innuendo and gives a certain allure to coming to the coming to the Scottish Highlands; the useof aquestion directly followed by an answer (Want to come? Go online.) points a reader where to go without giving him or her time to think; its almost s if he or she as nochoice. Those last two sentences are also short and snappy, as is the tag visitscotland.com, which is is easy to remember andstresses that you shoud visit Scotland; the use of an incomplete andshort address rather than a longwinded one also keeps up the modern theme (by missing off the http:// and www. sections of the website address and using something catchy like visitscotland.com and not something like uktourism.co.uk/scotland/highlands/visit_scotland.html the shot and snappy nature of the text is kept going and it is also a stylish ddress.). In conclusion, this study has shown how two adverts selling he same product (holidays) and aimed at a simmilar demographic (high-earning Times readers) can be vastly different. Whilst the Swan Hellenic advert relies on showcasing and using a built up image of the Medetteranian and the reputation of PO cruises the Scottish Highlands advert tries relentlessly to dispelpreconceptions about the Scottish Highlands through the use of modern colours, the internet, short, snappy phrases and a modern sense of humour. In my opinion, the Swan Hellenic is more successful becauseit has a built up image to rely on and fall back on and so the product is easier to sell throgh visual showcasing and the use of language techniques (,etaphor in like a beacon in the sun rheotorical questions), and the conotations of the swan and Helen of Troy to sell its product.

Real Estate Investment Trusts :: GCSE Business Marketing Coursework

Real Estate Investment Trusts A real estate investment trust, or REIT, is a company that buys, develops, manages and sells real estate assets. There are three types of REITs; they are equity REITs, mortgage REITs, and hybrid REITs. An equity REIT is a corporation that purchases, owns and manages real estate properties; it does not own or originate real estate loans. It may also develop properties. A mortgage REIT is a corporation that purchases, owns and manages real estate loans; it does not own real estate properties. It may or may not originate commercial and/or residential loans. A hybrid REIT is a corporation that purchases, owns and manages both real estate loans and real estate properties. It has the qualities of both an equity and mortgage REIT which is why it is referred to as a hybrid. One of the most distinguishing characteristics of a REIT is that they are required to distribute at least 95% of taxable income to shareholders. REITs allow participants to invest in a professionally-managed portfoli o of real estate assets. This is important because prior to Congress's creation of REITs only extremely rich individuals were able to benefit from ventures in the real estate market. By pooling assets together in a manner similar to that of a mutual fund, REITs allow the everyday investor the chance to invest in real estate properties. The main benefit of a REIT is that it is exempt from double taxation. The normal corporation is taxed on earnings, and then when dividends are paid, the individual receiving the dividend is taxed. REITs can deduct dividends distributed from taxable income. This results in only one level of taxation. The main disadvantage of a REIT is that since nearly all earnings are distributed as dividends, the trust must find capital to reinvest into the business from other areas. These funds are usually raised by investments in the market, and through the capital gains realized from the sale of the REITs assets. The second method by which REITs procure capital to reinvest into the business raises an accounting issue regarding the classification of assets. Currently, the buildings and property that REITs utilize to raise income are classified as property, plant, and equipment. However, it can be argued that these assets should be classified as inventory. The accounting definition of property, plant, and equipment specifies those properties of a durable nature used in the regular operations of the business.

Swot Ryanair

Miriam Mennen An Analysis of Ryanair’s Corporate Strategy Essay Document Nr. V145623 http://www. grin. com/ ISBN 978-3-640-56879-6 9 783640 568796 Global Corporate Strategy – A Case Study on Ryan Air An Analysis of Ryanair’s Corporate Strategy Executive Summary Ryanair was founded in 1985 as a family business that originally provided full service conventional scheduled airline services between Ireland and the UK.The airline started to compete within the confines of the existing industry by trying to steal customers from their rivals, especially the state monopoly carrier Air Lingus, outlined by Chan Kim and Renee Mauborgne (2004) as â€Å"Bloody or Red Ocean Strategy†. Ryanair seemed to follow a â€Å"me-too strategy†; according to Osborne, K. (2005), they â€Å"tried to be all things to all people†. Even they started restructuring; their strategy was not enough differentiated and their cost advantage was too low to be profitable. In 1986, th ey got â€Å"stuck in the middle†, outlined by Porter (1985) as they had a limited cost advantage and no service advantage.Ryanair then created a competitive advantage through the alignment of the three components of business systems; 1) Creating superior value for their customers (outside perspective) 2) Supplying their superior value-adding activities in an effective and efficient manner (which jointly form the â€Å"Value Chain†) 3) Possessing over the resource base required to perform the value-adding activities, (inside perspective) According to Porter (1987), â€Å"corporate strategy is what makes the corporate whole add up to more than the sum of its business unit parts. It is seen to be concerned with the overall purpose and scope of the organisation and to meet the expectations of major stakeholders. All aspects of Ryanair’s value chain are important to the company and their shareholders as Ryanair’s decisions add value to both. The following re port outlines the three perspectives of shaping Ryanair’s business system. The value creation dimension of Ryanair’s business model will be outlined, considering the theories of Porter and the more recent authors Kim and Mauborgne (2004).Further, the linkages in the airline’s value chain and their resource base will be analysed, considering Hamel and Prahalad’s (1990) core competency model (inside-out approach). 1 Global Corporate Strategy – A Case Study on Ryan Air In section 2, the future challenges of the airline are considered. Ryanair’s strengths and weaknesses will be analysed, internal value creating factors such as assets, skills or resources, to consider how the airline can create alignment to its opportunities and threats, external factors.An stronger â€Å"outside – in† approach for Ryanair’s future corporate strategy will be considered, applying Porter’s five forces model, placing the market, the compe tition, and the customer at the starting point of the strategy process. I An evaluation of Ryanair’s key strategic perspectives 1) Creating superior value for their customers The low cost market segment Ryanair has found a source of leveraging a competitive advantage; the knowledge about the opportunities associated with implementing the low cost strategy, which was created by Southwest Airlines.The Texas airline found a unique approach to the market through reconceptualisation of market segments. In 1990, Ryanair successfully applied their model in the European market, becoming a â€Å"no frills† airline, focussing on short haul destinations and keeping its planes in the air as frequently as possible in a 24 hour period. The new low price market segment, which did not exist before in Europe, could be described as the development of a ‘blue ocean’, uncontested market space through the expansion of boundaries of the existing industry, outlined by Kim and Ma uborgne (2004).Ryanair’s low fares created demand, particularly from fare-conscious leisure and business travellers who might otherwise have used alternative forms of transportation or would not have travelled at all (Case Study, p. 3). The competition became less relevant and allowed Ryanair to develop and sustain high performance in an overcrowded industry. Up to now he airline benefits from the early profitable and rapid growth within the blue ocean and successfully executes the low cost business model, which became obvious when the airline announced that it has beaten its own downbeat forecasts to record a 29 % increase in pre-tax profits and 19 % passenger growth, having carried more than 27. 6 million passengers in the past financial year (Jameson, A. , 2005). 2 Global Corporate Strategy – A Case Study on Ryan Air Ryanair’s position within the industry However, ‘blue oceans’ are not easily protected and Ryanair has been facing competitors that try to copy their low cost approach.Further, Ryanair has always been competing within the ‘red ocean’, by targeting a broad range of customers, e. g. the business segment and â€Å"stealing customer from rivals†. This outlines that Kim and Mauborgne’s strategy approach cannot be seen as exclusive. Competing with new entrants of competitors (and differentiators), Ryanair was able to launch an â€Å"all out war†, lowering prices and remaining profitable whilst increasing the frequency of flights and establishing new routes (Case Study). According to Porter (1980, 1985), the relative competitive position within an industry lies at the core of success or failure of firms.He defined two basics types of competitive advantage; cost leadership and differentiation (and focus). Ryanair set out to be best in the budget market segment, becoming the lowest cost airline in its industry (cost focus), e. g. no paper tickets, no passenger meals, no pre-arranged sea ting, enabling to cope and remain profitable, even on low yields. The airline constantly strives to reduce or control four of the primary expenses involved in running a major scheduled airline; their aircraft equipment costs, personnel productivity, customer service costs, airport access and handling costs.The airline deals successfully with competitive forces and is Europe’s leader in low fares by generating a superior return on investment (Osborne, 2005). This supports Mintzberg’s argument of price leadership being more relevant to competitive advantage than cost leadership. Planning to turn into a â€Å"no-fares-airline† by offering flights for free (Case Study), Ryanair can be argued to follow price leadership as one of the six ways to differentiation outlined by Minzberg.According to Mr O’ Leary (2005), new planes will enable him to drive down average fares by 5% a year causing a â€Å"bloodbath†. We are going to show up in your market and tra sh your yields. † (â€Å"Ryanair rolls out plans for European domination†, 2005). Differentiation through price outlines the superseding of Porter’s generic strategies by the resource/competence-based strategy frameworks. In addition to low prices, Ryanair’s branding emphasises on punctuality and efficiency, which is mainly achieved through operating from secondary airports.According to Ryanair, their success is not just due to their low fares â€Å"but also a winning combination of our No. 1 on-time record, our friendly and efficient people and our new Boeing 737-800 series aircraft† (Ryanair, 2005). It can therefore be argued that in a globalized competitive environment, even cost leaders need to differentiate 3 Global Corporate Strategy – A Case Study on Ryan Air their message (‘hybrid strategy’), contradicting Porter’s original idea of fundamentally different routes to competitive advantage.International expansion Ryan air further constantly created value for customers by following generic growth and internationalisation strategies; they moved their operations into more and more countries, expanding the route system from its primarily Irish-UK emphasis to serve 86 destinations on 133 routes across 16 countries. According to Mr. O’ Leary (2005), they â€Å"will deliver 34m passengers from 12 European bases and have identified a further 48 potential bases. † The airline expanded recently by placing an order for 70 more Boeing 737-800 aircraft to keep growing at 20% a year (â€Å"Ryanair rolls out plans for European domination†, 2005).Ryanair can compete on price, as the airline has besides its low cost product offering an activity system and resource base that match the price positioning, opposite to traditional airlines that seem to get â€Å"stuck in the middle†, as outlined by Porter, when undergoing severe cost cutting which affects their areas of differentiation, e. g. Aer Lingus. 2) Supplying superior value-adding activities in an effective and efficient manner The â€Å"Value Chain† As Ryanair’s low cost/price pproach leads to overlapping value chains, the company is a perfect example of linking its opportunities, as outlined by Campbell and Goold (1998, in Meyer and de Witt, 2004). From a Value Based Management point of view, Porter's Value Chain framework can be seen as one of two dimensions in maximizing corporate value creation, outlining how well a company performs relatively towards its competitors (‘Relative Competitive Position’). Even Ryanair subscribes to a similar basic model compared to e. g. Easyjet, the airline has an entirely different value chain.Ryanair’s low cost/price approach adds value to most of Ryanair’s processes, e. g. clear corporate identity and brand image in addition to limited organisational complexity, increasing the differentiation towards their competitors. Ryanair main tains their efficient, high quality and low cost services through operating from secondary airports and by exploiting the advantages of outsourcing, a strategic management model, transferring the business processes of services to outside firms, e. g. passenger and aircraft handling, ticketing. This allows the 4 Global Corporate Strategy – A Case Study on Ryan Air ompany to achieve competitive rates at fixed prices and to stay focused on its core competencies. Further, outsourcing can improve customer satisfaction (primary activity), mitigate risks, and add value to their reputation, accessed skills and technology, increased overall visibility of accounting and performance (controlled infrastructure), and avoided capital investments. Their strategy is to deliver the best customer service performance in its peer group, having just six staff in their customer care department; one for every two million passengers compared to British Airways which has 10 times the coverage (Ryanai r, 2005).Porter’s Value Chain Firm Infrastructure Support Activities Human Resource Management Technological Development Procurement M g ar in Primary Activities The technology of the company’s Internet booking system allowed to capture more value from its operations, to improve its contact with its customers (outbound logistics) and to increase control over the quality of their services. According to Mr O'Leary (2005), Ryanair saves 15% on the price of every ticket by using direct booking through the internet.For the fiscal year ended March 31, 2004, Ryanair generated virtually all of its scheduled passenger revenues through direct sales (Ryanair, 2005). All value-creating activities that transform the inputs into the final service of Ryanair are kept extremely lean. Ryanair does not interlink its operations with competitors, avoiding costs of trough service and delays and their Human Resource Management is tailored to continually improving the productivity of its alr eady highly-productive work force whilst controlling their labour costs. 5 M Logistics Logistics ar gi n InboundOperations Outbound Marketing & Sales Service Global Corporate Strategy – A Case Study on Ryan Air Ryanair focuses on centralised recruitment and training. In the year ended March 31, 2004 productivity calculated on the basis of passengers booked per employee continued to improve by 21% on the year ended March 31, 2003 (Ryanair, 2005). Ryanair emphasizes on modest base salaries and productivity-based pay incentives, including commissions for on-board sales of products for flight attendants and payments based on the number of hours or sectors flown by pilots and cabin crew personnel.Employees can participate in Ryanair’s stock option programs (worth up to 5% of the share of the company, Ryanair 2005). Ryanair even adds value to their low cost reputation through the refusal to recognise trade unions whilst having a competitive advantage over the heavily unionis ed nature of employment of the state owned Aer Lingus. (Ethical considerations, outlined in section 2). Ryanair has extremely low airport access fees by focusing on secondary and regional airport destinations that offer competitive cost terms, e. g. ess expensive outdoor boarding stairs, and allow for higher rates of on-time departures, faster turnaround times, fewer terminal delays, which maximises aircraft utilisation, eases restriction on slot requirements and on the number of allowed takeoffs and landings, adding value to customer satisfaction. Ryanair further added value to their infrastructure, procurement and reputation through negotiating favourable contracts with Boeing (inbound logistics); knowledge that is difficult to codify and replicate for competitors, as it is not only observable facts or data but complex and difficult to specify (core competence).Ryanair is said to be paying less than half the Boeings list price of $66m each (Money Telegraph, 2005). The procurement with Boeing 737-800s allows the airline to benefit from synergies through fleet commonality, limited costs associated with training (Human Resources), maintenance efficiency, and greater flexibility in the scheduling of crews and equipment (inbound logistics). Again, the new aircrafts provide the newest technology; blended winglets that reduce drag and drive down 2% of the fuel cost, driving down the average fares by 5% a year (O’ Leary, 2005).Ryanair’s business model as a whole is distinct, having an entirely different configuration altogether, in relation to their competitors in the airline industry, increasing the barriers to imitation or substitution. According to Teece, Pisano and Shuen (1997, in Meyer and de Witt, 2004, p. 253), â€Å"even if competitors are successful at identifying embedded competences and imitating them, the company with and initial lead can work at upgrading its competences in a race to stay ahead (‘Dynamic capabilities view’).R yanair seems to have â€Å"outpaced† their 6 Global Corporate Strategy – A Case Study on Ryan Air competitors through upgrading its resources, activity system and product offering more rapidly, as outlined by Gilber and Strebel (1989). Ryanair’s unique firm resource; their knowledge of demand for the low cost airlines, made it possible to implement their strategy before others and to benefit from first mover advantage, outlined by Lieberman and Montgomery (1988). ) The resource base required to perform the value-adding activities Ryanair’s resource heterogeneity In general, the airline industry is characterised by supply side similarity (Kay, 1993, in Meyer and de Wit, 2004), as only marginal differences between air carriers can be displayed, particularly in a deregulated environment. Ryanair's business model was designed to challenge the limitations of these constraints. The airline focuses on value-adding process or resources, which give them a superior position relative to its competitors and which seems most appropriate to draw boundaries in the airline industry.Ryanair’s internal characteristics are most relevant in achieving sustained competitive advantage, outlined by Barney (1986, 1991). In contrast to Porter, Barney assumes that firms within an industry or group may develop long-term superior resources that can be protected in their mobility across firms by some form of isolating mechanism. According to the resource based view already outlined by Edith Penrose (1959, in Meyer and de Wit, 2004) and extended by Wernerfelt (1984, n Meyer and de Wit, 2004), Ryanair can be argued to have a sustained competitive advantage, as their competitors in the same segment are unable to duplicate the benefits of their strategy. The â€Å"winner-takes-all† dynamic (Case Study, p. 15) in the low cost segment, seems to have only worked in combination with this first mover advantage. Ryanair’s assets, e. g. their capabilit ies and attributes, are not successfully implemented by any current or potential competitor, e. g. negotiation for airport deals, employee contracts and fleet prices.Budget airlines that attempted to enter Ryanair’s market segment lost money or were taken over, e. g. Go’s foray into Dublin (Case Study). Their main competitor easyJet has carefully differentiated by focussing on different geographical markets and higher value through better transfer situations of main airports, addressing the business segment. However, Ryanair’s external environment, e. g. a saturated market and changing customer demands, can threaten Ryanair’s future growth (outlined in section 2). 7 Global Corporate Strategy – A Case Study on Ryan AirRyanair’s Core Competence Approach Ryanair can be argued to follow the core competencies model of Hamel and Prahalad (1990), (inside-out perspective), as they build their strategy around their strength of distinctive competences , which offers an attractive base of competitive advantage, e. g. secondary airport approach. Ryanair competitiveness derives from an ability to build their competences at lower cost and more speedily than competitors. The real sources of Ryanair’s advantage are to be found in O’Leary’s ability to consolidate corporate-wide skills into competencies.Ryanair has strong relationships with their suppliers and a strong corporate identity. The airline can be argued to follow a strategic ‘stretch’ as they are overall resource led and create new opportunities, e. g. ancillary services. Strongly focussing on their core competences allowed for high strategic capability and potential access to a wide variety of markets, making a significant contribution to the perceived customer benefits of the end service and limiting the risk of imitation. The corporate centre tightly controls and co-ordinates by enunciating the strategic architecture that guides the compete nce acquisition process, e. . outsourcing. Ryanair’s resources include all means at the disposal for the performance of value-adding activities, e. g. through the acquisition of Buzz in 2003 (Case Study, p. 5), the airline gained a range of resources, e. g. know how, outlined by Preece as learning. The airline benefited from increased infrastructure and value-chain activities (leaning), integrated operations (leveraging), closer co-ordination of their vertical activities (leaping), expanded market opportunities and reduced competitive pressure (locking out). Resources consist of tangible assets, e. g.Ryanair owns all of its aircraft and holds net cash of 286 million euros (Money-telegraph, 2005), leading to the advantages that large firms have from large volumes enabling them to spread their costs (economies of scale), and intangible assets, e. g. the human capital; skills, competences and capabilities. Ryanair’s resource heterogeneity towards their competitors hinders other firms to conceive and implement the cost focus strategy, as outlined by Barney. Ryanair takes advantage of leveraging its resources, e. g. relationships and reputation, which are not readily transferable.They are inheritably attributed to O’Leary and his team and are influenced by the airline’s culture and governance. Ryanair possesses over a range of funny value-adding stories which defined their past, e. g. how Mr O’Leary ‘went to war’, driving in a military jeep to his competitor (Case Study). Personal involvement in battles of O’Leary against lobbying politicians, EU commissioners and competitors are part of the company culture and promote their aggressive 8 Global Corporate Strategy – A Case Study on Ryan Air low cost image.Ryanair’s reputation for commitment to Safety and Quality Maintenance, not having â€Å"a single incident involving major injury to passengers or flight crew in its 20- year operating historyâ₠¬  (Case Study), is another value adding aspect. Ryanair’s distinct activity system provides the base for competitive advantage and raises the barriers to imitation. In conclusion, Ryanair does not follow a linear ‘inside – out’ or ‘outside – in’ approach. On the one hand, the airline continual upgrades its unique resources; on the other hand, it occupies specific market positions to emain competitive, creating superior value by closely fitting their services to customers’ needs and focussing on a relatively limited set of businesses and markets (narrow competitive scope). Ryanair increasingly focuses on exploiting market opportunities in their business environment though, e. g. expansion and horizontal integration, leaving their original organic growth model and benefiting from all aspects of the framework of international strategic alliances, outlined by Preece. External forces, e. g. he industry deregulation in 1997 that allo wed the airline to go continental and the technological advancement of the internet, also strongly influenced the airline’s success story (external value adding activities). Ryanir can be argued to have a discrete organisation perspective, emphasising on competition over co-operation, having high bargaining power and a highly independent approach with distinct firm boundaries. The airline has an essentially logical structure, characterised by planning and control, prediction and forecasting.Especially in relation to the dynamic hostile environment, the airline has a relatively deliberate strategy that is based on rational thinking. The limited complexity of the system is characterised by few organisational levels and centralisation. The airline benefits from the entrepreneurial spirit of O’ Leary who seemed to understand the activities that are likely to have a significant impact on Ryanair and that build valuable internal linkages within the boundaries of their busine ss model (organisational leadership perspective). So far, he was highly successful in understanding the low cost attributes that made Ryanair unique. Global Corporate Strategy – A Case Study on Ryan Air II An evaluation of the future strategic direction of the company The sustainability of a firm’s competitive advantage is said to be threatened by the development in the market. Customer needs and wants are in constant flux. The SWOT analysis of Ryanair, a tool for analyzing the internal strengths and weaknesses and the external opportunities and threats (see Appendix), outlined the paradox for Ryanair of creating alignment either from the outside-in (market-driven strategy) or from the inside-out resource driven strategy). So far, Ryanair has been strongly focussing on their core competences. Considering their environment, opportunities and threats, as the starting point when determining their strategy (outside-in perspective), is crucial though; to re-check the fit be tween their competitive advantage and the environment, as outlined by Rumelt, (1980). The model of ‘environmental consonance’ seems of great importance to the airline, outlining the requirement of continual adaptation of the business system to the demands and new opportunities in the market place.As outlined by Leonar-Barton (1995), Ryanair’s core competences seem to be simultaneously Ryanair’s core rigidities, locking them out of new opportunities (in Meyer and de Wit, p. 253), e. g. Ryanair’s â€Å"Dublin saga†, the fight over the desired second low cost terminal at Dublin airport instead of considering the creation of a new lucrative base in continental Europe, threatening easyJet’s. Ryanair should consider market development, outlined by Ansoff, e. g. Greece and Turkey, which have a combined population of around 70 million people and offer extremely profitable market opportunities through year-round and holiday flights.The airline should further initiate additional routes from the U. K. or Ireland to other locations in continental Europe that are currently served by higher-cost, higher-fare carriers. Market opportunities of new domestic routes within EU countries, especially new member countries, and increased frequency of service on its existing routes will allow Ryanair to remain focussed on low cost/price and prolong its unprecedented and high levels of growth without jeopardising their core competences. Rivalry among existing players could be reduced by damaging the package tourism industry, e. . Thomas Cook, Lunn Polly and Neckerman (Porter’s 5 forces). Further acquisitions should be considered in the long-term. Ryanair seems to have enough power to counterbalance the demands of buyers and suppliers, to outperform rival airlines in their market segment, and to discourage new firms from entering the business. Their main 10 Global Corporate Strategy – A Case Study on Ryan Air challenge will b e threatening easyJet in its home market, currently serving Athens, and to fend off the â€Å"Value for money† segment that threatens to substitute Ryanair’s services (Porter’s 5 forces).The industry attractiveness for long-term profitability, outlined by Porter (1985), will have a strong influence on Ryanair’s profitability. Porter had ignored the aspect that differentiation strategies can be used to increase sales volumes rather than to charge a premium price. With negative forecast for the low price market, with growth rates of no more than 20 to 25 % of the total market, market saturation is said to be not far off for budget airlines in Western Europe (Ottink, 2004). Instead of the lowest price, the optimal balance between service and price is seen to be the growth market of the future.Value market share will eventually hover around 60 % of the total market (Ottink, 2004). Regarding this threat, the main challenge will be to respond to changing demand s and at the same time to ensure consistency, effectiveness and the coherence of Ryanair’s low cost strategy. At this stage, Ryanair should not compete on service advantage by entering the value market, turning into a portfolio organisation. They should so far seek for other niches, than compromise their low cost approach by reactively adapting to the unpredictable development in the current market.Retrenchment involves cutting back to focus on your best lines, often referred to this as â€Å"sticking to the knitting†. Ryanair should consider the mistakes of their competitors entering new market segments, e. g. Lufthansa by offering deeply discounted flights to Mallorca and Nice, standing up to easyJet. Ryanair should therefore further engage in market penetration and strengthen their market development approach, rather than diversify their services, as outlined by Ansoff (Product Market Framework).However, Ryanair should be aware that its knowledge is a fluid mix of f ramed experience, values, contextual information and expert insight that provides a framework for evaluating and incorporating new experiences and information, as outlined by Davenport and Prusack. Even the company’s formula has been highly successful in the last decades; Ryanair has to check whether their organisational routines are still valid in the new markets (double or tripleloop learning), e. g. the way Mr O’Leary aggressively promotes the low cost strategy.Especially in the new EU member countries his practices, which are said to threaten industrial peace and put EU ministers at unease, need to be revised. 11 Global Corporate Strategy – A Case Study on Ryan Air The self interest of Ryanair might be best served by developing attitudes to ethical issues before they become acute, as the airline is especially vulnerable to hostile campaigns (Value Chain). Ryanair should consider ethical corporate behaviour and social responsibility, currently facing the para dox of profitability (shareholder value perspective) and responsibility (stakeholder value perspective), e. . policies regarding disabled passengers, employee rights and environmental standards. At the moment, the simplicity inside the company does not seem to match Ryanair’s complex environment. Ryanair has to differentiate its message to fend off competitors, e. g. the airline should consider the co-operation with environmental organisations, offering passengers the possibility to pay the price of competitors in the value segment and paying the difference to the original Ryanair price to an organisation that invests in solar energy to reduce the world emissions.Ryanair’s Boeings could be green and the message should be â€Å"flying cheap and doing good†. Customers that might otherwise have switched to the value segment do not mind the voluntary environmental charge and are likely to accept more difficult transfer situations for the â€Å"feeling of doing good †. This differentiation aspect will add value to the company’s reputation and public relations. Ryanair can become the first mover in an industry that will sooner or later need to address the issue of emissions. Creativity and radical innovation are a strategic orientation to sustained competitive advantage.Ryanair should further consider the involvement of employees in the search for unsatisfied customer demand, as outlined by Kim and Mauborgne (2004). Free exchange and flow of information will foster new creative knowledge and help the airline to continually transform itself, e. g. the contact between flight attendants and management should be increased to foster a climate of openness and trust and to capture opportunities. The concept of organisational learning, as outlined by Senge (1990) and extended by Pedler, Bourgoyne and Boydell (1991) and Wang and Ahmed (2003), is crucial to nurture new and expansive patterns of thinking. 2 Global Corporate Strategy – A Case Study on Ryan Air References Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management. Vol. 17, No. 1, p. 99–120 Oklahoma State University. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Campbell and Goold (1998). Why Links Between Business Units Often Fail and How to Make Them Work. Capstone Publishing Ltd, Oxford. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context.An International Perspective. 3rd ed. London: Thomson Learning. De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Gilber, X. and Strebel, P. (1989). From Innovation to Outpacing. Business Quarterly. Summer pp. 19-22. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Hamel, G. and Prahalad, C. K. (1990). The Core Competence of the Corporation. May-June 1990. Vol 68. Harvard Business School Publishing.In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Jameson, A. (2005). Ryanair confident of European goal. [Internet] Times Online. Available from: (http://business. timesonline. co. uk/article/0,,8209-1635966,00. html). [01/06/2005] Kay, J. (1993). Foundation s of Corporate Success: How Business Strategies add value. Oxford: Oxford University Press. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning.Kim, W. C. and Mauborgne, R. (1999). Strategy, Value Innovation, and the Knowledge Economy. Sloan Management Review. 40 (3), pp. 41-54. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Kim, C. and Mauborgne, R. (2005). Blu e Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston: Harvard Business School Press. Liebermann, M. B. and Montgomery, D. B. (1988). First Mover Advantages. Strategic Management Journal. 9 (1), pp. 41-58. In: De Wit, B. nd Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Porter, M. E. (1980, 1988). Competitive Strategy: Techniques for Analysing Industries and Competitors. The Free Press. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. 13 Global Corporate Strategy – A Case Study on Ryan Air Marquardt, M. and Reynolds, A. (1994). The Global Learning Organization: Gaining Competitive Advantage through Continuous Learning. New York. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Money T elegraph (2005) Ryanair lands better result than forecast. [Internet]. Available from: (http://money. telegraph. co. uk/money/main. jhtml? xml=/money/2005/02/25/cnryanair25. xml) [5 June 2005]. Osborne, A. (2005). Ryanair rolls out plans for European domination. [Internet]. Business Telegraph Available from: (http://www. telegraph. co. uk/money/main. jhtml? xml=/money/2005/02/25/cnryanair25. ml enuId=242=/portal/2005/02/25/ixportal. html). [1 June 2005] Ottink, F. (2004). Winner in the wrong market. [Internet]. Yeald Available from: (http://www. yeald. com/Yeald/a/29541/ryanair__winner_in_the_wrong_market. html) [5 June 2005] Rumelt, R. P. (1980). The Evaluation of Business Strategy. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. Ryanair (2005). Strategy. [Internet]. Available from: (http://www. ryanair. com/site/about/invest/docs/Strategy. pdf). 27 May 2005] Teece, D. J. , Pisano, G. , and Sh uen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal. 18 (7). Pp. 509-533. In: De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. An International Perspective. 3rd ed. London: Thomson Learning. 14 Global Corporate Strategy – A Case Study on Ryan Air Appendix: SWOT- Analysis Strength – Quality processes and procedures: features important to the clientele, e. g. punctuality, few cancellations, few lost bags, frequent departures, baggage handling and consistent on-time services. low cost – low fares approach (differentiated service) – Low aircraft equipment costs – Lower maintenance costs and low depreciation costs due to ownership of aircrafts – Fleet commonality – Focus on low cost alternative airports; low airport access and handling costs – Low customer service costs; Internet booking system avoiding costly systems, commissions and sales headcount – Low marketing costs – Revenue enhancing and cost-cutting features, e. g. no seat pockets to allow faster turnaround times – Relationships to suppliers; strong bargaining position with respect to aircraft procurement, e. g. argain price of Buzz acquisition, airport deals and staff recruitment – Concentration on core business through outsourcing – Low labour cost through performance related pay structure; high personnel productivity / staff efficiency ratio – Overall high value and profitability – Location of business; focus on Europe's largest airline market; the UK, in particular the London Area – Increased take-off and landing slots trough acquisition of Buzz, KLM subsidiary – Increased number of seats per plane, enabling lower individual fares but higher per plane income – Short turn-around times increasing the available operational hours per plane. Strong brand and low fare reputation -foreign exchange hedging in transactions invo lving the euro, UK sterling and the US$ Weaknesses – falls in fare yields – Transfer situations from Airports – reputation – no non-essential extras – falling load factors due to continuing decline in unit costs – Decreasing frequency of flights due to need for high load factors, reducing business travel – climate protecting charge on aircraft taking off and landing in the EU, environmental fee might double no-frills operator’s fares, disproportionately greater effect on budget airlines – Ethics and Corporate Social Responsibility 15Global Corporate Strategy – A Case Study on Ryan Air Opportunities – initiating additional routes from the U. K. or Ireland to other locations in continental Europe, currently served by higher-cost, higher-fare carriers – Developing European market for budget sector with large population base / expansion into 10 new EU states – New domestic routes within continenta l Europe. Strongly moving into intercontinental business â€Å"using the principle of simplification and cherry picking† – increasing the frequency of service on its existing routes – considering possible acquisitions that may become available in the future, e. . Lufthansa – connecting airports within its existing route network -Exploiting profitable destinations with both a tourist as well as business segment – Conversion from low fares to a no-fares airline – Fall in average ticket price and increased threat of entry for competitors – loosening of regulations – Decreasing competition – Increased ancillary service revenues – Increasing in-flight sales on longer flights – employee loyalty – focus on environmental issues – innovative marketing for differentiationThreats – Limited market in the North of Europe resulting in low occupancy levels and efficiency of usage of planes – To ugher competition from the traditional and charter airlines which offer cheap hard to beat all-in holiday packages in continental Europe. New competitors in home market – Adaptation of Ryanair’s business model by competitors and innovative substitute services – Incumbent airlines selectively copying the tactics of Ryanair’s on competition routes – small potential markets – high speed trains, subsidised by the state in GER and France, – high speed rail plan in Benelux region -good highway connections in the major market around cities in the Middle and Southern Europe – Scarcity of appropriate located, low cost airports around major cities / decreased bargaining power of airlines – Price war – increasing landing charges – Dependency on world jet fuel prices – war and terrorism – epidemics – EU commission decisions – lobbying politicians – formation of a trade union for pilot s – the weakness of sterling against the euro – Mergers between competitors, e. g. Air France and

Identify the statutory and voluntary agencies who may work together at the scene of an emergency incident Essay

P3 – place the statutory and voluntary bureaus who may work together at the scene of an exigency incident Statutory and voluntary bureaus:Statutory bureaus are services like the constabulary. fire and ambulance. These will ever fall in an exigency incident. However at some incidents they will be helped by voluntary bureaus like: St John Ambulance – St John Ambulance is a charitable administration staffed by trained voluntaries. The administration responds to 100s of exigency incidents ( including major incidents ) such as inundations. fires. route traffic hits and train clangs. The service supports and aids those in demand. and is an first-class resource in footings of trained staff. medical assistance and exigency vehicles. It can besides supply emptying Centres. The St John ambulance has helped the statutory bureaus during the implosion therapies 2007 in York. â€Å"Throughout June and July 2007 our voluntaries worked indefatigably to assist back up communities hit by heavy inundation Waterss. We have provided a 24-hour support with voluntaries and vehicles in a command to assist people struck by the catastrophe and set up many remainder Centres for those evacuated from their homes† . As you can see St John Ambulance makes a immense difference when they help the other exigency services at a major incident as it says above ‘set up many remainder Centres for those evacuated from their home’ . By them making that they have helped out the constabulary services which saved them plentifulness of clip. British Red Cross – The British Red Cross is a voluntary administration that provides all kinds of things for illustration: First Aid. Emergency Response. Heal and Social Care. happening losing household. fixing for catastrophes and last but non least refugees support. During an incident the administration can supply emotional support. support with the attention of kids and pets use of shower and lavatory installations. proviso of toilet articless. vesture. light refreshments. usage of a telephone and last but non least first assistance. â€Å"As a prima voluntary administration for exigency response. the Red Cross has 1000s of specially trained voluntaries who provide a scope of services to people in exigencies. including practical and emotional support and first assistance services. The Red Cross besides has well-equipped fire and exigency support service ( FESS ) vehicles which play a critical function in back uping local fire and ambulance services. Before the implosion therapy began. we launched a coordinated response to assist vulnerable people across countries threatened by deluging in the UK. Our response included: Emptying. staffing remainder Centres. support to the statutory services. distribution of exigency commissariats. support from across the administration. supplies and information. The British Red Cross have done a immense favor non merely to the populace but to the statutory bureaus by back uping them on first assistance and emptying ECT. In my sentiment without the British Red Cross it would of been 10 times harder to work out the major incident. non merely that hundreds more of casualties would of died if it weren’t for the British Red cross. Mountain deliverance – Mountain deliverance. a voluntary service that is train to deliver people who may hold an accident it the mountain or lake country where there is limited ways to reach anybody for aid. The Mountain Rescue squad has supported the statutory bureaus during the Grayrigg train clang at 2007. â€Å"Mr Farron. MP for South Lakes. said: â€Å"It’s merely suiting that Network Rail’s mulct goes to assist those who were foremost to supply aid on the dark. Sadly it is all excessively true that these fantastic voluntary services do hold to keep out a manus for windfalls and without them they could non survive† . As you can see the mountain deliverance squad was a immense support. It been said above without them they could non last that proves a point that mountain deliverance squad is a difficult working and organized administration. BibliographyBourley. A. ( 2012. May 24 ) . Give MOUNTAIN RESCUE TEAMS GRAYRIGG FINES CASH. SAYS CUMBRIAN MP. Retrieved october 8. 2013. from newsandstar: hypertext transfer protocol: //www. newsandstar. co. uk/news/give-mountain-rescue-teams-grayrigg-fines-cash-says-umbrian-mp-1. 957516? referrerPath= # Dymond. H. ( n. d. ) . Emergency response. Retrieved 10 8. 2013. from sja: hypertext transfer protocol: //www. sja. org. uk/sja/what-we-do/emergency-response. aspx Gray. D. ( 2010 ) . oublic services level 3 btec subjects book 2. Society. T. B. ( 2007. august 2 ) . How the UK inundations crisis unfolded. Retrieved january 10. 2013. from redcross: hypertext transfer protocol: //www. redcross. org. uk/What-we-do/Emergency-response/Past-emergency-appeals/National-Floods-Appeal-2007/How-the-crisis-unfolded

Education policy in Hong Kong Essays

Education policy in Hong Kong Essays Education policy in Hong Kong Essay Education policy in Hong Kong Essay How does the public assistance Regime influence the Education Policy in Hong Kong Introduction Hong Kong is a little city state that began under British colonialism as trading centres. And now, Hong Kong becomes the well-known World s prima international fiscal centres, free trade and transportation centres. There are many arguments over the public assistance government of Hong Kong. Different bookmans have different positions on Hong Kong public assistance governments. Tang ( 1993 ) said that there is no bing public assistance government theoretical account is applicable to Hong Kong. Wong ( 2008 ) argued that Hong Kong adopted a particular public assistance attack that is a complex mix of different public assistance theoretical accounts. However, no affair some bookmans have suggested there is no applicable public assistance government or a assorted public assistance government in Hong Kong, base on the bookThe Three Worlds of Welfare Capitalismthat written by the most identifies individual to recent comparative societal policy Gosta Esping-Andersen, we believe that Hong Kon g is closely parallel to the categorization of broad public assistance government in term of a treble typology of societal democratic, conservative and broad public assistance governments. The Characteristics of Liberal Welfare Regimes Liberal Welfare Regime implies a fringy function of province, it merely supply minimal aid and support for the citizens, rigorous demands of using societal public assistance that is authorities set aid at a minimal degree. Merely maintaining a safety cyberspace for those who working category, who need rely on the government’s aid and support. Stigma or labeling is ensuing to the receivers. Besides it emphasis on the function of market and minimizes the degree of de-commodification. ( Esping-Andersen, 1989 ) . In Hong Kong, the authorities adopted a laissez-faire attack and follows the neo-liberalism political orientation, hence means-tested aid that limited to the low-income category people and modest universal transportations are found in the broad public assistance government. The place of Market becomes more of import and is followed the free market-based capitalist economy and apart from the international fiscal centres, the Hong Kong authorities besides wanted to develop their metropolis into an international instruction hub. Since the authorities wants to transform Hong Kong to be an international instruction hub and travel planetary, several instruction policies are introduced and so the whole educational system are changed which lead to different jobs. Commodification andMeterarketizationof Education Due to the neoliberalization under the broad public assistance government, the beginning of instruction has been transformed. There is emerged of commodification and marketization of instruction. Commodification of instruction means that instruction which is something that are non tradable is going a trade good that we can tradable. Therefore, the intrinsic value of instruction has transformed into purpose at doing net income instead than reassign the cognition. For illustration, like school has transformed to a mill, under the mill, pupils have become the raw-materials, and instructors are being the workers while the instruction has become the production procedure. The parents are played as the customers’ function who buys the merchandises cognition or certifications for their kids. Marketization of instruction means that instruction is going a market-like construction and Acts of the Apostless like a market house which accent on efficiency, cost, benefits and effectivity. The spirit and the construct of endeavor to minimise the cost to achieve the maximal profit are applied by schools. Besides, it uses market mechanism to apportion resources in instruction market. The market mechanism agencies by which the forces of demand and supply determine monetary values and measures of goods and services offered for sale in a free market. When it applies to instruction system, school topographic points allotment is allocated by market demand and market supply ( Hudson and Lidstrom, 2002 ) . Hudson and Lidstrom ( 2002 ) besides emphasizes Free pick, competition, denationalization, and answerability in education For competition, it refers to the competitions between schools in the market place. This thought aims at increasing the quality of schools merely like the competition between houses in market can increase quality of commercial goods and services. And they believed that school system will derive from the competition of schools. For free pick, it means the demanders ( pupils ) and provider ( schools ) can exert their pick in the free trade of market. Student can take what service they like and the school would freely take the mark group, freely follow the nature of the service. For answerability, this system describes the assorted mechanisms for measuring academic public presentation by schools and pupils. Under the Accountability systems , academic criterions, step single and systemic advancement towards run intoing those criterions are the two basic elements. For organisational manner, it reflects the thought of school-based direction, merely like a concern house where schools will be responsible for their ain budgets, direction, engaging staff and instructors ( Chan and Mok, 2001 ) . Harmonizing to Simkins ( 2000 ) , Management is supposed to be outcome based through the specification of public presentation standards and the constitution of target-setting and planning processes Accordingly, schools start resembling concerns. Influence on the instruction policy Government ever emphasizes on the autonomy and single attempt. Peoples believe that university is the lone manner for them to travel upward category. However, after the Colonial British Government puting the criterion of degree programme in 1989, that is merely 18 % of all aged 17-20 adolescents can entry into the grade programme ( ) . Until now, the authorities is still staying this proportion. However, the authorities did non increase UGC funded degree seats or implement any instruction policies to assist more students’ entree to the university even though it is evidently deficient topographic points for the increased pupils to acquire into the grade programme. The Hong Kong criterion of degree programme degree is far lower than the universe norm ( 26 % ) . Not merely remain the seats, but besides deficiency of supervising on the universities and private schools and advancing development of private higher instruction establishments, for case, community college and private un iversity. As the unemployment job of the childs was really serious in 2000 ( Ming Pao, 2000 ) , authorities suggested advancing development of private higher instruction establishments and therefore, supply more programme such as associate grade and top-up grade programme, in order to cut down the childs unemployment job. Sub-degreeProgram Sub-degree Programme means peers to or above Level 4 in Qualification model ( ) , such as Associate grade ( AD ) , High sheepskin ( HD ) and other sorts of professional sheepskin. Most of the pupils taking associate grade or high sheepskin programme are wishing that they may acquire a topographic point in the university. In other words, these sub-degree programmes are tools to acquire a UGC-funded grade. Associate grade has 3 characterics of marketization and commodification. The first 1 is organisation manner. Financial and direction are independency to the authorities. The figure of the classs and appliers can put by themselves. The 2nd feature is pick. School can supply different classs with different tuition fee and quota for pupil to take and pupils can freely take their favourite grade classs. The 3rd characteristic is competition. Education institutes use different bundle or publicity schemes to vie for more pupils to analyze at that place to keep the concern, for illustration through advertizement demoing the per centum of alumnuss who can come in universities. Those characteristic of marketization and commodification are aimed at maximize AD net income by over-admission of pupils to fulfill the high demand of acquiring a topographic point in the university. With the big addition in demand of both HKDSE and HKAL pupils, the over-admission of pupils exceeds the student-holding capacity. So that it is deficient installations to fulfill with all the pupils. However, the authorities does non care about the instruction quality of those instruction establishments and does non command or supervise the programme. The province is switching its duty to the market and minimise province intercession. Self-financed planme Self-financed plans include the self-financed grade and exceed up degree programme. Some local universities launch some self-finance grade programme, including self-finance grade and distance-learning programme, to have those who are non accepted by UGC funded degree programme. For those who did non accept by UGC-funded grade programme, they can still go on on with their surveies. Many higher instruction establishments start offering self-financed plans to run into the lifting local demands for the cosmopolitan postgraduate instruction and diversified go oning instruction. For the impact from Self-finance grade programme, it is similar to the Associate grade programme portion the same marketization features ( pick, organisational manner, competition ) . While more and more pupils studied in self- financed programme, the job of credential rising prices is worried as those establishments aims at maximising the net income devising. Therefore, after the over-admission of pupils, there will be a batch of grade holders which makes degree making no longer able to function as standards of separating the quality of alumnuss. Self-finance grade coders besides lack of authorities supervising. The quality may below criterion as a consequence. It becomes even harder for the employers to separate which appliers are good and who are bad as there are excessively many appliers are degree holders. But in the past, employers can engage the appliers by merely sing the grade holder to be smarter than non-degree holder. In add-on, the acknowledgment of the advanced sheepskin is besides a badgering job. LU had launched 25 advanced sheepskin programme which has non yet been approved by the authorities. It can non be found in IPASS. It is questioned in whet her those self-financed programme equal to the UGC-funded grade? Deduction The deficiency of supervising and monitoring besides lead to the high monetary value in both self-financed Programme and sub-degree Programme because of high demands in the market. The instruction establishments may reset the monetary value in different old ages. If there are high demands for a peculiar class, so they may increase their monetary values. It means the monetary value is changed harmonizing to the market. Therefore, the parents may confront the hazard of all establishments increasing their monetary value. To those low and in-between category pupils, they may non afford such a immense monetary value, nevertheless, there are still many people are willing to borrow money and analyze the programme. It is because under the broad public assistance government, authorities will non supply much public assistance to the citizens, hence, they merely can reliance on themselves. They besides thought that university is the lone manner out to acquire rid of poorness. Although the authorities has offered subsidies for analyzing private high educational establishments pupils, it is utilizing agencies trial to mensurate eligible applier, the demands of using the instruction allowance is rigorous and the application procedure is complex and long waiting. Therefore, merely really few proportions of pupils may profit from the public assistance. Besides, pupils may besides hold stigma or labeling when the pupils successfully use the subsidy. Furthermore, even pupils apply the low-interest loan, the classs do non vouch that you can acquire into the university or that classs may non accepted by the employers so that they could non happen a occupation, and therefore the argument is become their load. Decision Others instruction policy such as Pre-primary Education Voucher Scheme which is about supplying direct fee subsidy to parents in signifier of verifiers besides can reflect the features of commodification and marketization. The function of public assistance supplier is no longer the authorities but the market because authorities is switching the duty to the market. However, the feature of market is maximising the net income, so it implies the job of services quality. On the other manus, authorities ever promote the universities in Hong Kong more collaborate with international establishment so that to better the instruction place of Hong Kong. For illustration, the City University of Hong Kong collaborates with Swinburne University of Technology, De Montfort University, Edinburgh Napier University and Oxford Brookes University which provide high instruction class. There are around 1 200 non-local classs operated by non-local establishments or in coaction with our local establishments, taking to the award of non-local higher academic making or professional making ( Education Commission Working Group, 2011 ) . From the above instruction policy, we can see that the authorities is following the broad public assistance government and the authorities is stress more on the international placement than the proviso of public assistance. Tacticss of unfastened more private non-regulate high instruction establishment to cut down the unemployment of adolescents can non work out the job. With the phenomenon of increasing degree holders, there may hold more jobs to our society, such as the job of credential rising prices. Tang, Kwong Leung. ( 1993 ) .Comparative Theories of Social Policy Development: A Historical-Quantitative Study of Hong Kong., University of California Linda Wong. ( 2008 ) . Hong Kong s Welfare Model Reconsidered What Model? What Traits? And What Functions? , City University of Hong Kong, Retrieved from ( 25/11/2014 ) : hypertext transfer protocol: //www.welfareasia.org/5thconference/papers/Wong L_Hong Kong Welfare Model.pdf Esping, A. ( 1989 ) .The Three Political Economies Of The Welfare State. Canadian Review of Sociology and Anthropology, 26 ( 2 ) , 9-54. Retrieved November 10, 2013, fromhypertext transfer protocol: //rszarf.ips.uw.edu.pl/welfare-state/esping-andersen.pdf Hudson, Ch. , and Lidstrom, A. ( 2002 ) . National School Policy Changes in Britain and Sweden. In Local Education Policies: Comparing Sweden and Britain, erectile dysfunction. Ch. Hudson and A. Lidstrom. Basingstoke ; New York: Palgrave, 27-64. Chan, D. , and Mok, K. ( 2001 ) .Educational Reforms and Coping Schemes under the Tidal Wave of Marketisation: a comparative survey of Hong Kong and the mainland.Comparative Education 37 ( 1 ) : 21-41. Simkins, T. ( 2000 ) . Education Reform and Managerialism: Comparing the Excellence of Schools and Colleges.Journal of Education Policy15 ( 3 ) : 317-332. 2008-2009 Policy Address: Embracing New Challenge ( 2009 ) . Retrieved December 14, 2012 from Hong Kong Special Administrative Region, Web site: hypertext transfer protocol: //www.policyaddress.gov.hk/08-09/eng/policy.htm Sawada, Y. ( 2004 ) . The societal security system in Hong Kong: Constitution and readjustment of the broad public assistance model ,The Developing Economies, ( 42 ) Pp:198–216

Night by Elie Wiesel

Night by Elie Wiesel Free Online Research Papers On April 30th, 2004, Americans were shocked, horrified, and embarrassed when it came to light that American soldiers were horribly abusing Iraqi prisoners of war. These soldiers were supposedly decent, humane people, yet they were torturing fellow human beings. Atrocities and cruel treatment can make even the most caring person turn hard and cold and even commit horrible acts. Elie Wiesel conveys this tragic theme in his book Night. Although Wiesel is a good person, he has been in such horrible situations that not even he can escape this fate. Wiesel and his father have a close, loving relationship however as Wiesel spends more time in the concentration camps, he begins to grow cold toward his father. â€Å"I watched the whole scene without moving. I kept quiet. In fact I was thinking how to get farther away so that I would not be hit myself. What is more, any anger I felt at that moment was directed not against the Kapo, but against my father. I was angry with him for not knowing how to avoid Idek’s outbreak. That is what concentration camp life had made of me† (52). Here we can see that even though Wiesel’s own father is being beaten he is not angry at the man beating his father but at his father. If Wiesel had not yet witnessed all of the horrible things that happen at the concentration camps and been a part of them himself, he probably would have tried to help his father and it would have been very upsetting for him. Another example of how he has turned cold to his father is seen here when he says, â€Å"But at the same moment this thought came into my mind: ‘Don’t let me find him! If only I could get rid of this dead weight, so that I could use my strength to struggle for my own survival, and only worry about myself’† (101). From this a reader can infer that Wiesel thinks of his dad as extra baggage who is holding him back. Even though Wiesel may still care about his father he cannot help but think that it may be better if his dad did die so he would only have to worry about himself. Wiesel has also turned hardened and cold against his God who he once worshipped so much. Here he says, â€Å"’What are You, my God,’ I thought angrily, ‘compared to this conflicted crowd proclaiming to You their faith, their anger, their revolt? What does Your greatness mean, Lord of the universe, in the face of all this weakness, this decomposition, and this decay? Why do You still trouble their sick minds, their crippled bodies’† (63)? From this we see that he no longer praises God but condemns him and is angry with him. He also says, â€Å"I did not fast, mainly to please my father, who had forbidden me to do so. But further there was no longer any reason why I should fast. I no longer accepted God’s silence. As I swallowed my soup I saw in the gesture an act of rebellion and protest against Him† (66). We see here that he has put away the tradition that he has been used to for his whole life because he is angry with God. His religi on used to be one of the most important things to him but now he has become angry with God. Wiesel has also become indifferent to human suffering when he sees innocent people being hanged and beaten. When he sees a man get hanged for the first time he later says, â€Å"I remember that I found the soup excellent that evening† (60). We can infer from this that he was not grieving about the man being hung, but only thinking about his food. Most people who have not seen such horrible things as Wiesel has would probably not even have an appetite after this. When one of his friends knows that he is going to go to the crematory soon, he asks Wiesel for one favor and that is to recite the Kaddish after he is gone. Wiesel says, â€Å"These were terrible days. We received more blows than food; we were crushed with work. And three days after he had gone we forgot to say the Kaddish† (73). We can see that Wiesel had been going through a hard time and he forgot to do the one favor that his friend asked of him before he died. He does not think about other people’s su ffering as much anymore. In conclusion, Wiesel has not escaped the fate of becoming unresponsive to human pain even though he is a decent, kind person. When people see such horrible sights as these they can change into a different person. The American soldiers in Iraq were probably not cruel people before they went to war but that is who they became after seeing such atrocities in a war. Research Papers on Night by Elie WieselComparison: Letter from Birmingham and CritoCapital PunishmentPersonal Experience with Teen PregnancyHonest Iagos Truth through DeceptionThe Spring and AutumnAppeasement Policy Towards the Outbreak of World War 219 Century Society: A Deeply Divided EraThe Hockey GameMind TravelWhere Wild and West Meet

How to Start an Academic Club in School

How to Start an Academic Club in School For students planning to apply to a selective college, membership in an academic club is a must. College officials will be looking for activities that make you stand out, and club membership is an important addition to your record. This doesnt mean you will have to feign interest in an organization that already exists. If you share a strong interest in a hobby or subject with several friends or fellow students, you may want to consider forming a new club. By forming an official organization that really interests you, you are demonstrating true leadership qualities. Wanting to take on the role of a leader is only the first step. You need to find a purpose or theme that will engage you and others. If you have a hobby or interest that you know enough other students share, go for it! Or maybe there is a cause you want to help. You could start a club that helps keep the natural spaces (like parks, rivers, woods, etc.) clean and safe. And once you establish a club around a topic or activity you love, you are sure to stay more engaged. You might receive the added honor of recognition from the public and/or school officials who appreciate your initiative. So how should you go about this? If you are starting a club at school, you may want a teacher to serve as advisor as a first step. You may need a teacher or coach just to gain permission for using school facilities.The teacher or advisor may be temporary. Sometimes, a teacher will start the first meeting and encourage students to follow through with organization.The most important requirements for starting a successful club are interest and commitment.Once you know you have a team willing to commit to a regular meeting time and a cause, you can manage the rest with ease.Next you will need clear organization. Structure will keep the club together in slow times (like during a few heavy months of heavy homework and testing) or in the event of a disagreement. Steps to Forming a Club Appointment of a temporary chairman or president. At first you will need to assign a temporary leader who will preside over the drive to form the club. This may or may not be the person who serves as permanent chairman or president.Election of temporary officers. The members should discuss which office appointments are necessary for your club. Decide whether you want a president or chairman; whether you want a vice president; whether you need a treasurer; and whether you need someone to keep the minutes of each meeting.Preparation of constitution, mission statement, or rules. Decide upon a committee to write a constitution or rule booklet.Register club. You may need to register with your school if you plan to hold meetings there.Adoption of constitution or rules. Once a constitution is written to everyones satisfaction, you will vote to adopt the constitution.Election of permanent officers. At this time you can decide if your club has enough officer positions, or if you need to add s ome positions. Club Positions Some of the positions you should considered are: President: Leads meetingsVice president: Plans eventsSecretary: Records and reads minutesTreasurer: Handles fundsHistorian: Keeps a picture book and notesPublicity Officer: Makes and distributes flyers, postersWeb master: Maintains web site General Order of a Meeting You can use these steps as a guideline for your meetings. Your specific style can be less formal, or even more formal, according to your goals and tastes. Call to order by the president or chairmanReading and approval of the minutes from the previous meetingDiscussion of old businessDiscussion of new businessProgramAdjournment Things to consider When to meet and how oftenHow many members you can handleHow much funding you will needWays to raise moneyWhether or not to have club duesActivities for everyone to participate in Finally, you will want to make sure that the club you choose to create involves an activity or a cause that you really feel comfortable with. You will be spending a lot of time on this venture in the first year.

Business Ethics, Governance and Social Responsibility Assignment - 1

Business Ethics, Governance and Social Responsibility - Assignment Example 36). Moreover, corporate social responsibility has over the decades become a prominent cornerstone for most institutions of the world (Valenti et al., 2014, p. 1). Corporate social responsibility has recently been viewed as one of the fundamental practices that have contributed to the success of most organizations of the world (Lindgreen et al., 2009, p.14). Different scholars have argued that there is no single organization that can achieve its goals and objectives without practicing proper business ethics, proper corporate governance and properly implementing corporate social responsibility (CSR). Further, it is through corporate governance that proper business ethics and corporate social responsibilities are implemented in a company. Over the decades, Boeing has grown to be one of the largest automobile manufacturers of the world. It has also grown to be one of the best companies globally. The company has provided employment for more than one hundred and sixty eight thousand four hundred American citizens. The company has a good track of corporate governance and leadership since it was founded in 1916. Recently, Boeing Company won an award in 2012 following its continued interest in building better communities of the world. Nevertheless, one of the core values of Boeing Company is to do business with the highest possible ethical standards while at the same time honoring all of its commitments to its shareholders. Boeing management is mandated to treat all of its customers with fairness, trust and respect. Not long ago, Boeing was forced to fire two of its executive officers when the company was found in possession of documents that belonged to one of its competitors and were to be used in favor of winning a contract from the government. The two employees strongly violated the company’s code of conduct and this highly damaged the

Tourism in Madagascar Term Paper Example | Topics and Well Written Essays - 3250 words

Tourism in Madagascar - Term Paper Example People are not seeing Madagascar as a sustainable tourism spot. There lies the confusion. Ecotourism is defined as the travel to the destinations of the world where flora, fauna, and cultural heritage are existent. They are the primary attractions for the tourists. They aim at minimizing the negative effects that are mostly caused due to traditional tourism on the natural environment (Butler, 2005). Sustainable tourism on the other hand focuses on bringing benefits to the local people, the environment and the economy. The concept of sustainable tourism has been slower in Madagascar, mainly due to the fact that people tour with an aim of seeing a natural environment (eco tourism). Madagascar's main originating market has been France. It is still unable to furnish products which are for sustainable tourism market, rather then just for ecotourism (Butler, 2005). Madagascar is located on the south-east coast of the African continent. Madagascar is the fourth largest island. It is larger than the States of California and Oregon. The island extends 100 miles in length and 360 miles in width. This democratic country lies in the Indian Ocean and is among the world's poorest countries. Madagascar, as being among the poorest countries, is mostly engaged in agriculture at a subsistence level. Citizens do not have options of choosing their desire career path. They have to dwell in whatever they have. They have to spend their life in whatever limited resources they can find. This poverty is causing crucial harm not only to the people living in Madagascar, but also to the endemic biodiversity of Madagascar. At present, the Madagascar's biodiversity need the presence of good tourist, tourist who will respect, care, and play a responsible role in saving the Madagascar's treasure of biodiversity. (Butler, 2005) If an individual is enthusiastic and looking for the unexpected, if one wants to meet an extraordinary people, then he or she must go and discover this fascinating island. That individual will certainly agree with the characterization made by world-explorer Dervla Murphy: "Apart from the Tibetans, I have never traveled among a people as endearing as the Malagasy." You will become attached to the country, verifying once more the Malagasy proverb: "They who drink the water from the Manangareza River always come back to Madagascar" (Mittermeier, 1988). Economy Madagascar is dominated by the agricultural sector. However with the establishment of a duty free export processing zone in 1990, there has been an increase in light manufacturing, particularly textile manufacturing and agricultural products processing (cf. Gossling and Jiddawi 2004). Despite the existence of natural tourist spots, biodiversities and cultural heritage, Madagascar is still among the poorest countries. The reasons

Project times ans costs Assignment Example | Topics and Well Written Essays - 1250 words

Project times ans costs - Assignment Example One would need to consider time and costs in project management since these are the major inputs that need accuracy. To control any project well, accuracy of estimates in mandatory since good project control entirely depends on the extent to which the estimates are accurate. There is no need for under/overruns in a project. In fact, poorly managed project shows such symptoms majorly because of inaccuracies that existed during estimation or estimations were totally absent Project managers usually need to make good and informed decisions concerning the amount of the estimates that they require for the specific projects. For instance, in a project to construct a building, the construction manager would need to make accurate estimates of all the materials required so that cost estimates can be made. This will enable the manager to make informed decision on how much the cost of completing the construction would be without making any losses. This show how important accurate estimates are i n decision making. Another important factor to know in a project is how long the project would take as well as the total cost that the project will need to completion (Michael, 2008). These are questions that can only be responded to well by carrying out accurate estimation of both costs and time. Resources are very scarce, therefore the available ones should be planned well with to meet the intended needs. This can only be achieved in project management by good management of time and financial resources through accurate estimates. To control and manage a project well, one needs to develop cash flow needs. This will enable the project manager to predict the payback period of the project and even make the breakeven analysis. From the payback period, is easy to know whether the project is viable or not. It also becomes easy to know how much funds are required for the project maintenance and to achieve all these correctly, accurate estimate is required. Any good managed project require s a time phased budget. To develop this and establish a baseline for the project, accurate estimates must be done. The time passed budgets include the prices of different materials and how they change with time. Time might cause changes in the prices of materials; therefore, proper estimates need to be done to give accurate allowance for such adjustments when they occur in the future. Errors normally occur to anyone doing anything. The only difference is to what significant is the error to the project. Normally errors occur when estimations are not done correctly or just not done at all. To avoid or reduce errors in a given project, there is need for an accurate estimation to be done. This also helps in reducing under/overruns. The differences between bottom-up and top-bottom estimation techniques One must first appreciate that both bottom-up and top-bottom are project estimation techniques. However, bottom-up technique proves more accurate as compared to the top-bottom technique an d this marks the major difference between the two (Mark, 1997). The bottom-up technique, however, takes much time to carry out in as much as it is accurate. The top-bottom technique on the other hand is very fast to execute but less accurate. Bottom up technique is carried out by thoroughly by estimating each and every package of work in a WBS. This technique is normally applied once the management and its client are already committed to the project and

The value of nursing leadership to healthcare reform Scholarship Essay

The value of nursing leadership to healthcare reform - Scholarship Essay Example These factors hold good whether the reform takes place in the public or private sector, and whether it takes place in a service or manufacturing industry/area. As can be seen from the above section, the change process requires leadership from all levels of the organization including physicians, top management, nursing staff, and other sections of service providers in the healthcare sector. This paper reviews the concept of nursing leadership in the context of healthcare reforms. It is felt that developing leadership among nurses is important since they play an important role in healthcare. It is these employees who have the closest association with patients and are responsible for implementing any reforms that are implemented for their (patient’s) benefit. In the process, the paper will review the concepts of leadership (in nursing) reform/ change management, and how it can be applied to the nursing sector. The area of study (through review of literature) will be the healthcar e reforms in the United States. Leadership in the nursing industry – a brief review: The problem within an organization is to identify and develop leadership qualities among its employees at different levels. The problem with the nursing sector was that they are seen as submissive to the demands put forward by their hierarchical superiors and the demands of the patients (Ivanov & Blue, 2008, 19). With such behviours engrained into the profession, it would be a challenge to develop competent nurse leaders even in a status quo situation. It becomes more challenging when reforms are involved. Secondly, the nursing profession has been plagued by a command and control style according to Moss (2005, 80). In effect, an autocratic style of leadership is exhibited by nursing managers towards their subordinates. The author is of the opinion that this creates an atmosphere that is not conducive to development of leadership within the profession. What is required is a participative or tr ansformational approach by the leader who is attuned to the sensitivities of their subordinates and patients. They should also be receptive to new ideas whether it is provided by superiors or subordinates. The advantage here is that subordinates will have a sense of fulfillment and will become willing participants in the reform process. More on leadership styles and its impact on the nursing leadership concept will be given in later sections of this paper. The third major challenge, especially in the United States is severe shortage of qualified nurses. According to some studies, a shortage of forty thousand to one million nurses will be experienced in the healthcare sector in the country by 2020. It can be said that these are the main challenges to developing effective nursing leadership. Healthcare reform in nursing: Nursing is all about caring and the profession should develop a humanistic approach with regard to patients, other staff members, the organization and the community ( Marshall & Coughlin, 2011, 185). Healthcare reforms usually focus on streamlining the affordability of healthcare, insurance issues, and solving the problems associated with Medicare and Medicaid (through reduced government spending), these does not directly affect the nursing profession at the grassroots level. These are basically administrative, social, and financial issues and nursing professionals have to implement the statutes and guidelines that are brought about

The internationalization of a multinational enterprise of your choice Essay

The internationalization of a multinational enterprise of your choice from an emerging economy - Essay Example Samsung Group registered US $ 327 billion in revenues in 2013 and a net income of US $ 30.1 billion (Samsung Electronics, 2015). The multinational has regional subsidiaries that are based in Peru, Chile, Colombia and Argentina. The multinational is a global leader in semiconductor, mobile and display technologies and has leveraged on its research and development capabilities in order to provide innovative technologies and deliver customer value (Russell and Cohn 2012). The company’s vision 2020 is to ‘inspire the world, create the future’ through providing innovative technologies and developing new value across all core networks (Michell 2011). The research and development (R & D) consists of 42 global facilities that aim at setting new standards of excellence and forging new markets. Samsung Advanced Institute of Technology (SAIT), R & D centers, and division product development teams work together across markets such as US, UK, Russia, India, Israel, Japan and C hina in understanding the emerging customer needs and preferences (Michell 2011). The paper will discuss Samsung internationalization process of the consumer electronics division, South Korea as an emerging market and Samsung Electronics internalization process. The paper will outline the sequence of market entries, the speed of internationalisation, the market entry modes and targeted market niches using internationalisation theories. The paper will finally offer recommendations for future internationalisation. Emerging markets are characterised by rapid industrialisation, adoption of mixed economy of free markets. South Korea is the 15th largest economy measured by GDP, industrial output and services and the 12thlargest economy in terms of the purchasing power parity. The country has a nominal GDP of $ 1.449 trillion and an average GDP growth rate of 3 percent annually (Central Intelligence Agency 2014). The GDP per capita is $ 35, 485 and inflation has remained stable at below 2 percent.

The value of nursing leadership to healthcare reform Scholarship Essay

The value of nursing leadership to healthcare reform - Scholarship Essay Example These factors hold good whether the reform takes place in the public or private sector, and whether it takes place in a service or manufacturing industry/area. As can be seen from the above section, the change process requires leadership from all levels of the organization including physicians, top management, nursing staff, and other sections of service providers in the healthcare sector. This paper reviews the concept of nursing leadership in the context of healthcare reforms. It is felt that developing leadership among nurses is important since they play an important role in healthcare. It is these employees who have the closest association with patients and are responsible for implementing any reforms that are implemented for their (patient’s) benefit. In the process, the paper will review the concepts of leadership (in nursing) reform/ change management, and how it can be applied to the nursing sector. The area of study (through review of literature) will be the healthcar e reforms in the United States. Leadership in the nursing industry – a brief review: The problem within an organization is to identify and develop leadership qualities among its employees at different levels. The problem with the nursing sector was that they are seen as submissive to the demands put forward by their hierarchical superiors and the demands of the patients (Ivanov & Blue, 2008, 19). With such behviours engrained into the profession, it would be a challenge to develop competent nurse leaders even in a status quo situation. It becomes more challenging when reforms are involved. Secondly, the nursing profession has been plagued by a command and control style according to Moss (2005, 80). In effect, an autocratic style of leadership is exhibited by nursing managers towards their subordinates. The author is of the opinion that this creates an atmosphere that is not conducive to development of leadership within the profession. What is required is a participative or tr ansformational approach by the leader who is attuned to the sensitivities of their subordinates and patients. They should also be receptive to new ideas whether it is provided by superiors or subordinates. The advantage here is that subordinates will have a sense of fulfillment and will become willing participants in the reform process. More on leadership styles and its impact on the nursing leadership concept will be given in later sections of this paper. The third major challenge, especially in the United States is severe shortage of qualified nurses. According to some studies, a shortage of forty thousand to one million nurses will be experienced in the healthcare sector in the country by 2020. It can be said that these are the main challenges to developing effective nursing leadership. Healthcare reform in nursing: Nursing is all about caring and the profession should develop a humanistic approach with regard to patients, other staff members, the organization and the community ( Marshall & Coughlin, 2011, 185). Healthcare reforms usually focus on streamlining the affordability of healthcare, insurance issues, and solving the problems associated with Medicare and Medicaid (through reduced government spending), these does not directly affect the nursing profession at the grassroots level. These are basically administrative, social, and financial issues and nursing professionals have to implement the statutes and guidelines that are brought about

Trends and issues in the development of information technology for Essay

Trends and issues in the development of information technology for EBusiness - Essay Example The Web services model allows any user access through the use of XML tags for information exchange using the other three standards: SOAP, UDDI, and WSDL. The distinguishing feature of Web services technology is that it allows provider and consumers to not be tied in to a particular service set and truly minimizing the impact of change to switch service providers. Thus information system built on Web services allows companies to seamlessly integrate provider's functionality into their enterprise software applications, such as Supply Chain Management, Enterprise Resource Planning and others. Use of the Internet for expanding business of the company is a reality, so those who ignore the high technologies will lose the race for competitive advantage. On the other hand, those who have embraced the power of e-commerce solutions are innovators. According to Australian Bureau of Statistics, 83% of businesses used computers, 71% of businesses use Internet access, and 23% of businesses had web sites in June 2003. Proportion of businesses placing or receiving orders via the Internet or web was 25% in purchasing and 6% in selling in 2001-2002 and 28% in purchasing and 13% in selling in 2002-2003. Business income attributable to receiving orders via the Internet or web was 5% or more for 42% of companies in 2002-2003. At that time main business perceptions of the benefits for the business of receiving orders via the Internet or web were increased number of customers (28%) and faster business processes (53%). Main business perceptions of placing orders via the Internet or web were time saving (86%) and ability to track orders (20%). (Australian Bureau of Statistics, 2006, para.11-18) An important issue for development of information technologies for application in e-commerce is Internet penetration. UNCTAD Report (2006, p.4) finds that number of Internet users continues to grow in all regions, in particular in Africa, whereas the market is the most mature in the United States. Despite high growth in many developing countries, Internet penetration rates are still very low. For example, China, the second largest Internet market in the world after the United States, has a penetration rate of only 6.3 per 100 inhabitants. While the number of computers is increasing substantially in developing countries, particularly in some of the emerging markets, computer penetration remains very low. The Report reveals that enterprises' Internet use is high (up to 90%) in developed countries and among medium-sized and large enterprises in developing cou