The Colonization Of Stevens Essays - Literature,

The Colonization Of Stevens The Colonization of Stevens In the year 1954, two years before the setting of Ishiguros The Remains of the Day, the Suez waterway was returned by and by to the legislature of Egypt putting an unexpected end to the English government and expansionism that had reached out all through hundreds of years. The Remains of the Day by Kazuo Ishiguro fills in as a vanity for the dismissal of the British Empire by its colonized subjects. Much like the storyteller of the novel, Stevens, exemplifies the administration of the British Empire, his acknowledgment of the broad value his pride has cost him represents the frontier subjects acknowledgment that their opportunity was purchased at a cost also. By capitulating to his poise, Stevens, the incomparable English head servant likewise loses quite a bit of his self-rule, as did the states of the Empire. The subjects of these settlements were persuaded that their voices were heard and esteemed, as in a majority rules system, yet once gained the English Parliament gave little consideration to the residents other than as intends to a benefit. Similarly as the provinces understood the degree of their reliance on the British Empire, Stevens also understands the effect of putting his entire presence into the confused hands of Lord Darlington. Stevens at long last concedes the absurdity of his dedication to Darlington, a commitment that cost him a lot of his life. Ruler Darlington wasnt a terrible man. He wasnt a terrible man by any means. Also, at any rate he had the priviledge of having the option to state toward an incredible finish that he committed his own errors. His lordship was a fearless man. He picked a specific way throughout everyday life, it end up being a misinformed one, yet there, he picked it, he can say that in any event. With respect to myself, I can't guarantee that. I trusted. I confided in his lordships intelligence. Every one of those years I served him, I believed I was accomplishing something advantageous. I cannot state I committed my own errors. Extremely one needs to ask oneself-what poise is there in that? (p. 201) Stevens put stock at long last that he had made his life a loss by putting it in the possession of his social betters. He was overwhelmed in an arrangement of chain of command that, at long last, overlooked him totally. He doesn't characterize himself beyond his subordinate situation of Lord Darlington and, similarly as the domains of the British Empire, he ends up colonized and unfit to change. The pecking order, which brings nobility, is exactly the same framework that takes self-sufficiency from its subjects. English Essays

Order, Age, and Pareidolia

Request, Age, and Pareidolia Request, Age, and Pareidolia Request, Age, and Pareidolia By Maeve Maddox In his Essay on Criticism (1711), Alexander Pope (1688-1744) composed: A touch of learning is a perilous thing; Drink profound, or taste not the Pierian spring: there shallow drafts [swallows] inebriate the mind, what's more, drinking to a great extent [drinking incredible quantities] calms us once more. In Greek fantasy, drinking from the Pierian spring ingrained information. In current terms, Pope is stating that shallow information causes individuals to envision they know more than they do about a point; this misguided feeling of information prompts excessive ends that don't hold up with additional data. A case of a little information being a hazardous thing is the snare of falsehood and fear inspired notion that has grown up around a Latin citation on the converse of the Great Seal of the United States. Note: Images of the two sides of the Great Seal can be seen on the rear of a one-dollar note. The picture of the converse is on the left. The converse of the Great Seal shows an uncompleted pyramid with an eye in a rayed triangle above it. The words ANNUIT COEPTIS show up over the eye, and the words NOVUS ORDO SECLORUM show up on a look underneath the pyramid. The two citations are taken from Vergil’s Latin epic, the Aeneid. The primary citation, annuit coeptis, interprets as â€Å"[He] favors the undertaking.† With regards to the sonnet, the line is a piece of a supplication by Aeneas to Jupiter, and the comprehended subject He alludes to the main Roman god. Aeneas was asking about â€Å"undertakings† that incorporated the establishment of Rome. (As per Vergil, Romulus and Remus were relatives of Aeneas.) To the eighteenth-century Deists setting up a nation they saw as a â€Å"new Rome† bound to suffer for a considerable length of time, the eye-and the suggested pronoun-spoke to Divine Providence. The subsequent citation, novus ordo seculorum deciphers as â€Å"new request of the ages,† not, as intrigue scholars would have it, â€Å"New World Order† or â€Å"New Secular Order.† The creators of the Great Seal didn't connect similar implications to the Latin words ordo and seclorum that cutting edge connivance scholars do. In the citation from Vergil, ordo suggests a grouping of verifiable periods. Furthermore, seculorum doesn't signify a similar thing as the English modifier mainstream. The most widely recognized utilization of mainstream today is as a descriptor meaning â€Å"worldly, not sacred.† To Vergil, the modifier saecularis, (â€Å"relating to an extensive stretch of time†) got from the thing saeculum, which could mean â€Å"a generation,† â€Å"a century,† or â€Å"a extremely significant stretch of time.† For instance, to an advanced English speaker, the expression â€Å"secular entertainment† would mean â€Å"entertainment having nothing to do with religion.† For old Romans, â€Å"secular entertainment† implied shows or games that were put on at long interims. The old Ludi Saeculares (common games), for instance, occurred each 100 or 110 years. The traditionally prepared men who endorsed the last plan of the Great Seal in 1782 were familiar with the old conviction that mankind's history advances and decreases by Ages. For instance, Ovid depicts four ages: Golden Age, Silver Age, Bronze Age, and Iron Age. The citation from Vergil mirrors the founders’ feeling that the formation of the new country spoke to the start of another age throughout the entire existence of the world. Some intrigue scholars who misconstrue the citation likewise guarantee to see mysterious images covered up in the plans on the two sides of the Great Seal. There’s a word for seeing significant pictures in arbitrary examples: pareidolia/pair-eye-DOLE-ee-uh/thing: the inclination to see a particular, frequently significant, picture in an irregular or uncertain visual example. One kind of pareidolia is face pareidolia: the deceptive impression of non-existent countenances. Another is letter pareidolia:â the fanciful view of non-existent letters. Cases to see sinister pictures in the Great Seal are instances of image pareidolia. This kind of pareidolia is particularly inconvenient with regards to logo plan in light of the fact that a similar picture can show up distinctively to various watchers even to a similar watcher at various occasions. Image pareidolia happened with the 2014 World Cup logo: a few watchers considered it to be the delineation of a soccer fan doing a facepalm: a signal wherein the palm of ones hand is brought to ones face, as a demeanor of mistrust, disgrace, or irritation. Now and then a craftsman purposefully plays to pareidolia by making a picture planned to be found in two different ways. A celebrated model is the drawing called All Is Vanity by Charles Allan Gilbert (1873-1929). From the outset, the watcher sees a beautiful Victorian-time lady taking a gander at herself in the huge round mirror over her corrective loaded dressing table. With a subsequent look, the watcher observes not the lady, yet the picture of a passings head-a human skull that speaks to death and the brief idea of life. Alexander Pope would most likely be diverted to see the measure of jabber about the US Great Seal that has come about because of a bit of learning and a ton of pareidolia. Need to improve your English in a short time a day? Get a membership and begin getting our composing tips and activities day by day! Continue learning! Peruse the General classification, check our famous posts, or pick a related post below:16 Substitutes for â€Å"Because† or â€Å"Because Of†40 Synonyms for â€Å"Different†Wracking or Racking Your Brain?

Cultura

Cultura Well, you probably saw Mitras entry mentioning Senior Lecturer Gilberte Furstenberg (teacher of French III, a class were both taking). The homework Im doing right now is part of a unit called Cultura, where we correspond with university students learning English at lEcole Polytechnique and lIUP in Paris. So far, weve done word associations and sentence completions, where we at MIT enter (in English) what first comes to mind when we see words and sentences related to work, money, food, culture, and other staples of daily life. The French students do the same in their own language, and we compare and contrast the different responses to gain perspectives in the other country. Its interesting to see the different sorts of things that come to mind when we think of a good job, for example, in comparison to what comes to the mind of a French student. We consider these observations, ask for clarification and chat with the French students on a discussion board. Probably one of the most striking differences in perspective we found was the idea of suburbs In France, suburbs are often dangerous a stark contrast to the American idea of them being nice places to settle down, live and raise a family. Basically, the Cultura system highlights the way we think about various things we take for granted, and its been a useful way to bridge the gaps of our cultures.

Analysis Of Daron Acemoglu And James A. Robinson s Novel...

In Daron Acemoglu and James A. Robinson’s novel Why Nations Fail, they describe the two different types of institutions in which a government correlates, inclusive and extractive. Inclusive nations are exceedingly democratic and create legislation to benefit the majority, while extractive institutions are authoritative and limit the benefits to a small minority (84-89). A country’s political institution affects the accessibility to digital literature because of the improvement it enables. Digital literature provides an accessible form of education that allows for people to not only research, but it also makes it easier to come upon a sense of self-identity. Additionally, it sets a foundation for the use of new technology and provides room for change. An education, an enlightening encounter where one gains information they had not known prior to the experience, is ordinarily associated with receiving a degree from a university. However, during the modern era a breakthro ugh resource has been brought to life, one that allows for the massive consumption of wisdom without the consternation that comes with spending thousands of dollars, the World Wide Web. The popularization and practicality of the Internet has thus inevitably coined the present period the Information Age. Among the different elements of the Internet, digital literature, which consists of works that take advantage of the proficiencies a computer and other sources of digital media offer, continues to become more

The Enlightenment Was Rife With Skepticism, Self-Reliance

The Enlightenment was rife with skepticism, self-reliance and discovery. Voltaire’s Candide boasts each within its three main themes; the critique of philosophical systems (optimism, pessimism, and empiricism,) along with social criticism, and utopian ideologies. Voltaire viciously attacks the Church, the Aristocracy, and the Military. This was perfectly in line with the core ideals behind the enlightenment, a time where philosophers believed in using reason and scientific experiments in lieu of Christian dogma and tradition. Voltaires Candide perfectly encapsulates the ideology behind the Enlightenment through its’ illustrious acrimony and skepticism against the church, military, and philosophical systems. The Old Regime upheld†¦show more content†¦It does him little good as he is then hung. Friars are to remain impoverished, it is ironic that this Friar so feverishly wanted over such possessions. Later on, Friar Giroflee admits he hates his profession and in addition, admits to caring only for personal wealth and gain, â€Å"It is true I have preached a few bad sermons the have brought me in a little money, of which the prior stole half, while the rest serves to maintain my girls.† (Voltaire: 68) Not only is this a confession of the money hungry church, it is also another example of promiscuity within the church, as he is using the money from his â€Å"bad† sermons to pay for prostitutes such as Paquette. Voltaire seeks to reveal the corruption in the old regime. Not only was there corruption in the church, there was corruption in the military hence the heavy criticism of the military abundant in Candide. An example of this scorning is when Candide is forced into the Bulgarian army after toasting to the Bulgarian King, â€Å"‘He is the best of kings, and we must drink to his health’† said the Bulgarian, to which Candide replied â€Å"Oh! Very willingly, gentlemen,’ and he drank. ‘That is e nough’ they tell him. ‘Now you are the help - the hero of the bulgarians.’† (Candide: 4) With the sip of a drink, Candide is enlisted, tricked into joining the Bulgarian army where he is severely beaten and almost dies, until the Bulgarian King

Cost Reduction Strategy Free Essays

string(45) " relationships with suppliers of components\." Introduction Cost reduction is a key aim of business during the current economic downturn. In addition to intense competition for opportunity, businesses face myriad challenges in the sustenance of their activities and operations, often leading them to research on and implement cost-cutting strategies. These strategies are also essential for companies in their endeavour to create even higher profit margins on their products and services (Hines et al, 2004). We will write a custom essay sample on Cost Reduction Strategy or any similar topic only for you Order Now Cost reduction strategies often come at the expense of growth potential with businesses often having to juggle, on the one hand their quest for growth, and on the other reduction of costs (Hill et al, 2001; Womack and Jones, 2003). Cost reduction can be necessitated by several factors including revenue declines with sustainability pegged on costs having to drop to keep pace; fixed cost base with companies having to operate at a relatively high percentage of capacity in order to turn a profit, a perilous trap; as well as, creeping costs which result from the evolution to complexity of processes increasing variety of expenses, increase in entitlements over time, and the continual incurring of traditional non-essential expenses (Salvador et al., 2002). Modular production techniques in both manufacturing and service industries bring together three well-known cost reduction methods including: economies of scope, outsourcing and product/service redesign. This paper discusses these methods exploring ways in which they contribute to the reduction of costs with particular regard to three businesses in specific industries: a car assembler, a supermarket chain, and an airline. It begins by defining the three cost reduction methods focused upon which forms the basis upon which ways in which cost reduction can be realised in the selected industries are discussed in latter sections. Cost-reduction strategies Economies-of-scope refers to the changes in average costs resulting from the changes in the output mix between two or more products. It refers to the potential cost savings resulting from joint production of products and offer of services that are at times not directly related. An example of this is when diverse product production or service delivery share company management structure, administration systems, marketing departments, and production facilities and other facilities (Silverman, 1999; Hines et al, 2004). Economies of scope provide firms with two key benefits: it enables the lowering of average costs of production resulting from the spread of large overhead costs across a broad range of products which enables higher profits for the company or reduced prices for customers; it also enables the diversification of revenue streams which reduces the risks associated with product failure (Hand?eld and Nichols, 2002). Outsourcing entails contracting out non-core business functions to third-party providers. It is viewed oftentimes as a means through which firms can cope with increasing competition through the quest for cheaper suppliers, with cost reduction being the primary motive and not the underlying economic force driving it (Wynstra et al., 2001). In some other instances, a company may choose to delegate bulky, time-consuming and intensive production processes to external contractors so as to enhance focus on core business functions even if costs are not the motivation (Campbell, 1992). External entities take charge of assigned tasks enabling the company to enhance focus on specialty lines or core business which earns a significant proportion of the company’s revenues. Product/service re-design refers to improvements on product or service and model changes that may result in greater efficiency gains in production or the reduction of inputs/raw materials required thereby leading to reduction in costs (Salvador et al., 2002). Product redesign may also enable the enhancement of demand through its appeal to customers or new markets thereby enhancing revenues accrued. A.Car assembler In view of a stand-alone car assembler focused on its core activity engaging in market transactions with external suppliers from which it buys or rents materials, components and other specialized inputs, and sells assembled cars onwards to independent distributors, the achievement of reduction in costs can be achieved through the pursuit of strategies such as outsourcing, product or service redesign and those that enable the realization of scope economics. Economies of scope The highly focused organizational structure of a car assembler could be tweaked to enhance scope in pursuit of strategies such as vertical integration; horizontal integration or unrelated diversification. Vertical integration Vertical integration involves the uptake by a business of tasks and functions hitherto undertaken by players participating within its supply chain, either up or downstream (Silverman, 1999). Asset specificity is pronounced in the car assembly industry with component parts such as tyres, engines, among other parts often being purchased from specialist suppliers. The assembler’s engagement with these suppliers under pure market exchanges can have several challenges including unsustainable costs which make it prudent for the company to reach further along the supply chain, enhancing its capacity to produce the required components (Wynstra et al., 2001). The savings accrued from both the production of requisite component parts and conducting the assembly processes and/or engaging in later processes such as distribution, sales and marketing make vertical integration a significant competitive advantage, with reduced costs having the potential of enabling price reductions and/or enha nced profitability. Horizontal integration Horizontal integration involves the uptake of production processes of businesses across the industry such as those of another existing car assembler through acquisitions or mergers or diversification into related industries such technology production (technology-related diversification) (Silverman, 1999). It may also include customer-related diversification which encompasses the extension of the product range or broadening of the portfolio of business products offered (Hand?eld and Nichols, 2002). Such integration enables a business to spread its costs, especially the high fixed cost base characteristic of the car assembly industry, over a wider range of revenue streams achieving overall efficiency and fully utilizing transferable proprietary know-how, skills and technologies. It also enables the shared utilization of other sources of economies of scope including purchasing, advertising, and research and development (Womack and Jones, 2003). To avoid possible adverse consequences of asset specificity in the industry, major assemblers have sought to develop long-term close, collaborative relationships with suppliers of components. You read "Cost Reduction Strategy" in category "Essay examples" These relationships are designed to tap into the benefits of vertical integration though costs such as would be incurred in the case of complete mergers are avoided. These become the critical pathways through which modern businesses create value (Hines et al, 2004)). Sharing and efficient utilization of resources results in significant cost savings in light of enhanced revenue inflows and the spread out of costs over diverse product and service offerings. Outsourcing Outsourcing for a car assembler would entail contracting external entities to undertake bulky non-core activities so that the assembler can maintain a lean organizational structure and enable enhanced focus on activities it considers to be its core competences (Sanchez, 2000). It is often the case that production costs incurred by an external supplier are smaller probably because of larger scale or superior learning which could be difficult to replicate, or other specialization advantage (Salvador et al., 2002). A lean structure and focus would imply reduction in staffing and asset acquisition costs, as well as transactional costs needed to cover for the completion of the outsourced tasks, costs which are passed on to the contractors (Womack and Jones, 2003). Savings on such fronts, which may include throughput on operations, may be used to enhance performance and quality of core activities to achieve greater competitive advantage, or they may be factored in for price reductions or profits. Some component manufacturers are moving into the final assembly segment of operations encouraged by major car makers. Such include Valmet (Finland) which assembles cars for Saab, Lada and Porsche, and Austrian company Steyr which assembles Chrysler and Mercedes. This move is enabled by policies of extensive outsourcing. Toyota, on the other hand, built itself a flexible manufacturing system in which it is heavily reliant on subsidiaries and other suppliers, with its degree of outsourcing typically estimated at 60-70% (Hampson, 1999). Product/service redesign In the case of a car assembler working with expensive items such as steel, the cube-square rule finds appropriate application for cost reduction. This rule explains that doubling the diameter of a hollow sphere increases its volume eightfold, but its surface area is only increased fourfold (Womack and Jones, 2003). In a production process, the cost of a vessel or component may vary with surface area while its capacity varies with volume. Such balancing in design and reworking of components and parts may result in significant cost savings with regard to expensive inputs in car assembly such as steel (Salvador et al., 2002). Toyota’s success is majorly attributed to its Toyota Production System (TPS) which is a system of continuous improvement, an interlocking of many strategies and business practices developed through iterations over time and learning which create complementary synergistic effects for Toyota and which are difficult to emulate (Hampson, I., 1999). This system enhances strategic fit and complementarity which yields economies of scope which enables Toyota to meet customer demand for diverse models to meet varied preferences, and with less wastage than would be in mass production systems (Campbell, 1992; Hill et al, 2001). This strategic fit enables the company have a significant competitive advantage with the resultant efficiencies saving up costs. B.Supermarket chain Considering a supermarket chain which is involved in basic retail activities including reception of goods from producers, stocking in shelves, and checking out customers who make purchases, reduction in costs could be achieved through pursuit of scope economics, outsourcing of non-core processes, and/or redesign of products or services. Economies of scope The pursuit of economies of scope can be achieved through linked supply chains which entails integrating a vertical supply chain, as well as operating two or more hitherto independent businesses under centralized management (horizontal integration) (Abernathy et al, 2000). With optimal efficiency, this strategy results in productivity gains, waste reduction and cost improvements. Vertical integration To get fresh products, Morrison’s, a UK supermarket chain, has reached back through its supply chain to the farm, cutting off middlemen and warehouses which would have led to increases in costs to cover the margins of the individual participants in the chain. This, as well as its ownership of its own slaughterhouses, bakeries and food preparation sites, has significantly enhanced its efficiency and enabled reductions in costs, a distinctive competitive advantage (Morrisons, 2012). Horizontal integration Supermarkets have economies of scope when they offer a variety of products or services that do not comprise the usual basic goods and services available in supermarket stores (Abernathy et al, 2000). Such products and services may include ready cooked meals, financial services (such as retail banking), fuel stations, clothing and furniture, among other diverse provisions through a single service infrastructure, the store. These not only meet today’s busy shopper’s preference for a one-stop shop, but also lead to the provision of a complementary variety of products concentrated on the supermarket’s core competence (Hines et al, 2004). This results in the distribution of costs over a wide and diverse range of products resulting in overall savings. The expansion of stores such as Morrison’s, Tesco and Sainsbury into various service-provision segments (demand-driven diversification) so as to appeal to the modern consumer illustrates this strategy (Morrisons, 2012). A supermarket chain may also pursue related diversification building upon and extending existing capability, resources or expertise to achieve greater competitiveness. Cost savings are enabled when a business transfers expertise in one business to a new business, as well as in the businesses sharing operational skills and know-how, facilities, equipment or other existing assets including intangible assets such as corporate core competence (Hand?eld and Nichols, 2002). This can be illustrated by the entry of supermarket chains such as Morrison’s, Tesco and Sainsbury into the convenience store segment in pursuit of customer preference for smaller stores and small frequent shopping trends. This venture is in order to supplement waning revenues of larger stores (Morrisons, 2012). Outsourcing The progress of the general-purpose technology such as information technology (IT) enables the reduction of market transaction costs which leads to increased capacity for outsourcing (Abernathy et al, 2000). Outsourcing for a supermarket chain may entail contracting suppliers to undertake time-consuming and logistically challenging tasks such as warehousing and distribution, as well as new services such as the ready-cooked food segments. Such a strategy is necessitated if the existing mode of in-house performance of these tasks is more costly than obtaining it through market transactions or some form of long term contractual relationship (Hines et al, 2004). Efficiency is thereby enhanced in the conduct of the supermarket’s core activities, reducing costs associated with outsourced tasks and enhancing potential revenues increases. Product or service redesign Many supermarket chains are seeking to tap into new segments such as the online marketplace not only to meet customer preferences but also to reduce costs associated with its usual processes (Abernathy et al, 2000). In this customers order for product items which are then sent to their stated locations cutting off a number of processes that were hitherto undertaken thereby enabling significant savings. Morrison’s, Tesco and Sainsbury, among other supermarket chains are pursuing such new market segments in pursuit of enhanced competitiveness and customer preference (Morrisons, 2012). Airline We consider an airline whose business provides basic services of passenger travel including scheduling, preparation and planning for flights, check-in, actual flight to destinations, and customer service. Pursuit of scope economics, outsourcing and product or service redesign which are the cost reduction methods focused upon in this paper are herein discussed with regard to an airline business. Economies of scope In this regard, vertical and horizontal integration mechanisms are discussed outlining their contribution to cost reduction. Vertical integration Vertical integration for an airline may entail the uptake of activities beyond its usual scope such as ticketing commonly undertaken by local service providers along its supply chain. Progress into such fronts is greatly enhanced by developments in internet technologies which enable customers to book flights, buy and print out tickets online, reducing the need for staff and investment on facilities dedicated to this task (Abernathy et al, 2000). This removes the costs of commissions paid out to the service providers as well as related organizational costs resulting in cost savings and greater efficiency. Horizontal integration To achieve economies of scope and thereby reductions in cost, an airline might venture into the cargo segment, customizing some of its existing planes for this purpose and delegating some staff under its organizational structure to run processes associated with cargo handling and transport. Through this related diversification of operations, the firm is able to build upon or extend its existing capability, resources or areas of expertise to achieve greater competitiveness (Hand?eld and Nichols, 2002). An airline could also pursue mergers or scope acquisitions, to enhance or extend its product portfolio. This is a common trend in the industry with airlines frequently collaborating and coordinating their activities to achieve efficiency gains as well as to widen their geographical markets, reaching to routes across the globe and specific markets served by partner airlines which might not be feasible for it as a single entity (VBA, 2011). It has also become a common trend for airlines to invest in hotels and other facilities in the hospitality industry so as to tap onto an existing demand, as well as to reduce their costs in cases of delays and other unforeseen circumstances which usually result in added costs for the airline. This strategy turns the airlines previous challenges into strengths, as well as providing a revenue stream from related divestiture. Horizontal integration can be illustrated by Virgin airlines in its strategic alliances with Etihad Airways and Delta Air Lines which enhance its reach to the TransPacific Los Angeles route and the Abu Dhabi route, its gateway to Europe, Africa and the Middle East, with the collaboration benefiting all the partner airlines (VBA, 2011). Outsourcing Outsourcing for an airline is undertaken to streamline operations and enhance service quality (Wynstra et al., 2001). Tasks such as aircraft maintenance and ground support, as well as food processing for service on-board are labour-intensive and specialized tasks that can be outsourced if costs of contracting them are favourable. This would enable the airline to enhance focus on customer service and operations related to flight reducing overheads and other cost requirements. An example is Navitaire, a service supplier for airlines, which offers an extensive global distribution suite enabling low-cost reservations which has enabled the improvement of profitability especially among the low-cost airlines using the service, lower operational and distribution costs and generation of ancillary revenues (Abernathy et al, 2000). Product/service redesign To enhanced service offerings in the competitive business environment and, as well, to rein in on rising costs, it is incumbent upon airline companies to conduct frequent network reviews, fleet realignments, operational integration so as to ensure that they remain profitable, effective and efficient in their processes. The company in the redesign and realignment should be bold enough to undertake thought-out exit from the non-profitable routes lowering its liabilities and costs. An example is Virgin Australia’s endeavour at restructuring in 2011 following its poor performance evident in its 2010 financial results (VBA, 2011). Conclusion For sustainability, the aim of the cost-cutting strategy is to maximize efficiency without compromising growth potential. To achieve this, companies need to identify core competencies upon which focus is enhanced and efficiency improved, with the non-core functions being trimmed and consolidated to achieve reduction in unnecessary costs (Hines et al, 2004). Such savings can be reinvested in critical assets, enhancing core competencies and thereby improving overall efficiency. References Abernathy, F., J., Dunlop, and J., Hammond, 2000. â€Å"Retailing and supply chains in the information age.† In: Technology in Society, Vol. 22, pp. 5-31. Campbell, A., 1992. â€Å"Building Core Skills.† In: Andrew Campbell and Kathleen Luchs: Strategic Synergy. London: Butterworth Heinemann. Hand?eld, R., and E., Nichols, 2002. Supply Chain Redesign: Transforming Supply Chains into Integrated Value Systems. Financial Times. Prentice-Hall, Englewood Cliffs, NJ. Hill, M., R., Ireland, and R.., Hoskisson, 2001. Strategic Management: Competitiveness and Globalization. Fourth Edition. South-Western College Publishing, Hines, P., M., Holweg, and N., Rich, 2004. â€Å"Learning to evolve: a review of contemporary lean thinking.† In: International Journal of Operations Production Management, Vol. 24 No. 10, pp. 994-1012. Morrisons, 2012. Food with thought: Corporate responsibility review 2011/12. Wm Morrisons Supermarkets PLC. Sanchez, R., 2000. â€Å"Modular architectures, knowledge assets and organizational learning: new management processes for product creation.† In: International Journal of Technology Management, Vol. 19, No 6. Salvador, F., C., Forza, and M., Rungtusanatham, 2002. â€Å"Modularity, product variety, production volume, and component sourcing: theorizing beyond generic prescriptions.† In: Journal of Operations Management, Vol. 20, pp. 549-75. Silverman, B., 1999. â€Å"Technological resources and the direction of corporate diversification: Toward an integration of the Resource-Based View and Transaction Cost Economics.† In: Management Science, 45 (8), 1109–1124. VBA financial report, 2011. Virgin Australia group of companies. 30th June. Viewed from: http://www.virginaustralia.com/au/en/about-us/media/2011/VA-FY11-ASX/ Womack, J., and D., Jones, 2003. Lean Thinking, 2nd ed., Free Press Business, London. Wynstra, F., A., Weele, and M., Weggemann, 2001. â€Å"Managing supplier involvement in product development: three critical issues.† In: European Management Journal, Vol. 19 No. 2, pp. 157-66. Hampson, , 1999. â€Å"Lean Production and the Toyota Production System: the Case of the Forgotten Production Concepts.† In: Economics and Industrial Democracy, Volume 20: 369-391 How to cite Cost Reduction Strategy, Essay examples

Driving Journal of Business and Management - MyAssignmenthelp.com

Question: Discuss about the Driving Journal of Business and Management. Answer: Introduction The efficient working of an organization hugely depends on the way its employees perform. Employees however need to be encouraged in order to get the best out of them. The impetus thus, is on the organization to induce a working environment that motivates the employees to work harder and with total dedication (Abbah 2014). Many ways are there by which managers can motivate employees to perform well. Theories of organizational management and organizational behavior are in abundance that allows managers to utilize these in the workplace. Starting from Taylor, several theorists including Weber, Hawthorne and Fayol have proposed different organizational behavior theories that have an influence on the way organizations implement rules at the workplace. Systems theory, contingency theory and the socio-technical approaches are some theories that defined organizational behavior in the modern era (?nday 2016). The essay discusses factors that influence organizational behavior and motivates employees to perform better. In addition, the essay sheds light on the role of managers in extracting the best performance from the employees by implementing strategies that adhere to the organizational setting. Organizational management and behavior Every organization looks to achieve positive results of its operations but it does not get the desired result always. Managing an organization effectively helps organizations largely to achieve the desired outcome. Organizational management thus refers to the style or method of management that enables managers to divide the whole operation into several stages. By doing this, the managers are able to paint a clear picture of the targets of each department. Ferdous (2016) asserts that every organization depends on the numerous theories of organizational management to carry out its day-to-day function. Organizational theories, he further states, have been occupied with the creation of general ideas and advances that are suitable to any organization. Every organization has its own objectives, strategies, hierarchy, and dynamic ideas that work in tandem to produce the best results. Employee motivation is one of the foremost aspects that organizations look to achieve. Yang, Liu and Wang (2013), elaborate organization theories as knowledge systems that study and elucidate organizational structure, its utility, process and its group and individual behavior. Organizational management thus refers to the process of accomplishing goals and objectives through the utilization and maintenance of resources that include employees as well. Factors influencing productive performance Several factors work together in an organization that culminates in the success of an organization. However, it is imperative to state that extracting productive performance from the employees must be the top priority. In order to do so, a manager has to think out of the box and come out with unique strategies to yield good results. In the views of Kamau (2015), organizations in the modern competitive world have to consider employee motivation as a powerful tool to encourage productive performance. The author believes that this would enable the company to achieve long-term success. Some factors that affect productive performance include designing of jobs, the working conditions, motivation and rewards and goal setting. Job design is the process of allocating specific tasks to groups or individuals. Assigning tasks to specific groups or individuals ensures meeting the organizational requirements in addition with the needs of the employees. Frederick Taylor was probably amongst the first theorists who laid stress on job design and in fact proposed the first ever job design theory. The Scientific Management Theory proposed by Taylor involves the allocation of jobs equally to workers and managers. He devised the strategy of providing incentives and rewards to motivate workers and enhance efficiency in performance. In addition, Taylor stressed on proper training of employees to manage the assignment for which they are accountable. Later, the Socio-Technical Systems Approach was introduced that acted as a modified version of Taylors theory. While Taylor focused on individual workers, the Systems Approach laid stress on group autonomy. According to this approach, when individuals work in a group, they are encouraged to provide valuable inputs that elevate organizations performance in general. Apart from the job design, productive performance also depends on the kind of working conditions that are available to the employees. According to a report published by the International Labor Organization, the working conditions in small and medium enterprises (SMEs) largely contribute to improved performance. The report designates several elements as being part of the working condition like the working time, rest hours, wages, training and such others (Ilo.org 2018). Studies have found that poor working conditions like long hours of work, little to no rest hours lead to unsatisfactory performance. Jayaweera (2015) reveals that the physical and psychological burden that employees are compelled to carry on their shoulders results in reduced performance. He cited the example of hotel workers in England to draw upon the conclusion that working conditions play a significant role in productive performance. Kuranchie-Mensah and Amponsah-Tawiah (2016), while conducting a study on Ghanas mining companies, found that motivation is a key tool to help employees overcome the stress of mining fields. They further point out that rewards can attract competent employees that could contribute greatly towards achieving organizational goals. Goal setting is another important factor that ensures improved performance. Dr. Edwin A. Locke even proposed the goal-setting theory in the 1960s that explained the importance of setting goals for improving performance. According to the theory, employees can be motivated to perform better when they are given a fixed set of goals that needs to be achieved within deadline. These goals work as a fuel for generating a sense of purpose amongst employees. Muogbo (2013) suggests that the goal setting theory works in certain situations that contribute to productive performance. According to the author, goals that are difficult to achieve bring out the best from an employee compared to the goals that can be achieved easily. This was proved from a study in Nigeria where the author discovered that workers craved for more when it came to achieving difficult goals; they had the hunger to finish the tasks and achieve those goals. Role of managers In any organization, managers play the most significant role in ensuring smooth functioning of the organization. Their job demands practical knowledge of the highest level. In the words of (Chun et al. 2013), the manager performs tasks that concern the entire organization unlike others that concerns specific departments only. A manager has the responsibility to look after each department although there are personnel to look after those departments. This shows the complexity of a managers role. The basic function that managers are responsible to perform includes planning, organizing, decision-making, staffing, controlling and directing. However, the most important role among these is directing or actuating. This involves the process of coaching and motivating workers. According to Mishra, Boynton and Mishra (2014), it is the most important job of the manager as it decides whether an organization is functioning smoothly or not. He argues that many organizations fail to understand that employees are the most important assets and they must be fueled in a positive way to achieve the desired goal. Managers are the ones responsible for allocating tasks to different individuals based on their qualification and skills. In order to ensure productive performance, managers have to scrutinize the specific skill sets each employee has. The manager must also make sure that assigning tasks does not lead to conflict between employees. He or she must make the employees feel valuable and equally important to the organization. The second thing managers have to do is to set up a working environment that gives employees a breathing space. Many traditional and modern workplaces serve as great examples of a perfect working environment (Fortune.com 2018). Companies like Google, Daimler, Dell and a few others provide excellent working conditions for their employees and the result reflects from their success. Next, managers have the authority and the opportunity to implement incentives and rewards strategy to motivate employees. It is inherent in human nature that they are attracted towards rewards. When it comes to ensuring productive performance, there cannot be a better way than to give rewards and incentives. It is an important job of the managers because they have to take care of the overall budget and then offer incentives so that it does not burden the companys financial condition. Perhaps one of the most important roles of managers is setting goals for individuals as well as for the company. Martinsuo (2013) believes that managers have the responsibility to set goals that comply with the overall target of an organization. In other words, managers must ensure that they set such goals that produce high quality performance from employees and in turn contribute to the overall achievement of the organization. Managers can draft certain questions that relate to goal setting like the relevance of goals to the business, if the goals are controllable and achievable by employees or not and most importantly, whether the goals adhere to productive performance objectives. In the modern setting that is characterized by the onslaught of globalization, organizational management has acquired an enhanced importance. Companies are looking forward to devise strategies that cater to the modern needs to keep them alive, and fit in the competitive market. A search for new forms of organizations is ongoing, driven by the changes in the economy and nature of competition (Hbr.org, 2018). Managers are entrusted with increased responsibilities to manage as well as communicate the goals and objectives of the organization to its subordinates. With the shift in the economic world, there has been considerable change in the parameters that define productive performance. Designing jobs, working environments, goal setting, rewards and incentives that work as motivational factors for employees now also define the parameters for competition. Conclusion Thus, it needs to be stated that managers must realize the true importance of their roles in effecting productive performance from the employees. In regards to the factors that influence productive performance, motivation holds the key. Motivated employees are invaluable assets to an organization. This however, is not entirely realized by many as they direct most of their attention towards operations, production and results. Many organizations treat employees as machines that are required to produce the desired outcome else they shall be replaced. This attitude as resulted in the downfall of big corporations as evident in history. The essay highlights the different factors influencing productive performance and role of managers influencing the processes. Theories and approaches have been explained in order to paint a clear picture of the importance of taking care of these factors for improved performance. It is however recommended that further studies can be carried out to analyze th e importance of managerial skills in identifying the basic requirements for productive performance. Further, it is also suggested to evaluate the relevance of traditional methods of motivation in the postmodern organizational context. References: Abbah, M.T., 2014. Employee motivation: The key to effective organizational management in Nigeria.IOSR Journal of Business and Management,16(4), pp.01-08. Chun, J.S., Shin, Y., Choi, J.N. and Kim, M.S., 2013. How does corporate ethics contribute to firm financial performance? The mediating role of collective organizational commitment and organizational citizenship behavior.Journal of Management,39(4), pp.853-877. Ferdous, J., 2016. Organization Theories: From Classical Perspective.International Journal of Business, Economics and Law,9(2), pp.1-6. Fortune.com 2018.The 25 Best Global Companies to Work For. [online] Fortune. Available at: https://fortune.com/2016/10/26/best-global-companies/ [Accessed 13 Jan. 2018]. Hbr.org 2018.How to Implement a New Strategy Without Disrupting Your Organization. [online] Harvard Business Review. Available at: https://hbr.org/2006/03/how-to-implement-a-new-strategy-without-disrupting-your-organization [Accessed 13 Jan. 2018]. Ilo.org 2018.Can better working conditions improve the performance of SMEs?. [online] Ilo.org. Available at: https://www.ilo.org/wcmsp5/groups/public/---ed_emp/---emp_ent/documents/publication/wcms_227760.pdf [Accessed 13 Jan. 2018]. Jayaweera, T., 2015. Impact of work environmental factors on job performance, mediating role of work motivation: A study of hotel sector in England.International journal of business and management,10(3), p.271. Kamau, F., 2015. Enhancing Job Motivation To Improve Employee Performance. Case Study Company X. Kuranchie-Mensah, E.B. and Amponsah-Tawiah, K., 2016. Employee motivation and work performance: A comparative study of mining companies in Ghana.Journal of industrial Engineering and Management,9(2), p.255. Martinsuo, M., 2013. Project portfolio management in practice and in context.International Journal of Project Management,31(6), pp.794-803. Mishra, K., Boynton, L. and Mishra, A., 2014. Driving employee engagement: The expanded role of internal communications.International Journal of Business Communication,51(2), pp.183-202. Muogbo, U.S., 2013. The impact of employee motivation on organisational performance (a study of some selected firms in anambra state nigeria).The international journal of engineering and science,2(7), pp.70-80. ?nday, ?., 2016. Classical Organization Theory: From generic management of Socrates to bureaucracy of Weber.International Journal of Business and Management Review,4(1), pp.87-105. Yang, C.X., Liu, H.M. and Wang, X.X., 2013. Organization theories: from classical to modern.Journal of Applied Sciences,13(21), pp.4470-4476.