Scientific Management – Taylorism

‘Scientific Management’ is a managerial development theory that was proposed by Frederick Winslow Taylor in the 1880s. It was designed to apply scientific methods to the management of work organisations in order to improve economic efficiency and labour productivity. This theory is also well known as ‘Taylorism’ and has had a significant impact in the history of organisational management. Scientific management has had many benefits in the work organisation such as the division between workers and managers, increased efficiency in production and task specialisation. To some extent, this idea may still be relevant in some organisations but it is evident that the problems associated with this theory has led to the downfall of scientific management in today’s service economy and furthermore has allowed for the introduction of improved managerial methods. The issues and disadvantages of scientific management will be further discussed and explained why it is no longer considered relevant in our modern day service economy. With the introduction of scientific management in the work organisation there has been a controversial debate over the changes that occur within the workplace. Do the disadvantages of scientific management theory outweigh the advantages? It is true that this method allows specific tasks to be assigned to specific workers according to their specialisation thus increasing efficiency in productivity as well as a â€Å"regimented system of work organisation and managerial practice† (Aguiar, 2002, p. 239). However these changes have had a detrimental effect on the welfare of the workers due to the investigation of introducing new management procedures. Stress levels and insecurity of the workers were said to have increased as a result of redundancies, layoffs and health and safety issues according to Aguiar (2002). There was also a change in work conditions that introduced the ‘gender division of labour’ meaning that women were assigned with easier jobs whereas men were assigned with the more â€Å"heavy-duty† (Aguiar, 2002, p. 246) jobs. Due to these new management strategies, labour intensification had been increased ultimately leading to an increase in workload and even more changes in work conditions. As a result of gender division, it was evident that there was a significant difference in wages for women and men. Men typically received a higher wage than women which unquestionably became an issue as men were less likely to experience changes in their assigned jobs, whereas women were more susceptible to these changes. Furthermore, not only are women’s wages lower than men’s, this often ends in a gender clash as it leads to women feeling unmotivated and not up to standard. Not only has scientific management created a negative gender division in work organisations, it has also created a less encouraging environment for workers. Although the principles of Taylorism have had a positive outcome on efficiency of production and productivity of workers, it has negatively impacted the workers as it has decreased job satisfaction thus increasing the repetitive nature of the workload. As workers are only required to specialise in one specific task, workers quickly become dissatisfied as the fundamental job requirements such as variety of skill, significance of tasks, independence and criticism are all missing. According to Gronroos (1994), it is due to the introduction of new technology in the work organisation that prevents workers from experiencing considerable job satisfaction. This also results in a poor relationship between workers and customers, as the value of customer satisfaction is neglected and therefore competitive advantages are not achieved. In some work environments there were â€Å"additional target-related pressures† (Bain et al. , 2002, p. 182) where workers refused to work overtime or simply insisted on taking breaks between shifts. In some cases there would be workers that would feel the need to conform and not give into pressure to take breaks thus increasing stress levels and decrease in job satisfaction. Lastly, there is also the issue of Taylorism being easily distorted to exploit workers in a way that they are being controlled and treated as machines rather than human beings. This introduces the idea that this method of management can be seen as dehumanising to the worker. Taylor fails to recognise the importance of the wellbeing of workers in their work environment and rather focuses entirely on gaining maximum efficiency, productivity and profits. This raises conflicts with labour unions as they strongly believe that humans are unlike machines and cannot operate as machines do. Since workers are assigned to their specific task and that task only, they are unable to develop further skills and use their imagination and creativity to complete certain tasks and this is due to a scientific approach in management. There are limited opportunities for workers to be able to express his or her creativity as â€Å"each worker has a very well-determined task† (Caldari, 2007, p. 73). Therefore the outcome of completing the required task will only result in maximum efficiency if they complete what they have been assigned to do but will be unable to develop mentally thus illustrating the concept of dehumanisation. Although the human mind is constantly capable of storing new information such as certain routines and actions, â€Å"the human brain and flexible production systems must exhibit the ability to change, evolve and create† (Caldari, 2007, p. 74). Conclusively, it is evident that in some cases the scientific management approach is accepted by some work organisations. However, Taylor’s theory is flawed in a way that he has failed to account for the crucial factors relating to human welfare and focuses purely on maximisation in productivity, efficiency and profits. Although Taylor’s method was considered the machine model of organisation, and impacted management history in dramatic ways, his theory had also raised many controversial issues that must be considered prior to applying those theories in a predominant service economy. Scientific management may have had a positive impact in particular organisations but in today’s society, this theory is no longer relevant in a predominantly service economy.

The Working Roles of Animals

Animals in the media Animals have been used in the media for many years as they catch the eye of the viewer. Animals which are used in advertisements usually don’t have any or much relevance to the products being advertised. An example of this is the adverts for Dulux Paint, which uses an Old English Sheep dog in their adverts. They have used this breed of dog in their adverts since 1961 because this breed of dog has been used for so many years people associate it with the Dulux Company.The adverts catch people’s attention and as the dog has no relevance to paint products and therefore people will discuss the adverts. Another example of animals having no relevance to the product in which they are being advertised is the Andrex adverts, they use Labrador puppies in their adverts for toilet paper. When the adverts first came out, Golden Labrador puppies became extremely in demand. However some of the people who were buying the puppies had done little to no research about the dog. The appeal of owning a Labrador was having a small, cute dog.However many owners didn’t realise the size that they would grow to, many owners then re-homed them as they grew larger. However, there are exceptions to this where the animals are relevant to the product being advertised. These adverts are usually for pet products and rescue centres. Recue centres use abandoned looking animals in their adverts, which is an emotive technique. Another example of animals being used relevantly in adverts is pet products, such as Iam’s or Pedigree. They show the animals which the product is for. They use cute animals which the public find appealing.Many adverts portray animals inaccurately; this causes people to believe that the images which are shown are a true reflection of the animal, as they have little or no knowledge of how the animal behaves. This may result in people potentially buying dangerous pets. This can be harmful to the owner or the animal and can result in abandonment. Animals which are portrayed as unpleasant, scary or dangerous can be in danger when people assume animals are worse than they are from seeing them on television. A good example of this is ‘Harry Potter’, where spiders are shown to be dangerous and scary.This causes people to have a higher fear of the animals, this can also develop into phobias, which may result in people hurting or killing animals. Another good example of where animals are portrayed to be much more vicious than they actually are is in the film ‘Jaws’. Great white sharks are perceived to be human killers and go out of their way to hunt humans whereas in reality the chance of being killed by a shark is less than 1 in 264. 1 million (1). Films also promote animals, implying that they would be good pets.In the film ‘101 Dalmatians’ many breeds of dogs are perceived as being extremely intelligent and easy to care for. This causes people to purchase them without doing the correct research and easily become overwhelmed with the responsibility of caring for a dog. Animals in sports The most popular sports involving animals are horse racing, dog racing and angling. Many people find pleasure and excitement in racing and betting on animals, it creates enjoyment for owners, trainers and spectators. A large part of racing is when people gamble on the race.This will generate money for the owners and trainers of the animals as well as the book makers and the people who place the winning bets. Television will provide a source of income and promote the sport. People may also watch the races and place bets at their local Bookies. The animals which win the most races, are the most successful and will be highly valued for breeding. This helps to ensure good offspring for racing. Race horses will usually be spoilt and have the best quality of life to ensure that they are the fittest they can possibly be for racing. However, Greyhounds may be starved and beaten before races.Starving the dogs may provoke them to run faster to try and catch the ‘rabbit’ because their natural instincts kick in. Some owners/trainers may be more concerned with the financial gain than the animals’ welfare. As a result animals may be harmed during training. This also means that animals that are not fit enough to race may be abandoned, rehomed or destroyed. Animals may also be killed during racing as a result of injuries. Angling is very popular in the UK. Live bait is usually used to attract the fish but dead bait or artificial lures can be used instead.There are different types of angling including coarse, game and sea. The advantages of angling include the financial gain for manufacturers, dealers, charter skippers and the owners of the lakes and rivers where fishing takes place. The water quality in the lakes and rivers has greatly improved over recent years to benefit the stocks which also improve the quality of the fish’s life and the underwater ecosystem. Many of the fish are returned to the lake or river in which they came. There are also disadvantages with angling. Fish will become stressed and physically injured through being captured and handled.Even when the fish are returned to lake/river, they may not always survive due to the shock. Careless anglers have been known to spread disease within the lakes and rivers. Alien species have also been introduced to the ecosystem which shall compete with the native species. Animal fighting is illegal in the UK as well as other countries. Animals which are used to fight include bulls, cocks, dogs, fish, as well as badger and bear baiting. There are no advantages in this for the animals however some people get pleasure and money from this particular sport.The dogs are mistreated and starved so they become more aggressive. All animals involved in fighting suffer and many die from injury and infections to wounds received. The survivors to the fight will not receive the veterinary treatment that they require; therefore the healing process will be long and painful. Animals in work Animals have been used for helping disabled people and in working situations for many years. Guide dogs are given to the blind or extremely visually impaired people so that they find it easier to partake in everyday life.The dogs are trained to watch out for cars and objects that the owner may walk into, the dog will be able to guide them away from danger. Dogs can also be specially trained to help the disabled by opening doors, retrieving medicines and food. They can also be trained to alert help if the owner is injured or is unconscious. Some dogs can be trained to detect oncoming epileptic fits and can therefore warn the owner before a seizure occurs. Animals can also be used in a farming environment. The dogs which are commonly used are Border Collies, they are used to herd animals into a group.They are extremely intelligent and can learn commands by whistling and speech easily. They are trained to know the difference between herding left and right, they are also usually trained from a young age and are used until they are old. Dogs such as Spaniels can be used as gun dogs, this is where a shooting team shoots down birds and the dog will retrieve it unharmed. Horses were used to plough fields, gather sheep and cattle and transporting goods. However, they have now been replaced by machines. Animals in commercial use Animals can be used for their meat or for the products they produce.Chickens are used for their eggs until they can’t produce anymore, then they are killed for their meat. Battery farms keep chickens in cruel conditions, they will sometimes be force fed and have their beaks cut off to avoid pecking other chickens in the overcrowded conditions. Free range chickens however, are kept in good conditions with lots of room to run around. Cows are used for their milk, which can be turned in to yogurts and cheese; meat and their ski n, which is used to make leather. Animals can also be used for medical testing as well as the testing of cosmetics.Many animals are put through stressful situations whilst being tested on. Medical testing can include testing drugs on animals for humans. However, animals have a different anatomy to humans and what may be harmful to them may be good for humans. For example, rabbits will die from taking Penicillin whereas it is beneficial to humans. Testing cosmetics on animals is needless as there are alternative methods to testing products. It’s not as common as it used to be, however, it does still happen. Products that don’t test on animals often publicise it as it’s an effective selling point.

Case Nestle

In 1905, the company merged with the Anglo-Swiss Condensed Milk, thereby broadening the company’s product line to include both condensed milk and infant formulas. Forced by Switzerland’s small size to look outside’ its borders for growth opportunities, Nestle established condensed milk and infant food processing plants in the United States and Britain in the late 19th century and in Australia, South America, Africa, and Asia in the first three decades of the 20th century. In 1929, Nestle moved into the chocolate business when it acquired a Swiss chocolate maker. This was followed in 1938 by the development of Nestle’s most revolutionary product, Nescafe, the world’s first soluble coffee drink. After World War 11, Nestle continued to expand into other areas of the food business, primarily through a series of acquisitions that included Maggi (1947), Cross Blackwell (1960), Findus (1962), Libby’s (1970), Stouffer’s (1973), Carnation (1985), Rowntree (1988), and Perrier (1992). By the late 1990s, Nestle had 500 factories in 76 countries and sold its products in a staggering 193 nations-almost every country in the world. In 1998, the company generated sales of close to SWF 72 billion ($51 billion), only 1 percent of which occurred in its home country. Similarly, only 3 percent of its- 210,000 employees were located in Switzerland. Nestle was the world’s biggest maker of infant formula, powdered milk, chocolates, instant coffee, soups, and mineral waters. It was number two in ice cream, breakfast cereals, and pet food. Roughly 38 percent of its food sales were made in Europe, 32 percent in the Americas, and 20 percent in Africa and Asia. Management Structure Nestle is a decentralized organization. Responsibility for operating decisions is pushed down to local units, which typically enjoy a high degree f autonomy with regard to decisions involving pricing, distribution, marketing, human resources, and so on. At the same time, the company is organized into seven worldwide strategic business units (SBUs) that have responsibility for high-level strategic decisions and business development. For example, a strategic business unit focuses on coffee and beverages. Another one focuses on confectionery and ice cream. These SBUs engage in overall strategy development, including acquisitions and market entry strategy. In recent years, two-thirds of Nestle’s growth has come from acquisitions, so this is a critical function. Running in parallel to this structure is a regional organization that divides the world into five major geographical zones, such as Europe, North America and Asia. The regional organizations assist in the overall strategy development process and are responsible for developing regional strategies (an example would be Nestle’s strategy in the Middle East, which was discussed earlier). Neither the SBU nor regional managers, however, get involved in local operating or strategic decisions on anything other than an exceptional basis. Although Nestle makes intensive use of local managers to knit its diverse worldwide operations together, the company relies on its â€Å"expatriate army. †Ã‚   This consists of about 700 managers who spend the bulk of their careers on foreign assignments, moving from one country to the next. Selected primarily on the basis of their ability, drive and willingness to live a quasi-nomadic lifestyle, these individuals often work in half-a-dozen natiosn during their careers. Nestle also uses management development programs as a strategic tool for creating an  esprit de corps  among managers. At Rive-Reine, the company’s international training center in Switzerland, the company brings together, managers from around the world, at different stages in their careers, for specially targetted development programs of two to three weeks’ duration. The objective of these programs is to give the managers a better understanding of Nestle’s culture and strategy, and to give them access to the company’s top management. The research and development operation has a special place within Nestle, which is not surprising for a company that was established to commercialize innovative foodstuffs. The RD function comprises 18 different groups that operate in 11 countries throughout the world. Nestle spends approximately 1 percent of its annual sales revenue on RD and has 3,100 employees dedicated to the function. Around 70 percent of the RD budget is spent on development initiatives. These initiatives focus on developing products and processes that fulfill market needs, as identified by the SBUs, in concert with regional and local managers. For example, Nestle instant noodle products were originally developed by the RD group in response to the perceived needs of local operating companies through the Asian region. The company also has longer-term development projects that focus on developing new technological platforms, such as non-animal protein sources or agricultural biotechnology products. A Growth Strategy for the 21st  Century Despite its undisputed success, Nestle realized by the early 1990s, that it faced significant challenges in maintaining its growth rate. The large Western European and North American markets were mature. In several countries, population growth had stagnated and in some, there had been a small decline in food consumption. The retail environment in many Western nations had become increasingly challenging and the balance of power was shifting away from the large-scale manufacturers of branded foods and beverages, and toward nationwide supermarket and discount chains. Increasingly, retailers found themselves in the unfamiliar position of playing off against each other – manufacturers of branded foods, thus bargaining down prices. Particularly in Europe, this trend was enhanced by the successful introduction of private-label brands by several of Europe’s leading supermarket chains. The results included increased price competition in several key segments of the food and beverage market, such as cereals, coffee and soft drinks. At Nestle, one response has been to look toward emerging markets in Eastern Europe, Asia and Latin America for growth possibilities. The logic is simple and obvious – a combination of economic and population growth, when coupled with the widespread adoption of market-oriented economic policies by the governments of many developing nations, makes for attractive business opportunities. Many of these countries are still relatively poor, but their economies are growing rapidly. For example, if current economic growth forecasts occur, by 2010, there will be 700 million people in China and India that have income levels approaching those of Spain in the mid-1990s. As income levels rise, it is increasingly likely that consumers in these nations will start to substitute branded food products for basic foodstuffs, creating a large market opportunity for companies such as Nestle. In general, the company’s strategy had been to enter emerging markets early – before competitors – and build a substantial position by selling basic food items that appeal to the local population base, such as infant formula, condensed milk, noodles and tofu. By narrowing its initial market focus to just a handful of strategic brands, Nestle claims it can simplify life, reduce risk, and concentrate its marketing resources and managerial effort on a limited number of key niches. The goal is to build a commanding market position in each of these niches. By pursuing such a strategy, Nestle has taken as much as 85 percent of the market for instant coffee in Mexico, 66 percent of the market for powdered milk in the Philippines, and 70 percent of the markets for soups in Chile. As income levels rise, the company progressively moves out from these niches, introducing more upscale items, such as mineral water, chocolate, cookies, and prepared foodstuffs. Although the company is known worldwide for several key brands, such as Nescafe, it uses local brands in many markets. The company owns 8,500 brands, but only 750 of them are registered in more than one country, and only 80 are registered in more than 10 countries. While the company will use the same â€Å"global brands† in multiple developed markets, in the developing world it focuses on trying to optimize ingredients and processing technology to local conditions and then using a brand name that resonates locally. Customization rather than globalization is the key to the company’s strategy in emerging markets. Executing the Strategy Successful execution of the strategy for developing markets requires a degree of flexibility, an ability to adapt in often unforeseen ways to local conditions, and a long-term perspective that puts building a sustainable business before short-term profitability. In Nigeria, for example, a crumbling road system, aging trucks, and the danger of violence forced the company to re-think its traditional distribution methods. Instead of operating a central warehouse, as is its preference in most nations, the country. For safety reasons, trucks carrying Nestle goods are allowed to travel only during the day and frequently under-armed guard. Marketing also poses challenges in Nigeria. With little opportunity for typical Western-style advertising on television of billboards, the company hired local singers to go to towns and villages offering a mix of entertainment and product demonstrations. China provides another interesting example of local adaptation and long-term focus. After 13 years of talks, Nestle was formally invited into China in 1987, by the Government of Heilongjiang province. Nestle opened a plant to produce powdered milk and infant formula there in 1990, but quickly realized that the local rail and road infrastructure was inadequate and inhibited the collection of milk and delivery of finished products. Rather than make do with the local infrastructure, Nestle embarked on an ambitious plan to establish its own distribution network, known as milk roads, between 27 villages in the region and factory collection points, called chilling centres. Farmers brought their milk – often on bicycles or carts – to the centres where it was weighed and analysed. Unlike the government, Nestle paid the farmers promptly. Suddenly the farmers had an incentive to produce milk and many bought a second cow, increasing the cow population in the district by 3,000 to 9,000 in 18 months. Area managers then organized a delivery system that used dedicated vans to deliver the milk to Nestle’s factory. Although at first glance this might seem to be a very costly solution, Nestle calculated that the long-term benefits would be substantial. Nestle’s strategy is similar to that undertaken by many European and American companies during the first waves of industrialization in those countries. Companies often had to invest in infrastructure that we now take for granted to get production off the ground. Once the infrastructure was in place, in China, Nestle’s production took off. In 1990, 316 tons of powdered milk and infant formula were produced. By 1994, output exceeded 10,000 tons and the company decided to triple capacity. Based on this experience, Nestle decided to build another two powdered milk factories in China and was aiming to generate sales of $700 million by 2000. Nestle is pursuing a similar long-term bet in the Middle East, an area in which most multinational food companies have little presence. Collectively, the Middle East accounts for only about 2 percent of Nestle’s worldwide sales and the individual markets are very small. However, Nestle’s long-term strategy is based on the assumption that regional conflicts will subside and intra-regional trade ill expand as trade barriers between countries in the region come down. Once that happens, Nestle’s factories in the Middle East should be able to sell throughout the region, thereby realizing scale economies. In anticipation of this development, Nestle has established a network of factories in five countries, in the hope that each will, someday, supply the entire region with different products. The company, currently makes ice-cream in Dubai, soups and cereals in Saudi Arabia, yogurt and bouillon in Egypt, chocolate in Turkey, and ketchup and instant noodles in Syria. For the present, Nestle can survive in these markets by using local materials and focusing on local demand. The Syrian factory, for example, relies on products that use tomatoes, a major local agricultural product. Syria also produces wheat, which is the main ingredient in instant noodles. Even if trade barriers don’t come down soon, Nestle has indicated it will remain committed to the region. By using local inputs and focussing on local consumer needs, it has earned a good rate of return in the region, even though the individual markets are small. Despite its successes in places such as China and parts of the Middle East, not all of Nestle’s moves have worked out so well. Like several other Western companies, Nestle has had its problems in Japan, where a failure to adapt its coffee brand to local conditions meant the loss of a significant market opportunity to another Western company, Coca Cola. For years, Nestle’s instant coffee brand was the dominant coffee product in Japan. In the 1960s, cold canned coffee (which can be purchased from soda vending machines) started to gain a following in Japan. Nestle dismissed the product as just a coffee-flavoured drink rather than the real thing and declined to enter the market. Nestle’s local partner at the time, Kirin Beer, was so incensed at Nestle’s refusal to enter the canned coffee market that it broke off its relationship with the company. In contrast, Coca Cola entered the market with Georgia, a product developed specifically for this segment of the Japanese market. By leveraging its existing distribution channel, Coca Cola captured a 40 percent share of the $4 billion a year, market for canned coffee in Japan. Nestle, which failed to enter the market until the 1980s, has only a 4 percent share. While Nestle has built businesses from the ground up, in many emerging markets, such as Nigeria and China, in others it will purchase local companies if suitable candidates can be found. The company pursued such a strategy in Poland, which it entered in 1994, by purchasing Goplana, the country’s second largest chocolate manufacturer. With the collapse of communism and the opening of the Polish market, income levels in Poland have started to rise and so has chocolate consumption. Once a scarce item, the market grew by 8 percent a year, throughout the 1990s. To take advantage of this opportunity, Nestle has pursued a strategy of evolution, rather than revolution. It has kept the top management of the company staffed with locals – as it does in most of its operations around the world – and carefully adjusted Goplana’s product line to better match local opportunities. At the same time, it has pumped money into Goplana’s marketing, which has enabled the unit to gain share from several other chocolate makers in the country. Still, competition in the market is intense. Eight companies, including several foreign-owned enterprises, such as the market leader, Wedel, which is owned by PepsiCo, are vying for market share, and this has depressed prices and profit margins, despite the healthy volume growth. Discussions: 1. Does it make sense for Nestle to focus its growth efforts on emerging markets? Why? 2. What is the company’s strategy with regard to business development in emerging markets? Does this strategy make sense? From an organizational perspective, what is required for this strategy to work effectively? 3. Through your own research on NESTLE, identify appropriate performance indicators. Once you have gathered relevant data on these, undertake a performance analysis of the company over the last five years. What does the analysis tell you about the success or otherwise of the strategy adopted by the company? 4. How would you describe Nestle’s strategic posture at the corporate level; is it pursuing a global strategy, a multidomestic strategy an international strategy or a transnational strategy? 5. Does this overall strategic posture make sense given the markets and countries that Nestle participates in? Why? 6. Is Nestle’s management structure and philosophy aligned with its overall strategic posture? Case Nestle In 1905, the company merged with the Anglo-Swiss Condensed Milk, thereby broadening the company’s product line to include both condensed milk and infant formulas. Forced by Switzerland’s small size to look outside’ its borders for growth opportunities, Nestle established condensed milk and infant food processing plants in the United States and Britain in the late 19th century and in Australia, South America, Africa, and Asia in the first three decades of the 20th century. In 1929, Nestle moved into the chocolate business when it acquired a Swiss chocolate maker. This was followed in 1938 by the development of Nestle’s most revolutionary product, Nescafe, the world’s first soluble coffee drink. After World War 11, Nestle continued to expand into other areas of the food business, primarily through a series of acquisitions that included Maggi (1947), Cross Blackwell (1960), Findus (1962), Libby’s (1970), Stouffer’s (1973), Carnation (1985), Rowntree (1988), and Perrier (1992). By the late 1990s, Nestle had 500 factories in 76 countries and sold its products in a staggering 193 nations-almost every country in the world. In 1998, the company generated sales of close to SWF 72 billion ($51 billion), only 1 percent of which occurred in its home country. Similarly, only 3 percent of its- 210,000 employees were located in Switzerland. Nestle was the world’s biggest maker of infant formula, powdered milk, chocolates, instant coffee, soups, and mineral waters. It was number two in ice cream, breakfast cereals, and pet food. Roughly 38 percent of its food sales were made in Europe, 32 percent in the Americas, and 20 percent in Africa and Asia. Management Structure Nestle is a decentralized organization. Responsibility for operating decisions is pushed down to local units, which typically enjoy a high degree f autonomy with regard to decisions involving pricing, distribution, marketing, human resources, and so on. At the same time, the company is organized into seven worldwide strategic business units (SBUs) that have responsibility for high-level strategic decisions and business development. For example, a strategic business unit focuses on coffee and beverages. Another one focuses on confectionery and ice cream. These SBUs engage in overall strategy development, including acquisitions and market entry strategy. In recent years, two-thirds of Nestle’s growth has come from acquisitions, so this is a critical function. Running in parallel to this structure is a regional organization that divides the world into five major geographical zones, such as Europe, North America and Asia. The regional organizations assist in the overall strategy development process and are responsible for developing regional strategies (an example would be Nestle’s strategy in the Middle East, which was discussed earlier). Neither the SBU nor regional managers, however, get involved in local operating or strategic decisions on anything other than an exceptional basis. Although Nestle makes intensive use of local managers to knit its diverse worldwide operations together, the company relies on its â€Å"expatriate army. †Ã‚   This consists of about 700 managers who spend the bulk of their careers on foreign assignments, moving from one country to the next. Selected primarily on the basis of their ability, drive and willingness to live a quasi-nomadic lifestyle, these individuals often work in half-a-dozen natiosn during their careers. Nestle also uses management development programs as a strategic tool for creating an  esprit de corps  among managers. At Rive-Reine, the company’s international training center in Switzerland, the company brings together, managers from around the world, at different stages in their careers, for specially targetted development programs of two to three weeks’ duration. The objective of these programs is to give the managers a better understanding of Nestle’s culture and strategy, and to give them access to the company’s top management. The research and development operation has a special place within Nestle, which is not surprising for a company that was established to commercialize innovative foodstuffs. The RD function comprises 18 different groups that operate in 11 countries throughout the world. Nestle spends approximately 1 percent of its annual sales revenue on RD and has 3,100 employees dedicated to the function. Around 70 percent of the RD budget is spent on development initiatives. These initiatives focus on developing products and processes that fulfill market needs, as identified by the SBUs, in concert with regional and local managers. For example, Nestle instant noodle products were originally developed by the RD group in response to the perceived needs of local operating companies through the Asian region. The company also has longer-term development projects that focus on developing new technological platforms, such as non-animal protein sources or agricultural biotechnology products. A Growth Strategy for the 21st  Century Despite its undisputed success, Nestle realized by the early 1990s, that it faced significant challenges in maintaining its growth rate. The large Western European and North American markets were mature. In several countries, population growth had stagnated and in some, there had been a small decline in food consumption. The retail environment in many Western nations had become increasingly challenging and the balance of power was shifting away from the large-scale manufacturers of branded foods and beverages, and toward nationwide supermarket and discount chains. Increasingly, retailers found themselves in the unfamiliar position of playing off against each other – manufacturers of branded foods, thus bargaining down prices. Particularly in Europe, this trend was enhanced by the successful introduction of private-label brands by several of Europe’s leading supermarket chains. The results included increased price competition in several key segments of the food and beverage market, such as cereals, coffee and soft drinks. At Nestle, one response has been to look toward emerging markets in Eastern Europe, Asia and Latin America for growth possibilities. The logic is simple and obvious – a combination of economic and population growth, when coupled with the widespread adoption of market-oriented economic policies by the governments of many developing nations, makes for attractive business opportunities. Many of these countries are still relatively poor, but their economies are growing rapidly. For example, if current economic growth forecasts occur, by 2010, there will be 700 million people in China and India that have income levels approaching those of Spain in the mid-1990s. As income levels rise, it is increasingly likely that consumers in these nations will start to substitute branded food products for basic foodstuffs, creating a large market opportunity for companies such as Nestle. In general, the company’s strategy had been to enter emerging markets early – before competitors – and build a substantial position by selling basic food items that appeal to the local population base, such as infant formula, condensed milk, noodles and tofu. By narrowing its initial market focus to just a handful of strategic brands, Nestle claims it can simplify life, reduce risk, and concentrate its marketing resources and managerial effort on a limited number of key niches. The goal is to build a commanding market position in each of these niches. By pursuing such a strategy, Nestle has taken as much as 85 percent of the market for instant coffee in Mexico, 66 percent of the market for powdered milk in the Philippines, and 70 percent of the markets for soups in Chile. As income levels rise, the company progressively moves out from these niches, introducing more upscale items, such as mineral water, chocolate, cookies, and prepared foodstuffs. Although the company is known worldwide for several key brands, such as Nescafe, it uses local brands in many markets. The company owns 8,500 brands, but only 750 of them are registered in more than one country, and only 80 are registered in more than 10 countries. While the company will use the same â€Å"global brands† in multiple developed markets, in the developing world it focuses on trying to optimize ingredients and processing technology to local conditions and then using a brand name that resonates locally. Customization rather than globalization is the key to the company’s strategy in emerging markets. Executing the Strategy Successful execution of the strategy for developing markets requires a degree of flexibility, an ability to adapt in often unforeseen ways to local conditions, and a long-term perspective that puts building a sustainable business before short-term profitability. In Nigeria, for example, a crumbling road system, aging trucks, and the danger of violence forced the company to re-think its traditional distribution methods. Instead of operating a central warehouse, as is its preference in most nations, the country. For safety reasons, trucks carrying Nestle goods are allowed to travel only during the day and frequently under-armed guard. Marketing also poses challenges in Nigeria. With little opportunity for typical Western-style advertising on television of billboards, the company hired local singers to go to towns and villages offering a mix of entertainment and product demonstrations. China provides another interesting example of local adaptation and long-term focus. After 13 years of talks, Nestle was formally invited into China in 1987, by the Government of Heilongjiang province. Nestle opened a plant to produce powdered milk and infant formula there in 1990, but quickly realized that the local rail and road infrastructure was inadequate and inhibited the collection of milk and delivery of finished products. Rather than make do with the local infrastructure, Nestle embarked on an ambitious plan to establish its own distribution network, known as milk roads, between 27 villages in the region and factory collection points, called chilling centres. Farmers brought their milk – often on bicycles or carts – to the centres where it was weighed and analysed. Unlike the government, Nestle paid the farmers promptly. Suddenly the farmers had an incentive to produce milk and many bought a second cow, increasing the cow population in the district by 3,000 to 9,000 in 18 months. Area managers then organized a delivery system that used dedicated vans to deliver the milk to Nestle’s factory. Although at first glance this might seem to be a very costly solution, Nestle calculated that the long-term benefits would be substantial. Nestle’s strategy is similar to that undertaken by many European and American companies during the first waves of industrialization in those countries. Companies often had to invest in infrastructure that we now take for granted to get production off the ground. Once the infrastructure was in place, in China, Nestle’s production took off. In 1990, 316 tons of powdered milk and infant formula were produced. By 1994, output exceeded 10,000 tons and the company decided to triple capacity. Based on this experience, Nestle decided to build another two powdered milk factories in China and was aiming to generate sales of $700 million by 2000. Nestle is pursuing a similar long-term bet in the Middle East, an area in which most multinational food companies have little presence. Collectively, the Middle East accounts for only about 2 percent of Nestle’s worldwide sales and the individual markets are very small. However, Nestle’s long-term strategy is based on the assumption that regional conflicts will subside and intra-regional trade ill expand as trade barriers between countries in the region come down. Once that happens, Nestle’s factories in the Middle East should be able to sell throughout the region, thereby realizing scale economies. In anticipation of this development, Nestle has established a network of factories in five countries, in the hope that each will, someday, supply the entire region with different products. The company, currently makes ice-cream in Dubai, soups and cereals in Saudi Arabia, yogurt and bouillon in Egypt, chocolate in Turkey, and ketchup and instant noodles in Syria. For the present, Nestle can survive in these markets by using local materials and focusing on local demand. The Syrian factory, for example, relies on products that use tomatoes, a major local agricultural product. Syria also produces wheat, which is the main ingredient in instant noodles. Even if trade barriers don’t come down soon, Nestle has indicated it will remain committed to the region. By using local inputs and focussing on local consumer needs, it has earned a good rate of return in the region, even though the individual markets are small. Despite its successes in places such as China and parts of the Middle East, not all of Nestle’s moves have worked out so well. Like several other Western companies, Nestle has had its problems in Japan, where a failure to adapt its coffee brand to local conditions meant the loss of a significant market opportunity to another Western company, Coca Cola. For years, Nestle’s instant coffee brand was the dominant coffee product in Japan. In the 1960s, cold canned coffee (which can be purchased from soda vending machines) started to gain a following in Japan. Nestle dismissed the product as just a coffee-flavoured drink rather than the real thing and declined to enter the market. Nestle’s local partner at the time, Kirin Beer, was so incensed at Nestle’s refusal to enter the canned coffee market that it broke off its relationship with the company. In contrast, Coca Cola entered the market with Georgia, a product developed specifically for this segment of the Japanese market. By leveraging its existing distribution channel, Coca Cola captured a 40 percent share of the $4 billion a year, market for canned coffee in Japan. Nestle, which failed to enter the market until the 1980s, has only a 4 percent share. While Nestle has built businesses from the ground up, in many emerging markets, such as Nigeria and China, in others it will purchase local companies if suitable candidates can be found. The company pursued such a strategy in Poland, which it entered in 1994, by purchasing Goplana, the country’s second largest chocolate manufacturer. With the collapse of communism and the opening of the Polish market, income levels in Poland have started to rise and so has chocolate consumption. Once a scarce item, the market grew by 8 percent a year, throughout the 1990s. To take advantage of this opportunity, Nestle has pursued a strategy of evolution, rather than revolution. It has kept the top management of the company staffed with locals – as it does in most of its operations around the world – and carefully adjusted Goplana’s product line to better match local opportunities. At the same time, it has pumped money into Goplana’s marketing, which has enabled the unit to gain share from several other chocolate makers in the country. Still, competition in the market is intense. Eight companies, including several foreign-owned enterprises, such as the market leader, Wedel, which is owned by PepsiCo, are vying for market share, and this has depressed prices and profit margins, despite the healthy volume growth. Discussions: 1. Does it make sense for Nestle to focus its growth efforts on emerging markets? Why? 2. What is the company’s strategy with regard to business development in emerging markets? Does this strategy make sense? From an organizational perspective, what is required for this strategy to work effectively? 3. Through your own research on NESTLE, identify appropriate performance indicators. Once you have gathered relevant data on these, undertake a performance analysis of the company over the last five years. What does the analysis tell you about the success or otherwise of the strategy adopted by the company? 4. How would you describe Nestle’s strategic posture at the corporate level; is it pursuing a global strategy, a multidomestic strategy an international strategy or a transnational strategy? 5. Does this overall strategic posture make sense given the markets and countries that Nestle participates in? Why? 6. Is Nestle’s management structure and philosophy aligned with its overall strategic posture?

The Tarvydas Integrative Decision-Making Model of Ethical Behavior Case Study

The Tarvydas Integrative Decision-Making Model of Ethical Behavior - Case Study Example The paper considers the steps of the model and offer a basis for evaluating the officer’s actions.The first instance involves the dilemma of either pursuing the suspect or not. Awareness of the situation identifies a residential area and potential risk of accidents during pursuit, possibility that the suspect is armed, busy vicinity because of existence of a college in the neighborhood. A review of these factors and consideration of codes of ethical practice and utilitarian and rule ethics identifies the interest of the residents, people in the college environment as well as the officer’s safety. The suspect’s intention was not yet known but defiance indicates potential threat to the officers and other people in the environment. A pursuit of containing the suspect was necessary, though consultation with pursuit supervisor was required. Selecting appropriate pursuit strategy, planning, and execution of pursuit would then follow. The second instance involved the su spect running through an intersection, disregarding a stop sign and almost hitting another vehicle and the ethical decision is whether to continue pursuit or to stop. Awareness and sensitivity of the environment shows the suspect’s risk to the immediate society because he could cause accidents by hitting vehicles and people. His state of mind is not ascertained and he could be a threat to other people even while outside the car. While pursuing the suspect would be dangerous, the officers’ care and effectiveness in containing the suspect could minimize these risks

Goodpaster Essay Example | Topics and Well Written Essays - 250 words

Goodpaster - Essay Example Since the statement has not categorized the stakeholders, it means that it will treat all participants who are involved in transaction equally. The mission statement also aims at ensuring that stakeholders achieve maximum satisfaction. This indicates that this statement is based on the utilitarian ethical critical thinking technique. The article argues that utilitarian principle is classified under normative ethics and it aims at providing maximum utility to all parties who are involved in an organization. Normative ethics is a field that aims at differentiating right from wrong (Goodpaster 5). Therefore, it means that if the disutility that stakeholders get from an organization surpasses the utilities, it means that the company acts unethically. The organization should, therefore, analyze the effects of its actions during the formulation of policies to ensure that they produce more benefits than costs when they are implemented. Goodpaster argues that companies should conduct the analysis when formulating policies that deal with both the internal and the external environment (3). Therefore, from the views of Goodpaster, the mission statement is ethically

American Disability Act Article Example | Topics and Well Written Essays - 250 words

American Disability Act - Article Example The main issue regarding the ADA was to understand the scope of the legislature itself. If an individual in fact was mentally or physical impaired, then the employers had the right to be compensated for it. However, many employers were reluctant to actually employee individuals with disability because they would not. This case because pivotal as it reached all the way to the supreme court, in which the supreme court affirmed the decision of the supreme court to dismiss if motor skills pertained to disability. The fact remained, what can be considered as a disability? After many trials and tribulations, the Supreme Court finally decided to pass the ADA with clear and a broader scope then defined earlier by its predecessors. Although this shook the grounds of the definition of the disability itself, it extended the definition to be mentally and physically. Moreover, Title VIII enhanced the component of discrimination that extended beyond an imperative mental state and racism against any colored individual. Clearly, I agree with the ADA act because a disability goes beyond a physical. This component is critical to diagnose and facilitate the disabled. Although I am concerned about the cases of fraud that can occur, it is better to assist those in need. I agree with the supreme court’s decision to extend the definition. Concannon, James. "Mind Matters: Mental Disability and the History and Future of the Americans with Disabilities Act."Â  Law and Psychology Review. The Law & Psychology Review. 2012. Retrieved February 12, 2014 from HighBeam

Art 330 Film Study Essay Example | Topics and Well Written Essays - 750 words

Art 330 Film Study - Essay Example Director Sergei Eisenstein thought beyond the typical box of intending to bring across mere entertainment and art that registers to mind with common fashion. It occurs as if a rare mutiny of a crew against their officers demonstrates a challenge to shift the normal course of a national timeline from an object of faint dark memory to one of haunting suspicion. In paying tribute, thus, to the party or side of event which he thought deserved justice, Eisenstein came up with a project of revolution rather than â€Å"The Battleship Potemkin† in the usual outfit of a remarkable silent film. More than focusing on the aspect of commemoration and chronology, Eisenstein may be recognized to have employed an editing technique that could generate a subject of moving power. Accordingly, the director renders â€Å"The Battleship Potemkin† to take on authority by engaging his audience into a stream of perception that could not seem to help impact feelings and ideology in the viewing p rocess. Despite the total absence of voice from each character involved, the film manages to convey its potential through the musical score or the choice of orchestrated sound effects which suitably fit individual acts from a wide range of tempo and intensity. Instrumental rhythms used vividly reflect the thematic message of socio-political struggle with acute notes where appropriate, scene after another. Besides music, Eisenstein made it a point to work with flashes of sharp images that readily stick to memory along with interval words or phrases that are rich with direct expressions of human nature. As such, lines like â€Å"We’ve had enough rotten meat† with a tone of utter indignation when men of the ship protest for decent food free of worms and â€Å"The men refused to eat the soup† being â€Å"seethed with rage† altogether forms a picture of the crew’s reasonable cause behind the insurrection. Moreover, â€Å"The Battleship Potemkin† becomes capable of establishing some degree of illusion to the actual events by adopting a technique whereby certain real-life details are either omitted or elaborately sensationalized so as to create illusory figures that possess high tendency to replace any formerly imagined cases of truth. This is particularly evident in the manner Eisenstein necessitates to incorporate the â€Å"Odessa Steps† sequence illustrating the massacre of civilians along the Potemkin stairs or Primorsky which did not in reality take place. At this stage, Eisenstein puts in application the ‘montage’ theory to reconstruct a perspective of the original occurrence to mind by showing an imagery that is juxtaposed or edited in rapid progression, magnifying visceral influence among the viewers. Image capture at abrupt pace seems to accumulate into compressed narrative information sufficiently compact and poignant to enkindle mixed sentiments of rebellious anguish and sympathy especially afte r the occasions of watching the baby carriage running away as well as the sight of the three cherubs at different angles presumably in punching mode. Eventually, such cinematic recreation bears the capacity of exaggerating the idea of oppression, in this case, to the extent that the viewing public can be stirred to yield to strong emotional and perhaps, philosophical change of insight. The apparent objective of the montage concept is conducive to biased moviemakers

Meeting the Needs of Diverse Learners Research Paper

Meeting the Needs of Diverse Learners - Research Paper Example Throughout the discussion, I will integrate conceptual frameworks and relevant research to justify the strategies I have chosen. Thematic Unit: Ecosystem The thematic unit is designed to involve multiple subject areas and engage a number of teachers in instruction. Taking the form of an interdisciplinary project, the task is accommodates for different types of learning styles. This approach takes off from the tradition of â€Å"multiple intelligences† introduced by Howard Gardner. For every student to succeed, the teacher must provide different window of opportunity acknowledging the fact that different students learn in different ways (Conklin, 2006). The main objective of the unit is to create a model ecosystem which uses different principles in the physical sciences and mathematics. Different subject areas have their own respective objectives and this can be reflected in the activities that I will outline below. Day 1 – Planning. On the first day of the project, the students are divided into different groups, and asked to plan on different dimensions of creating an ecosystem. At the beginning, the class discuss their vision of the ecosystem, and then identify the different groups needed to achieve the vision. Then, they break down into groups based on their interests. They are informed that groupings may change throughout the whole term for them to experience different roles. Groups may include purchasing, â€Å"Flexible grouping is an important strategy for meeting diversity and for developing talent, particularly in elementary schools† (Arrends, 2004, p. 62). This stage also serves as a pre-assessment to identify the intelligences of particular students and the ones that need more support. Days 2-3 – Background Knowledge. On the second day, the teachers take turns in discussing the concepts behind an ecosystem. Students are given different materials including literature and videos to understand the concept behind an ecosystem an d its importance. The last day highlights the threats that ecosystems globally are faced with. During the discussion, students are invited to share the conditions in their respective communities. â€Å"The heart of working with cultural diversity is the teacher’s ability to connect the world his or her students and their cultures to the world of the school and the classroom† (Arrends, 2004, p. 71, emphasis on original). One of the major activities in these two days is for students to debate on an issue: â€Å"Can man create ecosystems or do ecosystems create men? For each stand, what are the implications of diminishing ecosystems?† On day 2, the students are given the half of the day to do research in the library or online to prepare for the debate on the following day. These two days involve teachers in Science, Math, English, Literature and Social Studies. A combination of cooperative learning, individual study and differentiated instructions are given. Ruther ford (2010) reiterates the utility of these tools to facilitate scaffolding. Days 3-4 – Project Making. Throughout the week, the students have been involved in both knowledge and practical skills. They have participated in planning and gathering the necessary materials and knowledge to create the project that is expected of them. Teachers have been continuously intervening and drawing on the students’ competencies. At these final stages, it is important that all students gain a sense of

Women Gender studies Essay Example | Topics and Well Written Essays - 1250 words

Women Gender studies - Essay Example My breakfast is often characterized by bodybuilding foods that enable me retain a masculine and handsome stance. I leave my room to get breakfast, which entails coffee, a snack and a fruit such as an apple. However, in some cases I take breakfast in a bit of rush conscious of my departure time. Being a bodybuilding boy arguably requires more time to get ready to leave than girls do. This can be attributed to the fact that my desire for a masculine heavily built body requires adequate time for eating and rigorous exercise every day. Whereas I spend significant amount of time shaping up to a heavily built muscular man, girls spend time applying makeup and dressing up to attain a feminine look. Girls’ activities can be directly linked to women in search of beauty. Adoption of such practices in search of beauty can be attributed to the community setting and expectations that have been passed on from generation to generation. Likewise, I find myself focusing more on how my body is built because the societal expectations of handsomeness is based on muscular looks. However, there has been a trending shift with gender roles and expectations almost coming to a convergence. For example, every now and then we see some men visiting salons and using a wide variety of products whereas women are also spending more time jogging to keep strong and fit. In the past men, used only the basic products such as skin oil as opposed to this days where men plait their hair, use hair products among other cosmetics. I am not surprised that part of my shopping as a man involves manicure and pedicure products albeit sparingly. Societal expectations for men to have well built bodies have arguably caused an equal amount of trouble. Purchase and use of steroids and other muscle enhancing drugs is on the rise. Likewise, slimming products and programs have taken toll on the modern woman in bid to stay within societal expectations. For example,

The past world expo economy influence and effect on property market in Essay

The past world expo economy influence and effect on property market in previous host cities and countries - Essay Example The first of such exhibition was held in the Crystal Palace in Hyde Park, London in 1851. It was named at that time as â€Å"the Great Exhibition of the Works of Industry of All Nations† and rightly so because this exhibition celebrated the coming of age of the Industrial Revolution in Europe. Thus the 1851 Great Exhibition was not only a trade fair but also a display of scientific, industrial and technological inventions. Queen Victoria’s consort, Prince Albert, possibly did not foresee that what he conceptualised would become today’s third grandest event after the FIFA World Cup and the Olympic Games, considering its impact on culture, on society and the nation’s economies. Today, the World Expo has come a long way. It is not only a trade fair and a showcase of new scientific and technological advances and inventions but it is also a means of promoting cultural correspondence and transfer and a way of finding solutions to issues that hound humanity. Moreover, it becomes a platform of presenting a strong national image before the whole world. In other words, it affords countries to advertise their assets and perceived advantages over other nations. The pavilions that each country construct have become competitive in terms of lavishness, splendor, magnificence and cost. There is a contest as to who builds the most stunning and most memorable pavilion. So many World Expo historians are of the opinion that the geodesic dome of the US pavilion in the 1967 expo in Montreal, Canada is the most memeorable and the glass and iron Crystal Palce of UK in the 1851 World’s Fair in London as the most imposing. In each world expo, all countries try to express s ome theme via its architectural design and the contents of its pavilion Thus each World Expo is characterised by glitter, glamour, visions and images (Maddox 2004, p. 79). The

Philosophy assignment one Essay Example for Free

Philosophy assignment one Essay Aristotle begins the study of politics with the household and its parts as the parts of the whole, the city, is composed. His discussion of the family gives three kinds of rule that is found in the household, master over slave, husband over wife and father over child. Aristotle provides an intellectual and rational means to the good life and the best society, or politics is autonomous and self-sufficient, that is, it is an activity independent of other spheres of human endeavor, and thus a sphere possessing knowledge and a technique independent of other forms of knowledge. To Aristotle community is based on reason. So, to Aristotle the polis and the logos are inextricably interwoven. The expansion or acquisition of property could be said to be internal dissension and internal strife, which deems salutary to the power and growth of Rome while laments the strife and factionalism that was a direct cause contributing to the fall of the republic. This stress on strife and conflict is significant in that is shows that the internal conflict over acquisition is transformed into an external conflict for acquisition. Aristotle’s view of society called the substantial form or the soul of the human body was conceived in such a way that the human being was seen to depend on the community for the satisfaction of its needs. Natural law forms the basis of all positive law, and whenever a positive legal stipulation contradicts this natural law, it loses its legal validity. It is possible to deduce objective natural law, valid for humanity as a whole, from teleological ethical basic principle. Aristotle defends politics by considering whether human beings are natural slaves and by repelling the economic view that all nature is the property of man. With property and money in Aristotle’s opinion, nature does require and permit property, but she does not require humans to acquire many possessions for the sake of their economic wellbeing. She may, however, require and permit the pursuit of another kind of wealth in virtually unlimited quantities. The tools, or wealth, that human beings use are secured by the art of moneymaking. But how human beings use wealth and therefore to some extent how much they use would seem to be determined by the household manager. So it is somewhat unclear whether moneymaking is properly the same as, a part of, or a subsidiary of household management. Both the household and the city are properly concerned with the perfect preservation of human beings and their rulers presumably acquire and use all things for that end. Nature has made all things for the use of human beings. We need as much of what moneymaking provides us as is necessary for life and for the good life secured in the household and the city. If the things that human beings can possess or use are of great variety, as indeed they seem to be and if it is the task of moneymaking to contemplate where useful things and property come from, then moneymaking must contemplate virtually all of visible nature and seek its cause or causes. However useful to economics and politics moneymaking may be, the study of nature or natural philosophy, to which moneymaking gives rise might return to its beginnings in economics. Human beings can use their skills to acquire nourishment and the store of things useful for life and the good life in various ways, nature seems to facilitate their consumption of her resources. Humans and other animals are said to be able to procure nourishment with ease and even according to their choice. Humans can combine various nourishments and the means of procuring them in order to live more pleasantly. Among the perfectly acceptable mans are robbery, the use of all inferior beings in nature, and even war against intransigent inferiors. These means are not contrary to nature and do not amount to expropriation from a hostile nature. Nature seems to sanction these means as necessary. When nature’s selfishness becomes all too apparent a second kind of acquisition comes into being. Nature’s failure to guarantee the self-sufficiency of each individual necessitates exchange. Although not by nature, exchange is according to nature, fir it serves her end of preservation. True moneymaking emerges reasonably from exchange or barter but becomes something different. Exchange, especially with foreigners is facilitated by the invention of money. Once its value has been agreed upon and signified by an impression on its face, money becomes the measure and standard for the value of the necessary things traded. Money and all other things come to be used to make more money and the generation of money from money, or interest, becomes comparable to natural genesis. Moneymaking and devotion to money, it appears, are as limitless as the natural human desires for life and pleasure. Money assumes central importance because it is thought to ensure satisfaction of the original desire for preservation carried to its logical conclusion, the desire for immortal happiness. Aristotle acknowledges that the culmination of moneymaking in usury is hated, but he himself does not condemn the unlimited form of moneymaking. He even teaches the art of trade, a form of moneymaking. He does, however, contend that it is an error to equate money with true wealth. Locke contends that there is a natural law derived from reason regulating the relations of individuals in the natural condition. The law of nature contains three distinct but interrelated commands. Locke claims that the power to execute the natural law is every mans, whereby each individual has the right to punish anyone who violates the natural law by threatening one’s self-preservation or harming another in their life, liberty or possessions. In regards to private property it involves both the explicit renunciation of property claims and implicit recognition of the equality of the private party to agreements. Locke may mean no more than that any explicit agreement with another regarding one matter includes implicit recognition of the property integrity of the various parties. Locke may intend a more expansive construction of the meaning of implicit recognition such that any explicit assertion of property integrity by one state produces an implicitly renunciation by that state of any property claim against any other. Locke assumes that every individual must have property of its own.

History of The Boston Tea Party

History of The Boston Tea Party A very historical event in U.S history happened on December 16, 1773 it would be known has The Boston Tea Party. Some American patriots dressed as Mohawk Indians boarded ships in the Boston Harbor belonging to the British East India Company and threw 342 chest of tea into the water. Their reasons for doing so were because they were protesting the tax on tea (Taxation without representation). This would also unite the colonist in the colonies more than ever before. It all started with the Townshend Acts that were passed by parliament in 1767 which were composed of four acts that was basically an attempt to assert its historical right to the colonies through strict collection provisions of revenue duties. In 1773 Parliament passed the Tea Act that was to financially help the East India Company. The Tea Act that Britain had passed added a monopoly on the tea that they were shipping to the colonies. The tea that Britain was sending over to the colonist was only to be carries by the company known as the East India Company. The company could then sell the tea in the colonies at a less than usual price that then led to colonial merchants to form an alliance with the radicals that were being led by Samuel Adams and the Sons of Liberty. In a few cities in the colonies like New York some tea agents even resigned or just flat out canceled their orders of tea. All of the acts expect the Tea Act were repelled after the colonist resisted them with verbal agitation, physical violence and acts of violence towards British enforcement agents. The royal governor who was Thomas Hutcherson determined to maintain the law and that the three ships that would be arriving to the Boston Harbor the Beaver, Eleanor and Dartmouth should then have the right to deposit their crates of tea. Then on December 16, 1773, a group of around 60 men (The Sons of Liberty) boarded the ships wearing their Indian disguises and dumped all 362 chest of tea into the waters of the Boston harbor. The tea they dumped was valued at around $1 million. The Boston Tea Party Played a significant role in U.S. History due to the fact that it was one of the first major events that led to the revolution, since this was the first time the colonist started fighting back. After the Boston tea party, the colonist started to become more independent and confident that they could do just fine being separated from Britain. Which then all of this events of course led to the Revolutionary War then to the signing of the most important document in United States history. Even though the Boston Tea Party didnt really instant results, but it lit a fire in the colonist hearts to give them the courage that they needed to standup to the big old bully Great Britain and fight for their right to have independence and freedom. Without this ever happening who knows maybe the colonist never would have had the courage to standup for their rights? One thing I found while researching and found it quite interesting that not one person ended up dying during all of this cause me personally I just it funny how there was one person that got injured and they thought that he was dead so they hid him under a pile of wood in a close by shop but turns out he wasnt dead. He regained consciousness a few hours after and was the only person said to be injured during the Boston Tea Party. I also seen where there was only one guy who got punished due to the fact that someone gave an anonymous tip and the guy was then stripped, tarred and feathered. After all that happened not one person ever came forward with any information. I just was always under the speculation that no one ever actually would get caught due to the fact they couldnt actually identify them with all the native American disguises on but I guess I was wrong. The Boston Harbor was also shut down for a couple weeks after all the tea was dumped into the harbor it then caused the harbor to smell. The harbor was then shut down until all 340 chest of tea was paid that was dumped during the Boston Tea Party. Another Boston Tea Party happened three months later on March 1774, 60 men disguised themselves and bored a shipped named the Fortune the slung 30 chest of tea overboard but since it was such a smaller protest, but due to it being a smaller protest it didnt end up getting all the attention since it was a much smaller protest unlike the Boston tea party that happened a few months earlier. Even though it was named the British East India Company the tea didnt actually come from India turns out that the tea they dumped came from China. The tea that was destroyed in the Boston tea party was described as Bohea. In the 18th century black tea was referred to as Bohea, it was a variety of black tea that came from the Wuyi Mountains in the Chinese pr ovince of Fujian. A popular belief was that the ships that brought the tea to were British made ships but turns out the ships were built by Americans and owned by them but the tea they were carry from London and Boston was owned by the British East India Company. Researching for this paper I found a lot of things I never even knew about the Boston Tea Party it was pretty cool to find out there was actually a second Boston Tea Party and the tea didnt actually come from India but instead it came from china. The Boston Tea Party was a major event in American History. It played a major role in Revolutionary war as it helped the colonist gain the courage that they needed to help them first began to stand up to the evil bullies over in Britain that thought that they could just control the people over in the colonies like the owned them. Without out it happening who knows maybe the colonist never would have had the courage to stand up to them? I enjoyed finding out all the neat things that I never knew and I am glad I picked the Boston Tea party. Work Cited Page Boston Tea Party Facts | Boston History. Boston Tea Party Ships and Museum. N.p., n.d. Web. 21 Feb. 2017. https://www.bostonteapartyship.com/boston-tea-party-facts Boston Tea Party. Encyclopedia Britannica. Encyclopedia Britannica, Inc., n.d. Web. 21 Feb. 2017. https://www.britannica.com/event/Boston-Tea-Party The Importance of the Boston Tea Party ÂÂ » Independence Day ÂÂ » Surfnetkids. Independence Day ÂÂ » Surfnetkids. N.p., 06 May 2014. Web. 20 Feb. 2017. https://www.surfnetkids.com/independenceday/255/the-importance-of-the-boston-tea-party/

Self-healing Materials and Shape Memory Polymers

Self-healing Materials and Shape Memory Polymers Topic Area: self-healing materials, shape memory polymers and flame retardant polymers Emerging Polymer materials       Md Hossion Shovon Introduction: The ability of a nation to harness nature as well as its ability to cope up with the challenges posed by it is determined by its complete knowledge of materials and its ability to develop and produce them for various applications. Advanced Materials are at the heart of many technological developments that touch our lives. Electronic materials for communication and information technology, optical fibers, laser fibers sensors for the intelligent environment, energy materials for renewable energy and environment, light alloys for better transportation, materials for strategic applications and more. Advanced materials have a wider role to play in the upcoming future years because of its multiple uses and can be of a greater help for whole humanity. Emerging technologies are those technical innovations which represent progressive developments within a field for competitive advantage. List of currently emerging technologies, which contains some of the most prominent ongoing developments, a dvances, and Materials Science and Nanotechnology Innovations are Graphene, Fullerene, Conductive Polymers, Metamaterials, Nanomaterials: carbon nanotubes, Superalloy, Lithium-ion batteries, etc. Over the last decade, smart polymeric materials have been used in biochemical sciences in many ways. Since the term, smart polymeric materials encompasses a wide spectrum of different compounds with unique potential for biological applications, Self-healing Polymers: Self-healing polymers are a new class of smart materials that have the capability to repair themselves when they are damaged without the need for detection or repair by manual intervention of any kind. Increasing demand for petroleum feedstocks used to produce polymer and the need for polymeric materials with improved performance in challenging applications continue to drive the need for materials with extended lifetimes. One way to extend the lifetime of a material is to mitigate the mechanism leading to failure. In brittle polymers, failure occurs through crack formation and propagation (1,2) and the ability to repair these cracks when they are still very small will prevent further propagation thus extending the lifetime of the material. Emerging self-healing technologies designed to give polymeric materials the capability to arrest crack propagation at an early stage thereby preventing catastrophic failures will go a long way in helping to increase the scope of applications of the se materials. With the need for autonomic repair of materials without external intervention thus evident, more recent research has focused on developing fully self-healing systems. One approach to the design of such systems employs the compartmentalization of a reactive healing agent, which is then incorporated into a composite material. Thus, when a crack propagates through the material, it causes the release of the healing agent from the compartment in which it is stored into the crack plane where it solidifies and repairs the material. The first basic application of this approach consisted of an epoxy matrix with suspended glass capillaries filled with either cyanoacrylate or a two-part epoxy resin. When a crack propagated through the cured epoxy matrix, the glass capillaries were fractured and the cyanoacrylate monomer or the two-part epoxy generally referred to as healing agents, were released into the crack plane where they reacted and polymerized. A significant recovery of the mechanical properties of the samples after they were allowed to heal suggests that the cracked material was effectively repaired by the polymerized healing agent. Since the healing requires only crack propagation as the trigger for the healing mechanism, it represents a truly autonomic or self-healing material. While a successful demonstration of self-healing, the labor-intensive process of manually filling capillaries and distributing them evenly throughout the matrix make this approach unsuitable for scale-up. Shape-memory Polymers: Shape-memory polymers are an emerging class of active polymers that have the dual-shape capability. They can change their shape in a predefined way from shape A to shape B when exposed to an appropriate stimulus. While shape B is given by the initial processing step, shape A is determined by applying a process called programming. The shape-memory research was initially founded on the thermally induced dual-shape effect. This concept has been extended to other stimuli by either indirect thermal actuation or direct actuation by addressing stimuli-sensitive groups on the molecular level. Finally, polymers are introduced that can be multifunctional. Besides their dual-shape capability, these active materials are biofunctional or biodegradable. Potential applications for such materials as active medical devices are highlighted. Shape-memory polymers are dual-shape materials belonging to the group of actively moving polymers. They can actively change from a shape A to a shape B. Shape A is a temporary shape that is obtained by mechanical deformation and subsequent fixation of that deformation. This process also determines the change of shape shift, resulting in shape B, which is the permanent shape. In shape-memory polymers reported so far, heat or light has been used as the stimulus. Using irradiation with infrared light, application of electric fields, alternating magnetic fields, or immersion in water, indirect actuation of the shape memory effect has also been realized. The shape-memory effect only relies on the molecular architecture and does not require a specific chemical structure in the repeating units. Therefore, intrinsic material properties, e.g. mechanical properties, can be adjusted to the need of specific applications by variation of molecular parameters, such as the type of monomer or the comonomer ratio. An example of a cross-linked polymer network synthesized by polyaddition of monofunctional monomers with low molecular weight or oligomeric cross-linkers has been realized in polyurethanes by the addition of trimethyl owl to the reaction mixture. The reaction of tetra-functional silanes, working as net points, with oligomeric silanes, which work as spacers and to which two distinct benzoate-based mesogenic groups have been attached, results in a formation of a main-chain smectic-C elastomer38. In contrast to other liquid-crystalline elastomers, which display a shape-changing behavior and have been compared to shape-memory polymers recently, these elastomers have shape-memory properties. The cross-linking process during synthesis defines the permanent shape. The shape-memory effect is triggered by the thermal transition of the liquid-crystalline domains. In the programming process, the polymer network is heated to the isotropic state of the liquid crystalline domains, stretched or twisted, and then cooled below the clearing transition temperature of the smectic-C mesogens. Upon reheating over this clearing transition, the permanent shape can be recovered. In contrast to shape-changing liquid crystalline elastomer systems, thes e polymers display shape-memory behavior because the liquid crystalline moieties work as a switch. In shape-changing liquid-crystalline elastomers, the molecular movement of the single liquid crystals is converted into a macroscopic movement Another class of thermoplastic shape memory polymers with Trans = Tg are polyesters. In copolyesters based on poly(Ɇº-caprolactone) and poly (butylene terephthalate), the poly (butylene terephthalate) segments act as physical cross-linkers25. The shape-memory capability can also be added to a polymer using a polymer-analogous reaction. A polymer-analogous reaction is the application of a standard organic reaction (like the reduction of a ketone to an alcohol) to a polymer having several of these reactive groups. An example is the polymer-analogous reduction of a polyketone with NaBH4/THF, which results in a poly(ketone-co-alcohol). The polyketones are synthesized by late transition metal catalyzed polymerization of propene, hex-1-ene, or a mixture of propane and hex-1-ene with CO. The Tg of this polymer is directly related to the degree of reduction, which can be adjusted by the amount of NaBH4/THF. The most promising shape-memory material is a partly reduced poly (ethylene -co-propane-co-carbon oxide), which displayed a phase-separated morphology with hard microcrystalline ethylene/CO-rich segments within a softer amorphous polyketone ethylene-propene/CO-rich matrix. The crystalline domains of this material work as physical cross-linkers. This results in an elastic behavior above Tg because the glass transition temperature (Trans = Tg) is related to the switching phase. Partial reduction of the material allows control of Tg, which can be adjusted from below room temperature to 75 °C. Flame-retardant Polymers: Fire-safe polymers are polymers that are resistant to degradation at high temperatures. There is need for fire-resistant polymers in the construction of small, enclosed spaces such as skyscrapers, boats, and airplane cabins. In these tight spaces, ability to escape in the event of a fire is compromised, increasing fire risk. In fact, some studies report that about 20% of victims of airplane crashes are killed not by the crash itself but by ensuing fires. Fire-safe polymers also find application as adhesives in aerospace materials, insulation for electronics and in military materials such as canvas tenting. Some fire-safe polymers naturally exhibit an intrinsic resistance to decomposition, while others are synthesized by incorporating fire-resistant additives and fillers. Current research in developing fire-safe polymers is focused on modifying various properties of the polymers such as ease of ignition, rate of heat release, and the evolution of smoke and toxic gases. Standard methods for testing polymer flammability vary among countries; in the United States common fire tests include the UL 94 small-flame test, the ASTM E 84 Steiner Tunnel, and the ASTM E 622 National Institute of Standards and Technology (NIST) smoke chamber. Research on developing fire-safe polymers with more desirable properties is concentrated at the University of Massachusetts Amherst and at the Federal Aviation Administration where a long-term research program on developing fire-safe polymers was begun in 1995. The Center for UMass/Industry Research on Polymers (CUMIRP) was established in 1980 in Amherst, MA as a concentrated cluster of scientists from both academia and industry for the purpose of polymer science and engineering research. Controlling the flammability of different materials has been a subject of interest since 450 B.C. when Egyptians attempted to reduce the flammability of wood by soaking it in potassium aluminum sulfate (alum). Research on fire-retardant polymers was bolstered by the need for new types of synthetic polymers in World War II. The combination of a halogenated paraffin and antimony oxide was found to be successful as a fire retardant for canvas tenting. Synthesis of polymers, such as polyesters, with fire retardant monomers were also developed around this time.. Additives are divided into two basic types depending on the interaction of the additive and polymer. Reactive flame retardants are compounds that are chemically built into the polymer. They usually contain heteroatoms. Additive flame retardants, on the other hand, are compounds that are not covalently bound to the polymer; the flame retardant and the polymer are just physically mixed together. Only a few elements are being widely used in this field: aluminum, phosphorus, nitrogen, antimony, chlorine, bromine, and in specific applications magnesium, zinc and carbon. One prominent advantage of the flame retardants (FRs) derived from these elements is that they are relatively easy to manufacture. The most important flame retardants systems used act either in the gas phase where they remove the high energy radicals H and OH from the flame or in the solid phase, where they shield the polymer by forming a charred layer and thus protect the polymer from being attacked by oxygen and heat. Fl ame retardants based on bromine or chlorine, as well as a number of phosphorus compounds act chemically in the gas phase and are very efficient. Others only act in the condensed phase such as metal hydroxides (aluminum trihydrate, or ATH, magnesium hydroxide, or MDH, and boehmite), metal oxides and salts (zinc borate and zinc oxide, zinc hydroxystannate), as well as expandable graphite and some nanocomposites (see below). Phosphorus and nitrogen compounds are also effective in the condensed phase, and as they also may act in the gas phase, they are quite efficient flame retardants. Overviews of the main flame retardants families, their mode of action and applications are given in. Besides providing satisfactory mechanical properties and renewability, natural fibers are easier to obtain and much cheaper than man-made materials. Moreover, they are more environmentally friendly. Recent research focuses on application of different types of fire retardants during the manufacturing proces s as well as applications of fire retardants (especially intumescent coatings) at the finishing stage. A good example for a very efficient phosphorus-based flame retardant system acting in the gas and condensed phases is aluminum diethyl phosphonate in conjunction with synergists such as melamine polyphosphate (MPP) and others. These phosphonates are mainly used to flame retard polyamides (PA) and polybutylene terephthalate (PBT) for flame retarded applications in electrical engineering/electronics (EE). These are well illustrated by the investigations on glass fiber reinforced polyamide 66 flames retarded with red phosphorus (PA 66-GF/Pr), which demonstrate these charming characteristics Figure 1 shows the thermal and thermo-oxidative decomposition of PA 66-GF/Pr in comparison to PA 66-GF, as well as the performance in cone calorimeter experiments. For both materials, decomposition is characterized by at least three different processes, which strongly overlap for PA 66-GF and are clearly separated for PA 66-GF/Pr. Some decomposition processes are shifted to lower temperatures so that the decomposition region is broadened. There is only a small increase in thermal stability for the final decomposition step. Thermal decomposition changes from a one-step decomposition to a two-step decomposition characteristic. In fire tests, PA 66-GF/Pr is an effective charging material, achieving a clear reduction in THE and HRR in the cone calorimeter, as well as the highest self-extinction classifi cation V-0 in the UL 94, whereas in the case of PA 66-GF all of the polymeric material is consumed so that only the glass fibers remain. Thermo-oxidative decomposition of PA 66 was concluded to occur in cone calorimeter experiments before ignition when a black skin is built up, and during afterglow after flame-out, when a further decrease in mass occurs accompanied by CO production. During the forced-flaming between ignition and flame-out, a stable flame rules out a major influence of oxygen on the decomposition during pyrolysis. The mass loss after flaming combustion and the burning time are used to estimate an average effective pyrolysis temperature. This temperature was estimated by the necessary equivalent isothermal thermos gravimetry with the same mass loss in the burning time. This is a very rough estimation, of course, since the sample in the cone calorimeter, which is characterized by a temperature profile developing over time, is described by a constant temperature independent of place and time. However, since the specimens investigated were rather thin (2.8 mm) and contained inert filler, and because the fire residue was rather homogenous, the values summarized in Table 3 reasonably estimate the effect. The pyrolysis temperature for PA 66-GF is controlled by the decomposition temperature of the polymer and remains more or less constant for all irradiations used. The calculated temperature is higher than-but still close to-the temperature characteristic for the maximum mass loss rate in thermos grav imetry, and the temperature increases slightly with increasing irradiation. The PA 66 is consumed nearly completely by the pyrolysis zone running through the sample. The approximated pyrolysis temperature of PA 66-GF/Pr is characterized by the decomposition temperature of the first decomposition step and thus crucially lower than the temperatures concluded for PA 66-GF. Summary: The development and characterization of self-healing synthetic polymeric materials have been inspired by biological systems in which damage triggers an autonomic healing response. This is an emerging and fascinating area of research that could significantly extend the working life and safety of the polymeric components for a broad range of applications The past decade has witnessed remarkable advances in stimuli-responsive shape memory polymers (SMPs) with potential applications in biomedical devices, aerospace, textiles, civil engineering, bionics engineering, energy, electronic engineering, and household products. Shape memory polymer composites (SMPCs) have further enhanced and broadened the applications of shape memory polymers. In addition to reinforcement, SMPCs can enable or enhance thermal stimuli-active effects, novel shape memory effect, and new functions. Many thermal stimuli-responsive effects have been achieved such as electroactive effect, magnetic-active effect, water- active effect, and photoactive effect. The typical examples of novel shape memory effects are multiple shape memory effect, spatially controlled shape memory effect, and two-way shape memory effects. In addition, new functions of SMPCs have been observed and systemically studied such as stimuli-memory effect and self-healing. Flame retardancy of polymeric materials is conducted to provide fire protection to flammable consumer goods, as well as to mitigate fire growth in a wide range of fires. Incorporating flame-resistant additives into polymers became a common and relatively cheap way to reduce the flammability of polymers, while synthesizing intrinsically fire-resistant polymers has remained a more expensive alternative, although the properties of these polymers are usually more efficient at deterring combustion References: Fame, Fire and Materials http://onlinelibrary.wiley.com A review of stimuli-responsive shape memory polymer composites http://www.sciencedirect.com Emerging Areas of Materials Science and Nanotechnology http://materialsscience.conferenceseries.com Schartel, Bernhard Phosphorus-based Flame Retardancy Mechanisms-Old Hat or a Starting Point for Future Development Braun, U.; Balabanovich, A.I.; Schartel, B.; Knoll, U.; Artner, J.; Ciesielski, M.; Dà ¶ring, M.; Perez, R.; Sandler, J.K.W.; et al. Influence of the Oxidation State of Phosphorus on the Decomposition and Fire Behaviour of Flame-Retarded Epoxy Resin Composites. Polymer 2006, 47, 8495-8508 Perez, R.; Sandler, J.K.W.; et al. Influence of the Oxidation State of Phosphorus on the Decomposition and Fire Behaviour of Flame-Retarded Epoxy Resin Composites. Polymer 2006, 47, 8495-8508 Zhang, H. Fire-Safe Polymers and Polymer Composites, Federal Aviation Administration technical report; U.S. Department of Transportation: Washington, D.C., 2004. Kumar, D.; Gupta, A. D.; Khullar, M. Heat-resistant thermosetting polymers based on a novel tetrakisaminophenoxycyclotriphosphazene. J. Polym. Sci. Part A: Polym. Chem. 1993, 31 (11), 2739-2745.

A Review of the Beck Youth Inventories for Children and Adolescents Es

The Beck Youth Inventory Test was developed in 2001 by Judith Beck, Aaron Beck, John Jolly, and Robert Steer. The purpose of this psychological testing tool is a brief self-report to measure the distress in children and adolescents (Flanagan & Henington, 2005). The Beck Youth Inventory includes using five self-administered scales. The five tests include the Beck Depression Inventory, Beck Anxiety Inventory, Beck Anger Inventory, Beck Disruptive Inventory, and the Beck Self-Concept Inventory. These tests can be administered individually or in combination to the youth. The intended population for this test is ages 7-14 years (Flanagan & Henington, 2005). This test is used to assess symptoms of depression, anxiety, anger, disruptive behavior, and self esteem (Beck, 2001). The Beck Depression Inventory measures depression criteria as evidenced in the Diagnostic and Statistical Manual of Mental Disorders Fourth Edition (Flanagan & Henington, 2005). The Beck Anxiety Inventory assesses childhood fears related to health and school (Flanagan & Henington, 2005). The Beck Anger Inventory appraises the individual’s opinion of mistreatment, negative thoughts, and physiological arousal (Flanagan & Henington, 2005). The Beck Disruptive Behavior Inventory measures behaviors and attitudes related to oppositional and defiant behavior (Flanagan & Henington, 2005). This is consistently seen in youth diagnosed with Oppositional Defiant Disorder and Conduct Disorder. Lastly, the Beck Self-Concept Inventory assesses feelings of self-worth and competence (Flanagan & Henington, 2005). The theory of the Beck Youth Inventory Test was derived from the adult Beck Scales (Beck, 2001). The authors of this testing instrument saw a need for this... ...ne only individually in order to encourage honest responses and not have any peer influences (Flanagan & Henington, 2005). Overall, the Beck Youth Inventory is a useful tool, but should be used in conjunction with other assessment instruments. References Beck, J. (2001, November). New Scales for Children: The Beck Youth Inventory. The Beck Institute, 1-5. Copyright 1999-2007. www.beckinstitute.org Beck, J. (2001). Beck Youth Inventories for Children and Adolescents (2nd ed.). PsychCorp: Harcourt Assessment, Inc. Flanagan, R., & Henington, C. (2005). Review of the Beck Youth Inventories for Children and Adolescents: Second Edition. Mental Measurements Yearbook, 18, 18123501 Trochim, W. (2006). Reliability and Validity: What’s the Difference?. Retrieved February 8, 2010, from http://socialresearch methods.net/tutorial/Colosi/lcolosi2.htm