Death Penalty Synthesis

The death penalty goes back as far as the 17th century. From burning alive to beating to death, the death penalty was carried out in some of the cruelest and most painful ways one could imagine. Although more efficient ways of execution have been discovered, such as lethal injections, capital punishment is still ruthless and a lot of times unnecessary. Capital punishment is like the easy way out of dealing with criminals by â€Å"eliminating the complexities of judge and jury† (Source J), when there are much more efficient punishments that could be used when dealing with a felony.Capital punishment should not be used for so many different reasons; it is immoral, very costly and mistakes that could be prevented happen way too often. Some may argue that capital punishment should be used to remove the criminal because they are dangerous and they deserve to be executed but â€Å"the deed is done and taking another life cannot change† (Source A) the fact that one life is alr eady gone. There are other ways of preventing the culprit from harming others, such as removing them for society by putting them in jail.Being sentenced to â€Å"life imprisonment is a far more practical form of retribution† (Source F) for the defendant; it’s much fairer, more efficient and a lot less cruel than execution. Citizens are just as safe when the criminal is in jail as they would be if capital punishment was used. Plus, if the criminal was eventually found guilty then they could be freed from jail. According to the Declaration of Independence, â€Å"everyone has the right to life, liberty and security of person† (Source B).Capital punishment â€Å"violates the constitutional ban against cruel and unusual punishment† (Source K) by taking away the right to life that every citizen has. The criminal has the right to â€Å"equal protection under the law† (Source K) no matter what the situation might be. The death penalty is promoting violence more than anything else.Executing someone for their wrongdoing makes it appear that killing someone is acceptable, but it’s not and shouldn’t be tolerated no matter what the  circumstances are. Studies have shown that capital punishment does not affect the amount of crimes committed (Source F); therefore using the death penalty has no impact on preventing the murders from happening. Capital punishment is not only the most â€Å"cruel and uncivilized punishment† (Source F), but it is also the most expensive and most time consuming solution to punishing the criminal.On average, one â€Å"death penalty case resulting in a death sentence costs approximately $3 million† (Source C), which is â€Å"a waste of taxpayer funds and has no public safety benefit† (Source K). Taxes need to be spent on improvements for the state, not on the execution of one person when there are much more efficient solutions to punishing the culprit. The most brutal part of ca pital punishment is the fact that it is possible to take an innocent person’s life, which happens way more than it should.There have been 142 people â€Å"freed from death row after being exonerated with DNA or other kinds of evidence† (Source F), if that evidence wouldn’t have been found in time then any one of those innocent people could have been executed for doing nothing wrong. Some research shows that one in every ten people executed were later found guilty; if they hadn’t been put through capital punishment then many innocent people could have been saved from suffering for something they were never responsible for.Not only are innocent people executed, also deciding â€Å"who should be sent to death row is arbitrary and discriminatory† (Source F). Studies by professors at North Carolina University have shown that the â€Å"odds of receiving a death sentence raised by 3. 5 times among those defendants whose victims where white† (Source C), which shows how race might have an impact on whether or not the death penalty is used in the case. There are so many reasons why capital punishment is not the answer to a crime. Everyone has the right to live and deserves a second chance.The death penalty doesn’t prevent violence, it only promotes it. It is an expensive process that can end up accidently putting innocent people to death because they were blamed for something they really didn’t do. Without capital punishment, the world would be a much better place and many innocent lives could be saved, and the guilty criminals can get help and continue their lives while not harming anymore citizens. Capital punishment is unconstitutional and should be avoided at all costs, no matter what the situation may be.

How effectively did the Soviet Union control Eastern Europe from 1945 to 1968?

In 1945, it was very important that Stalin gained control over his sphere of influence; WW2 had come to an end, and the future of the Soviet Union was at an unstable point. From 1945-8 Stalin used a series of ‘salami' tactics to gain control over the Eastern European countries. This would involve setting up communist parties within a country, winning a coalition government, and ultimately, taking over to run a full communist regime. This was effective in the sense that Stalin, in the space of three years, was able to takeover seven different countries. However, out of these, only one country – Albania – allowed the takeover without any opposition, the other countries gave more of a struggle. There was obviously some backlash against Stalin's actions, as they did not run smoothly, and this is why he probably had to use more severe tactics when trying to take control over Eastern Europe. In Bulgaria (1945), Stalin had all opposing party members executed, and was only then able to take full control. After this, Stalin had no problems gaining power over such countries – without further opposition, as the same techniques were used in Poland and Czechoslovakia two to three years later. This shows that Stalin did not want to give way to chance, seeing what would happen in each country gradually, by using the minimum force needed. He wanted to be sure of total control, and therefore used the necessary tactics to succeed – it appears that the most extreme were the most effective. Stalin was able to keep such a tight ‘following' due to the fear and propaganda that followed his infamous Red army. He had placed them within his sphere as a warning to the people. If they opposed, they would be dealt with by the Red Army through means of ‘re-education'. They kept an eye over the people, and crushed any sort of uprising. This would have been a deterrent enough for anybody looking to rebel against communism. This proved to be effective as there are no real incidences where the Red army have been called in to sort out a situation (apart from in Hungary and Czechoslovakia, but that was under different circumstances). When Stalin saw the lure of the Marshall Plan, he definitely felt under pressure to counteract this – coming up with Comecon 1949. This shows he was desperate, as firstly, this goes against communist views, as the idea was to send money to communist countries to aid them in their economic process. This was a bribe, nonetheless; but it worked. No countries already within the control of the Soviet Union left the sphere – if they were tempted by money, they could still have it, and Stalin would still have control. They only probably stayed with Stalin out of the fear of the consequences, and therefore this tactic was successful due to previous attempts of control, mainly because of the Red Army. Stalin finally dies in 1953, and Khrushchev takes over. He introduces a new relaxed policy, and looks to ‘de-Stalinise' Eastern Europe, hoping to promote better relations with the West. Subsequently, other countries within the sphere wanted a more liberal government, and started to rebel. This shows that Stalin himself, along with his attitude and thinking, was an effective way to keep control over Eastern Europe. he was not a liberal man, he insinuated fear and death throughout the people, who dared not oppose. Now that there is a more liberal leader in office, the people feel this is the opportunity they need to express their feelings. What Khrushchev may have done wrong, was to initiate an ‘instant' change, which could not be done on a large scale in regards to the whole of Eastern Europe at one given time. Stalin was effective in what he did, as he used gradual changes to implant his policy. 1953 also saw riots in Czechoslovakia, where people where burning Soviet flags and demolishing Stalin statues – this was an obvious attack on Soviet power. However, the riots were quickly put down by the Red army, but the consequences were not great ones, and therefore encouraged strikes in East Germany to occur. East Germans aired their grievances about wage cuts, but the Red army was called in to crush all uprising. 400 people were killed; Khrushchev was reverting back to Stalin's old methods, however people were not put off, as there are further problems in Hungary in 1956. Does this mean that the Red Army were no longer feared, or was there a change in attitude from the people? A level of both, most likely, but why? This leads back to Stalin and fear that he as an individual imposed on the countries. Khrushchev did not have that same effect, and from then on, people were more open to oppose him, knowing they could probably get away with a lot more. There was also a problem with East Germany, and how the collapse of it could have been crucial, in terms of ‘winning' the Cold War. Germany had been one of many significant factors in the Cold War, and a collapse in Germany would mean a collapse in Soviet power if the West were to reclaim it. This might have been a short term cause for the Warsaw Pact in 1955 – the Soviet's version of NATO – this not only gained support against the West, but also helped to unite a dividing sphere. This does not prove to be of any worth (at this time) as in the following year, Hungary has a revolution. There main aim was to get rid of Rakosi – a mini Stalin – through mass demonstrations, which later turned into street fighting. Oddly, Khrushchev introduces Nagy as the new leader of Hungary, instead of sending in the Red army. Was it now that he realised that the Red army did not have so much of an effect that it used to? This is the first time compromising had been used, but quickly backfired. Riots continued, and Nagy had declared Hungary would be leaving the Warsaw Pact. The S.U. was looking at losing control over one country, and sure enough, others would follow. The Soviets again, reverted back to trusted methods, calling in the Red Army to crush all uprising – killing Nagy in the process. The exact same happened with Czechoslovakia in 1968. It now seems that from 1945-68, there were times when the Soviet had complete control over Eastern Europe, and others, quite the opposite. Stalin had realised that in order to have control, he would have to use extreme tactics – the fear of the Red Army, propaganda etc. He also knew that with complete control, there was no edge way for choice or compromise with the people. This is where Khrushchev went wrong, expecting to have complete control when he gave individual countries more power. Knowing of such a relaxed attitude, the people then took advantage of this, and were no longer scared of the repercussions, as there is uprising after uprising under Khrushchev's rule. By the mid-50's effective control is on its way to becoming highly non-existent.

Singapore International Airlines

Contents COVER LETTER4 1PROSPECTS OF ECONOMY5 1. 1Global Financial Crisis5 1. 2Oil Prices5 2PROSPECT OF AIRLINE INDUSTRY5 2. 1General Trend of the Airline Industry5 2. 2Analysis of competitiveness of industry6 3VALUE CHAIN7 3. 1Training of Pilots/ Cabin crew/ Ground handling staff7 3. 2Branding and publicity7 3. 3Reservations and Ticketing7 3. 4Ground Operations7 3. 5In-flight Services8 3. 6Aircraft Operations8 3. 7Fleet Management and maintenance8 3. 8Customers8 4SINGAPORE AIRLINE’S COMPETITIVE ADVANTAGE8 4. 1The 4 components of SIA’s competitive strategy8 5FINANCIAL STATEMENT ANALYSIS9 5. Operating Performance Analysis9 5. 2Liquidity Analysis10 5. 3Solvency Analysis10 5. 4Profitability Analysis10 5. 5Stock Prices Analysis11 5. 6Comparison with Industry Average11 6SINGAPORE AIRLINES’ NON-FINANCIAL PERFORMANCE11 6. 1Learning and Growth11 6. 3 Internal Processes12 7RECOMMENDATIONS12 8APPENDIX13 9REFERENCES32 Cover Letter To: Ms Leo, CEO From: Investment Team Subje ct: Investment Report – Singapore Airlines Ltd This report contains an analysis of Singapore Airlines Ltd (SIA) with response to your query on desirability of making a fairly large medium-to-long term investment in the shares of SIA. Firstly, an analysis of the prospects of the airline industry which SIA operates in would be given to develop a better understanding of the business environment. The current state of economy will also be one of the highlights as it is perhaps one of the biggest concerns amongst investors. Next, the company’s value chain and competitive strategies would also be presented and analyzed to justify if SIA have the ability to sustain its growth despite numerous world-wide challenges such as the financial crisis and high oil prices. On top of that, an analysis of the company’s past financial statements and especially for the year 2007/08 would be presented to analyze the profitability and quality of earnings. For a more holistic approach, analysis of the company and industry using non-financial performance measures would also be used to address issues where financial measures are insufficiently informative. Comparisons with the industry and main competitors will also be made along the way to show how they fare and if the stock price has the potential to grow amongst stiff competition in the airline industry. Lastly, recommendations on the desirability of the investment would be given on our stand based on our analysis. 1Prospects of Economy 1. 1Global Financial Crisis The world’s economy is currently facing one of the worst financial threats ever since the Great Depression in 1929. Demise of US banks such as Lehman Brothers were due to huge corporate debt default which caused them to incur a large impairment loss. This tight credit crunch caused the downfall of the global stock market with fearful investors withdrawing their investments. In response to the gloomy outlook of the worldwide economy, assurance was given by the G7 as they announce to unveil a 5-point plan to counter the crisis and to stabilize the financial market. 1. 2Oil Prices The airline industry was drastically hit by the rocketing of aviation fuel prices for the past one year , forcing many companies to increase air ticket prices to cover the increased expenditure. Expenditure is accelerating at a faster rate than revenue; hence this has caused many airline companies to suffer a loss in operating profit. However, basket average crude oil prices has been on a declining trend. â€Å"Prices fell $18. 1/b or more than 14% in August, declining sharply from the record levels reached in July,† according to OPEC Monthly Oil Market Report September 2008. 2Prospect of Airline Industry 2. 1General Trend of the Airline Industry The current situation in the airline industry remains bleak. It is caused by a mix of weakening passenger demand, particularly i n the First and Business Classes, and the existing uncertain global economic outlook. Cargo demand has also plummeted, with a 6. 5% drop in demand for Asia-Pacific carriers in July 2008. However, SIA has been able to anticipate changes and continue to break new grounds. The procurement of A380 Airbus has helped SIA achieve substantial cost savings. In addition, conversion of five Airbus A340-500 aircraft into an All-Business Class set-up, and constantly ensuring that capacity best matches SIA’s demand , have proved to be profitable for SIA alone despite the overall weakening passenger demand. 2. 2Analysis of competitiveness of industry Since SIA’s overall profitability is largely influenced by the presence of competition, we have used Porter’s Model of Five Forces to analyze the competitiveness of the industry. Threats of substitutes Over the years, the airline industry has become increasingly competitive with entry of new competitors such as budget airlines. As such, some passengers are choosing to fly budget airlines for short travelling distances. Hence, demand from customers are becoming relatively price elastic, forcing some firms to lower their prices in order to stay competitive. Buyer Bargaining Power Buyer bargaining power is increasing due to the price transparency concerns of customers, as they can choose which airline to take. However, on the industry level, bargaining power is low. Supplier Bargaining Power Supplier bargaining power in the airline industry is high as the input required (aircraft, aviation fuel) is unique and there are no similar substitutes available. Rivalry among existing players The intensity of competition among airlines has increased substantially over the years as firms are narrowing the gap of the service quality and on board amenities. This has led to increasing emphasis in effective cost management for firms. Threat of Entry There are substantial barriers to entry for the industry due to the high initial fixed outlay and proprietary know-how. However, the entry of budget airlines poses potential threats to the existing players. Many firms have responded by buying shares in firms of budget airlines. 3Value Chain 3. 1Training of Pilots/ Cabin crew/ Ground handling staff SIA’s places great emphasis in training by continuously sending its employees for comprehensive and rigorous training. To present only the best service, SIA also imposes stringent selection tests of employees at the recruitment stage. 3. 2Branding and publicity SIA’s spending on advertising has been static over the recent years. Recently, TBWA replaced Batey agency which popularised the iconic Singapore Girl . SIA adopts a global approach to advertising in the international media, keeping the Singapore Girl icon as its representation of high quality service. 3. 3Reservations and Ticketing SIA’s website allows flight timetable downloads for gadgets such as pocket PCs and palm tops and synchronizes the data when it is amended. SIA’s ticketing offices are located in over 70 countries and it operates 24 hour telephone reservations and service call centres to help its customers. The use of interline e-ticketing allows ticket information to be stored in SIA’s secured database and shared among airlines on the customer’s itinerary. 3. 4Ground Operations SATS handles all ground operations which includes baggage/ airfreight handling and apron services. Technology such as Internet check-in, biometric checks and downtown check-in services are ingrained to speed up processing time. The application of Fully Automated Seamless Travel (FAST) integrates three processes comprising airline check-in, pre-immigration security checks and immigration clearance. SIA’s loyalty customers also have the privilege of priority check-in and enjoying exclusive facilities at its lounges. 3. 5In-flight Services Its in-flight on-demand entertainment system has over a thousand demand options and office software for passengers. Also, SIA also integrated the full size ‘space-bed’, on-board email and internet services in its First and Business classes. 3. 6Aircraft Operations SIA flies directly to 66 destinations and has recently increased flights to more popular destinations. SIA has transformed its cabins to full business class seating for its SG-NY flights and will be doing the same for its SG-LA Flights. . 7Fleet Management and maintenance SIA maintains young fleets of passenger and cargo planes. These fuel efficient planes are on the average age of 6-7yrs. It leases 34 out of its 126 aircraft on an agreement of range 4. 7-10. 5 years with options to sub-lease. SIAEC has also joined Airbus’ Maintenance Training Network, givin g it access to Airbus’ latest training methodologies. 3. 8Customers SIA’s KrisFlyer customer retention scheme has been effective to date and it now focuses on services for wealthy and business travellers, in conjunction with the PPS club . Singapore Airline’s Competitive Advantage Through the value chain comparison with competitors, SIA has achieved both differentiation and low cost strategies in its operations and stands out as a leader in the industry. 4. 1The 4 components of SIA’s competitive strategy 4. 1. 1Rigorous service design, development and continuous innovation SIA’s service development department constantly researches for and tests out new innovations. It uses the centralized innovation approach which involves three-step processes. The effective feedback channel helps to ensure that any useful suggestions are adopted. Employees are also sent on ‘spy flights’ on competitor’s planes to report their findings . SIA’s continuous innovation supports cost effectiveness and it transfers this margin to its customers. Some examples are improvements in seat and screen size, as well as in-flight services, which compares favourably to its competitors . 4. 1. 2Profit and cost-cutting mentality of employees SIA’s employees are well aware of the implications of high costs and they always strive to achieve customer satisfaction in a cost effective manner. Compared to the industry, SIA maintains a relatively young yet fuel efficient fleet. 4. 1. 3Holistic Staff Development All employees have a training and development plan which includes both functional and interpersonal skills. SIA’s aircrew is organized in teams of 13 and flies together for at least 2 years . Hence, these have helped to develop team bonding for delivering excellent service. 4. 1. 4Strategic synergies through diversification and world-class infrastructure SIA has reaped strategic synergies through diversification of its subsidiaries: SIA Engineering Company, SATS, SATS In-flight catering and Tiger airways. Diversifying has helped to avoid tough competition and to capture a larger market share by offering more types of services. Hence, SIA still gains the general market share through its 49% stake in the low-cost carrier Tiger Airways while focusing on wealthy and business travellers, 5Financial Statement Analysis 5. 1Operating Performance Analysis Revenue from the company’s operating activities increased by 12. 5% and expenditure increased by 7. 7%, causing the operating profit to increase by 60. 1% from 2007. Also, net cash provided by operation activities was has been positive and on an increasing trend. This tremendous improvement in operating profit is due the increased demand for SIA’s flights. 5. 2Liquidity Analysis 5. 2. 1Quick Ratio The ratio dropped from 1. 4 in 2007 to 1. 29 in 2008. This is largely due to the company recognizing more sales in advance of carriage under current liabilities. However, the overall quick ratio trend has been greater than 1. This indicates the relatively stronger liquidity position to meet current debts, especially compared with its competitors . 5. 3Solve ncy Analysis 5. 3. 1Debt-to-Equity Ratio The ratio dropped from 0. 12 in 2007 to 0. 11 in 2008. The result projects an optimistic outlook because the company was able to complete their purchase of new A380 planes without relying on outside funds and the value of the ratio is lower than its competitors. This indicates SIA’s strong ability to generate cash from operating activities for future growth. 5. 4Profitability Analysis 5. 4. 1Return on Average Equity Holders’ Funds The return on average equity holders’ funds dropped from 14. 9% in 2007 to 13. 56% in 2008. The major reason behind the decrease was due to sale of SIA building and investment in Singapore Aircraft Leasing Enterprise Pte Ltd in 2007. The extraordinary events led to a significantly large amount of profit in 2007. Hence, the drop in return on average equity holders’ funds is not a big concern. Compared to the 2006 figure of 9. 61% and 2005 figure of 11. 01%, the company has been more successful in generating returns for its equity holders. 5. 4. 2Earnings after Tax per Share (diluted) This is a conservative measure that takes into account of the employees exercising their share options. The diluted earnings after tax per share dropped from $1. 71 in 2007 to $1. 66 in 2008, largely due to the one time sale of assets in 2007 mentioned above. The drop is not a concern because it still shows an increasing trend. 5. 4. 3Dividends per Share The overall trend of the dividend payout is positive and investors are expected to receive a fair share of dividends annually . 5. 5Stock Prices Analysis The general price trend of SIA stocks shows an upwards inclination. It reached a peak at around November 07 and prices have been decreasing since. One of the reasons why stock prices started to decrease is due to rising fuel prices. In view of the recent financial turmoil, the unstable economy is expected to have a significant impact on stock price. As compared to its major competitors, the stock price decrease was fortunately not as drastic. Also, we should note that this is a temporary mark to market loss suffered and not a permanent impairment loss incurred by SIA. 5. 6Comparison with Industry Average Overall, SIA’s financial performance is above industry average in comparison. 6Singapore Airlines’ Non-Financial Performance Non-financial performances are an integral part of a company which is bound to affect a company’s financial position in the long run and will determine its sustainability amidst stiff competition. A comparison with their closer competitors is also being considered . 6. 1Learning and Growth SIA places large emphasis on its employees. One of its strategies to train its employees includes company-wide Core Developmental Competency Framework, which seeks to help staff identify their strengths and opportunities for improvements. SIA Group also has seven training schools to deliver training in each core functional areas. This includes the Transforming Customer Service (TCS) initiative and general management training. Furthermore, SIA has in place share-based remuneration programmes which aim to more directly align the interests of senior management with the interests of shareholders. . 2Customer perspective One of SIA’s strengths lies in its superior customer service and excellent facilities on board. On top of that, SIA also places large emphasis on the safety of its customers on air and have introduced various new methods and equipment on board with the customers’ welfare and convenience in mind. SIA’s efforts in providing excellent customer service ar e evident by the many awards and accolades they garnered over the past years. These awards have enhanced their reputation and enabled them to dominate in the Airline industry. 6. 3 Internal Processes SIA’s Value Chain was analyzed to gain better understanding of its internal process. 7Recommendations From the above analysis, we understand that the airline industry that SIA operates in is extremely volatile and competitive. Coupled with the problem of rising fuel prices, the future do poses many challenges for SIA. However, having analyzed SIA’s strategies and operation style, we can see that SIA has been effective in managing the challenges faced to date, despite it being a relatively small and young airline compared to the other players in the industry. This is evident from the good financial performance of SIA. Thus, our team is optimistic about SIA’s growth prospects for the next 5 to 10 years and we predict that an attractive return can be guaranteed if the shares were bought. However, in view of the financial turmoil, we suggest putting the investment plan on hold first and wait for share prices to plummet to a sufficiently low point before buying the shares. Ultimately, this will help our company to take advantage of the low share price and maximize returns in the future. 8Appendix Appendix 1 Article 1 From The Times October 9, 2008 Interest rate cuts overshadowed by spectre of recession IMF says world is heading for major downturn Patrick Hosking, Banking and Finance Editor Interest rates across the world were slashed yesterday as central banks took unprecedented emergency action in an effort to contain the worst economic threat since the Great Depression. Hours after the Government unveiled a ? 500 billion rescue package for the British banking system, the Bank of England joined forces with its counterparts across the Western world to cut rates by half a percentage point. The extraordinary level of coordination was designed to demonstrate resolve in the face of financial panic but failed to restore confidence in the stock market. Share prices rallied briefly in London but the FTSE 100 index closed down 239 points at 4,367, its lowest point for four years. In its bleakest forecast for years, the International Monetary Fund said that the world was entering a major downturn in the face of â€Å"the most dangerous shock . . . since the 1930s†. The US and Europe were either on the brink of or already in recession. Appendix 2 Article 2 Home > Breaking News > Money > Story Oct 11, 2008 G7 vows to fight crisis WASHINGTON – GROUP of Seven finance chiefs on Friday unveiled a five-point plan to fight the global economic firestorm and restore confidence in the financial system by shoring up struggling banks. ‘The G7 agrees today that the current situation calls for urgent and exceptional action,' the US Treasury said in a statement on behalf of the G7 nations. We commit to continue working together to stabilise financial markets and restore the flow of credit, to support global economic growth,' it added after the finance ministers and central bank chiefs from the G7 nations – the United States, Germany, Japan, France, Britain, Italy and Canada – met in Washington. Appendix 3 Graph 1 Appendix 4 Newspaper Extract 1 The Straits Times, October 19 2008 Money Section Appendix 5 Exhibit 1 Airline Industry†™s Value Chain and competitive advantage The diagram below describes the Primary activities that is included in SIA’s Value Chain Appendix 6 Article 3 SIA stays the course with its branding strategy American advertising agency TBWA took over the coveted account from Singapore- based agency Batey – the name behind SIA's ad campaigns for the past 35 years.. †¦ Many marketing experts, who were looking for a significant change in SIA's branding strategy, were surprised by the lack of it, while others felt the ads weren't much of a head turner†¦ SIA spokesman Stephen Forshaw says critics have got it all wrong. Branding is not only about advertising. More importantly, it is about the substance behind the brand. ‘It perplexes me that people think the key to branding is advertising. It's not,' he says. ‘The key to branding is getting the fundamentals of the business right first. ‘Advertising is merely a way of communicating between the organisation and its customer base. ‘ †¦ †¦ But there remains a key constant – the Singapore Girl icon. ‘The representation of the Singapore Girl is what the brand delivers to customers – that is very high quality service,' Mr Forshaw says†¦. †¦ A significant application of biometric technologies currently being developed at SIA’s hub at Changi Airport in Singapore is the FAST (Fully Automated Seamless Travel) process. In November 2004, a six-month pilot test of FAST has been initiated based on a biometrics technology that integrates three processes: airline check-in, pre-immigration security checks, and immigration clearance†¦ †¦ This initiative at Changi Airport is a world’s first of integrating these processes with the clear objective of driving service excellence at airport operations and SIA’s ground services, while at the same time driving efficiency and improving security.. Appendix 7 Table 1 Kris Flyer Programs The table below describes the KrisFlyer programs of SIA. Level Benefits Young Explorer Club†¢Earn and redeem miles for free travel just like other KrisFlyer members †¢Miles earned go towards qualification for higher tiers of membership Kris Flyer Elite Silver†¢25% bonus on actual miles flown whenever you fly Singapore Airlines, SilkAir or Virgin Atlantic. †¢Priority Reservation Waitlist and Priority Airport Standby Kris Flyer Elite Gold†¢25% tier bonus on actual miles flown each time you credit the miles you earn on Singapore Airlines, SilkAir and Virgin Atlantic. †¢Increased Check-in Baggage Allowance (20kg, or one extra piece of baggage). Priority Airport Check-in and boarding and baggage handling †¢ Access to Star Alliance Gold Lounges. PPS Club†¢Exclusive Gift Vouchers to purchase items from our inflight shopping service, KrisShop. †¢Enjoy reduced or waived fees for various KrisFlyer services. †¢Travel Assistance and Insurance. †¢25% tier bonus on actual miles flown each time you credit the miles you earn on Singapore Airlines, SilkAir and Virgin Atlantic. †¢If your reservation for a seat in First or Raffles/Business Class cannot be confirmed immediately, you will be offered the option of a guaranteed seat in Economy Class on the same flight. 100% increased check-in baggage allowance on all Singapore Airlines and SilkAir flights †¢ Extended Use of Silver Kris Lounges. †¢Access to Virgin Atlantic Clubhouses. Solitaire PPS Club †¢25% tier bonus on actual miles flown each time you credit the miles you earn on Singapore Airlines, SilkAir and Virgin Atlantic to your KrisFlyer account. †¢Supplementary Card for your spouse, who will be accorded the same level of service as you whenever they travel. Appendix 9 Article 5 Cost-effective service excellence: lessons from Singapore Airlines An additional source of intelligence is SIA’s â€Å"spy flights†, where advisors travel with competitors and report on their offerings†¦ †¦ SIA builds team spirit within its 6,600 crew members through its â€Å"team concept†, where small teams of 13 crew members are formed and then fly together as far as possible for at least two years. This leads to the development of team spirit and social bonds within the team that reinforces the culture of cost-effective service excellence and the peer pressure to deliver SIA’s promise to customers†¦. Appendix 10 Table 2 The tables below show the comparison between the in-flight facilities provided by SIA and their competitors. Airline comparison in terms of screen size AirlineEconomy ClassBusiness ClassFirst ClassOthers Singapore Airlines10. 6’15. 4’ LCD23’ LCD (1280Ãâ€"768 Pixels)100 movies, 180 TV shows, 20 radio stations, 65games, 700music CDs, office software, noise cancelling headsets Cathay9’ widescreen15’ widescreen17’ widescreen100 movies, 350 TV shows, 22 radio stations, 888 CDs, 70 interactive games, noise cancelling headsets Qantas6. 3’10. 2’8. 3’60 movies, 200 TV shows, 20 radio stations, 10 games, 150 music CDs, noise cancelling headsets Airlines comparison in terms of in-flight services AirlineSingapore AirlinesQantasCathay 1st Class- 88. 9cm wide, fine grain leather seats – Flat bed – Adjustable table height – Dressing table with mirror – Plush duvet, fluffy pillows – Ferragamo Toiletries – Givenchy Sleeper Suite and suede slippers – Power outlet – Noise cancelling headsets- 198cm long flat bed – Light meals/ snacks available anytime – Built in massage capability in each chair – Payot paris toiletries – Akira Isogawa pyjamas, eyeshades – Power outlet – Noise cancelling headsets- 205. 7cm long, 63. 5cm wide flat bed – Personal Closet for clothes, hoes, mattress, pillows – Extra large tray table – Mood Lighting – Adjustable reading light – Built in massage capability in each chair – Acca Kappa Amenities set – Power outlet – Noise cancelling headsets Business Class- 1-2-1 layout with 76cm width seats – Flat bed – Light duvet, large pillows – Computer usage with USB ports and keyboard – Business lounge – Snack corner – Eau de toiletries – Power Outlet – Noise cancelling headsets- 2-2-2 layout – Shoe compartment – Coat Hook – Built in massage capability in each chair – Meal and cocktail table – Adjustable reading light – Inflight bar – Marc Newson amenities kit with Korner skincare product – Power Outlet – Noise cancelling headsets- 2-3-2 layout with 198cm long, 52 cm wide seats – Flat bed – Built in massage capability in each chair – Extra large tray table – Mood Lighting – Adjustable reading light – Extra large tray table – Agnes B Amenities kit with Murad/Dermalogica skincare products – Power Outlet – Noise cancelling headsets Appendix 11 Table 3 Average Age of Aircraft Average Age of Aircraft, 31March 20082007-20082006-20072005 – 20062004 – 2005 SIA Passenger Fleet (Months)77757664 SIA Freighters (Months)88766865 Industry Wide (Months)162160159157 Appendix 12 Table 4 Operating Performance of Company The CompanyCathay Qantas in S$ million 200820072006200520082008 Revenue12,759. 6011,343. 9010,302. 809,260. 109753. 27715051. 7 Expenditure-11,115. 60-10,316. 90-9,651. 80-8,562. 20-8751. 65-13774. 2 Operating Profit1,644. 001,027. 00651697. 91001. 6271277. 527 Percentage Change60. 10%57. 80%-6. 70% 33. 40% (compared to previous year) Cash Flow from Operating Activities4269. 43163. 52309. 62786. 62,540. 032,101. 91 Appendix 13 Table 5 Quick Ratio Calculation Quick Ratio = Quick Assets/ Current Liabilities (Quick Assets exclude inventories & prepaid assets) The GroupCathayQantas n S$ million 200820072006200820082008 Current Assets8,313. 308,248. 805,938. 304,943. 90339075616. 2 Inventories507. 7534. 1517. 5442. 5882215. 7 Section 44 tax prepayments-46. 7166. 2221. 4– Prepayments104. 986. 1—- Quick Assets7,700. 707,581. 905,254. 604,280. 00330255400. 5 Current Liabilities5,957. 705,258. 404,842. 503,901. 60273947603. 9 Quick Ratio1. 291. 4 41. 091. 101. 210. 71 Appendix 14 Table 6 Debt-to-Equity Ratio Calculation Debt-to-Equity ratio shows the composition of debt and equity in the capital structure and measures the degree to which the company relies on outsider for funds. Debt-to-Equity Ratio = Total long-term liabilities/ Total stockholders' equity The GroupCathayQantas in S$ million 200820072006200520082008 Long-term Liabilities1,599. 201,805. 801,824. 402,333. 304860. 20913. 5022 StockholderEquity15,125. 2015,100. 0013,470. 6012,342. 3016759. 325753. 29 Debt-to-Equity Ratio0. 110. 120. 140. 190. 290. 16 Appendix 15 Table 7 Return on Equity Holder's Fund Calculation Return on equity holders’ funds = Profit attributable to equity holders of the Company / Average equity holders’ funds (Percentage) The GroupCathayQantas 200820072006200520082008 in S$ million Profit attributable to equity holders2049. 2128. 81,240. 701,309. 507023969 Equity Holder's funds15,125. 2015,100. 0013,470. 6012,342. 30505495731. 2 Average equity holders' funds15112. 614285. 312906. 4511898. 747967. 55683. 05 Return on equity holders' funds13. 56%14. 90%9. 61%11. 01%14. 64%17. 05% Appendix 16 Table 8 Earnings after Tax per Share (diluted) Calculations Earnings afte r tax per share (diluted) is computed by dividing profit attributable to equity holders of the Company by the weighted average of ordinary shares in issue excluding treasury shares, adjusted for the dilutive effect on the exercise of all outstanding share options. The Group 2008200720062005 Profit attributable to equity holders of the Company(S$ millions)2,049. 402,128. 801,240. 701,352. 40 Adjustment for dilutive potential ordinary shares (S$ millions) (5. 10) (4. 80) (3. 60)- Adjusted net profit attributable to equity holders of the Company (S$ millions)2,044. 302,124. 001,237. 10- Weighted average number of ordinary shares in issue (million)1,216. 001,233. 601,219. 501,218. 20 Adjustment for dilutive potential ordinary shares (million)14. 910. 02. 1- Adjusted weighted average number of ordinary shares (million)1,230. 901,243. 601,221. 601,218. 0 Diluted earnings per share (cents)166. 1170. 8101. 3111. 0 Appendix 17 Table 9 Dividend Schedule The Group 2008200720062005 Interim dividend (cents per share)20. 015. 010. 010. 0 Proposed final dividend (cents per share)80. 035. 035. 030. 0 Dividend cover (times)1. 71. 72. 32. 8 Appendix 18 Exhibit 3 SIACathay PacificQantas Airways SIACathay PacificQantas Airways 52 Weeks Range Volatility47%63%59% H ighest Price in 52 Weeks$19. 90$24. 00$6. 06 Lowest Price in 52 Weeks$10. 52$8. 77$2. 50 Appendix 19 Table 10 Figures for Industry Averages are taken from Reuters (www. reuters. com) Industry AverageGroup's Average Quick Ratio0. 921. 29 Interest Coverage0. 0426. 42 Return on Assets0. 19%8. 10% Return on Equity-0. 04%13. 60% Appendix 20 Table 11 Non Financial Evaluation in the form of a BSC Learning and Growth Aspects of MeasurementMeasuresEvaluation Employee DevelopmentEmployee training programmes implemented †¢Implementation of a company-wide Core Developmental Competency Framework. Consisting of eight core competencies, it allows staff to identify strengths and opportunities for improvement. †¢Three areas have been prioritised for follow-up action: Pay and Benefits, Career Development, and Working Relationships. This shows that they are concerned about its employees’ welfare, not just giving them financial satisfaction. †¢Introduced a web-based self-learning security program for cabin and technical aircrew. †¢Seven training schools Employee satisfactionEmployee benefits schemes †¢Short-Term Incentives Short-term incentives generally take the form of an annual profit-sharing bonus. Payment of the variable bonus is based on employees achieving the target levels in the following: (i) SIA Group’s Return on Shareholders’ Fund; (ii) SIA Company’s Operating Profit Margin; and iii) SIA Company’s Passenger Load Factor †¢Long-Term Incentives The Company has put in place share-based remuneration programmes allowing employees to share in its growth and success. These plans comprise the Performance Share Plan (PSP), Restricted Share Plan (RSP) and Employee Share Option Plan (ESOP). InnovationNew technology and innovations†¢KrisWorld, Singapore A irlines' award-winning and ever-expanding inflight entertainment system, offers customers a wide range of entertainment options. Customers can choose from a variety of movies, TV programmes, music CDs and channels. There is also an extensive selection of video games and interactive applications including Berlitz Word Traveler, a fully interactive learning programme. These techonology implemented allowed them to be one of the best airlines in the industry to offer such entertainment system. †¢Uses Three-step centralized innovation process. Examples are the recently launched design of the Airbus A380 cabin. Customer Overseas presenceNetwork Development†¢As of 31 March 2008, Singapore Airlines operated 726 weekly flights to 66 destinations in 36 countries. Including codeshare services with Star Alliance and partner airlines, the Airline’s global route network grew to 149 destinations in 46 countries. †¢In August 2007, SIAEC acquired 100% of Aircraft Maintenance Services Australia to offer line maintenance services at international airports in Australia. The acquisition is part of the Company's continuing effort to capture a larger slice of the global maintenance, repair and overhaul (MRO) market by extending its reach o new growth markets and to broaden the span of its services to offer total maintenance solutions to airlines. SafetySafety measures introduced†¢Introduced a web-based self-learning security program for cabin and technical aircrew. It also successfully completed its second renewal of the IATA Operational Safety Audit. The audit covered key operational areas across the Airline, including flight safety, emergency management, engineering maintenance and ground handling. The Airline is also working closely with other safety organisations, such as IATA and AAPA, to promote and enhance flight safety. Service rangeNew services improvements to current flights†¢KrisShop launches new online sales portal krisshop. om, featuring an online catalogue and selections exclusive to Singapore †¢ECONOMY CLASS Improved design and use of light, thinner materials which provide more personal space and legroom. Other features include a non-intrusive reading light installed underneath the seatback screen, personal storage space for spectacles and smaller items, and adjustable footrest. †¢BUSINESS C LASS The A380 is configured with 60 Business Class seats. All seats offer direct access to the aisle, with a 1-2-1 forward-facing configuration. The new Business Class seats onboard the A380 are the widest in its class for any airline. At 85-cm wide, the seat is similar but slightly bigger, than the Business Class seats fitted on the Airline’s Boeing 777-300ER fleet. Business Class on the A380 also features a Passenger Corner, specially created for these customers to pick up snacks and socialise during long flights. †¢AIRLINES KRISWORLD Customers can choose from more than 1000 entertainment options featured on the new KrisWorld, including movies, television programmes, music, learning applications and 3D games. Screens across all classes are bigger: 58cm in Suites, 39cm in Business and 30cm in Economy. Singapore Airlines customers flying on the A380 and B777-300ER, are also able to work. Inflight through a comprehensive suite of office applications which can be accessed via the handset and without a laptop. All seats come with their very own USB port and in-seat power supply. †¢INTERLINE E-TICKETING Singapore Airlines ranks as the first non-US carrier, and third in the airline industry, in implementing interline e-ticketing. As of March 2008, 97% of all tickets issued from the Airline’s sales channels were e-tickets. All Singapore Airlines’ stations in the network are e-ticket enabled. According to IATA ranking in March 2008, Singapore Airlines has 120 Interline e-ticketing partners, among the highest in the industry. Corporate Social ResponsibilityRaising money for charities †¢Over $1. 9 million was raised and distributed to charities in Sydney, Singapore and the global humanitarian organisation, Medecins Sans Frontieres. Singapore Airlines announces it will auction seats in the world’s first A380 flight on the global online marketplace, eBay. All money raised from the auction is to be donated to four charities. The auction starts on 27 August 2007 and runs for two weeks. Environment†¢The A380 is a cleaner, greener, new generation aircraft – fuel burn, compared to a Boeing 747, on a per-seat basis is 20% less, and its noise footprint at take-off and landing is about 95% lower than any aircraft introduced 40 years ago. It is the cleanest, most environmentally friendly large passenger plane to take to the skies. Importantly, it will also help to deal with congestion at busy airports by offering more seats without the need for more frequencies. And it is delivering a substantially lower fuel burn per seat mile than the older generation large passenger jets. Image and reputationAwards and Accolades September 2008 Business Traveller Asia-Pacific â€Å"Best Airline† for the 17th consecutive time in its 2008 Readers' Poll. †¢Best Asia-Pacific Airline, Best First Class Best Business Class and Best Economy Class. With ten editions worldwide, Business Traveller is the world's leading publication geared towards frequent business traveller s. †¢World's Best Awards 2008 survey â€Å"Best International Airline† for the 13th consecutive time in its. The magazine has a readership of almost five million. February 2008 †¢Air Transport World (Global) Airline of the Year March 2008 †¢Frost & Sullivan Asia Pacific Aerospace & Defence Awards (Asia) Airline of the Year Business Process Process efficiency Solutions to improve business efficiency †¢Introduction of A380 to cater to high demand from customers and also attempted to cut costs that was passed on from high oil prices since the use of bigger airplanes will be more cost efficient as opposed to flying smaller airplanes with more frequency. In addition, five new Boeing 777-300ER aircraft were delivered. These raised the number of Boeing 777 aircraft in the operating fleet to 72, reaffirming Singapore Airlines’ position as the world’s largest operator of the Boeing 777 family. The four-time weekly service via Moscow started in March 2008, boosting the number of weekly passenger flights between Singapore and the USA to more than 50. Frequency was increased between Singapore and cities in Asia and Europe to meet growing demand for air travel. This shows that they continually increase their frequency to meet demands and improve services towards customers. Employee EfficiencyValu e added per employee†¢There is an improvement from $497,662 to $530,859 which is an increment of 6. 7% over the last financial year. Appendix 21 Table 12 Comparison with Close Competitors SIACathay PacificQantas Learning & GrowthAir Crew training -4 month long training for stewardesses which includes both functional and interpersonal skills -Promote team dynamics by organizing aircrews in teams of 13 and flies together for at least 2 years Self Learning – Web-based self-learning security program for its cabin and technical crew to increase efficiency in learning Air Crew training – Staff alignment survey to ensure better employees’ expectations. – Leading-edge training and development programmes to enhance the skills of our workforce. -Business-driven learning Confidential counselling through our Employee Assistance Programme. Air Crew training – Comprehensive training program that covers topics including customer service, medical aviation, aircraft and personal safety, emergency procedures. – QGFT provides high level practical and theoretical training in dedicated facilities. Internal Business Processes-Cost cutting solutions to improve business efficiency through introduction of Airbus 380 which offers the state of the art aircraft and that it also cuts back on fuel costs. – Diversity of businesses by tapping into budget airline Tiger Airways. Average fleet age of 6. 41 years-Cost cutting solutions to improve business efficiency by publicly announcing plans to replace a few older aircraft with new fuel-efficient plans and retrenching employees. -Average fleet age of 11 years. -Cost cutting solutions to improve business efficiency through introduction of Airbus 380 which offers the state of the art aircraft and that it cuts back on fuel costs. -Overly focused on cost cutting such that safety is being compromised, and they are currently under supervision by CASA -Average flight age of 9. 3 years Diversity of businesses by tapping into budget airline and currently holds stakes in Jetstar. Customer Perspective- Close relationship and builds loyalty through branding. – Excellent in flight ente rtainment on board that is crucial for longer flights. – Low safety concern: Introduced a web-based self-learning security program for cabin and technical aircrew and has completed its second renewal of the IATA Operational Safety Audit. The Airline is also working closely with other safety organisations, such as IATA and AAPA, to promote and enhance flight safety. Build and maintain a good social image and reputation- Excellent in flight services on board with brand new state-of-the-art in-flight entertainment system with audio and video on demand for the business class. – Low safety concerns and they emphasized that safety is of utmost importance: established the Board Safety Review Committee and Airline Safety Review Committee – Safety problems have been an issue recently with numerous cases of technical problems and causing flight delays. The Civil Aviation Safety Authority (CASA) told Qantas to improve the maintenance of its planes, after several flights ha d been cancelled or delayed due to engine problems. † – Social image declining due to adverse news reports about concerns over safety levels. Appendix 22 Article 6 Singapore world's best airline STUART INNES 20 September 2008 SINGAPORE Airlines, the first to have daily international flights through Adelaide Airport, has been named best airline by Business Traveller Asia-Pacific magazine The readers' votes also gave the airline wins in categories for best first class, best business class and best economy class. The gongs come on top of other awards to Singapore Airlines such as the annual Skytrax survey, which voted it airline of the year. US-based magazine Travel + Leisure readers voted Singapore Airlines as best international airline in its 2008 World's Best Awards. 9References Books Loizos Heracleous, Jochen Wirtz & Nitin Pangarkar (2006) Flying High in a competitive industry: Cost-effective service excellence at Singapore Airlines McGraw-Hill Educatiion (Asia) Databases Factiva http://global. factiva. com. ezlibproxy1. ntu. edu. sg/sb/default. aspx? NAPC=S&fcpil=en Journal Articles Shank, K. J. and Govindarajan, V. (1992). Strategic Cost Management and the Value Chain. Journal of Cost Management, Winter 1992, 5(4):5-21 Chivaka, R. (2007). Strategic Cost Management: Value Chain Analysis Approach. Accounting SA, August 2007, 25-27. Porter, M. E. (1985). Competitive Advantage. The Free Press, New York, Ch. 1, pp 11-15. Newspaper Reports The Straits Times, October 19 2008, Money Section, SIA sees 1. 6% drop in flier numbers Other Reports Singapore Airlines Ltd Financial Report 2007-08 Singapore Airlines Ltd Financial Report 2006-07 Singapore Airlines Ltd Financial Report 2005-06 Singapore Airlines Ltd Financial Report 2004-05 Cathay Pacific Financial Report 2007-2008 Qantas Airways Financial Report 2007-2008 Websites www. cathaypacific. com www. qantas. com. au www. reuters. com www. singaporeair. com http://business. timesonline. co. uk/tol/business/industry_sectors/banking_and_finance/article4909976. ece http://www. straitstimes. com/Breaking%2BNews/Money/Story/STIStory_288507. html www. venturerepublic. com/resources/Singapore_Airlines_ ¬_An_Excellent_Asian_Brand. asp www. singaporeairfreight. com/ttd_bizenterprise/Singlenews. aspx? DirID=64&re

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Nestle Case Study Example | Topics and Well Written Essays - 750 words

Nestle - Case Study Example The board of directors of the company does not show good tactics in solving the issues affecting the company. This is the main problem that has afflicted General Mills Company for many years. Lack of good strategies in running the company is very evident. The company is seen to be shifting from one type of business into another with the aim of expanding their business or maximizing profits, but in return, it gets losses. This is a show poor market research and consideration of the market statistics over the years. According to Wojahn, General Mills Company underwent a series of losses after it decided to start business dealing in non-food substances. This was immediately after the Second World War when it ventured into home appliances, electronic goods, animal feeds, and commercial flour. Wojahn (Wojahn, 2003: p25) says that this was as a result of the rush they had into the market after noticing opportunities to invest in. They needed to conduct a market research to determine the ma rket trends, their preferred produce and customer patterns before they could venture into it (Wojahn, 2003: p25). Their lack of good strategies also makes the board decide on moving out of a market without proper consideration of future outcomes. The company easily pulls out from a market it has tried out but has not been successful. This is shown immediately after the Second World War when it pulled out from electronic goods, home appliances, and animal feeds. In this case, the company had to set the right strategies that could see it, make profits in the same business venture rather than losses. They needed to conduct market research and improve on their products so as to gain a good market share that could make them gain good profits (Wojahn, 2003: p25). After the fail in home appliances, electrical goods, and animal feeds the company still ventured into worldwide sale of snack foods. This could have been a success to the company, but they pulled out so soon. General mills Compan y bought a number of companies dealing in snacks in the following years and even had plans to acquire an international company to deal in manufacturing of shaped snacks (Wojahn, 2003: p25). This vision went blank when FTC restricted them from buying any more companies due to antitrust reasons. The company then started to sell the bought companies one by one, until it remained with only one company. In this case, they needed to expand the already acquired companies to gain market share and profits, which they could use to open other companies. Pulling out of the business after some time shows a lack of good strategies in running the company (Wojahn, 2003: p25). Considering their lack of tactics in dealing with issues at hand, the company’s board of directors, is seen to lack active participants in discussion of matters affecting the company. This is evident when the CEO of the company urges the directors to ask for questions that can help to point out a problem in decisions ma de by the board. The board is seen to remain silent (Wojahn, 2003: p25). This is a big show of the lack of tactics in dealing with issues affecting the company. The CEO of the company is also seen to lack tactics in handling situations when it is evident that, he takes an average of the views put forward by the board to make a decision. A director need to listen to his directors views but come up with his own critically analyzed decision. Following any of the views put forward is the main problem facing the company. From the above analysis, one of the

I don't know Essay Example | Topics and Well Written Essays - 500 words

I don't know - Essay Example â€Å"The Toxic Reef† portion of this side of the museum is rendered to serve public view an insight about the unfavorable effects of toxic wastes and the levels of toxicity that occur to induce stress on the underwater corals. Through certain architectural items mounted in the historic sites of the museum, it may be observed that such sculptures consist not only of the visual elements which artists had put to shape and form. Plant shelters like nests and moss-looking structures are embedded on the rigid pieces to serve the purpose of art and haven for birds and other small flying creatures that seek places of refuge. This beautiful scene is likely schemed to attract visitors not merely with the classic and modern concept of art but even with the sight of dynamic nature that goes well with it. A couple of fellow visitors have remarked about experiencing the sight and sound of lovely singing birds that seem to dwell in comfort among the architecturally built vast figures. In the conservation may also be found the â€Å"bee skep† which is said to be a conventional beehive patterned after the basic human invention of honeycomb made of an upside-down coiled basket. On the outside, the â€Å"bee skep† appears too plain for a viewer who would expect a more significant detail, but on actually getting real close to this exhibit, a specific unique smell lingers. At first, there emerges strange sense of odor in smelling the material from the inside but in a longer span such odor becomes interesting, as though an instant connection to understanding the habitat of bees is established. To this extent, a visitor realizes the essence of keeping the Indiana State Museum where, besides feasting on the delightful looks of human creations and versatile artistry, gaining of socio-environmental consciousness annexes cultural awareness. Consequently, the sentiment evolved for the pieces of

DQ Week 7 (Managing Professionals) Essay Example | Topics and Well Written Essays - 250 words

DQ Week 7 (Managing Professionals) - Essay Example Of the four key traits that the Traits Model of Leadership identifies as being present in a successful leader, which have you seen in your favorite manager or supervisor? How were these traits demonstrated? The key traits I have seen in my favorite supervisor are personality and values. These traits are demonstrated every time she interacts with us. She is a soft-spoken, but formidable woman who does not let anything stress her out. If she does get stressed, she does not show her team members. She also comes to work early, and always makes sure protocol is followed when needed. I would choose a Theory Y manager because I would like my opinions to matter. I know I am the type of worker who takes pride in doing my job. As such, I would appreciate a manager who recognizes my effort and the work I put in. Two advantages come to mind in this situation. One would be getting work done because workers are motivated with the reward that comes after production. Another advantage is getting immediate feedback (punishment or reward) and thus knowing what areas need improvement so as to get better at one’s

Need for Survival Essay Example for Free

Need for Survival Essay The first topic I will be talking about is your need for physical survival. There is the need for food and water you will need shelter and some other odds and ends. You will need food first of all you will need to find a place that produces a sufficient amount of food such as a vegetable patch or a shop or a farm. In the book tomorrow when the war began they went to one of the houses that had a good well running vegetable patch and they choose good fruit and vegetables that would last for a good and long period of time. Also during the story they ended up using the shearers quarters to hide from the army people this was also done to get out of the weather. They had many water supplies they had the water in hell the opened out dam the water in the bottles. In the episode of man vs wild he found a snake in by the creek and he caught it and he bit just behind the jaw line and it killed the snake instantly he saved the snake until later when he had set up his shelter and fire he found a shelter in an old cave he set up his fire and he then sat the snake on it until it cooked properly while the snake was cooking he went of and found a hole in which had dirty water in the bottom he used his shirt some charcoal and some rocks and dirt to act as a strainer and clean the water he had to repeat this a couple of times until the water was drinkable and that is how. I am going to summarise the basic survival skills that were used in man versed wild an there is more to survival than the physical survival skills there are mental and tactical survival skills which I will be talking about next. There is more to survival than physical survival there is mental survival which is what I will be talking about now.

Reflection on Te Tiriti O Waitangi in Practice Setting

Reflection on Te Tiriti O Waitangi in Practice Setting Assessment Task 1 During my placement my coordinator and I had been practicing te tiriti o Waitangi in all aspect of service given to clients. It has four principles namely partnership means a written agreement between the client and the social worker through consenting contract in which the client allows the social worker to conduct consultation to gather information and disclose all relative information that will help in caring for the client. Protection means taking good care of one’s culture such as in te tiriti o Waitangi it is stated that maori have their ownj absolute sovereignty in term of their tonga relatively clients should be make aware of their own protection right that greatly serve their culture, traditions and customary practice allowing them express their feeling using their own language respecting them whatever their situation, providing gender appropriate social worker, and by giving privacy and confidentiality. Participation means involvement of nwhanau in all levels of care, consultation and in making of care plans. Also using Maori models of health such as te whare tapa wha which covers all the aspect of wellbeing namely hinegaro, wairua, tinana and whanau. Permission means allowing them to practice their own culture by giving them the right to speak te reo maori any time and providing them accessible service to health. Assessment Task 2 Context/Setting Individual/group Age group Summary of reason for admission to residential care L.J. young adult The client has committed several times of criminal offending and her family could not control him anymore. Meetings and Communication (related to admission process) Date Notes/key points of information provided to the residents We gave the client a brief information about the facility his going to stay for a brief time, also information about what his going to expect from us and the facility. Furthermore, we described the admitting process so he will be able to cooperate accordingly. The information that I gathered from the clients that determines his place of residence are the following spiritual beliefs, cultural and spiritual practices. I made sure that he can still observe his routines like attending church and perform cultural related acts such as karakia. I also gather information with regards to his health condition if there is any history of disease he has and medication he had been taken if there is any. His dietary requirements if there is limitation or required diet he should take any allergies to food, I made sure that in his placement he will still be able to eat their traditional food. I formation about his whanau and support people is the most important, I asked him some questions about his family background so that I know where to contact them for the progress of the client. Lastly I interviewed him about his hobbies and activities that his been doing before so that I can help him in pursuing it while his inside the facility or give him certain ac tivities that will help him divert his attention. First is that we made sure that his safety is prioritize in a way that he has a safe environment and away from people or things that triggers his aggressiveness. Second, we assessed him with regards to his health situation, any medication his taking also his education and social history. Third, we interviewed his whanau to gather significant information regarding their son’s behavior any gather information with regards to the reason of his offending acts. Lastly, we sort out the information gathered and determine the appropriate placement he needs that will suits his over all wellbeing. we made sure that all relevant information are gathered by having some time to talk with his peers, because we supposed that he is more close to his friends and more comfortable in telling their emotions rather than his parents, to know what are their social activities to determine the main reason of his acts. Assessment task 3 Contribution to planning for care of the resident Date Notes/key points of any meetings or other communication details of actions related to planning for the care of the resident Through meetings with his whanau we were able to gather relevant information of what they observe on their child that can affect his deeds. We also assessed and involved the client in making the plan. Factors that we considered during planning are the following his appropriateness of the service given by the facility, special needs that they can provide such as health needs if he has regular medication, educational necessities like enrolling for an alternative school, cultural needs wherein his given time to attend church to practice his customs and beliefs and making sure that his social needs are met like involving him in a community activities that suits his interest or hobbies. We also considered other agencies that could help on facilitating his rehabilitation such as CYFs. matching of the resident’s needs with the services provided by the residence, objectives of the plan, resources that are available to achieve the objectives of the plan, time frame that is consistent with the use of available resources, the roles and responsibilities of people in the plan, methods of evaluating progress. We made sure that the client and whanau are always involved in all levels of care in order to produce and promote effective care planning that suits his needs and desires while rehabilitating him. Assessment Task 4 Contributions to care of resident Date Notes/key points of any meetings or other communication, details of actions related to care of residents After planning we informed the client that the information that he gave to us during planning will reflect to the cares that will going to deliver. My roles and responsibilities for the client are to ensure the safety and wellbeing of the resident as their first consideration at all times. I was able to fulfil all their allocated responsibilities in accordance with the social worker’s role in the residential care plan such as assessing, planning, intervening, and evaluating. It is important to have an ongoing contact by the whanau throughout the stay of the client in the facility with accordance with the residents plan. Providing contact plan for the resident to know if the whanau comes during the desired day to visit. We facilitated the contact through regular visitation, telephone call if the family is unable to come personally and planned joint meetings with residential staff. Supervision and custodial care of the resident is carried out according to the plan and residential requirements such as secure environment and making sure that the family have a regular visit to the client. We also made sure that legislative requirements are followed, health and safety management is implemented and behavioural management is noted. As a healthcare provider I encourage self-determination through engaging the client in making the plan to fulfill their identified roles and take ownership of these roles. I made sure that I am promoting client’s self determination by outlining agency’s objectives and appropriate legislation. Notifying client and whanau regarding the restrictions and extent of the meeting and allowing them to identify the best options. Mostly, working collaboratively with the family to discover a focus where agency mandate and whanau choices aren’t aligning. We discourage dependency through providing enough room for the family to create their own possible solutions and we also step aside in order for them to step up. During decision making we made sure that all his cultural beliefs and values are given importance. Moreover, care given to him are always based on their customs and in accordance of the te tiriti o Waitangi. Assessment Task 5 Contribution to evaluation of residential care plan Date Notes/key points related to the evaluation of the resident care plan After all the interventions and cares done to the client we are required to have an evaluation. We informed the client about his progress and update about the evaluation process to be done that will determine his objectives are met. I monitored my client’s progress through confirming his safety and wellbeing. I reviewed his daily care plan to know the outcomes related to the achievement of objectives and to know if there are any further options that can be identified. I did a completion of checklist wherein I reviewed his objectives and tick the list of implemented actions that was successfully done and kept accurate records of conversation and meetings. Also regular check of hi placement wether it is secured and safe from triggers like addiction and bad peers. Regarding his wellbeing we made sure that he is regularly checked up by the GP and make sure that all his medication are taken regularly and not lapsing tom cure his current mental illness. Making sure that he is attending the alternative school placement and he keeping his curfew. Secured his information and made sure that only necessary people can access his file and kept his confidentiality by not disclosing the information that I know from people who are not relevant or helpful in his situation. Health and Safety Act 1992 it is relevant because it contains all the important rights of the client on what he can expect from his healthcare provider or social worker. This legislation is helpful in dealing with my client because I know where to based my actions and decisions to make sure that all of it are right and relevant to the outcome for the client.

Concepts of Innovation for Business Expansion

Concepts of Innovation for Business Expansion 1.0 INTRODUCTION This assignment looks at the all innovation aspects involved in the influence of the Bakhresa Group of Companies expansion in the East African region and beyond. The assignment considers the position of the company in relation to its environment at this current time and offers possible innovation aspect solutions to its growth possibilities. It has grown out of the need for a strategic look of the company at this time of global change and seeks to find out what the position of the company will be in the future. The work done of this assignment generated from main five questions that have been asked here in this assignment, and answers of each question have been discussed, The questions involved in this assignment as following: Bakhresa Identify the strand of organisation structure and innovation approach used by the group. Is it organic or mechanistic structure followed by the bakhresa group? Which one is more suitable to innovation and why? How can bakhresa group manage the tension between the need for creativity and efficiency? Discuss the main organisational characteristics that facilitate the innovation process in the bakhresa group. Explain the key individual roles within the innovation process and the activities they perform in the ipp group. How did bakhresa group establish innovative environment that propagates the virtuous circle of innovation? Explain its features 2.0 BACKGROUND OF BAKHRESA GROUP Said Salim Bakhresa Co.s and Bakhresa Food Products are a collection of companies each of which is part of a whole that forms the Bakhresa group. It has steadily been expanding its borders from Tanzania to the neighbouring countries and has been gaining a lot of market force over time. Countries operated in currently are:Tanzania, Malawi. Uganda, and Zanzibar This group of companies has specialised in undertaking certain projects in the neighbouring projects while at home, in Tanzania, it has diversified into the making and distribution of various products. Products made include the following: Maize flour, White bran for livestock, Biscuits, Bread (white, brown), Puratha (chapati) Ready to drink beverages It has also invested in the operation of a marine service that has tours to and from the island of Zanzibar. The main offices are on the mainland coast of Dar-es-Salaam where one can process tickets and further information necessary for future trip 3.0 REVIEW OF ENTREPRENEURRSHIP AND INNOVATION ENTREPRENEURSHIP Gibb and Hannon (2006) have defined entrepreneurship as a way of thinking, reasoning, and acting that results in the creation, enhancement, realization, and renewal of value for an individual, group, organization, and society. At the heart of this process is the creation or recognition of opportunities followed by the will and intuitive to seize the opportunities. Hisrich and Peters (2001) Entrepreneurship is the process of creating something different with value by devoting the necessary time and efforts, assuming the accompanying financial, psychic, and social risks, and receiving rewards of monetary and personal satisfaction and independence. Entrepreneurship involves the creation process creating something new of value. The creation has to have value to the entrepreneur and value to the society for which it is developed. Entrepreneurship requires the devotion of the necessary time and effort. and involves assuming the necessary risks. These risks take a variety of forms depending on the field, but generally risks centre around: Financial, Psychology, and Social areas. Also entrepreneurship involves rewards such as: High degree of independence- freedom from constraints, Get to use a variety of skills and talents INNOVATION Innovation can be defined as utilization of inventions to produce new and better quality of products that give greater satisfaction to the consumer and high profits to the entrepreneur. Innovation is the management of all the activities involved in the process of idea generation, technology development, manufacturing and marketing of a new (or improved) product or manufacturing process or equipment. Innovation is the successful implementation of novel and appropriate ideas (creativity) within an organization. Common causes of failure within the innovation process in most organizations can be distilled into five types: Poor goal definition, Poor alignment of actions to goals, Poor participation in teams, Poor monitoring of results and Poor communication and access to information Inventions are new discoveries, new ways of doing things and that products are the eventual outputs form the inventions, that process from new discovery to eventual product is the innovation process. Innovation as a process and not as a single event within organizations helps individuals who define problems, have ideas and perform creative linkages and associations that lead to inventions. Moreover, within organizations it is individuals in the role of managers who decide what activities should be undertaken, the amount of resources to be deployed and how they should be carried out. This has led to the development of so-called key individuals in the innovation process such as inventor, entrepreneur, business sponsor etc. Amabile et al. (1996) propose: All innovation begins with creative ideas . . . We define innovation as the successful implementation of creative ideas within an organization. In this view, creativity by individuals and teams is a starting point for innovation; the first is necessary but not sufficient condition for the second. For innovation to occur, something more than the generation of a creative idea or insight is required: the insight must be put into action to make a genuine difference, resulting for example in new or altered business processes within the organization, or changes in the products and services provided. 4.0 ORGANISATION STRUCTURE AND INNOVATION QUESITON 1 Identify the strand of organization structure and innovation approach used by the bakhresa group.is it organic or mechanistic structure followed by the bakhresa group? INNOVATION IN BAKHRESA group Bakhresa Group applying innovation has linked to performance of different and growth through improvements in efficiency, productivity, quality competitive positioning, market share etc. Innovation helps a Bakhresa Group business house to survive when the winds of change hinted the market caused by economic and social fluctuation of their environment; in fact Innovation has been used by Bakhresa Group as the process of conceptualizing an idea and then transforming an idea into a product/service. This leads the Bakhresa Group to develop and expand their activities in different parts of Tanzania and beyond neighbor countries. Bakhresa Group has successed by having a number of different disciplines such as commercial scanner, project leader contribute to understanding of the innovation process. Firms involved in Group they do not operate in vacuum. They trade with each other; they work together in some areas and compete in others. The role of some other firms is a major factor in understanding innovation. Organizational behavior of the Bakhresa Group had an important role on playing to understand and implement activities which has been necessary to ensure success. Significant discoveries and innovations have been associated with Bakhresa Group . ORGANISATION STRUCTURE AND INNOVATION APPROACH USED BY THE BAKHRESA GROUP The structure of an organization is define by Mintzberg (1978) as the sum total of the ways in which it divides its labour into distinct tasks and then achieves coordination among them. There have been numerous useful studies exploring the link between organizational structure and innovative performance. Organic versus Mechanistic Organisational structures:- Organic Mechanistic 1,0 Channels of ?Communication Open with free information flow throughout the organization Highly structured, restricted information flow 2.0 Operating styles Allowed to vary freely Must be uniform and restricted 3.0 Authority for decisions Based on the expertise of the individual Based on formal line management position 4.0 Free Adaptation By the organization to changing circumstance Reluctant Adaptation 5.0 Emphasis on getting things done unconstrained by formally laid down procedures Emphasis on formally laid down procedures 6.0 Loose informal control with emphasis on norm of cooperation Tight control 7.0 Flexible on-job behaviour permitted to be shaped by the requirement Constrained on-job behaviour 8.0 Decision Making participation and group consensus Only superiors make decisions Source: Trott P.,(2004) Innovation Management and New Product Development. Mechanistic organization tends to offer a less suitable environment for managing the creativity and the innovation process. Organization Structures vis-à  -vis Innovation Formalisation There is some evidence of an inverse relationship between formalization and innovation. That is an increase in formalization of procedures will result in a disease in innovative activity. Complexity Where these are several different type of professional groups are working in an organization, it would represent a complex organization Centralisation It refers to the decision making activity and the location of power within an organization. In a decentralized organization fewer levels of hierarchy are usually required: This tends to lead to more responsive decision making cleser to the action. Organisational Size A small business with fewer employees differs significantly on terms of resources from an organization which is big size is a proxy variable for more meaningful dimensions such as economic and organization resources, including number of employees. ANALYISIS OF BAKHRESA GROUP The structure of Bakhresa Group controlled by the activities had performed by company under mechanistic structure caused by division of labours and their tasks, Innovation has being made up of a series of linked activities within a group. The environment of mechanistic has been offered less suitable condition for develop of innovation in Bakhresa Group Business. The culture of the Bakhresa Group is mechanistic structure are characterized as following: The channel of communication is highly structured, In organization structure based in MECHANISTIC, There is restricted information flow, there is no any free chance for information to pass from inside to outside of organization or vice versa. Bakhresa Group under mechanistic structure have been applying implication of restrict information flow with other companies. They making their information have secret issue within Bakhresa Group business and they had not allowed receipt of any information from outside that could influence changes within Group business. Operating styles are uniform and restricted. Bakhresa Group operating their activities under uniform and restricted styles, this style leads the operations being unique by influenced of the ability of making analysis of produce consistent quality products from different entities located in different areas to ensure high level of satisfaction needs to customers spread over, not only, in Tanzania but also in the neighboring countries where their business activities are operate. Authority for decision Based on formal line management position, the authority decisions taken by Bakhresa Group has depend on how it had being reviewed by managers and directors by following steps between low position up to highest position which has been undertaking into the particular organization and seems they can contribute positive results. After being reviewed, the authority for decisions for to be implemented must also proposed by the managers up to the top manager. The management is reluctant to adapt changing circumstances. Change management affects organizational behavior. Because those behaviors are rooted in emotional and psychological responses, leaders and managers of Bakhresa group find them difficult to manage. They understanding that there is an underlying consistency to many of these behaviors help demystify them so they can be proactively managed. Effective change management strategies incorporate an understanding of these common behaviors in deciding change initiative priorities, scope and scheduling, and they include explicit activities to manage the phases of these cycles as they occur throughout the change execution process Which one between mechanistic and organic is more suitable to innovation and why? It suggests that organic is more suitable to innovation, this organic is flexible structure, characterized by the absence of formality and hierarchy, support innovation more effectively than do mechanistic structures. The latter are characterized by long chains of command, rigid work methods, strict task differentiation, extensive procedure and well defined hierarchy. Nevertheless, flexible rather than mechanistic organizational structures are still seen, especially within the business management literature as necessary for successful industrial innovation, In general, an organic organization is more adaptable, more openly communicating, more consensual and more loosely controlled. The mechanistic organization tends to offer a less suitable environment for managing creativity and the innovation process. 5.0 CREATIVITY AND EFFICIENCY QUESTION 2 How can bakhresa group manage the tension between the need for creativity and efficiency? Bakhresa Group managing the tension between the need for creativity and efficiency has been categories as following: Efficiency gains within the bakhresa Group The efficient day to day operations within company have been conducted by application of stable routines which had been achieved in stable and controlled environments in. Creativity gains within the Bakhresa Group Creativity can be defined as the process of developing an original product, service or idea that makes a socially recognized contribution The development of new products/services requires creativity and room to try out new ideas this is achieved in a loose and flexible environment The creativity supported with actions and resources with the time to be creative: organization can try to build sufficient slack into the system to allow for creative thinking and tolerates errors and mistakes and successful ideas need to be rewarded However the long-term economic growth within Bakhresa depends on the ability of firms to make improvements to products and manufacturing processes. The firms has need to make room for creativity and innovation, that is, allow slack in the system. These then is the dilemma: how do firms try to reduce costs and slack to improve competitiveness on the one hand and then try to provide slack for innovation on the other? Bakhresa Group done balancing: the working to ensure there is a constant pressure to drive down costs and improve efficiency in its operations. At the same time it needs to provide room for new product development and improvements to be made the most obvious way forward is to separate production from r d. However there are many improvements and innovations that arise out of the operations of the firm. 6.0 ORGANISATIONAL CHARACTERISTICS QUESTION 3 Discuss The Main Organisational Characteristics That Facilitate The Innovation Process In The Bakhresa Group. Process innovation means the implementation of a new or significantly improved production or delivery method (including significant changes in techniques, equipment and/or software). Minor changes or improvements, an increase in production or service capabilities through the addition of manufacturing or logistical systems which are very similar to those already in use, ceasing to use a process, simple capital replacement or extension, changes resulting purely from changes in factor prices, customisation,regular seasonal and other cyclical changes, trading of new or significantly improved products are not considered innovations. innoviscop. The main organizational characteristics that facilitate the innovation process in the Bakhresa Group as following: Growth orientation;- long term grow rather than short term profit. It is characterized by a commitment to long-term growth rather than short-term profit. Not all companies first and foremost objective is growth. Some companies are established merely to exploit a short-term opportunity, other companies would like to maintain the company at its existing size: the objective of innovative companies is to grow the business the actively plan for the long-term. ANALYSIS OF BAKHRESA GROUP Bakhresa Group started in a humble manner with a small restaurant in the Port City of Dar Es Salaam, Tanzania, in mid seventies, it has now emerged as a respected business group in the Region. The Group has its operations spread in Tanzania, Zanzibar, Uganda, Kenya, Malawi, Zambia and most recently in Mozambique. Plans are in place to spread its wings to other countries. The group now boasts  of a turnover of more than Three Hundred Million United Sates Dollars and is a proud employer of more than two thousand employees associated directly. There are several companies under its umbrella and have investments mainly in Food and Beverage Sector, Packaging, Logistics and Real Estate Bakhresa Group has been working to expand their business by long term growth by emphasis long term vision and making implementation of it, those implications have been taken a long time, and some of them are still need a time to be implemented. Bakhresa succeed to making steps on growth of the manufactures of Food and Beverage Sector, Packaging, Logistics and Real Estate, product, which leads to the expand of branch company in different parts in Tanzania and beyond Tanzania.Bakhresa offers two groups of product and services: Food Beverages and Services. Commitment to technology It is characterized by the willingness to invest in the long-term development of technology. Bakhresa Group has exhibit patience in permitting ideas to geminate and develop overtime. this needs to be accompanied by a commitment to resources in terms of intellectual input without a long-term approach it would be extremely difficult for the company to attract good scientists. Eg: Azam Bakeries Company Ltd Azam Bakeries, the largest bakery in Tanzania, produces the popular Azam brand bread, cakes and donuts. The state of the art technology is used for producing the bakery products making the company proud of supplying  essential food in the country. It has a modern biscuit factory producing the finest varieties of biscuits. Many varieties of biscuits such as Chai, Creams, Glucose, Coconut, Nice, Marie, and Shortcake are popular in the country.The plant and equipment consists of the latest technology from Italy and has a high capacity automatic packing system capable of producing up to 300packets per minute. Vigilance It is characterized by the ability of the organization to be aware of its threats and opportunities. vigilance requires continual external scanning e.g. within the marketing function the activity would form part of market research and competitor analysis collecting valuable information is one thing, but relaying it to the necessary individuals and acting on it are two necessary associated requirements. Bakhresa Group has working to ensure that they got all external knowledge by doing analysis and researches that has been helping to known new strategic which required to be implemented for the results of achieving goals. Bakhresa Group has being faced with some opportunities and threats as indicated below: Opportunities Appreciation for high-quality local produced raw material such as maize, mills The new generation of individuals and companies has a far greater positive reception of domestic produced starch Current drive by government through the Tanzania Investment Centre and EPZ towards export of locally manufactured agricultural products Current government motive of Kilimo kwanza to promote agro-production Presence of export opportunities such as AGOA, SADCC, EAST AFRICA COMMUNITY, COMESA, etc Climate that favors large scale production of raw material throughout our country Raw material such as rice, maize, mill production initiatives that have started to emerge in different regions in Tanzania Availability of cheap manpower and fertile land for raw material production  locally such as maize, white Threats The present growth in the market may result in market saturation, through competition. This competition could emerge from a variety of given sources including;Established mass market companies that imports Development of new lines and vertically integrating so as to be totally in control of supplies and products being sold on the respective markets New marketing strategies and tactics by established products and companies Existing competition. Intolerable price increases by foreign suppliers may occur Farmers may decide to take their produce for food in case of hunge 7.0 INDIVIDUAL ROLES WITHIN THE INNOVATION PROCESS QUESITON 4 Explain The Key Individual Roles Within The Innovation Process And The Activities They Perform In The Bakhresa Group. Innovation process is essentially a people process and that organizational structure, formal decision making processes, delegation of authority and other formal aspects of a so-called well run company are not necessary conditions for successful technological innovation. The study of Rubenstein has revealed that certain individuals had fulfilled a variety of roles that had contributed to successful technological innovation. Heres the list of roles individual playing within Bakhresa Group facilitate the innovation process by engages;- Commercial scanner: This individual acquires vast amounts of information from outside the organization, often through net working. This may include market and technical information. Bakhresa Group have been working in finding and making analysis of the information from other successful same companies which operate the same products. The access of new ideas could the very Gatekeeper: This individual keeps informed of related developments that occur outside the organization through journals, conferences, colleagues and other companies. Passes information on to others, finds it easy to talk to colleagues. Serves as an informatted resource for others in the organization. Project leader: This individual provides the team with leadership and motivation. Plans and organizes the project ensures that administrative requirements are met. Provides necessary coronation among team members sees that Project moves forward effectively. Balances project goals with organizational needs. Examine and analyze the project for patterns to determine what is and is not working and help you tune your process so its most efficient and so you understand where to focus your resources on opportunities and to correct problems. Sponsor: This individual provides access to a power base within the Bakhresa Group: a senior person. Buffers the Project team from unnecessary organizational constraints. Helps the project team too get what it needs from other parts of the organization. Provides legitimacy and organizational confidence in the project. Heres the another addition list of roles individual playing in innovation process and: 2005 (innovationtools) Connectors A key element of innovation is building bridges to connect distant worlds-industries beyond your own-to generate new products/services and building networks to connect  people to create and distribute the new offering. Combining these attributes with several  other characteristics results in what we call a Connector. Connectors have these characteristics: Are a mile wide and an inch deep. Connectors have the ability to connect departments, organizations, and industries that normally would not be connected. Although they may be an expert in their own field, Connectors are generally people youd describe as a mile wide and an inch deep. They know things about a variety of fields and industries and can connect them. Are one degree separated. Think of the person or people you know who can get anything through the system. They know the person in the mailroom who can expedite getting things delivered fast, they know the administrative assistants that wield the power, and they know the person in purchasing who can order the thingamabob you need. They know everyone inside and outside the organization and can connect you with them. Build networks. Connectors build networks. Their ability to do so means that once an idea has been captured and evaluated (or even during evaluation), they can help you build the network of people to deliver the offering. Jump the tracks. Connectors can jump the tracks, making connections with other people, industries, technologies, ideas, distribution, partners-and they bring others along-which is critical. Because they connect with people, they have the ability to get others to see the benefits for jumping the track. Skyscrape. Connectors, because of their position or people they know in key positions, can easily get or make connections to the upper reaches of an organization. Its likely that you will need several Connectors, since not everyone has all the characteristics above. The person who knows how to work the internal system is usually not a skyscraper-they usually work behind the scenes. Thats ok. Its likely the Connectors you identify will know each other already. Heres what the Connector can do for your innovation initiative: create connections to other people and technologies within your organization, and connect you to customers and business partners who can help you outside your organization. Connectors dramatically reduce the time to find the appropriate connections and improve the chance youll make a valuable connection. Librarian The Librarian holds the key position of collecting ideas and providing organized access to others who can help build the library and make sense of the current collection. The Librarian provides an easy way to check in, check out (as in examine), and add to ideas,  solutions, problems, technologies, and needs. Think of a library where you can write in the books or write your own books, put them back on the shelf, and allow others to do the  same. Librarians have these characteristics. Librarians: Define the meta-data. Librarians determine what information is important to capture about an idea. Librarians determine what information is necessary to capture about an idea and to evaluate it. They determine the formats for the information. Help store and retrieve information. As the number of ideas grows, so does the  complexity of storing, finding and retrieving information about those ideas. Help others help themselves. The capture of information, storage, searching and information retrieval should be a self-help mechanism. A good librarian works themselves out of a job. Heres what the Librarian can do for your innovation initiative: define a consistent data model to help document and capture your ideas. Provide the meta-data and information tags to search and find ideas, and ensure easy retrieval. Help others in the team and associated with the team find information and add to it. Framer The Framer works with business functions and management to determine the appropriate  evaluation schemes and frameworks teams should use to evaluate ideas fairly, transparently and consistently. The Framer: Understands where the organization is trying to go. The strategic direction is critical in evaluating ideas, because new products and services will dictate how fast and far the organization can go in that direction. All evaluations must be made relevant to that direction. Understands who needs to be involved to make the evaluation meaningful. If key individuals or groups are left out of the evaluation, the idea may fail in execution because a key element is missing. Absent heads mean absent hands. The evaluation should include everyone who will be involved in executing and no more. The Framer needs to make sure all heads, hearts, and hands are accounted for in the evaluation process. Understands the need for transparency. Contributors need to understand the evaluation process and the rationale behind it. This will help ensure that ideas are contributed because contributors understand the process is fair; it will also help contributors provide information to make the evaluation easier. Understands how an idea should be evaluated. Different classes of ideas needto be evaluated different ways, but within those classes ideas should be evaluated consistently and in a way that allows ideas to be compared against each other so that the desired portfolio may be achieved. Heres what the Framer can do for your innovation initiative: construct the evaluation  frameworks which your team will use to evaluate your ideas, and ensure the evaluations  are consistent and transparent. Judge The Judge evaluates the ideas, using the Framers framework. Generally speaking there are many Judges for any idea often representing business functions (sales, marketing,  RD), regions or other business silos. Judges follow the evaluation criteria set by the Framers, who worked with all the entities involved in setting the evaluation framework. Judges have these characteristics. Judges: Evaluate ideas and determine which ideas should move forward to prototyping, which should be tabled until an internal or external criteria is met (e.g., good idea when the price of memory falls to one dollar per terabyte), and which should be shelved. Provide the verdict on which ideas merit further investigation and development by the organization. Document their decisions for posterity. Too often decisions are made about initiatives and ideas, and those decisions are not documented. Eventually the idea will be considered again. Without the documentation for the decision, a team may be forced to reconsider an idea that was previously rejected. Heres what a Judge can do for your innovation initiative: evaluate the idea against a standard framework and ensure all the business functions responsible for the idea have weighed in. Establish a verdict on the idea, to move the idea into production, end evaluation of the idea, license the idea to someone else or continue evaluation until conditions change. Document the rationale for the decision so that others can understand why the idea was approved or why it failed the evaluation. Prototyper Many organizations are comfortable with their new product development (NPD) process. Once