Human Companionship in Mary Shelly’s Frankenstein :: Mary Shelly, Frankenstein

Human companionship is one of the most basic needs of humans that can be seen in the Creation story. It is tricky for any human to find the perfect companion especially if one is one of a kind. In Mary Shelly’s Frankenstein two characters exemplify this need. Dr. Victor Frankenstein and The Creature are in search of companionship, and they will go to great lengths to achieve it. The classic theme of perversion of family is a major component in Frankenstein. Dr. Frankenstein comes from a good family but in his adult life he longs for a new companion this is mainly found in the Creature and Elizabeth. The development for the need for the Creature starts when he falls in love with knowledge and is furthered when he leaves to study. In his child hood he has â€Å"Natural philosophy is the genius that has regulated my fate; I desire, therefore, in this narration, to stat those facts which led to my predilection for that science†(Shelley 36). This passion develops into his obsession in his adult life when he gains more accesses to knowledge and equipment. Then it climaxes with start of the creation of the Creature because his accesses to bodies and tools. (quote Intro) â€Å"I read with ardour those works, so full of genius and discrimination†¦ it easily conceived that my progress was rapid†(48). His description of the creation makes it seem like he is mothering a child into birth. He distorts the sanity of child birth by creating a human in a lab. This also makes him the mother and father of the Creature. (quote intro) â€Å"When I found so astonishing a power placed within my hands, I hesitated a long time concerning the manner in which I should employ it†¦ my first success to permit me doubt of my ability to give live†¦Ã¢â‚¬ (51). This illustrates his power that he has that was never meant to be any humans. With the successful test my can create life, strengthens his bond with this impending birth of Creature, who embodies all of his scientific achievement. (quote Intro) â€Å"How can I describe my emotions at this catastrophe, or how delineate the wretch whom with such infinite pains and care I had endeavored to from?† (55). Frankenstein shuns his own creation, whom he should be the loving parents of. The culmination of all of Frankenstein’s education led to creation his own companionship; he can not bear to see his hideous creation.

Lab #3 Report. Isolation of bacteria from environment

LAB Report #3 Introduction: In this lab we have focus on Isolation of bacteria from environment. Microorganisms are found throughout the environment: in the air and water; on the surface of any object such as clothes, walls, furniture; in soil and dust; and on and in our own bodies (skin and mucous membranes). In order to demonstrate the ubiquity and diversity of microbes in the environment, samples from immediate areas of the environment and/or from your body will be obtained and cultured. Materials: 4 sterile cotton swab, sterile water in test tube, 4 agar plates and 2 blood agar plates, wax pencil and labels.Procedure: Appropriately label the cover of each plate as indicated in lab. 1. Determine 2 sampling sources, one from your body and one from the surrounding environment. 2. For the first agar plate, for sampling from air, remove the lids from the plate and allow it to sit uncovered for 15 minutes. 1. For second agar plate, open the â€Å"stick† end of the sterile cotton swabs to avoid contamination of the swab. Deep the swab in to the sterile water and collect a dust form the corner of the table by swab and rub the swab over the entire surface of the Petri dish without going back over areas you have already swabbed. . For the third agar plate, divide the plate in two different parts like washed and unwashed finger tip and swipe on each side of plate, see the difference between them. 4. For the forth agar plate, divide it into the four equal part and tested four different place for bacterial grow. In first part, remove the sterile cotton swab from the package and immerse it in the sterile water and take the bacteria from forearm and swipe the swab on first part.For second part, again take the sterile cotton swab and immerse it in sterile water, and take the bacteria from back of ear and rub on the second part. For third part, again take the sterile cotton swab and immerse it in sterile water, and take the bacteria from handle of microscope and swip e on the third part. For last part, again take the sterile cotton swab and deep in to the sterile water, and take the bacteria from toilet sit and swipe on the forth part. 5. For the fifth slide, we take blood agar plate and drawing line in central part of the plate.For one part used for kiss on that part and second part used for licked on that part for bacteria grow. 6. For last, we take another blood agar plate and we had to cough on this agar plate. Leave all agar plates in the incubator for 1 week to grow bacteria. Discussion: After one week, I was able to observe my Petri plates, which were filled with bacteria. The first plate had few yellow color colonies. That shows bacterial growth. Air was contaminant. For second plate, it had huge yellowish and few brownish color colonies and clear halos around them.Dust also had bactria. For third plate, on unwashed part had more yellowish color tiny spots and on washed part had few whitish color tiny spot. Washed had few bacteria that m ay be from the water while unwashed hand had more bacterial contamination. For forth agar plate, first part had more yellowish color spots, second part had more brownish color spot, third part had no bacterial colonies and forth part had only three yellowish color colonies. That show microscope handle is not bacterial contaminant while all other object is contaminant with bacteria.For the first blood agar plate, for the side that was kissed had huge brownish color spot and there were clear halos around it, and on other side that was licked had brownish color line. Bacteria also present in both sample. For the second blood agar plate, there is no discoloration in the plate so I think there have not bacterial growth in the Petri dish. Conclusion: In this lab we have focus on mainly â€Å" Isolation of bacteria from environment â€Å" and to observe the growth of bacteria in favorable condition and observation of the color and shape of the bacterial colony.Bacteria are found in a wid e variety of environments—in or on animals and plants, in water, in soil, in air, or on rock. Generally, they are contributors to the environment, decaying nutrients and recycling the minerals (for use by plants and other organisms). Bacteria are both metabolically diverse as well as structurally diverse. As I have learned we carry bacteria when we are in perfect health as well when we are sick. From this lab we have learned that bacteria are present everywhere but we can achieve healthy life by hygiene.

Whole Foods Market Case Analysis

Whole Foods Market has received recognition as recent as January 27th 2011 when CNBC aired Supermarkets Inc: Inside a 500 Billion Money Machine. â€Å"Whole Foods is arguably the most influential, and by some measures, the most successful supermarket chain in the world. The specialty gourmet store has grown into a Fortune-300 company offering specialty foods and locally grown organic produce. † CNBC goes on to state that even â€Å"Established brands like Safeway, Giant Eagle and Kroger are cultural icons as familiar as our own street names, but they are under constant attack from brilliant upstarts like Whole Foods†¦1† From the general supermarket industry Whole Foods Market breaks down into even a smaller specific industry which is the natural and organic foods industry. This industry focused on proving customers with natural foods which is defined as â€Å"foods that are minimally processed, largely or complexly free of artificial ingredients, preservatives and other non natural occurring ingredients; and near to their whole, natural state as possible. 7. † Also â€Å"organic foods were a special subset of the natural foods category; to be labeled as organic, foods had to be grown and processed without the use of pesticides, antibiotics, hormones, synthetic chemicals, artificial fertilizers, preservatives, dyes or additives or generic engenerring. † Also from the text book CEO John Mackey believes Whole Foods Market has been highly selective for finding the highest quality, least processed, most favorable and naturally preserved foods available. Whole Foods Market is an industry leader in natural and organic food retailing. The five forces model of competition, in written form, is provided as a key analytical tool to better understand the overall attractiveness of the industry. Rivalry among competing sellers is certainly strong and is expected to become stronger as more grocery retailers compete for loyal customers who desire the healthiest foods. The threat of substitute’s products is very high from other grocery retailers. For example, Publix has branded its own natural/organics products line named Green Wise and even a few stores that have a majority of its products natural/ organic. The restaurant industry should be considered but it is a very low threat because there are very few restaurants that are only dedicated to natural/organic products. The threat of new entrants entering the industry is fairly low. This is simply because grocery retailers have already got into the market to insure they would get their share. The bargaining power of suppliers is a medium level threat to the industry because industry members are competing for products to put on their shelves from the same suppliers. The bargaining power of buyers is definitely low because conventional retailers set the price consumers must pay to obtain the goods they want. Because of these threat levels the overall attractiveness of the industry high. Consumers are becoming more conscious of the foods they are eating and will continue buying natural and organic foods. There have been many main events and performance indicators that have occurred with Whole Foods Market recently, as stated in the Epilogue to January 2009 â€Å" Whole Foods Market planned on opening 15 stores , have annual sales of about 8. 3 billion, have capital expenditures of $400 to $450 million, and incur annual interest costs of $35 to $40 million. † The main elements of Whole Foods Market strategy are providing customers with the highest quality natural/organic products. Whole Foods Market has a strong growth strategy because they have 66 store in the stages of development and have future plan of acquiring more stores to expand their company further down the road. This growth strategy has helped them achieve their financial goals. Whole Foods Market can be assessed by using a simple SWOT analysis. This assessment will begin by examining the internal strengths and weaknesses. Internal strengths Whole Foods Market has two narrow markets that it serves, organic differentiation is the key-stone of whole foods mission, this means Whole Foods Market uses a focus differentiation strategy, highest quality brand reputation, dedication to the social ethics of organics, industry best customer service strong supply chain, and developing a private label of organics. Whole Foods Market has had experience in the natural/organic retailing industry since 1980. For the past 30+ years they have built over 300 large customized stores in North America and also in the United Kingdom. Whole Foods Market is known to provide the highest quality of products. Weaknesses of Whole Foods Market include the high prices for their products; this is a direct result of the company’s focus on their availability of the finest products. The majority of Whole Foods Market inventory consists of perishable items. This can sometimes pose problems because, produce, milk, eggs have a short shelf life, Produce especially needs constant maintenance to be graded as well as pulling the damaged or bruised produce off the sales floor. Working as a roduce clerk for several years I know the importance decreasing the cost of throw away products. It hurts the company’s sales especially when you are dealing with pricy high quality natural and organic foods. Another weakness the Whole Foods Market faces is the high costs associated with expanding into different locations. The third part of SWOT is external opportunities that WFM faces in the industry. Over the past couple of decades more consumers have been becoming more health conscious and eating right. WFM can take advantage of this new outlook on the health food industry by acquiring new customers. Also, Whole Foods Market should spend more money on advertising to attract these health conscious customers. The final part of the SWOT analysis is the external threats that Whole Foods Market has to face. One of these threats is the increasing competition of already established grocery retailers. It’s very easy for these competitors to add natural and organic foods into their inventory. Another threat to Whole Foods Market is that their growth relies on building new stores and acquisitions of existing favorable buildings. If Whole Foods Market does not succeed in acquiring these store then the dominating grocery retailers will take more market share and slow the company’s growth. Evaluating Whole Foods Market using (S. W. O. T. ) analysis internally and externally helps you to develop an overall assessment of the company’s current competitive situation. Whole Foods Market is in good standings with the competition they seem to have a business model that is working for them and may need to emphasis a bit more on advertising and attracting more health conscious people with pamphlets at gyms. The Internally the company looks great with not to much to worry about but externally they must act now before the Wal-Mart starts taking their profits as well as other grocery retailers. One of the Key Success Factors (KSFs) of Whole Foods Markets is that it has a strong brand name because the company is well known reputation and far superior up against its main competitors. When a consumer shops at Whole Foods Market they know they will be getting the best quality possible. Another thing that gives them a competitive advantage, is the strong network of suppliers. This KSF has been a focus of Whole Foods Market to purchase their products grown locally to their stores. Information from wholefoodsmarket. com shows that each store has their own definition of â€Å"local† but the consumer just need to check with their particular store to find out where their quality goods are coming from. Another KSF is the access to locations rich in the target market. Whole Food Market has strived to establish stores in most metropolitan areas attracting more people. The Final KSF has been the company’s effective marketing communication. There are many Key Success factors (KSF) when stacking Whole Foods Market up to the competition. It seeks out the finest natural and organic foods available, maintains the strictest quality standards in the industry, has an unshakeable commitment to sustainable agriculture, and the excitement and fun they bring to shopping for groceries, Whole Foods Market is permanently committed to buying from local farmers whose produce meet quality standards, particularly those who farm organically and are themselves dedicated to environmentally friendly, sustainable agriculture. Whole Foods Market is greatly increasing their efforts in this regard by further empowering their individual store and regional buyers to seek out locally grown produce. From Investor relations Whole Foods Market states â€Å"Our success reaches far beyond the company by contributing to a higher quality of life. By offering the highest quality food available, we are helping to transform the diet of America, helping people live longer, healthier, more pleasurable lives while responding positively to the challenge of environmental sustainability. † In Conclusion, Whole Foods Market is the leader in this niche market of natural/organic foods industry and is facing strong competition from the big superstores such as Wal-Mart, Costco and many other grocery retail chains. The company is in a position to change people lives forever and future generations as well. As many companies are doing now is finding their consumers and keeping those customers for life. Not just what they just spend at the register each time but what they may spend over each person’s life span and if you are eating healthier you will definitely live longer in return spending more money with Whole Foods Market. Works Cited http://www.wholefoodsmarket.com/products/locally-grown/ http://www.wholefoodsmarket.com/values/green-mission.php

“Is Reengineering and Strategy Implementation Just Another Management Fad or Does It Offer Something of Lasting Value?”

1. 0 Introduction Implementation is the challenge that comes at the end of all new (and old) methods for improving organizations. Strategic planning, architecture development, change management, total quality management, new information systems technologies, and re-engineering, are some of the concepts that are being advocated to effect a radical improvement organizational performance. Advocates of each concept, however, struggle when questioned about successful implementation (Deshpande and Parasuraman, 1986). Strategic planning literature abounds on how to develop a plan, but there is comparatively little said about how to implement a strategic plan once it is developed. Reengineering is a radical rethinking of an organization and its cross-functional, end-to-end processes (Hammer, 1993). After it’s introduction reengineering had taken corporations by storm. In a survey of over 500 chief information officers (CIOs), the average CIO is involved in 4. 4 re-engineering projects (Moad, 1993). Walmart (example 1) is seen as one of the successful executers of reengineering. Despite the excitement over reengineering, however, the rate of failure for re-engineered projects is over 50 per cent (Stewart, 1993). Hammer and Champy (1993) estimate as much as a 70 per cent failure rate. Luthfansa AG (example 2) is one such company. Such is the position that reengineering is labelled as a â€Å"management fad†. This paper looks to explore the facets of strategy implementation, reegineering that and analyze the label of â€Å"fad† is a worthy one or does the two offer a lasting value. 2. 0 Literature Review 2. The evolution of reengineering The concept of reengineering was first presented in two articles published simultaneously by Hammer (1990) and Davenport and Short (1990). Reengineering is a totally new approach with regard to the ideas and models used for improving business Hammer and Champy (1993). The reengineering approach is a result of the combination of concepts from different schools, including strategic IT systems, quality, systems thin king, industrial engineering, and technological innovation. The increasing power of ustomers, competitors and today’s constantly changing business environment, forced many organisations to recognise the need to move away from focusing on individual tasks and functions to focusing on more communicated, integrated and co-ordinated ways of work by looking at operations in terms of business processes (Davenport, 1993). 2. 2 Defining reengineering Several researchers and practitioners have defined reengineering in different ways with different emphases. The following are some of those definitions: the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed (Hammer and Champy, 1993, p. 32). †¦ a methodical process that uses information technology to radically overhaul business process and thereby attain major business goals (Alter, 1990, p. 32) . The fundamental rethinking and redesign of operating processes and organisational structure, focused on the organisation’s core competencies, to achieve dramatic improvements in organisational performance (Lowenthal, 1994, p. 2). During the last decade, many authors have produced ideas regarding what reengineering really is. And thus, to conclude that there is only a single theoretical proposition underpinning reengineering remains debatable. The following table shows that there are three recognisable perspectives to reengineering as suggested by Tinnila (1995), i. e. strategic, operational and organisational perspectives. [pic] Figure 1: Summary of definition of reengineering (Khong and Richardson, 2003) Despite the differences in definitions, and terminology, the emphasis in all hese definitions and in the reengineering -related literature, is on redesigning business processes using a radical IT-enabled approach to organisational change. 2. 3 The need for reengineering Re engineering is motivated by external drivers, internal drivers, or both. External drivers are related mainly to the increased level of competition, the changes in customers’ needs, IT changes, and changes in regulations (Grover etal. , 1993). Internal drivers are mainly related to changes in both organisational strategies and structures. External drivers The increasing level of competition in the global market has emphasised the need for organisational innovation to cope with global standards of products and services. reengineering is approached as a tool to improve dramatically business performance and provide competitive position (Schnitt, 1993). First National Bank of Chicago (example 3), reengineered in order to keep up with the stiff global competition Davenport (1993a), also believe that re-engineering is driven by the never-ending needs of customers to look for better services and products. IBM Credit Corp (example 4) reengineered primarily for satisfying the customer or providing superior customer service. Owing to the unsettled changes in the global business environment, social life, technological and organisational practices, and economical situations, new rules and regulations are introduced to reflect these changes (Plowman, 1995). Yellow Freight (example 5) decided to reengineer because of external factors related to governmental or political pressure. Internal drivers Many organisational strategic and structural changes are centred on IT-enabled reengineering (Venkatraman, 1993). Parcel Service (example 6), found that they had to improve their technology in order to survive in the competitive shipping business. Changes in organisational strategy may involve some reengineering efforts to bring about the new business desires (Keen, 1991). The desire to reduce cost was one major reason that led First National Bank of Chicago (example 7) to reengineer. Changes of capability in terms of processes, methods, skills competencies, attitudes and behaviours can also be considered as internal drivers (Plowman, 1995). Arco Chemical (example 8) is one such company who reengineered to achieve dramatic company-wide improvements, increase organizational efficiencies, and reduce throughput time. Plowman (1995) views business transformation as a journey driven by a strategy that links short-term changes to capability in terms of processes, skills and style, with long-term changes to position the business among its competitors and customers. Ryder System Inc (example 9). reengineering efforts began with a rethink of its view of the market and a readjustment of the company‘s strategic focus. The following is a figure showing the result of survey (example 10) on the factors that trigger reengineering in the UK [pic] Figure 2: Factors driving reengineering (Tennant and Yi-Chieh, 2005) The following is a figure showing the result of survey (example 11) on the goal and objectives meant to be achieved through reengineering in the UK [pic] Figure 3: Goals and objectives of reengineering (Tennant and Yi-Chieh, 2005) 2. 4 What characterises reengineering Focus on business processes Reengineering focuses on the core concept of business process rather than on function, product or service. As business processes are the manner in which work gets done within an organisation, they are a distinguishing characteristic among organisations (Venkatraman, 1994), and thus a significant factor leading to competitive edge (Hinterhuber, 1995). In addition, the elimination of functional bias can only be best done by adopting process orientation to gain substantial business improvement (Andreu etal. , 1997). By focusing on core activities, Singapore Airlines (example 12) reengineered efforts are expected to help Singapore grow 8-10 er cent per year until the end of the decade. Notion of radicalness Reengineering involves radical and fundamental changes, and it evolves from the need to recognise that long-established ways emphasising on control and cost cutting are being replaced by organisational focus towards improving quality, the customer, and innovation, rather than (Hammer, 1990). Honeywell Inc (example 13) in order to keep up with the global competition reenginerined their proc ess from being focused on efficiency to being focued on quality Use of IT Hammer (1990) considers IT as a major tool and a fundamental enabler of reengineering efforts and emphasises the need to use modern IT to support for its implementation. IT reshapes and creates new effective business processes in that it has the potential to facilitate the flow of information between globally-distributed processes, and ensures the availability of instantaneous and consistent information across the business (Tapscott and Caston, 1993). Western Provident (example 14) is a company which is spotted for extensive of technology. Need for organisational change Reengineering results in change, and successful reengineering implementation requires fundamental organisational change in terms of organisational structure, culture and management processes (Davenport, 1993a). CIGNA Technology (example 15) Services went through a cultural change, from a focus on technology to one on processes and business performance. Change management is a tool used to manage such a change. 2. 5 Reengineering approaches, methodologies, techniques and tools Reengineering approaches Reengineering approaches can be viewed based on the different focuses that reengineering efforts may emphasise: IT, strategy, quality management, operations, and human resources (Edwards and Peppard, 1994a). According to Klein (1994), Reengineering is contextual and believes that having a structured approach to it is impossible. Reengineering methodologies Caterpillar (example 16) tied much of its cost saving success to its reengineering methodology (Paper and Dickinson, 1997). Its methodology is systematic as it provides a disciplined problem-solving approach and acts as a rallying point for everyone involved along the process path. Many structure-based methodologies have been proposed for reengineering implementation. However, most have common elements and view reengineering efforts as a top-down implementation project (Earl and Khan, 1994). Figure 4 summarises the major stages of eight representative reengineering methodologies. Figure 4: Reengineering methodologies [pic] (Kettinger et al. , 1997) Despite the differences among these methodologies, they all confirm that some essential components must exist, such as: †¢ strategies and goals setting; feasibility analysis of a reengineering project; †¢ process analysis and visioning; †¢ top management commitment and sponsorship; †¢ understanding of customer requirements and performance measurement; †¢ integration with TQM and benchmarking; †¢ recognition of IT capabilities; †¢ cross-functional teams and communication; †¢ prototyping and process mapping techniques; and †¢ organisational change to re-engineer management s ystems and organisation. Reengineering techniques Kettinger etal. (1997) show that at least 72 techniques are used to carry out ctivities related to reengineering projects. These techniques were almost all developed in other contexts and imported to the reengineering field. Each technique is mapped to their associated stages in the reengineering framework. and describe some as representative of each stage in the framework. [pic] Figure 5: Framework for Reengineering (Kettinger et al. , 1997) Kettinger etal. (1997) also suggest an approach of selecting techniques for a specific reengineering project. This approach, however, presumes that a customised methodology has been developed in advance. Based on the objective of their application, he identify 11 groups under which a number of techniques are identified. [pic] Figure 6: Groups of reengineering technique (Kettinger et al. , 1997) 2. 6 Strategy implementation Bartlett and Ghoshal (1987, p. 12) noted that in all the companies they studied â€Å"the issue was not a poor understanding of environmental forces or inappropriate strategic intent. Without exception, they knew what they had to do; their difficulties lay in how to achieve the necessary changes†. Supporting this, Miller (2002) reports that organizations fail to implement more than 70 percent of their new strategic initiatives. Given the significance of this area, the focus in the field of strategic management has now shifted from the formulation of strategy to its implementation (Hussey, 1998). There is no agreed-upon and dominant framework in strategy implementation. Concerning this, Alexander (1991, p. 74) has stated that: One key reason why implementation fails is that practicing executives, managers and supervisors do not have practical, yet theoretically sound, models to guide their actions during implementation. Without adequate models, they try to implement strategies without a good understanding of the multiple factors that must be addressed, often simultaneously, to make implementation work. Warid Telecom (example 17) precisely fail to their process for this reason when they started operation in Bangladesh According to Alexander (1985), the ten most frequently occurring strategy implementation problems include underestimating the time needed for implementation and major problems surfacing that had not been anticipated, in addition uncontrollable factors in the external environment had an adverse impact. Beer and Eisenstat, (2000) states that top-down/laissez-faire senior management style; unclear strategic intentions and conflicting priorities; an ineffective senior management team; poor vertical communication; weak co-ordination across functions, businesses or borders; and inadequate down-the-line leadership skills development are also important reasons for implementation failure . It is recognised that such change requires a shared vision and consensus and â€Å"failures of strategy implementation are inevitable† if competence, coordination and commitment are lacking (Eisenstat, 1993). Biman Bangladesh Airlines (example 18) has been in totters for the last decade due to its poor strategy implementation which can be credited to the above reasons. Noble (1999b, p. 132) has further noted that: There is a significant need for detailed and comprehensive conceptual models related to strategy implementation. To date, implementation research has been fairly fragmented due to a lack of clear models on which to build. There are important similarities between the previous frameworks in terms of the key factors forwarded and the assumptions made. Similarities between frameworks that previous researchers have grouped the implementation factors into a number of categories as follows: †¢ context, process and outcomes (Bryson and Bromiley, 1993); †¢ planning and design (Hrebiniak and Joyce, 1984); †¢ realizers and enablers (Miller, 1997); †¢ content, context and operation (Dawson, 1994); †¢ content, context, process and outcome (Pettigrew, 1987; Okumus, 2001); †¢ framework and process components (Skivington and Daft, 1991); †¢ context and process (Schmelzer and Olsen, 1994); †¢ contextual, system and action levers (Miller and Dess, 1996). Four areas of groupings emerge from an analysis of the above categories. Considering the role and characteristics of each implementation factor, those 11 implementation factors identified earlier can further be grouped into four categories: strategic content, strategic context, process and outcome. †¢ Strategic content includes the development of strategy. †¢ Strategic context is further divided into external and internal context. The former includes environmental uncertainty and the internal context includes organizational structure, culture and leadership. Operational process includes operational planning, resource allocation, people, communication and control. †¢ Outcome includes results of the implementation process. [pic] Figure 7: Framework for strategy implementation (Okumus, 2001) 2. 7 Factors related to implementing reengineering The following analyses the reengineering implementation process by reviewing the relevant literature on reengineering efforts. They are categorised into a number of subgroups representing various dimensions of change related to reengineering implementation. These dimensions are: Factors relating to change management systems and culture Change management, which involves all human- and social-related changes and cultural adjustment techniques needed by management to facilitate the insertion of newly-designed processes and structures into working practice and to deal effectively with resistance, is considered by many researchers to be a crucial component of any reengineering efforts (Carr, 1993). Effective communication throughout the change process at all levels and for all audiences, is considered a major key to successful reengineering -related change efforts (Davenport, 1993). Discontinues in leadership, and lack of communication contributed the reengineering failure at Teleco (Example 19) As reengineering results in decisions being pushed down to lower levels, empowerment of staff and teams to establish a culture in which staff at all levels feel more responsible and accountable and it promotes a self-management and collaborative teamwork culture is critical for successful reengineering (Mumford, 1995). Empowerment was at the heart of reengineering Honeywell (example 20) when they reengineered. Training and education in reengineering -related concept, skills, and techniques as well as interpersonal and IT skills, are an important component of successful reengineering implementation (Zairi and Sinclair, 1995). FixCo (example 21) carried out a number of workshops for training the staff about their reengineering process. Factors relating to management competence Sound management processes ensure that reengineering efforts will be implemented in the most effective manner (Bashein et al. , 1994). The most oticeable managerial practices that directly influence the success of reengineering implementation are top management support and commitment, championship and sponsorship, and effective management of risks. Organisational culture influences the organisation’s ability to adapt to change (Hammer and Champy, 1993). It helps in understanding and conforming to the new values, management processes, and the communication styles (Bruss and Roos, 1993).. Corporation ABC (example 22) needed to create an organizational culture ready to change as they had to redesign their quality systems. Commitment and leadership in the upper echelons of management are often cited as the most important factors of a successful reengineering project (Rastogi, 1994). Sufficient authority and knowledge, and proper communication with all parts in the change process, are important in dealing with organisational resistance during reengineering implementation (Hammer and Champy, 1993). Top level commitment was the key for successful implementation of reengineering in Blue Shield California (example 23) Factors relating to organisational structure As reengineering creates new processes that define jobs and responsibilities across the existing organisational functions (Davenport and Short, 1990), there is a clear need to create a new organisational structure which determines how reengineering teams are going to look, how human resources are integrated, and how the new jobs and responsibilities are going to be formalised. Mobil Oil (example 24) had a rethink of there organizational structure in their reengineering. Cross-functional reengineering teams are a critical component of successful reengineering implementation (Johansson et al. , 1993). Teams should be adequately composed (Hagel, 1993). Team members should be experienced in variety of techniques (Carr and Johansson, 1995). Teams should be made up of people from both inside and outside the organisation (Hammer and Champy, 1993). Liberty Mutual (Example 25) used cross-functional teams and loss prevention expert to implement the reengineering process Factors related to reengineering project management Successful reengineering implementation is highly dependent on an effective reengineering programme management which includes adequate strategic alignment, effective planning and project management techniques, identification of performance measures, adequate resources, appropriate use of methodology, external orientation and learning, effective use of consultants, building process vision, effective process redesign, integrating reengineering with other improvement techniques (Zairi and Sinclair, 1995), and adequate identification of the reengineering value (Guha et al. 1993). Honeywell (example 26) would be a prime example in their execution of redesigning their quality measures. As corporate strategy determines objectives and guidance on how organisational capabilities can be best utilised to gain competitive position, reengineering strategy (Hammer, 1990). Therefore, a consideration of the strategic context of growth and expansion (Bashein et al. 1994), creating a top-level strateg y to guide change (Carr, 1993), and careful alignment of corporate strategy with reengineering strategy (Jackson, 1997) are crucial to the success of reengineering efforts. Mitsibushi Electric Corp (example 27) took immense heed in this factor. Factors related to IT infrastructure Factors related to IT infrastructure have been increasingly considered by many researchers and practitioners as a vital component of successful reengineering efforts (Brancheau et al. 1996). Effective alignment of IT infrastructure and reengineering strategy, building an effective IT infrastructure, adequate IT infrastructure investment decision, adequate measurement of IT infrastructure effectiveness, proper IS integration, effective re-engineering of legacy IS, increasing IT function competency, and effective use of software tools are the most important factors that contribute to the success of reengineering projects. Connecticut Mutual Life (example 28), reengineered their complete IT infrastructure in order to increase productivity. Figure 8: Factors related to the implementation of reengineering (Al-Mashari and Mohamed, 1999) 2. 8 Definition of fad Management fads are defined as â€Å"managerial interventions which appear to be innovative, rational, and functional and are aimed at encouraging better organizational performance. † 2. 9 Characteristics of fads Cost/benefit analysis: One moderator of fad evolution is the cost/benefit of the intervention, although these two variables may significantly differ depending upon whether the organization adopts a short-term or a long-term perspective (Laverty, 1996) as with a long-term perspective may be more likely to sustain and give a fad sufficient time to reap positive benefits, propelling it to trend or collective wisdom status. But short-term gains should also be evident to encourage the resilience needed for long-term rewards to be realized (Chaudron, 1996). Degree of difficulty in implementation: Differences between expected ease of implementation and actual ease of implementation will contribute to an organization’s desire to persist in the courses of action required by the fad. If a fad’s implementation process is no more difficult than expected, it is more likely to evolve into a trend. Effectiveness of the fad: Effectiveness is measured in terms of realized improvement in operational performance. Following adoption of a fad, firms may find themselves â€Å"incapable†, â€Å"effective†, â€Å"efficient†, â€Å"best-in-class†, or â€Å"world class†. Fads which assist organizations in moving upward on this continuum will likely become institutionalized and mature into a trend or collective wisdom. 2. 10 Life cycle of a fad A significant predictor of whether firms will likely adopt fads is the stage at which the intervention is located in the life-cycle of fads. Fads typically progress through an established life-cycle (Ettorre, 1997), although the length of time required for progression to each of these stages varies (Crainer, 1996). offers significant benefits, in terms of both number and strength; †¢ is adaptable to the specific needs of an organization; †¢ addresses the underlying cause of a problem rather than a symptom; †¢ fits with other common interventions and programs in place (for example 29, TQM and MBO programs are antithetical in that their basic tenets are contradictory); and †¢ is supported by key users and proponents, as well as by objective assessments of effectiveness 3. 0 Strategy implementa tion and reengineering in practice The case of Honeywell’s TotalPlantTM paradigm† 3. 1 TotalPlantTM at Honeywell The Honeywell industrial automation and control (IAC) plant designs world-class systems that enable process-control capability. In 1999, senior management decided to implement a solid ISO 9000-certified quality program in order to unify business and control information to enable global customer satisfaction. This program was named TotalPlantTM. Four critical principles The TotalPlantTM paradigm is based on four critical principles of success: (1) Process mapping. Process mapping is crucial for employees to see the â€Å"big picture† as opposed to focusing solely on their role within the procedure. It also creates a common language for dealing with changes to business processes. (2) Fail-safing. While process mapping diagrams the entire flow of a business process, fail-safing is done to diagnose a defect within the process. (3) Teamwork. Teamwork does not occur naturally. Honeywell encouraged teaming through special workshops, by creating a manufacturing vision that fostered teamwork and by endorsing cross-training. 4) Effective communication skills. Communication of the TotalPlantTM vision is paramount to success. Honeywell provided conflict resolution training to teams to help them deal with conflict in a positive way. (Paper et. al, 2001) 3. 2 Application of literature Honeywell learned a number of lessons as a result of their TotalPlantTM program, all of which have implications for any future initiatives. They discovered that: †¢ people are the key enablers of change; †¢ you must question everything; †¢ people need a systematic methodology to map processes; †¢ creating eam ownership and a culture of dissatisfaction ensures more employee involvement; †¢ management attitude and behavior can squash projects; †¢ bottom-up or empowered implementation is most effective; †¢ reengineering must be business-driven and continuous; †¢ setting stretch goals can facilitate greater employee effort; †¢ implementation is the real difference between success and failure. Change is a fundamental aspect of reengineering. Top management needs to communicate to its people why the change is necessary and how it will impact everyone’s current job and future with the company. Sufficient time and resources is dedicated to ensuring that the organization as a whole understood, wanted and supported change. 4. 0 Conclusion and recommendation Implying the term â€Å"fad† with reengineering is apparently a disputable issue. If taken into context of the definition and characteristics a fad has, reengineering does hold a number of features that creates an aura which surrounds a fad. Its pledge of being strategy which improves performance by improving productivity and efficiency and its disguised nature of the ease of implementation does engender staggering semblance to that of a fad. Moreover, there are issues where reengineering would probably fall short when it comes to its exploitation as a trend. Reengineering normally wouldn’t fit into an organization culture, in contrary the management is forced to create new culture where in order to adopt reengineering. Conversely, reengineering does also contain features that are a requisite for being a trend or wisdom. If implemented aptly, reengineering does provide significant benefits that simply can’t be ignored. Its association with improvement in efficiency, productivity, and quality of product or service, is an asset that any company would desire to attain. Furthermore, reengineering does address the underlying cause of the problem and with the support and commitment of top management in its implementation process it can provide a lasting value to a business. Hallmarks, Hewlett-Packard (example 30) are to name a couple of companies who have benefited from reengineering. What really made the difference is proper implementation. As far as strategy implementation, then it has to be said that without strategy implementation a company wouldn’t be moving forward. What is pivotal is a framework that allows proper execution. Unilever Bangladesh (example 31) would be a ideal illustration of successful strategy implementation as for almost half a decade in an unstable economy where constant changes are required. Bibliography 1. Ackere, A. , Larsen, E. , Morecroft, J. (1993), â€Å"Systems thinking and business process redesign: an application to the beer game†, European Management Journal, Vol. 11 No. 4, pp. 412-23 2. Alter, A. (1990), â€Å"The corporate make-over†, CIO, Vol. 4 No. 3, pp. 32-42. 3. Al-Mashari, Majed and Zairi, Mohamed (1999). BPR implementation process: an analysis of key success and failure factors†, Business Process Management Journal; Volume: 5 Issue: 1. 4. Andreu, R. , Ricart, J. , Valor, J. 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Hammer, M. (1993), â€Å"Re-engineering†, Retail Business Review, Vol. 61 No. 3, pp. 10-19. 37. Hammer, M. , Stanton, S. (1995), The Re-engineering Revolution, Harper Collins, New York, NY 38. Harrington, H. (1991), Business Process Improvement, McGraw-Hill, London 39. Harrison, D. , Pratt, M. (1993), â€Å"A methodology for re-engineering businesses†, Planning Review, pp. 6-11 40. Harvey, D. (1995), Re-engineering: The Critical Success Factors, Management Today/Business Intelligence, London 41. Hinterhuber, H. (1995), â€Å"Business process management: the European approach†, Business Change & Re-engineering, Vol. No. 4, pp. 63-73 42. Hrebiniak, L. , Joyce, W. (1984), Implementing Strategy, Macmillan, New York, NY, . 43. Hussey, D. (1998), â€Å"Strategic management: past experiences and future directions†, in Hussey, D. (Eds),The Strategic Decision Challenge, John Wiley & Sons, Chichester/New York, NY, pp. 1-28 44. Jackson, N. (1997)), â€Å"Business pr ocess re-engineering ’96†, Management Services, pp. 34-6 45. Johansson, H. , McHugh, P. , Pendlebury, J. , Wheeler, W. (1993), Business Process Re-engineering: Break Point Strategies for Market Dominance, John Wiley & Sons, Chichester 46. Laverty, K. J. (1996), â€Å"Economic ‘short-termism’: the debate, the unresolved issues, and the implications for management practice and research†, Academy of Management Review, Vol. 21 No. 3, pp. 825-60. 47. Khong, Kok Wei and Richardson, Stanley (2003). â€Å"Business peocess reengineering in Malaysian banks and finance companies. † Managing Service Quality. Volume. 13, Number. 1, pp. 54 – 71. 48. Keen, P. (1991), Shaping the Future: Business Design through Information Technology, Harvard Business School Press, Boston, MA. 49. Kettinger, W. , Teng, J. , Guha, S. 1997), â€Å"Business process change: a study of methodologies, techniques, and tools†, MIS Quarterly, pp. 55-80. 50. Klein, M. 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(2001), â€Å"Towards a strategy implementation framework†, International Journal of Contemporary Hospitality Management, Vol. 13 No. 7, pp. 327-38 57. Paper, David J. , Rodger, James A. and Pendharkar, Parag C. (2001). â€Å"A BPR case study at Honeywell† Business Process Mana gement Journal. Volume: 7 Number: 2, pp: 85-99. 58. Pettigrew, A. M. (1987), â€Å"Context and action in the transformation of the firm†, Journal of Management Studies, Vol. 24 No. 6, pp. 649-70. 59. Plowman, B. (1995), â€Å"Corporate transformation means re-engineering plus†, The Strategic Planning Society NEWS, pp. 8-10. 60. Rastogi, P (1994), â€Å"Nature, significance and rationale of business process reengineering†, Productivity, Vol. 35 No. 3, pp. 467-76 61. Schnitt, D. (1993), â€Å"Re-engineering the organisation using information echnology†, Journal of Systems Management, pp. 14-20, 41-2 62. Schmelzer, C. , Olsen, M. 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The terms color blind and diversity

The terms color blind and diversity are widely used in affirmative action but they are not synonymous. Applied properly, color blind should be taken to mean without distinction to color. This means that the policies such as affirmative action should neither advance nor protect the interests of any race. As compared to diversity, this is understood to provide the necessary preferential treatment in order to advance the interests of all races, being color blind is not related to racial relations but instead advocates the lack of any racial undertones.To arrive at a better understanding of how these terms work it is important to briefly discuss affirmative action. Affirmative action has been praised and pilloried as the answer to racial inequality. First introduced by President Kennedy in 1961, â€Å"Affirmative action† was designed as a method of reducing the discrimination that had remained despite the civil rights laws and constitutional guarantees.It was a method that was put in place as a â€Å"Temporary Measure to Level the Playing Field† through the offering of the same opportunities to all Americans. As the video shows, the struggle for racial equality has taken different paths in American history. For some, it has mean equal opportunity and righting of a wrong long since committed, for others it remains a constant struggle not only for survival but for recognition.There have been several violations that have disenfranchised many but this clear violation of the Constitution prompted many to create a landmark law that will turn the tide once and for all. It was â€Å"Affirmative Action† that was supposed to save America from the evils of racism and discrimination but this directive failed and in fact it even backfired and instead of helping the oppressed it made them look less worthy of respect as ever before.As such, it is clear that being color blind, while different from encouraging diversity, is oftentimes interchanged and can have disastrous results. These concepts, however, are not mutually exclusive and may co-exist under the proper circumstances. It must be remembered that in order for Civil Rights plans such as Affirmative Action to work there must be a fine balance to encourage racial diversity but at the same time not lead to discrimination of other races.

Heart/ a&P/ Nursing

Chapter 12 A flat macular hemorrhage is called a(n): Purpura Risk factors that may lead to skin disease and breakdown include: a lifetime of environmental trauma. What term refers to a linear skin lesion that runs along a nerve route? Zosteriform The components of a nail examination include: contour, consistency, and color. An example of a primary lesion is a(n): urticaria. A scooped out, shallow depression in the skin is called a/an: erosion. Chapter 19The first heart sound is produced by the: closure of the AV valves. Which of the following guidelines may be used to identify which heart sound is S1? S1 coincides with the carotid artery pulse. Which of the following cardiac alterations occurs during pregnancy? An increase in cardiac volume and a decrease in blood pressure Which of the following is an appropriate position to have the patient assume when auscultating for extra heart sounds or murmurs? Roll toward the left sideThe leaflets of the tricuspid and mitral valves are anchore d by __________________ to the _________________, which are embedded in the ventricular floor. chordae tendineae; papillary muscles The ability of the heart to contract independently of any signals or stimulation is due to: automaticity. When auscultating the heart of a newborn within 24 hours after birth, the examiner hears a continuous sound that mimics the sound of a machine. This finding most likely indicates: an expected sound caused by nonclosure of the ductus arteriosus. You can read also Coronary Artery Disease Nursing Care PlanA bruit heard while auscultating the carotid artery of a 65-year-old patient is caused by: turbulent blood flow through the carotid artery. The jugular venous pressure is an indirect reflection of the: heart's efficiency as a pump. The semilunar valves separate the: ventricles from the arteries. Chapter 20 One of the leg's deep veins is the: popliteal. ?Arteriosclerosis refers to: thickening and loss of elasticity of the arterial walls. ?Palpable inguinal lymph nodes are: normal if small (less than 1 cm), movable, and nontender. In pulsus paradoxus: beats have weaker amplitude with respiratory inspiration and stronger amplitude with expiration. ?Lymphedema is: the swelling of an extremity caused by an obstructed lymph channel. ?A water-hammer â€Å"Corrigan† pulse is associated with: aortic valve regurgitation. The cervical nodes drain the: head and neck. In young children, the thymus gland: produces T lymphocytes. Cla udication is caused by: arterial insufficiency. The patient has severe bilateral lower extremity edema. The most likely cause is: heart failure.

Formalist Critism Essay Example | Topics and Well Written Essays - 500 words

Formalist Critism - Essay Example Tension refers to the fundamental cohesiveness of the work, and frequently involves irony and paradox. Intentional fallacy refers to the perception that the meaning of a work may be determined by the intent of the writer. Affective fallacy is the belief that the meaning or value of a work may be deduced from the manner in which it affects the reader. External form is the overlaying trappings of a work, such as rhyme, scheme, and meter, amongst others. Objective correlative refers to the collection of circumstances, objects and /or activities that evoke certain emotion immediately. This thesis does not limit and focus what the writer had intended to say regarding the object. This thesis is very unclear as it as the words fail to produce any cohesive meaning. The three key words are so unrelated within the context of the thesis to the extent that they fail provide any focus on object and subject of the short sentence. Secondly, the sentence does not seem to mirror the theme of the story. Perhaps the main theme is the story is love; however, while adjoining the journey to the key character obviously builds the theme, though it is unclear. The story is a narrative told as flashback by Jacob, and it begins to describe his life in the nursing home and the dilemma he runs into when someone claims that they gave water to the elephants, and so the book converts into a total flash back where Jacob narrates his life in the circus. In the book, the author applies varying language techniques such as broken English and everyday slang. For instance, the author paints a scene where Camel pleads with Blackie to free Jacob, â€Å"†¦ I’m tellin ya! †¦need no trouble, let I’m go! (Gruen, 193) This category of syntax provides a deep insight into the setting of the novel, although the storyline is set in first person, and the writer converses in a different