All About the Economics of Interest

Analysis Of Joseph Conrad s Heart Of Darkness - 1250 Words

Written in 1902, Joseph Conrad’s Heart of Darkness follows the character Marlow in his journey up the Congo River to find the mysterious Kurtz, an ivory trader. In the story, Conrad explores the issues of colonialism and imperialism. The Company has enslaved native Congolese to help them mine for ivory and rubber in the area. The Congolese experience brutal working conditions as the company profits off their free labor. Racism is evident throughout the story with Marlow calling the blacks â€Å"savages† and with the lack of dialogue for Congolese characters. Throughout the story, Conrad seems to suggest that imperialism and colonialism rise from greed, power struggle, and the need for wealth. He also seems to imply that imperialism and†¦show more content†¦This goes to show how these men do not respect the culture of Vietnam. They are just white Americans who seem only to care about themselves and their culture. This goes along perfectly with the commentary Cop pola is trying to make on imperialism. The country doing the imperialism (the United States) does not respect the natives. Furthermore, as the Americans descend into the village, Coppola emphasizes how they are disrupting the natives’ way of life in the scene. The kids were going to school when the Americans come and interrupt their lesson with a helicopter raid. This goes to show the negatives of imperialism by highlighting the effects on the youth. Moreover, the Americans seem to just be killing everyone in their way including innocent civilians. This goes to show how the Americans are the actually savages not the Congolese. They are just killing anyone in their way. Worst of all, this entire raid on the village is for one purpose, which is for them to go surfing. This is very self-centered and selfish. They disrupted an entire village and killed so many people just to go to the beach. Unlike in the book, the Americans committed this act for the power to surf not for any mo netary reasons. This scene exemplifies the horrors of imperialism, showing how power is corrupt. In addition to the helicopter raid, Coppola creates a scene with the Americans opening fire on a boat with nativesShow MoreRelatedAnalysis Of Joseph Conrad s Heart Of Darkness1504 Words   |  7 Pagescontrol over others and can be found in both people and objects. In Joseph Conrad’s Heart of Darkness the main character and narrator Marlow identifies a force within ivory that conveys a sense power within the enigmatic Mr. Kurtz. The African ivory trade was flourishing in the early 1900’s. Obtaining the precious object transformed some into greedy connoisseurs with endless intentions to get their hands on all of the continents ivory. Conrad shows that the power that is emitted from the ivory falls intoRead MoreAnalysis Of Joseph Conrad s The Heart Of Darkness 1801 Words   |  8 PagesAlly Jones Professor Smith English 1302 November 18, 2014 Female Roles in Joseph Conrad s the Heart of Darkness: In regards to Joseph Conrad’s Heart of Darkness, many literature reviews focus on the motifs of Imperialism, the symbolism of darkness and fog, or the aspect of racism in Conrad’s work. During the era which Conrad wrote, England was going through the Victorian Era, which was marked by a shift in views on morality. The term â€Å"Victorian morality† is used today to describe values whichRead MoreAnalysis Of Joseph Conrad s Heart Of Darkness 1713 Words   |  7 PagesMonth: January 2014 Name: Faris Khan Period: 3 Title: Heart of Darkness Author: Joseph Conrad Date started/date completed: 1/19 - 1/28 Pages read: 96/96 (Including the ten page introduction, 106/96) Rating of book (1-10): 9/10 Above you rated this book. Explain in detail why you gave this book that score: Author Joseph Conrad uses a very interesting method of narration in his novel, Heart of Darkness. The novel itself is written in first person, from the perspective of an unnamed sailor aboardRead MoreAnalysis Of Joseph Conrad s Heart Of Darkness 1396 Words   |  6 PagesShelly Pyakurel Ellen Stockstill English 4 DC 27 April 2015 Research Paper Heart of Darkness is a novel by Joseph Conrad that centers on Marlow, a man who goes to the Congo for a job opportunity. He meets a man named Kurtz, who is well known by many. Once he gets to the Congo, he sees colonialism first-hand. He sees that the natives of the country were practically enslaved and forced to work under very harsh conditions. The two major characters of the novel are Marlow and Kurtz. There are many minorRead MoreAnalysis Of Joseph Conrad s Heart Of Darkness1552 Words   |  7 Pagesfollowers. Historically, people have been socialized to accept and adhere to these stereotypes. Women have an important role in Joseph Conrad’s Heart of Darkness. Women are used in this novella reflect an important aspect of culture: sexism. Heart of Darkness was originally published in 1898, a period where women were facing especially harsh discrimination. Conrad’s Heart of Darkness tells the story of Marlow, an experienced sea captain, who is setting out on a mission to rescue Kurtz, an intelligent butRead MoreAnalysis Of Joseph Conrad s Heart Of Darkness1555 Words   |  7 PagesAlthough the author Joseph Conrad never met the German philosopher Gottfried Wilhelm Leibniz, who died more than a century before Conrad’s birth, their distinct philosophies still have numerous points of intersection, suggesting some fundamental truths within the structure of the human reality. Through the novella, Heart of Darkness, Conrad details his perspectives on the faults of man and reality as a whole, with views often coinciding with many of Leibniz’s own, as found in his numerous philosophicalRead MoreAnalysis Of Joseph Conrad s Heart Of Darkness1233 Words   |  5 PagesImperialism has often been described as a light, a method to guide the uncivilized. However in Heart of Darkness, Joseph Conrad sheds true light on the subjec t. In the novel, Conrad exposes the situation in Congo during the era of Imperialism for the Europeans. Conrad reveals the exploitation of the natives through a tale of Marlow, an introspective sailor, and his nightmarish journey up the Congo River to meet a reputable European trader, Kurtz. As the life of the great Kurtz comes to a close, theRead MoreAnalysis Of Joseph Conrad s Heart Of Darkness963 Words   |  4 Pagespeople. Heart of Darkness, by Joseph Conrad, can be criticised through many different lenses. Though Natives are a large part of Conrad’s narrative of European atrocities in the Congo, his treatment of Congolese Natives throughout the book show them to be nothing more than props. Conrad skews Natives language, culture and intelligence to fit Europeans schema for Africa and Africans. Conrad’s Heart of Darkness is placed in a colonized Congo. ...despite Heart of Darkness s (Joseph Conrad) obviousRead MoreAnalysis Of Joseph Conrad s Heart Of Darkness1080 Words   |  5 Pages1 Kathrine Carrasquillo Dr. David Mulry Engl 2112 Feb 13, 2017 Who is Mr. Kurtz, and what does Conrad use him for? Mr. Kurtz is the main character in Joseph Conrad s English novella, Heart of Darkness. There is no proof that Mr. Kurtz is based on a real person, so it is assumed that he is a made up character. When Mr. Kurtz is first introduced the audience learns that he is a Belgian ivory trader and he was sent to Africa by his employer for work. At first glance, Mr. Kurtz just represents a normalRead MoreAnalysis Of Joseph Conrad s Heart Of Darkness 2026 Words   |  9 Pages Ryan Li 7/22/17 AP Lit/Comp Summer Reading Heart of Darkness Heart of Darkness is written by Joseph Conrad and published in 1899. It is a novella written in the early modernism literary period. Joseph Conrad was born as Jà ³zef Teodor Konrad Korzeniowski on December three 1857 in Berdichev, Ukraine to Polish parents. He was raised and educated in Poland. After his career is the seafarer in the French and British merchant Marines, he wrote short stories which he used his experiences

Logistics A case of John Lewis

Question: Describe about the Reason for success, Challenges faced and Pre-requisite necessities for the operation of lean systems of John Lewis? Answer: Executive Summary The particular chapter deals with the operation management system of the John Lewis. An organisation needs to establish a relationship of trust and confidence that it can understand the requirements and cater its best possible way that is to implement SANDAC within the JLP. The particular research is conducted in the reference to JLP operation management and its process in making the organisation successful. Initially, JLP uses the Omni form of operation management where the company has faces tough to survives in the rising demand of the consumers. Apart from that, with the help of SANDAC, company will be able manage and control the operation system by tote bin via conveyor. Most of the companies are facing issues like efficiency, ergonomics and service level can be improved in future if the company uses the automated system for the business. Introduction John Lewis partnership is one of the UK largest business houses. It is still lies in the 10th position in retail sector. Company is known for its quality clothing line and value pricing strategies in the market. Company has more than 28 departmental stores and turnover worth of the 7.4 billion (Fliedner, 2012). The company has been able to generate high sales even in the time of recessions and has plans to open more than 28 stores in UK. Company has semi automated distribution centre which helps the business to growing the international and level market of UK. With the rise in the distribution of the centre in year to coming shows that, company logistics is very much automated and company has been able to generate high investment within the business. The study will analyse the existing technology of logistics of the distribution network (Jackson and Jones, 2005). Reason for success for the John Lewis partnership John Lewis partnership is been one of the major pillar for the success of the company. The stakeholder like employees and the mangers and customer has made the company to reach in current positions. The john Lewis partnership is been growing strong every year as the company is able to capture the large customer base within the existing UK market (Shinkle et al. 2004). With the strong relationship with employees is one of the major reasons for its success in the past and present. John Lewis is been owner one of the major stakeholders who are looking to manage and control improvise its logistics and distribution network which has created the large customer base for the company (Trent, 2008). With the variety in the product availability gives a company edge to grow more in compare to its competitors like Zara and HM. Apart from the above the critical success factor for the company is being its marketing strategy tool. The company has implemented the penetration pricings strategy to targ et the medium and large customer group in the current market share (Krugman et al. 2010). Market share 2011 2012 Marks Spencer 11.7% 11% Primark 8.5% 8.1% Asda 6.9% 6.9% Top shop 6% 5.51% John Lewis 5.54% 6% TK maxx 3.2% 3.3% HM 3.4% 2.9% Matalan 2.9% 2.5% Graph 1: Market share of the John Lewis (Source: Bryman and Bell, 2012, pp-123) From the above, it has been found that, market share of the John Lewis is been very much pleasing and growing as per the above graph. The company is able to outperform its contemporaries like HM and TOP shop and Matalan because of its quality and value pricing (Baum, 2003). As the companies like primary is second because of low cost and company has not been able to generate the large customer base which will give poor sales in result in the long run. Therefore one of the major competitors for the company is MS which is very much has large brand value and are remote distribution channel for the company (Bhadur, 2008). However, MS uses price skimming strategies which are why most of the customer are shifting their base and only catering those customer whose earnings is more than 10,000. Alternative considered to maintain the increasing demand of consumer Since the John Lewis demand of the products services is increasing every year. The growth needed to be complimented by the better supply chain would helps to manage the products and service availability (Bisen and Srivastava, 2009). Company is been looking to implement SANDAC which is semi automated supply chain that will help the company to manage and control over the supply chain in order to make sure that items must be picked within time which would reduce the backup store facilities. The warehouse designed to be very much environmental friendly which comprise of solar panel and storm water collection and automated lightening (Chopra and Meindl, 2007). Most of the goods are being packed in the cartons on pallets. With the help of tote bins, company transport its minload to automated storage and with the help of OSR , company is able monitor is products and services within the 10 kilometer range. The storage area comprises 26*1.75 m which is operated with the help of wire guided narrow aisle trucks (Held, 2003). The narrow aisle makes sure that the AS/RS is used to store the tote bins of fast and slow moving lines. There are 13 capable of moving 2 bins at same time. The AS/RS and OSR technology covers the area which helps the John Lewis to manage the store of total 240,000 tote bins. While picking up the order the tote bins conveyor uses bin to bin to picking because there are more than 33 picking stations within the area (Singh, 2009). Each of the picking up stations comprise of the 12 tote bins on a lower level. Finally the picked up bins are being transported by the conveyor to the OSR based buffer store. Since the company has wide variety of products range with more than 350,000 product lines which are ranging from fashion to apparels along with household goods which company has more than 33 picking up stations (Dennis, 2002). Apart from that, company has invested more than 46 million in order to implement SANDC within its existing supply chain. This has enables to reduce the cost of the docks and the warehouses. The business case of John Lewis shows that, company has successfully able to manage and control over its pickings that has made the company to reduce the excess burden of time consuming and has lower the manpower (Liker, 2004). The SANDC is generally operated between two shifts each day but it has potential for the 3 shift each which will helpful for the business to grow and manage its rising demand. Challenges faced by the John Lewis within their supply chain One of the major challenges faced by the company during its time of managing and controlling the supply chain system its growth. Since the mode of operation from the Hawthorne experiment to bricks and mortar which has been changed since the yester years (Bicheno, 2004). The omni form of operational system within the supply chain has been one of the most popular ways of managing the supply chain. The omni channel system has helps the major retailers for fundamentally redesigning its supply chain. This leads the industry has undergone changes due to growth in the supply chain (Nicholas and Soni, 2006). Since the click and collect the service has been able to manage the supply chain management system within the organizations. The retailer here is able to fulfill the expectation of the customer demand by make sure the supply chain is managed in better way and the 124*7 availability of the products. After the globalization and technology advancement like internet has made the world more G local (Hines, 1994). Therefore, the online retailing has become of the most prominent way to trade the business for the retailers without having the physical store. Since, demand of the online store has been increased from 2009 as the internet user of the nation are also been increased by 43.09% across UK (Hines, 1998). The evolution of e-commerce has made the john Lewis to launch its own online websites which will hale the business to grow and made available to each and every corner of the world. Some of the challenges faced by the omni supply chain are given below: Figure 1: Omni supply chain (Source: ttner, 2005, pp-121) One of the biggest challenges and opportunities faced by the retailer is close the technology gap for the consumers. When more than 50% of retailers does not poses critical supply chain technology in order to fulfill the order for the company (Karlsson and hlstrm,1996). (i)Lack of integration with inventory with the omni channel system: Fulfilling the order for the customers is one of the major job of the operation system. Omni channel system helps the customers to fulfill the orders based on where the customer is located. If the shipment is local then the company will be able to ship the order whereas orders is out of the stations makes the company to make the shipment which take sits twice its time (Andersson, 2006). However, most of the retailer is facing challenges sending of wrongful items which are creating huge lots of problems. Company is not been able to manage and control its inventory system because of omni system is more complicated. It requires large number of inventory and people from a lot of different places in order to send its right products right people. This makes the distribution system more risky and increase in human error (Nicholas and Soni, 2006). Omni supply chain software is communicating e-commerce sales across the globe which helps the company to achieve the large market base. (ii)Integration Issues within the Omni channel of distribution: Although omni channel breaks traditional operational model for the shopping but the consumer are never ever been interested in the supply chain process of the company instead they are interested in customized solution. Integration of the channel implies more visibility into the inventory across the entire enterprise which is not enough by the existing omni technology (Conti et al. 2006). The lack of integration between the server and the inventory to the demand of the consumer can create technological hindrance within the omni retailing. The JLP has faces various kinds of the issues because of the growing customers need, company have failed to send the right products to the right consumer at the right place (Dennis, 2002). However, lack of integration between the distribution channels has made the JLP to manage improper way of operating its business. SANDAC flexibility as per the changing demand With the implementation of SANDAC within the JLP has made company to increase its efficiency within the existing operation system. For instance, a new products of JLP are being weighed , scanned as per the cubic measurement and photographed during the time of managing the operation (Couper et al. 2011). With the help of OSR (Order storage and Retrieval) system are helpful in strong the transported goods from the conveyor. Apart from that goods which are being received by the store in tote bins which is in the current quantities are being pre-advised electronically by the suppliers using the advance shipping notifications (ASN). The pallets will be which be received have the tote bins and are moved by the PPT (Powered applet truck which will de-palletized by the robots (Doukidis and Paul, 1990). This total process of the SANDAC is very much shows the flexibility of the demand of supply chain system which is consistently being working with OSR that helps the JPL to grow more and cater the changing demand of the consumers (Gunasekaran, 1999). SANDAC has works in more than two major shifts which would be helps the JLP to manage its operation system around the UK. Apart from that, SANDAC is capable for more than tow shift which shows its flexibility among the other type of system like omni and the price2 methodology Harris and Harris, 2003). Most of the companies like Zara, MS and HM are using the omni version of the supply chain within their business. Moreover, SANDAC is also been very flexible for the order picking. For instance , JLP has more than 33 pickings out of which each stations comprises of 12 tote bins on lower level which would helps the conveyor to represent the store that needed to be picked (Conti et al. 2006). Besides that, on the higher level of demand, tote bins are brought into two locations in front of the picker. With the help of this flexibility company has options top order high level at same time as lower level of quantity of the products and services. One of the major examples for the flexibility within SANDAC shows that integration between the warehouses takes the products from the 1000 suppliers from small stores. Automated conveyor belts carry hundreds and thousands of the torte boxes from the selves to the workers that will take the times to shoppers (Dennis, 2002). Within the range of more than 10 kilometers of conveyor belts in the area of ware house where the aisle are 75 meter long and 15 meter high and help taken by the cranes that locate and pick up the totes who travels at six meter long in one second shows that automated storage system of the JLP is very much healthy and flexible as per changing demand of the consumers (Liker, 2004). Ways to improve the service of SANDC 1. Effecincey: The existing automated system will increase the efficiency process of the operation system of the JLP as the rise in the demand of the products will be higher in the coming years. The efficiency level of the SANDC is higher in compare to its competitors who are not able to cope with changing demand of the consumers (Hansson, 2006). SANDAC will help the JLP to meet the standards of the customers. The aromatic system will give an competitive advantages and critical success factors for achieving the product availability with less and with the cost effective. With helps of integration process of the automated tote bin has given edge to the company to gain the large customer base via clean and clear operation management (Apte et al. 2011). 2. Service Levels: The automatic system of the SANDC will help to solve the problems of customised operating system as per the company demand. SANDAC service level is more of the technological advancement which helps the JLP to minimize its cost and give the service at right time to the right stores (Apte et al. 2011).. This will also bring the transparency within the service system of the company which will lead to changing demand of the stores which is one of the major critical success factors for the company. This is only can be possible if the system is very much integrated for managing the automatic pilling of the inventory. SANDAC has bridge the gap between supply and demand for the product (McQuaid-Cook and Simons, 1989). 3. Ergonomic Issues: Various ergonomic issues at work place can be arises due to the repetition of the work, manual handlings and designing of the job which may lead to the uncomfortable situation at the workplace. Ergonomics is process of the improving the productivity of the company core business objectives which would lead the company to achieve the higher efficiency (Mustaghis-ur-Rahman, 2007). Ergonomics of the SANDAC will helps the company to reduce the cost. The best ergonomic solution given by the SANDAC represent improve the productivity by designing a job to allow for the right kind of posture , less exertion and fewer motions and which made the work station more efficient. SANDAC improves the best efforts in order to ensure the quality of the products. For instance, JLP labour is able to fasten their work of equipment tightening enough due to high force requirements of the products fixtures (Apsc.gov.au. 2013). Ergonomic helps the business to maintain their best efforts to ensure their health and safety via making the working environment for comfort and reduce the fatigue. 4. Sustainability: Sustainability issues are always with operation system for the company. With the automation cost and paper has been saved by the JLP but the use of electricity has been risen. The machine like SANDAC must be work within the environmental friendly manner in order make the work place more sustainable. In coming future, the more and more of customer are willing to associate themselves with the environmental friendly company, therefore, it is very much important for the company to manage their operation by reducing the waste and control the pollution within the manufacturing to supply chain. The use of the green technology and renewable products helps the company to take larger control over the changing environmental laws (Hamman, 2012). JLP has been using the solar panels which help the organization to manage the sustainability by reducing the use of thermal power energy to solar energy. Apart from that, storm water collection is another major warehouse designed which would indicate that company is more of the environment friendly. With the help of automated lighting control system has been helping the 15% of the energy conservations within its warehouse (John Lewis, 2015). Pre-requisite necessities or the operation of lean systems The rising pressure on the organisation to reduce cost and improve quality is making many companies to choose Lean tools and techniques as an advance solution for improvement in the performance of the company (Mustaghis-ur-Rahman, 2007). Over the last few years, Lean has been emerged as one of the most impactful procedure to increase the organisations efficiency by decreasing the operations. Figure 2: Pre-requisite tool for the lean management (Source: Apte et al. 2011, pp-143) Sorting (Seri): As discussed by (Trent, 2008), with the proper arrangement all work area must be sorted. It will help the company to understand the needed works are unnecessary work, which should immediately be discarded. Straighten (Seition): Straighten is to set in order the products and services according to location area of each of the items. With the labels every item will be place in order of usage or unused. All the worker must know where the item are by labelling or by making shadow board that has outline of tools so as to identify its accurate location area (Conti et al. 2006). Shine (Seiso): The work area must be kept physically clean and tidy on a regular basis and the workers should also be scanning the area for anything that is out of place and try to make immediate effort to correct it. Standardize (Seiketsu): Standards must be made or rather develop for the making first 3s so as to ensure that the workers are doing what the company wants/requirements of them (Apte et al. 2011). Sustain (shitsuke): It means maintain uniformity in the practice. All of the steps must be maintained and done in a same way. The routine must be made in a discipline way so that the entire step and process of 5s become a habit for the workers and the organisations (Mustaghis-ur-Rahman, 2007). Conclusion With help of SANDAC, transparency system thinking within the company can measure efficiency. Furthermore, company will be able to measure the efficiency by reducing the cycle time of every operation, simplifying every work by repeatedly making everyone to do the same work and benchmarking will help to measure the JLP of operation management. However, application of SANDAC software system, JLP will be able to manage to achieve goals and objectives of the company via better operating system. As observed form the study of the particular chapter, the researcher was not able to gather knowledge regarding the changing the priority of the company which helps in customised the operation system. Reference List Books Fliedner, G. (2012). Leading and managing the lean management process. [New York, N.Y.] (222 East 46th Street, New York, NY 10017): Business Expert Press. Jackson, T. L. and Jones, K. R. (2005). Implementing a lean management system. Portland, Or.: Productivity Press. Shinkle, G. A., Gooding, L. H. and Smith, M. L. (2004). Transforming strategy into success. New York: Productivity Press. Trent, R. J. (2008). End-to-end lean management. Ft. Lauderdale, FL: J. Ross Pub. Krugman, P., Wells, R., Graddy, K. (2010). Essentials of Economics. New York: Worth Publishers. Bernard, H. R. (2011) Research Methods in Anthropology: Qualitative and Quantitative Approaches. 5th ed. Plymouth: Alta Mira Press. Bryman, A. and Bell, E. (2012) Business Research Methodology. 3rd ed. New York: Oxford University Press. Baum, A. (2003). Real estate: investment or operation?. Property Management, 21(1). Bhadur, R. (2008). Production and operation management. Jaipur, India: Book Enclave. Bisen, V. and Srivastava, S. (2009). Production operation management. Lucknow, India: Word-Press. Chopra, S. and Meindl, P. (2007). Supply chain management. Upper Saddle River, N.J.: Pearson Prentice Hall. Held, G. (2003). Ethernet networks. London: Wiley. Singh, M. (2009). Operation management. New Delhi: Sonali Publications. Dennis, P. (2002) Lean Production Simplified: A Plain-Language Guide to the Worlds Most Powerful Production System, New York: Productivity Press. Liker, J.K. (2004) The Toyota Way: 14 Management Principles from the Worlds Greatest Manufacturer, New York: McGraw-Hill. Bicheno, J. (2004) The New Lean Toolbox: Towards Fast, Flexible Flow, Buckingham: PICSIE Books. Nicholas, J. and Soni, A. (2006) The Portal To Lean Production: Principles and Practices for Doing More with Less, Boca Raton: Taylor Francis Group. Journals Hines, P. (1994). Creating World Class Suppliers: Unlocking Mutual Competitive Advantage. Upper Saddle River, NJ: Financial Times Management Series. Hines, P. (1998). Benchmarking Toyota's supply chain: Japan vs U.K. Long Range Planning, 911-918. ttner, U. (2005). Supply chain risk management: Understanding the Business Requirements from a Practitioner Perspective. The International Journal of Logistics Management, 120 - 141. Karlsson, C., hlstrm, P. (1996). Assessing changes towards lean production. International Journal of Operations Production Management, 24 - 41. Andersson, E. (2006) Lean Produktion p Lindab Steel: Stndiga frbttringar ven nr det gr bra, Underleverantren, No 6, pp 29. Nicholas, J. and Soni, A. (2006) The Portal To Lean Production: Principles and Practices for Doing More with Less, Boca Raton: Taylor Francis Group. Lean Enterprise Institute Sweden. (1999) Verktyg fr Lean Produktion, Quest Worldwide Education Ltd. Gteborg. Conti, R. Angelis, J. Cooper, C. Fagegher, B. and Gill.C (2006) The effects of lean production on worker job stress, International Journal of Operations Production Management. Vol. 26 No. 9, pp. 1013-1038. Dennis, P. (2002) Lean Production Simplified: A Plain-Language Guide to the Worlds Most Powerful Production System, New York: Productivity Press. Couper, M., Kennedy, C., Conrad, F., Tourangeau, R. (2011). Designing Input Fields for Non-Narrative Open-Ended Responses in Web Surveys. Journal of Official Statistics, 65-85. Doukidis, G., Paul, R. (1990). A Survey of the Application of Artificial Intelligence Techniques within the OR Society. The Journal of the Operational Research, 363-375. Gunasekaran, A. (1999). Agile manufacturing: A framework for research and development. International Journal of Production Economics, 87-105. Harris, R., Harris, C. (2003). Making Materials Flow: A Lean Material-handling Guide for Operations, Production-control, and Engineering Professionals. Cambridge, MA: Lean Enterprise Institute. Conti, R. Angelis, J. Cooper, C. Fagegher, B. and Gill.C (2006) The effects of lean production on worker job stress, International Journal of Operations Production Management. Vol. 26 No. 9, pp. 1013-1038. Hansson, M. (2006) Frbttringsarbete p Haldex Hydraulic AB i Skne Fagerhult, Stndiga Frbttringar, No 1, pp 3-5. Apte, U., Ahn, S. and Guignard-Spielberg, M. (2011). Optimization of Bank Check Sorting and Clearing Operation. Technology Operation Management, 2(1), pp.16-28. McQuaid-Cook, J. and Simons, C. (1989). Development and Operation of a Waste Management System in Alberta, Canada. Waste Management Research, 7(1), pp.219-227. Mustaghis-ur-Rahman, (2007). NGO Management and Operation: A South Asian Perspective. Journal of Health Management, 9(2), pp.223-236. Websites Apsc.gov.au. (2013). Australian Public Service Commission - Developing High Performance: Performance Management in the Australian Public Service. Available at: https://www.apsc.gov.au/aps-reform/current-projects/performance-framework/conceptual-performance-framework [Accessed: 1 Feb 2015]. Hamman, M. (2012). Sense-and-Respond: A Broad Organizational Capability. Available at: https://www.bigvisible.com/2013/06/sense-and-respond-agility-organizational-capability/ [Accessed: 5 Feb 2015].

Contemporary Hospitality Issues for Tourism- myassignmenthelp

Question: Discuss about theContemporary Hospitality Issues for Tourism and Borders. Answer: Introduction The hotel industry always represents the service profession and thus hotel can be said as a market where both demand and supply are present. Hotel provides shelter, food and various kinds of services to the people who visits and stays there (Wachowiak, 2016). However a lot of modern implementation can be done to describe hotel industry in detail. The main topics that will be discussed include the different issues faced by the hotel industry. This may include the problems faced by the management and employees as well as the problems faced by the customers of the hotel. The thesis statement of the hotel is as follows; Issues faced by the hotel The reason for the problems that the employees and the customers faces The solutions to such problems Body of the essay Key Area 1: The topic is Salary Gap between hotel and other industry. The salary gap between the hotel and other industries has been the main concern for the different types of industries as because in order to be creative the founders fails to pay heed to the salary demand of the workers. This leads to problems as because the employees seem to be reluctant to work which leads to organizational inefficiency (Aragon-Correa, Martin-Tapia de la Torre-Ruiz, 2015). The reluctance of the workers to work in the given circumstances is mainly due to the failure of the management to identify the demands of the workers. The management must be active enough to get a clear understanding of the workers. Key Area 2: The next Key issue is the Lack of Systematic Management System. As mentioned earlier the management of the hotels is reluctant enough and fails to understand the basic demands of the employees, which in turn leads to the organizational failure of the hotels. If the management of the hotels functions properly then the staffs will be led in a correct way (Deery Jago, 2015). Thus it is important for the management to function properly. The absence of the managerial skills makes the employees frustrated as the employment opportunities and chances for growth gets limited. Key Area 3: The Next Key issue is The lack of Promotional Activities. As mentioned earlier the absence of proper promotional activities is a major negative issue that hampers the proper growth of the hotels and makes the management of the hotel vulnerable to internal threats. This includes threats like constant change of employees and the failure of the management to retain loyal and trusted employees (Ryan, 2015). Conclusion The following plan has been arranged and highlighted in a proper format that clearly makes the way for a great essay. The plan has included three of the most important topics that are faced by the organization in the modern times. The thorough analysis of the plan will be essential to construct the essay in a proper and flawless manner. References Aragon-Correa, J. A., Martin-Tapia, I., de la Torre-Ruiz, J. (2015). Sustainability issues and hospitality and tourism firms strategies: Analytical review and future directions.International Journal of Contemporary Hospitality Management,27(3), 498-522. Deery, M., Jago, L. (2015). Revisiting talent management, work-life balance and retention strategies.International Journal of Contemporary Hospitality Management,27(3), 453-472. Ryan, C. (2015). Trends in hospitality management research: a personal reflection.International Journal of Contemporary Hospitality Management,27(3), 340-361. Wachowiak, H. (Ed.). (2016).Tourism and borders: contemporary issues, policies and international research. Routledge.

The Metamorphosis Essays (607 words) - Absurdist Fiction

The Metamorphosis When he lifted his head a little, he saw his vaulted brown belly, sectioned by arch-shaped ribs, to whose dome the cover, about to slide off completely, could barely cling. His many legs, pitifully thin compared with the size of the rest of him, were waving helplessly before his eyes. Gregor Samsa has gone through a metamorphosis. This change has turned Gregor into a monstrous vermin. Kafka expresses the anxieties, inner terrors, and cynicism, which fill Gregors life, throughout the novel, metamorphosis. The main theme of the story is the effect of others control on a person such as Gregor's relationship with his family, and how the people around him controlled his life. He realized that he would be his own person when he could escape from his familys control, even if the only escape was death. Gregor was the most unselfish person in The Metamorphosis. This characteristic shows with his dedication to his work. He was the only family member with a job, believing he was the only one capable of it. His only hobby was fretwork, sitting alone in his room. His devotion to his work was remarkable. In all of the five years he had worked for his fathers creditor, he had never once been absent. Gregor always tried to help out, and he never asked for anything. He was never understood, nor was he liked or associated with. We already know he had no friends. Also, who ever like him, or thought anything of him, slowly became less and less associated with him and/or had disbelieves in him. His boss even accused him of stealing, just because he wouldnt open the door. We see Gregor could not be accepted or understood by the ones that need to understand him most. He died from a lack of love and respect from his family, the ones whom he needed love from the most. Kafka used the constant setting of the Samsa household to show the true repercussions of the metamorphosis. It is here that Gregor is truly dehumanized. No longer can he stand the taste of what used to be his favorite dish. He is reduced to a vermin who feeds on rotted, decaying food and who finds the presence of fresh food repulsing. The very means by which he sustained himself is not fit for a human, but rather for a dependent beast. After Gregor dies, at the end of the story, his parents notice that his sister has grown up into a beautiful woman and they feel that it is time for her to get married. This means that they used Gregor as the pawn that went out and supported them. Now that his sister is grown up they can force her into marrying a rich man. Then they would be well off for a long time to come. They can now control the daughter like they did Gregor. Gretes new husband can support the whole family. Once she is married, she too will then become a pawn, a victim of her parents control. It comes to be that a person could die from lack of love and too much control. We see that Gregors going through a metamorphosis and changing into a bug, proved to characterize what he was. It shows what his life was about. The bug represents the anxieties, inner terrors, and cynicism. One of the definitions of the word bug is an unexpected defect, fault, flaw, or imperfection. This is what became of Gregor, all because of lack of love, and too much control. English Essays

Pluralist perspective of employment relations

Pluralist perspective of employment relations Free Online Research Papers Question: Carefully define the pluralist perspective of employment relations and show how it differs from other frames of reference. What are the limits of the pluralist acceptance of different stakeholder interests at work. When, within the pluralist perspective is conflict acceptable? The topic of industrial relations generally deals with the relationships encountered by the workforce in their working lives and can equally be contributed to and studied by economists, lawyers, sociologists, and psychologists, to name but a few. The capacity of the topic spans from the individual in relation to the organisation through to the shop floor, all the way to national and international bodies. Approaches used to define the subject matter of Industrial relations are: Industrial-based definitions, social psychology-based definitions, class-based definitions, human resource management definitions and employment relations. Industrial relations are an ever growing topic and will be continually studied by scholars to further gain in-depth knowledge to natural behaviours of the modern workplace, as advantages of a harmonious working environment is considered the holy grail of globalisation. Although there is a vast array of conceptual approaches to industrial relations, in this e ssay I will analyse the differences with the frames of reference most commonly known as unitarism, pluralism, and marxism. Before which I will carefully discuss in depth the pluralist approach, to offer further insight into the different concepts and how pluralism can be used within the business environment. Pluralism describes the reality of people having different worldviews that govern the way they live and regard the world. Many things influence worldviews: to name a few, geography, culture, religion, and politics. Some of us look at the world from the perspective of religion; some have secular values as their organising centre. Some differences are bred by our peculiar culture so that the Muslims among us probably find wives serving their husbands normal, while others might find the idea unacceptable. Differences however also exist within cultures. The population of one country could have a variety of religions, political beliefs, and cultural identities. Therefore some will agree that democracy is the foundation to pluralism, its the belief that democracy is a balancing structure between all of the different interest groups within society; for example pluralist believe the Government takes of the role of ‘honest broker’ or mediator between all of the different grouping s which exist in society and society is too large to take into account the needs and desires of all citizens, therefore interest groups have to take on the role of representing various factions within society. The number and power of the various interest groups will act as a brake on the power and influence of the other interest group, so in relation to pluralism implications to industrial relations, management should there for except the reality of opposing interest and that workplace quarrel is a common component of social dynamics of present industrial organisations. In this regard it is argued to not only provide management with the most efficient means for institutionalising employment rules and minimising the level of workplace conflict, but to also encourage fairer outcomes by enabling employees to organise and counter-balance the power of managers when negotiating workplace contracts (K.Abbott 2006). There are three analytic perspectives that can be brought to bear on the topic of industrial relations: unitarism, pluralism and marxism, these perspectives operate at the level of meta-theory. At the lower level of analysis, explicit theorisation of the industrial relations situation is poorly developed. This may in part be due to the fact that industrial relations are fundamentally interdisciplinary, having no distinct status as a discipline and no distinct conceptual apparatus around which to frame review and discuss. Industrial relations has proved generally incapable of restating or revisiting its core paradigms, as they were established in the 1970s. Most of us have indeed for a ‘narrow focus on investigation and analysis’, as if this could proceed effectively without rethinking the underlying theoretical framework of discipline (P.Ackers 2002). However unitarism philosophy is a new derivative, coming out of the 1980s. It is a market-oriented philosophy where the whole organisation is geared to success in the marketplace, with commitment to customer satisfaction and high standards of quality. A key component of unitarism is the importance given to HRM. It is held that any organisational change should be achieved through the development of the full potential of employees. It emphasises the importance of the development and maintenance of organisational culture that seeks to develop everyone to their full potential and hence secure full and enthusiastic commitment to the aims of the organisation. In support of this emphasis, the unitarism perspective focuses strongly on the training of individuals, providing them with career development plans, opportunities for promotion and performance-related pay. Unitarists start from a set of assumptions and values that hold workplace conflict is not an inevitable characteristic of relations between managers and employees. Conflict in the workplace may periodically emerge between the two, but such occurren ces are believed to be aberrations in a relationship that is inherently prone to be cooperative (K.Abbott 2006). This perspective runs strongly counter to the traditional union philosophy of collective bargaining, which tends to determine the terms and conditions of employees on a group basis. The unitarism perspective makes the personnel function pivotal in any organisation. Recruitment, selection, induction, career progression, training and remuneration are key components, it is held, of a company’s future. Unitarism philosophy arose out of the human relations (HR) movement, and is probably the most dominant contemporary organisational paradigm. Marxism’s frame of reference is based on the premise that conflict exists in society and is quite naturally mirrored in that mini-society, the workplace. Development, they argue, can only occur through the dialectic of the owners of the means of production with those who offer their labour. Progress can only occur, it is held, when the homeostatic self interest of the owners is challenged or overturned by the equality seeking working class. Whilst Karl Marx theory is usually held to be the foundation of Marxism, it is widely accepted that some of his century old ideas are no longer valid. Applying a Marxist frame of reference to employee relations, social conflict is viewed as a natural outcome of capitalism, the result of on-going struggle between two competing social classes, whilst industrial conflict is viewed as being a reflection of this struggle played out in the workplace (K.Abbott 2006). Indeed the uprising of the masses rebelling against the unfair capitalist system has not yet materialised and it can be argued that it is unlikely to. Yet Marxist theory has been developed into a more pluralist viewpoint. Rather than out and out conflict and rebellion of Marxist theory, the pluralists hold that the peaceful resolution of conflict is a better way forward. Whilst it is recognised that management hold the balance of power, pluralism holds that institutions and processes of organisational relations should seek to resolve any conflicts arising from this power by reaching a workable compromise acceptable to all stakeholders. Hence the central role that collective bargaining and union representation has. Each group within the stakeholder web can maintain its identity, whilst the controlling mechanism run by management keeps a balance between the interests of the various groups. The overall consideration for management is to ensure that harmony exists and that compromises and agreements work. But this is not always the case as some would argue that the pluralist approach neglects the role of individuals in industrial relations, as well as the deferent contexts in which workplace struggles take place. In this regard the approach is said to be methodologically flawed because it assumes some groups have more power than others without inquiring sufficiently into the way each group acquires power and authority (S.Petsazll, K.Abbott and N.Timo 2007). It is the task of management to embrace pluralism and allow stakeholders the ability to participate in company decision making processes, in order for this to eventuate management will need to take a step back and renounce their own beliefs, adjudicate and recognise that individuals and/or stakeholders are not the route of conflict but are the expression of diverse industrial relations. A bureaucracy is actively representative if it advocates the interests of a given segment of society. The distinction between active and passive re presentation is one that is not solely a bureaucratic concern; the same issue is frequently applied to legislatures to determine such questions as whether an increase in the number of female legislators results in policies that are more beneficial to women (K.J.Meier and D.P.Hawes 2008). This in turn defines the limitations of pluralism if senior management chose to reject as a corporation can choose to ignore differences among employees by imposing a mission and a code of ethics that do not go through any form of consultation among the internal stakeholders. The top people in the organisation can indoctrinate the whole company on what they believe is good for the organisation. There are also corporations that strictly screen new employees because they do not want to create too much diversity that might dilute an existing company culture or threaten the company’s vision, it can be argued that a company’s articulated mission and vision should define its character and cu lture so that there is a limited spectrum of differences that it can tolerate. Procedures agreed upon by mutually recognised parties already belonging to the established system of representation have limited regulatory effectiveness where new actors challenge the legitimacy of that system and intentionally use their disruptive power in order to gain their slot in the representation system itself, from which they are excluded. In such a situation, the pluralist recipe presupposes as already solved what is precisely the problem to be solved (L.Bordogna 2008). Pluralism is a reality that Australian industrial relations will have to contend with, pluralism however does not require us not to have a position or not to commit ourselves to a value system. What is required of us is that we articulate this position in a reasoned process and become more mature. The Australian workforce should be exposed to many other frames of reference, they should be encouraged to define their own values, argue for it and be argued to by other positions to develop a cohesive and harmonious balance. Although some will argue for one frame of reference to dominate the balance within the workforce, the theory can be flawed, as previously shown through the faults of discussed pluralistic views and the down side to incorrect use of power. Industrial relation theories provide a means of explaining what is occurring and provide a means by which to predict the future, but making the assumption that three board frames of reference can deliver known results is incorrect as they should only be used to assist in the interoperation and prediction of the industrial relations. Research Papers on Pluralist perspective of employment relationsMoral and Ethical Issues in Hiring New EmployeesResearch Process Part OneEffects of Television Violence on ChildrenRelationship between Media Coverage and Social andBionic Assembly System: A New Concept of Self19 Century Society: A Deeply Divided EraBringing Democracy to AfricaPETSTEL analysis of IndiaIncorporating Risk and Uncertainty Factor in CapitalTwilight of the UAW

Management Communications with Technology Tools Research Paper

Management Communications with Technology Tools - Research Paper Example The supervisors may at times also be abusive; this may cause the subordinates to also act in an abusive manner, especially when they are not of the reason behind the supervisor’s abusive behavior. Therefore, there is a need to find the cause of the supervisor-subordinate problems as well as provide solutions so as to increase productivity.   The content of the paper will mainly be based on previous studies by various scholars who have researched on the issue with a view to provide a solution. Various authors and scholars have addressed supervisor-subordinate problems. Elangovan & Xle carried out a study which demonstrated that perceived power from supervisors was more robustly associated to an increase in motivation and a decrease in stress for subordinates with low self-esteem than for the ones with high self-esteem† (Elangovan & Xle, 1999). In an attempt to solve this problem, Herbert Blake came up with the DIRECT approach (Blake, 2004). In this approach, each letter has a meaning; D-Develop, meaning that supervisors should help their subordinates develop whatever is required of them in carrying out their duty. I-Involve, meaning that supervisors should involve their subordinates in decisions referring to them. ... meaning that supervisors should maintain positive communication with their subordinates and also, the subordinates should feel free to communicate with their supervisors. T-Trust, meaning that supervisors and subordinates should trust each other to ensure smooth running of the organization (Blake, 2004).According to Blake, the DIRECT approach would solve the problems in the communication between subordinates and supervisors if followed. Kutz and Kahn (1978) worked together in an attempt to provide a solution to the communication problem. The pair divided communication into five parts. The first part is job instructions, this where the supervisor gives an explanation on what is expected to be done by the subordinates. This promotes go od relations between supervisors and subordinates as it minimizes possible lack of fulfilling the requirements. The second part of communication is the information rationale; this is where the supervisor explains to the subordinate why a certain job should be done in a particular way. This promotes good understanding to the subordinate and leads to increased productivity in the organization. The third part of communication is procedures and practices; this is where the supervisor informs the subordinates the general manner in which jobs are accomplished within an organization. This promotes good working relations between the supervisors and subordinates and increases their productivity. The fourth part of communication according to Kutz and Kahn is feedback; this is where the supervisor gets back to the subordinates in relations with their performance in the organization. The feedback motivates the subordinates to keep on improving in doing their job and as a result improving the or ganization’s productivity.  Ã‚