Human Resource Management and Personnel Management Essay Example for Free

Human Resource Management and Personnel Management Essay Introduction 1. This report discusses the historical development of Human Resource Management (HRM), identifies the role and purposes of HRM, and also to distinguish between personnel management and HRM. The Chartered Institute of Personnel and Development (CIPD) defines personnel management as the part of management concerned with people at work and with their relationships within an enterprise. It aims to bring together, and develop into an effective organisation, the people within an business, having regard for the welfare of the individual and of working groups, to enable them to make their best contribution to its success. HRM may be defined as a strategic and coherent approach to the management of an organisations most valued assets: the people working there who individually and collectively contribute to the achievement of its objectives for sustainable competitive advantage. The Nature and Development of Personnel management 2. HRM obtained acknowledgment in the late 1970s in the USA, as a label for the way companies such as IBM were managing their people. These companies applied the principles outlined by David Guest (1989) to gain a competitive edge over their competitors. These four principles are listed below. a) Strategic integration -the ability of organisations to integrate HRM issues into their strategic plans, to ensure that the various aspects of HRM cohere and for line managers to incorporate a HRM perspective into their decision making. b) High commitment people must be managed in a way that ensures both their genuine behavioural commitment to pursuing the goals of the organisation and their attitudinal commitment, reflected in strong identification with the organisation. c) Flexibility HRM policies must be structured to allow maximum flexibility for the organisation, so it can respond to ever changing business needs: for example, by encouraging functional versatility in employees and by creating an adaptable organisational structure with the capacity to manage innovation. d) High Quality The notion of quality must run through everything the organisation does, including the management of employees and investment in high-quality employees, which in turn will bear directly on the quality of the goods and services provided. Personnel management can be traced back to second half of the nineteenth century when Victorian workers were hit hard by the industrialisation, and urbanisation of Britain. Companies such as Cadbury and Rowntree, initiated programmes for their employees managed on their behalf by industrial welfare workers, the philosophy behind these people was that in the welfare tradition, the work and responsibilities of the personnel officer was directed to the employees, rather than to the strategic concerns of the organisation and its management. The programmes included facilities such as company housing, health care, education for workers families and so on. The motivation for these measures included, that they reflected a wider social reform, led by political and religious groups. In the USA groups like Quakers were abolishing slavery, and striving to increase business performance by the moral and social enhancement of their employees. Moreover, as more motivation to convert to these programmes, improved health and education for the workers and their families meant that these employers would have a better reputation with employees and consumers, employees would be more committed and motivated, also there would always be great demand for a job within the company. This can be linked to Maslows theory on the hierarchy of needs, in which he states that workers are motivated by five different needs. Physiological- pay, holidays (lower order need) Safety Health and safety measures, pensions (lower order need) Social formal and informal groups, social events (lower order need) Self-esteem power, promotion (higher order need) Self-actualisation challenging work, developing new skills (higher order need) These programmes and jobs would provide something for each of the lower order needs, therefore increasing motivation throughout the workforce. Furthermore, consumers would feel morally better as they were buying products that were helping the working classes. This could be considered very similar to the ideas linked with the popularity of fair trade products in modern day society. The demise of the working class was outlined at this time when the British government had problems recruiting troops for the Crimean and Boer wars, as many people failed the medical, and the health of the nations labourers was brought into the limelight. The need for negotiation, conflict resolution and the management of relationships between labour and management occurred in 1871 with the legislation of trade unions. This was recognised politically, with formation of the aptly named Labour Representation Committee in 1900, which was renamed in 1906 as the Labour party, which was largely funded by the trade union development. In 1911, the National Insurance Scheme created the first welfare provisions for workers in the result of illness, or unemployment. The establishment of the Ministry of Labour to address wider issues and representations quickly followed this in 1916. In the 1930s and 40s management theorists changed attributes of their theories, as scientific management which was in current use came under scrutiny for dehumanising employees. This is when the HRM approach began to appear, being backed by Maslow, Herzberg, and McGregor who shifted their attention to the higher order needs, as shown above on Maslows hierarchy of needs. The new key to motivation of the workforce involved job satisfaction, which it was then believed, could not be achieved just from maintenance factors like pay and working conditions. The governments influence on industrial relations, and the workforces continued until the mid 1970s in conjunction with social reforms in health and education. After this time the UK government did not interfere in collaborated relationships between the employer and employee, with the exception of trade union reform. In spite of that the latter half of the twentieth century saw extreme legislation in all sectors of employment. It was during this era that the industrial relations tradition suggests that the work and the responsibility of the personnel officer was to mediate and even arbitrate between the sides in industrial disputes, to facilitate collective bargaining, negotiation and compliance with the current industrial relations laws. As a response to the escalating speed of organisational expansion and alterations, the control of labour tradition suggests that the work and responsibility of the personnel officer is to support management by regulating the range of workplace activity. This includes job allocation, performance, absenteeism, pay, communication, training, and so on. The CIPD have endeavoured to establish personnel management as a career, by providing a programme of learning resulting in a qualification. However, many personnel managers do not posses this qualification and this is rarely seen as an obstruction within the career. It is safe to say that all personnel managers will use remnants of the welfare, industrial, and the control of labour traditions to become part of the professional tradition that is occurring today. The Role and Tasks of the Personnel Function 3. Personnel specialists can take various roles like line mangers, advisors, service providers, auditors, Co-ordinators and planners and in todays modern world of rapidly developing technology, ethics, and growing organisations in any business there is need for specialist advice on personnel matters, whether it is internal or external. This is because the practise of personnel management needs to be consistent, impartial, proficient and on course with organisational goals, as there are constant developments in this field that require expertise in the area of personnel management. The need for this specialist has several contributing factors including the need to comply with changing regulation and legislation, for example the personnel specialist may be used to recruit staff to avoid sex or racial discrimination. Constant changes within the labour market have also meant that policies need to be designed by someone with current knowledge on the matter. Moreover, trade unions, industrial tribunals, and the Advisory, Conciliation and Arbitration Service (ACAS) have a continuous role in employee relations; therefore having some one who is familiar with the legislation amongst other things that is used would be very useful. However, since there the existing role of the personnel manager is so diverse there are different models derived by different theorists. A popular model is that suggested by Tyson and Fell (1986). The three roles that they suggest are: * The clerk of works model all authority for actions is with line managers. Personnel policies are formed after the actions that created the need. Policies are not integral and are short term and ad hoc. Personnel activities are routine and involve day-to-day administration. * The contracts manager model Policies are established, often implicit, with heavy industrial relations emphasis. The personnel department will use fairly sophisticated systems especially with regard to employee relations. The personnel manager is likely to be a professional or experienced in industrial relations. They should take on the role of policing the implementation of policies, but does not create them. * The architect model Explicit corporate personnel policies exist as part of the corporate strategy. HR planning and development are important concepts. The head of the function is likely to be on the Board of Directors, and is therefore seen as a professional, making an important contribution to the business. Policies are often formed to assist in the personnel function to make sure that people are treated equally, and that laws and regulations are met. These can include equal opportunities, disciplinary policies, and safety policies. The policies are based upon legislation put in place by the Government and the EU in certain areas like safety. The values and philosophies of the business about how the employees should be treated and what kind of behaviour will enable them to work most effectively on the organisations behalf. The needs and wants of employees, and the organisations need to attract and retain the kind of employees it wants by its reputation of practice as an employer. The Shift in Approach Which Has Led to the Term HRM 4. Throughout history the social change has been reflected in personnel management, and which also changes in conjunction with the social needs. This is shown by the implementation of legislation and rules, to stop discrimination and aid safety measures, as the social climate becomes more morally aware of the workforce. In the late nineteenth century it would not have been unheard of for people to die at work, even into the twentieth century there were still accident that occur to labourers working in primary industries, but this became more shocking, as with the development of technology it was publicised by the media and made safer by improvements, as a company realised that its image was very important. A political and economic change is also evident through out history, for example in the 1970s when the government would no longer interfere with some matters between employer and employee relations, this is because it was realised that full employment was not as important as controlling inflation and other economic factors. Also HRM has become common through out the business world and is thoroughly integrated into the organisational structure of a business. This is because it has been found that companies use this approach in different strengths to achieve a competitive edge over their rivals. Today companies like Marks Spencer, McDonalds, and even public sector businesses like British Gas are using various strengths of HRM. Recommendations 5. To draw conclusion, it is my recommendation that Phoenix Tannoy Ltd. consider establishing a HR department as it is shown in history that the use of HRM does give a competitive edge over rivals, by motivating employees. The reality is that by moving to a HR department Phoenix Tannoy will motivate its workforce by implementing policies and procedures that benefit all the staff. Motivated staff are then more committed to the organisation, and motivated into doing the best they can to help the business achieve its goals. Moreover, a HR department would remove the depersonalised face of the personnel department and make the company less bureaucratic.

Employee Issues And Failure Of Mergers And Acquisitions Management Essay

Employee Issues And Failure Of Mergers And Acquisitions Management Essay Globalization has demanded change in business practices because of its initiated competition (Schuler and Tarique, 2007). However, two streams can be found in the literature suggesting two different views about this phenomenon of globalization. One view suggests that it is being evolved to accomplish the power, politics, and wealth accumulation objectives and to do so, it has been instilled through carefully planned strategies, plans and tactics (Chomsky, 1999; Schuler and Tarique, 2007). Other view conveys a contrasting philosophy asserting that it is a social phenomenon which is benefiting the people around the globe by reducing monopolies of few (Castells,1996). Though these two views convey two opposite messages stating it political fixture designed for the purpose of gaining control of power, authority and wealth or a phenomenon which is operating to benefiting the people around the globe has instigated challenges for the business organization, somehow. Whether these are threats or opportunities, these are challenging (Mourdoukoutas, 2006). This phenomenon has changed the face of the world economy, and economic conditions of most of the countries are forcing the organization to change their business strategies. The organizations are using various forms of collaborations and alliances such as mergers, acquisitions and joint ventures inside and across the national boundaries in order to survive through the threats or to grow on the new challenging opportunities provided by globalization. Kogut and Singh (1988) state that collaborations such as joint ventures, mergers and acquisitions are the source of sharing and spreading and sharing risks over partners firms. According to Contractor and Lorange (1988) such collaborations allow developing and harnessing knowledge of the host organization. Choi and Hong (2002) suggest that collaborations can be for the purpose of knowledge or/and material flow. However, many of such collaborative efforts are not successful and according to Datta (1998), employee resistance is the key factor that hinders the success in such collaborations. And this essay, in fact, analyses the statement often employee-related issues prevent a merger or acquisition from succeeding in order to offer a better understanding of the factors of such failures by reviewing the relevant literature and using a case study. However, main focus of the essay is on collaborative relationships with main focus on joint ventures. Employee Related Issues and Failure of Mergers and Acquisitions As states in the given statement that often employee-related issues prevent a merger or acquisition from succeeding, Datta (1998) asserts that these are the conflicts and interventions arising from the employees that hamper the success of mergers or acquisitions. Kumar and Andersen (2009) state that these conflicts and resistance from employees stem from three levels due to their unwillingness to be the part of the new development and insecurity associated with this new formation. Das and Kumar (2009: 18-19) explain these levels stating that Pragmatic conflict occurs at the level of the functional specialists, moral conflict falls within the domain of alliance level managers, and cognitive conflict involves the top level managers, i.e. the individuals who are responsible for initiating and managing the alliance based strategy of the firm. Pragmatic conflict centers on issues of operational coordination among partner firms, moral conflict revolves around the appropriateness of behaviors among the partner firms, while cognitive conflict focuses on issues pertaining to the strategic rationale for continuing with or exiting from the alliance. Das and Kumar (2009) it is the top management which should be made responsible for their lack of vision about the intensity of change and then failure to manage change, resulting in failure of such collaborations. Change Management and Success of Collaborative Efforts Organizational change usually is perceived or rightly believed to contain threat or challenging opportunities of personal loss or rewards respectively as consequences of the change for the stakeholders. Lorenzi and Riley (2000) state that these threats or risks can fluctuate from simply disturbance of established routines to job insecurity if we talk about the internal stakeholders. While Hall (2002) classifies the change as shot tem and long-term and states the trade-offs between short and long run. Use of the term change management has been widespread in management writings and organizational studies (Ackoff, 1981, 1990). Interest of managers and researchers in change management topic has been stimulated by the commentary of Peter Drucker (1999), stating whether change can be managed at all or organizations are merely led or facilitated because of its episodes. In the words of Lorenzi and Riley (2000) Change management is the process by which an organization gets to its future state, its vision. While traditional planning processes delineate the steps on the journey, change management attempts to facilitate that journey. Consequently, implementing change instigates crafting a vision for change, and it proceeds further by empowering and allowing individuals to work as agents in the process to accomplishing that vision. These agents require realistic and future oriented strategies, plans and tactics to make successful transformation. However, since managing change is not simple and requires top managers to have a holistic approach which addresses all the major factors and disturbances arising from them. Factors Requiring Attention Kauser and Shaw (2004) that though employees can affect the success of such collaborations, however, there are plenty of factors that have more devastating impact on the success. In fact, firms investing in such collaborations face various uncertainties, resulting in affecting the intended outcomes. Gulati and Singh (1998) state that such uncertainties can stem from numerous factors that can be critical in hampering success in the firms with different norms, cultures, future plans and intentions. If these are the international joint ventures, various factors such as difference in national cultures, varying labour market conditions, different political and legal system can be crucial in defining success in collaborations (Bratton and Gold, 2007). Unavailability of timely and adequate allocation and sharing of resources is one of the main reasons that can cause some type of failure in such collaborative efforts and hence should be given proper focus while addressing the change arising from collaborations (Boddy et al, 1998). Given the dynamic and volatile business environment, timely and adequate allocation of resources, including human, capital an information, are vital in the success of mergers and acquisitions (Yan and Zeng, 1999). Earlier, Yan (1998) believed that bargaining power, control and trust are the main factors that can play central role in the successful mergers and acquisitions. Sirmon and Lane (2004) state that cultural compatibility should be taken care, while going into such collaborations. Lorange and Roos (1992) that these are the intentions of the collaborating firms that cause issues, resulting in impeding the success. Lorange and Roos (1992) further state that difference in objectives, and differing practices, norms, values also contribute towards failures. Fey and Beamish (2000) suggest that varying intentions, lack of cultural compatibility, and differences in objectives are the main factors that create uncertainties in employees, resulting in impeding the success. Hennart et al, (1998) collaboration without clear identification of need and objectives of collaboration, lack of concentration towards qualitative factors cause failures because it hinder effective decision making. Looking at the above statements and assertions, it can be argued though employees related issues can cause failures but it is the failure to manage change due to lack of vision to identify the factors and manage them is the main reason. Employee related issues such, according to Hennart et al, (1998), arise from lack of trust in the new working arrangements. If top management is able to remove these issues by giving incentives, ensuring security and involving them in the entire process of initiation and development of such collaborations, employees related issues can be solved (Sirmon Lane, 2004). Yan (1998) evidence that such failures are the result of incomplete contracts because of improper decision-making on behalf of the people who are supposed to manage change by efficiently responding to and reacting to changing business environment through proper attention to various internal and external factors. Sirmon and Lane, (2004) suggest that it is the lack of vision to predict the s everity of change which can result from the new business arrangements. These collaborations demand employees new roles and hence, human resource management should be well prepared to play its new roles in these changing business arrangements along with their traditional roles of hiring, training etc. Inability to do so means failure of collaborations whether it is mergers, acquisitions or joint ventures (Sirmon and Lane, (2004) and in this regard, role of human resource management need to be changed due to globalization and its wedged factors such as culture, political and social structures, economic conditions, labour market conditions, market size. Human resource management role should be sensitive to all the factors and effective in cross cultural environment, both organizational and national (Scullion and Linehan, 2005). For instance, national culture, defined by Hofstede (1980, 1991) as values, beliefs, and assumptions distinguishing people of different societies from one another, with Power Distance, Uncertainty Avoidance, Collectivism-Individualism, and Masculinity-Femininity dimensions affect the HRM role and practices in this era of globalization, where companies are driven to go limitless in terms of nationalities. For example, Budhwar and Boyne (2004) state that in India, hiring and promotion is completed keeping in view religion, caste system, and culture. (Clark Pugh (2000) suggest that feminine culture of Netherland is not suitable to use hard HRM. According to Hofstede (1983) and Blunt Jones (1986), that Kenyas culture showing uncertainty-avoidance dimension needs that organization should take care various ceremonies such as funerals and marriages. Similarly, tensions arsing form different organizational culture (in case if it is different) and national culture requires more than traditi onal HRM role (Cooke et al 2008). This means that in case of international collaborations, these factors can cause serious problems and hence organizations need to develop and deploy a policy that pay attention to these factors as well to avoid future harms. In case of mergers and acquisitions in different countries, political, legal, and social structures influence HRM role and functions (Noe Ford, 1992). Economic system of a specific country with different governance structures is also hard on playing its cards to alter the HRM role and practices in its own terms. Labour Market conditions, (Ali, 2000), market size (Tayeb, 2005) also needs different motivational and promotional strategies as same standard for all markets cannot work. Same quantitative target will not work for sales persons in London and Lancaster. Role of unions is also important in shaping HRM decisions of selections, promotions, wages (Collins et al, 1993), and motivation (Rosen et al, 1986) It means that new business environment may require different business practices, demanding different role of HRM and that is its role envisioned in strategic HRM (SHRM. Bratton Gold (2007: 56) define SHRM as The HR polices and process that result from the global competitive activities of multinational companies and that explicitly link international HR practices and processes with the worldwide strategic goals of those companies It means that HRM is no mere an administrative facility but has received or expected recognition as a strategic business collaborator. Companies are  actively relating  the HRM in the development and implementation of both people and business strategies (Christina Evans, 2003). It means that HRM needs to manage people and proactively support the overall management and decision making of the organizational. According to Guest (2002) managing people includes ensuring commitment from employees, building high trust and flexible roles, creating focus on value s, flattering hierarchical structure of the organization, and ensuring autonomy at national level and enhancing self control. In the era of globalization, where new forms of organizations are unavoidable, Christina Evans (2003) goes further to explain the HRM role stating that it contributes to overall development of the organization through performance measures, agenda building, translating strategic level strategies into HR deliverables. Holbeche (1999) suggests that role of HRM is strategic rather than operational, proactive rather than traditional reactive, changing instead of stagnant, and of employee champion. Ulrich (2000) suggests that HRM role in competitive world is turning knowledge into action. Keeping in view the new role of HR, this essay suggests that it is not the employee related issues that cause problems; rather it is the ineffective role of HR that can cause predicaments for the collaborating firms. Black and Gregersen (1999) state that if seen from individualistic perspective, Resistance from the employees to adopt new practices, procedures and values can be a problem and can be a factor in failure of mergers. There could be conflicting interests of the employees of local and foreign companies, which could enhance the complexity of the task for expatriatesAnd this signifies the fact that the employees involved in such collaborations, especially expatriates, require interpersonal and cross-cultural skills, along with comprehensive understanding of the foreign culture to efficiently work with employees of different cultures The above statement brings attention to the fact that though employees resistance and issues related to employees such as lack of strong interpersonal skills and inability in understanding of different cultures are vital in creating troubles in the success, it also bring attention to the fact the important new role of HR to train them and make them suitable for such unavoidable assignments, in the current business scenario. Hence, once again, this essay argues that if we look at the surface, it looks the employees related problems; however, in-depth investigation tells us that it is the over-all ineffectiveness of the organizational policies and practices that hinder success. Luo (1998) asserts that success of such arrangements depends upon the right choice of partner. Luo states the partners selection significance stating various factors vital in this regard including organizational practices, routines, norms, values, culture, structure, government connections, effectiveness of distribution channels, skill and capacity development, position and experience in the industry. Brouthers et al., (1995) propose the four cs formula for the success such arrangements, and these four Cs are compatible goals, complementary skills, cooperative organizational culture, and commensurate risk-taking orientation. This suggestion of Brouthers et al., (1995), further signifies the value of clearness in business objectives, responsibilities and understanding of the partners. Zeira, et al., (1997) found significant positive relation between objectives clarity and and success of mergers and acquisition. For the purpose of re-iterating this point, survey results of Thompsons (1996) study identifies that cross-cultural communication issues, lack of business objectives clarity, and intentions of partner firms create fatal towards the success of such collaborations. According to Thompsons (1996; 145) Disagreements and misunderstandings over the business objectives of the relationship and over business strategies were most fatal and threatening to the success Kealey et al., (2006) suggest that issues arising from environment create the major hindrances and, to a particular level, these problems can be alleviated, and the level to which these problems are alleviated, determines the failure and success. Kealey et al., (2006) identifies some such issues which have been stated as under: Congeniality of the organizational cultures and compatibility among them General economic health of the economy (host) along with international economic conditions, resources availability such as financial and human, and consumer demands and competition. Regulatory and law and order situation of country (host), such as foreign investment restrictions, import and export controls and policies Friendliness, health, and effectiveness of firms Social and political climate, and ability of the management to manage change pro-actively Looking at the above discussion and emphasis on change management, role of human resource management and external environmental factors along with clarity of objectives, trust, and intentions of the partners, and significance of selection of firms for such collaborations, this essay argues that though importance of employee related issues can be a problem in the success of mergers and acquisitions is always their but these are issues which are the result of improper HR policies, ineffective change management. Case of Rolls-Royce and BMW It was, in fact, joint venture resulting in acquisition between Rolls-Royce and BMW stared in 1989 and broken, after 10 years, in 1999. Habib and Mella-Barra (2002) express their point of view about termination of this collaboration stating that it is possible that the venture ended because of failure to cooperate on the part of the two partners, such an explanation is unlikely given that BMW was paid in Rolls-Royce shares, which have made BMW one of the largest shareholders of Rolls-Royce, with a 10% stake. From this termination it is also argued that Rolls-Royce wanted to acquire know how the pertenr regarding to re-enter the aircraft engine manufacturing after long time because Rolls-Royce was not in the business before the initiation of joint venture. And when Rolls-Royce believed that they have gained substantial knowledge of how to run the business independently, it terminated the collaboration. While Minehart and Neeman (1999) suggest an another reason stating that this close was consequence of various conflicts arising from lack of consensus on investment decisions and trust and together with imbalance in powers of decision making. Therefore, if combined these stated reasons, it was the differences in intentions, goals, conflicts, power disparity and lack of trust that cause termination of this venture. Hence, it was not the employee related issues rather some organizational level issues which caused the end the collaboration. Conclusion This essay analyses various factors which can cause failures to mergers, acquisition and particularly joint ventures. In fact, this essay analysed the statement often employee-related issues prevent a merger or acquisition from succeeding to reach a certain conclusion. This essay argues that though employee related issues play detrimental role in such collaboration, however, these issues are the result of the certain inefficient practices including inability to manage change, ineffective HR policies and practices, lack of clear objectives etc. These factors also include intentions and lack of trust and differences in objectives. The case of Rolls-Royce and BMW confirmed above ideas suggesting that, it has been the differences in intentions, goals, conflicts, power disparity and lack of trust that cause termination of this venture. Therefore, these were not the employee related issues rather some organizational level issues which caused the end the collaboration.

The strategies of McDonalds expanding internationally three MacDonald

The strategies of McDonalds expanding internationally three MacDonald 9.3.1 Introduction The biggest challenge for an multinational is to maintain its global strategy in the stint of diversity as they hit different foreign lands. The same was the biggest challenge for McDonalds when they launched into India. They faced severe Public relation crisis and it was a very difficult to come up with a solution in such a country. Some of the key variables in this relation were the suppliers, customers, government and the Global Brand image of the company itself. McDonald Corporation was created in the year 1955, when Ray Kroc opened his first restaurant in Des Plaines, Illinois. He soon realized this success could be duplicated across the United States and beyond, if consistency and quality could be maintained. In 1957, the company adopted Quality, Service, Cleanliness and Value as its motto. Over the decades, McDonalds corporation has grown to a $ 25 billion company and is the worlds leading food service retailer with more than 30,000 restau ­rants in 119 countries serving 27 million customers each day. With such high customer base and the industry they cater too, it becomes very challenging to maintain the Public Relation standards as per each country norms. This industry strives on the type of public relation one creates with the customers and various stakeholders. The globalization, WTO, the facilitates that many governments offered for foreign organizations to enter to its markets, the availability of many suppliers worldwide for many goods and services, all these factors and other factors in behind encouraged many organization to expand globally, this wide expansion made the responsibilities of the operation management more comprehensive and complicated, operation management means design, execution and control the organization operation through convert the resources into desired goods or services with aim to implement it based on the business strategy (Business Dictionary). 9.3.2 Background When McDonalds started their operations in 1948 the menu consisted of cheese burgers and hamburgers, pie, potato chips and beverages like milk, soft drinks, coffee. The cost of hamburger at that time was mere 15 cents. Now it is the largest food chain all over the world. By 1965 McDonalds had 700 restaurants. McDonalds all over the worlds are aligned by Global strategy of plan to win. This strategy focuses on price, people, customer experience, promotion and place. It is a publicly traded company and around 80% of the McDonalds restaurants all over the world are operating on franchisee basis. It competitors consist of Sub Way, burger king, Wendys and YUM which run some of the very famous brands like KFC, AW, Pizza Hut and Taco Bell. McDonalds is the industry leader in terms of sales, market cap, employees, gross and net margins. The main cited reason of McDonalds success is the quality standards they have been able to maintain all over the world despite having location constraints at some of the places. They have consistently developed new menu items thereby always attracting new sets of customer and giving enough reasons to old customer to be attached. With this challenging cut throat competition, public relations are becoming very critical for quick restaurant industry. A psychological competition right now in US is the criticism these industry is facing from large obese population. This is especially true for the concept of value meals which provide extra large portion of unhealthy foods. The nutritional value of the quick restaurant segment has sparked many a campaigns and few legal actions. According to New York City department of Health a law was passed in 2008 making it mandatory for quick restaurant to post all the calorie related information against the food item on the menu boards. One of the biggest outcries has been the promotion of this food habits among the socio economic classes and the direct correlation of the obesity among the people. In response McDonalds introduced new and healthier item in the menu and shifted its marketing. With this background McDonalds entered into Singapore as a very famous brand to cater. 9.3.3 McDonald Profile The roots of McDonalds go back to the early 1940s when the McDonald brothers Dick and Mac opened their first restaurant in San Bernardino, California. Ray Kroc, a salesman with a flair for marketing, was so impressed by the speed at which they served people that he became their national franchise agent. McDonald Corporation was created in the year 1955, when Ray Kroc opened his first restaurant in Des Plaines, Illinois. He soon realized this success could be duplicated across the United States and beyond, if consistency and quality could be maintained. In 1957, the company adopted Quality, Service, Cleanliness and Value as its motto. Over the decades, McDonalds corporation has grown to a $ 25 billion company and is the worlds leading food service retailer with more than 30,000 restau ­rants in 119 countries serving 27 million customers each day. In January 2003, McDonalds announced its first ever-quarterly loss of $343.8 million since it became a public company in 1965. This led McDonalds to embark upon on a new strategic course, reflecting upon a fundamental change in its approach to growing business. While it initially aimed at adding new restaurants, it now shifted its emphasis to building sales at existing restaurants. In February 2004, McDonalds Corporation announced that System wide sales for McDonalds restaurants had increased by 22.6%, or 14.8% as compared to the previous year. Comparable sales for McDonalds restaurants worldwide had increased by 13.9%. Macdonald is known as fast food company worldwide, it has over 32,000 restaurants worldwide, approximately 75% of MacDonalds restaurants operated via franchise, therefore the nature of MacDonald business guided its performance to pay attention to the quality objective with aim to reduce the costs, as long as it exist in several countries and each country different from each other in terms of taxes row materials, suppliers etc, pay attentions to the speed objective which is the core of its business, pay attention to the flexibility objective, the exist in different nations strongly required to able to change and flexible based on the host country culture and custom. 9.3.4 Strategic Objectives Quality is the mirror of any organization, customers could judge about the organization based on the level of the organization quality, therefore the first step to attract customers is through quality objective which is in somehow is to guarantee that customers will return back again, in this part MacDonald provided high quality products and services though standardize all its branches, and therefore MacDonald obtained customers satisfaction additional to made the operation more easy for the staff, for example MacDonald deal with over 20 bakeries to standardize the products in all the united states in terms of color, flavor etc (Gale/Online), the target of standardization is not only to aim to standardize the food in all restaurants but also to reduce the possibility of mistakes and therefore reduce costs too, another part of the quality objective that MacDonald provided which consider as rare in front of many restaurants is providing customers with nutrition information, thus custom ers can select the meal that applicable to their health (POM Report Macdonald/Online). Speed is the core of MacDonald objectives, to achieve speed objective MacDonald provide set of order channels such as drive-thru, home delivery etc, according to MacDonald CEO McDonalds that put the fast in fast food, and its speed continues to be a major factor in the iconic restaurant chains profits (Restaurant news/Online). Flexibility which consider the secret of MacDonald Success in front of its traditional competitors, MacDonald almost managed to be flexible in all the markets its entered, the flexibility of MacDonald made kind of loyalty among customers and MacDonald due to the changes that MacDonald made it based on the customers cultures and taste, additional to the flexibility to supply from local suppliers of the host country, for example MacDonald added corn soup to the food menu in China, adopted slaughter by Islamic method in GCC countries etc, flexibility to reflect positively insid e the operation through the readiness to response to any increase in the demands. Macdonald is one of the rare organization that succeed to balance between its operation strategic and customer demands, MacDonald combined order-winning and qualifying factors, in terms of order-winning which refer to the customer as key reason of purchasing the product or service (Slack, Chambers Johnston, pp 69), MacDonald as we clarified previously its ability to be flexible for any changes based on the host county culture, in terms of the qualifying factors which refer to that operation performance has to be above a particular level just to be consider by the customer (Slack, Chambers Johnston, pp 69), MacDonald paid attention to the quality aspect, and strive to make all its brunches standardized, therefore MacDonald built hamburger university to teach the franchisers how to be on the standard. Therefore MacDonald operation process aligned with the strategic objectives successfully. 9.3.5 Operation Process Due to the importance of the quality, speed, and cost MacDonald adopted decentralization methodology in its supply network, for example MacDonald in China deal with over 50 suppliers which covers 95% of the raw materials, another example show the (Chain Daily/Online) methodology of MacDonald supply network is MacDonald in United Kingdom, where MacDonald rely on the local market for its supply for almost 60% of the raw materials (Benfield /Online). Although MacDonald rely on outsource for most of its supplies but it maintained the quality part with aim to standardize the meal in all its branch locally and globally, thus MacDonald spent millions to found hamburger university, additional to the close training to the franchisers (AMI info/Online) with aim to ensure that its franchisers will provide the oriented level of quality additional to the closely monitoring and supervision (Slide share/Online). In terms of location of capacity MacDonald deal with Egypt Bakery Stores to supply part of African countries additional to Saudi market, Egypt Bakery Stores has selected by MacDonald due to the strong capacity, Egypt Bakery Stores has over 180 stores regionally (Egypt Bakery Stores/Online), in terms of MacDonald in China, MacDonald selected to start its business in China market particularly in Shenzhen the economic zone of China due to the facilitates that Shenzhen offered to the foreign firms such as cheap power, freedom to hire and fire, cheap manpower, low taxes etc (Paul, pp 478). In terms of the layout MacDonald aimed to have layout that meet its competitive needs, additional to utilize the space as possible as it can in professional and safety way (Operation management/Online). 9.3.6 Utilizing Technology As we mentioned previously how MacDonald paid high attention to the standard and quality parts in several Dimensions, for example in Australia in terms of the documentation work such as issuing and archiving documents, every branch of MacDonald required in quarterly basis to do archive for high volume of documents such as architects, surveyors, interior decorators and designers, and these documents include restaurant layouts, design guidelines, operating procedures, style guides for internal imagery, high resolution photographs and graphics libraries, to store all these documents MacDonald used to save it in CDs, MacDonald observed that this method in somehow expensive and difficult to control, therefore MacDonald deal with Aconex, Aconex offer high technology which allow all MacDonald branch to upload all the documents in one resource (website), thus with this technology MacDonald succeed to reduce costs and time, additional to facilitate a way to find the any documents easily. (Aco nex/Online) 9.3.7 Launch in Asia (Test Market-India) The biggest problem McDonald faced was during the launch of its product in India was the public image it was carrying as an International food chain and not matching Indian standards. There were concerns raised about how the burgers are made in McDonalds. Offering the cheapest burger in the world was not easy 11. In India, McDonalds chose to offer a menu that had no beef or pork items and special product formu ­lations to accommodate the Indian culture and palate. This included developing special sauces with the use of local spices, which once again, contained no beef or pork or any of their derivatives or flavorings. Furthermore, all the vegetarian products, including the mayonnaise in vegetable burg ­ers, were egg-less and 100% vegetarian. Additions to the menu have been a regular feature of McDonalds in India. The product devel ­opment team works on innovations in products. These are based on consumer insights and feedback obtained through extensive research. McDonalds in India conducts regular qualitative and quantitative studies, tracking the target consumer lifestyle across India, a practice that is followed internationally as well. All the new products are test-launched and following customer approval and feedback, the product is taken forward after making the necessary changes. The number of changes in the product offering is the greatest in India. To date, McDonalds has introduced 12 products to suit the Indian tastes. When you perceive the product range as Nothing but the best, providing quality to the customer requires extensive and meticulous quality control. This is a particularly difficult task in a land where a substantial amount of food produce is wasted every year due to lack of proper infrastructure and storage facilities. It was under these circumstances that McDonalds India went about creating the cold chain infrastructure for its restaurants in the country. As McDonalds considers the quality of its products to be of absolute importance, it sets stand ­ards for suppliers that are amongst the highest in the food industry. World over, McDonalds be ­lieves in developing close relationships with suppliers and this is precisely what it has done in India. 9.3.8 Variables Commitment Provided by McDonalds in India-building Suppliers within India In keeping with commitment of sourcing almost all the products from local country suppliers, McDonalds tried to identify Indian business which shared the level of commitment and dedication in supplying its customers with the highest quality products. In the process, McDonalds actually en ­couraged entrepreneurship, by introducing the local suppliers to its global suppliers. This associa ­tion involved transferring in latest food processing technology, thereby leading to an improvement in quality standards and helping create world class manufacturing facilities in India. This was the first step towards creating the unique cold chain. McDonalds suppliers of cheese, Dynamix Dairy, too, recognizing the needs of quality milk for making quality cheese, did set up a quality program for in house milk procurement. McDonalds local supply networks through Radhakrishna Foodland (P) Ltd, which operates distribution centers (DC) for McDonalds restaurants in Delhi Mumbai. The increase in the number of restaurants, investments in multi temperature trucks and systems, which enable the tracking of demand and supply, have helped control inventories. On its part, McDonalds constantly pushes its suppliers and DCs to bring costs down. Suppliers have to hence, necessarily find ways of improving efficiencies, reducing time and cutting costs. The Indian Value Proposition Business decisions in the company are based on emerging trends in the informal eating out industry as well as the marketplace dynamics. In the present economic environment, reviewing the external environment, macro economic factors and consumer-spending patterns is extremely important and this is reviewed along with qualitative studies. As providing value to the customer is the key, price sensitivity studies are conducted before de ­termining the pricing. The rate of inflation is also reviewed. A penetrative pricing strategy has been adopted for most of the products to sustain long-term growth. McDonalds definition of value was far broader than of most of the restaurants in its competition. With this objective, McDonalds India has launched a variety of options grouped under the umbrella of Value Meal. The a la carte items (Burgers, Wraps and McCurry Pan) can be purchased with either a small drink small fries to make up a small value meal or with a medium drink and medium fries for a medium value meal. For Rs. 10/- (net) more, the medium value meal can be upsized to a large Value Meal. This offers the customer a larger selection, and also provides value to the customers (up to Rs. 12/- on every Value Meal) with these combinations. The Happy Price Menu is a move to demonstrate to the customers that McDonalds is affordable. It aims to connect the customer with the branding, the proposition not with the price or the product alone. Under this offering, the McAloo Tikki, Chicken McGrill, Pizza McPuff and the Soft Serve Small [Hot Fudge Strawberry] are offered at Rs. 20. The En deavour is to offer good food, more convenient hours, enhanced service and great value. With the new Happy Meal which has been recently launched, the company aims at addressing the issue of value, choice and flexibility. The starting price point is Rs.55 [net] across the country and offers a wide range of burgers to choose from, viz. in addition to McAloo Tikki, Chicken McGrill and Pizza McPuff earlier, now customers can also choose from McVeggie, McChicken and Filet-O ­-Fish as part of their Happy Meal. The customer is also given the option of substituting the aerated beverage for a small McShake for Rs.8.00 more. The People and the Training-Critical to Public Relations Service is the key element of McDonalds operations. Every employee strived in providing 100 % customer satisfaction for every customer in every visit. This included friendly and attentive service, along with accuracy in order taking and anticipation of customers needs. When the Indian joint venture was formalized, the MTs were given extensive job training in Indonesia. MTs in human resources, real estate and buildings were hired and global directors worked with them to train them in the necessary areas. At McDonalds, training is combination of on-floor along with classroom training, provided by the Learning and Development department, with exposure in various aspects of business. The projected sales of each restaurant determine its staffing requirements. On an average, every restau ­rant has a staff of 40-60 people, including managers. Induction training is conducted at the time of an employees joining the organization. This was done through interactions as well as through exposure with the customer through operation training within the restaurants for a fixed period of time. The organization also provides ample opportunities of overseas training to those displaying po ­tential. Restaurant Managers are sent to the Restaurant Leadership Program held at the prestigious Hamburger University. Similarly, employees of other departments are sent abroad for various rel ­evant training programs. The Location Being located in the right place is always critical in retail. McDonalds prefers to be located at a place convenient to the people. Various parameters termed as generators by the company are studied to gauge the kind of business that could be generated from the location. Some of the generators are residences, shopping areas, offices, entertainment, education institutions along with transit points like stations or bus depots. Feasibility studies are done and once the location is finalized, the premises may either be bought or taken on a long-term lease. The joint venture company makes a majority of the investments. An in- ­house team aided by architects, interior designers and legal agencies then work on creating the restaurant. The People and the Training When the Indian joint venture was formalized, the MTs were given extensive job training in Indonesia. MTs in human resources, real estate and buildings were hired and global directors worked with them to train them in the necessary areas. At McDonalds, training is combined with on-floor along with classroom training, provided by the Learning and Development department, along with the exposure towards various aspects of business. The projected sales of each restaurant determine its staffing requirements. On an average, every restau ­rant has a staff of 40-60 people, including managers. Induction training is conducted at the time of an employees joining the organization. This was done through interactions as well as through exposure with the customer through operation training within the restaurants for a fixed period of time. The organization also provides ample opportunities of overseas training to those displaying po ­tential. Developing the Supply Chain When you perceive the product range as Nothing but the best, providing quality to the customer requires extensive and meticulous quality control. This is a particularly difficult task in a land where a substantial amount of food produce is wasted every year due to lack of proper infrastructure and storage facilities. It was under these circumstances that McDonalds India went about creating the cold chain infrastructure for its restaurants in the country. McDonalds considers quality of its products of absolute importance; it is known for setting stand ­ards for suppliers amongst the highest in food industry. World over, McDonalds be ­lieved in development of close relationships with suppliers and this is precisely what it has done in India. In the process, McDonalds actually en ­couraged entrepreneurship, by introducing the local suppliers to its global suppliers. This associa ­tion involved transfer of state-of-the-art food processing technology, thereby leading to an improvement in quality standards and helping create world class manufacturing facilities in India. This was the first step towards creating the unique cold chain. Building the Brand Once the infrastructure was ready, the build-up towards the opening of the first McDonalds restau ­rant in India began. A 3600 approach was taken, wherein the marketing, advertising and the public relations support were garnered before the launch. When McDonalds launched its first restaurants in India, the advertising done was largely local in nature. Teaser campaigns in local newspapers and extensive PR were used. Ronald McDonald parades also helped create excitement in the first few months of the launch. Mc Donalds had posi ­tioned its restaurant as a family restaurant and barred smoking and serving of alcohol on its premises. In the first two years of its launch in India, the advertising worked on increasing footfalls at its restaurants. Economy pricing of products like the ice cream cone at Rs. 7, bounce back coupons with every cone and Economeals at Rs. 29, 39 and 49 played a major role in getting customers into the restaurants. The results were apparent and resulted in a 48% increase in footfalls along with 30 % hike in the sales. From the onset, McDonalds had positioned itself as a family restaurant and barred smoking and serving of alcohol on its premises. From the year 2000, McDonalds focused on creating a dis ­tinct image of the brand in the mind of the consumer and launched its McDonalds main hai kuch baat campaign. It was the first Quick Service Restaurant [QSR] brand in the country to start adver ­tising on television. The first commercial Stage fright brought out the emotional bond between a father and child. In the same year, the company aired its 1V commercial for the Rs. 7/- soft serve cone cam ­paign, thereby establishing its value proposition. However, research also indicated that people were unaware of the food served by McDonalds. This led to the creation of an advertising campaign which focused on familiarizing customers with the food served at McDonalds. The film showed peo ­ple dreaming of the food served at McDonalds, thus depicting the range of products it offered. Sub ­sequently, in 2002, the company moved to a new tagline To Aaj McDonalds Ho Jaye, which indicated that now McDonalds is a part of your daily life. Consumer research also pointed out that a larger mix of offering was required in its vegetarian menu and McDonalds consciously addressed this need. The company also became aware that eating out, though gaining in frequency, was still largely a family affair. Hence, it was relegated mainly to evenings and the weekends. Another significant finding of the research was that the father, the decision-maker in the family, did not find the food served relevant to him. It wasnt filling enough or to his taste. Taking these nuggets of information, the company worked on extending its range of products and added the Wrap [2002] and the McCurry Pan [2003] to the menu, thereby providing choice and variety as well as addressing the willingness issue that the father faced. The Happy Price Menu came close on the heels of the marketing initiative im lovin it which was launched in September 2003. It has been designed with the purpose of connecting McDonalds with its customers in highly relevant and culturally significant ways around the world. The commu ­nication about this new offering is funky and funny and tells you that McDonalds is a great place at a great price restricted not only to the product, but also extending to the experience. The new television commercials show that any excuse, however small, is a good enough reason to come to McDonalds. The marketing proposition, What your bahana is? speaks to the customer in his lan ­guage, with research once again providing insights for the communication. In an effort to bring the Golden Arches closer to the consumer, The company plans a phased roll out in the region once the operations are established. The key objective for starting de ­liveries is to increase convenience for the customers, so as to enable them to enjoy McDonalds prod ­ucts in the comfort of their homes. At the same time, it aims to make the service hassle-free and easy to use. The concept per se, is not new, as the delivery business has been running successfully in coun ­tries like Brazil, Egypt, Indonesia and Singapore. It is also in line with the international strategy of growing its customer base instead of increasing the number of restaurants. Furthermore, the deliv ­ery model is based on the companys own international standards and is therefore, different in some ways than other local chains. McDonalds is the first in India to have a single toll-free number which customers call to place their order. The call centre determines as to which restaurant the order should be directed. According to Mr. Amit Jatia, Joint Venture Partner Managing Director, McDonalds [Western India], Research conducted by McDonalds has shown that people were ready to try something new and convenient, which would also be value for money. This encouraged the company to launch kiosks in Mumbai in 2004. Kiosks are a point of sales with a limited menu and have been introduced to offer a convenient option for customers who wish to purchase only desserts. Currently, there are 7 kiosks which are op ­erational. These kiosks offer a unique new range of desserts and cold beverages, which are 100% vegetarian. The menu comprises of aerated beverages, non-aerated beverages such as iced tea and cold coffee, soft serves and floats. The strategy is To build brand presence by increasing points of distribution and providing variety to the customers. These are cold kiosks and they serve frozen desserts only. The kiosks are in close proximity of the existing McDonalds outlets only. Serving the Society In keeping with its international policy of serving the society, McDonalds India has also partici ­pated in and supported heath initiatives like the Pulse Polio Immunization program since 1998. In the same year, McDonalds also started Spotlight, an annual inter-school performing arts compe ­tition to provide the students with an atmosphere for healthy competition. Last year, more than 300 schools participated in the event. Other initiatives include its association with the Nehru Science Centre in the year 2000, to bring to the schools of Mumbai, a science quiz, and partnering with the Nalanda Foundation, in the year 2002, for its Blue dot Education Initiative for the under-privileged girl-child. In the near future, the company aims to focus on core markets, get the scale there and then look at further expansion. It plans to add 10 -15 restaurants each year [2004 2005] and estimates a total revenue growth of 40-45% over 2003, of which deliveries will contribute 15- Serving the Society-Assurance In keeping with its international policy of serving the society, McDonalds India has also partici ­pated in and supported heath initiatives like the Pulse Polio Immunization programme since 1998. In the same year, McDonalds also started Spotlight, an annual inter-school performing arts compe ­tition to provide the students with an atmosphere for healthy competition. Last year, more than 300 schools participated in the event. Other initiatives include its association with the Nehru Science Centre in the year 2000, to bring to the schools of Mumbai, a science quiz, and partnering with the Nalanda Foundation, in the year 2002, for its Blue dot Education Initiative for the under-privileged girl-child. Relationship among Variables The key reason behind the success of McDonalds has been the integration of all key objectives and variables under one roof, and then aligning global strategy in the local format. They have used their extensive Public relations capability to build up a strong bonding among the variables. It has bought all the stakeholders at the same platform and assured success and benefit for each one of them. This in turned assured that all of them strive to achieve what McDonalds was set out to achieve when it came to India.

HuckleBerry Finn Character List :: essays papers

HuckleBerry Finn Character List He is the protagonist and narrator of the novel. Huck is a thirteen-year-old boy. Huck is dirty and frequently homeless. He was constantly forced to survive on his own wits. But Huck is thoughtful, â€Å"street smart† rather than â€Å"book smart†. In fact he was uneducated. He was always an outcast, he was willing to come to his own conclusions about important stuff, even if the conclusions frequently contradicted society's norms. Huck was easily influenced by others, particularly by his friend Tom. Jim He is one of Miss Watson’s household slaves. He is sometimes a little sentimental and very superstitious to the point where you might think he is stupid, but its because he knew the world around him. But he was also intelligent, practical, and I think, more of an adult than anyone else in the book. He became a replacement dad to Huck as well as a friend. Because he is a black man and a runaway slave, he was afraid of getting caught, so he became paranoid. Jim was at the mercy of almost all the other characters in the book. Tom Sawyer He was Huck's friend in this novel. He is everything that Huck is not. Tom's stubborn reliance on the "authorities" of romance novels leads him to acts of incredible stupidity and startling cruelty. His adherence to the uncivilized world gives him something in common with Huck. He learns to see through and alienate himself from the â€Å"forces† that try to civilize him. Pap Huck's father and the town drunk. When he appears at the beginning of the novel, he is a wreck, with pale white skin and decrepit old clothes. Illiterate himself, he disapproves of Huck’s education. Many surrogates are forced to care for his son. Pap represented â€Å"white trash†. Most of the black characters in the book were morally and physically better than he was. He was a dead-beat and abusive dad. Judge Thatcher Judge Thatcher shared responsibility for Huck with the Widow Douglas, and is in charge of safeguarding the money that Huck found. He takes responsibility for issues affecting the community as a whole. He cared for Huck. When Huck discovers that Pap had returned to town, he signed his fortune over to the Judge, instead of taking it, he promised to hold it for him. Judge Thatcher has a daughter, Becky, who was Tom's girlfriend in the earlier novel.

Brutus, Caesar, and Antony as Protagonists in Julius Caesar Essay examp

A protagonist is the leading character or actor in a play, novel, or story. The leading character of a play is not easily interpreted. A protagonist does not necessarily have to be good or bad. Determining the protagonist is one of the many engaging issues presented in the play. Many characters exhibit the characteristics of a true protagonist in Julius Caesar, few stand out over all others. Caesar was a powerful, courageous, yet arrogant leader who is depicted in many different ways. Brutus friend of Caesar, loves Caesar greatly but does not think he possess leadership skills. Antony is loyal, trustworthy, and a devoted follower of Caesar, and proves to be a required character in Julius Caesar. All three of the protagonist must go through many highs and lows throughout the play. Brutus, Caesar, and Antony all qualify as protagonists in Julius Caesar because they all exhibit the required attributes. Caesar conquered Pompey in the beginning of his reign, his victory captured much support of the common citizens. He grew very popular, and powerful in some people?s eyes. Caesar turned down the crown three times when it was offered to him. Caesar deals with corrupt governments, and does what will be good for everyone rather than thinking about one?s self. Caesar was not of ?the blood of ordinary men?3.1:37. What this means is that he was a powerful, understanding, leader who had became too ambitious and arrogant, which led to his inevitable downfall. Caesar was arrogant in the way that on the ?Ides of March? he did not acknowledge the omens or the warnings of the soothsayer. There is a horrible storm on March 14 that goes on through the ?Ides of March?. His wife Calpurnia warns him not to go out because of the storm a... ...th half so good a will.5.5:50-52? Brutus possess all attributes of the protagonist and the play would not be the same without him. Brutus, Caesar, and Antony all qualify as protagonists in Julius Caesar because they all exhibit the required attributes. A play would not be a play if there were more than one main protagonist, it would be boring and have bad dialect. While Caesar, Brutus, and Antony can all legitimately be considered protagonists, Brutus is the best choice because he is actually in the entire play up to the very last scene, he has morals, and he is an honorable man. Julius Caesar was a great play it hit key points of events that actually happened. Brutus is truly an honorable man, without him the world would not be the same as we know it. Works Cited Shakespeare, William. Julius Caesar. Dover Publications, Inc.; New York. 2008.

Cda Competency Goal # 1 Essays Examples

Competency Goal #1 To establish and maintain a safe, healthy learning environment. One of the primary concerns in a preschool center based program is establishing and maintaining a safe, healthy learning environment. I will explain how I maintain this with examples in different areas and the goals I feel are important for a child to achieve. Two of the activities that I practice are fire safety and tornado drills. The purpose of fire/tornado drills is to let the children know where and what to do in case of and emergency situation.The most important reason for these drills enforces is to try and to teach the children to be calm and feel safe. We practice the drills monthly. The classroom is another area of significance for safety. The toys are checked daily, the room is clean and clutter free. The child’s personal belongings are put in his or her cubby and marked with their name. All medicines and chemicals are stored in a cabinet and are locked at all times. The room is set u p in a manner that my Para’s and I are able to supervise the children at all times. The telephone numbers of each child’s parents are in a file cabinet located next to the office phone.All emergency numbers are posted next to the office phone. The outdoor play area is checked daily for debris and equipment is in good and stable condition. We practice hygiene habits such as washing hands before and after meals, after the use of the bathroom and after they have their diaper changed. By establishing this habit at a young age, the children will grow-up developing cleanliness and pride in taking care of themselves. I use a private room separate from the classroom when changing diapers and use the Universal Safety precautions as well.The room is clean and tidy. The toys are washed weekly and the diaper area after each change with Clorox wipes and a disinfecting spray. This helps to keep germs from spreading. Good nutrition is essential in young children. Serving well balance d meals by choosing foods from the Food Pyramid (4 basic food groups) is important. All of our meals and snacks are provided through our school meal service and is pre-portioned for each child. I also use nutrition as an overall theme by doing activities like art, stories, and food tasting projects.The children sit at tables and chairs; also use silverware that is size appropriate. Meal time is a learning experience so all the children serve themselves family style. The actual room is set in an organized manner with open stations for the children to see materials and are able to play freely. All of the centers are labeled and books are shelved in an orderly fashion. I have developed a daily schedule and weekly themes to provide stimulation and knowledge. Having the room structured assists me to meet my goals as a lead teacher.

Biology level

This causes a decrease in lung pressure, (intrapulmonary pressure) which establishes the pressure gradient from the atmosphere (1 59 meg) to the alveoli (105 meg) which then results INSPIRATION. As oxygen is inhaled it enters the external mares (nostrils), from the external mares it moves into the nasal cavity which functions in moistening, filtering and warming of the air. After the nasal cavity the air moves into the internal mares which is located behind the soft pallet of the roof of the mouth.Once the air moves through the internal mares it moves down into the pharynx which is the passageway for food and IR, it then moves down into the larynx which is the first part of the trachea. The larynx contains the epiglottis which is a cartilage flap that restricts food from going into the air pipe, and vice versa. As air moves down from the pharynx into the larynx the epiglottis closes the esophagi and opens the passageway for the air, to go through the glottis into the trachea. The tra chea is lined with a mucous membrane which catches any debris that is left in the air.The trachea then forms 2 primary bronchi, one for the left lung and one for the right lung. The primary bronchi attach he trachea to the lung. The primary bronchi then branch out into secondary bronchi which form the lobes of the lung. The left lung contains 2 secondary bronchi resulting in 2 lobes and the right lung contains 3 secondary bronchi which result in 3 lobes. The secondary bronchi then branch into tertiary bronchi, these then branch into smaller tubules called bronchioles.The first part of the bronchioles is known as the terminal bronchioles, which then sub-divide into respiratory bronchioles. The respiratory bronchioles then sub-divide into alveolar ducts; around the recurrence of the alveolar ducts are numerous alveoli and alveolar sacs. Alveolar sacs consist of two types of alveoli which share a common opening. The two types of alveoli are type 1 and type 2 cells. Type 1 cells have a continuous lining of the alveolar wall, and type 2 cells are called septa cells and are found between type 1 cells, they are also fewer in number.Type 1 alveolar cells are the main alveolar cells for gas exchange. Once 02 has reached the alveolus it can then diffuse into the capillaries. The process of diffusion is when pressures move from a higher pressure to a rower pressure through a pressure gradient. Oxygen is able to move from the atmosphere to the alveoli because it has a APP of McHugh and the Alveoli has a APP of McHugh. Once the oxygen moves from the atmosphere through the air passage into the alveoli it can then diffuse into the capillaries where APP is McHugh. 2 is able to move from the alveoli into the capillaries due to the process of diffusion (high pressure to low pressure through a pressure gradient). Once the 02 enters the capillaries it is then picked up by erythrocytes (RUB ‘s) where it attached to the hammed portion of the hemoglobin. APP in the blood is Mc Hugh. Once the 02 is in the Orb's it can then diffuse into the tissues where the APP is 40 meg. As oxygen is being inspired, CO is being expired in the opposite direction. CO starts off in the tissues at a APPC of 45 meg, it then diffuses into the capillaries where its APPC is might.Once the CO is in the capillaries it can then attach to RUB where the degenerated blood now has a APPC of might. Once in the red blood cells the CO can then diffuse into the alveoli where APPC is might. Once the CO enters the alveoli, the respiratory muscles then relax. Which then leads to the decrease in the size of the thorax, increase in thoracic pressure, decrease in lung size, and increase in lung pressure, which established the pressure gradient from the alveoli to the atmosphere, which the results in EXPIRATION.Once oxygen enters the capillaries from the alveoli it attaches to the hammed portion of the hemoglobin. A hemoglobin molecule consists of a protein called globing. Globing is made up of 4 polypeptide chain, each polypeptide chain contains a hammed portion, and at the center of each hammed portion is an iron molecule that oxygen can attach to. Therefore each hemoglobin molecule consists of 4 oxygen molecules. The oxygenated blood will then travel from the lungs, through the pulmonary veins, back into the left atrium of the heart.The AS node will then send an impulse to the VA node. The AS node functions as a ‘pacemaker' of the heart which sets its rhythm. The AS node makes sure that the ventricle and the atria do not contract at the same time. Once the impulse is sent to the VA node, it is then passed on to the VA bundles, also known as the Bundle of His. The VA bundles then branch in to 2 different ranches, the right and left, which then move down the septum into the pureeing fibers.Forcing the blood through the bicuspid valve, into the left ventricle, which then open the aortic seminar valve, forcing the blood through the aorta, into the abdominal aorta, then into the common iliac artery, through the external iliac artery, to the femoral artery, which will then lead the blood to the deep artery of the thigh. The blood will then flow into the quadriceps of the muscle where there is an open wound, and this is where the blood will begin to clot. Blood Clotting or Coagulation is a complex sequence of events (chemical reactions) that causes blood to go from liquid to gel.Consistency of blood is due to the formation of a network of fibers consisting of fibrin protein and it involves more than a dozen chemicals called clotting factors. Clotting factions include Ca ions phosphoric associated with lipids and a mixture of lepidopterist and phosphoric released from damaged tissues. The blood clotting process involves three major stages. 1) formation of praiseworthiness, 2) formation of thrombi, 3) and the formation of fibrin. For this specific case there is an open wound in the quadriceps, which triggers the body to use the extrinsic clotting mecha nism.The extrinsic clotting mechanism is used when there is tissue damage, bleeding and when the body is in need of rapid clot formation, this occurs within a few seconds. The damaged tissue then releases a ‘ 'tissue factor' ‘ known as thermoplastic into the blood. The thermoplastic then activated a protein in the plasma called factor x, with the aid of calcium this then forms the enzyme known as praiseworthiness. Praiseworthiness is an enzyme that converts promoting to thrombi.Promoting is an inactive enzyme in the plasma, with the help of praiseworthiness it can be converted to thrombi which is an activated enzyme. For thrombi to be active ca+ must be presence. Thrombi is an activated enzyme which converts forefinger to fibrin. Forefinger are soluble clotting proteins in plasma, this is then converted to fibrin with the help of thrombi. Fibrin are insoluble thread like proteins, which form across the wound, which form a net like structure that traps platelets and RUB à ¢â‚¬Ëœs which creates a plug across the wound, which results in a stoppage of bleeding. Question 2: