Q7 Essay Example | Topics and Well Written Essays - 750 words - 2

Q7 - Essay Example We can not say with certainty that the specific programming environment is best for particular use. Here we have variety of programming environments that are functional and efficient in diverse domains. Their working power is linked to the area of the system development. So the choice of a best programming environment is possible to a definite aspect of system development and application development. Each programming environment is tied to specific domain of system development, like that web, desktop, scientific, real-time, etc. applications. There is no such excellent programming environment exist for the development of the all kinds and type of the applications (Bishop-Clark et al. 2006). Integrated Development Environment or IDE software is fundamentally software or programs to develop/build other programs or applications. They are usually software editing location by means of advance tools to aid the developers and programmers to write and develop the code speedily as well as proficiently. For instance PHP is an IDE system that is capable to build PHP driven website applications by means of a blend of PHPEclipse and Eclipse (Des Rivià ¨res & Wiegand, 2004). Here main advantage we have is regarding the less time and effort for the software development and execution. These applications of Integrated Development Environment systems typically proffer assortment of facilities and attributes for the effectual execution as well as coding (development) of the applications. These features facilitate the coders, programmers, and developers to take the advantages regarding the less time and effort for the software development. The intact design with an Integrated Development Environment can be built or developed quickly as well as easily. Its features and tools are believed to ease the management stop happening mistakes, resources as well as offer shortcuts (Des Rivià ¨res & Wiegand, 2004). The

Critically evaluate the impact of social media on the business world Essay - 1

Critically evaluate the impact of social media on the business world and our life - Essay Example This has made social media have a great impact on the business world and our individual life. Within the corporate world, social media is gaining popularity where it is being used in regular operations of many companies; this is mainly because it provides a perfect opportunity to take advantage of the world of the mouth, where people are connected on a global scale. Corporate messages on social media channels to reach new customers are conveyed, this is done through broadcast of positive feedback regarding the corporate message and its products. With this message, social media ensure that customers are retained hence building a positive customer loyalty. Additionally, dissatisfied customers are also reached directly within their own social media environment where the company embarks on finding better and more innovative ways of improving the product or service that they offer in the market outside (Bakardjieva and Gaden, 2011). Social media are relatively low-cost channels, which a company can use to market and advertise its products to millions of consumers. A good example is using Facebook a company just need to create a page within it where people shall need to like the page and have information which the company intends them to get in their computers, tablets or even phone. This has seen companies have million likes, which means more people are embracing this platform making the company enjoy cheap advertising platform. Social media also acts as a customer relation management too, mainly for companies which are selling products and services. Brand networking has become a way to capitalize on social trends, which is also a rich marketing tool. A company can maximize its return on marketing dollars by reaching out to potential customers via social media than making reliance on the high cost televised advertisement. Social media also allows a company to listen to a competitor message. Alternatively, this makes the listening company have strategies and

Ownership and Control as Important Aspect of the Media Essay Example for Free

Ownership and Control as Important Aspect of the Media Essay Discuss two contrasting theories and relevant studies to explain the extent to which ownership and control is an important aspect of the media. The term mass media is essentially information which is targeted at a large audience. The Mass media is a global industry which has played a major role in shaping society over the 20th century. As technology has developed and created the opportunity to communicate with huge numbers of people, the mass media has developed and with it the media’s impact on society. Over the last fifty years the media has changed its shape yet again to fit in with our increasingly technological society; various forms of new media have appeared: smartphones, laptops, internet and ipods. The general aim of these new mediums is to allow greater flexibility to the user and access media while mobile, also they are not physical forms of media but electronic, which has its own advantages and disadvantages. There have also been major changes in ownership and control of the media; it has become both increasingly concentrated and transnational. An example would be the controversial Mr. Murdoch. His News International group owns over one third of newspapers in Britain, Two other companies, Mirror Group Newspapers and United Newspapers own another 40 per cent between them. This clearly shows that the bulk of the power is held by only a few individuals, this creates very serious political and economical implications. Murdoch’s paper has been partially responsible for getting each government elected over the past fifty years; every party he has supported over the years has won. Two main sociological theories are used to explain ownership and control of the mass media: Pluralist theory and Marxist theory. Each have there own interpretations of the issues and subsequent strengths and weaknesses which I shall now discuss. Pluralist theory is all about power in society. They believe that no one group or elite dominates society. It is essentially a functionalist view. Instead Pluralists believe that there is a range of interest groups who share power. Pluralists argue that the mass media reflect such a range of interests. They argue that the mass media simply reflect what we, the public, want. If it is biased it is because that is the view people want to hear, it simply reflects the publics opinion rather than trying to make people think a particular way. For example the British press is generally conservative; Pluralists argue this is because British society is generally conservative. Pluralists would also say that the mass media provides a wide and diverse choice for the consumer. Therefore there is no single dominant ideology but a genuine choice for the consumer. Minority views are expressed just the same as the dominant views. Because of this Pluralists argue that the mass media has little or no influence on the views of the masses. At most it simply reinforces what people already believe. Pluralism recognizes the ability of the individuals to make up there own mind about key issues. For example, in the general elections of 1997 and 2001 viweing figures dropped sharply during the campaign, suggesting most people had decided who to support before the campaign even started. Furthermore in the 1992 elections the swing to the conservatives was just as great from the neutral Independent as is was from those who read pro-conservative tabloids. Even readers of The Sun, which was strongly against a conservative government, indicated in election polls that they had voted conservative. The Pluralist perspective is criticized for ignoring clear evidence of bias, mainly political bias and the influence it can have on society. For example, the political party supported by Rupert Murdoch’s papers has won every election since 1979. When he decided to switch from Labour to Conservative in 1997, there was a 15 per cent swing to Labour amongst readers of The Sun. This clear evidence of bias due to the views of a single man is ignored by the Pluralist perspective. The impact of the mass media is obviously key to election campaigns and has a massive impact on society as a whole. Arguably Rupert Murdoch alone has been responsible, in part, for getting each government elected since 1979. This clearly is very undemocratic and bad for the country. The Marxist conflict theory views the mass media as a means of not only influencing people, but also controlling them. It is used as a tool by the ruling class to maintain control and power through transmitting a conformist conservative view of the world. Sociologist have created two general views within Marxism, Manipulative Marxism – which places emphasis on the mass media as a form of economic capitalism and Hegemonic Marxism – which emphasises the mass media as a means whereby the ruling class project a culture which reflects their own norms and values, to the exclusion of all others. The concentration of ownership increases such control. Marxists also argue that the ruling class use the media as a filter through which information is passed to the mass of the population. In emphasizing the acceptance of the status quo, the media resists change and therefore works against the interests of the working class. The media therefore will project capitalism positively, creating a false class consciousness to the proletariat to prevent them realizing their exploitation and thus overthrow capitalism. Because of the established media moguls such as Rupert Murdoch it is difficult for small firms and individuals to gain much credit and fame. The Marxist perspective is seen as strong in analyzing the mass media from a conflict perspective. In doing so it helps to explain the mass media as a source of inequality within capitalist society. It also helps to explain the perceived bias within the media. For Marxists this is particularly important in a political and economical context. Marxism identifies and analyses political bias within the media, for example the consumerism culture that the newspapers promote. However, the Marxist theory is criticized for underestimating the ability of individuals to absorb information and make up there own minds about what they agree with or disagree with. Critics argue that people are not like robots who passively accept what they are told, rather they critically judge a variety of issues and make up there own mind using what they have been told and their own individual experience with the issue. James Curran, in Mass Media and Democracy: A reppraisal (1991), argues that the growth of commercial radio and television re-affirms the view that there is a widespread choice with a core public sector combined with an expanding private sector. Thus, the impact of ownership and control is negligible given the real and diverse choice that exists. Currans study supports the Pluralist perspective. Studies such as Curran’s are strong in recognizing the changing nature of British industry and how it applies to the mass media. Such conclusions are supported by the reality of the mass media that, despite a concentration of ownership, is run by a diverse range of individuals from different social backgrounds, through joint stock companies. However, this tends to ignore the fact that the largest proportion of shares in any public liability company is owned by either wealthy individuals or large institutional shareholders. From a Marxist perspective the ruling class is seen as an agent of ideological control in modern society, used by the ruling class to establish and impose its values on the working class. This is a view taking by Miliband in The State in Capitalist Society (1973). Miliband argues that the mass media is an agent of capitalist control, rejecting the pluralist theory that there is genuine choice.

Human Resource Management (HRM) in Cement Industry

Human Resource Management (HRM) in Cement Industry In this research we are trying our best to provide a framework to optimally utilize the valuable manpower resource. 1.10 CORE VALUES OF LUCKY CEMENT LIMITED (2009) At Lucky Cement we comprehend our core values to be the most significant factor leading to the existence and growth of this prestigious organization. How we accomplish our mission is as vital as the mission itself. Thus these values are not only on paper and pen but lounge deep in the heart of each individual working or associated with lucky cement. These values are reflected within the name of LUCKY itself: They are as follows. L = LEADERSHIP We dont just innovate industry practices we are defining the way business will be done in the future. We are pioneers. U = UNDERSTANDING Whereby we understand the demands of cement industry at a global level, parallel to the needs of people, associated with us in one way or the other. C = COMMITMENT One word that sums it all at Lucky Cement is the commitment of people to quality, relationship and most importantly our customers, who can never be disappointed at any cost. K = KONSTANT The most important element to balance any equation worldwide, at Lucky Cement we assign the value of Konstant with consistency of profits, as profits are required to sustain and grow any organization. They are in-turn the ultimate measure of efficiency. Y = YOU This attitude is a built-in character. At lucky cement we always maintain, You first, Me last approach, not only to please but to delight our employees, shareholders, customers, and all the other people who expect a result from Lucky Cement. Lucky Cement Ltd produces 25000 tons of cement per day with about 4000 employees working in this industry. This industry plays an important role in a sustained economic growth of the country. Sponsored by well known Yunus Brothers Group one of the largest export houses of Pakistan, Lucky Cement Limited currently has the capacity of producing 25,000 tons per day of dry process Cement. Lucky Cement came into existence in 1996 with a daily production capacity of 4,200 tons per day, currently is an omnipotent cement plant of Pakistan, and rated amongst the few best plants in Asia. With production facilities in Pezu (Production capacity: 13,000 Tons per day) as well as in Karachi (Production capacity: 12,000 tons per day), it has the tendency to become the hub of cement production in Asia (2009) Lucky Cement Limited is managed by the team of professionals, who are committed and dedicated to fulfill the mission and vision of the organization. Two production plants and five marketing offices are managed by the staff strength of then 1800 permanent employees throughout Pakistan. Production Sales Volume Performance: During the year under review, our Company achieved all time high volume of production and sales as enumerated in the table below: A comparative analysis of sales volume of the industry vis-à  -vis our Company is as The analysis of the market share of Our Company is as under: Financial Performance: A comparison of the key financial results of Our Company for the year ended June 30, 2008 with the same period last year is as under: Sales Performance During the year under review our company achieved an overall net sales revenue growth of 35.43% as compared to same period last year. Increase in revenue was attributed due to both increases in volume by 19.75% and net retention by 15.68%. Our Company continued to focus more on exports because of strong establishment of its brand in various export markets with higher retention margins. The domestic sales registered a negative growth of 6.38% because of higher exports made by the company which registered a growth of 116.29%. The ratio of sales revenue from exports was 54.43% whereas the local sales accounted for 45.57% during the financial year under review. The average combined net retention prices per ton improved by 13.10% over the comparative period last year. The prices in the international markets remained robust whereas the prices in the domestic market were under pressure, however in the last quarter the prices started increasing because of substantial increase in production c ost coupled with duties and taxes increased by the Government in federal budget Cost of Sales The major cost of production for cement manufacturing is the energy cost which constitutes 68.77% of the total cost of production. The energy cost is further divided into heat energy and power energy which constitutes 44.12% and 24.65% respectively of the total cost of production. As a matter of fact, the international prices of coal and oil have increased manifold during the year under review which have badly affected the cost of production both in Pakistan and abroad. The international prices of coal were approximately US$ 80 per ton by end of last year which has now increased to US$ 210 per ton by the year ended June 30, 2008. The prices of furnace oil have also increased tremendously which have also affected the cost of production. Except loose cement sales, the cement is packed either in paper bags or polypropylene bags. The increase in the prices of paper and the polypropylene in the international markets have also increased the cost of cement bags substantially. Similarly, the other cost factors have been increased either because of inflation, oil prices and depreciation of Pak Rupee for imported items. We are pleased to report that, our Company has taken various measures to mitigate the impact of increase in cost of production. Resultantly, the production cost per ton of our Company was only increased by 18.89%. Gross Profit Our Company achieved a gross profit rate of 25.73% for the year ended June 30, 2008 compared to 29.35% gross profit rate achieved same period last year. However, the gross profit in term of absolute value was increased by 18.71% because of the volumetric growth. Finance Costs The finance costs was reduced substantially from Rs.186 per ton last year to Rs.23 per ton during the year ended June 30, 2008 mainly because of interest rates hedging executed by the Company by entering into cross currency swaps agreements with the banks. These hedging transactions allowed the company to offset positive interest differential between KIBOR and LIBOR against the total financing cost of the Company. On the other hand, these swaps exposed the Company to currency risk for depreciation of Pak Rupee but at the same time ever increasing exports of the Company provided a natural hedge against these swaps transactions to mitigate the currency risk. As you know the economic and political scenario of the Country started deteriorating from November 2007 resultantly the Pak Rupee lost almost 12% of its value by June 30, 2008 as compared to June 30, 2007. Due to the depreciation of Pak Rupee our Company on the one hand incurred exchange loss of Rs.800.359 million on cross currency swap but on the other hand realized exchange gain of Rs.277.816 million on realization of GDR proceeds and export sales. Distribution Costs Distribution costs incurred by the Company were in-line with the increase in the volume of export sales. The percentage of distribution costs to net export sales was 12.51% for the year ended June 30, 2008 compared to 11.66% last year. Deferred Taxation During the year under review, the deferred tax provision amounted to Rs.456.53 million was reversed out of the total provision of Rs.1,515.54 million created in prior years due to higher ratio of local sales. Since the ratio of exports has increased which are covered under presumptive tax regime on which no deferred tax provision is required, therefore to that extent deferred tax was reversed. Contribution to the National Exchequer Our Company contributed a total amount of Rs.3.907 billion (2007: Rs.4.137 billion) to the Government Treasury in shape of taxes, levies, excise duty and sales tax. In addition to that our Company earned precious foreign exchange of approximate US$ 150 million during the year under review from exports besides bringing foreign investment of US$ 109 million against the issuance of GDRs in the international market. We briefly describe the problem at hand in the following paragraphs. 1.20 The Problem Domain This research work is concerned with adaptation of Optimization Techniques to utilize the manpower resources in a best possible way in cement industries with reference to Lucky Cement Ltd, Pezu, Pakistan. In this research we are trying our best to develop a framework how to utilize the manpower resources optimally in industrial sector, especially in cement industries. Literature review reveals that no exact attempt has been made by researchers, although much relative work has been done in one or in the other form. 1.30 Aims and Objectives The basic objectives of the research work can be summarized as below: To develop a questionnaire for finding decision-making parameters along with their weights To prepare a group of models that can depict the research work clearly To validate the Symbolic Model through test data To publish the results of the research work Nationally as well as Internationally Similarly, aims of this study are given as under: To prepare a standard knowledge acquisition tool for facts finding To develop a framework that might work just like a pedagogical device for students as well for researchers To pinpoint the importance of human resource utilization, so that govt. and other organization may know the importance of this valuable resource To prepare a baseline for further research in this field To minimize the cost of production in cement industries To apply the model in other industries 1.4 Scope This study is limited to the application of Optimization Techniques to Manpower resources in cement Industries with respect to Lucky Cement Ltd, Pakistan. However, it can be applied to all cement industries in Pakistan and in the rest of the world. Test data will be chosen from the different plants of Lucky Cement Ltd, Pakistan, which is the largest cement industry in the Asia. This research work is a multidisciplinary approach, which will combine the knowledge of experts of various fields of sciences, like, Management, Economics, Operations Research/Quantitative Techniques, Computer Science, Information System, Decision Theory and Statistics. 1.5 Justification of the Study The whole universe has been created by Almighty Allah for humanity, while human, as stated earlier are given the power of intelligence. So the first and foremost job of human being is to know their importance in the world and how to utilize this most valuable resource. Each and every thing in the universe has some value and importance whether we have knowledge about it or not yet but men have the capability to mobilize the remaining resources of the universe. Intelligence people can utilize these resources in a best possible way to fulfill their unlimited wants. Among all the inputs to any system i.e. Management, Money, Material, Men, Machinery, Mansion, Message etc the most important one is the Man who is responsible to operate and activate these resources economically, efficiently and effectively to achieve maximum utility. That is why when managerial staff makes rational decisions; right information at the right time and in right form is required to them. Hence research is required to find out ways and means of optimum utilization of the manpower resource in the industrial sector in general and in cement industries as special. Literature Review Manpower planning is truly an interdisciplinary activity rooted in such diverse fields as economics, psychology, law and public administration, industrial relations, computer science, and operations research. National manpower planning is the integral portion of macro-economic planning which attempts to achieve maximum utilization of human resources in terms of societal goals (Bib09). The closest reference to the expression optimal utilization of resources is value-for-money. According to this universally-recognized concept, all business processes are characterized by the use of a group of inputs (resources), which are transformed (activities) into outputs (results). The optimization of resources is based on three characteristics: economy, effectiveness and efficiency. The economy of resources consists of acquiring resources of the required quality, at a reasonable cost and in a timely manner. The effectiveness of resources is aimed at ensuring the adequacy of resources relative to business needs and their appropriate use. The efficiency of resources is measured by the attainment of an organizations business objectives (Bettm). Various optimization techniques for Integrated Renewable Energy Sources have been reported in the literature like: (i) Linear Programming (LP) (ii) Geometric Programming (GMP) (iii) Integer Programming (IP) (iv) Dynamic Programming (DP) (v) Stochastic Programming (St P) (vi) Quadratic Programming (QP) (vii) Separable Programming (Se P); (viii) Multi-objective Programming (MOP); (ix) Goal Programming (GP); (x) HOMER; (xi) VIPOR; and (xii) Hybrid 2, etc (A.K. Akella, M.P. Sharma and R.P. Saini, 2007). In the USA, for example, the Presidents Commission on National Goals issued the following list with its attendant implications for manpower needs: improved living standard, capital expansion with emphasis on transportation and utilities, urban development, social welfare, health coverage, education, transportation, national defense, research and development increases, international aid, space exploration, agriculture, manpower retraining, area redevelopment to promote full employment in regionally depressed regions, and development of natural resources (Bib09). Boxall, Purcell, and Wright distinguish among three major subfields of human resource management (HRM): micro HRM (MHRM), strategic HRM (SHRM), and international HRM (IHRM). Micro HRM covers the sub functions of HR policy and practice and consists of two main categories: one with managing individuals and small groups (e.g., recruitment, selection, induction, training and development, performance management, and remuneration) and the other with managing work organization and employee voice systems (including union-management relations). Strategic HRM covers the overall HR strategies adopted by business units and companies and tries to measure their impacts on performance (Mark L. Lengnick-Hall, Cynthia A. Lengnick-Hall, Leticia S. Andrade, Brian Drake, 2009). Broadly stated, manpower planning is the process to ensure that the right people are at the right place at the right time in sufficient numbers to efficiently accomplish anticipated tasks. Indeed, the field can be viewed as embracing information systems, management participation, and mathematical modeling largely represented by the disciplines of computer science, organization theory, behavioral science, and operations research (Bib09). Strategic human resource management (SHRM) focuses on aligning internally consistent human resource management (HRM) practices to build employees knowledge, skills, and abilities in an effort to support competitive strategies and achieve business objectives. SHRM is gaining increasing importance because strategic management, in a knowledge-based economy, emphasizes that employees are considered to be a primary component for attaining a competitive advantage. SHRM is gaining increasing importance because strategic management, in a knowledge-based economy, emphasizes that employees are considered to be a primary component for attaining a competitive advantage HRM practices create procedures that institutionalize the building of employees knowledge, skills, and abilities throughout the organization to promote valued, unique, and difficult to imitate organizational competencies which support competitive advantage (James D. Werbel, Samuel M. DeMarie, 2005). Project scheduling techniques under human resource constraints are referenced with the objective of minimizing project duration, and a proper human resource allocation algorithm standing on multi-project scheduling, with a heuristic procedure for searching out approximate optimal allocation, is adopted. A forward/backward scheduling technique is the primary allocation algorithm; it evaluates maximal and minimal labor power allocations for activities (al., 2006). Analysts develop strategy for allocating limited manpower resources based on command priorities, historical utilization data, and analysis of mission and functions. Analysts should have thorough knowledge of the Planning, Programming, Budgeting and Execution System (PPBES) documents or systems, the Structure and Manpower Allocation System (SAMAS), command plan, and TAADS for use in distributing and tracking approved allocations by budget program and organization (Man09). 2.1 Welcome to the global village MIS Theres no doubt that the world of work as we know it is rapidly changing. Even as little as fifteen years ago, the times were calmer than they are today. Back in 1973, with the first oil embargo, U.S. businesses began to realize the important effects that international forces had on profit and lost statements. The world was changing rapidly, with other countries making significant inroads into traditional U.S. markets. Unfortunately, U.S. business did not adapt to this changing environment as quickly or adeptly as they should have. The result was that U.S. Businesses lost out in the world markets and have had to fight much harder to get in. Only by the late 1980s done U.S businesses begin to get the message. But when they did, they aggressively began to improve production standards, focusing more on quality and preparing employees for the global village (The production and marketing of goods services worldwide). It is on this latter point that human resources will have the biggest effect (David A. Decenzo and Stephen P. Robbins, 2002). Computer and information Technology has converted the world into a globe and definitions of different terminologies have been changed such as: Market was defined as a place where two parties comes and make transaction, but due to Internet, no place is required for dealing making transactions. Every thing can be made at home i.e. purchasing, selling, bank transactions etc. T. Lucey (Lucey, 1991-1992) define MIS as The combination of human computer-based resources that results in the collection, storage, retrieval, communication use of data for the purpose of efficient management of operations for business planning (Lucey, 1991-1992). 2.2 Problems with MIS: In developing countries such as Pakistan, Different problems are faced during improvement in any field with respect to MIS. T. Lucy generalized all the problems in to six categories (Lucey, 1991-1992) Lack of management involvement with design of MIS; Narrow and /or inappropriate emphasis of the computer system; Undue concentration on low level data processing application particularly in accounting area Lack of knowledge management of computers; Poor appreciation by information specialists of managements true information requirements and of organizational problems; Lack of top management support; 2.3 Knowledge Requirements for MIS: As there are new concepts techniques are developed and also developing with respect to the solution of the problems. T. Lucey figure out the major areas of knowledge with respect to development operation of MIS (Lucey, 1991-1992). General Systems Concepts Management Functions Levels The Nature of Data Information Communications The Influence Of Information Technology Planning Decision Making Methods Techniques Control Principals Feedback Feed forward Organizational Structures and Processes Knowledge Requirements for the Development   Operation of MIS T. Lucey also describes the information system in outline as shown in the figure (Lucey, 1991-1992); Data Capture Data Data Processing File Storage Processed Data Data Communication Processed Data Users Users Processing/ Understanding Users Memory/Knowledge base I Information Actions/ Decisions/ Changes etc Information System in Outline Mehmet describes and evaluates seven methods of fore-casting requirements by industry and occupation: Econometric method Productivity method Trend projection method Employers survey method Method of forecasting specialized manpower requirements inter-area comparisons method Elasticity of factor substitutions method. (O., 1965) Ahamad and Blaug (Ahmad B. and Blaug M.) point out that manpower forecasting is still in its infancy yielding crude and often useless results. All too many models are still based on the woefully lacking fixed-coefficient approach pioneered by Fames utilizing productivity, education and participation ratios. The predominantly demand-oriented approach, the assumption that ratios are independent of technological growth, changes in industry output and education standards, and the failure to accommodate substitution effects have contributed to make the models suspect as serious undertakings (S, 1962). Broadly stated, manpower planning is the process to ensure that the right people are at the right place at the right time in sufficient numbers to efficiently accomplish anticipated tasks (E.W., 1967). Wlkstrom (W.D, 1971) identifies seven contributing factors: Rapidity of technological change. long lead time for training and development, tight labor market, demographic changes (e.g., lower birthrate during depression produced decrease in 35-44 age group), manpower coming to be viewed as critical corporate resource, government influence through programs and contracts, Manpower planning is becoming accepted as integral part of corporate planning. The last point only serves to attest to the complexity of manpower planning as an integral component of corporate planning a vast and ill-defined field in its own right. As Lorange (Lorange.P, October 30 November 2, 1974) comments in his survey: I am left with the uncomfortable feeling that somehow it is difficult to fit the bits and pieces together. There seems to be considerable lack of consensus in the literature when it comes to such central issues as the nature of planning systems, what constitutes relevant empirical areas of research, etc. Also, the common vocabulary seems to be surprisingly small and too often lacks adequate definitions. The research design frequently seems to be sloppy, particularly in neglecting to state assumptions when limit the universality of the sample. 2.4 Models: There are different models that are used for planning and decision making. T. Lucey Defined the model in simple words Model is any simplified abstract of reality. It may be physical object such as architectural scale model or it may be what is termed as symbolic model. These are representation of reality in numeric, algebraic, symbolic or graphical form. Business model are symbolic models which represent the organization operations by set of logically linked arithmetic algebraic statements. These models are used to enhance a manager analytical ability. T. Lucy broadly classified the models used for management purpose (Lucey, 1991-1992). Computer Based Management Models Simulation Models -Enable Different Conditions to be Explored Optimization Models -e.g. Linear Programming (Useful for deriving the best solution in certain structured Probabilistic Models -Incorporate Uncertainty by Allowing Multi-Point Estimates Deterministic Models -Assume Certainty by using single point Estimates decisions usually at Tactical operational Levels) (Useful for Exploring Risk Uncertainty and Complex Relationships Provide answers to What If? Questions can be useful at all levels) 2.5 Model Development: According to T. Lucey To develop a model which is realistic and has adequate predictive qualities is a collaborative effort between management and information specialists (Lucey, 1991-1992). He Key points are: The model should have a purpose and be objective oriented. Model building is an iterative, creative process with the aim of identifying those variable and relationships which must be included in the model so that it is capable of predicting overall system performance. It is not essential or indeed possible, to including all variables in a model. The variables in a model of greatest importance are those which govern, to a greater or less extent, the achievement of the specified objectives. These are the critical variables. The best model is the simplest one with the fewest variables that has adequate predictive qualities. To obtain this ideal there must be a thorough understanding of the system. The management who operate the system have this understanding and must be involved in the model building, otherwise over elaborate and overly mathematical models may result if the model building exercise is left to systems professionals. OR Systems Expertise Model Development System being Studied, including Management and Personnel, Physical Resources, Inputs and Outputs etc Model Objectives Management Know How Raw Data Model Validation and Testing Implementation Of Decisions Management Review of Model Results Processing of Model Management Model Results Decisions Optimization: James. O Brien defined optimization as It is a process of finding optimum value for one or more target variables, given certain constraints. Then one or more other variables are changed repeatedly, subject to the specified constraints, until the best value for the target variable are discovered (O Brien). Mer P. Martin define optimizing as The process of seeking the best possible choice (C Merk P. Martin, 1991) Purkiss (Purkiss) developed a linear programming (LP) model for hiring, firing, and redeployment of workers in the British Steel Industry. Assuming constant flow rates, his model minimized manning costs (over manning, under manning, and current level). Purkiss acknowledged the difficulty of determining cost coefficients and agreed that it is preferable to have hierarchically structured sub-objectives. Morgan (RW) proposes an LP model for the Royal Air Force in which he minimizes costs associated with recruitment (advertising and training) , redundancy, over manning, and pensions by controlling manning levels, promotions and redundancies subject to establishment and flow constraints. While it might seem to the uninitiated reader the LP models currently dominate the field, this is not necessarily the case. In many instances, aggregated simulation models precede more complex work. Another approach is entity simulation modeling in which individual records are stochastically aged during a simulated time horizon (Piskor, 1976). 2.7 Reasons for Using Models T. Lucey summarized the reasons into three main categories (Lucey, 1991-1992); The model is cheaper. Study and redesign. Specialized assistance. Research Methodology The plan of the study has the following stages: Problem Identification Development of a Questionnaire, Data Gathering Data Analysis Data Modeling Testing and Results Publication of Results Documentation Data Collection Analysis The expected results of this study may be: A data gathering tool in the form of a Questionnaire A group of models, like, Conceptual Model, Physical Model, Symbolic Model etc Results and Information for Decision Making Thesis and results Publications

Celebrities in the American Media Essays -- Celebrity

American Media: The Bliss of the Public or the Bane of Celebrities? Throughout history, the media has caught some of the most horrific scenes on camera. While it is great that these events were documented, one cannot help but wonder how much is too much when prying into the lives of public figures. Even celebrities need a time to grieve; yet that time seems limited when they are constantly being harassed by men with cameras trying to give the best account of the situation. Since the introduction of the television, and possibly before, news broadcasters have been concerned with one objective— relaying the most interesting and informative report of the breaking story, regardless of the effects of their curiosity. In most cases of tragedy, the media coverage makes the situation worse. There is a photograph by Elliott Erwitt of Jackie Kennedy at President Kennedy’s funeral, which really embodies the effects of broadcasting tragedies. In the picture, Mrs. Kennedy’s face seems frozen in a state of disbelief and grief as a man behind her stands unaffected with a microphone around his ear. Millions of Americans sat in front of their TV sets watching the funeral, and through all of this Mrs. Kennedy was barely able to relax and reflect since it was her duty to plan the whole procession. After the funeral, she still could not find the time to grieve. Because she was the first lady, Jackie Kennedy had an obligation to the public so â€Å"even under the greatest stress imaginable [the] widow was receiving the guests who had come to her husband’s funeral† (Mayo, 84). By being the wife of a public figure, she too feels the stress of being a celebrity. The media, as well as the members of the public have forced her to remain active... ... without creating a rivalry between them or false pretences against them. In an age when media is such a big part of Americans’ lives, it is necessary to take into account the effects that the stories will have on the people in them. Works Cited Baughman, Cynthia. Women on Ice: Feminist Responses to Tonya Harding/Nancy Kerrigan Spectacle. New York, New York: Routledge, 1995. Gladwell, Malcolm. Blink. New York, New York: Little, Brown and Company, 2005. Mayo, John B. Bulletin From Dallas: The President Is Dead. New York, New York: Exposition Press, 1967. Semple, Robert B., ed. Four Days in November. New York, New York: St. Martin’s Press, 2003. Triplett, William. â€Å"Alive†. American Journalism Review. October 1994. Questia. Questia Online Library. University of Miami. 28 September 2006. .

Summary of the Film Seabiscuit Essay -- essays research papers

The movie Seabiscuit is based on the true story of Red Pollard and his achievement of self-fulfillment through his success as a jockey. At the start of the movie, Red is an unimportant, self-doubting boxer and jockey who has never experienced success in his life. As the movie continues, Red meets two other men, Charles Howard and Jim Smith, who feel as though they have no purpose in life. Throughout the course of the movie, these three men are able to use their passions and motivation to become a successful horse racing team. By the conclusion of Seabiscuit, Red, Charles, and Jim have changed from depressed, unhappy men to an inspiration for all of America. Seabiscuit is a uniquely American film because it tells of the fulfillment of the American dream through Red Pollard and his coworkers, who rise from a life of depression and failure to an inspiring life of success. As a child, Red grows up in a wealthy household where he is taught how to ride. When the Great Depression struck America, Red’s family lost their money, forcing him to leave his home and work poorly pai...

Advance Strategic Planning

Advanced Strategic Planning was written by Aubrey Malphurs and was first published in 1999 with the over-all purpose of providing the church and its leadership a good strategic planning process that will help it them move from a stage of stagnant growth to a period of change and revitalization.   The book offers a nine-step strategic thinking and acting models and diagrams that help illustrate concepts.   The updated edition of the book has put emphasis on disciple making.Malphurs, who has authored many books on church leadership and strategy, is a professor of Pastoral Ministries at Dallas Theological Seminary. He specializes in teaching pastors how to think strategically and move their congregation to growth and accomplishment of goals.He is also the president of the Malphurs Group, a consulting organization which provides training and consultation services for churches that sees the need for help in the area of church growth.Malphurs started the book by stating that almost all institutions today, such as churches, go through a sigmoid or S-curve pattern of growth or life cycle, in which a church begins and experiences rapid growth in all areas, achieves a point a comfort zone of routines and programs, and later on declines and eventually dies.Malphurs, in his book, perceives the S-curve life cycle pattern as a problem besetting most churches by stating that:â€Å"The message or lesson of the sigmoid curve is that all good things (and even some bad things) end†¦ Even brand-new institutions and organizations such as a church will, in time, plateau and then die. No matter what institution it is, organizational â€Å"dry rot† sets in.   The institution becomes brittle, ceases to function, and expires† (Malphurs 2005, 11).Given the abovementioned problem Malphurs argues that as soon as the church feels that it now reached the point of staggering growth and plateau, it should in a way re-invent itself through careful planning and adoption of new set of core values (whenever necessary) in order to propel it back to a period of significant growth.This will mean reviewing and restructuring the various aspects of church life such as its core values, personnel, congregation, prevailing culture, finances, community where it is interacting, among others, through a strategic planning process.A handful of suggestions on how to carry out the conduct of this strategic planning was provided lengthily and was discussed in an almost detailed manner by Malphurs.StrengthsDrawing from a wealth of experience as a pastor, professor and consultant, Malphurs have provided significant and doable ways of carrying out the strategic revitalization process.   Perhaps using his personal experience of leading a church, he was able to address a lot of pitfalls and traps that a pastor and church leader should avoid in strategic planning.His experience and love for the ministry and church transcends all throughout the book, making a pastor or a leader, whose church is going through a period of plateau in terms of growth, reading the book feel that the book was written specifically for him and his flock.   Malphurs has a heart for the local church.   The strategic planning is simply his response to the problem that he perceives. [1]It was also made clear in the book that the pastor or church leaders can’t do the process and implement changes alone, every member of the congregation must be informed properly for them to be involved in all facets of the process.   The need to effectively communicate the vision was emphasized and strongly recommended. Malphurs writes:If you conduct secret meetings and fail to communicate in general what happens in those meetings, you will not be able to lead the congregation because they will no trust you (63).An unwavering support on the ongoing strategic planning process will only come from a church member who clearly understands the what and why’s of his/her churchâ€℠¢s call for a strategic planning.Although the book is in fact a â€Å"how-to† sort of manual, Malphurs succeeded in finding a biblical basis for the conduct of the strategic planning.   This makes the book grounded on the godly and biblical principles of leadership.An obvious strength of the book is the manner it challenged church pastors and leaders to think critically regarding its mission, vision, values, and congregational structure. Provoking questions are injected throughout the book to guide its readers in propelling the church in a certain direction that will eventually lead to the realization of their mission and vision.Malphurs is very strong in recommending the necessity of adopting a mission and vision statements in churches. To further guide his readers, Malphurs also made a clear distinction between values, missions, and functions.Armed with the understanding that churches will definitely look different in varying contexts, he stresses the value of injecting p rofessionalism and excellence in all ministry undertakings which is and should be a characteristic of any church desiring to grow.David Murrow also sees this need when he wrote, â€Å"Men appreciate excellence†¦Excellent doesn’t mean slick, canned or superficial. It simply means everything done well (Col. 3:23).†[2]Malphurs also tediously provided helpful tools and sample evaluation forms that will help a church start the strategic planning process.   He make sure that churches who will decide to embark in the strategic planning process already have the tools, which can be modified if they opt to, to keep the process going and evaluated.WeaknessesAlthough well-written, the book still has some few unhelpful aspects and needs thoughtful consideration from a critical reader.Malphurs have excellently provided a book for strategic thinking pastors but have missed out those who are implementers and dreamers in nature, reality will tell us that there are pastors who se e that their calling evolves on activities such as teaching, preaching, evangelism, visitation, etc.Strategic planning is not an exciting and needed activity for pastors and leaders who fall under these characteristics, for them church growth and dynamism depends on going out and reaching the unreached.Another important concern that Malphurs alluded is the average period of time it will take for the whole process of defining the church’s mission, discovering their values, catching the vision, and actually coming up with a plan will be done.He noted that it could take five (5) years just to get everybody on board. Unfortunately, nowadays,   a pastoral longevity in a certain church is only 3 to 4 years.   George Barna stated: â€Å"The average tenure of a pastor in Protestant churches has declined to just 4 years—even though studies consistently show that pastors experience their most productive and influential ministry in years 5 through 14 of their pastorate.† [3]The book also failed in considering the value of preaching the Word of God, reaching out the lost, and healthy fellowship among members of the congregation, in spurring growth in the church.The â€Å"Readiness for Change† inventory contains factors necessary for organizational change, but it is interesting to note that Malphurs have missed to include prayer. For any change to take place in a church, the leaders and members of the church should devote time in praying.ConclusionOverall much is to be commended in Malphurs’ book. It is a very practical book.   The strengths of the book outweigh the weaknesses.   The weaknesses stated should not detract a one from reading the book.Although there are some suggestions made by Malphurs that in one way or another is not supported biblically, such as not putting older men and women in the leadership as opposed to the scripture’s advice to have the older men and women teaching the younger ones, the book still off ers sound and helpful principles of strategically leading and managing a church.The objectives set by Malphurs in writing the book are achieved, he perceived a problem, and he has provided in great detail a solution to the problem. He has skillfully presented a sys aforementioned, his wealth of experience have made every argument he presented convincing and worth trying for.The book is a valuable reading and tool for young, soon-to-be pastors, pastors, elders, church staff members, and lay leaders, or for anyone who is in one way or another involved in church leadership.However, a word of caution, one should be very careful in accepting that the book is the cure-all answer to the problems besetting the churches today.   It is a guide, a good and helpful guide, but it doesn’t contain all the answers to church issues and problems.   Pastors and leaders of the church should still bear in mind what is stated Proverbs 16:9 says â€Å"The mind of man plans his way; But the LOR D directs his steps.†Ã‚   The Lord is still the sovereign one, if it is His Will it will definitely happen. [1]. Owen Strachan,   Reviews: Advanced Strategic Planning by Aubrey Malphurs, (9Marks Reviews , 2008) [article available online], www.alliance.net, date accessed July 21, 2009 [2]. David Murrow, How Women Help Men Find God, (Thomas Nelson Publishers, 2008) [3].   George Barna, The Second Coming of the Church, (Nashville: Word Publishing, 1998), 5. Advance Strategic Planning Advanced Strategic Planning was written by Aubrey Malphurs and was first published in 1999 with the over-all purpose of providing the church and its leadership a good strategic planning process that will help it them move from a stage of stagnant growth to a period of change and revitalization.   The book offers a nine-step strategic thinking and acting models and diagrams that help illustrate concepts.   The updated edition of the book has put emphasis on disciple making.Malphurs, who has authored many books on church leadership and strategy, is a professor of Pastoral Ministries at Dallas Theological Seminary. He specializes in teaching pastors how to think strategically and move their congregation to growth and accomplishment of goals.He is also the president of the Malphurs Group, a consulting organization which provides training and consultation services for churches that sees the need for help in the area of church growth.Malphurs started the book by stating that almost all institutions today, such as churches, go through a sigmoid or S-curve pattern of growth or life cycle, in which a church begins and experiences rapid growth in all areas, achieves a point a comfort zone of routines and programs, and later on declines and eventually dies.Malphurs, in his book, perceives the S-curve life cycle pattern as a problem besetting most churches by stating that:â€Å"The message or lesson of the sigmoid curve is that all good things (and even some bad things) end†¦ Even brand-new institutions and organizations such as a church will, in time, plateau and then die. No matter what institution it is, organizational â€Å"dry rot† sets in.   The institution becomes brittle, ceases to function, and expires† (Malphurs 2005, 11).Given the abovementioned problem Malphurs argues that as soon as the church feels that it now reached the point of staggering growth and plateau, it should in a way re-invent itself through careful planning and adoption of new set of core values (whenever necessary) in order to propel it back to a period of significant growth.This will mean reviewing and restructuring the various aspects of church life such as its core values, personnel, congregation, prevailing culture, finances, community where it is interacting, among others, through a strategic planning process.A handful of suggestions on how to carry out the conduct of this strategic planning was provided lengthily and was discussed in an almost detailed manner by Malphurs.StrengthsDrawing from a wealth of experience as a pastor, professor and consultant, Malphurs have provided significant and doable ways of carrying out the strategic revitalization process.   Perhaps using his personal experience of leading a church, he was able to address a lot of pitfalls and traps that a pastor and church leader should avoid in strategic planning.His experience and love for the ministry and church transcends all throughout the book, making a pastor or a leader, whose church is going through a period of plateau in terms of growth, reading the book feel that the book was written specifically for him and his flock.   Malphurs has a heart for the local church.   The strategic planning is simply his response to the problem that he perceives. [1]It was also made clear in the book that the pastor or church leaders can’t do the process and implement changes alone, every member of the congregation must be informed properly for them to be involved in all facets of the process.   The need to effectively communicate the vision was emphasized and strongly recommended. Malphurs writes:If you conduct secret meetings and fail to communicate in general what happens in those meetings, you will not be able to lead the congregation because they will no trust you (63).An unwavering support on the ongoing strategic planning process will only come from a church member who clearly understands the what and why’s of his/her churchâ€℠¢s call for a strategic planning.Although the book is in fact a â€Å"how-to† sort of manual, Malphurs succeeded in finding a biblical basis for the conduct of the strategic planning.   This makes the book grounded on the godly and biblical principles of leadership.An obvious strength of the book is the manner it challenged church pastors and leaders to think critically regarding its mission, vision, values, and congregational structure. Provoking questions are injected throughout the book to guide its readers in propelling the church in a certain direction that will eventually lead to the realization of their mission and vision.Malphurs is very strong in recommending the necessity of adopting a mission and vision statements in churches. To further guide his readers, Malphurs also made a clear distinction between values, missions, and functions.Armed with the understanding that churches will definitely look different in varying contexts, he stresses the value of injecting p rofessionalism and excellence in all ministry undertakings which is and should be a characteristic of any church desiring to grow.David Murrow also sees this need when he wrote, â€Å"Men appreciate excellence†¦Excellent doesn’t mean slick, canned or superficial. It simply means everything done well (Col. 3:23).†[2]Malphurs also tediously provided helpful tools and sample evaluation forms that will help a church start the strategic planning process.   He make sure that churches who will decide to embark in the strategic planning process already have the tools, which can be modified if they opt to, to keep the process going and evaluated.WeaknessesAlthough well-written, the book still has some few unhelpful aspects and needs thoughtful consideration from a critical reader.Malphurs have excellently provided a book for strategic thinking pastors but have missed out those who are implementers and dreamers in nature, reality will tell us that there are pastors who se e that their calling evolves on activities such as teaching, preaching, evangelism, visitation, etc.Strategic planning is not an exciting and needed activity for pastors and leaders who fall under these characteristics, for them church growth and dynamism depends on going out and reaching the unreached.Another important concern that Malphurs alluded is the average period of time it will take for the whole process of defining the church’s mission, discovering their values, catching the vision, and actually coming up with a plan will be done.He noted that it could take five (5) years just to get everybody on board. Unfortunately, nowadays,   a pastoral longevity in a certain church is only 3 to 4 years.   George Barna stated: â€Å"The average tenure of a pastor in Protestant churches has declined to just 4 years—even though studies consistently show that pastors experience their most productive and influential ministry in years 5 through 14 of their pastorate.† [3]The book also failed in considering the value of preaching the Word of God, reaching out the lost, and healthy fellowship among members of the congregation, in spurring growth in the church.The â€Å"Readiness for Change† inventory contains factors necessary for organizational change, but it is interesting to note that Malphurs have missed to include prayer. For any change to take place in a church, the leaders and members of the church should devote time in praying.ConclusionOverall much is to be commended in Malphurs’ book. It is a very practical book.   The strengths of the book outweigh the weaknesses.   The weaknesses stated should not detract a one from reading the book.Although there are some suggestions made by Malphurs that in one way or another is not supported biblically, such as not putting older men and women in the leadership as opposed to the scripture’s advice to have the older men and women teaching the younger ones, the book still off ers sound and helpful principles of strategically leading and managing a church.The objectives set by Malphurs in writing the book are achieved, he perceived a problem, and he has provided in great detail a solution to the problem. He has skillfully presented a sys aforementioned, his wealth of experience have made every argument he presented convincing and worth trying for.The book is a valuable reading and tool for young, soon-to-be pastors, pastors, elders, church staff members, and lay leaders, or for anyone who is in one way or another involved in church leadership.However, a word of caution, one should be very careful in accepting that the book is the cure-all answer to the problems besetting the churches today.   It is a guide, a good and helpful guide, but it doesn’t contain all the answers to church issues and problems.   Pastors and leaders of the church should still bear in mind what is stated Proverbs 16:9 says â€Å"The mind of man plans his way; But the LOR D directs his steps.†Ã‚   The Lord is still the sovereign one, if it is His Will it will definitely happen. [1]. Owen Strachan,   Reviews: Advanced Strategic Planning by Aubrey Malphurs, (9Marks Reviews , 2008) [article available online], www.alliance.net, date accessed July 21, 2009 [2]. David Murrow, How Women Help Men Find God, (Thomas Nelson Publishers, 2008) [3].   George Barna, The Second Coming of the Church, (Nashville: Word Publishing, 1998), 5.