Nonverbal Communication Is Important

Communication is the exchange of information from a person to another or a group of people; this includes a sender transferring information, ideas or feelings to a receiver. There are two ways to communicate: verbal and nonverbal. Verbal is the way that people use to communicate everyday: talking. Nonverbal communication does not use talking but involves body language, posture, gestures, eye contact, touch and physiological responses. Although people use verbal communication everyday, their nonverbal communication is more important than verbal.Nonverbal communication is a big benefit for business, because that is the important key when a business man can express himself; he can be confident when meeting a partner or clients. For example, the handshake is an important way to make a first impression. No matter the basis of the hand shake, it should become a part of repertoire. Handshake is a sign of trust and help build strong relationship. Imagine meeting a well – groomed, well – dress expert for the first time – but when you are shake his/her hand, you feel like you are grabbing an infant’s finger. â€Å"The important of nonverbal communication ten things your handshakes says about you†) When people meet someone with a strong handshake, they usually come up with some hypothesis like: that person is confident, serious and focused. On the contrary, a weak handshake will make people come up with some thinking like the person is weak in personality, uncertain or lacking in determination (â€Å"The important of nonverbal communication ten things your handshake says about you†). When people have a strong handshake, their hands usually have a warm temperature.Temperature is one of many first impressions, too. When people meet someone with a warm hand, they will think that person is kindness and gracious. Handshakes is the most important in business, nobody want their partner to have a bad impression about them. So nonverbal co mmunication is very important in business, without that, the business may not be develop and effect the economy of country. In the other hand, the role of nonverbal communication is very important in school environment.Sentence and Verbal CommunicationIn school, student from everywhere in the world with different cultures would like to hang out with their friend, that is social being and using different nonverbal communication can built or destroy a relationship of misunderstood action. A child first learns to communicate with those around him or her by using his or her nonverbal skills like pointing, clenching his fist, clapping his hands when excited, slapping away objects he does not want, being stubborn when he or she is sleepy, etc.Therefore,  those skills are more highly developed in the beginning than is his speech. By combining non-verbal and verbal when trying to reach the children you have a better chance to make connection (â€Å"the advantages and disadvantages of non verbal communication in school†). With some student lack of ability to explain them, so the teacher can look at their facial expression or their action and can easily understand what they are cannot say through verbal communication.

Assessment of overhead costs Essay

If a decision was made to outsource the manifold manufacturing, then the overheads of the Bridgestone Industries will show significant difference and even reductions in the level of overhead costs. The overhead pertaining to the wages and benefits for the non skilled personnel would decrease as the outsourcing of the product line would reduce the need for the non skilled personnel in the capacities of trucks and janitors by a small percentage level. The overhead associated with the salaried personnel, including the benefits would also decrease as there would be no need to hire or pay personnel to work on the manifold line. The production supplies overhead which includes production gadgets, tools and equipment like gloves, safety goggles and packing material etc would also reduce as the manifold line would not require such production supplies if outsourced. The overheads associated with the small technical tools would also reduce as the need for such tools would no longer be presented by the manifold line, if the line is to be outsourced to a third party. The usage of the utilities like coal, gas and electricity used to drive the manufacturing process of manifold would also be eliminated as an expense. Therefore the overhead associated with this expense would also be significantly reduced. On the other hand the wages of the no production employees and the benefits provided to them might not decrease. Any decrease in this overhead would be minimal as the non production employees are not greatly impacted by the outsourcing of a production line as opposed to the production associated employees and personnel. Similarly the deprecation conducted on the property and the taxes would not reduce and can remain stable as the property is shared by all product lines and as long as the other two product lines are operating, the depreciation overhead would still occur at the same rate. The expenses related to constant personnel for the training, travel, and union representation would also considerably reduce as the number of personnel employed will decrease with the outsourcing of the manifold product line. The project expense of the setup and arrangement of new equipment and machinery would not be a reducing overhead as this expense is effect by purchase of new equipment and not by the operation of a product line. The overhead associated with the benefits provided to employees in terms of overtime payment, on an hourly basis, state unemployment and the pension provided to employees and labor at the company would not reduce by a significant amount. Instead this expense can increase as more people are laid off or provided early retirement if the manifold line is outsources. Similarly the benefits of this kind provided to the skilled hourly workers specifically those associated with production will also reduce in the long term due to the outsourcing of the manifold producing. The reduction of this overhead would be due to the reduction in the employee/ labor strength in the production department which would reduce the expenses of benefits for the labor. Estimated Proposed Budget. In order to effectively budget for the year 1991, considering the manifold line is outsourced to a third party for manufacture, substantial assumptions had to be made. These assumptions pertained included adjusting the estimates of the active production lines at Bridgestone Industries with the incremental growth trend for their respective costs. The costs increase form year to year due to inflation and the changes in the CPI index. As a result it is important to adjust any forecasted figures for the respective growth trend of the costs and revenues. It has also been assumed that by outsourcing the manifold production line, the company is able to eliminate the costs associated with manifold production line labor, the direct materials used by the manifold production line and the overheads that were contributed to by the manifold production online. Another assumption that is made in the proposed budget is that even though the company has outsourced its operations for the manifold production line. The company is still selling the products by purchasing them from the outsourcing company and providing them to the automobile manufacturers in the United States. As a result the sales revenue is forecasted even though the costs associated are eliminated and not considered. Moreover the costs associated with outsourcing are not incorporated in the budget as they are no longer part of the manufacturing/ productions department. The following is the proposed budget for the year 1991 which considers the manifold production line to be outsourced while no additional production line is dropped by the Bridgestone Industries. Proposed Budget for the year 1991 USD (‘000) 1991 Sales Fuel Tanks 87,378. Manifolds 97,031 Doors 52,681 Mufflers/Exhausts – Oil Pans – 237,089 Direct Material Fuel Tanks 17,693 Manifolds – Doors 17,414 Mufflers/Exhausts – Oil Pans – 35,107 Direct Labor Fuel Tanks 4,788 Manifolds – Doors 3,084 Mufflers/Exhausts – Oil Pans – 7,872 Overheads 1000 3,093 1500 3,229 2000 1,152 3000 768 4000 4,049. 5000 11,043 8000 2,039 9000 3,261 11000 1,650 12000 8,543 14000 4,418 43,246 The proposed budget that has been drawn up significantly depicts that if the company opts to outsource the manifolds production line in the year 1991, then the company is able to observe significance reductions in its operating costs and overheads. Therefore it can be mentioned that by outsourcing the manifold production line the company can experience cost savings and better revenue levels. The proposed budget for the year 1991 indicates that the Sales forecast increased to $237 million while the direct material based costs are forecasted to be at $35 million. The forecast of the direct labor employed for the active production lines would be at $7 million only while the total overheads for the operation would be equivalent to 2 million only. The overhead burden rate in the year 1991 as a result is reduced to 307 percent with the allocated overhead for the fuel tank’s production line at $26 million while the production line for manufacturing the rear and front doors would be at approximately $17 million.

Big Time Toymaker Essay

The theory to practice scenario between Big Time Toymaker and Chou in my opinion entered into a contract in two separate occasions. The first time was the verbal agreement Big Time Toymaker (BTT) made with Chou three days before the 90 day period ended and then there was the email Chou received that gave him the terms, time frame, price and obligations; at this point Chou felt that there was an actual contract. The one fact that could help Chou in this case is that he has an email to prove that there was some sort of intent there from BTT regarding a contract. On the other hand the one thing that may count against Chou is that he never received anything in writing, which would be the actual contract. The fact that both parties were communicating by email does impact my analysis. Companies send emails to one another all the time discussing terms and agreements and the fact that they had spoken and made a prior agreement verbally counts as the initial agreement and the email would be follow up. A contract consists of all parties that are involved to have a signature and if they verbal agreement would not have taken place before the email then my decision would be different. I feel that Chou has the right to feel that he was entering into a contract with BTT but should have followed up for a written contract. The role of fraud has played a role in this scenario according to the Uniform Commercial Code (UCC), the sale of goods for more than $500.00 and any lease transaction for goods of $1000.00 or more (Melvin,2011). In this scenario Chou received $25,000.00 in exchange for the negotiation rights for 90 days from BTT. This is not a mistake under the doctrine of mistake because in order for this to take place there would need to be a unilateral mistake made in the contract and there was not one and neither was there an actual written contract. If there was an actual contract there could have been laws applied towards strict liability as well. For the sake of argument assuming that the email served as a sufficient contract then BTT was in breach of the contract. BTT was in breach by not distributing the game as they agreed. With BTT breaching the contract Chou can seek compensation for any damages and any loss.

Caring For a Patient in A&E with DKA Essay Example | Topics and Well Written Essays - 2500 words

Caring For a Patient in A&E with DKA - Essay Example the situation of the patient, the analysis of feelings, evaluation of the experience, analysis to make sense of the experience, conclusion where other points are considered and reflection upon experience to examine what you would do if situation arose again. The case I have chosen to discuss in this assignment is about Mrs. X, a 29 year old woman. The name of the patient and the place will not be disclosed throughout the assignment for the purpose of anonymity and confidentiality. Mrs. E was brought into our Accident and Emergency Race Track-Majors department complaining of feeling generally ill for 3 days. She was apparently suffering from intermittent abdominal pain and constant vomiting. She was pale with dry cracked lips and very weak. Due to the busy A&E Department, the patient waited for 30 minutes before being assessed by myself. Temperature was 37.3 degree celcius, blood pressure 109/67, pulse rate was 89 per minute and respiratory rate was 28 per minute. Blood sugar level was 22.7 mmol/l and urine dip stick revealed plus 3 ketones, plus 3 of Glucose and traces of protein. Blood ketone levels as determined by ketone strip were 5.8 mmol/l. I made a diagnosis of diabetic ketoacidosis and shifted her to the resuscitation room where further treatment was rendered. Diabetic ketoacidosis (DKA) is a life-threatening condition that frequently requires hospitalization in those with type 1 diabetes and is the most common cause of diabetes-related death in children (Della Manna et al 2005). Diabetic ketoacidosis may be defined as a state of absolute or relative insulin deficiency aggravated by ensuing hyperglycemia, dehydration, and acidosis-induced derangements in intermediary metabolism (Rucker 2006). It most commonly occurs in type-1 diabetes. It is characterized by hyperglycemia over 300mg/dl, low bicarbonate (15mEq/L) and acidosis (pH

Tesco Plc Essay Example | Topics and Well Written Essays - 2250 words

Tesco Plc - Essay Example Through the concept of corporate social responsibility (CSR), companies have been forced top look beyond the economic returns of the business but also consider their impact on the environment and community around them. The importance of value creation through positive stakeholder relationships has an impact of significantly increasing the profitability of a firm (Edwards 1998). The increase in environmental legislation and the emerging trends of ethical consumers, the incorporation of social responsibility in the business strategy is more of a necessity in the competitive market. This report seeks to analyze the annual report of Tesco Plc for the year 2011 to investigate the way it accounts for its social, ethical and environmental impact. The report further compares the performance of the company with other companies in terms of environmental policies. Another aspect that is considered in this report is the nature of reporting that the company uses and recommendations for future str ategies to improve on the presentation of the company’s stakeholder’s strategy. 2. Business Review of Tesco Plc in 2011 Tesco is the most dominant retailer in the United Kingdom with a market share of about thirty percent. The company has a presence in several countries. It reported revenues in excess sixty billion in the financial year 2010/2011. The core purpose of Tesco Plc is to accord quality service to customers. The company’s goals are aligned to this vision that is clearly aimed at giving the company a competitive advantage in its market. The company has underpinned its commitment to the community and the environment by having a goal to put its responsibilities to the communities that they serve. To achieve this goal, the company has broken down its policy on environment and social issues into five key performance indicators that it uses to analyze the impact of its strategies. The key performance indicators on the social and environment issues for Tesco Plc for the period ending 2011 are analyzed below. 2.1 Responsibility in Buying and Selling of Products The customers require safe and affordable products. The company also lays emphasis on ensuring that the products that it sells are sourced in a way that is robust and meeting the required standards. Tesco has laid out strategies to help improve its relations with the suppliers through a program called â€Å"Trading Fairly†. However, the impact of this program cannot be quantified because the metrics of measuring the results are not available. In fact, it can be argued that these programs are publicity stunts since the same buying processes were used prior to the introduction of this program are still in place. A case in point is the widely documented practice by Tesco Plc to buy potatoes from the grey market instead of the official supply chain through Tyrells Crisps. The other issue of fair trade has been recently brought to the fore due to the price undercutting by super markets on bananas. The price wars between Tesco and Asda almost brought down the banana industry. The supermarkets opted to lower their margins and in turn reduced the amount they pay to their suppliers. According to Michaels (2004), the demand for cheaper products by supermarkets has become a ruthless way by the supermarkets to exploit the supplier. The net effect of lower supplier prices is that the workers in the farms are paid much less and this impacts negatively on the society. Sainsbury was the first supermarket to announce that it will sell one hundred percent fair trade bananas. Other supermarkets have followed suit but it is worth noting that Tesco was reluctant to commit to this cause. The increased money paid to the suppliers will have a positive impact on the community where the products are sourced from. The style of disclosure of the responsible sourcing and buying of products the Tesco

Arbitration case review Study Example | Topics and Well Written Essays - 1250 words

Arbitration review - Case Study Example During the year, Mr. John Schleifer, who is the assistant superintendent for secondary school education and acting on behalf of the district superintendent for education, decided to offer both seventh and eighth grade science in summer schools. He only did this on condition that the school followed the FAST program and its teachers trained in FAST program. Consequently, a middle school tutor for middle school who is trained in FAST made an application to teach seventh and eighth grade in summer school and was hired. The teacher is scheduled to begin teaching the two classes. The grievant was not hired to the position for lack of the necessary training, which is the FAST training. The other teacher is trained in the FAST program and was employed since the relevant agreement required the District to employ an individual in possession of the required qualification to teach in the summer school. Issues The parties agreed to arbitrate on issues relating the dismissal of the grievant. The issue here is whether the grievant’s dismissal was conducted in accordance to the set guidelines on employment and dismissal. Background and evidence The material facts of the issues are not in dispute. The evidence presented shows that the District employed another teacher who is not the grievant for a position to teach seventh grade and eighth grade in the summer school. ... vant who is a fifth grade teacher had been appointed by the District to teach seventh and eighth grade classes at summer school prior to her dismissal because there was no other qualified teacher for that position. At the time of her employment, no qualified applicants applied for the position. The District, on the other hand, maintains that the grievant was previously employed to the position in the past because there was no other qualified applicant to take the position. The District relies on the regulation that gives it the mandate to employ teachers with professional qualifications in the regular schools as summer school teachers. This regulation also provides that the District can only employ non-bargaining unit teacher as summer school teachers when there are no qualified teachers to hold the position applied. An appointment, in this regard, is a onetime appointment for regularly employed members. The agreement further provides that the Superintendent reserves the right to dir ect the work of employees, hire, demote, assign, transfer, demote and retain employees. Additionally the superintendent determines the methods, means and the personnel who conduct operations. The grievant, on the other hand, asserts that an earlier arbitration decision should apply to the current issue. The arbitration decision is approximately ten years old and involves a grievance between the Union and the District regarding an issue where the District failed to reappoint a social studies department chairperson. The chairperson whom the District failed to reappoint had held the position for a number of years through annual reappointments. The school principal consequently decided to appoint another applicant to the position denying the applicant the opportunity to continue serving as a

Marine Cargo Claims Assignment Example | Topics and Well Written Essays - 2250 words

Marine Cargo Claims - Assignment Example In an attempt to keep pace with fast moving goods, sea waybills have avoided cargo congestion at destination terminals caused by delayed bill of lading arrivals from the consignor or one of the banks involved in the credit transaction2. The late arrival of waybills does not affect delivery because, contrary to a bill of lading, the nature of a sea waybill is different from that of a bill of lading in that the former is a non-negotiable document, and to receive the goods, the consignee does not need to present the original sea waybill3. The sea waybill, however, cannot replace the bill of lading in many important areas of marine. This paper examines the bill of lading as a document of title by endorsement. Although the sea waybill is important, it cannot replace the bill of lading in many important areas of marine transport where a document of title is required4. Bills of lading are still widely used in any trade that requires the sale of goods during the voyage, such as commodity tra des5. In the case of oil tanker trade, or bulk cargoes of grain, ore, and coal, for instance, the cargo is often the subject of repeated negotiations while in transit. Furthermore, only bills of lading, due to their negotiability, can serve as security for loans since banks may collect waybills without any documented approval. A bill of lading, as a foundation of overseas trade, serves three distinct purposes6. First, they are a receipt for goods. Second, they are the best evidence of the contract of carriage, and third, they are a negotiable document of title. By serving the last function, the bill of lading replaces those goods indicated on its face, enabling the endorser to transfer the property in the goods7. The last function is the one dealt in depth in this paper. By endorsing a bill of lading, the carrier states that it has received the specified goods and it promises to transport and deliver them to designated and legitimate endorsee or consignee. In international trade, bi lls of trade once passed legitimately for value out of the hands of the shipper; facilitate the documentary credit process as documents of title, where payment is made against a document upon which reliance can be placed to represent the goods shipped8. Ownership of the bill of lading is tantamount to ownership of the goods. Banks, through a system of documentary credit, finance a considerable proportion of international trade9. Under the normal CIF contract, the seller is supposed to take to take to the bank the bill of lading alongside other documents upon shipment of the goods10. When these documents are presented in the right form to the bank, the seller can now pay the contract price. Possessing of the bill of lading is equal to possessing the goods according to three different purposes11. First, the holder of the bill of lading is entitled to delivery of the goods at the port of discharge12. Second, the holder can claim the possession of the bill of lading when they are being carried only be endorsing it13. Third, the bill of lading can be used as a security for a debt14. By commercial usage, the bill of lading has become the key document in the contract of sale. Accordingly, the seller is obliged to tender to the buyer a shipped onboard bill of lading under common shipment contracts concluded on C&F and CIF terms15. Where the International Convention for the Unification of Certain Rules Relating to Bills of Lading, otherwise known as

Comparative Corporate Governance Coursework Example | Topics and Well Written Essays - 3750 words

Comparative Corporate Governance - Coursework Example deal with mergers and acquisitions and will further strengthen the differences that exist between US and UK takeover activities. The directors of target corporations in U.S. can make use of the available takeover defences to shift the hostile offers within the procedures of a conciliated acquisition that creates greater power for negotiation allowing the board to optimize the value of shareholders within M&A transactions. While the process of conciliation is on, the directors have the power to consolidate provisions within the M&A agreement under the deal protection measure, that goes on to elevate the prices and premium rates for the shareholders. Therefore, we find that in case of US target corporation as per the extensive rules established under the Delaware General Corporation Law and the Delaware common law the ultimate authority and power is wielded by the board of directors in case of selling the company. However, the board of directors in U.K. target corporations do not have similar powers to transfer the offers into the process of conciliation. Instead, in this case the takeover defences are face strict prohibition order in UK and the recent amendments made to the takeover code by the Panel impedes the use of any kind of deal protection measures. Therefore, by removing the deal protection measures and the takeover defences, the takeover code largely curbs the board’s power of negotiation. This article will examine the various differences that exist in the regulation of takeover defences in the UK and the US and how they reflect the different approaches taken in the UK and the US to the balance of  power between the board of directors and the shareholder body. Discussion Antitakeover disposition... From the research it can be comprehended that antitakeover disposition used by target firms are defence measures adopted to avoid unwarranted hostile tenders presented by any future bidders. Some of the defence measures are used as pre-emptive strategies (in anticipation of future negotiation), while there are also a wide spectrum of complaisant defences available to organisations that find themselves as potential targets after the negotiations. Besides these, the defence strategies and the manner by which they can be employed differ widely between US (especially under Delaware law), and UK. As per the Delaware law while defending against a hostile takeover the directors of the target company may apply their ‘business judgment rule’ where they are allowed to show that after showing â€Å"good faith and reasonable investigation,† they felt a threat to the present policies of the corporation. Furthermore as per the awarded sentence in the case Unocal Corp v Mesa Pet roleum Co, a judiciary review of any defensive takeover strategies looks towards whether the threat mentioned by the directors were viewed reasonably, and if the defensive strategies applied were feasible to the posed threat. In UK however, in direct contrast, the use of takeover defences to ward off hostile takeovers is restricted largely by the City Code on Takeovers and Mergers and make sit necessary that there is shareholder approval before the defensive strategies are exercised.

Egyptian Cultural Term Paper Example | Topics and Well Written Essays - 750 words

Egyptian Cultural - Term Paper Example Ancient Egyptians relied on cosmology to prophesize what the future holds. They exhibit a â€Å"set of values and a cluster of ideas that made them Egyptian rather than Ethiopian or Greek.† 1 In this modern era, an Egyptian is identified no longer by a particular genotype or language; â€Å"rather is comprised of many different people who participate in one general Arab culture.† 2 As it happens, being an Egyptian is like being American; the term is associated to citizenship. Egyptians were legendary for revering their pharaohs not merely as rulers, but gods. Today, Islam is the most prevalent religion in the country, with Christianity and Judaism that both adhered to the teachings of Jesus Christ, as the minor group. Islam was introduced by the Arabs during the 600 A.D. It points to Allah as the one God, and indoctrinates the philosophies of the prophet Mohammad. Muslims, as the followers refer to themselves, read from their holy book Qur’an and pray to Allah fi ve times daily (Moscovitch 2008). â€Å"Long years of coercion and exploitation by foreign ruling powers and native autocratic states have left its mark on the Egyptian personality.†3 Based on their current political situation, the fact evidently shaped the character of the Egyptians and their attitudes towards the government. It is an Islamic ideology to concentrate power in one person, the Caliph, and hail him the "ruler of the world", and this remains the main characteristic of all the Muslim rulers in Egypt (Fahmy 2002). Muhammad Ali who led Egypt from 1805 to 1848, Gamal Abd al-Nasser from 1952 to 1970, Mu?ammad Anwar el-Sadat from 1970 to 1981, and Muhammad Hosni Sayyid Mubarak from 1981 to 2011 all epitomized a government of absolute despotism; the â€Å"executive, civilian, military, and judicial functions†4 are vested solely upon the head of the state. In despotic states the nature of government requires the most passive obedience and when once the prince's wi ll is made known, it ought infallibly to produce its effect. Here they have no limitations or restrictions, no mediums, terms, equivalents or remonstrance, no change to propose, man is a creature that blindly submits to the absolute will of the sovereign.5 II. POLITICAL REVOLUTION IN EGYPT: CAUSE AND IMPACT Countless protests are heard throughout Egypt; nevertheless, it is believed that the tensions rooted from these three issues: 1) Muslim terrorism that lead to some 200 deaths in the following 18 months during the 1990s, 2) the ratification of the Martial Law that imprisoned around 2000 militants mostly associated with the Muslim Brotherhood—a mainstream movement in Egypt with followers at all levels of society, and 3) the allegation of the Coptic Christians concerning mistreatments by the government and its failure to put the sought-after democracy into practice (History World 2010). In his 30 years of presidency, Mubarak retained the emergency laws initiated by his predec essor. These laws gave him a greater presidential power â€Å"including the right to appoint the Cabinet, without any provision for parliamentary majority, and the role of supreme commander of the armed forces, and chief policy-maker in matters of security, diplomacy, and the economy.†6 The president was ousted in a national uprising on February 11, 2011, making way for constitutional

BlackBoard On Line Assignment #3 Example | Topics and Well Written Essays - 500 words

BlackBoard On Line #3 - Assignment Example In essence, the video is a pitch for new employees by Walmart. The company is selling itself to any potential employees out there, and showing the current ones that it still values them even when actively trying to recruit others. I was particularly impressed by the narrator’s discussion of Walmart’s culture and how new employees can grow in her company where all the right conditions are available for employee development. The video is trying to send a message that it is easy to grow at Walmart. This is a very good initiative that will surely have an impact, and Walmart should be commended for it. Page 324 of chapter 11 talks about the value of motivation. A majority of people hold a perception that only current employees should always be motivated by companies. This is a fallacy because potential employees also need to feel motivated enough to want to work for a firm. Job seekers have to have reasons other than money for wanting to work for a particular company, and one of the biggest reasons should be motivation that is driven by factors other than money (work environment, culture, ethics, and growth). Page 342 of chapter 11 talks about personalizing motivation and the importance of applying motivation in different cultures around the world. This is because companies nowadays have employees from all over the globe, and their diverse cultures cannot be receptive to the same motivation techniques. Smart managers and firms know that they have to tweak and adapt their motivation approaches to suit everybody, regardless of their culture/background. Page 356 of chapter 12 talks about how to recruit employees from a diverse population, something that Walmart is trying to do in the discussed video. The company is basically selling itself to everyone, regardless of where you are from. Because its culture is conducive

Strategic Alliances and Globalization Essay Example | Topics and Well Written Essays - 500 words

Strategic Alliances and Globalization - Essay Example The purpose of this paper is to explain the key advantages and disadvantages of strategic alliances in the globalization of products and services. When two companies join forces they are able to share resources and exploit the expertise of each company. Corporations formed strategic alliances for a variety of reasons. In the service industry many companies are forming strategic alliances in order to outsource business functions oversee. A prime location for the exporting of customer service contracts is the nation of India. A business function that is responsible for the formation of many strategic alliances is marketing. A lot of strategic alliances take the form of marketing alliances. There are four types of marketing alliances: product or service alliances, promotional alliances, logistic alliances, and price collaboration (Kotler, 2003). A product or service alliance occurs when one company licenses another to produce its product. This strategy has the benefit of reducing overal l costs of producing the product or service. In a promotional alliance one company carries out the promotion of another company. Logistic alliances involve one company offering logistical services to another. In pricing collaboration alliances two companies provide combined package discounts.

Group Effectiveness Essay Example for Free

Group Effectiveness Essay Due to the constantly changing business world companies are seeking to inspire their workers to be creative and work together, thus the emergence of group work (Bray Brawley, 2002). The purpose of this essay is to show how Ancona’s model can be used to analyse a group’s effectiveness thus presenting an understanding of factors, which facilitate and hinder effectiveness. In this essay I argue how my team was highly effective due to â€Å"fit† of personality, utilizing diversity of skills and knowledge and show how effectiveness could have been improved by allocation of roles, specifically that of a clear leader. Furthermore, I acknowledge that I function more effectively in a well structured and compatible team. Individual and team surveying as well as scholarly articles will be utilized to provide further insight into group effectiveness. Effectiveness defined as â€Å"a measure of the degree to which objectives are achieved and targeted problems solved† (Moore, 1996: 348), can be evaluated by, but not limited to group performance, member satisfaction, team learning and outsider satisfaction (Ancona et al. , 2004) (Appendix 1). In the context of my group, effectiveness involved; high interaction, learning and overall efficiency of task. Sources of group feedback, external marking criteria and a team effectiveness survey were enlisted to help quantify group effectiveness in these areas (Appendix 2-5). A mark of 14/15 was a primary indication of the group’s performance, indicating the task had been completed with great process, content and presentation (Appendix 2), Furthermore, post assessment group discussion and surveys concluded members were individually pleased and had learnt from the experience. A mutual rating of strongly agree on of team learning, satisfaction as a member of the group and superior quality of work as well as a strongly disagree with respect to inability to integrate our viewpoints, indicate that members individually believed that the collective context and processes of the group were effective. Ancona’s model states that effectiveness is a direct result of great skill of context and process of group (Ancona et al. , 2004). This theory will be examined through the analysis of the factors which facilitated and hindered my groups effectiveness. Ehrhart (2004) furthering Ancona’s model, focuses on the design of a group, specifically compatibility of members with organization to increases proficiency of task. From the outset the task was handled with values of high performance, learning and engagement, all of which are congruent with that of the the organization (The University of Queensland) (University of Queensland, 2010). In line with Ehrhart’s theory this compatibility allowed efficiency evident in a comprehensive completion of task. Building once again on this notion of context is Monahan and Muchinsky’s person-group â€Å"fit† theory (1987). It specifies that efficiency is created when members’ goals, values and personality traits are similar. This was evident in my group’s members initial attraction to join based on similar personality traits; maturity of age and extraversion. Hence this â€Å"fit† assisted us to work as cohesive and instil trust in one another. In contrast Monahan (Monahan and Muchinsky’s: 1987) complementary model suggests that, if managed correctly diversity of members skills, experience and personality type (introverted vs extraverted) can improve performance as members add unique attributes that are necessary for success. Monahan specified that heterogeneous teams allowed for both strong and passive personalities improving team decision-making and learning whereas homogeneously extraverted groups lead to power struggles, thus decreasing effectiveness. Noticeably my group correlated with Monahan’s theory believing that diversity of backgrounds, skills and experience (a mother, HR manager, ex-navy engineer and third year student) assisted in achievement of goals. Furthermore as my group was unanimously extraverted there was difficulty in making decisions, creativity as well as conflict was an issue. An example of this was the group’s inability to create workshop activities that excited and engaged participation from introverted class mates. This proved Monahan’s theory of necessity for diversity to foster effectiveness. Most important for effectiveness in my group was the establishment of affective group norms. Tagger and Ellis (2007) express that team norms can influence individual team member’s problem solving behaviours and organize the teams thinking. The article specifically acknowledges that the absence of norms can detract from team effectiveness. My group’s norms, as set by group memorandum (Appendix 3) proved Tagger and Ellis’ theory creating an effective operating climate by structuring the task, setting objectives, expectations, rewards, retributions and deadlines. Initially setting norms of specific meeting times, email as a constant communication channel and recording minutes from each meeting ensured that members were continually aware as to what was expected and what would be accepted. Hence an effective structure for the group was formed. While these elements of group context, compatibility, â€Å"fit†, diversity and group norms, were effective they were not maximized due to the problems in group processing, specifically those of role assignment and leadership. Team processes; decision making, communication, team leadership and conflict management, are all extremely important to group effectiveness (Ancona et al. 2004). Whilst in the majority each of these elements were dealt with effectively, as indicated by the teams overall mark of 14/15 (Appendix 2), issues did arise which threatened the cohesion of the group. Belbin’s team roles survey revealed group members to be spread across most roles (Appendix 4). As such members were not allocated specific roles, rather slotting into any role necessary. Simultaneously there was no clearly defined leader, instead the leadership position shifted continuously (Appendix 5). Whilst in the short term this was effective, long term it could create task ambiguity. As Bandura (1997) stated, â€Å"if one does not know what demand is to be fulfilled one cannot accurately judge whether one has the requisite abilities to perform the task†¦ Discrepancies between efficiency belief and performance will arise when either the tasks or the circumstances under which they are performed are ambiguous (p. 64). † Thus, using Bandura’s reasoning, task efficieny was decreased as a result of task ambiguity due to the lack of defined roles, specifically that of a clear leader. Furthermore survey results (see appendix) highlight that communication was an issue. In today’s fastpaced world virtual communication use is crutial, however with it comes disadvantages; namely lack of nonverbal communication and misunderstandings (Hortwitz et al. ). Hortwitz et al. highlights therefore the importance of a leader to observe and track these virtual interactions. Without a clear leader, decisions can be poor, conflict can arise and overall effectiveness decreased. This was evident in our group as we did not have a clear leader, thus virtual communicaton was poorly structured leading to duplication of work, confusions with decision-making and planning difficulties. Thus, it is evident by these compounding elements of process that clearly defined roles and communication are essential for group effectiveness. These factors combined with a clearly defined leader and an effective group context lay the foundation for group effectiveness. While grading well, effectiveness of the group could have been improved. Group context was beneficial, mixing both homogeneous personalities with heterogeneous skills and backgrounds created a fun and creative atmosphere (Appendix 5). However this does not necessarily facilitate outsider satisfaction. This was the case with our group workshop whereby class interaction was difficult to initiate. As all group members were like-minded, we did not think our product would not work on less like-minded participants. If there was diversity, introverted and extraverted, members could have collaborated more effectively, made better quality decisions thus produce a more engaging performance. Furthermore we didn’t utilize external devises to our advantage. By simple actions of talking with past students, our lecturer or testing our workshop on other class members we could have improved our mark and learnt more about our task, thus been more effective. Most importantly, the group’s effectiveness was severely decreased by task ambiguity created by the lack of clear leadership. While this was not a major issue it was agreed that if the task involved a monetary reward, conflict would have arisen, further decreasing effectiveness. This group experience has taught me alot about myself and how I work in teams. I have learnt more about the theory of how a group’s context and operations affect effectiveness but more importantly how these elements can be manipulated to increase effectiveness. Primarily I noticed the benefits of group norms in setting a code of behaviour as well as guiding me personally. I found that within the group environment these norms helped me to understand more clearly the extent to which my group members regarded the assignment and work accordingly. Furthermore as norms were set early there was a higher cohesiveness within the group that allowed me to learn and to participate to my full potential. I have the weakness of being overly controlling with group work. With group norms setting out guidelines and expectations I was able to be less dominating, instead concentrating on the task at hand. More importantly, this experience has highlighted the importance of a group leader. I have the potential to be doubtful and over analytical about my work, hence a specific leader is essential for me to get on track with a task as without one I tend to withdraw due to anxiety. A clear leader is therefore essential for my performance as they can guide and react to circumstances or perceived threats. Furthermore the use of homogeneity of personality, hetrogenity of skill and formed group norms is diminished if there’s no clear governing body to overlook, present feedback and aid communication. Thus in group situations I will concentrate on personality testings to ensure selected members have compatible personalities as well as concentrating on leadership development and cementing progressive norms, setting the way for successful processes and thus an effective group. Therefore, as evidenced by the application of Ancona’s model of effectiveness for the above study, it can be seen that it is a useful tool in providing detailed insight into group effectiveness. Throughout this essay the analysis of group context and processes were particularly helpful in providing an understanding of key factors that affect effectiveness. Highlighted were the need for group context to include compatibility, ‘fit’, diversity and norms as well as processes with a clearly defined leader and effective communication. Hence with this insight it can be expected that a group that adopts these concepts into their group dynamic is likely to be considered an effective group.

Strategic Organizational Leadership in Capstone Paper

Strategic Organizational Leadership in Capstone Paper Overview Chrysler Group LLC is the third largest American Automobile manufacturer and fifth largest in the American market with an 8.79% market share on sales of 931,402 units. (Chrysler, 2010) The Chrysler Group LLC was created in 2009 through a 20% purchase of Chrysler LLC by The Fiat Group. The Chrysler Group LLC consists of Chrysler, Jeep, Ram, Dodge, Mopar and Global Electric Motorcars (GEM) brands of vehicles and parts. The recent alliance between the Fiat Group and Chrysler Group LLC is said to better position both companies in the global market (Chrysler, 2010). Chrysler Group LLC dates date to 1925 when it was founded by Walter Chrysler. The original Chrysler Corporation merged with Daimler-Benz in 1996 to form Daimler-Chrysler. In 2007 the Chrysler division of Daimler-Chrysler was purchased by Cerberus Capital Management to form Chrysler LLC, the precursor to the current Chrysler Group LLC. Fiat Group was started in 1899. Both companies have a unique history of innovative and storied products (Chrysler, 2010). Having survived a brief Chapter 11 bankruptcy reorganization in 2009, the company position is positioning itself for an automotive resurrection by choosing a back-to-basics alliance with Fiat. The collaboration gives Chrysler access to the Italian companys small-car expertise and global markets, while still manufacturing its Chrysler brands, including Dodge, Jeep, and Ram vehicles. Chryslers trademarked MOPAR (MOtor PARts) division, with its 30% market share, carries over 280,000 parts, options, and accessories for vehicle customization; it expanding to incorporate Fiat parts. Chryslers GEM (Global Electric Motor Cars) makes neighborhood electric vehicles (NEVs). Headquartered in Auburn Hills, Mich., Chrysler Group LLCs product lineup features some of the worlds most recognizable vehicles models, including the Chrysler 300, Jeep Wrangler and Ram Truck. Fiat will contribute world-class technology, platforms and powertrains for small- and medium-sized cars, allowing Chrysler Group to offer an expanded product line including environmentally friendly vehicles. History In 1920, the president of Buick and Vice President of General Motors (GM) resigned his positions in the GM Corporation following political differences with founder and then-president of General Motors William Durant. This former automotive Vice President was promptly approached by a group of investors to focus his business acumen in the fledgling automotive industry on a small, financially troubled New York company called Maxwell Motor Corporation. The one-time automotive vice president was installed as president of Maxwell Motor Company (Hyde, 2003). The mans name was Walter Percy Chrysler. In short order, Walter Chrysler brought the Maxwell Motor Corporation out of bankruptcy. The financial improvement was due in large part to Mr. Chrysler introducing a new Maxwell model- the Chrysler Six (Hyde, 2003). This car was very well received by the automobile buying public and went on to sell 32,000 units in its first year, generating a profit of over $4 million for the small company. On the heels of the success of the Chrysler Six, Walter Chrysler changed the name of the Maxwell Motor Corporation to the Chrysler Corporation. Capitalizing on the success of the initial Chrysler model, Walter Chrysler introduced 4 additional Chrysler models know as the Chrysler 50, the Chrysler 60 the Chrysler 70 and the Chrysler Imperial 80. Interestingly the model numbers were derived from the top speed of these new vehicles as gauged on level ground. As a point of reference, Fords Model T was, until the introduction of the new Chrysler models, the fastest road car with a top speed of 35mph. I t was these new Chrysler models that caused Henry Ford to notoriously shut the doors of the Ford Motor Company for nine months to create a replacement for the Model T. By the time Ford closed its doors to redesign its offering, Chrysler had established itself as formidable competition. With sales of 192,000 of these new models, Chrysler officially became the fifth largest automobile manufacturing company in the industry (Hyde, 2003). Walter Chrysler determined that to achieve the greatest manufacturing cost efficiency, he would have to build his own plants to produce the various parts needed for his vehicles. The capital expenditure required to do this was estimated at $75 million. While successful, the Chrysler Corporation could not afford this capital expense and so Walter Chrysler contacted the banking firm of Dillon Read and Company in New York; a firm that fatefully had just purchased the Dodge Corporation from the widows of the late Dodge Brothers. Dillon Read and Company was eager to do business with the well known Chrysler Corporation. As part of the arrangement, the Dodge Corporation became a division of the Chrysler Corporation. This merger effectively increased the size of the Chrysler Corporation fivefold. Shortly after the merger, the Chrysler Corporation unveiled its new, low cost Plymouth and Desoto models. In a reversal of strategy, Walter Chrysler ended his drive to bring all manufacturing in-house. He was wise to see that the speed with which the automotive industry was growing demanded greater flexibility that in-house manufacturing could provide. Outsourcing automobile components was more expensive but allowed for greater flexibility and a more rapid development cycle in designing new models. In this same period, Walter Chrysler made research and development a budgetary priority. Research and Development persevered at the presidency of Chrysler was This foresight allowed Chrysler to weather the Great Depression and emerge in a more sound financial position than many others in the automotive industry (Curcio, 2000) In 1931, Joseph E. Fields assumed the presidency of Chrysler from Walter Chrysler and in 1936 Walter Chrysler fully handed of the daily operation of the company. At the beginning of the 1940s the Chrysler Corporation, along with most other large American manufacturers switched to wartime production. The Chrysler Corporations Dodge, Plymouth and Chrysler models were put on hold while the company contributed to the production of wartime necessities including small ammunition, submarine nets and, perhaps most notably, B-29 bomber engines (Hyde, 2003). As American industry adjusted to post-war production needs, the Chrysler Corporation started to falter and performance began to wane. The vivacity and forward momentum that Walter Chrysler imparted to the company were no longer present. After the automotive technology boom of the 20s and 30s, the rate of innovate in the industry began to slow. Post-war Americas tastes began to change toward streamlined, nontraditional models and, at times, at the expense of reliability and built quality (Hyde, 2003). To some extent, flashy advertising was influencing buying decision more than quality, features and nameplate. Chrysler was detrimentally slow to react to this new America. In 1950, a long-time legal counsel for the Chrysler Corporation by the name of L. L. Colbert became president. He immediately took the reins of the company to institute managerial reforms with the help of a professional management consulting firm. Colbert concentrated on three areas; expanding into international markets, centralizing corporate management and refocusing the engineering department on innovation. Despite his decisive changes, Colberts efforts did little to improve Chryslers position in the industry. In two short years, Colbert was replaced as head of Chrysler by Lynn Townsend. In charge of the struggling company, Townsend proved to be more successful in his revival attempt. He sold, closed or otherwise divested of unproductive manufacturing facilities and downsized the labor force thereby improving efficiency. He purchased a single early model IBM computer which helped workforce reduction efforts by eliminating the need for almost 800 employees. The early 1950s saw the dawn of Total Quality Management Theory lead by pioneers in the field including W. E. Deming and A. V. Feigenbaum (Kreitner, 2007). Townsend seemed to take notice of this movement as his most notable achievement was a focused quality improvement effort that did boost sales and allowed Chrysler to offer a warranty unprecedented in the industry thus far. To further the momentum,. Townsend undertook an aggressive marketing campaign touting the new, improved quality of Chrysler vehicles. Where Colbert had failed, Townsend succeeded; Chrysler was again a stable, financially healthy and expanding corporation. As might be expected, with this new success came growth. In the midst of the American space age of the 1960s, Chrysler expanded to include an aerospace division and became a principal subcontractor for NASAs Saturn rocket program. Townsends consistent push to grow international business resulted in Chrysler plants in 19 countries by the end of the decade. At the onset of the 1970s, the American car market was feeling the effects of a rising consumer price index, increasing competition from foreign auto manufacturers, and the first signs of the crude oil crisis. In 1969, Chrysler reported losses of almost $5 million dollars and, with an infrastructure to support he growth of the 1960s, was operating at only 65% of capacity. Chrysler met this changing market climate with a product stable that included large, expensive, gas thirsty vehicles as well as smaller more economical cars. The company seemed more content to contend with the traditional American competition than to assess the changing market demand and consequently, Chrysler was faced with an excess inventory of the vehicles the market wasnt buying and a severe shortage of the vehicles the market was demanding. Despite significant price reductions to move its excess inventory, Chryslers financial fortune continued to slide. Chryslers presidency was assumed by John Riccardo. Ricardo, with an accounting background was intent on cutting operating costs. Total employment, payroll and individual budget area were affected by the cost cutting measures. This period also marks the first efforts to import and sell vehicles manufactured overseas. Chryslers shortsightedness with regard to market demand was not over. Despite the inconsistency between what the company was manufacturing and the market was demanding, Chrysler continued to make larger, less efficient models right into the Arab oil embargo. In 1974, Chrysler reported an unprecedented budget deficit of over $50 million. In 1975, the damage was five times as great at over $250 million in losses. The American auto market was severely impacted by several factors including inflation and the Arab oil embargo but Chryslers significant foreign interests were still showing a profit. This profit served to offset the domestic losses however, in 1978 Chrysler again reported losses of over $200 million. Riccardo continued to cut costs, consolidate the various divisions of the Chrysler Corporation and direct manufacturing efforts toward smaller, more efficient vehicles but the Chrysler Corporations financial health continued an unsustainable slide. Chrysler ended the 1970s on the brink of bankruptcy. The company was spared bankruptcy proceedings by federal intervention in the form of a $1.5 billion lifeline loan guarantee. This loan came with conditions including the requirement that Chrysler raise $2 billion in additional money on their own and they make significant management changes. This last requirement ended the tenure of J. J. Riccardo as president of Chrysler. Riccardo was replaced by charismatic industry veteran Lido Anthony Lee Iacocca. Where Riccardo was an accountant, Iacocca was adept at public relations and marketing. He employed these skills in communicating to both the workforce at the Chrysler Corporation and the public at large the need for federal intervention By the mid-1980s, the company was back on track and stronger than ever before. Chrysler benefited from the combined impacts of strong industry demand and shifting consumer preferences toward pickup trucks and minivans, products that dominated Chryslers lineup. By 1997, Chrysler reported annual sales of 2.9 million vehicles, record revenues of $61 billion, and record earnings of $2.8 billion. Chryslers year-end market capitalization was $22.8 billion and its US market share crossed over 16%. Chrysler had become one of the most profitable automotive companies in the world and had roughly $7.5 billion in cash on hand.2 Nick Colas, an analyst with Credit Suisse First Boston, declared: Chrysler has a better business model for building and selling cars than General Motors and Ford do.3 As profitable as Chrysler was, however, the company was not capitalizing on the growth of the global automotive industry. Since the company had made limited investments in overseas markets up to this point, finding a partner made the most strategic sense. On May 7, 1998, Chrysler merged with Daimler, the leading German luxury car manufacturer, for $36 billion of Daimler stock, the largest trans-Atlantic merger in history. The merger was orchestrated in order to create an efficient and lean automotive powerhouse that would better compete in the global marketplace. The transaction was reported as a merger of equals in the business press. The combined company would have a market capitalization close to $100 billion. In 1997, Daimler reported revenues of $62 billion and net income of $1.8 billion. Though Daimler was soundly profitable and had a strong foothold in the European market with its Daimler, Mercedes-Benz, and Smart Car brands, Daimlers US market share was less than 1%.4 Daimlers management hoped that Chrysler would give the company greater inroads into the lucrative US automotive market with its extensive dealership network and powerful brand name. During the early 1980s, Iacoccas skills as a superb television salesman were of crucial importance as Chrysler lost nearly $1.8 billion in 1980the largest loss ever for a U.S. companyand another $475 million in 1981, before returning to the black in 1982. In August 1983 Chrysler was able to pay off the government loan guarantees seven years early, with the government making a $350 million profit on its investment. Chryslers road to recovery was a difficult one, demanding the closure of several plants and the reduction of the companys workforce. Once restructured, Chrysler scrapped its plans to diversify and divested the Gulfstream Aerospace unit it had purchased five years earlier, selling it to a New York investment firm for $825 million in early 1990. Two other units in the companys Chrysler Technologies subsidiaryElectrospace Systems and Airborne Systemswere slated for divestiture as well, which underscored Iacoccas intent to create a leaner, more sharply focused company. Meanwhil e, there were two key developments in the 1980s that helped form the foundation for the 1990s resurgence: the introduction of the minivan in 1984 and the acquisition three years later of American Motors Corporation and its Jeep brand for $1.2 billion. Reorganized as such, Chrysler entered the 1990s braced for a full recovery, but the economy did not cooperate. The decline in automotive sales during the fourth quarter of 1989the companys first fourth quarter decline since 1982portended a more crippling slump to come, as an economic recession gripped businesses of all types, both domestically and abroad. Net income in 1990 slipped to $68 million, then plunged to a $795 million loss the following year, $411 million of which was attributable to losses incurred by the companys automotive operations. Mired in an economic downturn, Chrysler appeared destined for more of the same, rather than headed toward recovery as Iacocca had hoped, but part of the reason for 1991s losses also led to the companys first step toward genuine recovery. Partly to blame for the $795 million loss in 1991 were the high preproduction and introduction costs associated with Chryslers new Jeep Grand Cherokee and increased production costs at the companys St. Louis minivan plant. These two types of vehiclesminivans and sport utility vehiclesrepresented the key to Chryslers recovery. The popularity of these vehicles, coupled with significant price advantages over Japanese models, fueled Chryslers resurgence. In 1992, Chrysler turned its $795 million loss the year before into a $723 million gain. It was a signal achievement, accomplished in Iacoccas last year as CEO. Taking over during 1992 was Robert Eaton, who was hired away from GM, where he was head of European operations. Chrysler then went on to enjoy its most successful year ever, with 1994 earnings of $3.7 billion on revenues of $52.2 billion. The good news at Chrysler continued into the late 1990s, after the company managed to fend off a $22 billion buyout proposed by billionaire investor Kirk Kerkorian in 1995. The long prosperity and low gasoline prices of the middle to late 1990s created a huge demand for large vehicles, and Chrysler was producing hot models in each of the hottest segments: the Dodge Ram pickup truck; the Town Country minivan; and several sport utility vehiclesthe Jeep Grand Cherokee, the Jeep Wrangler, and the Dodge Durango. Questions about the quality of Chrysler products continued to pop up, but the companys share of the U.S. auto market reached as high as 16.7 percent in 1996, the highest level since 1968. In 1996, the year Chrysler moved into new headquarters in Auburn Hills, Michigan, sales reached $61.4 billion. The Creation and Early Years of DaimlerChrysler Daimler-Benz Chief Executive JÃ ¼rgen Schrempp had concluded as early as 1996 that his companys automotive operations needed a partner to compete in the increasingly globalized marketplace. Chryslers Eaton was drawing the same conclusion in 1997 based on two factors emerging around the same time: the Asian economic crisis, which was cutting into demand, and worldwide excess auto manufacturing capacity, which was looming and would inevitably lead to industry consolidation. With annual global overcapacity as high as 18.2 million vehicles predicted for the early 21st century, it became clearer that Daimler-Benz and Chrysler could survive as merely regional players if they continued to go it alone. After several months of negotiations, Daimler-Benz and Chrysler reached a merger agreement in May 1998 to create DaimlerChrysler AG in a $37 billion deal. The deal was consummated in November 1998, forming an auto behemoth with total revenues of $130 billion, factories in 34 countries on four continents, and combined annual unit sales of 4.4 million cars and trucks. The two companies fit well together geographically, Daimler strong in Europe and Chrysler in North America, and in terms of product lines, with Daimlers luxurious and high-quality passenger cars and Chryslers line of low-production-cost trucks, minivans, and sport utility vehicles. Although this was ostensibly a merger of equalsthe company set up co-headquarters in Stuttgart and Auburn Hills, naming Eaton and Schrempp co-chairmenit soon became clear that the Germans were taking over the Americans. DaimlerChrysler was set up as a German firm for tax and accounting purposes, and the early 2000 departures of Thomas Stallkamp , the initial head of DaimlerChryslers U.S. operations, and Eaton (who was originally slated to remain until as late as November 2001) left Schrempp in clear command of the company. During 1999 DaimlerChrysler concentrated on squeezing out $1.4 billion in annual cost savings from the integration of procurement and other functional departments. The company organized its automotive businesses into three divisions: Mercedes-Benz Passenger Cars/smart, the Chrysler Group, and Commercial Vehicles. In November 1999 DaimlerChrysler announced that it would begin phasing out the aging Plymouth brand. The Debis services division was merged with Chryslers services arm to form DaimlerChrysler Services, while DASA was renamed DaimlerChrysler Aerospace. Late in 1999 the company reached an agreement to merge DaimlerChrysler Aerospace with two other European aerospace firms, the French Aerospatiale Matra and the Spanish CASA, to form the European Aeronautic Defence and Space Company (EADS). DaimlerChrysler would hold a 30 percent stake in EADS, which would be the largest aerospace firm in Europe and the third largest in the world. In early 2000, DaimlerChrysler set the lofty goal of becoming the number one automaker in the world within three years. The companys most pressing needs were to bolster its presence in Asia, where less than 4 percent of the companys overall revenue was generated, and to gain a larger share of the small car market in Europe. Filling both of these bills was DaimlerChryslers purchase of a 34 percent stake in Mitsubishi Motors Corporation for $2 billion, a deal announced in late March. The company later increased its interest in Mitsubishi when it purchased a 3.3 percent stake from Volvo. In another key early 2000 development, DaimlerChrysler agreed to join with GM and Ford to create an Internet-based global business-to-business supplier exchange named Covisint. DaimlerChryslers lofty goal would remain unrealized however, as the company faced a host of challenges. The Chrysler Group division was plagued by high costs and weak sales which ultimately cost James P. Holden his CEO position. Buoyed by its strong sales in the mid-1990s, Chrysler had spent heavily on product development in the late 1990s and bolstered its work force while costs were skyrocketing. By the second half of 2000 Chrysler lost $1.8 billion while spending over $5 billion. Dieter Zetsche was tapped to reorganize the faltering U.S. division. He launched a major restructuring effort in February 2001 that included cutting $2 billion in costs, making additional cuts in supplier costs, slashing 20 percent of its workforce, and making changes to Chryslers product line that included the elimination of the Jeep Cherokee (the Grand Cherokee remained in the product line) and the launch of the Jeep Liberty. At the same time, global economies began to weaken in the aftermath of the September 11, 2001, terrorist attacks. To entice customers, car makers began offering buyer incentives that began to wreak havoc on profits. Industry analysts began to speculate that the 1998 merger may have been a mistakeSchrempps proclamation that the deal would create the most profitable car maker in world had indeed fallen short. In fact, the companys market capitalization was $38 billion in September 2003. Before the union Daimlers market cap had been $47 billion. Meanwhile, the companys Mercedes division plugged along launching the E-Class sedan, the SLK roadster, and the Maybach luxury vehicle. In 2003, Chrysler launched the Crossfire, a roadster developed with Mercedes components, and the Pacifica, a SUV/minivan. It also began to heavily market its powerful Hemi engine, which could be purchased for the Dodge Ram pickup and its passenger cars. In early 2004, Chryslers 300C sedan and the Dodge Magnum sports wagon made their debut. Competition remained fierce in the auto industry prompting DaimlerChrysler to make several changes in its strategy. In December 2003, the company sold its MTU Aero Engines business. That year the firm acquired a 43 percent stake in Mitsubishi Fuso Truck and Bus Corporation hoping to cash in on Asias growing truck market. Perhaps its most drastic move, however, came in April 2004 when DaimlerChryslers supervisory board voted against providing funds to bailout Mitsubishi Motors, which by now was struggling under losses and a huge debt load. Mitsubishi played a crucial role in Schrempps Asian expansion strategy and it developed the platforms for Chryslers compact and midsize cars. The failure to provide funds put a strain on the business relationship between the two and threatened to result in huge problems for Chrysler, which had cut back on engineering capacity as it relied on Mitsubishi to develop its small and mid-sized cars. At the same time, DaimlerChrysler moved ahead in the Chinese marketwithout Mitsubishi and without another partner, Hyundai. To bolster is presence in the region, DaimlerChrysler restructured its joint venture with Beijing Automotive Industry Holding Co. Ltd. and set plans in motion to tie up with Chinese Fujian Motor Industry Group and the Taiwanese China Motor Corporation to launch several cars in the Chinese market by 2005. Rumors circulated that DaimlerChryslers relationship with Hyundai was faltering as a result, and in 2004 the company signaled that it would sell its interest in the South Korean automaker. By 2004, Schrempps DaimlerChrysler was a far cry from what the 1998 merger promised to deliver. The companys financial record was lackluster, bogged down by Chryslers $637 million loss in 2003. DaimlerChrysler remained the worlds number three car maker, leaving the 2000 goalto become the number one auto company in the worldunfulfilled. Whether the merger would provide the hoped-for results remained to be seen. Literature Review Leadership is the process through which one individual influences the attitudes perceptions and motivations of other members of a group toward the achievement of a specific group or organizational goal (Greenberg Baron, 2008). Strategic leadership, by extension, is a leaders ability to foresee and proactively act on external conditions, and empower group members to implement change toward the strategic plan as necessary (Kreitner, 2007). Strategic change therefore is that change that happens as an organization moves toward the attainment of their strategic plan. (Kreitner, 2007). Strategic leadership is serves several functions, includes extending managerial influence through other group members, and makes organizations more able to successfully meet the need for change that is brought by ever quickening change in the market and market forces (Nickels et al., 2002). The ability to understand and analyze internal realities as well as market forces is a necessary component of strategic leadership. With this information in-hand, it is then necessary to perform complex information analyses. Appling a strategic management process successfully will aid in bringing about effective strategic leadership (Hitt and Keats, 1992). As this description suggests, strategic management is not without complexities, but it is critically necessary for successful strategic leadership. Many organization in todays business environment fall victim to the over-managed, under-led paradigm and so the understanding and successful implementation of strategic leadership is more important than ever (Kreitner, 2007). The successful application of strategic leadership starts at the top. By virtue of his or her position, the CEO should not consider delegating this specific duty to lower management. Once the CEO is effectively practicing strategic management, his or her methods may be adopted by other managers to effectively implement strategic management in the various divisions of an organization (Hitt, Ireland, and Hoskisson, 1995). Hitt, Ireland, and Hoskisson (1995) formulated a strategic leadership model which consists of six components; Determining strategic direction, exploiting and maintaining core competencies, developing human capitol, Sustaining effective corporate culture, emphasizing social responsibility and ethical practices, and establishing strategic controls. (1) Determining strategic direction; (2) Exploiting and maintaining core competencies; (3) Developing human capital; (4) Sustaining an effective corporate culture; (5) Emphasizing social responsibility and ethical practices; and (6) Establishing strategic controls. Determining strategic direction of an organization involves using all information available on market, competition, core competencies and well as foresight and vision to clearly define long range goals for the organization (Kreitner, 2007). Strategic intent means leveraging the firms internal resources, strengths, opportunities and core competencies to accomplish the goals that have been defined in the strategic planning process. Strategic directions give the members of the organization a clear path to attainment of the set goals (Kreitner, 2007). An organizations efforts can be considered strategic intent exists when all members of the organization or united in their pursuit of the specific benchmarks set forth by the strategic plan and belive that these goals are attainable and attainment will enable the organization to have a competitive advantage over other organizations in their industry. (Kreitner, 2007). Intel, Canon, and Xerox Microsoft are good example of corporations that have clearly discernable strategic intents (Loeb, 1993). Clear strategic intent requires effective strategic planning and effective strategic planning requires long range vision and foresight, usually five to ten years into the future. This long range vision must incorporate organizational and human resource strategy, design strategy, product planning strategy and information use and information system strategy and, finally, it must provide for a system of strategic control (Hunt, 1991). Exploiting and Maintaining Core Competencies is the second of the six components. Core competencies are the internal and external resources and the body of capabilities and expertise that give an organization its identity in the market and ultimately, its competitive advantages. Usually, core competencies relate to an organizations ability to produce their main products, be they material of informational. Some examples might include industrial manufacturing, research, customer interfaces and customer service, retail sales, technology or even specific patents held by the company. Unique market positioning, and unique customer benefits or product value are results of core competency and so, these things should be analyzed when determining core competency. A good question to ask is: why do our customers do business with us?. A main responsibility of strategic leaders in business today is to first identify, and then strengthen and grow their core competencies. Once core competencies are identified, they can then be utilized. As strategic leaders, corporate managers make decisions intended to help their firm develop, maintain, strengthen, leverage, and exploit core competencies. Exploiting core competencies involves sharing resources across units. In general, the most effective core competencies are based on intangible resources, which are less visible to competitors because they relate to employees knowledge or skills. Effective strategic leaders promote the sharing of intangible resources across business units in their firms (Hitt and Keats, 1992). In many large, diversified firms, core competencies are developed and applied across different units in the organization (economies of scope) to create a competitive advantage. Miller Beer, for example, has applied marketing and promotion competencies across its multiple businesses (Maruca, 1994). In many multinational corporations, the development, nurturing, and application of core competencies also facilitate managing complex relationships across business operating in different international markets. Whirlpool has emphasized competency across country borders (Lei, Hitt, and Bettis, 1990). 3. Developing Human Capital Human capital refers to the knowledge and skills of the organizations work force employees as a capital resource (Hitt, Ireland, and Hoskisson, 1995). Much of the development of American industry can be attributed to human capital. One-third of the gr

Health Promotion In Relation To Holistic Care

Health Promotion In Relation To Holistic Care This essay will attempt to discuss the significance of the link between health promotion and holistic care for the patient. Firstly, the patient will be introduced and a definition of holistic care and assessment will be given. Secondly, the health promotion model and nursing interventions will be described and discussed. Finally this essay will reflect on the effectiveness utilising of health promotion models care; rounded up by a conclusion of the findings. Names in this essay have been changed to protect the patients identity and maintain confidentiality in accordance with the nursing and midwifery councils guidelines (NMC, 2008). Verbal consent was obtained by the client and her family, to use their basic anonymised details. The patient, who for the purpose of this essay shall be known as Jane, is 21 years old and has an acquired brain injury (ABI) following a road traffic accident. An ABI is defined by Headway (2010), the brain injury association, as an injury caused to the brain since birth. Jane has problems remembering information and continually repeats what she says, and also repetition of speech, known as perseveration. Jane was originally admitted onto the neuro rehabilitation ward to address challenging behaviours at home and following successful interventions was due to be discharged when an appropriate care package could be put into place. Due to the complexity of Janes condition her care package was taking longer than planned. While waiting for discharge, Jane, who usually lives at home with her mother, has undertaken many home visits. It then became apparent that Jane was losing weight to the extent that she had become underweight and it became necessary for this to be addressed before Jane could be discharged. It was important that Janes weight was addressed as after a Malnutrition Universal Screening Tool (MUST) assessment was carried out it was concluded that Jane was at high risk from malnutrition. MUST is a screening tool that recognizes malnutrition and those at risk of malnutrition. It encourages multidisciplinary working which improve clinical outcome (BAPEN 2003). At 5 foot 7 inches and weighing 53 kilograms Janes body mass index (BMI) was 19. She also had lost approximately 0.5 kilograms a week for the prior four weeks meaning she had lost nearly 5 percent of her body weight. Best (p.23, 2008) states that malnutrition is caused by an inadequate availability of nutrients, because of either poor intake or deficiency as a result of disease. It is widely accepted that adequate nutrition plays an important role in maintaining optimal health. Following a healthy diet has lots of benefits, not only physically but mentally too. According to the World Health Organization (1948) health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity. Following this a complete holistic assessment was carried out. The world health organisation (WHO, 2004), states that holism is a concept which takes into account a patients mind, body and spirit. It includes all aspects of the client and carers life, for example, account of problems from both person and carer, psychiatric and physical health history, medication and compliance, social history, past and current hobbies and interests, daily living skills, driving and faith/religion. Each of these elements is seen as inter-related and as equally important so when any of the elements are compromised there will be an inevitable effect on the others (Ellis 1999, Brooker Waugh 2007). The assessment used for the patient is a trust based holistic assessment founded on the Roper-Logan-Tierney Activities of Daily Living Model. Although published in 1980 this first model of nursing is just as relevant today. The model identifies the 12 activities of daily living as: communication; breathing; eating and drinking; eliminating; sleeping; dying; mobilisation; managing a safe environment; personal cleansing and dressing; work and play; expressing sexuality. These activities identify the basic health needs with the emphasis on assessing the effect of the mind, body and soul of each activity in relation to the persons health. They note how the activities are inter-related and not mutually exclusive (Roper et al 2000). They expanded on the inter-linked relationship between the patient, activities of daily living, factors which influence these activities (for example environmental factors), the lifespan and our level of dependence. It is because of these views that this model has been utilised as a true holistic assessment. Hinchcliff et al (2008), Brooker Waugh (2007) and Dougherty Lister (2008) substantiate that assessment is an ongoing, complex, systematic and interactive process. It involves gathering a range of information from and about the client and then using that information to decide the care, support and intervention that is required. The information is then clearly documented as in line with the Nursing and Midwifery Councils guidelines (NMC 2005). Subsequent to the assessment, Jane was discussed at the weekly multi-disciplinary team (MDT) meeting, as in accordance with the NMC code which states that nurses must work together with other professionals as a team whilst sharing and valuing each others skills and knowledge (NMC, 2008). The nurse is at the core of the clients care and can therefore communicate and negotiate the clients needs and preferences to other members of the interprofessional team (Day, 2006). Following the meeting various interventions were put in place: Blood tests were ordered to check for any underlying medical causes (test results were negative). Janes weight was to be monitored on a weekly basis, food and drink charts as well as nutritional supplement charts were to be completed by nursing staff and Janes relatives who often took her out for meals. The Royal College of Nursings campaign Nutrition Now (RCN 2007) suggests that patients are also monitored to make sure that they are eating the food they are offered. Protected mealtimes on the ward would be observed by all members of the multidisciplinary team as sometimes this was not adhered to. Nutrition Now (2007) also highlights the need for protected mealtimes so that there is a more relaxed atmosphere for patients to eat their meals and that they are assisted by nurses as well as healthcare staff to eat their meals. The dietician would review Janes nutritional intake: Speech and language would assess Jane for any s wallowing difficulties: Occupational therapy would observe Jane eating and drinking before making any recommendations: Janes weight would be monitored and reviewed at following MDT meetings. Auty Rennie (2007) suggest that professionals working in isolation with a client rather than in a team struggle to achieve the optimum outcome for the client as any treatment provided could be ineffective. Janes named nurse explained to Jane issues that had been discussed at the MDT meeting and that Janes weight would need to be stabilised before she could be discharged. Also a care plan would be put in place to address this issue. Nursing staff had already identified that Jane would be worried about becoming overweight as this was something she relayed often during conversations with them. Rosenstockss health belief model (1952) cited in Glanz (2005) works by exploring peoples perception and ways to inform, encourage and motivate change. There are six steps contained in this model: Perceived susceptibility; perceived severity; perceived benefits; perceived barriers; cues to action; self-efficacy. These steps were applied to the issue of Janes weight. Jane was worried about becoming overweight (perceived susceptibility) and she was informed of the risk to her health because of not eating enough. Janes understanding and judgement of the severity of the situation were difficult. Short-term memory problems and the inability to process information and make informed decisions are common problems associated with ABI (Headway 2009). Because of this the nurse clarified to Jane how her health would be affected and that she would not be well enough to be discharged (perceived severity). Jane appeared to understand that she needed to put on weight before she could return home, it was explained that her food intake would be monitored and that the dietician had revised her diet to include high calorie foods and supplements. Jane was happy to comply with the interventions as she knew she would be discharged but she was worried that she would not be able to eat and drink enough even if she wanted to (perceived benefits). Jane was reassured that she would be given support and guidance to ensure the best possible outcome (perceived barriers). Although cues to action are directed more towards people living in the community it was adapted to meet Janes needs, she was given information in a format she could understand and also took part in Health Eating Sessions with patients from other wards. Jane was supported and encouraged to eat snacks as well as her regular meal, food she enjoyed was made available to her at anytime. She also had regular motivational chats with her named nurse (self-efficacy). The Tannahill model (1985) cited by Downie et al (2002) was also utilised. This model defines health promotion as an approach to improving health and diminishing the risk of ill health through incorporating three processes; health education; prevention; protection. Health education: influencing peoples behaviour and attitudes; encouraging positive well being and diminishing ill health. Prevention and protection: to diminish the risk of disease developing by interventions, that is, primary: Giving people the knowledge to make better choices with regard to their health, for example, risks related to smoking; immunization. Secondary intervention: Health screening for early detection, for example, smear tests, smoking cessation. Tertiary: Managing established disease and preventing complications, for example, rehabilitation advice after stroke or serious injury. Protection: through government policies: public health and health promotion programmes can improve health, reduce disease risks , manage chronic illness, improve wellbeing, promoting self-sufficiency of individuals. In conclusion the holistic assessment and health promotion and belief models have worked well for the patient. It allowed the multidisciplinary team to put together an effective care plan. The nurses involved with Janes care gave lots of encouragement and advice to Jane and because nursing staff followed the care plan Jane began putting weight on. Although the reason why she needed to do so and the reassurance that she would not become overweight had to be explained to Jane continually because of her short term memory problems. The effectiveness of the care plan is apparent as despite NICE bringing in Providing nutritional support for adults guidelines and the introduction of specialist nutrition teams, being brought in over the last twenty years there are still patients who are somehow being missed and are under-nourished (Holder 2009). Additionally NICE guidelines (2006) state that knowledge of causes, effects and treatment of malnutrition among healthcare professional in the UK is poor. It goes on to say that all health professionals linked with patient care should be trained in knowing how to provide ample nutrition for peoples needs. This can be seen to still be a major factor in the improvement of nutrition for health. Holder (2009) asserts that nurses need to be aware of all initiatives nationally, regionally and within their own trust so they are able to provide better nutrition for their patients. 1943 words

jane austen Essay -- essays research papers

Jane Austen lived from 1775 until 1817, a span of four decades that saw significant changes in English social, political, and economic life. At the time her birth, England was embroiled in a bitter struggle with its American colonies, the loss of which, several years later, proved to be a tremendous blow to English political and military prestige. Under the rule of George III, England's political climate became increasingly unstable with constant struggles between the King and Whig politicians. Ireland received its independence in 1782, although the violence that had long plagued the country continued to rage. Across the Channel, the French Revolution had begun and the English aristocracy watched in horror as royal heads began to roll. Between 1804 and 1814, (the period in which Austen did most of her writing) England was consumed by a fight against the power-hungry Napoleon. Although Austen was undoubtedly aware of these external events, they remain notably absent from her writing. She made it a point to write about only what she knew from first-hand experience and, having never left the South of England, her experience was rather limited. While some find this cultural myopia disturbing, others feel it to be one of Jane Austen's greatest strengths. By avoiding the pretense of discussing matters that fell outside of the realm of her daily experience, she could focus on what she knew best--the society of 19th-century English country families. Jane Austen's novels are, in this sense, highly autobiographical. Her characters share this insular view of their world, carrying on with dances and amateur theatricals, seemingly oblivious to any outside concerns. Jane Austen's world began in Steventon, where Jane's father held a post as rector. Born 16th December, 1775, Jane lived in the family's small parish house for the first 25 years of her life. Here, she led a quiet but pleasant existence, spending time at home, or visiting with local families of similar social status. She attended parties and dances at many of the local grand houses, including The Vyne, now owned by the British National Trust, a registered charity founded in 1895 to preserve places of historic interest. She also visited with her siblings in adjoining counties--Kent, in particular, became one of Jane's favourite places. Although she did not write any of the six main novels during these years, ... ...ps when they were on leave; and Edward from his house at Godmersham. Jane lived at Chawton until her declining health made it necessary for her and Cassandra to move to Winchester (only 15 miles from Chawton), where she could be closer to expert medical care. She, Cassandra, and Martha Lloyd made the trip in May of 1817. Her condition, known today to have been Addison's disease, left her in a continually degenerative state of health. She continued to write during this period, however, and Sanditon, the novel she was working on until her death, is a self-mocking treatment of the invalid state into which she could not prevent herself from slipping. Jane Austen died on 18th July 1817 in the arms of her beloved sister Cassandra. She is buried in the north aisle of Winchester Cathedral and only a simple plaque identifies her grave. Strangely, the stone makes no mention of the fact that Austen was a novelist, other than an oblique reference to the 'extraordinary endowments of her mind.' But, despite this modest resting place, Jane Austen has been immortalized by the body of work that survived her and continues to delight and entertain readers today, almost 200 years after her death.

Geologist :: essays research papers fc

Geologist The goal in mineral exploraion is to find imperious meatless. It’s what they call Ore. Ore is a mineral that have a lot of value. To find ore you want to identify target areas. Overtime narrow it down and pin point the ore of the minerals. The way geologists do this is first they would look at geological maps that show worth different rock types. Sometimes they use maps that people have already made. Geologist also uses geophysical maps to find out the different properties of rocks. Geologist use magnetic instruments to find out were magnetic rocks are. The rocks that have metal in them are magnetic. Gold and silver have different electrical signals then rocks without gold and silver.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Step two is to go in the field and try to find the rocks. Then geologist would pick different types of soil, and rock samples. Then they would take the samples to the lavatory an analyze them. If they are a high amount of gold, silver, and zinc. Geologist would call that a good area.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   If the site looked promising then the next step is they would bring in a drill. And they would drill through the rock anywhere from 100 to 500 feet. Then a geologist would look at the rock samples from drilling and have them tested at a lab.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The educational requirements for a geologist are a minimum of a bachelor’s degree in geology. The average salary for a year is anywhere from 25,00 to 70,000.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Right now there are a lot of job opportunities for geologist in South America. That’s why I would choose to live and work in South America. The geography in South America is rugged mountain terrain. Some leisure activities are skiing,snowboarding, and mountain climbing. That’s why I think South America would be a great place to live for my type of job.

Accomplishment Report Format Essay

Introduction The school year 2005-2006 is still blissful for Sagada National High School. It is still an uphill battle and struggle to have a school building, a Filipino teacher, and basic facilities like library, chairs, and laboratory. As of now SNHS still squats on a dilapidated bayanihan building and a makeshift building in the compound of the Sagada Central Elementary School. In spite of these limitations, the school continues to reap honors for its name and to make a difference. For this school year it asserted its strong presence in mathematical competitions. Twice in a row, it represented the Division in the Regional MTAP Oral in the fourth year level. It participated in the National Press Conference held in Kalibo, Aklan. It also shines in sports as well as in beauty contests. Aside from MPGCHS, Sagada National High School is one of only two SMART schools in the Division of Mt. Province. Its application has already been approved. A tie up with SMART means the implementation of the ICT curriculum one of the signature programs of the school. SMART has already started providing for technical training for the faculty members. The inauguration of the school as a SMART school was moved from March to June. Through a raffle fund raising project, the school was able to acquire six computer units. All in all it has 13 computers, including five, courtesy of Hon. Congressman Dominguez. This last April the computer laboratory was set up. This is for the graduates to have summer computer training before they enroll for college this coming school year. This humbling experience was made possible due to the dedication and commitment of the faculty members and the strong support of the PTCA and other stake holders of the school. Basic Performance Indicators: 1. Promotion Rate- 259/281 = 92.17% 2. Completion Rate- 67/89 = 75.28% 3. Graduation Rate- 67/69 = 97.10% 4. Retention Rate- 136/150 = 90.67% 5. Dropout Rate- 7/281 = 2.49% 6. Cohort Survival Rate- 69/89 = 77.53% 7. Repetition Rate- 3/295 = 1.02% 8. Gross Teacher Ratio= 281/9 = 1:31 9. Participation Rate- Data not available 10. Gross Enrollment Ratio- Data not complete 11. Transition Rate-Data not complete Enrollment We expected that the enrollment of SNHS dropped considerably because of the attractive facilities offered by St. Mary’s School. There was a massive recruitment by the alumni of Saint Mary’s. However, tentative enrollment posted by the school shows that SNHS posted a total of 71 first year students while SMS has only 32 first year students. The table below shows the actual enrollment: Highlights of Accomplishment 1. Acquisition of six computers through a raffle fund raising- Through the initiative of the PTCA, the faculty members and the student body the they were able to raise a considerable amount used to purchase six computer units. 2. Setting up of the Computer Laboratory- SNHS can’t afford to lose its students just because it does not have a computer laboratory which is readily available at the Saint Mary’s School. Aside from the six computers which came from the fund raising, we were able to solicit other units and together with the computers given by Congressman Dominguez, we have 13 units. With this we set up the computer laboratory with the help of our Peace Corp volunteer Mr. Daniel Ziegler. Right now our graduates are having hands-on summer training in computer usage. 3. Tying-up with SMART- SNHS is a SMART school. SMART company approved our application; hence it will assist us by giving two computers, computer accessories like printers, web cameras, and scanner.Besides, they will assist us in the installation of the internet connection for the students and right now two of our teachers were on technical training for this in Subic. Ultimately they will be with us in the planned implementation of the ICT curriculum. 4. Setting-up of our Website- It has been a year since SNHS came online. This is courtesy of Mr. Kent Sinkey, a retired computer analyst from the University of Cincinnati who assisted us in the setting up of our website. A member of the PTCA based in London is shouldering the cost of the website for the school. Mr. Sinkey also trained two of our students in website development. 5. Free Summer Training in Computer Usage- As requested by the PTCA, the graduates are  having summer training on computer usage in the computer laboratory of the school. Daniel Ziegler our Peace Corp volunteer is assisting us in computer instruction. 6. At the beginning of the 2005-2006 school year the faculty donated money so the school could have an internet connection in order to do faculty research, have e-mail and maintain this electronic yearbook. Josephine Buyagan was kind enough to donate the money necessary for our domain name and website hosting.