How Much Does It Cost to Save? Essay -- Economics Employment Jobs Essa

How Much Does It Cost to Save? The impact of software development offshore outsourcing has many economic and social impacts. Economically, India is thriving with GDP growth accelerating exponentially including having the potential to achieve double-digit growth.1 Meanwhile, in the United States, the numbers relating to developer jobs are quite the opposite. Most figures suggest that by 2015, roughly 3.3 million business-processing jobs will have moved abroad. As of July 2003, around 400,000 jobs already had.2 Socially, job loss has many strong emotional implications. Job loss due to cost cutting measures coupled with the dot-com layoffs in Silicon Valley conveys an outlook for finding a technical position quite bleak. In addition, changing jobs is stressful, let alone moving into a project management position that now appears to be a position a US engineer must look into. In India, although there is significant momentum to put their trained technical skills to use, the temporal logistics of the situation force many Indian engineers to work during the night time. The economic benefits are seen, but at what cost on a personal basis? With such facts, one can argue for both sides of the economics and social impacts of outsourcing. The context must apply internationally, particularly in the United States and India. When viewed at this level, the economics suggest that the outsourcing moves are indeed overall beneficial. The social impact, however, is not so supportive and an ethical analysis shows that when these factors are taken into account, the suggestion that the economic benefits outweigh all the costs is not necessarily the case. Economics The immediate negative economic impacts in the United States about o... ..., 2002 (back) CNet News, M.B.A.s scout for scarce tech jobs, 2003, CNC, 8 Jan., 2003, http://news.com.com/2100-1017_3-979734.html?tag=st_rn (back) Techs Unite, Washington Could Be First State to Ban Offshoring, 2004, TUC, 3 Feb. 2004 http://www.techsunite.org/news/040203_ban.cfm (back) TUC, Washington Could Be First State to Ban Offshoring, 2004 (back) Wired News, Tech Chiefs Defend Overseas Jobs, 2004, WNC, 7 Jan. 2004 http://www.wired.com/news/business/0,1367,61825,00.html (back) Call Centers India, Call Centers in India, , CCI, date unknown http://www.callcentersindia.com/displaynews.php?idnews=4 (back) Stanford University, Rethinking Migration, 2001, SU, 1 Jan. 2001 http://www.stanford.edu/~aneesh/NewFiles/Rethinking%20Migration.pdf (back) SU, Rethinking Migration, 2001 (back) RAJ, India Winning Higher-Status Jobs in U.S., 2003 (back)

Ignou solved assignment 2014 Essay

Describe the evolutionary process of organization design and different perspectives of organization design and their relevance. Q. Explain the meaning and purpose of Job design and briefly discuss the impact technology has on Job design. Q. Discuss the purpose of organizational analysis and briefly describe the tools which could be used for organizational analysis and their effectiveness. Q. Identify different kinds of change which take place in organization and strategies which are used for change and their effectiveness. Discuss how resistance to change can be handled before implementing it. Give examples. Q. Discuss the process of institution building and the role of chief executive in institution building with an example. 1. Organization design-A process for improving the probability that an organization will be successful. More specifically, Organization Design is a formal, guided process for integrating the people, information and technology of an organization. It is used to match the form of the organization as closely as possible to the purpose(s) the organization seeks to achieve. Through the design process, organizations act to improve the probability that the collective efforts of members will be successful. Typically, design is approached as an internal change under the guidance of an external facilitator. Managers and members work together to define the needs of the organization then create systems to meet those needs most effectively. The facilitator assures that a systematic process is followed and encourages creative thinking. Hierarchical Systems Western organizations have been heavily influenced by the command and control structure of ancient military organizations, and by the turn of the century introduction of Scientific Management. Most organizations today are designed as a bureaucracy in which authority and responsibility are arranged in a hierarchy. Within the hierarchy rules, policies, and procedures are uniformly and impersonally applied to exert control over member behaviors. Activity is organized within sub-units (bureaus, or departments) in which people perform specialized functions such as manufacturing, sales, or accounting. People who perform similar tasks are clustered together. The same basic organizational form is assumed to be appropriate for any organization, be it a government, school, business, church, or fraternity. It is familiar, predictable, and rational. It is what comes immediately to mind when we discover that †¦ we really have to get organized! As familiar and rational as the functional hierarchy may be, there are distinct disadvantages to blindly applying the same form of organization to all purposeful groups. To understand the problem, begin by observing that different groups wish to achieve different outcomes. Second, observe that different groups have different members, and that each group possesses a different culture. These differences in desired outcomes, and in people, should alert us to the danger of assuming there is any single best way of organizing. To be complete, however, also observe that different groups will likely choose different methods through which they will achieve their purpose. Service groups will choose different methods than manufacturing groups, and both will choose different methods than groups whose purpose is primarily social. One structure cannot possibly fit all. , the form of organization must be matched to the purpose it seeks to achieve. The Design Process Organization design begins with the creation of a strategy — a set of decision guidelines by which members will choose appropriate actions. The strategy is derived from clear, concise statements of purpose, and vision, and from the organization’s basic philosophy. Strategy unifies the intent of the organization and focuses members toward actions designed to accomplish desired outcomes. The strategy encourages actions that support the purpose and discourages those that do not. Creating a strategy is planning, not organizing. To organize we must connect people with each other in meaningful and purposeful ways. Further, we must connect people with the information and technology necessary for them to be successful. Organization structure defines the formal relationships among people and specifies both their roles and their responsibilities. Administrative systems govern the organization through guidelines, procedures and policies. Information and technology define the process(es) through which members achieve outcomes. Each element must support each of the others and together they must support the organization’s purpose. Exercising Choice Organizations are an invention of man. They are contrived social systems through which groups seek to exert influence or achieve a stated purpose. People choose to organize when they recognize that by acting alone they are limited in their ability to achieve. We sense that by acting in concert we may overcome our individual limitations. When we organize we seek to direct, or pattern, the activities of a group of people toward a common outcome. How this pattern is designed and implemented greatly influences effectiveness. Patterns of activity that are complementary and interdependent are more likely to result in the achievement of intended outcomes. In contrast, activity patterns that are unrelated and independent are more likely to produce unpredictable, and often unintended results. The process of organization design matches people, information, and technology to the purpose, vision, and strategy of the organization. Structure is designed to enhance communication and information flow among people. Systems are designed to encourage individual responsibility and decision making. Technology is used to enhance human capabilities to accomplish meaningful work. The end product is an integrated system of people and resources, tailored to the specific direction of the organization. 2. Job design refers to the way that a set of tasks, or an entire job, is organized. Job design helps to determine: †¢ What tasks are done? †¢ How the tasks are done, †¢ how many tasks are done, and †¢ in what order the tasks are done. It takes into account all factors which affect the work, and organizes the content and tasks so that the whole job is less likely to be a risk to the employee. Job design involves administrative areas such as: †¢ job rotation, †¢ job enlargement, †¢ task/machine pacing, †¢ work breaks, and †¢ Working hours. A well designed job will encourage a variety of ‘good’ body positions, have reasonable strength requirements, require a reasonable amount of mental activity, and help foster feelings of achievement and self-esteem. 3. Organizational analysis may be done for different purposes. These include: 1) Enhancing the general understanding of the functioning of Organizations (i. e. educational or research purposes. ) (The direct beneficiary is the researcher or the analyst rather than the Organization). Such a study may aim at enhancing the understanding of human behaviour through a study of it in organisation, or to enhance the understanding of the society as reflected in organisational life. 2) Planning for growth and diversification An analysis or a diagostic study may be necessary for planning growth, diversification, expansion etc. Organisational analysis may reveal the strengths that could be used for growth and diversification, weak spots that need to be removed in the new plans, the precautions to be taken, structural dimensions to be kept in mind etc. Several insights may be provided on structure, people, systems, styles, technology etc. that have implications for growth. 3) Improving Organisational Effectiveness or Planning General Improvements Organisational Analysis may be used also for improving the general efficiency of an organisation. On the basis of a diagnosis made out of the analysis action steps could be initiated in terms of toning up administration, introducing new management systems and processes, reduction of wasteful expenditure, introduction of time savers, change of personnel policies to enhance employee motivation, restructuring of some parts, training, elimination of unwanted structures and teasers, improvements in general health of the organisation etc. 4) Organisational Problem Solving Whenever some subsystems departments, units etc.fall sick or start creating problems a diagnosis may be undertaken with a view to identify the source of the problem and take corrective action. A sick unit, a bottleneck, a communication block, a poor performing department, frequently occurring conflict between two departments, repeated failures of a management system or an organisational process, a frequent violation of an organisational norm, fall in discipline, reduction in output absenteeism, increase in conflicts e tc. can all lead to the need for an organisational diagnosis of a part of the organisatioin or the entire organisation. tools of organisational analysis Observation represents the careful and planned method of recording certain phenomena, objects, events in conjunction with a given situation. Constantinescu, etc. (2008) considers it necessary, within the organisation, to focus on observing the interaction between employees, in order to find answers to questions such as: What is the working pace of the employees – slow, methodical, alert, spontaneous? What rituals do you notice in the enterprise? What are the values disseminated? Do the meetings generally provide revealing information? Who participates in these meetings? Who speaks? Whom do these people speak to? To what extent is sincerity situated in these meetings? How much time is devoted to different topics? The topics which often recur and which are discussed in depth frequently represent indications of the organisational culture values. Observations are used for gathering data on the symbols which are analyzed by the qualitative analysis methods. Observations include mostly behavioural material, but also semantic symbols. Observations of behavioural symbols include monitoring and recording the organizational rituals, such as, for example, the celebration of company day as a ritual of integration. There will also be careful attention focused on the state and architecture of the buildings, decor, billboards, staff dress code, behaviour and habits, working environment, the way in which everyone fulfils their role, employee behaviour in conflict situations. The analysis of these aspects allows knowing the reality, the working environment, both the organisation’s physical components and the emotional, psychological elements, harder to decipher at first glance. The opinion interview technique always involves oral information, having the advantage of flexibility, of the ability to get specific answers to each question. Along with the use of the questionnaire, it is one of the techniques most often used in qualitative research. The interview is, however, a complex technique that requires certain abilities and skills from the researcher, especially social, communication and self-reflection skills. The interview is used in the study of organisational culture to collect qualitative data about the cognitive elements of the culture, such as assumptions, values, norms and attitudes. Interviews may also serve to identify symbols, certain expressions, stories, anecdotes specific to the organisation. â€Å"To successfully use the interview in organisational culture research, it is important to determine the persons that will be interviewed, when, where and how the interview will be conducted, the set of questions that will be used and the method of recording it† (Janicijevic, 2011 , p 85). Interviews help us perceive the consistency between what the interviewees say and the facts recorded from other sources. † These perceptions are generally useful for:  · defining an updated vision of the history, the important events and its impact on the functioning of the organisation;

Accounts receivable management

The brand opened up a new facet of beauty care services that was associated more with market and state-of-the-art hospitals, where customers opted for these services under the supervision of doctors who had specialized in cosmetic surgeries/interventions. Would the differentiation between the first-time users of a beauty parlor and the loyal customers of a parlor offer insights that Kayak would find useful? Issues related to services management as well as customer value and customer loyalty were relevant to Kayak's competitive strategies.Although the customers of a beauty parlor could be demographically efferent from Kayak's customers, the commonality of the benefits related to the beauty services offered were the same. The challenge for Kayak was to use the insights from the customers in a related category of beauty parlor services in developing its category that did not face direct competition. etc Traditionally, beauty care products in India had been limited to herbs and homemade products. Only soaps, hair oil, shampoos, and talcum powder from the organized industry had been able to penetrate the Indian market.However, with a teddy increase in the awareness of hygiene and personal grooming across urban and rural India, several beauty and personal care categories gained momentum. In India, marketing activities generally involved popular celebrities, and traditionally highlighted aspects such as elimination of body odor and dandruff, improved oral health, and the prevention of infection. This further boosted the demand for beauty and personal care products. No The Indian beauty care industry grew rapidly in a few years with the penetration of premium beauty care products and services.The rising disposable income and the hanging lifestyles of Indians led to a boom in the beauty and personal care industries. The India skin care industry, for instance, was forecast to grow at 9% compounded annual growth rate (CARR) during 2009-2014. 1 Major fast-moving consumer g oods brands such as Hindustan Milliner Limited (HULL) and Procter and Gamble (P&G) aggressively expanded their product portfolios, distribution networks, and marketing activities in this segment. With the proliferation of beauty and personal care categories and brands, customer awareness of the different types of products and brands increased.The consumption of beauty products and services mimed to have experienced significant growth. 2 The emergence of brands such as Marco's Kayak Skin Clinic, Lake Beauty Salon, BLOC, Shania Hussein Herbals, Covariance's Limited, Green Trends, Keen, and Jawed Habit Hair & Beauty POOH) could be attributed to this trend. The boom was evident: HULL was opening up a new Lake salon almost every week, and GHB had grown from 37 parlors in Staying ahead of the game: How companies are adapting to the changing face of beauty, Euro monitor, November 2010, http://www. Remuneration. Mom/staying-ahead- of-the-game-how-companies-are-adapting-to-the-changing-face- of-beauty/report, accessed October 3, 2011. 2 Beauty business set to boom, http://economists. Initiatives. Com/news/news-by- industry/cons-products/fashion-/-cosmetics-/]leery/beauty-business-set-to-boom/ artilleries/8921457. SMS, accessed on July 1 2, 2011. S. Rammers Kumar, Anode Deja and Seed Hussein prepared this case for class discussion. This case is not intended to serve as an endorsement, source of primary data, or to show effective or inefficient handling of decision or business processes.Copyright 2012 by the Indian Institute of Management Bangor. No part of the publication may be reproduced or transmitted in any form or by any means – electronic, mechanical, photocopying, recording, or otherwise (including internet) – without the permission of Indian Institute of Management Bangor. This document is authorized for use only by SANDY SANDWICH at MDI Management Development until November 2013. Copying or posting is an infringement of copyright. [email  protect ed] Harvard. Deed or 617. 783. 7860. Exploring Category Benefits for Brand Building: Kayak and the Beauty Care Market Page 2 of 9 2006 to 225 by the end of 2010.The boom in the Indian beauty market was also able to attract large multinationals, such as Jean-Claude Beguine with annual revenues of ever 150 million Euros, to set up parlors in India. 3 The predominantly unrecognized, locally run beauty parlor market was being replaced by branded chains such as Lake, which was changing the face of this industry in the country. These branded beauty parlors were the leaders in a new era of trained parlor personnel. They offered services based on global insights and professional products that incorporated the latest international technologies.KAYAK SKIN CLINIC The approximately INNER 7,000-core (1 core = 10 million) organized and unrecognized hair and beauty industry was growing at a CARR of 35%. The industry was estimated to reach a potential business of INNER 30,000 core by 2015. Personal hygiene products (soaps and shower products), hair care and skin care products, color cosmetics, and fragrances were the key segments in the Indian beauty care industry (Exhibit 1). The skin care segment was relatively smaller than the personal care segment. The anti- aging cream segment alone, which was only 2% of the skin care market, had been growing at a rate of 90%.The increasing number of educated and working women in the corporate world was a major driver for this rapid growth. What made this industry even more fascinating was that even with the high growth rate, the Indian market was largely untapped, compared to other developing markets. In comparison, a developing country such as China spent ten times more on skin care, six times more on cosmetics, and twice more on hair care on a per capita basis (Exhibit 1). It is also worth noting that India had the highest percentage of women in the age group of 25-44 years, which was the key segment for the beauty industry. These fig ures and facts indicate the huge unrealized potential of the Indian market. Given the vast attention of beauty care services in the country, customer perception about the value related to the delivery of services, customer loyalty, and brand perception were important from the perspective of any branded or unbranded offering in this category. In December 2002, after conducting extensive research, Marino identified an emerging need in the market that translated to an aspiration to look and feel good.On furthering this understanding with the customers, a more focused need that was still untapped was identified: that of having flawless skin that looked good naturally. Thus, the first Kayak Skin Clinic was launched with the single-minded objective of delivering flawless skin solutions customized to Indian skin using the latest technology. In 2011, Kayak had opened 81 clinics spread across 26 cities in India, 18 highly successful clinics in the Middle East, and 2 clinics at Dacha in Bangl adesh. In May 2010, Kayak acquired the aesthetics business of the Singapore-based Dermal Ark Asia Pacific Pete.Ltd. (Dermal Ark). The company expanded its portfolio with the launch of more services such as lip enhancement as well as fairness and hair removal services. Kayak Skin Clinic had a number of services and solutions such as skin beauty, skin concerns, laser hair reduction, and anti-aging. Their product range included over 40 skin, hair, and body products for women and men. Kayak offered 360 degree skin care solutions that included advice on proper diet and exercise regimens. All the services offered at Kayak Skin Clinic were designed and supervised by a team of over 250 dermatologists.The services were carried out by certified skin practitioners who had undergone more than 300 hours of training. The services were US FDA-approved and tested in-house, and conformed to the highest international quality standards. All the services were competitively priced, starting from INNER 1 ,250. Kayak had over 600,000 satisfied customers. Kayak conducted frequent in-house training programs for its skin practitioners and dermatologists. Once in six months, Kayak held training-UCM-refresher courses for its staff to keep them up-to-date with the latest skin care techniques that were available internationally.Its team of dermatologists also participated in the in-house Continuing Medical Education (CAME) program, where international doctors met to discuss various trends in the field of skin care. Beauty bet: JOB plans to set up shop in India, http://economists. Initiatives. Com/ beauty-bet-]CB-plans-to-set-up-shop-India/artilleries/1773980. SMS, accessed on July 122011. 4 Outlook personal care industry: An Indian perspective, Data Strategic Management Group, http://www. Test. Com/download/article/Personal_Care_Chemicals. UDF, accessed on September 12, 2011. Page 3 of 9 PHILOSOPHY OF KAYAK 5 Kayak was divided into six service verticals, namely, Skin beauty, Skin concerns, Hair- free, Anti-aging, Bridal, and Kayak Men. Unlike other retailers, Kayak had not adopted the franchisee model. The company owned each of its clinics, because Kayak Skin Clinic believed in providing consistent services across the country. The philosophy at Kayak was governed by the single value of placing the customer first at all times. The word â€Å"Kayak† in Sanskrit meant â€Å"body. Kayak was all about personal confidence through expert skin care that seamlessly blended looking good with feeling good about one's inner and outer selves at all times. The emphasis, therefore, was on highly customized and personalized services that were best suited for the Indian skin. The services were provided in a state-of-the-art clinic with a Zen-like ambiance. The core values of Kayak Skin Clinic were: Customer First: Spirit of Partnership: Keeping the customer in focus and partnering to deliver skin care solutions.Doing what was in the best interests of the customer; business in terests would follow. Openness: Allowing diversity of opinion by listening to members without bias. Sharing information both good and bad, and having a sense of trust and respect for each other. Ownership: Having a â€Å"my Kayak† mind-set. What would I do if I were the owner of the business? Displaying seamless behavior across the organization when necessary, rather than drawing boundaries of unction's/grades in the interest of the organization. Exhibit 3 presents some of Kayak's print advertisements.They give an idea of how Kayak tried to differentiate itself from regular beauty parlors by consistently emphasizing its technology, the expertise of its dermatologists and skin experts, and so on. Kayak Skin Clinic could be called a chain of cosmetic dermatology clinics. It was a pioneer and thought leader in the skin care services space in the country. It offered its clients tailor-made, result-oriented, safe, non-surgical skin solutions, with the latest and most suitable tech nology available in the world. These services were impolitely administered by dermatologists.Any beauty or skin care brand/service could be considered as competition for Kayak. One of their biggest competitors would be individual doctors and dermatologists who offered one or two specialized services. It was in this context that Kayak needed to use the commonality of the category benefits to develop its brand, especially among loyal customers. KAYAK'S APPROACH TO OBTAIN INSIGHTS ABOUT THE CATEGORY BENEFITS In an emerging market such as India, personal and beauty care has attracted the attention of consumers in several ways. There have been several products and services in this sphere.One recent addition to this category is the services of Kayak that is medically anchored. It is interesting to find that in several markets and product/service categories, consumers prefer a range of offerings or delivery mechanisms to obtain the benefits of the category. For example, for urban transport , there are two-wheelers and four-wheelers; for hair care, there are hair oils and creams; for knowing the time, there are both watches and mobile phones; and for skin care there are creams, lotions, soaps and gels, and cosmetic surgeries.Beauty care has evolved in India from making use of homemade products to obtaining the revives of well-known brands. Although socioeconomic status and chirography's of consumer groups may influence the type of offering/delivery mechanism, the case is written from the viewpoint of the marketer who would like to learn about consumer loyalty through a substitute in the category. Kayak's services and beauty parlor services are meant for different types of consumer segments.Kayak, being at a stage in the market where it does not face much of direct competition owing to the emerging nature of the category, the brand would like to know if there can be lessons earn from a service that is related to its services. For example, the hospitality aspects, ambian ce, response of the service providers to the needs of the consumer (in this instance, consumers in the beauty care segment) and what differentiates a loyal consumer from a new consumer are dimensions that are common to both Kayak's services and beauty parlors: they may vary in their styles and approaches. Kayak Culture, Kayak Philosophy, www. Clinician. Com, accessed on September 13, 2011. Note: Additional information about Kayak Skin Clinic was provided by Grammar Sahara and. Audit Chad of Kayak Skin Clinic. Page 4 of 9 What should a â€Å"self-concept†-centered service category in a market do to obtain inputs in a category that has evolved little? The case's survey was triggered by such a question and beauty parlor services were selected for the purpose. This point can be illustrated as follows.Benefits of beauty care Self-concept of the customer Self-concept of the consumer Beauty-based services Dimensions of customer loyalty Beauty parlors Kayak's services (new offerings forming a subcategory) Differentiation between new and loyal consumers Dimensions of loyalty Insights Differentiation between new for Kayak ND loyal customers METHODOLOGY OF STUDY The objective of the study was to compare the value perception of first-time customers and loyal customers of beauty parlors in order to obtain category insights that Kayak could use.We were interested in finding out how an emerging category (technology-based beauty care in the consumer market and not in the conventional medical market) in an emerging market without direct competition can obtain insights from a related category (beauty parlors) that offers the same core benefit of beauty care. This context (emerging category, related category with the same core infinite as the emerging category and the emerging market in the Indian context) was a unique one and the case focused on a learning that would be useful to Kayak in terms of understanding the behavior of â€Å"first-time† consumers and loyal consumers.The value perception needs to be built around the customers' experiences of the service at the service provider's premises. The questionnaire had a scale related to several components of the service experience as shown in the three sections of Exhibit 2. Responses were collected from the residents of three Indian cities, namely, Bangor, Hydrated, and Delhi. The data collection was done in June and July 2011. Data from 50 first-time customers and 50 loyal customers of beauty services were collected.

Human Virtues Essay

Virtues consist of a set of character strengths, these strengths represent good character. They are wisdom, courage, humanity, justice, temperance, and transcendence. Wisdom and courage are two virtues that my Grand Father encompassed. He was a very strong and knowledgeable man. His life revolved around going against all odds, he truly believed in beating whatever he was at battle against. His perseverance was with him till the day he died. He passed away at the age of 65, he wasn’t that old, yet he was a very wise man. His personality was filled with love, care and compassion for others. Very open-minded, when he met someone he was the one who always found the good in them, no matter who they were. If a situation would arise, he never just considered what was likely to occur, he looked at the â€Å"whole† picture. His love for learning was obvious, one of his hobbies was reading. When asked why, he would reply, â€Å"the more you read, the more you know†. He was a stickler for making us do well in school. He wanted each of us to have a good education to build our lives out of. He was a Lieutenant in the Federal Prison System for 25 years, after retiring from the Army, his life here was to provide for and protect his family, which he done with a happy, energetic, and determined attitude. His gratitude for life was amazing, he taught us all the meaning of Live, Laugh, Love. He walked this life on faith, while teaching others how to do the same along the way. Although his life at home was well rounded and energized by his love, his life at work was a very emotional one. It became as if life in prison, was life for him too. He developed emotional attachments to the inmates, He cared for them, he knee their situations, and he knew why they were there. His courage allowed him to become involved in their lives, which paid off in his favor the night he and some others were held hostage in Virginia Federal Prison, by a convicted serial killer. Yet once again, he put forth is faith, his knowledge and courage and talked the inmate down. He helped release the others, and saved many lives includ8ng his own. Wisdom and courage I think are two virtues that we all should possess. I try to live by good character, I think back on all of the talks me and my Grand Father had, and all the years in between. I smile and think to myself, â€Å"yes, I sure wish I could be just like him†.

Philosophy (practical ethics) Essay Example | Topics and Well Written Essays - 1000 words

Philosophy (practical ethics) - Essay Example In this brief paper, Mackinnon’s arguments are analyzed in the light of the possible consequences censorship of pornography can create. Before looking at Mackinnon’s attitude to pornography, it is essential to see what pornography really means. The traditional view is that pornography is any sexually explicit material that generates sexual arousal in the consumers. As it encourages sexual promiscuity and as it is morally and religiously bad, it should not be permitted in society. It has been seen as an affront to decent family life. It destroys valuable institutions like family, and also it spoils human character. The traditional view is seen as patriarchal. Those who believe in this view are not worried about women’s oppression caused by pornography. But women, like Mackinnon, find pornography as an extreme form of harassment to women. According to her, the central issue of pornography is the oppression of women. There are certain vital issues, says Mackinnon, emerging from the production of pornography, which will come up for discussion below. The greatest harm done, feels Mackinnon, is the inequalit y it creates. Mackinnon’s efforts are to empower women with legal powers, knowing well that the production of pornography is basically the result of the traditional male view of a woman. In one sense, pornography is speech. And it is not mere speech but action. And the action is seen in two forms. The first is when pornography is produced, and the second is when it is viewed. Therefore, in her ordinance which she drafted, she stressed the need to see resistance to pornography as a civil right. Mackinnon has been severely criticized for this because it goes against the First Amendment. â€Å"The First Amendment is founded on the proposition, set forth so beautifully by J.S. Mill in On Liberty, that good speech ultimately drives out bad† (Spectacle). Mackinnon’s attempt to see racial equality with woman’s equality

Evaluation of Corporate Performance Assignment Example | Topics and Well Written Essays - 2000 words - 1

Evaluation of Corporate Performance - Assignment Example The decorative product segments manufacture various architectural products such as door window, primers, waterproof products, specialty paint products and other hardware products. The cabinets and related products are concerned with easy to assemble kitchen appliances, kitchen countertops and home entertainment appliances. Lastly, the installation and other services segment deals with the installation of building products such as gutters, roofing products, after paint products and fire and insulation accessories. Fastenal Company has a rich history in financial performance in the manufacturing sector. Over the past three decades, the company has had a growth in their economic performance as well as their market share in the region. Its performance has been mostly above industrial average implying the company has had an upper hand over its competitors. The company has penetrated through new markets internationally such as Brazil, China and most countries in Africa. This has seen the company increase its revenue over the years leading to sustained growth of the company (www.fastenal.com). In a bid to evaluate Fastenal Company’s performance, it is essential to review its financial statements and make comparison with the ones it had in previous financial periods. This review of financial statement will entail the evaluation of the previous period balance sheet and income statement, and its comparison of those of 2013 and 2012. The pro forma balance sheet and income statements only consist of the vital items that are necessary for the evaluation of Fastenal Company performance. The total assets of the company in the financial period 2014 are higher that of periods ending 2013 and 2012. This shows that the capital base of the company has increased in comparison with some of the previous periods. The capital base might have increased due to the

Leadership and Change Case 3 Essay Example | Topics and Well Written Essays - 1000 words

Leadership and Change Case 3 - Essay Example Marissa Mayer is one such charismatic leader, as demonstrated by her leadership approach at Yahoo. During the first year of her tenure as the CEO of the corporation, she got rid of all BlackBerrys and replaced them with iPhones and Androids. She also started providing free food to employees just like every other Valley corporation did to its workers. She also put in place the process to allow the members of staff to complain about bureaucracy. The F.Y.I meetings held on Friday afternoons gave the staff an opportunity to ask whatever questions they felt like asking her or other executives (McLean, 2014). All these are efforts to make her subjects feel loved and important as workers of the corporation. This in turn becomes the driving force for their desire to work for the institution since their leader values and loves them. For instance, providing them with free food takes care of their physiological needs whereas allowing them to complain freely about the bureaucracy takes care of their psychological needs. Allowing them to ask questions freely during the Friday meetings gives them a sense of security and belonging. The charismatic leader may not embrace change of things, but work to maintain the status quo. This is exactly what Mayer did in her first year, as some critics like Michelle Quinn assert that her impact had not been felt at Yahoo during the first 18 months of her tenure (Quinn, 2014). On the other hand, Marissa Mayer can be perceived as a transformational leader. A transformational leadership is the form of leadership whereby the leader and his subjects raise one another to higher levels morally and motivationally (Grint, 2010). Their primary focus is on transfiguring the organization and their followers using their charisma. Mayer can be described as the charismatic leader but her basic focus was transforming the corporation that had experienced a lot of turmoil.