Different types of equipment and their uses Essay

1.1 Identify different types of equipment and their uses. There is a wide range of office equipment that can be used to help in the work place. For example in a small office you could have – Equipment Its uses Computer The computer can be used on a daily basic to write emails, letters, complete research on the internet and to design leaflets or flyers. Telephone The telephone will be used to communicate with people internal and external. It can be used to information people of changes immediately. Printer/Scanner The printer/scanner may be connected to the computer to printer instant documents or the scanner to scan a document for filing. Fax Machine The fax machine can to use for internal communication in a large company or external communication for pasting on information/documents. Shredder A shredder can be used to shredder confidential documents or letters that are not longer needed in the office. Photocopier A photocopier can be used to printer of larger or small copies of a document, letter, leaflet or flyer. It can also print double sided copies. 1.2 Describe the different features of different types of office equipment. Different features on a computer are I can use the internet to research information about the task I need to compete or I can also use an emails on the internet, this helps me connected to different people and important information can be sent securely. I also use Microsoft programmes that

Peter Paul Rubens

Peter Paul Rubens was the painter of the first part of the Seventeenth Century in Catholic Europe. How he became so is an interesting story. Rubens was educated to be a humanist but like all great artists choose his profession for himself. The combination of first rate classical education with innate visual genius made for an unprecedented combination in an artist, which is what made him so great. It has been said that no artist has ever been as well educated as Rubens. After training with three minor artists in Antwerp.Rubens set off for Italy to complete his education; a position at the court of the Duke of Mantua was quickly accepted and he stayed in Italy for eight years. His job was to travel to all the major artistic collections, especially Rome and Venice painting copies of famous works of art, especially paintings of beautiful women, for the Duke's collection. He was also sent to Spain where he had an opportunity to study the enormous collection of Titian masterworks in the R oyal Collection in Madrid.Copying the masterpieces of the Italian Renaissance especially and the recently unearthed sculptures of classical antiquity, Rubens sketched and painted and encompassed all that was best in Italian and Classical art. Rubens combined the lessons of Antique Sculpture with the vaunting ambition of the High Renaissance giants in an unprecedented way. He used the lessons of sculpture as a composition model but insisted that flesh should look like flesh in a painting thus developing his breakthrough approach to the naked body.In this he never forgot the earthy luminous realism of the old Netherlandish tradition of the fifteenth and sixteenth century used by Van Eyck, Van Weyden, and Breughel. You won't appreciate Rubens, the master of the female nude, until you consider that he was the greatest influence on French painting from the eighteenth to the twentieth century. The fact that Watteau, Fragonard, Delacroix, and Renoir were among Rubens’ loyal follower s attests to his great influence.Rubens was to develop a phenomenal ability to analyze the different styles of painting and sculpture and then synthesize them into whatever his clients and patrons wanted. His clients included just about every Catholic monarch, as well as Catholic leaning Protestants like King Charles I of England, and every major religious order in Western Europe. Not to mention every wealthy connoisseur of painting in Europe at the time. To satisfy an ever growing demand, Rubens opened the largest art workshop Europe has ever seen.He would paint an small initial oil sketch which, when approved and contracted, would be given over to one or more of his students to paint the full length canvas. Finally, Rubens would add the finishing touches to the works and sign them. Thus he became both a teacher and a hugely successful businessman. Fame was for Rubens something that went beyond material worldly success; he sought above all to bring the blessings of humanistic reaso n to bear on the Europe riven by religious and dynastic wars.In 1609, because he spoke several languages and was so well educated, Rubens was appointed court painter to the Archduke Albert and his wife the Infanta of Spain named Isabella, the Spanish Viceroys in the Netherlands. Isabella later became his close confidant and sent him on important diplomatic missions to Spain, Holland, and England. Rubens went to England to negotiate a peace treaty with the King of England and Spain and while he was there he became a favorite of the court of King Charles I, as did his most brilliant student, Anthony Van Dyck, in the next decade.When Rubens retired from public life he wrote about ripping off the golden chain that had bound him to the courts of Europe. In his last years he remarried to a young beautiful wife, retired to his estate, and he painted some of the most astonishing paintings he had ever painted. Peace, harmony, abundance, and love these are the great themes of Rubens and his a ge. His works exhibit and illustrate these qualities so well. I have not begun to express to you the brilliance of Peter Paul Rubens; he is just such a great artist that there is too much to say about him.

The Setting Affects Treatment And Management Strategies That Might be Essay

The Setting Affects Treatment And Management Strategies That Might be Employed In Clinical Practice of Podiatry - Essay Example This essay stresses that government came up with its ambitious agenda with National Service Framework Older People in 2001. The strategies was not just focused on the health or social care, rather it was based on the total well being of the older people. It promoted the independence of the older people by providing them support to compress the morbidity. It promoted the overall well being of older people living in community or home. Each setting like domiciliary, care home, school and community hospital has different features. The domiciliary setting where in the old people will be at their home requires certain specific skills from the professional i.e. follow of ethical standard of work, respecting the privacy of the patient and family. This paper makes a conclusion that various settings have certain limitations which have impact on the clinical practice of podiatry. These limitations can be based on skill and expertise of professionals to the facilities and resources available within that setting. The podiatry related problems are more prone in the old age group due to their aging body. There are several problems which can be taken care of with initial efforts of individuals. The treatment strategies at the domiciliary level will be simpler than the treatment strategies at the hospital based on the problems. The setting affects treatment and management strategies that might be employed in clinical practice of podiatry.

Risk Management in Rapid Linear and Linear PMLC Assignment

Risk Management in Rapid Linear and Linear PMLC - Assignment Example Implementing the Rapid linear project management life cycle model instead of linear project management life cycle model however has associated risks that I seek to explore in this paper. One of the involved risks in implementing the Rapid linear project management life cycle model instead of the linear project management life cycle model is the possible confusion that may arise from the required extensive documentation. The manager may therefore miss the most important aspects of the management process because of demanded attention by the documentation process and the documented information. Loss of creativity in a project is another risk that is associated with the Rapid Linear PMLC model and arises from the rigid scope of the model that reduces the project manager and project team members to instruments for implementing designed processes rather than creative resources for improving project process and products. The associated complications in disintegrating project functions are another risk of the model and may lead to mistakes and inaccuracies in project implementation (Wysocki 28; Wysocki n.p.). The model’s swim lane operational approach also identifies risks of ineffectiveness and excessive wastes in event of paralyzed process in one lane. Concurrent implementation of process may also lead to wasted resources is one phase fails. Under the linear model, such a failure would mitigate losses by suspending subsequent processes but such measures may not be possible because other processes in the rapid model will be underway. Reliance on same personnel for operating the different phases of a project, in the rapid model, is another risk factor because personnel may be held up in one department and fails to attend to an emergency in another department. The tight schedule of the model that seeks to complete a project within the shortest time possible also poses the

Employee testing project Assignment Example | Topics and Well Written Essays - 2500 words

Employee testing project - Assignment Example Performance assessment test can be carried out at organizational or individual level. In regards to organization, Performance assessment test requires strategic plan of the firm to layout goals, objectives and mission in a certain period of time (Anne and Sheldon, 19). Mostly, performance assessment test is carried out especially when the Organization wants to determine their progress with respect to realizing its goals and objective and to have right indicator of workers knowledge and abilities. More importantly, performance assessment test can provide indicators for improving instruction and increasing human resource productivity. This is mainly achieved through enhancement of human resource understanding of their roles specifically after successful performance testing (Anne and Sheldon, 31). Successful performance assessment test is characterized by positive changes in worker relations, their ability and effectiveness improves and improvement of overall performance customer servic e and teamwork. Performance testing also lessens business costs by identifying right workers for training, promotions, and hiring. For example, the figure below represents an employee performance evaluation form for Apple Inc. B. Employee strengths and accomplishments: Include those which are relevant during this evaluation period. This should be related to performance or behavioral aspects you appreciated in their performance. Cognitive ability tests typically use questions or problems to measure ability to learn quickly, reading logic, and reasoning. Cognitive ability tests also utilize other mental abilities that are so crucial in achieving aims and goals of different organizations. Cognitive ability tests evaluates an individual’s potential to solve job-related constraints by providing information about their mental abilities; such as verbal or mathematical reasoning and other potentials like speed in recognizing letters of the alphabet. Although the

Curriculum Review Project Assignment Example | Topics and Well Written Essays - 1250 words

Curriculum Review Project - Assignment Example The curriculum map acts as a tool for enhancement of communication within the parents and communities in connection to the curriculum and everything that is covered by the teacher. This possible as the curriculum map provides forums where parents and teachers can meet and discuss the teaching progress. Education experts have acknowledged that this process is yielding better results since parents and the community feel they are part of the teaching strategy. When a teacher is choosing a lesson topic, he can utilize the curriculum map by gathering data on what the topic entails. The teacher then critically analyzes the information and then combines the group review after which the he decides on the areas that can be revised immediately (Hale, 2008). The changes and extensions in the curriculum map offers students with the appropriate channels for getting the contents. This helps in development of the teaching materials for equipping the students with the necessary skills. Diverse learning methods and abilities may also contribute to how learners demonstrate they have mastery of ideas. The curriculum map will incorporate diverse activities for different levels and learning methods. The goal to differentia technique is getting to identify how students can present their learning to meet the essential specific needs (Kallick, 2009). The critical role of the curriculum mapping is to design a curriculum that will that will consider the choices of young people on their learning so that they prepare for unknown future (Lyle, 2006). Curriculum mapping should identify gaps, misalignments and redundancies in the curriculum and instructional program. The aim for this is to support the work of the teachers and assist the learners. Curriculum planning has also helped in reducing bulk and crowding in the curriculum. The process of curriculum planning entails the recording of curriculum data that points out the centre skills and the content taught

Family Business Research Proposal Example | Topics and Well Written Essays - 250 words

Family Business - Research Proposal Example But it is very normal for governance issues to arise in a family business every now and then because a family business, like all other non-family businesses, involve more or less the same issues like personalities, passions, power, deadlines, resources, supervisors and subordinates. Conflicts can be avoided and resolved if arise because of good governance strategies that govern not only the business but also the family that runs that business. Many large and medium sized family businesses are running in the Middle East today that contribute a great percentage of GDP to the region. But most businesses survive only until the third generation and very few pass on to the fourth generation because of generational conflicts and difference of opinions and perspectives between the elders and the youngsters of the coming generations. Hypothesis: Governance issues bring bad reputation to the organization and are the main cause of splitting up or failure of a business that was running smoothly and earning large profits before the dispute.

Human Resource Management Functions Assignment Example | Topics and Well Written Essays - 1250 words

Human Resource Management Functions - Assignment Example In the next section, this paper will further investigate why human resource management is currently considered so important in attaining superior business performance. After the discussion, it will briefly outline the main functions of human resource management and how these are applied in real world. The role of the workforce in the success or even mere survival of a business organization cannot be overstated. The old clich which states that "people is our most valuable asset" will not probably met disagreement with any manager in this competitive business environment. This is further emphasized by Bullinger, president of the Fraunhofer-Gesellschaft1 by stating that employees are a company's best assets together with their knowledge, abilities, creativity and commitment. He further asserted that the competitiveness of a business organization is highly correlated with the company's highly trained, creative, and motivated employees. John Purcell further highlighted the importance of employees in his research which emphasized the huge role played by the company's workforce as "strategic partners." This research strongly supports the highly economist viewpoint of Grant (2002: 219) of "aligning employees with organizational goals." Schuler and Jackson (1987) gave a more precise description on how management should "align" their workforce to support the company crafted strategy. Their conclusion was: If management chooses a competitive strategy of differentiation through product innovation, this would call for high levels of creative, risk-orientated and cooperative behaviour. The company's HR practices would therefore need to emphasise "selecting highly skilled individuals, giving employees more discretion, using minimal controls, making greater investment in human resources, providing more resources for experimentation, allowing and even rewarding failure and appraising performance for its long run implications" - on the other hand if management wants to pursue cost leadership (the model) suggests designing jobs which are fairly repetitive, training workers as little as is practical, cutting staff numbers to the minimum and rewarding high output and predictable behaviour. (Boxall and Purcell 2003:53-4) The importance of human resource management therefore can be traced back on the essential role that the workforce plays in the company. As this paper showed above, current researchers highlight employees as on of the competitive advantages in realizing the objectives of an organization. However, a deeper analysis will also reveal the great function of management to turn employees into "most valuable assets" and "strategic partners" thus, the key purpose of human resource management. So, what activities should be performed by the human resource department to produce highly productive employees Functions of Human Resource Management The Economist (2002) recognizes the changing role of HR leaders due to the rapid change in the business climate and environment faced by industry players. This also implies the changing function of the HRM in shaping their employees-from the "psychological contract, rewarding employee loyalty with personal development, financial progression, and job security" to the "boundary less

Factors that Triggered the Collapse of Communism in Poland in 1989 Essay

Factors that Triggered the Collapse of Communism in Poland in 1989 - Essay Example The economy, politics, cultural and social lives were controlled by the state, which did not allow the establishment of free enterprise. Agriculture was conducted collectively. The system was fully totalitarian with the state controlling all aspects of life. The regime used propaganda to pressurize the people to accepting the policies concerning social issues such as marriage and child bearing. Under communism, it was not easy to divorce, and abortion was illegal. This was not welcome for to the people since they were denied a chance to make their own choice concerning private life. Social education in schools was controlled by the regime in order to ensure that the information that was offered in schools was in line with the communist policies regarding social life. Fees in the upper classes had been designed to reduce the number of children who could go for higher education since only some parents could afford it. The government ensured that important information about it was kept away from the public (Ka-Loc Chan K pp. 66-71). One of the major factors that led to the collapse of communism in Poland was the method which the regime used to govern. Intimidation and force were the common ways that were used on the people, and therefore communism could never get support from the majority. This was a political failure that caused the decline. This is because generally, a political party that lacks public support is politically weak. The failure was amplified by the fact that communism adopted an undemocratic ways of acquiring power and continued using them to enhance its stay in power. The labor strike of 1980 formed the beginning of anti-communism in Poland. This was facilitated by the formation of the trade union whose members were drawn the anti-communist leftists and from the Roman Catholic Church, as some of the members of the Solidarity (The Daily News - September 1981). The union became strong due to the support by rebellious

Critical Commentary on 'The Coming of the White People' Essay

Critical Commentary on 'The Coming of the White People' - Essay Example As Harris reports, the Bolivian people love to believe that the decisive periods are ‘before the Spanish, colonial rule, and the republican period’ (ibid). According to Harris (1995), this Euro-centric history of most colonial nations had its origin from the concepts of rationality and order associated with the European modernism and consequent self-image Europeans developed. This high self-image had a very serious impact on the cultures and places they conquered. One such reason is that it is the coming of the colonial government that made many colonies understand the importance of written documents. For example, the scholar points out that works like ‘Europe and the people without history’ are totally centered around the way the coming of Europeans brought the previously autonomous populations into the European world system (ibid). Another point as put forward by Harris is that the process of colonisation had the same effect on both the Europeans and the c olonies. In other words, the same has been mythologised in both the places. It is pointed out by Harris that Columbus was a great mythologist who knew very well how to prepare influential interpretations of the voyages he made. Moreover, such explorers like Thomas Cook and Columbus associated their explorations with the achievement of a new spirit associated with either Enlightenment or Renaissance. One can see that this claim gains support from Obeysekere (1997, p. 79). Moreover, the works tries to identify the way many colonies consider Europeans as god-like figures. The first argument put forward by the scholar is that in many cases, it was the self-image of the Europeans themselves that was reflected in their own reflections of history. For example, the scholar points out the story behind the way Captain Cook was considered as god by Hawaiians. While European historians still love to proclaim that Hawaiians identified Cook with their deity Lono, it becomes evident from other acc ounts that Europeans were predisposed to the belief that they would be treated as gods by the natives. For example, even during the voyage, Columbus speculated that the new people might treat them as gods. Thus, even when Cook was killed by the natives, the same kind of European interest in depicting themselves as god-like figures came into play. In fact, this version of history is enforced by the Europeans on the world because at that point of time, written documents were almost entirely the provenance of Europeans. This point is supported by Sahlins (1995, p. 9). Very similar cases are reported by the scholar (Harris, 1995) in the case of Mexico and the encounter of Pizarro with King Atahualpa. In the first instance, Cortes’ arrival in Mexico was considered as the fulfillment of a prophecy related to the return of god Quetzalcoatl. It is point out by the scholar that evidently, Cortes made use of this prophecy and actively encouraged it to become a myth. In fact, very simil ar was the case of King Atahualpa. When the Spanish came under the leadership of Pizarro, the king Atahualpa felt that Viracocha had come. Admittedly it is even now common in that part of the world. While some historians like Sarmiento (1572) report that the king and his people considered Pizarro as Viracocha, people like Acosta (1590) go one step further ahead and claim that the natives called the Spanish Viracochas because they believed they

Quantitative research Essay Example for Free

Quantitative research Essay Isaac and Michael described quantitative research as allowing the researcher to formulate research questions or hypotheses and then to test each under controlled conditions. They decided its greatest merit is the convincing nature of hard data collected that can speak for itself (1974, 354-355). PROCEDURES To conduct this study, the following actions will be taken regarding each of the objectives: First objective: To identify and report the desired behaviors required for future Christian education leaders. 1. The literature of the field will be reviewed in the following areas: (a) Biblical context, (b) Church History, and (c) contemporary ministry. 2. The findings of the literature will be reported in chapter 2. Second objective: To validate the behaviors identified in the literature review. In order for the inventory of behaviors to be comprehensive, Flanagan stated that it is necessary to obtain a sufficiently representative sample (1949, 343). a) The degree of mutuality existing among the behaviors reported will be identified with respect to the different clusters. b) The number of behaviors will continue to be reduced by combining similar behaviors and writing new descriptions without regard for specific categories. c) The final inventory of administrative behaviors will be produced by the researcher. 2. The findings of the inventory of behaviors will be reported in chapter 3. Third objective: To make appropriate recommendations on the selection and training of future education administrators. 1. The study, including the findings of objectives 1 and 2 will be reviewed and summarized. 2. Appropriate conclusions will be drawn. 3. Specific recommendation which emerge from the study will be made, including suggestions for utilization of the competency areas recommended by the study, and suggestions for further research. 4. The summary, conclusions, and recommendation including check list will be reported in chapter 4. ORGANIZATION OF THE STUDY The study will be organized into four chapters in accordance with the Action Research, as table 1 displays. TABLE 1 Organization of the study based on action research Action Research Steps Chapters 1 2 3 4 Planning/Conceptualization X Fact Finding X X X Evaluation X Chapter 1 has stated the problem and purpose, explained the importance of the study, and stated the method. Chapter 2 will survey the literature to identify and report behaviors required to effectively analyze the characteristics of the church leaders, church members and surrounding neighborhood. Chapter 3 will report the validated behaviors for the role of the church. Chapter 4 will review and summarized the study, offer appropriate conclusion and discuss recommendations for change and future study. CHAPTER 2 CHARACTERISTICS We expect every church planter either black or white to be a good leader. Everyone else who knows about leader and his ministry, even including his group people expect it too. This is truly right no matter who a church planter is, may be any man or woman, may be a minister having both in church and outside of the church jobs. He may be a permanent pastor. Every church planter must enquire about his personality by self-questioning in such a personal way so that obtaining answers can help him to be sure about his decision and can help him to find out his true calling these answer can also help planter to know his future as a leader of his group. Our own understanding taught us about good leaders and leadership which we learned by working with different leaders. These leaders are the ones that people have known, read or watched about them. A successful leader has four elements including organization second program third morale and forth leadership. The greatest of four is leadership. Although morale is condition of mind and character that shows the person is brave. It also includes ability to do things with full trust on your self. The organizational element is based on morale followers; program of a church goes where the leadership goes. People have studied different kinds of leaders in secular history and in the Bible. The Lord Jesus Christ is their example as a true leader in Christian service. In the Bible God chose many people as leaders in His work for example Abraham, Noah, Nehemiah, Joseph, Paul and Daniel. Whenever the God leads anyone to think, about going into the Christian ministry he must look for a person who could demonstrate Him, what His person really used to be. A question also rises of what does God require of that person as His leader? And what it takes to be a good leader? The needed qualities of a Christian leader or a church planter should be as the Joseph had he even became a picture or copy of Jesus Christ. Josephs acts and character were good qualities for a church leader any church leader with these characteristics will definitely have success. â€Å"It is vital that counselors who collaborate with African American congregations understand that titles and the values assigned to them can be very important in the Black church and within many African American families. Counselors who do not use the formal titles of ministers, church leaders, older church members, and members who have earned doctoral degrees run the risk of hampered rapport. † (2005, 147) The God selected some of His people to be prophets, apostles, pastors, missionaries, and teachers, so that His people would be taught to serve and would become strong. This will carry on until we are united on accepting the Son of God by our faith. All the church has realized the need for leadership; they spend a big part of their life with the life of the church. People often think about the job of church leaders without attempting to connect their roles to the nature and purpose of the church. It means that church leaders become functionaries rather than ministers and become organization maintainers rather than church mission leader. But true black church leader as a person is that who uses his gifts to facilitate others in ministry, and then making suggestions and observations for implications to church.

Sleep is a facilitator of information processing

Sleep is a facilitator of information processing The human body and mind are constantly subjected to stressors and new stimuli during the course of a day. Sleeping is crucial for coping with such as it nourishes the bodies need for physiological rest and repair after such stress, and also simultaneously facilitates crucial information processing in the mind. In fact, sleep is one of the most essential functions of the human body. The unconscious information processing that takes place during sleep plays a significant role in cognitive information processes such as memory and learning. Essentially, during sleep the mind integrates new information acquired during the previous day into memory and processes it by making necessary connections. The culmination point of these unconscious information processes seems to be in rapid eye movement sleep (REM-sleep) as brain activity is at its height during this phase of sleep. The activation during REM-sleep resembles that of a conscious state. Also, sleep research has shown that the majority of complex dreaming occurs during REM-sleep (Revonsuo, 1996, 277). However, the exact function of dreams is unknown. Even so, dreams are often a repetition of influential experiences and feelings from the previous day and therefore seem to be linked to information processing that takes place (Partinen, 2007, 18). Consequently, it would seem safe to conclude that REM-sleep has some role in unconscious information processing. Yet, there is a great amount of controversy within the scientific and psychological community regarding the role of REM-sleep in cognitive information processing. One view suggests that REM-sleep is merely a mechanism used by the brain to assist in recovery from sleep by retaining necessary activation levels in the central nervous system (Vertes, 2000, 876), whereas others find that REM-sleep is clearly connected to information processes such as learning, threat-response and problem solving. Hence, the focus of this essay is to investigate the relationship between REM-sleep and cognitive information processes. The research question of this essay is: To what extent does REM-sleep entail cognitive information processing? 1.1 Phases of sleep Sleep can be divided into REM-sleep and four phases of non-REM sleep (NREM). The first and second phases of NREM are the closest to a fully awake state, and the third and the fourth phases are the least conscious phases of deep sleep. It is hypothesised that NREM-sleep is in fact the restoring phase of sleep as metabolism is comparatively low in NREM-sleep in comparison to a conscious state (Revonsuo, 1996, 277). Interestingly, there is relatively little brain activation in NREM-sleep, actually sleep research has shown that there are often only simple dreamlike experiences in NREM-sleep and sometimes more complicated dream experiences. In fact, over half of the participants in dream researches, awoken in the deepest phases of NREM-sleep do not recall any dreams. Moreover, in between these phases of NREM-sleep there are several phases of REM-sleep. Brain activation in these phases resembles that of a conscious state i.e. high frequency beta and gamma waves similar to those found in a conscious state of mind are visible in EEG scans of sleep research participants during REM-phase sleep. Furthermore, participants woken from REM-sleep almost always recall event rich dreams (Revonsuo, 1996, 277). However, sleep research can only reach so far in terms of understanding the processing that takes place in sleep. Data is usually obtained through either physiological measurements or dream journals (Hobs on, 2002, 7). This significantly affects the depth of the scientific understanding that can be gained. As physiological measurements tend to be quite superficial, whereas journals are often either incomplete or lacking in objectivity. In any case, there seems to be a large amount of information processing that takes place unconsciously. The difference between NREM-sleep and REM-sleep can be attributed to the type of information processing that takes place. It is thought that NREM-sleep involves relatively passive encoding of memories from the hippocampus to long-term memory. On the contrary, REM-sleep is thought to involve processing of procedural and emotional memory, which shows in dream content and vibrancy (Partinen, 2007, 40). It might be the case that dreams are not present at all in deeper NREM-sleep as the brain activity is relatively low. Information processing Cognitive psychology focuses on understanding the how the mind processes information. Behaviourism Cognitive psychology is concerned with information processes in the mind such as memory, learning, problem solving, and perception (Bourne, 1986, 30). Even so, cognitive psychologists have only recently have come to accept the importance of unconscious processes, namely the importance of sleep time unconscious processes for cognitive information processing (Shevrin, 1996, 2). In reality, cognitive information processing takes a relatively long time. Essentially, for any new information to have an effect on the human mind the information needs to first be perceived by the sensory system; eyes, ears, or the skin. Some type of change has to be first registered and only then can any further information processing take place. This further processing can happen immediately, but it is more often than not the case that the stimulus is gone before any conclusions can be drawn (Bourne, 1986, 12). Therefore, memory plays a key role in information processing as we often have to rely on it to draw any conclusions. The multi-store memory model suggested by Atkinson and Shiffrin in 1968 gives a relatively accurate model of cognitive information processing. It suggests that memory can be split into three phases sensory, short-term memory, and long-term-memory. Information moves between the different types of memory through rehearsal and retrieval. However, the model has been subjected to critique over being too simplistic in terms of transfer between the different types of memory. In fact, the model relies solely on rehearsal as a means of transfer ignoring the importance of effort and strategies used by an individual (Hill, 2001, 106). In particular, the multi-store memory model works on the principal that information is processed as it is given attention to. Naturally, as new stimulus are constantly entering the mind and the sensory organs, while in a conscious state of mind, the mind can only give attention to so many things and is often preoccupied in the processing and storing of new more prominent information. Therefore, it would seem logical that as there is little time during the conscious period to process all the information entering the brain during the day, that is most information processing actually happens during some other time, namely during sleep. Theories of dream function Dream research is essential to the study of sleep time unconscious information processes as it provides a view into any processing that takes place during sleep. However, the exact function of dreams is difficult to determine. Some psychologists and the general public alike would like to think that dreams are meaningful in themselves. Conversely, the activation synthesis dream hypothesis suggests that dreams might just be derivatives of the neuron activation during sleep (Hobson, 2002, 71). Either way dreams appear to be of significance in terms of study of REM-sleep information processing, since dream-experiences are most common in REM-sleep (Revonsuo, 1996, 277). The psychoanalytic level of analysis is largely based around Freuds theory of personality and dream theory. The primary theory on dream function presented by Freud was that of wish fulfilment i.e. dreams are disguised expressions of unconscious desires and impulses (Tulonen, 2008, 56). However, Freuds theory is largely without empirical evidence as it is based on case studies that he conducted himself, in spite of this, his theory seems to suggest that dreams have a meaningful content and therefore there is some type of information processing that occurs during sleep. However, perhaps the most widely accepted theory is the reprogramming dream theory. The proposal made is that dreams are necessary for the brain to process new information and make necessary connections. The brain also works to remove any excess unnecessary information from memory during dreams (Tulonen, 2008, 55). This theory also supports the idea that there is information processing during sleep and more specifically during the REM-phase of sleep. Information processing during REM-sleep Learning processes in REM-sleep Learning is undoubtedly one of the most important cognitive information processes as it entails a number of other information processes e.g. perception, problem solving, and memory. Learning can take place through a number of pathways and constitute anything from a simple learned motor function to understanding of abstract scientific concepts. Therefore, a distinction should be made between repetitive learned motor function and information that is consciously and deliberately learned, understood, and stored in memory i.e. factual or semantic information. That is, procedural and declarative memory respectively. More in depth, learning is a compilation of different cognitive processes i.e. perception, memory, and problem solving. There are a number of models that conceptualise the learning process. For instance, David Kolbs experiential learning model identifies four stages of the learning cycle: concrete experimentation, reflection, abstract conceptualisation, and active experimentation. Concrete- and active experimentation involve learning from experience, whereas reflection and abstract conceptualisation involve inferring based on memory of past experience (Kolb in Sternberg, 2000, 227). The reprogramming theory of sleep suggests that different phases of sleep are of central importance for processing and interconnecting of memories i.e. reflection and abstract conceptualisation, and therefore achieving learning (Tulonen, 2008, 55). 2.1.1 Early brain development REM-sleep information processing is central to learning and development from the very onset of brain activity in a foetus. The human foetus spends around 16 hours a day in rapid-eye movement sleep. This is necessary for brain growth as REM-sleep involves high brain activity and continuous neuron stimulation creating new links in the cortex (Hobson, 2002, 76). Furthermore, a similar phenomenon is also present after birth, that is, the amount of REM sleep for an infant is unusually large; around 8 hours whereas by adulthood this declines to at most 2 hours per night (Partinen, 2007, 43). Majid Mirmiran conducted an experiment on the functional significance of REM-sleep in relation to infant rat development, which showed how essential REM-sleep is for early development. In the study infant rats were deprived of REM-sleep by interfering with monoamines in the brain from 1 week of age to 3 weeks of age. The rats were then tested as adults and compared with normal rats. Unsurprisingly the rats were severely affected and the findings showed that the deprived rats had hyperactivity, hyperanxiety, attentional distractability, reduced sexual performance, and reduced cerebral cortical size in comparison to control rats (Mirmiran, 1986, 283). Without a doubt the findings are limited in how much they can be generalized to human infants and foetuses. However, the same research could not have been carried out on human infants without raising serious ethical issues. In any case, the research clearly exemplifies the importance of REM-sleep for brain development in early life of a m ammal. 2.1.2 Memory consolidation Not only is REM-sleep necessary for infant development and learning, but its also essential in learning new skills regardless of age. For instance, visual recognition of different objects is a process that is learned from very early on in life. The importance of REM-sleep for forming procedural memories necessary for learning a visual recognition task is illustrated by a study conducted by Karni et al. on sleep deprivation. The study showed that performance in a given visual discrimination task improved significantly over a single night of sleep, whereas when participants were selectively deprived REM-sleep there was no significant performance gain. Moreover, when participants were deprived of NREM-sleep the performance gain remained unaffected (Karni, 1994, 679). The reliability of Karnis study is relatively high as it demonstrates that the given task is unaffected by NREM deprivation and will improve over a single nights sleep, whereas other studies are not as clear and may have been affected by the stressfulness of the sleep deprivation procedure. Furthermore, Stickgold et al. attained similar results in a more recent study on visual discrimination and REM-deprivation (Stickgold, 2000, 1237). In any case, sleep deprivation is a very stressful procedure and has a great impact on the validity of any research. However, REM-sleep seems to be clearly important for developing of procedural memory. The significance of REM-sleep for developing procedural memory and visual recognition skills may be one reason for unusually large amounts of REM-sleep in infancy. It may even be the case that without REM-sleep an infant may be unable to develop a consciousness and perceptual and motor skills. However, currently there is little evidence available for su ch. Conversely, there are several researches that refute the role of REM-sleep in procedural memory consolidation. For instance, a recent research conducted by Genzel et al. on REM-sleep and slow-wave NREM-sleep deprivation showed that neither procedural memory nor declarative memory seems to be affected by REM-sleep or deep NREM-sleep awakenings. However, the task used to test procedural memory was a motor task requiring finger tapping, whereas declarative memory was tested by recall of word lists. It may be possible that different types of memory are processed in different phases of sleeps. In fact, the conclusion reached by the researchers is that declarative memory consolidation takes place in stage two NREM-sleep and that simple motor tasks are processed in stage two NREM-sleep or require very little REM-sleep (Genzel, 2009, 302-304). However, the sample size was relatively small in this research (n=12) so further research is necessary to establish any firm conclusions on declarativ e memory consolidation. The role of sleep in declarative memory consolidation was first demonstrated by Jenkins and Dallenbach (1924). The participants of the experiment were asked to learn non-sense syllable lists after which they either went to sleep or continued awake. Recall was then tested at one hour intervals. When the results for the sleeping condition were compared with the waking condition it was found that after eight hours; 6 times more non-sense syllables were remembered in the sleeping condition (Jenkins in Bourne, 1986, 104). However, the sample consisted of only two participants so the findings are very limited in how much they can be generalised. Nevertheless, further research into the area has shown that at least some consolidation of declarative memories takes place in sleep, namely in phase slow wave NREM-sleep (Stickgold, 2005, 1275). However, REM-sleep seems to be of little importance to declarative memory consolidation. Cohen even (1979) went as far as to claim that the dreaming that takes place in REM-sleep interferes with memory consolidation (Cohen in Bourne, 1986, 105). However, the sleep phase in which memories are consolidated does not only depend on the type of memory i.e. declarative or procedural, but also it seems to be dependent on emotional content. As mentioned earlier, REM-sleep seems to be related to processing of emotional memories (Partinen, 2007, 40). That is, if a memory has emotional context then it is likely that it is processed in REM-sleep. For example, a study conducted by Wagner et al. gave clear empirical support for processing of emotional declarative memories in REM-sleep. The study showed that retention of emotional texts was significantly improved in comparison neutral texts over a period of late-night sleep. Similar effects were not found in early-night sleep, which consists mainly of NREM-sleep, whereas, in late night-sleep REM is predominant. In fact, earlier studies have shown that REM-sleep shows increased activation of the amygdala, which is associated with processing of emotional memories (Wagner, 2001, 112-113). Wha ts more, is that the study avoids adverse effects of deprivation and is therefore more reliable than studies conducted using sleep deprivation. In other words, REM-sleep is of some importance in terms of processing of emotional content even though other studies have shown that REM-sleep is not significantly involved in consolidation of non-emotional declarative memories. Creative problem solving in REM-sleep Problem solving in relation to REM-sleep, anagram problem solving Walker MP, Liston C, Hobson JA, Stickgold R. (2002). http://www.sciencedaily.com/releases/2009/06/090608182421.htm creative problem solving enhanced by REM Dreams as information processing vessels Dreams are often considered to be deficient of cognitive activity; however, several studies have shown that this is not necessarily true. The threat simulation dream theory presented by Antti Revonsuo suggests that evolutionary success depends on successful threat response, which is rehearsed in the relative safety of dreams. Revonsuo suggests that the mind actively generates dreams, which are comprised of threatening events in different combinations. These dreams are often repeated over several nights in order to develop and maintain threat response capabilities (Revonsuo, 2000, 482). Empirical support for the threat simulation dream theory comes from dream content analysis studies. For instance, a study conducted by Valli et al. found that threatening events are overrepresented in dreams in comparison to actual number of threatening events experienced when awake. Also, the events experienced in dreams were often very realistic and focused on to the dream self i.e. the self is often actively engaged in combating these threatening events in the dreams (Valli, 2000, 491). Clearly, if dreams are merely a repercussion of neuron activation during REM-sleep, as suggested by the activation-synthesis hypothesis, then its quite likely that dream content would be disorganized and incoherent. Conversely, Vallis content analysis suggests that the mind actively engages in coherent rehearsal of threat response. However, the study was conducted by a dream journal method, where the participants record their own dreams after a night of sleep. This raises questions of validity and objectivity. Even so, the study not only indicates that there is clear support for Revonsuos threat simulation theory, but it also indicates that the mind processes information through dreams in REM-sleep. Furthermore, there is evidence that during dreams the mind engages actively engages in self-reflection i.e. becomes aware of ones own thoughts and actions. Research has shown this to be beneficial to mental health. For example, recently Kontkanen showed that dreaming is helpful in trauma coping for children. Kontkanen conducted a dream content analysis on traumatised Palestinian children aged 5-17 and children, of the same age, living in normal conditions. High levels of self-reflection and self-awareness were found to be beneficial to the mental health of the traumatised Palestinian children. In the control group high levels of self-reflection in dreams were found to be dysfunctional. However, several individual with high levels of self-reflection in the control group, conversely, showed symptoms of poor mental health. Consequently, Kontkanen suggests that self-reflection processing in dreams should increase and diminish according to need in order to maintain good mental health (Kon tkanen, 2000, 523-524). Surely, the dream journal method used in the study has its limitations and there is also doubt whether results gathered from children can be generalised to adults as such processing might also be attributed to development. Nevertheless, the study points at the necessity of dreams in cognitive information processing and mental health. Conclusions Draw conclusions based on presented evidence, on how necessary is REM-sleep for cognitive information processing.

Change Management in an Organisation

Change Management in an Organisation The assignment focuses on the outcomes of the study of the module-Organizational Behaviour which deals with the importance of the organizational principles in any company linked to its success in long run. I have focused myself to study the Case of BHARAT PETROLEUM COMPANY LIMITED in reference to change of organisation structure bringing in success. Though the objective of the study is to analyse the organisation in the context of dynamics of change affecting its very functioning with respect of organizational issues, the limitation of the study is inability to take up all issues considering organisation behaviour. In 1952 two different companies Shell Petroleum Company and Burmah Oil Company, UK signed an agreement with the Indian Government to prepare a new refinery in Mumbai and the name of the refinery was Burmah Oil Refineries Ltd. In 1957 it started and worked in a proper flow, In 1976 Indian Government changed their policy and nationalized the petroleum industry. Indian Government acquired the complete equity in Burmah Oil Refineries Ltd and changed from Burmah Oil Refineries Ltd to Bharat Refineries Ltd. In 1977 the Indian Government again changed its name to Bharat Petroleum Corporation Ltd. (BPCL). Industry Environment Indian governments acquired BPCL in 1970 in the act of nationalisation arrangement of Indian governments. In 1991 It was monitored and under the supervision of government till economic reorganizations. Government monitored the all the expenses, raw materials and the end products purchase and selling price, manufacture capacity, uses of the raw materials, circulation, and what is the return on investment were monitored by the government. Three main combined marketing and purifying companies were there at that time and many small and independent companies were supplying their product to these companies. Government improved their strategy for work and enlarged the distribution network in all over the country, like setup new retail outlets to reduce the competition along with their competitor. Privatization As a part of the ongoing economic reforms the government was actively pursuing privatization of the public sector companies. A couple of senior managers state Privatization is a slight that will happen. One cant bother too much about the future without knowing what is going to happen. It is inevitable and we cant do about it. We dont know what will happen to BPCL and us. Tomorrow we may not exist as BPCL. We might become a part of Shell or Reliance or some other organization. The impeding competition as well as the uncertainty of existence in the present form created anxiety in the organization across all levels. Some considered it to be an opportunity where as others considered it as a let down by the government and the organization. The organization initiated numerous changes in order to transform itself to face the future competition. Initiation of the Restructuring Process The initiation for restructuring the organization was by the personal initiative of the CMD Mr. U Sundararajan. He had earlier been appointed by the government to study the petroleum industry in other countries as a preamble for deregulation. He had formed a cross well-designed team for studying the effectiveness of the models followed by different countries. Mr. Sundararajan and the team studied more than two hundred books and numerous articles on deregulation, oil industry and best practices. Mr. Sundararajan realized the inability of his organization to compete with MNCs with deregulation. He started the reorganization process through discussions with the top management, the board and the government The path which BPCL LTD choose to face the competition and initiatives taken in terms of organizational Behaviour has been assessed in this assignment. For the purpose of analyzing the focus was laid down on key aspects of organization behavior which are organizational structure, change of team and organizational culture and climate in terms of Coaches of Organizational Learning which can be correlated to the case. Coaches of Organizational Learning Consultants from Innovation Associates (a subsidiary of ADL) initially trained a group of trainer in systems idea and organizational education. A team of around thirty full time coaches and more than sixty part time coaches were trained in turn by these. These coaches conducted two programs namely Visionary Leadership Planning (VLP) and Foundations of Organisational Learning (FOL). More than six hundred managers have undergone VLP and more than five thousand management and non-management staff have undergone FOL. VLP program is designed to help teams clarify and understand reasons for their unique existence, co-create team aspirations, realistically assess current reality and formulate a Strategy to cover up the gap. The teams identify High Leverage Results they are passionate about and assign responsibilities to a few members with the whole team agreeing to support the process. FOL program is designed to create a common language of learning in organizations. The coaches were instrum ental in creating a non-threatening atmosphere for change and also in providing the inputs on systems thinking and learning organization, enabling effectiveness of the various task forces empowered for quick result changes. One of the trainer states We have applied for instructor education with skeptism. We later realized the importance of systems ideas and organizational education. The first program was a mind opening experience. The inputs on functional silos reflected our organization. Now we are hardcore followers of systems ideas. Communication Communication played a important role during out the change process. A bulletin was promoted that provided usual updates to the whole organization about the visioning exercise, the assessment of current reality, status of the quick fix opportunities and the new structure. In every stage the break through teams had a high level of interaction with the concerned divisions. The informal channel of communication was also taken care of by including community from all realistic constituencies in the change break through teams. A top down approach was used to communicate the change plan with help from the break through team members. One CUSECS member reiterates Communication played a fundamental role in CUSECS project. The common updates through the newsletter and informal communication through the members to their parent departments was useful in updating the whole organization quickly. We identified enablers in each department, people who are opinion shapers and we particularly embattled them. We convinced them first and then asked them to communicate to others about the change Top Management Involvement The CMD was occupied throughout the reorganization process. He communicated his hold to the change activities by personal involvement, and regular appreciation to the change management team and the particular task forces. He played the role of a mentor to the team members. He also interacted with a large number of employees during the visioning, assessment and finishing point stages. Young managers recount stories of his support to the change team, where he gave total freedom to come up with creative ideas and safe guarded them from backlashes from well-known constituencies. Mr. Sundararajan recalls In the prime period I talked to lots of group of people regarding the need for reorganization. The leader has to act not just talk. Lip service will not work for long. If individual says one will take of care of the subordinates then one has to when something happens Change Opportunities for Quick Results During the assessment process, the break through teams identified many opportunities where small changes were likely to produce foremost results. Special task forces for working on the identified opportunities were created and started working in equivalent. The job forces were provided with adequate training and were in constant communication with the break through teams. At one point of time there were more than six hundred task forces working across the organization on thousands of opportunities identified in the change plan. Market study, brand building, packaging, operational efficiency of plants, correct quantity and quality of products, cash collections, and safety are some areas where task forces worked to produce quick results. Creating a Shared Vision The visioning exercise was conducted to develop clarity and common understanding about the potential of the association. The visioning work out started with the panel. The exercise was extended across the company in a escalation approach flowing from the top management to the junior management facilitated by internal experts trained particularly for the same. The core of the vision as articulated by the organizational members across the organization is given below. Be the BEST Establish first class brands and Make the workplace exciting corporate image Improve boundary management Excellent customer care and service Fulfill social responsibilities, to Go for excellent performance and ethical operational efficiency Apply the best technology. Make people a source of improvement Make systems strong and dynamic. Below figure elaborates the nine broad themes in the shared vision of BPCL. The visioning exercise provided an opportunity for articulation of the aspirations of the people. The process brought the whole organization out of lethargy, and increased the energy levels and expectations on persons, teams and the company. Since the vision was iterated throughout the organization, there was greater buy in for the change. One of the managers states We were all amazed that the vision was so much in unison across the organization. It clearly stated that people had great aspirations but never expressed them. This exercise made us realize the possibilities for the future of BPCL. Change Plan Based on the inputs from the shared vision and current reality, a workshop was conducted to develop a change plan. The change plan came to six volumes with over one thousand and six hundred pages. The change plan included the Organizational assessment Well defined corporate values Vision articulated in terms of critical business processes, and Areas of change to achieve the vision Organizational Assessment Current Reality Based on the initial diagnosis by the CUSECS team and the visioning workshop for top management, it was decided that an organization wide assessment exercise would be conducted simultaneously with the shared visioning exercise. Six break through teams were formed. The teams were responsible for assessing the organizational reality in terms of Marketing, Lubricants and Refining Support services and management Logistics processes LPG. The marketing team looked at the customer management processes, product management processes and execution management processes. The refining team compared the effectiveness of the refinery; lube oil processing and LPG plants with the best international players taking into account the machinery age and technology employed. Various performance parameters like crude acquisition, energy consumption, and capital expenditure were assessed. The logistics team also looked at the existing logistics infrastructure, economics of supply and distribution, opportunities for cost reduction, supply points vs. consumption centers, impact of taxes and duty, and comparison with benchmarks and competitors. The LPG team compared the LPG marketing with that of the international and local competitors. The customer base, pricing policies, interface between the customer and marketing and future plans were critically reviewed. The lubricants team analyzed the organizational competitive position in comparison to the competition. It also looked at the packaging, pricing, branding, trade channels, the existing joint venture arrangements, and future plans. The team responsible for support services and management processes evaluated the human resource practices (for example work culture, HR processes, training and development, and appraisal and compensation), the information systems (for example use of different software packages, integration and use of IT), and accounting practices in terms of clarity, speed and cost. The break through teams also assessed the organizational structure in terms of roles and responsibilities, levels and accountability, human resource development in terms of training, appraisal and compensation. Each team interacted with all the stakeholders concerned including the unions, suppliers, distributors, customers, financial institutes, local communities, government officials, and so on. Assessment was carried out in a non- threatening manner, with constant and rich communication of the activities carried out by the break through teams. The assessment exercise created an internal environment for change. The organizational assessment exercise found the following Collective dissatisfaction with the status quo Low customer focus and customer orientation Huge gap between the vision and capabilities to achieve it, and Many opportunities for quick improvement Change Team A change team was formed with twenty-two managers nominated from various functions across levels. The team size grew to thirty as the project progressed. The team members had varied performance records, educational qualifications and experience. The CMD did not believe in giving importance to those with higher degrees over others. His philosophy was to provide an opportunity to average people in an empowered and enabled environment to achieve great results. Mr. Sundararajan says Initially when we formed the change team I asked for nominations from various departments and they nominated all kinds of people. I did not nominate the best mangers in BPCL because I have observed many times in my career, if people are given the right environment and opportunities they would rise up to it. And my faith was not misplaced. These youngsters did a wonderful job. The change project was titled CUSECS for Customer Service Customer Satisfaction. The consultant ADL trained the CUSECS team. The training included topics like negotiations, interpersonal effectiveness, presentations, systems thinking, and best practices. The CUSECS team was provided with all the information and support required to develop skills in diagnosis, change strategy formulation, organization design, and implementation. Those who could not take up the huge workload and stress were requested to leave and join their parent departments. The team conducted a short diagnosis of the organizational issues with facilitation by consultants and made presentations to the top management. One of the CUSECS team members state: We were initially frustrated and unable to understand why ADL wanted us to think through everything ourselves, rather than telling us what is best. Later, we appreciated their approach in enabling us to think and decide for ourselves what is best for the organization. We were trained exhaustively starting from presentation skills, negotiation skills to systems thinking and so on. Designing the New Structure There was a clear consensus among the change management team, top management team and the consultants that the functional structure would not be able to sustain initiatives taken to create the customer centric organization. The obvious solution was to create customer centric strategic business units (SBUs). The change management team with assistance of the consultants considered various options. The redesign process took about a month. The CMD was personally involved in this. To prevent any interference from day to day activities he officially took leave and was present as a resource person. The change team discussed the various choices in structure with all the stakeholders. There were apprehensions among senior managers regarding the new structure and no consensus emerged on the new structure. Politicking and power plays were observed, with each function trying to retain the existing status in terms of power and control. Finally the CMD personally called for a meeting of the functi onal heads and other senior managers. Asking the group to discuss, negotiate and come with a concrete solution acceptable to everyone, he locked the room and waited outside. Finally a design was approved that was acceptable to all. The final structure was not the optimum structure as envisioned by the change team but one acceptable to all the members of the top management team. Implementation The new structure was rolled out in phased manner to ensure effective implementation. The new structure was first implemented in the LPG SBU. Based on the experience, the new design was implemented across the organization with necessary modifications. Further, in each of the proposed SBUs specific regions were identified and the new structure was implemented to verify the smooth functioning before full implementation. Organizational Structure The older structure was functionally organized. There were mainly four functions (refineries, marketing, finance and personnel) each headed by an executive director reporting to the (CMD). Other support departments like corporate affairs, legal, audit, vigilance, coordination and company secretary were directly under the CMD. The Director refinery was in charge of refinery, corporate planning, JV refineries and special projects. Other than corporate finance and marketing finance EDP was also under the Director finance. In marketing, there were different departments for retail, industry, LPG, lubricants and aviation segments. Corporate communication was also under Director meeting. The whole of India was divided into four regions and further into 22 divisions. Each region was headed by a Regional Manager who was in charge of all activities within the region and reported to the Director marketing. Each region had a manager in charge of each of regional personnel, regional engineering, regional industrial customers, regional retail, and regional finance. Regional LPG was under regional industrial customers. The division was the responsibility of the Divisional Manager reporting to the Regional Manager. He had a manager each for sales, operations and engineering. Each of these was responsible for sales, depots and engineering respectively for all the customer segments. Across the marketing function, except for the corporate departments (LPG, industrial customer, etc.) specifically looking after a customer segment, every individual and role is focused on multiple customer segments. For example any strategy addressing the industrial customers originates from the Corporate Department (Industrial Customer), goes via the Director Marketing, Regional Manager, Divisional Manager to the Sales Officer. All of them are responsible for multiple customer segments like retail, LPG, industrial, etc. and deal with different classes of customers. Hence there was very low customer awareness in terms of the unique needs of the different customer segments, with no single individual at the operational level having clarity on any single customer segment. Moreover, the marketing strategy was formulated by people who were far from the customer with very low understanding of the customer they were targeting. The implementers were responsible for diverse customers with a l ow understanding of the logic of these strategies meant for each customer segment. Thus the old structure had created a bottleneck between the strategy formulators and implementers in terms of the regional structure, and between the field staff and the corporate offices and refinery. Activities of a business process are spread out across different functions and levels of hierarchy, engaging many individuals. There was a long chain of non-value adding linkages between any two activities targeting a business / customer. For example, when an industrial customer gives a special order of lubes to the sales officer, the corporate lubes purchases the base oil, plant blends it, SD packs it and the sales officer sells it. The Sales Officer would communicate the order to the Divisional Manager, who passes it on to the Regional Manager. Then the order would be routed to the Corporate Lubes for processing. Everyone involved in the activities of this process belong to different functions and hierarchy levels. This long chain of communication had led to a lack of customer orientation, low awareness of customer needs and expectations and slow response. The New SBU Structure The new structure was focused on the business processes and the customer. The new structure at the top management level is the same. Five SBUs Retail, Lubes, Industry/Commercial, LPG and Aviation are customer centered SBUs and come under the director (marketing). The sixth SBU, Refinery along with two new departments IT Supply Chain and RD are under the director (refineries). Each SBU would have its own HR, IS, finance, logistics, sales, engineering, etc. The number of layers in the organization was reduced to four from six or seven. The major change is the introduction of the territories covering a smaller geographical area and focusing on specific customer segments. In retail SBU the new structure had 669 territories reporting to the four regional offices, where as in the earlier structure there were only 22 divisions which catered to all segments. In other SBUs the regional office was removed and territories were designed to directly report to the SBU heads. Each territory team leader was responsible for sales in the territory only for a specific product. The territory structure was designed to enable the field staff to focus on specific customer segments. Authority was also delegated down the hierarchy and decision making pushed to the lowest possible levels. Decisions earlier taken at the regional level were taken now at the territory level. Further authority was delegated to the role and not the hierarchy level. Administrative offices have been moved to supply locations that consist of 125 terminals for mai n fuels and 35 LPG bottling ones. In LPG SBU head office there are only nine personnel and across the territories even managers at senior positions have been forced to get business. The new design incorporated recalibration of roles and responsibilities and redeployment of more than two thousand people (around one fifth of total employee strength) across the organization. It created new roles at the front effectively using redundant manpower to increase customer interface and interaction. Since the corporate and support functions are now located within the SBUs the new design included lateral linkage mechanisms (see Appendix C). Governance Councils, Process Councils, and Task forces (to address specific organizational issues) were the mechanisms for integrating the different parts of the organization. Some Salient Features of New Structure were Highly empowered work force Decentralized decision making De-linking of authority from hierarchical levels Orientation towards internal and external customers Regular market research and customer surveys Conscious brand building efforts Organizational Structure before redesign Organizational Structure after redesign Conclusion Bharat Petroleum realises that, in the long run, success can only come with a total reorientation and change in approach with the customer as the focal point. Today, Bharat Petroleum is restructured into a Corporate Centre, Strategic Business Units (SBUs) and Shared Services and Entities. From the last many years Bharat Petroleum continues face many challenges of the quickly changing environment. Bharat petroleum make advance and changes their products and services according to the changing environment. In day by day changing in bharat petroleum only one factor has remained unchanged this is Bharat Petroleums employees which are the source of strength and motivation of Bharat Petroleums in their future innovations. Bharat Petroleum wants their employees to understand the complexity of the market, customers requirements, and offer the innovative products to meets the customers requirements. For Bharat Petroleum, promise by its staffs is a critical resource. BPCL believe that only a cheerful worker will place his best result and a good relationship with the customs, Bharat Petroleum deployed and also will plan to implement several steps to make the organisation a great place to work or worker get best organisation environment. Hewitt Associates conducted a survey for Business Today magazine in the January 2001 issue to identify the best employers, and in this survey Bharat Petroleum was one of top ten employers in India. The main motive of the survey was to discover out which companies had really charged the expressive and intellectual energy of their employees. The companies who were in the top list were Hughes, ICICI, P and G, Asian Paints, Hewlett-Packard, HLL, Infosys, LG and Compaq. Bharat Petroleum adopts significant value-based HR methods for growth of individuals and their organisational skills with a assessment to provide them with a competitive edge and also to realise their private vision in tandem with the commercial vision. Bharat Petroleum has been conferred the National HRD Award 2000 by National HRD Network for making Outstanding Contribution to HRD. At the National Petroleum Management Programme (NPMP) on Excellence in Creativity and Innovation (1999-2000), Bharat Petroleum employees bagged all the three awards in the individual category, along with four certificates of recognition in the team category.

The Rain Horse By Ted Hughes Essay -- English Literature

The Rain Horse By Ted Hughes 1. Before he sees the horse, the narrator is feeling confused and angry; "anger against himself for blundering into this mud-trap" As you can see from another word in the sentence, 'blundering', the narrator's anger against himself has made him clumsy, and 'blundering' is a very clumsy word. At this point, the narrator is feeling confused because he cannot decide whether to go round a longer journey, or take a shortcut through a farm. It seems as though he has a bad history with the farmer, because he talks of being called a trespasser; "or shouted at as a trespasser deterred him" 2. The sense of fear and mystery surrounding the horse is given because the writer uses many similes to describe it; "running on its toes like a cat, like a dog up to no good like a nightmarish leopard" Because the horse is far away from him, he can only give a description of its appearance, and he can not know any more, this is what gives the horse a sense of mystery and wonder. 3. As the man sits in the wood, covered by his coat, the rain seem... The Rain Horse By Ted Hughes Essay -- English Literature The Rain Horse By Ted Hughes 1. Before he sees the horse, the narrator is feeling confused and angry; "anger against himself for blundering into this mud-trap" As you can see from another word in the sentence, 'blundering', the narrator's anger against himself has made him clumsy, and 'blundering' is a very clumsy word. At this point, the narrator is feeling confused because he cannot decide whether to go round a longer journey, or take a shortcut through a farm. It seems as though he has a bad history with the farmer, because he talks of being called a trespasser; "or shouted at as a trespasser deterred him" 2. The sense of fear and mystery surrounding the horse is given because the writer uses many similes to describe it; "running on its toes like a cat, like a dog up to no good like a nightmarish leopard" Because the horse is far away from him, he can only give a description of its appearance, and he can not know any more, this is what gives the horse a sense of mystery and wonder. 3. As the man sits in the wood, covered by his coat, the rain seem...

About Simian Virus 40 (SV40) Essay -- Immunology, Diseases

Simian virus 40 (SV40) is a monkey virus that was introduced into the human population by contaminated poliovaccines. The vaccines were produced in SV40 infected monkey cells between 1955 and 1963. The site of latent infection in humans is not known but the presence of SV40 in urine suggests the kidney as a possible site of latency. SV40 is a small DNA virus that is studied extensively because it is able to transform and immortalize multiple cell types (Ozer 2000, Saenz-Robles et al. 2001). Polyoma viruses infect mammals causing tumors and cancer. Similarly to polyoma viruses, SV40 contains a DNA that is associated with histones in a circular complex containing 20- 22 nucleosomes (Varshavsky et al., 1977). SV40 DNA is located in a 50 nm capsid which is composed of homopentameters of the major capsid protein, VP1 (43 kilo Daltons) associated with one of the minor structural proteins VP2 or VP3. Under physiological salt and pH conditions, VP1 alone remains disassociated, and at pH 5, it assembles into tubular structures. Between pH 4 and pH 7, VP2 allows the VP1 pentameters to assemble in spherical particles and incorporates VP1. Furthermore, the virus has an icosahedral symmetry and contains 72 pentameters (Liddington et al., 1991). Figure 1shows the proposed structure of SV40 DNA and the length of each region within the virus. The diagram highlights the arrangement of the early and late regions. Furthermore, it shows the clockwise and counter clockwise symmetry of the large T antigen (TAg), small T antigen (tag), and the major capsid proteins within the virus. Figure 1: diagram of the SV40 virus genome. In 1989, Fogleman et al. analyzed the uncoating and penetration of Simian virus (SV 40). It uses the ganglioside... ... Takahashi, Y., et al. â€Å"Analysis of Promoter binding by the E2F and pRB Families In Vivo: Distinct E2F Proteins Mediate Activation and Repression.† Genes 14 (2000): 804-816. Tà ¼rler, Hans, and Consuelo Salomon. "Simian Virus 40 as a Vector: Recombinant Viruses Expressing Individual Polyoma T Antigens." Virus research 54.2 (1998): 133-45. . Varshavsky, A.J., et al. â€Å"Compact form of SV40 Viral Minichromosome is Resistant to Nuclease: Possible Implications for Chromatin Structure.† Nucleic acids research 4 (1977): 3303-3325. Vilchez, R.A. â€Å"Association between Simian Virus 40 and non-Hodgkin Lymphoma.† Lancet 359 (2002): 817-823. Wang, Chih-Hung, et al. "Simian Virus 40 T Antigen Induces p53-Independent Apoptosis but does Not Suppress erbB2/neu Gene Expression in Immortalized Human Epithelial Cells." Cancer letters 137.1 (1999): 107-15.

Spanking is NOT Child Abuse :: Corporal Punishment, Argumentative Essay

â€Å"My father liked me, when I wasn't being an idiot. And he loved me, too -- enough to spank the daylights out of me when I was being an idiot.† -- Diana Gabaldon, Outlander "There is a great difference between spanking a child and abusing a child. One is an act of love; the other is an act of hostility" -- James Dobson, MD There is a great deal of outrage from people who are reading stories about the misconduct of professional athletes and connecting them to a crusade against child abuse. I'm against child abuse. Isn't everyone? However I'm not against spanking.    We have all encountered this situation: A small child is standing in the middle of a department store throwing a complete temper tantrum demanding a toy. His mother, exasperated threatens him with time-outs and other deprived privileges, but the stubborn child continues to kick and scream. In the "old days," a mother wouldn't think twice about marching the defiant child to the bathroom and giving him a good spanking to straighten him out, but these days, parents have to worry about someone screaming child abuse. Whether or not to spank a child has become a heated issue in today's society. Many authorities and psychologists believe that spanking breaks a child's spirit and only leads to violence. They think that it causes the child to become depressed, angry or hostile and they have conducted many studies to prove these things. This type of harsh punishment occurs often, but it is called child abuse. There is a great difference between abusing a child and properly disciplining a child. "One is an act of love; the other is an act of hostility, and they are as different as night and day" (Dobson 35). First of all, spanking does not lead to violence. Our surrounding world and media do. "The average sixteen-year- old has watched 18,000 murders during his formative years, including a daily bombardment of stabbings, shootings, hangings, decapitations, and general dismemberment" (Meier 34). It seems unjust to blame parents who are trying to raise their children properly for today's violence. If a child touches a hot stove he does not become a more violent person because of it, he just learns not to do it again because he learned a valuable lesson from the pain (Meier 34). Many anti spanking researchers have tried to conduct research studies to consolidate their beliefs against

Pizza Hut Mkarekting Strategy Essay

The journey began in 1958, when two college students and brothers from Wichita, USA, Frank and Dan Carney, opened the first Pizza Hut restaurant at their hometown on June 15, 1958. After borrowing $600 from their mother, they purchased some second-hand equipment and rented a small building on a busy intersection in Wichita. The result of their entrepreneurial efforts was the first Pizza Hut restaurant, and the foundation for what would become the largest and most successful pizza restaurant company in the world. Many people ask how Pizza hut got its name. When Carneys were setting up their first restaurant, the building had sign with room for just nine characters. They wanted to use â€Å"pizza† in the name, which left room for a word with only three letters. A family member suggested the building looked like a hut –and Pizza Hut was born. Pizza Hut: Today Pizza Hut is not only the acknowledged leader of pizza industry worldwide, but it is also the world’s largest pizza chain, with over 12,000 restaurants across 100 countries, employing more than 300,000 people, serving 1. 7 million pizzas everyday to more than seven million customers. Pizza Hut is the high-flying brand of Yum! Restaurants International, which is also the parent company of KFC, Taco Bell, A&W and Long John Silvers. Taking other four brands with Pizza Hut, Yum! Restaurants International makes up the world’s largest restaurant group. Pizza Hut in Bangladesh Transcom Foods Limited, a concern of Transcom Group is the franchisee of Pizza hut in Bangladesh. With a seating capacity of 220 persons, the first outlet of Pizza Hut is located on South Avenue, Gulshan-1. Pizza Hut provides the perfect mix of great food, great service and great place at a great value to customers who are looking for a grand experience. We believe in positive intension, and maintain a strong internal environment by developing our competitive work force, which we trust. The latest technological tools along with the best support systems from our franchiser YUM! International is used to ensure easy workflow and to make our restaurants the favorite in the Country. The success of Pizza Hut relies heavily on delighting our customers by ensuring that all their needs and desires are met in every way. Hence, the company give strong importance to marketing efforts to ensure that. Along with customer satisfaction, make sure, that the business makes money! Therefore, the first task is to understand our consumers from every aspect. In this regard, we have tried to gain a thorough understanding of our competitive environment and continuously strive to develop unique business ideas to make our business a success. Thus, Pizza hut has successfully attained a broad range of loyal customers, to whom pizza has gained extreme popularity. In order to expand this range, our marketing team is involved in developing new products and concepts, all the time. Above all, not only do we make GOOD FOOD, we are also famous for providing great service and dining experience, to give our valued customers more reasons, to return. Due to the vast success of our flagship restaurant in Gulshan, and huge demand from consumers, opening of new stores in different cities are already under way. And from this experience marketing team has the recognition and understanding of * cultural influences * governmental and political influences * demographic and lifestyle trends * local and national economic trends. In Pizza Hut the role of operations is to be obsessed with the quality of our pizza and the experience that our customers receive. There are 3 distinct categories of restaurants. Full Service Restaurants These are the traditional pizza restaurants that offers seated service and take-away. Home Service Restaurants Restaurants that offer home deliveries and take-away. Restaurant Based Delivery A full service restaurant in combination with delivery and takeaway service. Currently, they are operating as the first category of restaurant, i. e a full service restaurant, with take-away facility. In the near future we will plan to introduce the other categories as well. All Pizza Hut sites work on the CHAMPS standard Cleanliness Hospitality Accuracy Maintenance Product Speed These six objects define the very core of customer expectations. CHAMPS have become the vehicle, which drives Operations Excellence into our business and is also supported by a reward and recognition scheme for the Team members. The ‘CHAMPScheck’ is a tool used to ensure consistency of service and product quality across the entire Pizza Hut estate; in fact it is used for all the Yum! Brands internationally. Environmental considerations Pizza Hut uses environmentally friendly materials where applicable, e. g. water based paint and recycled Pizza boxes. 2. 1 Environmental forces: Strategies are not and should not be developed in a vacuum. They must be responsive to the external and internal environment. Otherwise the firm become, in effect, the most efficient producer of buggy whips, leisure suits, or slide rules. To avoid such strategic mistakes, firms must knowledgeable about the business environment. Here we analyze the pricing strategies of Pizza Hut. In order to developing the pricing strategies and implementing these strategies into program they must scan the major internal and external factors. a. The Company Pizza Hut is a chain restaurant, operated by Transcom Group in Bangladesh. In designing the pricing strategies, they must take account the other company groups. Top management sets the company’s mission, objectives, broad strategies, and policies. They must work closely with departments. Finance department of the Pizza Hut is concerned with finding and using funds to carry out the long run and short run cost and different promotional program. The R&D department focuses on designing tasty and attractive pizzas. The purchasing and operations are responsible for getting supplies and materials, producing and distributing a desired quality and quantity of the foods. b. Suppliers The marketing manager of the Pizza Hut must monitor the price trends of their key inputs or raw materials such as bread loaf, different meats, capsicums, oregano, different flavor souses etc. Because it charges the price of a pizza that both covers all its costs for producing, distributing, and selling the product and delivers a fair rate of return for its efforts and risk. As cost is an important element in its pricing strategy so they should try to reduce supply cost of the inputs. c. Marketing Intermediaries Pizza Hut uses direct marketing to sell their products. Their cost of serving customers is comparatively high than the others. Besides they uses marketing service agencies such as research and development firm, advertising agencies, media firms and marketing consulting firms to promote their products and target the right market. Developing pricing strategies involve the cost of maintaining these intermediaries to sell their final product to consumers. d. Customers The Company believe that customers estimate which offer will deliver the most value. They face a vast array of product and brand choices, prices and suppliers. Whether the buyers are satisfied after purchase depends on the offer’s performance in relation to the buyer’s expectations. As the customers are the value- maximizers then if the total customer value and the total customer cost doesn’t equal then they become dissatisfied. So it is the most important factor for Pizza Hut to implement effective pricing strategy that match the customers’ expectations to incur in evaluating, obtaining, using and disposing of the given market offering. e. Demographic Environment Pizza Hut chooses Bangladesh to set up their outlets as it is one of the mostly dense countries in the world. Growing population means growing human needs to satisfy. Depending on purchasing power, it also means growing market opportunities. This large and highly diverse population poses an opportunity for them to capture the increasing market share. Pizza Hut established their outlets exclusively at Gulshan in Dhaka, at Agra bad in Chittagong. Pizza Hut divides its population group into six different levels: 1. Preschool 2. School-age children 3. Teens 4. Young adults age 25 to 40 5. Middle aged adults age 40 They provide different offer with changing prices to the customers. f. Changing pricing strategies with changing family structure The traditional family structure is changing with the modern world. The number of working women has also increased. This trend has increased the consumption of convenience foods and services. In order to capture big market share and consumers’ support they must design their pricing strategy that satisfy the consumers’ perceived value. g. Economic Forces Pizza Hut use market skimming as their pricing strategy. They charge high price at the initial stage. It focuses on the changes in income of the consumers, their changing spending patterns. Pizza Hut target the high class people as their potential customers. They also set the outlets exclusively in the city. It also monitors the changing spending patterns of the people. Today people spend more in the foods. h. Natural Factors The deterioration of the natural environment is a major global concern. As a restaurant Pizza Hut should take the pricing strategies that also contribute the improvement of green movement. Recently they use recyclable or biodegradable packaging of their products. i. Technological Advancement New technologies create new markets and opportunities. Developing the pricing strategy, technological advancement should give the priority. Pizza Hut uses internet to serve online orders with the help of Bangladesh, keep account of raw materials, and they use consumers’ database of the regular customers.j. Political Environment Pizza Hut makes their marketing environment in Bangladesh by following the rules and regulation of the government. It considers several laws covering issues such as competition, fair trade practice, environmental protection, product safety, truth advertising, labeling, pricing and other factors in setting their product price. h. Cultural Factors Recently the people of Bangladesh have tried to copy the Western culture. They are becoming interested to the western food like pizza, burger, hot dog, pasta, and so many foods. Pizza Hut uses this changing trend in their marketing as well as a pricing strategy. They spend more funds in product promotional program in this country. They offer Ramadan discounts, Valentines Day offer for the couples, friendship day program and so on. All of these schemes must match with their pricing style. COMPETITORS OF THE PIZZA HUT Today, competition is not only rife but growing more intense every time. In Bangladesh the most dominant competitors of Pizza Hut are the BFC, KFC, CFC, DOMINOUS PIZZA, HELVITIA, SHARMA PALACE, CHICKEN KING, BURGER KING, BELLA ITALIA. As the basic product of Pizza Hut is the different flavors pizza, the other fast-food shop is also serve pizza and may copy the marketing strategy of Pizza Hut. It has a certain cost burden that shares much of its strategic conduct. In developing an effective strategy it makes a clear difference between the market concept of competition and the industry concept of the competition. They analyze their competitors’ base on the following characteristics: a. Objectives b. Strengths and weaknesses c. Reaction patterns International Competitors of Pizza Hut. * Papa John’s * Domino’s * Little Caesar’s Domino’s Pizzas Founded in 1960, Domino’s pizza is the recognized world leader in pizza delivery operating a network of company founded and franchise-owned stores in national and international markets. Domino’s Pizza’s vision illustrates a company of exceptional people on a mission to be the best pizza delivery company in the world. With more than 8000 restaurants and delivery units spread across in 50 countries, Domino’s holds the 2nd position in international pizza market. Domino’s is the world’s fastest pizza maker. It makes 14 pizzas in 2 minutes and 35 seconds. In 2004, Super Bowl Sunday was the busiest day of the year when Domino’s sold close to 1. 2 million pizzas which is approximately 42% more pizzas compared to a normal Sunday. Super Bowl Sunday ranks among the top five days for pizza deliveries annually along with Thanks giving, New Year’s Day, New Year’s Eve and Halloween. Little Caesars Little Caesars is 4th largest pizza manufacturer in USA. The company claims to be largest carry-out pizza chain in the world. The company is famous for its advertisement campaign of â€Å"pizza! Pizza! † which was later altered to â€Å"pan! Pan! ’ to promote their pan pizzas. Little Caesars is famous for selling more pizzas at fewer prices. It has notable â€Å"differentiating Strategy† wherein Little Caesars sells â€Å"Hot-N-Ready† pizza for $5. 00 only which means those customers do not have to call before taking the delivery of their pizza. They can just drop in to a â€Å"Little Caesar† outlet and collect their hot-n-ready pizza instantly. Marketing Strategy Pizza Hut follows the following strategy: * Total market strategy: Pizza Hut started with a single product i. e. Pizza but with different segments emerging and the degree of competition increasing, it diversified into several products to serve different segments. It came up with chicken nuggets, wedges, garlic bread, smiley etc. * International marketing strategy: Pizza Hut started with local market strategy in Kansas, USA then moved on to regional markets in and across USA. In 1968, Pizza Hut started its international movement by opening its 1st restaurant in Canada. And today Pizza Hut is world’s largest pizza chain with its presence in more than 100 countries. * Early Entry Strategy: Though Pizza Hut was not the first entrants in the pizza market in USA. But Pizza Hut followed an early entrant strategy. Customers knew what a pizza is but still there was huge potential to tap. In order to become a leader, pizza hut continued to refine their product & develop new product to suit their customer’s changing tastes. Ultimately Pizza Hut with its superior promotion, manufacturing and distribution activities has turned out to be the â€Å"winner†. * Strong Commitment Strategy: Pizza Hut has been operating in the pizza market by realizing all economies of scale in promotion, distribution and manufacturing facilities. If Papa Johns or Little Caesars come out with a new competitive pricing strategy or innovative product, then Pizza Hut quite aggressively fights back by bringing more competitive prices or better innovations in product category. In simple words, Pizza Hut takes all possible measures to defend its leadership position in the market. Customer Focus. â€Å"Consumption is the sole end and purpose of production; and the interest of producer ought to be attended to only so far as it may be necessary for promoting that of the customer†- Adam Smith Frank and Dan Carey recognized that the concept of Pizza was quite new to American. Although frozen pizzas and pizza mixes had entered into the market and started penetrating in non-traditional food market. Initially Pizza sampling was done to test the product and consumer’s preferences about the product. Thus first Pizza Hut was a success. From the very start, Pizza Hut aimed to get pizza’s to the masses. Initially, the entire world was a common market for Pizza Hut until it began segmenting and targeting particular market segments by differentiating and developing diverse products for them. Pizza Hut as a company has always tried to target and satisfy various diverse customer categories in different countries depending upon various factors and situations. Pizza Hut in order to fulfill its marketing objective of maximizing customer satisfaction by providing high quality products, has believed in the following marketing strategy: â€Å"Think Global, Act Local†. In Malaysia for instance, Pizza Hut targeting both urban adults as well as families with pre-teens and teenage children by offering a delicious mix of nutritious Itlaian-Amercian cuisine which includes world’s favorite pan pizza. Pizza Hut Malaysia at the same time offers a cozy, friendly ambience in which to relax and have a great time with family or friends. Pizza Hut Malaysia’s success has been due to imaginative and innovative thinking in continuously developing, marketing and promoting new pizza products with unique and distinctive flavor, taste, style and appeal. In order to target the entire family experience, Pizza Hut launched a Hand Tossed Pizza which was pizza hut’s first step in traditional stuffed crust segment. It offers not-to-thin and not-to-thick crust on which the entire family agrees. To tap the market for young single in-hurry office goers looking for â€Å"fast lunch†, Pizza hut came up with â€Å"personal pan pizza for one†. The Personal Pan Pizza ® revolutionized lunch and became the perfect solution to satisfy pizza cravings in a hurry. Pizza Hut introduced America to the perfect pizza for on-the-go back in 1983. Today, we can find Personal Pan Pizzas ® in airports, college cafeterias and even sports arenas. To satisfy the New York pizza lovers, Pizza Hut introduced a â€Å"The big New Yorker Pizza†. This pizza was 30% larger than pizza hut’s largest pizza. It is New York style pizza at un-New York price introduced in 1999. In some countries, to capture the interest of â€Å"Echo Boomer generation† which the ultimate cheese loving population, Pizza Hut launched â€Å"The Ultimate Cheese† to give them the ultimate pizza experience. As Pizza Hut is the world’s largest Pizza manufacturing company believing in strategy of â€Å"Think Global, Act Local†, somewhere in USA pizza hut introduced variants with extra cheese or large in size, at the same time, when pizza hut to grow in international waters as Asia, it diversified to adapt their cultures and provide their favorite flavors. In order to tap huge spices lovers’ population in India, Pizza Hut recently has launched â€Å"The Great Indian Treat† which is rich in Indian spices and garlic. In order to tap market segment less than 18 years, pizza hut introduced â€Å"Stuff! Under 18 only† in United Kingdom, to tap the kids segment, various â€Å"Value combos† are introduced comprising of a Pizza, Chicken wedges, Fruit drink and ice cream. Whereas to tap the teenage market, Pizza hut introduced different flavors of pizza along with fruit beer was offered. At the same time, Teenagers were lured by promotional schemes as â€Å"DUBIT CARD† which will allow them to take discounts at various entertainment places including pizza hut. In an attempt to target, the people who are young and romantic at heart, whether it is an 18 year old boy friend or 50 year husband, on the occasion of â€Å"Valentine’s Day†, Pizza Hut launched a limited edition â€Å"Sweetheart Pizza† in the shape of heart. In nutshell, Pizza Hut tried to target each and every diverse population segment either on the scale of age (kids, teenage, office goers, senior citizens) or on basis of lifestyle (singles or couples) or special interest groups (celebrations, parties, festivals). Pizza Hut: An Overview of the â€Å"Product Strategy† â€Å"Product Strategies specify a market needs that may be served by different products offerings†. * Product Positioning Strategy: Pizza Hut has always followed â€Å"Single brand positioning† strategy wherein it has positioned only its pizzas. Although the positioning statement has been different in different countries but it has always hovered around its â€Å"PIZZAS†. For instance, in Canada, its positioning statement is â€Å"The best tasting pizzas under one roof† which reflects a great variety of pizza being served , in China it has positioned on â€Å"Dine-in restaurants†, in Australia, it is â€Å"made fresh, served hot and on time† which reflects that best of ingredients are used and pizza is delivered on time. Similarly, in India, pizza hut’s positioning has been â€Å"Good times, Great pizza. * Product-Scope strategy: Pizza Hut follows a â€Å"multiple product strategy† as pizza hut not only sells pizzas, but also deals in a variety of other products as Product-Scope Strategy Soups and Desserts Salads & Pastas Appetizers Pizzas Although all the product offerings in pizza hut are not as fast moving as its pizza, but they usually complement each other. For instance, a family coming for a dinner usually starts with some soup and garlic breads and then moves on to pizzas along with some diet salads. In this way, pizza hut caters to different people with different needs and tastes and preferences. This helps in increasing sales, profitability, market share and above all â€Å"Customer’s Mind Share† * Product-Design Strategy: Pizza Hut follows the strategy of selling Standardized Products with modifications. Pizza Hut mainly sells 4 types of pizzas: Pan Pizza, hand-tossed pizza, stuffed crust pizza and Thin N Crispy pizza. Pizza Hut serves these standard style pizzas everywhere in the world but at the same time, it offers its customers to choose different toppings as extra mushrooms or extra capsicum and onions with extra cheese or chicken toppings like toppings of meat, bacon, fish, ham, beef topping, pork toppings etc. Secondly it offers what is known as â€Å"Value meal combos† wherein it offers a combination of pizzas, appetizers, beverages etc at lower prices. For instance, Pizza hut introduced â€Å"Meal for 2† which offers a medium pan/freshizza pizza, garlic bread sticks with 2 glasses of pepsi. Similarly pizza hut also offered â€Å"Meals for 4† where it offered 2 medium pan pizzas, with one plate of garlic bread and one portion of wedges with 4 glasses of Pepsi/Soup. Pizza Hut by offering standard products seeks economies of scale and by offering modification options enhances customer satisfaction which adds to brand equity of Pizza Hut. * Product innovation strategy: Pizza Hut has been constantly involved in innovating new products. It started as Pizza chain in 1958. On one hand, it offers traditional Italian pizzas while on other hand, it innovated several new varieties as pan pizza, thin n crispy, stuffed crust, the big New Yorker pizza, hand tossed pizza, the edge pizza along with the Sicilian Pizza. Pizza Hut spends extensively on research and development of its innovative products. At the same time, customer’s feedback also plays an important role in preparing new pizzas. For example, The Big New Yorker Pizza. Pizza Hut continued to make innovations as it followed â€Å"International marketing strategy†. In India, Pizza Hut launched international style pizza in localized Indian flavors like Tandori pizza range with Punjabi flavors, vegetarian tama-tam, Murgh Mazedar Pizza etc. Similarly, in China along with traditional pizzas, it served â€Å"Sangria† and â€Å"Escargot†. Along with pizzas, Pizza Hut also innovated beverages and drinks to satisfy the tastes of consumers. For e. g. Pizza Hut in Oman has added a refreshing splash of tropics to their menu with the launch of Monin, a new line of flavored drinks. Value Marketing Strategy: Pizza Hut as far as value marketing is concerned follows Quality strategy Customer- service strategy. Time-based strategy Pizza Hut promises its customers to give them best quality product by using best quality ingredients. Time and again it re-emphasizes on this fact through its advertisement campaigns. Pizza Hut main motive is to enhance its customer’s satisfaction by providing them best quality products at affordable prices. At the same time, pizza hut always tries to deliver on time. Although Pizza Hut’s competitor Domino’s differentiates on basis of timely delivery in 30 minutes, however, Pizza Hut through its innovative technology is also trying to reduce its delivery time to 30 minutes and fight back Domino’s. PRICING STRATEGIES OF PIZZA HUT IN THE PRODUCTS’ LIFE CYCLE STAGES Their pricing strategy usually changes as the product passes through its life cycle. As Pizza Hut chooses the market- skimming pricing strategy by setting a high price for their pizzas at the initial stage to skim maximum revenues layer by layer from segments (high society people, exclusive outlets) willing to pay the high price, their introductory stages were especially challenging. Here example given for Bangladeshi Context. Pricing strategies: Product Development Stage. This stage begins when the parent company (Transcom Group) finds an idea to purchase the franchise of selling pizza at a particular area. During this stage the sales are zero and their investment cost mounts. Pricing strategies: Introduction Stage Introduction stage starts when the Pizza Hut was launched their basic product first at Gulshan in Dhaka. In designing their pricing strategy they face the following factors: 1. Their opening cost was very high because they organize a grand party and use heavy sales promotion to entice trial. 2. At the initial time their sales were comparatively low. 3. High cost per customer for creating superior image was increasing. 4. Their profit was positive. 5. The customers are the innovators of the new flavors pizzas with an attractive presentation style. 6. They charge the higher price with the justified quality. 7. They build only two exclusive distribution outlets. 8. Build mass advertising in newspaper, bill boards etc. 9. They compete with few competitors. Pricing Strategies: Growth Stage In this stage their sales are rising. The customers are properly known about the brands and the goods. 1. High cost per customer reduces and become the average cost. 2. During this stage profits are rising. 3. They maximize their market share. 4. They use product line extension by adding new flavors, ingredients, sizes such as family size, single pan pizza etc. 5. Their competitors are growing. 6. Develop new marketing plan to make the product superior from the competitors. 7. They also organize birthday party, marriage day party and so many occasions for a payment. By these they enhance their brand image. Pricing strategies: Maturity Stage Pizza Hut is now passing through the maturity stage. Their profits are at the peak. This stage normally lasts longer than the previous stages, and poses formidable challenges to marketing management. 1. Product modification by modifying the products’ quality improvements, feature improvements and style improvements. 2. Stable number of competitors is beginning to rise. 3. They change the price to match or best competitors’. 4. Pizza Hut is building a new outlet at Dhanmondi to meet the increasing demand of customers. 5. They create significance brand differences from competitors and take the advantages. Pricing strategies: Decline Stage This is the product life cycle stage in which a product’s sales decline. Pizza Hut doesn’t reach in this stage at present. Pizza Hut: An Overview of Franchise Model â€Å"Franchising† involves a contractual arrangement between a franchisor (a manufacturer, a wholesaler, or a service sponsor) and a retail franchisee, which allows the franchisee to conduct a given form of business under an established name and according to a given pattern of business. Pizza Hut after its incorporation in 1958 opened its first franchise unit in Topeka, Kansas. Followed by a Pizza Hut restaurant built in just 5 days by franchisees in Oklahoma State Fair. In 1968, Pizza Hut made a global entry by entering in Canada. Then it made a strong foot holding in Australia, Japan, England, Kuwait, and Abu Dhabi. By 1989, Pizza Hut was already serving 54 countries. In 1996, Pizza Hut entered India with the first dine-in restaurant in Bangalore. While entering in the international arena, Pizza Hut used the â€Å"Franchising Route† as the entry strategy. In Bangladesh Pizza Hut enter Franchising with â€Å"Transcrom group†. Reasons why Pizza Hut adopted â€Å"Franchising† as the entry strategy: * The best method to establish operations without risk of operations in an unfamiliar country. * Franchising root helps in learning the buyer behaviour, consumer preferences, market realities etc. * Franchising helped Pizza Hut in building a brand name and creating efficient distribution system. * In certain socialist countries as China, Russia etc, direct foreign investment is not allowed, so pertaining to the local legal framework of these countries, Franchising is an easier route to enter into these countries. Pizza Hut: An Overview of the Global Strategy Pizza Hut before entering into any new country conducts a comprehensive market survey of that country to learn about the culture that prevails in that country, the state of government and politics, the legal framework (product quality laws, packaging laws) , commercial practices (business structure, patterns of competition). Strategy Adopted by Pizza Hut for Global marketing programs: Localized strategy: Pizza Hut follows the strategy of â€Å"Think Global, Act Local†. For e. g. in India, the 1st Pizza Hut which was launched in Bangalore served complete vegetarian meals. Similarly, in China, along with serving Pizzas, Pizza Hut also serves â€Å"Sangria† and â€Å"Escargot†. Similarly, in India, to match the spicy tastes of Indian consumers, Pizza Hut launched â€Å"Tandoori Treat†, â€Å"The Great Indian Treat†. For the cheese lovers in the United States, Pizza Hut launched Cheesy Bites Pizza and Stuffed Crust Pizza. In South Asian Muslim Country (like Bangladesh) Pizz Hut giver special Offer during Ramadan like â€Å"eat as much as You can† in iftar. International Marketing Coordination: Pizza Hut’s international marketing activities though dispersed in different countries are properly coordinated to gain competitive advantage as * All marketing activities as market research, advertisements, and restaurant interiors are done using a similar method. * Marketing know-how and skills are transferred from one country to another. For e. g. the â€Å"franchising model† is used successfully in all the countries by Pizza Hut. Scanning the Environment: S. W. O. T Analysis Strengths * Name Recognition * First-Mover Advantage (pioneer advantage) * Competitive advantage as pizza hut has he largest network of full service restaurants and delivery services. * Broad selection of products to target different segments. * Strong Franchisee network. | Weakness * High overhead costs due to large number of restaurants * High price pizza which leads to loss of customers. * Internal conflicts among franchisees. | Opportunity * Increase revenue through more and more innovative pizzas. * Increase in brand loyalty through good customer service. * Pizza hut has tremendous scope of expansion through its new online ordering system. * Pizza Hut home delivery network and entry in to new markets. | Threats * Main threat is from competitors. Out of these threat from Domino’s is main concern. * The differentiation strategy followed by any pizza chain is sooner or later adopted by all pizza industry players. New and newer methods to lure the customers must be found out. * Any competitor offering the same quality and diverse flavours might be a real threat to Pizza Hut. | Pizza Hut: An overview of â€Å"Promotion Strategies† Pizza Hut uses a wide assortment of promotion tools to achieve the following: * Increase the market share * Increase the sales volume * To increase repeat purchase * To induce the non buyers to buy the product. The Promotion mix which it uses is as follows: Sales Promotion Advertising Promotion Mix Personal Selling â€Å"Advertising†: Maximum used Medium of Pizza Hut Promotion Strategy The main objective behind every campaign is either to increase sales by encouraging potential purchasers or inducing repeat purchases or prompting immediate purchase by offering special schemes or to create awareness about a new product offering by highlighting a new flavor or announcing price changes or demonstrating the product in use by depicting an experience. For instance, to launch a new flavor in India named â€Å"The Great Indian Treat†, Pizza Hut signed a Javed Jaffrey for its new TV commercial. Similarly to inform the customers about Rs. 50 pan pizza, Pizza hut showed Zayed Khan as a young teenager boy friend who has to treat his large number of girl friends with something trendy and affordable. Pizza Hut also launched certain ad campaigns to counter attack its competitors promotions. For instance, in 2005 Pizza Hut launched â€Å"Freshizza† ad campaign featuring Malika Arora Khan and counter attacked Domino’s campaign showing Anupam Kher and Paresh Raval. At the same time, Pizza Hut brings about local flavor in its ad campaigns. In different countries, it uses models, situations, positioning clearly related to that particular country.