Xavier Assignment Example | Topics and Well Written Essays - 750 words

Xavier - Assignment Example ome information regarding these people from the local sources close to them, I have come to know that these men have come from the Goa region of India, which happens to be a colony of the Portuguese King (Moran 7). Not only these men have converted a large section of the natives in this far flung Indian land to their religion, but in achieving this purpose, they received ample political and financial help from the King of Portugal (Moran 7). As per my information, they are accompanied here by a Japanese man whom they call Paul, who not only practices their religion but is actively helping them spread their religion, as they are not conversant with our language (Ross 29). With the help of this man Paul, they have converted hundreds of Japanese people to their religion at Kagoshima (Xavier 327). This Japanese man Paul is helping these foreign men by conveying their message to the Japanese people and by translating the scriptures of their religion into the Japanese Language (Xavier 327) . These white men were extended a warm welcome in Kagoshima by the family of this Paul. I got all this information from one of the relatives of Paul. His Royal Highness, going by this information, if these so called Portuguese priests of the true religion are strongly backed by the Portuguese King, who rules over many parts of India, it would be really practical to conclude that their intention in coming to this part of Japan may not be merely to spread their religion, but also to help the Portuguese Empire spread its sway in this part of Japan. Converting our local people will really help them in achieving this purpose. Once our people get converted to their religion, it will get easier for the Portuguese people to make them rebel against His Highness and his army. In fact as per my information, they have already started taking steps at gaining influence over the Japanese people, by targeting their places of learning and worship. As per my knowledge, some of these white men have

Team Organizational Style of Fisher and Paykel Essay

Team Organizational Style of Fisher and Paykel - Essay Example This aspect was highlighted by Imai (1997) in his approach when he highlighted the importance of the shop floor or the teams working on the industry floor in ensuring that continuous improvement takes place within an organization. The advantages of employing such lean manufacturing processes through the Kaizen approach has also been explained by Wilson (2005). Â  Once the new teams were developed, they have engaged actively in the team building process. The changes that occur were in terms of additional time spent in communication skills and team building, followed by activities that were focused on the improvement of work performances and promoting team goals and a common understanding. The goal of the process was to bring about changes in a positive manner through the application of inspiration and communication developed among team members. Â  This process is summed up in the Kaizen approach to organizational behavior. The Kaizen philosophy has been defined as "a means of continuous improvement in personal life, home life, social life, and working life. At the workplace, Kaizen means continuing improvement involving everyone—managers and workers alike. The Kaizen business strategy involves everyone in an organization working together to make improvements without large capital investments." (Imai, 1986) Â  The organization took great pains to improve the teams because they recognized the importance of the shop floor to the success of the organization, as highlighted by Imai (1997).

Analysis and evaluation of an Australian resource company Essay - 1

Analysis and evaluation of an Australian resource company - Essay Example But its mining operations only started in 2009 which initially produced 2,465 ounces of gold and 1,468 oz of silver amounting to $3,378 million (A1, 2011). It claimed that it’s producing gold at average of 450 gold per week and 400 of silver (A1, 2011). The companies have built its facilities with contracted team of engineers to enhance its working environment as it worked with mining contractor Watpac that is gauging its credibility on Brightstar project to get into Western Australian gold mining circles (A1, 2011). It also used its facilities to accommodate workers and contractors, some of whom operates on fly-in, fly-out schedule. Facilities installed are modern communications, a laboratory and a gold room (A1, 2011). A1 targeted to open four minefields they coded as Alpha, Beta, delta and Epsilon. The sum total area is 1,559,054t at 4.2g/t ore (A1, 2011). The company perceived at extracting about 4,915, 879 grams of and gold (in situ) and hope to estimate to get 150,164 ounces of gold (A1, 2011). The company has transparent financial policies, accounting of renumeration, and stocks shares (A1, 2011). It accorded independence of auditor in the evaluation and accounting of its finances. However, it is interesting to note that its consolidated financial report reflected huge losses of $5,900,505 in 2010 and $4,282,979 in 2009 compared to its declared income/revenue of $ 2,769,155 (2010) and % $ 199,062 in 2009 (A1, 2011). The management further declared that they suffer financial setback with $6,047,861 deficiency of working capital (A1, 2011). It is further affirmed that the company need to gather more capital to fund its consolidated operations, exploration, and assets management (A1, 2011). The management hope to undertake aggressive exploration to extract in an open-pit method the mineral reserves in Australia of about 20M oz in Laverport region and in other significant regions. Last year, 2010, A1 sold its northern gold prospect to Regis Mining,

Team Organizational Style of Fisher and Paykel Essay

Team Organizational Style of Fisher and Paykel - Essay Example This aspect was highlighted by Imai (1997) in his approach when he highlighted the importance of the shop floor or the teams working on the industry floor in ensuring that continuous improvement takes place within an organization. The advantages of employing such lean manufacturing processes through the Kaizen approach has also been explained by Wilson (2005). Â  Once the new teams were developed, they have engaged actively in the team building process. The changes that occur were in terms of additional time spent in communication skills and team building, followed by activities that were focused on the improvement of work performances and promoting team goals and a common understanding. The goal of the process was to bring about changes in a positive manner through the application of inspiration and communication developed among team members. Â  This process is summed up in the Kaizen approach to organizational behavior. The Kaizen philosophy has been defined as "a means of continuous improvement in personal life, home life, social life, and working life. At the workplace, Kaizen means continuing improvement involving everyone—managers and workers alike. The Kaizen business strategy involves everyone in an organization working together to make improvements without large capital investments." (Imai, 1986) Â  The organization took great pains to improve the teams because they recognized the importance of the shop floor to the success of the organization, as highlighted by Imai (1997).

Social capital Essay Example | Topics and Well Written Essays - 1000 words - 1

Social capital - Essay Example Putnam, Leonardi and Nanetti in 1993 in their Making Democracy Work: Civic Traditions in Modern Italy, defined the term â€Å"social capital† as â€Å"features of social organisation, such as trust, norms [or reciprocity], and networks [of civil engagement], that can improve the efficiency of society by facilitating coordinated actions† (Hobbs 2000). The World Bank defined it as â€Å"the institutions, relationships, and norms that shape the quality and quantity of a society’s social interactions† (Hobbs 2000). However despite the differences in perspectives, all believe that social networks are the most valuable assets for the society â€Å"just as a screwdriver (physical capital) or a college education (human capital) can increase productivity (both individual and collective)† (Putnam 2000, p. 19), in the same way forming social contacts are excellent for increasing the productivity of the individuals and even groups (Putnam 2000, p. 19). ... 2). In many of the western democracies of today, we can see the concept of community and social networks at all the civil, political as well as economical levels growing, giving an ample proof of the increase in social relations as the most important cause for maintaining sustainable communities in all the social, economic and democratic spheres of the society. These kinds of social relationships are said to be loaded with the social capital including all the norms or means of production that allow the people to join in the mutual agreement or work in a collective way. There are different traits of social capital like social norms, social network and trust (Productivity Commission 2003, p. x). Social norms are informal rules that formulate the behavior of the people in varying circumstances like showing tolerance and respect towards others etc as well as â€Å"reciprocity† like behavior with others in the way you expect others should behave with you. Similarly social network i s an interconnection between the different groups of people having common characteristics and traits for e.g. family or a religious group. The third one is trust which is simply the way to develop confidence with the people whom you are in contact. Trust is a main thrust of all the relationships and is the most important component for the well being and overall development of the human beings (Productivity Commission 2003, p. xi). Studies conducted on the sociology of economic development in the developing nations as well as around the â€Å"network capitalism† in East Asia have also diverted attention towards the importance of the social networks. In fact even in the Western economies, researchers have found out highly flexible form of â€Å"network

Lecture Notes Beowulf Essay Example for Free

Lecture Notes Beowulf Essay Genre A heroic folk epic rooted in the oral tradition of the Anglo Saxons, Beowulf is an anonymous poem committed to paper by an unknown Christian monk in 1000 Common Era, some 300 years after it was first composed. The manuscript is part of a document known as Cotton Vitellus A housed in a British Library. Beowulf belongs to the epic genre of long, narrative poems dealing with heroic deeds against a background of war and the supernatural and themes of grandeur and significance. Full of legendary myths and somber, elegiac cadences, it has been composed in the Anglo Saxon vernacular and can be classed amongst other great epics such as the Illiad, Odyssey, Aenied and Paradise Lost to name a few. The name Beowulf is a kenning, Bee-Hunter reflecting the warrior heritage of the central character Basic Plot The poem is eponymously named for its hero Bewoulf, a great warrior and later King, who sets out to rescue King Hrothgar and his people from the monster Grendel. During the course of the poem, we see Beowulf slaying first Grendel and then his revenge seeking mother. Beowulf’s final conflict takes place with the Dragon angered by the plundering of the treasure it is guarding. Structure of the Poem There are three prevailing views as to the structure of the poem: -the structure is defined by the three increasingly difficult conflicts Beowulf faces -the structure can also be viewed in terms of kingship for instance, young Beowulf and old Beowulf with a different set of problems to be faced during each phase -the structure is that of interlacing of memories with narratives of present, a cyclical process of action, memory and reflection Background Although the poem is rooted in the Anglo Saxon as well as early Christian traditions, it reflects two distinct value systems frequently at odds with each other. For instance, in line with its Anglo-Saxon origins, the poem celebrates the Germanic heroic code, which, exemplifying the pagan warrior culture, lays stress upon family ties, genealogy, immortality through fame and revenge for wrongs done to one’s kith and kin. It values ancestral heritage and individual reputation. Christianity, on the other hand, believes in immortality in terms of the afterlife and teaches that vengeance is best left to God. Bewoulf and Grendel Bewoulf is not just a warrior and king. He also serves as a cultural ideal and as an incarnation of Anglo Saxon values and beliefs. The ‘Cain-descended’ Grendel, with his innate desire to tear asunder whatever has integrity, represents chaos and disorder, in contrast to Bewoulf, who represents order and cosmos. Grendel is the ultimate exile. Unferth Unferth acts as a foil to Beowulf by accentuating through contrast the character of the latter. He redeems his earlier verbal taunting (flyting) of Beowulf by offering him his sword in a later conflict. Literary devices/techniques Litotes-understatement e. g, ‘Cain had no pleasure from that find’ Kenning-metaphorical descriptions combining two words to offer evocative alternative to original Caesura-a pause in the line of a poem Alliteration- In language, alliteration refers to the repetition of a particular sound in the first syllables of a series of words or phrases.

Strategic Changes That Reversed Sainsburys Fortunes Management Essay

Strategic Changes That Reversed Sainsburys Fortunes Management Essay In the last two decades of the twentieth century the UK supermarket chain, Sainsburys, suffered from an almost continuing decline in its corporate fortunes, which its management of the time seemed unable to stop. Not least important of these events was the loss of its competitive position within the UK supermarket sector. From a position of being the market leader by 1995 Sainsburys had relinquished this spot to its rival Tesco (Johnson, Scholes Whittington, 2005) and even this second position was lost to Asda, a brand that had been strengthened as a result of its takeover by the American giant Wal-Mart.(BBC News, 2006).As a result of the corporations problems, during the early part of this decade it began to look very likely that the Sainsburys brand would either disappear from the UK or be acquired by new owners as investors became increasingly disheartened with the business returns and performance. Justin King, the current CEO of Sainsburys, joined the business in March 2004 (Sainsburys 2005), at a time when, due to lack of competitiveness and poor performance in comparison with rivals, Sainsburys had become a constant target for potential takeover bids (Hutchings 2004). Contrary to expectations at the time of his appointment, during the course of the past five years King has been seen as responsible for the reversal of Sainsburys fortune, which can be evidenced by the fact that a 2007 takeover bid valued the business at  £10.6 billion, more than twice the  £5 billion bid considered three years earlier (Mail online 2009). It is the changes in Sainsburys fortunes that form the focus of this essay. The intention is to both analyse and evaluate the strategic choices the corporation has adopted under Kings leadership in order to improve its response to changes that occur within the industry and its marketplace. Strategic changes at Sainsburys post 2004 Research into corporate strategy, once concerned mainly with the internal operations of the business, has now been extended to include the impact of external forces and events (Johnson et al, 2005). Thus as Johnson, Scholes Whittington (2008) observe, it can be defined as an organisations abilities to renew and recreate its strategic capabilities to meet the needs of a changing environment. In this respect corporate strategy within supermarkets such as Sainsburys, was focused upon the creation of competitive advantage (Porter, 2004a), a position that was deemed as being achieved whenever it outperforms its competitors (Pettigrew, Thomas Whittington, 2002, p.55). However, as Grant (2004) and others have suggested, simply achieving competitive advantage is not sufficient. To sustain its success, a business has to continue to build upon its advantage to ensure is does not lose out to other competitors in the future, a situation which the management at Sainsburys had failed to address prior to 2004. On his appointment as CEO, King reviewed the current business strategy and introduced changes in several key areas as part of his three year programme aimed at turning the business around (Sainsburys 2005). The first task to be faced was to identify the core areas of potential business growth, which was deemed by King to be the UK market. This led to the sale of Sainsburys US supermarket chain and the use of the proceeds to acquire a number of Morrison stores that were sold as a part of regulatory conditions attached to its purchase of Safeway, as well as a planned expansion into the convenience store sector. As King said at the time, this was needed to strengthen our market position and deliver future growth (Food Drink Europe, 2004, para3). The second task was to decide where and how the business should refocus its drive for competitive advantage, which as Grant (2004) indicates, meant using either cost and/or differentiation as the main strategic drivers for success in terms of adding value for the customer and shareholder. It is clear from the latter part of this explanation that to create such an advantage it is important for the Sainsburys brand, to be seen as sufficiently different from those of its competitors so as to establish its own brand identification and customer loyalties (Porter, 2004b, p.9). In other words, as Tyreman (2009 para10) indicates within his study on marketing, the key and essential element of brand design and promotion is for the corporation to ensure that the chosen strategy of differentiation must be unique enough to enable it to stand out from its competitors. This is especially important in a case like Sainsburys which is competing for market share within a UK supermarket and grocery sect or, which is considered by many people to have reached a position of saturation over a decade ago (Q Finance,n.d.para15). In terms of cost, both Tesco and Asda had overtaken Sainsburys in the sector as a result of their low-price strategy. In addition, their quality of service and differentiation was perceived by the customer to be superior to the Sainsburys brand, which meant that Sainsburys new management team needed to develop a strategy that would address both of these issues. In relation to low-cost the business and marketing strategy was changed to concentrate more upon reducing prices. In addition to this impacting upon recognised brand goods, this led to a change of direction, which included the expansion and promotion of its low-price own brand alternatives within its stores, an area where competitors had built a significant advantage. To ensure that this approach did not have an adverse effect upon the financial performance of the business and the value being added for shareholders, this also meant that the business had to introduce a cost reduction and efficiency programme across the supply chain (Porter, 2004a). Improvements were therefore made to the supply chain processes, which included the introduction of new technology aimed at increasing cost efficiency, such as the implementation of IT knowledge and data management systems (Mari, 2009). As an integral aspect of this process the relationship with suppliers, and their influence upon the supply chain, particularly product design, cost and distribution were also re-evaluated in an effort to lower costs and improve delivery to the customer, for example with the adoption of a system geared towards the JIT inventory model (Just in Time). The effect of these changes was to aid the lowering of in-store prices whilst at the same time continuing to retain and grow business value. However, on their own these changes would not provide the change in fortunes required by the business unless they were accompanied by a process that would improve the relationship and brand image that it was promoting and marketing to both existing and potential customers (Wilson Gilligan, 2005). In terms of quality of service, this also meant that the business would require the commitment of its employees. As Sainsburys had learnt, through loss of market share, the relationship that a business builds and develops with its potential customer is essential to the long term success of the business and its ability to expand its share of the market(Lancaster Massingham,2001).As Kotler ( n.d. P.159) observes, the organisation that develops and implements the best tools to enable it to forecast where customers are moving, and to be in front of them, will be the one that gains the competitive advantage from these processes. Having failed to maintain its advantage in this respect, it was apparent that the existing approach to customer relationships at Sainsburys was another area of corporate strategy that King needed to address. Three main strategic changes were made within the business with regard to its relationship with customers. The first of these was to improve the communication process that existed between the business and its potential customer base, so that it could gain the required feedback that would help the business to understand the changing demands and needs of the customer (Lancaster and Massingham, 2001). This was achieved through a programme that included additional market research, which included in-store and external surveys and questionnaires. In addition, the management team was encouraged to spend more time in the corporations stores, talking to customers as well as employees in order to gain a better insight into how the business service and quality was perceived (Blackhurst, 2005). Secondly, driven by the results of this feedback, the business improved its employee training processes, particularly in the area of service quality, with the focus being on improving the customer shoppin g experience within their stores. One crucial element of strategy aimed at improving the customer shopping experience is reliant upon the management of the human resource function (Grant, 2005). In simple terms Human Resource Management (HRM) is defined as a strategic and coherent approach to the management of an organisations most valued assets-the people working there who individually and collectively contribute to the achievement of its objectives(Armstrong, 2006.p.2.). It is the considered opinion of most academics that the type of relationship that business management has with its employees will have an important effect upon the success of its aims and objectives (Grant, 2005). Therefore, in keeping with other competitors within its own and other retail sectors, Sainsburys has had to review its HR policies and processes as part of the strategic changes required following the appointment of King in 2004. This review included both the internal aspect of human resources as well as the benefits and disadvantages the se will have upon the external business environment. One option that was immediately chosen was to increase the number of employees by 3,000; most were engaged in customer facing positions (Sainsburys, 2005). In addition the internal HR processes were changed. As Armstrong (2006) observes, there is generally considered to be two alterative options to HRM in business. These are the hard approach, which considers the management of employees should focus solely upon the effect that the individual or group of employees have in terms of assisting in the achievement of corporate goals, in other words what value the employee adds to the business. Alternatively, there is the soft approach, which is based upon employee involvement and motivation (Armstrong, 2006). With this approach the business seeks to understand and address the needs of the employee as well, primarily because it is considered that this will improve motivation and, as a result, increase quality and productivity. In Sainsburys it had already become apparent by 2004 that its major competitors, Tesco and Asda, had embarked upon a process of employee involvement which, using an appropriate approach to leadership and team building, was enabling these businesses to improve the success of their respective businesses in the area of human relationship management (Pettigrew et al. 2002). As Armstrong (2006) indicates the chances of successful adoption of a corporate strategy are much improved if the business has developed a relationship with the workforce that encourages involvement and participation at all stages of its development and implementation. It is not surprising therefore, that King and his management team decided the corporation needed to introduce a more robust HR regime and system; one that paid more attention to the importance of employee involvement and satisfaction within the decision making process of the business. Taking into account that it is the business front line employees who have the closest contact with the customer they therefore designed a strategic change that was designed around the soft approach. This change was achieved to a large extent by copying their competitors systems. In other words, they made management more accessible to the employee, involved them to a greater extent in business decisions, through a process of individual store and regional meetings and encouraged the employee to submit innovative and new ideas to their management team at all levels (Sainsburys, 2005). Finally, Sainsburys made significant changes to its approach in relation to the marketing and promotion of the brand. As Lancaster Massingham (2001) rightly observe, when any change in strategy is introduced it is important to communicate that message to the existing and potential customer. Therefore a new style of campaign has been developed by the corporation over the past four years that has concentrated upon delivering a message that focuses upon the low-price and customer service quality of the business offerings and shopping experience. This focused upon two main areas of the new strategy. The first, using a low-price approach, which concentrated on the promotion of its value brand and Meal for  £5, emphasised its commitment to a low-cost approach. The second, using celebrities such as Jamie Oliver to provide advice to customers about meals, using the companys products and portraying the friendliness of its employees, sought to reaffirm and build the business relationship wi th the customer. It is through the introduction of all of these strategic changes, culminating with the development of a promotional campaign, which includes the use of household celebrities that Sainsburys has sought to reposition the brand and increase its competitive advantage over other market players. The intention of this new approach has therefore been to improve its brand image, incorporating its new low-price focus with an improved range and choice of products and services. The objective being to change the customers previously held perception of the business. Impact of the Strategic changes Having analysed and discussed the various improvements that have been introduced at Sainsburys since King became CEO, the question that remains is to assess how positive the impact of these strategic changes has proven for the business and in this respect an evaluation of subsequent results produces mixed results. As will be discovered from the following comments, not all of these are positive. In relation to the change in Sainsburys market share within the supermarket sector, although there has been some improvement in this area resulting from the changes made to the corporate strategy, it still remains in third position (figure 1). This is in spite of the fact that in the past two years Sainsburys has improved its market share of the industry by almost 1% (BBC News 2006). Figure .Market Share Comparison Source: BBC News (2008) What is equally apparent from the decade comparison is that, when judged against its two main competitors, even taking into account recent improvements, it is noticeable that Sainsburys has still lost significant ground, in the case of Tesco by over 12%. It therefore follows that, in order to narrow the gap still further, and indeed to re-secure its position as the second biggest competitor in the sector, Sainsburys will have to continue to develop its strategy in a manner that provides it with a level of competitive advantage that remains superior to that of its rivals. Another aspect to consider in evaluating the success of strategic changes made from 2004 onwards, is the extent to which the strategic changes have delivered on expectations and predictions made at the commencement of the term of the new management team. In part it is these predictions that were responsible for the failure of the takeover bids being made for the business at that time, as investors considered that, if delivered, the return on their investment was likely to be improved. In the CEOs report within the 2005 financial statement, King suggested that the business had embarked upon a three-year programme designed to grow sales by  £2.5 billion by the end of 2007/08 and return Sainsburys to sustainable growth in both sales and profitability.(Sainsburys,2005).The subsequent financial results (figure 2) show that, this has been achieved, if one views this improvement from the 2005 results and, furthermore, that the improvement has been continued in subsequent years and, up to the year end for 2009 at least, seems to be defying the impact of the recent economic and financial crisis. Figure . Sainsburys Turnover 2001-2009 Source: Sainsburys (2005 and 2009) This potential improvement can be measured in another way, namely the performance of the share price for the same period of time. Figure .Sainsburys-10 Year Share Price Source: http://markets.ft.com/ft/markets/interactiveChart.asp It is confirmed from this comparison that, from its lowly position when King was appointed, Sainsburys share performance improved dramatically until around the end of 2007, when a new bidder for the business was rumoured to be occurring (Peston,2007). At that stage its performance almost matched those of Tesco and Morrisons. However, since the 2007 bid was aborted the adverse share performance between Sainsburys and the others has widened considerably, meaning that shareholders value is now a little more than 15% better than it was five years ago. Future Focus and Strategies Since 2004 Sainsburys has adapted and embraced change to secure its survival and prosperity. In todays challenging trading conditions it continues to focus on capitalising on these changes by identifying consumer trends and forecasting where such trends are leading, always with the end goal of securing trading success (Wilson Gilligan, 2005). In this current economic crisis Sainsburys has shown it has managed not only to ride out the recession but to emerge from it a winner with like for like sales in the quarter to January 2010 increasing by 4.2% .Analysts in 2010 are now saying that Sainsburys strong performance shows just how far the supermarket chain has come since March 2004 under King and acknowledge that his strategic changes have broadened the brand appeal of Sainsburys and turned its future around (Hall, 2010). With its future plans to focus on estate development and to step up its on-line resources in both food and non food, the support of its suppliers will be crucial to sustain Sainsburys future growth. To this end in March 2010 a Sainsburys Trade Briefing will be held to give all suppliers the opportunity to ascertain how they can work in tandem with the retailer in the testing year ahead to everyones mutual benefit. Conclusion In conclusion therefore, whilst it would be correct to say that the strategic changes made following the appointment of King have, to some extent led to a reversal of its former fortunes, certainly in respect of the comparison of its own revenue streams, in other areas the improvements have not been as beneficial as investors and the management anticipated. Gains in market share sufficient for the business to recover second position have changed little between 2005 and 2008, which means that the brand image and its promotional message needs to be improved to encourage more customers to choose Sainsburys in preference to other competitors. Similarly the share performance indicates that the business has still not totally convinced the markets that it can sustain its recovery.