Supporting Health And Wellbeing Education Essay

Every school and baby's room in Scotland are on a journey to excellence, all schools and early old ages scenes are at different phases of implementing a new Scottish course of study, entitled Curriculum for Excellence, where there are three nucleus topics, one of which is wellness and well-being. The experiences and results of this topic are listed under the headers mental, emotional, societal and physical well-being, be aftering for picks and alteration, physical instruction, physical activity and athletics and nutrient and wellness. As stated in the Curriculum for Excellence â€Å" Children and immature people will develop their acquisition in wellness and well-being by developing the cognition and apprehension, accomplishments, capablenesss and properties which they need for mental, emotional, societal and physical well-being now and in the hereafter † . In readying and during the digest of this undertaking, I have taken history of university readings and notes, literature, statute law, authorities guidelines, local authorization and the baby's room betterment program. The first reading which influenced my undertaking was â€Å" Promoting Health a Practical Guide by L Ewles and I Simnett † I realised wellness has to be promoted in a holistic position and all facets of wellness are interrelated and mutualist. ( See appendix one ) I will associate the theory of wellness and well-being within the country of physical exercising for the kids, parents and staff in Abronhill Nursery School. At present turn toing wellness and well-being, the baby's room have already received the gold award for wellness publicity. The manner frontward here is to guarantee all experiences and results, at the early degree are being addressed. Taking history of the guideline which is supported by The World Health Organisation, kids should hold at least one hr of moderate activity most yearss of the hebdomad. In â€Å" Let ‘s Make Scotland More Active † it is emphasised that this hr will merely hold a positive result if it is choice clip, hence my planning for the acquisition experiences in physical exercising had to be thought out and implemented to guarantee kids benefit from them. I knew that I had to pull off my clip in order to accomplish the 10 experiences with the kids and discussed this with the caput instructor and the two members of staff assigned to be my wise man. My chief focal point in each experience was the results and experiences from the Curriculum for Excellence, in add-on to this I researched and read relevant readings. As detailed in be aftering grid one ( Appendix two ) , I read the Curriculum for Excellence and the Health publicity and nutrition ) ( Scotland ) Act 2007. I gained a cognition and apprehension and was able to take the appropriate results for my planning. When frontward planning, I took into history that physical exercising is critical for physical development, but besides cognitive development, which I learned in one of my talks. This is highlighted in The Helping Young Children to Learn Through Movement Programme by Celia O Donovan who points out that â€Å" Children learn through motion and have a better opportunity of going successful scholars if they develop, organic structure consciousness, musculus tone, balance control, clasp and finger motion and manus to oculus co-ordination † , this in bend links to th e five major constituents of wellness, â€Å" cardio-respiratory, muscular strength, muscular endurance, flexibleness and organic structure composing † . ( Powers and Dodd 2009 ) In my first learning experience, I planned an experience that related to nursery planning and took history of kids involvements. On contemplation I know that I provided an activity where the kids were to the full engaged, extremely motivated and interacted good, but in treatment with my wise man, it was pointed out that I must concentrate more on the results I wanted the kids to accomplish, this was constructive unfavorable judgments. I will concentrate on the kids ‘s advancement and I will measure suitably. My self-evaluation allowed me to be after my following experience successfully. â€Å" Self-evaluation has become increasing stratified across Scots instruction and has contributed good, to bettering accomplishment for all kids † ( HIME, 2007 ) With mention to The Child at the Centre, quality index 2.2 â€Å" The extent to which parents, carers and households are committed to and actively involved in the life of the Centre † . My following planned experience larning grid three ( Appendix two ) takes history of parents and carers who where encourage to take portion in a Zumba category. It promotes a cognition and apprehension of what I am seeking to accomplish with the kids and involves the parents in physical exercising. I have read parents as spouses and I know that in Abronhill nursery school â€Å" Parents and carers will be encouraged to take portion in the service with staff set uping effectual partnership and maintaining in regular communicating † ( National Care Standards, 2002 ) . This experience besides takes history of â€Å" Young Children ‘s Health and Wellbeing by Underdown A † which states â€Å" Parents are the most important resource in advancing kids ‘s wellness and well-be ing, and they should be valued, respected and supported † . On contemplation I can clearly see how this has been put into pattern and how to include parents in their kids ‘s acquisition. I have included exposure of the wall show I created, utilizing parent ‘s remarks ( See appendix three ) . Within this experience I had a duty to run into the demands of an single kid. I was specifically asked to back up her in the afternoon zumba category, as she had already participated in the forenoon. Her keyworker felt support was necessary as she attendances nursery all twenty-four hours. As my observation notes show alternate support was offered. I closely monitored her advancement and attended to her single demands. My uninterrupted planning for physical exercising within the nucleus topics of wellness and well-being, I am really cognizant of doing certain I plan a assortment of activities to turn to the results. The kids have to be excited and motivated by the challenge set within the activity and this clip I planned an obstruction class. Planing grid four ( Appendix two ) . As my observation notes show the kids where a spot over excited at the beginning, but I was able to settle them, by calmly speech production to the kids and including them in the presentation. It was of import for the kids to listen to the regulations and remain safe. On contemplation in conversation with my wise man I was cognizant of pre-positional linguistic communication and she specifically asked me to listen for kids who used this, as she will farther develop this linguistic communication and take the kids ‘s larning frontward. I now understand that during activities there can be really of import links to other countries of the course of study. The experience I planned for Monday 8th November larning grid figure five ( Appendix two ) was to be held out-of-doorss. This experience was included in nursery planning. ( See Appendix four ) On contemplation I feel the conditions was a factor that influenced the kids ‘s enjoyment, it was stop deading cold and the kids did non profit from this experience, even though they had appropriate vesture on and I am cognizant if the importance of out-of-door acquisition in all conditions conditions. With mention to ( Appendix two ) experiences numbered six and seven, I feel the equipment ( See appendix five ) played a large portion in the kids ‘s acquisition and promoted physical exercising. The difference was evident with all of the kids, in one instance a male child demand a drink of H2O from being on the Wii tantrum and said to me â€Å" I will be back for another spell † . I noticed this in contrast to see figure five, did nil to excited them or desire them to carry-on . I truly learned from this experience how equipment, conditions and motive truly affects the kids ‘s battle and acquisition, in future I would will measure these factors and have another experient planned as a dorsum up. I feel the Wii tantrum is relevant up-to-date, educational and popular with the kids and the experience can be linked from place. On contemplation I used congratulations suitably to actuate the kids and promoted independency, the kids enjoyed the chance to exert. In wellness and well-being, during this arrangement I have addressed and been successful in supplying many chances for the kids to develop a â€Å" positive experience of healthy life activities to larn to get by with ambitious state of affairss and assist them to get down to â€Å" get the capacity to prolong physical, emotional and societal well-being † ( Curriculum for Excellence ) Within this baby's room puting the caput instructor and staff are advancing healthy instruction to each other, visiting staff, kids and parents. My work fitted in the overall properness in the baby's room betterment program and I successfully addressed physical exercising in the early old ages puting. Relevant readings and farther surveies made me cognizant of how other factors influence the wellness and well-being of kids e.g. fleshiness, poorness, attitude of parents and environmental factors. In the hereafter I will be able to confidently utilize the cognition and accomplishments I have gained in the country of physical exercising. I shall widen my cognition of the other factors by reading and research. I will be able to travel in to other early old ages scenes and set my cognition into pattern, but I besides need to analyze the others two countries entitled diet and nutrition and mental wellness and wellbeing as they are interlinked.

Ford Fiesta Movement

In April 2009, The Ford Motor Company launched a new marketing campaign called the Ford Fiesta Movement. The campaign had an unusual approach, never previously used before by Ford since being incorporated in June 1903: Ford used amateurs to create ads for Ford Fiesta, their new B category car and relied on (an artificially designed) Word of Mouth Marketing that used online social media to build awareness. Their thinking was unusual in two ways: Today, it’s a familiar case to everyone to use blogs and social media to engage buyers, but in 2009 letting consumers take over your brand was unheard of.Plus, Ford decided to create a campaign for a product that was not on sale and would not be sold for another 12 months from the start of the campaign (‘atypical timeline’ –Exhibit E). Two months into the campaign the marketing team responsible for the effort had to evaluate the campaign’s performance and possible next steps. There are two key questions: How d o you evaluate a marketing campaign’s performance for a specific product, when in reality you haven’t sold anything? What should Ford do after the campaign to leverage the newly build brand awareness and convert interest into sales?Measuring Campaign Efficiency – Will we make enough profit at the end? 1) Calculate expectation: There are very few hints in the case study that allows the reader understand how would Ford measure success: Ford targeted 9% market-share from the total amount of new passengers in the B category, a segment that consisted of 437,000 passengers – that works out to an expected 39,330 cars sold At the start of the campaign Ford expected a 100. 000 test drives within the 12 months Calculating with Ford’s expectation of market share, it sounds like Ford expected to sell 39.330 cars out of the 100. 000 expected test drives, which tells us that every test drive, in Ford’s mind has a 39% conversion rate. This is one benchmark we can use to assess the prospects of the campaign At the time of evaluation Ford accounted for 6,000 test drives for the 2 months, unless there is a fundamental change in the number of cars available for test drives, the trajectory is that this will allow Ford to assume a total of 30,000 test drives ONLY for the next 10 months of the campaign, and a sum of 36,000 test drives for the total year.Calculating with the assumed 39% test-drive success rate Ford seems well behind on its plans to reach a 9% market share. (36,000 x 0. 39= 14,040 vs. 39,330) Why is this problem? 2) Will this trajectory make enough profit? What sort of profit does a car manufacturer make on a new car? Unfortunately, no profit margin % figures were given in the case study, but if one looks at industry averages on the internet (Exhibit A), the average manufacturer makes about 4.13% net profit margin on every car.I am going to use this percentage and the given selling prices in the case: both the low-end and hig h-end selling prices in order to calculate potential revenue and profit generated against the year to date and year to go spend to assess whether the test drive figures for Ford Fiesta are an indication of an acceptable Return on Investment or could they be dangerously low? The calculation above shows worth case and best case scenarios.The calculated figures above show that Ford needs to be very careful: If the test drives remain this low, and the majority of buyers chose a low-end, lower spec, low priced car, the campaign with industry average net profit margins would probably not be on break-even. This tells us that It would probably be worth importing more test cars from Europe – see cost reasoning below – as soon as possible or/and transform some cars that are now currently used by the advocators into test driving cars, e. g. Ford could make a policy that the bottom 20% advocators would have to hand over their cars for better use.These two steps (importing more car s and converting advocators cars) seemingly would be vital to deliver business success. 3) Measuring Campaign Efficiency – Other Performance Indicators – The Reach and CMP Based on the case study Ford is happy about their early results when it comes to their website visits, video-views, tweets and blog mentions, these all perform above expectations they say. But how can we make sure that the spending of $3,000,000 is justified for the amount of impressions Ford experienced in the first 2 months?Calculating the total Reach is relatively easy, we could in theory add up all the impressions from all internet sources mentioned in the case study to get an arbitrary number for total impressions reached with this spending – see below chart. Ford exposed a total of 5,049,256 people to their Fiesta Movement. This means that the target audience watched and paid attention to what Agents got up to, leaving comments and replying to videos, and linking the Agent content on the ir own web-sites. But was this the most effective spend of the $ 3 million?To compare this, we need to calculate the CPM and compare this to different media spend at the time of the campaign – 2009. The CPM: using the cost of the campaign and dividing that by the number of impressions, expressed in thousand is: 3,000,000/ (5,049,256/1000) = 600. This number is atrociously high when compared to TV ($10), Magazine ($7), Cable TV ($6) CPMs in 2009 (Exhibit B) – I hope I calculated this correctly. So the question is: Would TV/Radio/Cable TV be able to generate the same number of test-drives and conversion? We do not have data for this, unfortunately.What Ford was looking at at the time was that the campaign was on track when it comes to building a buzz around the new product and the total cost of the campaign was going to be small when compared to the overall cost of a nation-wide TV campaign. Below I compared the expected web-visits, video-posts, calculated indexes and al so calculated total impressions for areas like Video’s posted online, photos posted online and tweets. Mid-term corrections The measure of success of a marketing campaign in the car industry is the number of test drives that can turn into sales.As mentioned above, these were WELL BELOW expectations in the case of Ford Fiesta because of the limited cars available. This was not just an opportunity for Ford; it was a must to increase the number of cars available for test drive. It would have been a crucial business decision to import more cars suitable to drive in the U. S. to expand the number of cars available to try for the Public. The cost of a test car is around $20. 000 ($2 million divided by the 100 cars employed from the case)– this includes import duties and running costs. Let’s say a car can bare an average 5 drives a day, with 10 months remainingfrom the campaign that would be (365/12*10 x 5) 1. 520 test drives per car and we expect 39% of those turning into sales = 593 potential car sales – that is a potential $5,931,250 Revenue and $244,961 profit (calculating with 4,13% average industry margin). This means each and every car added to the test-drive pool has a huge potential to generate incremental revenue and sales for Ford. On top of this, cars should have been taken from the bottom 20% of bloggers based on their performance and put into the test drive pool. Converting Interest into SalesThere are a number of ways one can convert interest into sales. Without testing these Ford would not know which ones deserve more resources than others, so I am going to list these ideas, but will not elaborate as no test results are available: Using the collected e-mails to send out newsletters with special videos, personal messages and even promotional offers (one year insurance for free if you buy now†¦) Following up promotional e-mail messages with a Telemarketing effort inviting people who opened e-mails for test drives Embeddi ng promotional offers to all YouTube videosAsking newest Ford Fiesta buyers after the launch to become brand ambassadors and post their positive experiences on their personal social media circles (Facebook, twitter, YouTube).I think not using fresh, new buyers for a product for future testimonials is a lost opportunity Promoting the opportunity of test-drives in all social media channels and in Point of Sales more aggressively for a set period of time (Twitter, YouTube, and Facebook) – (assuming the issue with lack of cars for test drives has been corrected) Partnering with selected car dealers agreeing that they would fill their full car park with Ford Fiesta’s for a two week period and no other cars would be placed on their premises (based on the successful Heineken pub case)Sending direct mail packages to selected previous Ford users if such list is available, whose cars are about to reach a certain age (5-7 years) with a message that it is time to change. The list needs to be well selected, assuming that we target people who are in need of a B category car Campaign in high-schools or around the teen-age target audience (teenage car show? ) building messaging on Ford’s highest safety perception in 2009 & 2010 listed in the case study Closing Remarks Although the case is set two months into the Fiesta Movement, as the team evaluates just the first set of metrics and seemingly they are behind target on their most crucial metric: number of test drives, we already know that Ford decided to continue the Fiesta Movement and thus created a unique campaign that left everybody much (!) wiser about marketing in the digital space and proved everyone that social media has tremendous potential for business organizations.Ford Fiesta became the company’s best performer, far exceeding the company’s expectations, helped turn around not just Ford’s business performance but stock performance as well (Exhibit D). This is probably becau se the campaign worked with a perfect idea of identifying and using capable individuals who are able to generate a steady-stream of content to raise interest level AND who are positively motivated to share their experiences when a Ford Fiesta is in their daily lives. This combination created tremendous market receptivity.We now also know that the effects of the campaign are beyond any imaginations or forecasts*:†¢Ford sold 10,000 cars in the first week of sales for the fraction of the cost of a national TV campaign†¢The campaign generated over 30,000 original content, 40,2 million Twitter and Facebook impressions and 229 million consumer engagements†¢Produced over 50,000 requests for more information from people who never used a Ford before†¢The campaign also generated high profile media coverage in outlets like The Wall Street Journal, Forbes, USA Today and CNET. According to Ford’s research, 60% of the public is now aware of the Fiesta brand even though the vehicle has not yet debuted, a metric that would have cost $50 million in traditional media spend to achieve. (*Enhanced Online News, 2010 July: Action Marketing Group Awarded Golden Effie for Ford Fiesta Influencer Campaign)

Elem Klimov's Dobro pozhalovat, ili Postoronnim vkhod vospreshchen Essay

Elem Klimov's Dobro pozhalovat, ili Postoronnim vkhod vospreshchen (Welcome, or No Unauthorised Admittance) is one of the - Essay Example In his last letter "Apogia" of a Madman, in essence, he recanted having said that Russian was the equivalent of a "headless horseman". The letters were written over a period of 5 years. There was a transitional change of thought as the dynamics of the country changed. He was highly influenced in how the Russian Elite interpreted his letters. He changed his analysis and philosophical thinking. The first part of this report will explain his philosophical thoughts in 1829 . The 2nd part of this report will explain the "Apogia" concentrating only on his change of philosophical thought. To conclude, the author will explain how a blank sheet of paper becomes a clean slate. Everything in this world can be taken from both sides. Comparing a country to a blank piece of paper is as though you are comparing a history book to empty pages. "Russia has given nothing to her people and to the rest of the world" As each western country went through the process of the Middle Ages and the Renaissance, each developed individual cultures, languages and history. The Catholic Church was contingent on Western Nations succeeding. The Russian Orthodox Church kept the pagan customs and the superstitious ways. The control the Orthodox Church held kept the agriculture nation from advancing. Chaadeav expresses two different points of view which are somewhat contradictory. If Russia were such a backward nation and a "blank sheet of paper", how could she possibly be adept at opening up to the West. Russians have the energy and the will to succeed. "Only pure feelings can issue from this pure source" Each nation goes through a cultural, religious and a social renaissance, the Russians went from paganism to foreign domination. Russian history has nothing in common with the necessary development of a civilized country. He received incredible criticism for his opinion of the Russia Utopia. Peter the Great had done so much in the previous century. For a century all science, technology and architec ture came from Western Europeans. Personal development comes with organization of the nation. A country without her own personal history, is a body of land in chaos. The renaissance of each nation is the adolescence of the people. Russia has had no Renaissance and therefore was still considered a child who depended on his parents for survival. His analogy that Russia is unlike any nation which has no history which has no culture nor Renaissance leads to reasoning that the control the church had over Europe must have been a positive effect over the growth and development of the sciences and culture of the different nations. He is hard on his country. He never once mentioned the different needs of Russia and European countries. In Europe, the need of justice, and order was more prevalent as the cities were closer together and commerce had been established for centuries. The last letter is entitled an apology. If Russia put forth an effort due to her strong will, Russia had the potenti al to be a major player in the future. In this letter, he explains or recants that Russia could not go through the middle ages that Europe went through because of the level of social progress Europe had attained in the 18th century. Europe had lived through the Renaissance in Art, Music, Architecture and Literature. There was an advancement of science. Russia had a choice of assimilating the progress of the Renaissance or stay in the dark ages. Chaadaev used the example that Russia was a white piece of paper where he proposed a solution as

Policies and Procedures Summary Essay Example | Topics and Well Written Essays - 500 words

Policies and Procedures Summary - Essay Example The policy of operational issues is essential for the control of harmful wastes, which helps in the conservation of the environment and the community. The management policy establishes the criteria for making requisitions, payment methods and the departments concerned in the transactions (OBrien, 2009). The purchasing policy enables a company to have an organized system that determines the supplier requirements, objectives and product quality (OBrien, 2009). The other significant purchasing policy category is the supplier’s duty for substandard supplies, which spells out the procedures to be taken in case of wrong shipment or contents. The basic procedural areas of procurement comprise of the purchasing cycle, correct application of purchasing forms and the development of authorized agreements. The purchasing cycle procedure describes the details of the procurement that employees must observe when contacting suppliers (Monczka, 2009). Procurement involves documentation and this requires the use of the correct forms for every purchase made. The forms offer the correct description of supplies needed and the quantity. This should include the vital information that the suppliers need to know about the requisition and the prices tagged for each commodity. The other procedural area is the establishment of legal intentions between the supplier and the buyer (Monczka, 2009). The legality of the transaction eliminates breach of agreement and fraud that might arise during the shipment period. The payment mode is another procedural area that must be addressed when dealing with procurement. This is because it signals the term ination of a transaction and helps to establish a positive working between the parties. The e-supply chain (e-SCM) is an optimization of business practices and rate in every aspect of an organization. This is because it uses the internet and web-technology to manage the supply of commodities. The e-supply

Emotional Intelligence and Global Leadership Essay - 1

Emotional Intelligence and Global Leadership - Essay Example Leaders now have to deal with different cultures in achieving business strategies and goals. Emotional intelligence is a concept developed by Peter Salovey and John Mayer. They talked about a politician who is both smart and dumb (Goleman, 1998 cited in Robertson, 2007, p.15). They argued that IQ is not enough to make a person truly â€Å"smart,† and they coined emotional intelligence or EQ (Robertson, 2007, p.15). For the next fifteen years, from being a virtually non-studied concept, EQ has received significant academic attention and applications in the development of numerous fields, such as leadership, communication, self-improvement, child raising, education, health care, and corporate development (e.g., Caruso & Salovey, 2004 cited in Robertson, 2007, p.15). EQ has become critical to developing effective leaders. Even with development in literature, there is no single definition of EQ, particularly since it is still a budding concept with different measures and with dive rse validity test results (Pat & Groves, 2006; Matthews, Roberts, & Zeidner, 2004). Many scholars agree that EQ pertains to the ability to distinguish, understand, and control one’s emotions and the emotions of others, and to use these emotions in successfully managing interpersonal relationships (Salovey & Sluyter, 1990, cited in Robertson, 2007, p.15). Emotional intelligence is also emphasized as vital in understanding the tacit messages that are decisive to interpreting the entire message of the speaker and will also advance how the listener will react to the communication process. Emotional intelligence affects global leadership  through enhancing soft skills in strategic management (Marques et al., 2008). In the article â€Å"Linking quality management and emotional intelligence to workplace spirituality,† Marques et al. (2008) linked the concepts of quality management, emotional intelligence, and workplace spirituality.  

JWD Consulting wrote a business case before officially initiating the Essay

JWD Consulting wrote a business case before officially initiating the Project Management Intranet Site project - Essay Example There is a need to justify invest in IT project, if at all, it emerges to make sense in the field of IT. In case it does not make sense, then one should look for other alternatives, because you cannot automate everything. Feasibility study is therefore used to reveal this project justification, where it makes the project appear proactive and effective in tackling issues in the field of IT. Feasibility study identifies project associated risks, and the risk management efforts required. There are a number of things indicated in the feasibility study (â€Å"Justifying a software development project,† 2006). The first one is identifying potential implementation alternative. In case things go contrary to popular opinion, there always exist a number of options for implementation. The second one is determining economic feasibility where the IT project should meet the question of whether it is of financial sense. Economic feasibility is determined by conducting a cost or benefit analy sis which compares the full costs of the project to its full financial benefits. If the benefits exceed the cost, the IT project definitely turns to be more proactive and effective. The third one is determining technical feasibility of the IT project. The real question that needs to be answered is whether a technology can actually be built. To achieve this, investigation should be done on the technologies suitable for the project. All technologies seem to work well on marketing slide, but the main problem experienced is that of choice. It is therefore important to identify alternatives for each technology as well as their advantages and disadvantages (â€Å"Justifying a software development project,† 2006). Finally, we have operational feasibility where IT project is not only required to make technical and economic sense, but also make operational sense as well. The basic question answered, in this case, is

Coursework A300EDN Essay Example | Topics and Well Written Essays - 1500 words

Coursework A300EDN - Essay Example Such a team would be managing projects from a remote station which would be realistically implemented in a different corner of the world. Such a job of this nature where I would be a team leader responsible for managing projects from a remote station also requires basic knowledge and information about doing the job correctly. As a team leader, one of the responsibilities would involve mentoring the members of the teams to access information that can help them to execute their duties. There would be need to identify at least five sources to get information relevant to the job which can be free as outlined below. The field of Information Technology (IT) is dynamic, hence it is constantly changing everyday where new innovations are taking place on a daily basis which ought to be carefully monitored. The team members should stay updated with these changes taking place in the field. Such information can be readily available from different, reliable sources which can greatly benefit the workers to gain the much needed knowledge in executing their duties. Such kind of information can be easily accessed from public libraries, professional associations, specialist website search engines, DVDs as well as trade journals. It should be noted that inspiration and motivation of the team towards a common goal would also be integral in this job profile so as to earn trust in the team. Empowering the team members with the relevant information plays a pivotal role in capacity building as a way of motivating and inspiring the team members. In most cases, knowledge is power and it can as well be gained from free information that can be acquired from public libraries. These are free and open to every members of the society where any willing person can get any information. The public libraries are very reliable in that even the most recent information

In What Ways are Stereotypes Portrayed and Opposed in The Hour of the Essay

In What Ways are Stereotypes Portrayed and Opposed in The Hour of the Star and A Doll's House - Essay Example The novella The Hour of the Star depicts social stereotypes that are faced by modern women especially when they are in a cohabitating role. In contrast, the play A Doll’s House depicts the stereotypes faced by women in the nineteenth century especially in context of the institution of marriage. Furthermore, the play also reflects on the state of nascent feminism on the rise during the nineteenth century. This text will analyse the various stereotypes depicted by and opposed in The Hour of the Star and A Doll’s House in detail. The novella The Hour of the Star revolves around the life of an average woman Macabe’a whose life is portrayed in urban as well as rural settings to highlight the various stereotypes that exist in these settings. Macabea’s boyfriend Rodrigo who is shown as short of a respectable character has narrated the entire novella. Macabea serves as the novella’s protagonist and works as a typist in the poor slums of Rio as one of lifeâ €™s most unfortunate creatures. The protagonist has been shown as a simple person who loves movies, Coca-Cola and her boyfriend Rodrigo who fails to live up to her expectations. ... Typically, it is assumed that men will detach themselves from a woman when she is unattractive or when they have fulfilled their purposes from a woman. This stereotypical image of men is carried throughout the novella and is portrayed as an evil based in the instinct of men. The element of regret is also coupled to Rodrigo’s actions later in the novella as he realises that Macabea might have outward misery but inside she is free. Rodrigo as the narrator notices that Macabea is miserable yet she has no understanding of how unhappy she should be in her condition. This method of projecting the protagonist as an independent and carefree person despite the immense problems is also a stereotypical approach used in feminist literature. In addition to the above, this novella portrays various stereotypical images of women in a society dominated by men. Macabea’s day-to-day life is portrayed as a single uneducated woman’s struggle to merely survive in a sexist society (Bri cklebank) despite having a boyfriend to protect her. Cohabitation has been given a stereotypical approach where it is assumed that two people living together do so out of love and respect. However the practicality delivered in the novella elucidates that cohabitation may only be nothing more than two people living with each other because they tend to deal with each other’s dependencies. Again within the context of cohabitation the protagonist is shown as losing more than gaining from this relationship which in turn provides a feminist touch to this work. Another facet of stereotypes depicted in The Hour of the Star revolves around the assumed characteristics of rural people in urban settings.

Organisation Analysis and Design Case Study Example | Topics and Well Written Essays - 2000 words

Organisation Analysis and Design - Case Study Example ALCAN Management made significant improvements in terms of teamwork, employee involvement and development of cooperative relations with trade unions. However, it is clear from a claim made by a maintenance engineer that they were â€Å"treated like shit† that ALCAN was treating people as â€Å"means† as â€Å"categories of status and function rather than as individuals†. This behavior had the consequence of destroying the meaning of work itself, failing to recognize and utilize properly the organization’s most valuable resource. Organizations, and ALCAN was no exception, have paid dearly for these attitudes in the various forms of worker resistance, absenteeism and complacency. 1.1 Organizational Structure Because Machine Bureaucracies are structures ridden with conflict, control systems are required to contain it. The magnified divisions of labor, horizontal and vertical, the strong departmental differentiation, the rigid distinction between line and staff, the motivational problems arising from the routine work of the operating core permeated the structure with conflict. The machine bureaucracy is typically found in the mature organization, large enough to have the volume of operating work needed for repetition and standardization and old enough to have been able to settle on the standards it wishes to use (Mintzberg, 1997;p120).

Human resource Essay Example | Topics and Well Written Essays - 2000 words - 1

Human resource - Essay Example In order to deal with these influences, it is essential for managers to develop their internal structures and employees’ behaviors to enable them handle the external forces. The environment in which an organization operates in is responsible for organizational activities and their eventual outcomes. This paper evaluates the effects of external factors on Human Resource Planning (Rothwell and Kazanas, 2003, P.176). Economic uncertainty Economic factors have a direct effect on recruitment, staffing and rewards that employers can give to their workers. The reason is that demand and supply law holds that when supply of labor is high, employers can obtain labour at lower prices, and when demand exceeds supply, and then employers have to pay higher wages and benefits. In instances where a country’s economy is growing at a positive rate, companies register high demand for their goods and services. In order to cope with such demand, organizations recruit more labor force, event ually lowering the rate of unemployment. When there is low level unemployment, the need for professional workers increases. This necessitates for organizations to enhance their employee retention and training strategies. When the economy is growing at a negative rate, demand for products and services reduces, and firms have to grapple with that in two ways. One option is laying off some workers, or lowering the amount of wages and benefits for in a bid to retain existing employees. Unemployment rates increase and employers are overwhelmed with applicants for advertised vacancies (Mathis and Jackson, 2008, P.454). Socio-cultural context Population trends are a key driver of the social sphere. This is demonstrated in the counter-cyclical shifts, in population trends. UK and other parts of the globe are registering increasing population growth. However, eastern and western Europe is registering low birth rates. United Kingdom in particular and Europe in general experience numbers of mi grants, resulting in an increase in the size of the prospective labor force. Moreover, migrants also form a considerable portion of consumers for the country’s goods and services. Kandula (2007, p 59) notes that the high number of the aging citizens marks a loss in the pool of knowledge, skills and capabilities. The reason is that elderly people have so much knowledge from the organization, and their retirement and departure from the workforce creates a significant gap in organizations. Kandula further notes that elderly people have a vast number of needs and special services. For illustration, elderly people require welfare benefits and caregivers, which is extra consumption for the country. United Kingdom is also registering high an increasing gap between the affluent and the poor. This results in the rise of socio-economic disparity that creates an increase in asset prices. Cascio and Boudreau (2012, P.51) note that socio-economic developments influence organizations human resources in one way or the other, particularly through the supply and demand for labor and consumption goods. Other social trends are such as rising divorce rates and rising numbers of single parents, drug use and changing roots of social individuality. The effect of these trends results in solo-living among people of all ages. Reduced interest in social conformity, vanity and individual

Dominos Pizza Essay Example for Free

Dominos Pizza Essay Before 2007, wheat prices didn’t have a pulse. We’d buy for the next six months and the price would be plus or minus 10 cents a bushel over the last six months. Then one day in 2008 wheat shot up $24 a bushel! Now, as a norm, we strategically consider corn, dairy, and wheat to better leverage our supply chain expertise and improve store economics. — John Macksood, executive vice president, Domino’s Pizza On the morning of August 22, 2011, John Macksood, executive vice president for supply chain services at Domino’s Pizza, Inc. (Domino’s), was reading the daily headlines while sitting in his office at the Domino’s World Resource Center, the company’s global headquarters in Ann Arbor, Michigan. Domino’s was the world’s second-largest pizza company and the largest pizza delivery quick-serve restaurant (QSR) chain. One item in particular jumped out at Macksood. An article, titled â€Å"Quiznos chain faces tough finance issues,† indicated that Denver-based Quiznos, a privately owned QSR sandwich company with 4,000 U. S. stores, was nearing bankruptcy due to â€Å"sharpening competition, waning sales, and debt woes. †1 One of the problems cited was Quiznos’ â€Å"protracted battle† with its franchisees over operating costs and profitability, with some franchisees blaming low or nonexistent store profit margins on Quiznos’ requirement that they buy food at â€Å"allegedly above-market prices from a Quiznos-mandated supplier network. †2 Analysts also blamed Quiznos’ problems on rising commodity prices, which had dramatically increased the cost of raw ingredients. As Macksood finished reading the article, he felt proud to have been part of a team at Domino’s that had proactively responded when the prices of wheat, corn, and dairy soared in 2007 and 2008. Since then, Domino’s senior leadership met on the last Thursday of every month to discuss the commodity market outlook and decide how purchasing decisions and supplier relationships should be managed in an increasingly volatile market. The goal of this strategic effort was to maintain an efficient supply chain, competitive prices, and quality menu items. â€Å"Now in 2011, we have become a well-informed group that is more comfortable with how we manage risk,† Macksood remarked. Domino’s approach to managing risk and costs both within the company-owned domestic supply chain system and at the store level was critical to its approximately 1,150 U. S. franchisees that collectively owned and operated 4,475 domestic stores in 2010. As a company built around a franchise model, Domino’s—which itself only owned 454 stores, all in the U. S. —was at the heart a supply chain and brand management business focused on supporting the franchised stores. â€Å"We call our headquarters the World Resource Center because Domino’s truly operates as a support system and resource for all of our franchisees,† said J. Patrick Doyle, CEO and president of Domino’s. â€Å"There is a reason we drilled through four floors of concrete to construct a pizza store as the centerpiece of a Professor David E. Bell, Research Associate Phillip Andrews, Global Research Group, and Agribusiness Program Director Mary Sh elman prepared this case. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright  © 2011, 2012 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1800-545- 7685, write Harvard Business School Publishing, Boston, MA 02163, or go to www. hbsp. harvard.edu/educators. This publication m ay not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. 512-004 Domino’s Pizza new atrium inside the World Resource Center. Not only do we use it to train all of our corporate employees to operate a Domino’s store, but its visibility serves as a constant reminder that our business hinges on the success of each and every one of our franchised stores. † Maintaining cost control was vitally important for Domino’s and the success of its franchisees’ stores. The U. S. pizza market was highly competitive, with both chains and independent â€Å"mom and pop† pizza stores battling for customers. The recent economic conditions had made the fight even fiercer with some recession-weary diners trading in pizza delivery for less-expensive frozen offerings from the grocer. 3 As such, companies like Domino’s could not simply pass increased costs on to consumers by raising the price of a pizza. â€Å"Domino’s was ahead of the curve when we first reacted to how a changing market would affect our supply chain costs,† Macksood said. â€Å"Chains that didn’t take a preemptive approach are hurting and independent pizza shops that have little influence over the price they pay for goods are really suffering. † In 2010 Domino’s recorded annual global retail sales of $6. 2 billion, the highest in company history and a 23% increase since 2006. 1 Domestically, the company saw room for another 1,000 stores in the U. S. market and the opportunity to increase sales through the addition of new menu items and by targeting different eating occasions. For example, Domino’s had begun to pursue a larger share of the lunch market by introducing sandwiches and pasta dishes to compete with Subway and Pizza Hut. This, however, meant that Domino’s historically simple menu would continue to expand with new ingredients, complexity, and costs that Macksood’s team would have to manage. (See Exhibit 1 for U. S. same-store sales growth and store counts. ) Outside the U. S. , Domino’s had identified many markets where the number of stores could be increased significantly. Internationally, Domino’s used a â€Å"master franchise† system that awarded a franchise for an entire country or region to one entity. This included the master franchisee’s right to operate its own supply-chain system. Macksood and his team had to determine how to bring the company’s domestic purchasing and supply management capabilities, and particularly its commodity pricing knowledge, to the rest of the world. As global commodity prices showed no signs of dropping, Macksood and others at Domino’s wondered if they should attempt to implement global buying for some product categories or develop supply chain partnerships with some or all of the master franchisees in order to control costs and reduce risks across the global brand. Company Background In 1960, brothers Tom and James Monaghan borrowed $500 to purchase the Dominick’s pizza store in Ypsilanti, Michigan. 4 After just a year in the pizza business, James traded his interest in the business to Tom for a Volkswagen Beetle. As the sole owner of the company, Tom renamed the business Domino’s Pizza, Inc. The company awarded its first franchise license in 1967 and the first franchised store was opened in Ypsilanti. Domino’s continued to license an increasing number of franchisees which led to the brand’s growth regionally and then nationally. Domino’s first international franchise license was granted in 1983 for a store in Winnipeg, Manitoba, Canada. By the end of 1983, 1,000 Domino’s stores were in operation. When Macksood joined the company in 1986 as the general manager of the North Carolina regional supply chain center, Domino’s had just opened 954 U. S. units during the previous year, making it the fastest-growing pizza company in the country. Unlike its primary competitor Pizza Hut, Domino’s focused on pizza delivery and customer carryout and did not traditionally offer dine-in seating areas. As such, Tom Monaghan was dedicated to 1 Global retail sales represented sales by company-owned stores and franchised stores. 2 Domino’s Pizza 512-004 ensuring the efficiency of Domino’s delivery service. Despite the brand’s rapid growth, Monaghan kept the menu simple compared to other quick-serve restaurants. From Domino’s founding until 1989, the menu consisted of just one type of hand-tossed pizza dough available in two sizes (12-inch â€Å"small† and 16-inch â€Å"large†), 11 topping choices, and bottled Coca-Cola as the only beverage option. The first menu expansion occurred in 1989 when Domino’s introduced â€Å"deep-dish† pizza after market research showed that 40% of U. S. pizza customers preferred thicker crusts. The company’s first non-pizza item, breadsticks made from Domino’s hand-tossed pizza dough, was added to the menu in 1992. In 1993 industry trends led Domino’s to add medium and extra-large sized pizzas and to introduce thin-crust dough; in 1994, the menu was diversified even further with the introduction of chicken wings. Still, the menu remained simple so as to streamline production and maximize economies of scale on purchases of principal ingredients. While changes to the Domino’s menu were in response to consumer preferences and competitors’ offerings, Domino’s had led the competition in innovations that with time became standard in the industry. Domino’s was the first to utilize the belt-driven pizza oven, which had one temperature setting and a conveyor belt that continuously moved items through the oven, which resulted in consistent and effortless baking. Domino’s invented the â€Å"spoodle,† which was a cross between a spoon and a ladle, in 1985 to help reduce the time it took to â€Å"sauce† a pizza (see Exhibit 2 for photos). Domino’s was also the first major pizza chain to replace wooden and stainless steel pizza cooking trays with pizza screens that allowed for more even baking. To make sure that its pizzas arrived hot, the company was the first of the major pizza chains to use corrugated cardboard pizza boxes in the 1960s rather than thinner (and less expensive) boxes. Domino’s took its commitment to hot pizza a step further in 1998 when it developed the â€Å"Heat Wave† electrical delivery bag to keep pizza hot during transit. Between 1986 and 1993, Domino’s guaranteed that customers would receive their pizzas within 30 minutes of placing an order or they would get $3. 00 off. In 1999, with more than 6,500 stores in operation—including more than 1,700 stores outside the U. S. —Monaghan sold 93% of the company to Bain Capital for almost $1 billion and retired as CEO. 5 Bain installed David Brandon, the former head of Michigan-based marketing firm Valassis Communications, as president and CEO. While Brandon continued to focus on store operations, he also emphasized the importance of building the Domino’s brand. This included better definition and consistent execution of the consumer brand experience across every element—from stores, to trucks, to people—as Domino’s sought to accelerate its global expansion. In 2004, Domino’s was first recognized as the leading pizza delivery company in the U. S. based on reported consumer spending, a title the company held ever since. In July 2004, the company completed an IPO and began trading common stock on the New York Stock Exchange (symbol: DPZ). Over the next five years, Domino’s expanded its international footprint from 2,987 franchised stores in 2005 to 4,422 by 2010. Changes were also made to the company’s marketing strategy beginning in September 2008 when Russell Weiner was hired from Pepsi-Cola to serve as Domino’s executive vice president of Build the Brand and chief marketing officer. Weiner guided Domino’s away from its traditional practice of using price-driven â€Å"limited time† promotional offers, which created temporary sales spikes, and instead focused on developing new permanent product platforms that could be promoted through advertising. New offerings such as â€Å"Domino’s Oven-Baked Sandwiches† and â€Å"BreadBowl Pastas† were permanently added to the menu with the intention of creating sustained sales increases. In 2010, Domino’s delivered approximately 400 million pizzas in the U. S. , accounting for 71% of its U. S. pizza sales (the other 29% came from carryout) and generated record system-wide revenue of $1. 5 billion, of which $1. 4 billion came from domestic operations. (See Exhibit 3a and 3b for company 3 512-004 Domino’s Pizza financial reports. ) Doyle, a 13-year Domino’s veteran who took over from Brandon as CEO in March 2010, was proudest of the increase in same-store sales,2 which were up 9. 9% domestically and 6.9% internationally. â€Å" This is a tremendous feat for any brand, especially one that is 50-years old,† he remarked. In 2010, Forbes ranked Domino’s the number one â€Å"franchise for the money† and Pizza Today, a leading industry publication, named Domino’s the chain of the year, an honor that was repeated in 2011. 6 By July 2011, Domino’s had grown to 9,436 company-owned and franchised stores in all 50 U. S. states and across 65 international markets, making it the second-largest pizza company in the world behind Yum Brands’ Pizza Hut. Domino’s had approximately 10,900 employees, referred to as team members, spread across company-owned stores, supply chain centers, the World Resource Center, and regional offices. The company estimated that another 185,000 individuals were employed by independent Domino’s franchisees worldwide. For the first time in Domino’s history, international retail sales eclipsed U. S. sales in the second quarter of 2011 when overseas markets generated 51% of total company sales. The U. S. Quick-Serve Pizza Industry In 2010 there were 67,554 pizza stores in the U.S. , which represented 12% of all restaurants in the market. 7 Franchised or chain stores made up 60% of the units and generated half of the revenue; the remainder came from independently owned stores, which were often referred to as â€Å"mom and pops. †8 (See Table A for a list of the top U. S. -based chains. ) Independent pizza shops had always been a strong source of competition for consumer dollars even though these (usually) single units did not have the purchasing power or the advertising ability of the large chains. The pizza business in the U. S.generated $34 billion in sales revenues in 2010, accounting for 10% of all food industry sales. 9 Roughly two-thirds of the annual pizza segment revenue came from the pizza delivery business where Domino’s led the competition with 19. 8% of delivery sales. Table A Leading U. S. -based Pizza Chains, 2010 U. S. Sales ($ billions) $5. 0 $3. 3 $2. 1 $1. 1 Share of U. S. Market 14% 8% 6% 3% U. S. Units 7,566 4,929 2,781 2,500 International Units 5,715 4,475 688 200 Percent Franchised 84% 95% 82% 81% Company Pizza Hut Domino’s Pizza Papa John’s Pizza Little Caesars Source: Jonathan Maze, â€Å"2010 Franchise Times Top 200 Franchise Systems,† Franchise Times, October 2011, http://www. franchisetimes. com/content/page. php? page=00138, accessed September 2011; and, Domino’s company documents. Domino’s U. S. Franchise Structure From the time Monaghan signed the first Domino’s franchise agreement in 1967, a central tenet of its strategy was to make it as easy as possible for franchisees and store managers to run their stores. 2 Same-store sales growth was a statistic used by retailers and industry analysts to compare sales at stores that had been open for a year or more. It allowed investors to determine what portion of sales came from sales growth and what portion came from the opening of new stores. Although new stores were a positive factor, a saturation point—where future sales growth was determined by same-store sales growth and not simply the addition of new units—eventually occurred. 4 Domino’s Pizza 512-004 Domino’s had developed a cost-effective business model with low capital requirements, a focused menu of affordable pizza and other complementary items, and an interior specially designed to support delivery and carry-out. â€Å"At the store level, we believe that the simplicity and efficiency of our operations gives us significant advantages over our competitors, who in many cases, like Pizza Hut, also focus on dine-in,† said Stan â€Å"The Pizza Guy† Gage, vice president for training and development. Domino’s domestic stores and the majority of its international locations did not have extensive dine-in areas which cut costs for space, furnishings, and staff. As a result, Domino’s stores were small, averaging approximately 1,200 to 1,500 square feet in size with 15 to 20 employees. The units were relatively inexpensive to build, furnish, and maintain. The amount of capital investment required to open and operate a new Domino’s franchise location averaged $150,000 to $250,000, which was considered low in the QSR segment. The average Domino’s U. S. franchisee owned and operated three to four stores, and many had only one or two. At the end of 2010, only seven franchisees owned 50 or more stores with the largest domestic franchise operating 144 stores. This was different from many QSR franchise models in the U. S., which often awarded franchises on a regional basis with one franchisee owning many or all of the locations in a metropolitan area or state. Rather than controlling a region, a Domino’s franchisee was granted a specified delivery radius. The size of this delivery area was based on the ability to deliver a pizza from the store to the customer’s door in 10 minutes or less. To protect the brand, Domino’s placed rigorous standards on its franchisees such as usually requiring prospects to manage a Domino’s store for at least one year before they were granted a franchise. Generally, Domino’s also restricted franchisees from pursuing active, outside business endeavors so as to align the interests and success of the franchisees with that of the brand. Based on these two factors, the vast majority of Domino’s U. S. franchisees had historically come from within the Domino’s system; many started as a Domino’s delivery driver. Under a Domino’s franchise agreement, the owner was granted the right to exclusively operate in a particular area for a term of 10 years with an option to renew for an additional 10 years. In 2010, the average length of Domino’s relationship with its top 50 franchisees was 19. 5 years. Domino’s franchise contract renewal rate was over 99% and its collection rate on domestic franchise royalties and supply chain receivables was also over 99%. Each franchisee had discretion over the prices charged to its customers with some national sales promotions set at the corporate level. Domestic franchisees paid Domino’s a 5. 5% royalty fee on weekly sales3 and until 2009 made contributions to fund marketing and advertising at the national and local level, which varied by market. In 2009, all domestic franchisees amended their franchise agreements to include a flat marketing contribution of 5. 5%. As such, franchisees were no longer required to contribute to regional or local level advertising campaigns, although they were allowed to if they desired. (See Exhibit 4 for details of initial and ongoing franchisee costs). In 2010, average reported annual EBITDA per domestic franchise store was between $50,000 and $75,000 on average annual sales volume of $650,000 per unit. 3 The royalties generated by Domino’s franchise system, which included its U.S. and international franchisees, generated a steady stream of free cash. Domino’s used this free cash flow to reinvest in the company, such as funding technology enhancements and supply chain improvements, and also to buy back debt, repurchase stock, and pay dividends. 5 512-004 Domino’s Pizza U. S. Supply Chain System The supply chain system was the hub of Domino’s U. S. franchise model. Domestic franchisees were free to source and purchase their own menu ingredients and supplies as long as the items were approved by Domino’s and sourced from approved suppliers. However, the system had earned Domino’s a strong and dedicated following among its domestic franchisees; in 2011, over 99% of them choose to be customers of the Domino’s supply chain. As such, Domino’s provided virtually all of the company’s 4,900 U. S. stores with over 240 individual products including fresh pizza dough, menu ingredients such as cheese and pepperoni, and store supplies ranging from delivery boxes to cleaning products and toilet paper. Macksood explained how the U. S.supply chain created value: Our centralized purchasing, vertically integrated dough manufacturing, and nation-wide distribution system allows us to leverage Domino’s combined volume to achieve economies of scale and lower costs, and to tightly control quality. This system allows store managers to focus on store operations and customer service rather than worrying about making dough, grating cheese, and preparing toppings and sourcing other ingredients. This enhances our relationship with franchisees and ensures that every Domino’s customer gets a great pizza. Supply Chain System. Domino’s supply chain system was comprised of 19 facilities located in 15 states, which allowed for nationwide coverage. Of these facilities, 16 were regional dough manufacturing and supply chain centers (SCC). Domino’s also operated three other supply chain facilities, which included an equipment and supply distribution center 25 miles east of the World Resource Center in Michigan, a fresh produce facility in Georgia that supplied some franchisees with cut vegetables, and a â€Å"pressedproduct† plant in Illinois that manufactured thin-crust dough for distribution to the 16 SCCs. 4 (See Exhibit 5 for map and details of U. S. supply chain system. ) Domestic franchisees were required to purchase and use the company’s Pulse point-of-sale computer system. This system was used for taking customer orders, submitting store orders to their designated SCC, and for connecting with the Domino’s network. The Pulse system included forecasting software that allowed store managers and owners to track inventory and sales to customers. This differed from the forecasting tools utilized by Domino’s at its SCCs, which tallied total product and raw ingredient sales made to franchisees. This information was then used by a group of team members at the World Resource Center who conducted centralized replenishment of all 16 SCCs in the system. Each SCC manufactured fresh dough on a daily basis and served about 300 stores located within a one-day delivery radius. Each Domino’s store received an average of two full-service food deliveries per week, amounting to 515,000 total system-wide deliveries in 2010. Stores placed their orders for dough—which had a seven-day shelf life—and food and other supplies electronically via Pulse, usually by 5:00pm. SCCs actually began manufacturing dough at 5:00am using an internal forecast. Domino’s fleet of 200 leased tractor-trailers were loaded in the early evening and rolled out of the SCCs starting between 9:00pm and 10:00pm. Drivers unloaded food and supplies at the stores, stocked coolers and shelves (rotating items so older products would be used first), and even mopped the floor if they had tracked in mud or snow. Deliveries were typically made in the middle of the night to 4 Domino’s â€Å"pressed-product† facility produced thin-crust dough that was parbaked (e. g. , cooked for roughly 80% of the normal cooking time and then rapidly cooled and frozen) for distribution to the 16 SCCs. 6 Domino’s Pizza 512-004 minimize disruptions to store operations. Domino’s guaranteed delivery within 48 hours of when the order was placed and the company regularly achieved an on-time delivery performance rate of 95%, with the majority of orders delivered within 24 hours. Gage explained that ordering through Domino’s offered one-stop shopping and other benefits: The supply chain eliminates many of the typical back-of-store activities that our competitors’ managers must undertake—such as figuring out which supplier has the best price on cooking oil or what cleaning supplies to order. The single most important person in Domino’s is the store manager and this system allows them to focus on the quality and consistency of menu items and customer service. New franchisees were exposed to the efficiency of the supply chain system long before their first fresh dough order was placed with a SCC. The equipment and supply chain center was the first stop for franchisees worldwide. There, store owners could buy capital items such as ovens, coolers, pizza preparation areas, counters and fixtures, signage, and other large equipment as well as â€Å"re-use† items including delivery bags, uniforms, small wares, and promotional materials. â€Å"The operation was born out of the concept of selling and shipping a pizza store in a box, a model that dates back to the beginning of the company,† explained Jim Murabito, vice president of product management. â€Å"With an inventory of over 2,500 individual SKUs, this facility is a one-stop shop able to supply our franchisees with everything they need to set-up, open, and operate a Domino’s location. † Adding Value Domino’s domestic menu reached its largest and most diverse state in 2010 when the company offered four different pizza crusts, over 25 topping choices, eight oven-baked sandwich options, five pasta dishes, two types of chicken, two styles of breadsticks, and two baked dessert options. (See Exhibit 6a and 6b for Domino’s menu items.) Menu prices across the highly competitive pizza delivery industry were relatively identical; therefore, the major pizza chains had to differentiate themselves based on taste, quality, and customer experience. Domino’s helped franchisees maintain consistent quality while improving store economics using various tools, including the spoodle and the pizza oven that Domino’s had designed. Another important piece of equipment was â€Å"the makeline† station, which served as the assembly line for a pizza. The make-line, which was a metal counter with containers and refrigeration for ingredients and toppings, had been designed—and was continually being updated—to support speedy pizza making. For example, a refrigerated cheese catch tray under the counter—another Domino’s proprietary design—allowed pizza makers to quickly spread shredded cheese on a pizza without worrying about food waste. As a result, Domino’s head pizza trainer could prepare a pizza (e. g. , flatten and shape the fresh dough ball, apply sauce, and top with cheese and pepperoni) in 24 seconds. â€Å"These tools allow stores to consistently produce menu items that meet the Domino’s standard and delivery those items in the fast, efficient manner that is required for success in the pizza delivery segment,† explained Murabito. In fact, the only piece of cooking equipment in a Domino’s store was the belt-driven oven; there were no microwaves or stoves. This meant that all of the items on Domino’s domestic menu—pizzas, chicken, sandwiches, pasta, bread, and desserts—had been designed to cook at approximately 500 degrees Fahrenheit for six minutes. Not only were Domino’s franchisees attracted to the company’s domestic supply chain for its efficiency and consistency; their participation was also encouraged through a profit-sharing arrangement. Generally, Domino’s shared 50% of the pre-tax profits generated by its regional dough manufacturing and SCCs with the domestic franchisees who purchased all of their ingredients and supplies from the company. While franchisees were allowed to opt out of the supply chain with 7 512-004 Domino’s Pizza notice, doing so would eliminate their right to profit sharing. Participating franchisees were allocated a profit share based on the volume of their purchases from SCCs. This profit sharing reached a record level in 2010 and â€Å"continued to strengthen Domino’s ties with its franchise network by enhancing franchisees profitability while maintaining a source of revenue and earnings for Domino’s,† noted Macksood. â€Å"The greatest advantage of this arrangement is that it brings us closer to our franchisees and encourages us to work together to reduce costs and food waste. † Macksood provided an example of how his group responded to franchise feedback: With nine product groups accounting for 90% of sales volume in our supply chain, our biggest challenge is managing an increasing variety of ingredients. When pasta was introduced to the menu, we began supplying a cheese sauce that was packaged in a one-pound bag. Within a few months, franchisees reported that the amount was more than needed to meet their daily sales volume, which forced them to throw away product. We experimented with smaller packaging options and eventually settled on individual portion-sized packs. Smaller packaging is more expensive for us, but it creates less food waste for our franchisees. In addition to allowing Domino’s to work closely with franchisees to manage costs and gain product feedback, the supply chain also helped the company respond to natural disasters that could disrupt store sales. When Hurricane Katrina struck the U. S. Gulf Coast in 2005, Domino’s quickly placed trailers at stores that were destroyed or without electricity, allowing franchisees to feed rescue workers and displaced citizens. According to Macksood, Domino’s stores in the area were the last QSRs to close before the storm and the first to re-open. In the time since the hurricane, Domino’s encouraged franchisees in the area to build new stores that would be â€Å"hurricane ready with generators, an extra-large cooler, and the ability to reopen quickly. In February 2011, an ice storm paralyzed usually snow-free Dallas-Fort Worth, Texas, just days before the area played host to the Super Bowl. Super Bowl Sunday was historically the pizza delivery industry’s busiest day of the year. The company was expecting to sell 1. 2 million pizzas nationwide with especially strong demand across the 123 stores serving the Dallas-Fort Worth market. 10 It was customary for SCC managers to monitor meteorological reports in their respective distribution regions. By doing so in this instance, the supply chain system was able to proactively position extra resources and make early deliveries when warned about the pending Texas storm, allowing Domino’s to meet customer demand on the day of the game. The Agricultural Commodity Market and Domino’s Suppliers. Historically, the agricultural commodity market—although cyclical—had been relatively stable and predictable. This continued to be the case even as prices for corn, milk, soybean oil, and wheat rose steadily from 2000 to 2005. However, global commodity prices soared in 2007 and 2008 due to record high oil prices, severe weather events, food security fears, and trade restrictions. The price of wheat, corn, rice, and oilseed crops nearly doubled. Some pricing relief came in late 2008 and in 2009 when the most serious global economic recession since the 1930s dampened demand. However, prices rose again at the beginning of 2010 as demand, driven primarily by developing countries undergoing rises in per capita incomes and population growth, outpaced supply. Reduced global inventories added to the price volatility, which was exacerbated by a high number of severe weather events. In the summer of 2010, droughts followed by fires in Russia, the world’s third-largest grain producer, reduced the country’s wheat production by 25% and led the government to stop exports. The U. S.commodity market followed the same global trends into 2011 due to a combination of factors, including droughts in key grain-producing regions, spring flooding on the Mississippi and 8 Domino’s Pizza 512-004 other U. S. rivers, low stocks, increased use of corn to produce biofuels, and rapidly rising oil prices. In April 2011, corn futures prices,5 which had increased almost 90% over the previous 12 months, reached a record high of $7. 44 per bushel and for the first time in a decade surpassed the price of wheat futures on the Chicago Board of Trade (CBOT). Only four months earlier, wheat had traded at a 31% premium over corn. The growing use of corn for ethanol in the biofuels industry and a rise in demand for livestock feed kept demand up and prices high. 6 Other factors, such as increased demand for corn feed in China, were also blamed for sustained high prices. 11 Rising corn prices hit protein producers particularly hard. Tyson Foods, Inc. , the largest meat producer in the world, cited higher poultry feed costs for a 21% year-on-year drop in its second quarter 2011 earnings. 12 From July 2010 to July 2011, the price that U. S. meat producers charged for chicken grew 4. 3% and was projected to increase another 5% by the end of 2011. Similarly, pork prices had increased 27% and both pork and chicken had reached record high prices. The trading price for milk, the primary ingredient in cheese, had escalated 56% 13 to a record high of $21. 39 per cwt (100 pounds) in July 2011,14 a price Macksood called â€Å"sticker shock. † Many meat and dairy producers started to include increasing amounts of wheat as a feed substit.

Ethnic adoption Essay Example for Free

Ethnic adoption Essay Transracial adoption also known as TRA, is defined as the adoption of children of a different race or culture from their adoptive parents, has been a controversial issue in the United States. Social workers are usually the one that match the child with the â€Å"parents† when it comes to adoption. The number of adoptive parents does not relate with the number of adoptive minority children. Therefore, more parents of a different race are able to adopt them. Many social workers see transracial adoption as an ideal solution to the lack of adoptive homes for children of color. However, that is not the case with all social workers. There are some social workers that do not agree with TRA regardless of laws that have been set. They can prevent the placement of children of color with families of a different race by deciding they are not fit for different reasons. They are overlooking the reality of the situation. The reality is that there are children in America that need homes, and homes that need children. These social workers would rather have these children raised by the system than belong to a loving family all due to their argument that children should remain with their race to sustain their cultural background. Children need more than their cultural background. They need love, stability, and a good home. In America, a social worker’s mission is protecting children. When a child is neglected and needs to be removed from the home or situation their job is to find them an appropriate home. In most cases social workers view the situation as a whole and see that the child is taken care of regardless of the race of either the child or the adoptive home. In the process of finding a suitable home it’s important for the state, the child, and the adoptive home for the adoption to be successful. In any situation when making a match that will be successful it’s ideal to have as many common factors as possible. Race would be a factor in adoption to considerate when finding common ground. However, when the common factor is not available the option of looking outside of the common factor can prove to be successful. However, there are some people out there that disagree with this. The family members of the child or even some social workers will overlook the disposal of a home outside the race of the child in hopes to find a home of common race. Their argument is to place the child in an environment and culture in which they come from. In the meantime these children will remain within the system costing the system and  taxpayers money. The money used from the child being in the system is wasted as there is an available home for them to be placed in. The system the child is placed in is the foster care system. Although foster homes and foster families are adequately trained and certified by the state in which they live in to take children in their homes they are not the best place for a child. A child needs stability and a loving home, a permanent home.

Example Answer On Multinational Corporations And Complexity

Example Answer On Multinational Corporations And Complexity Multinational corporations (MNCs), in their effort of globalisation normally face complexity that caused by multiculturalism and geographic dispersion. There are three characteristics of complexity in globalisation. 1) Multiplicity reflects the need of MNCs to be responsive to different viewpoints, public opinion concern and government rules and regulations. 2) Interdependence will means all operation and business activities are interrelated that can not be treated alone. 3) Ambiguity means the lack of information clarity that will lead to difficulty in interpreting events and people. Complexity in the international operating environment will then lead to various global challenges. It is difficult for MNCs to achieve organizational effectiveness and sustainable competitive advantage locally as well as globally if it is operating without an efficient and systematic HRM practices that align with the business strategy. Paine Co. which is building its international presence is facing some HR issues and challenges that typically will happen in MNCs. From the case study, the following main HR issues had been identified. TABLE 1: MAIN HUMAN RESOURCE ISSUES FACED BY PAINE CO. A. Communication Do not have a clear view of the corporate mission statement and vision set within the group. Lack of communication channel between the management and the employees. Do not have get-together among staff for idea exchange and employees feedback sessions. B. Recruitment, selection and retention Decentralised recruitment policies. Do not have good image branding and company reputation. C. Performance management and reward system Do not have well designed performance review and appraisal system. D. Training and development Do not provide staff intensive training for all new employees. Do not have further on-job or off-job training for improvement of skills and knowledge. Do not have interchanging of staff between subsidiaries. Communication being one of the most important components in human life is also the key of success for HR management. Effective communication is essential throughout an organization to ensure transpire of all information and knowledge sharing can be achieved. Communication is also vital for the organizational objectives setting. Effective communication between the employer and employees can lead to a greater understanding in achieving organizations goal. Study by Lindholm, N. (2000) found that it is important to communicate the company goal and job objective clearly to the host-country employees in MNCs to increase their job satisfaction. Jack Welch, the CEO of General Electric Co. (GE) had introduced the informal culture across the company. The Informal by Jack Welch means violating the conventional chain of command, creating communication across all layers of the organization and everyone can talk to the boss. During his tenure as GEs CEO, Jack Welch organized a lot of corporate events that provide opportunities to all the employees to get-together and at the same time the management can communicate the company values and vision effectively to the employees. Besides that, Jack Welch also made unexpected visits to plants and offices abroad as well as scheduled luncheons with his managers to achieve good leading, guidance, and influence the behaviour of complex organization. The weakness in communication within Paine Co. can be seen in a few contexts. The communication problems started from their international expansion with some of the subsidiaries running on decentralised basis. There are no common strategies and objectives been set and communicate across all subsidiaries in the overall business operation. There is also no interchange of people between subsidiaries which can help to promote knowledge sharing and team spirit. Collecting workplace feedbacks from employees can facilitate in creating two-way communication which is important in an organization. Annual staff opinion survey is one of the methods that can be introduced to collect feedbacks from employees. In Paine Co., the occasion that consultants from France made direct complaints to their MD bypassing their local manager had shown the lack in proper channel of communication within the organization. Besides that, Ferguson as the MD of Paine Co. did not emphasize on knowledge sharing and t eam work but only see personal results and performance as the key factors of determining the business success. Therefore, overall synergy can not be achieved for a greater sustainable competitive advantage. Human assets are important for service industry as their people are core part of the source of services that have direct visibility from a customer point of view. Stringent recruitment and selection processes must be implemented to ensure the right people are to be engaged. Employers reputation and corporate branding are other crucial factors that will affect the recruitment and selection process. Highly talented people are always looking for their employer of choice in seeking their job for better career advancement. Singapore Airlines (SIA) for example had been the employer of choice for many educated young people due to their reputation as a service leader in the airline industry. On the other hand, SIA adopts a highly rigorous and stringent selection process which the applicants are required to meet various criteria from outlook appearance, age ranges, academic qualifications as well as physical attributes. The stringent selection process is to ensure the right people bee selecte d for the right job and at the same time improve the service quality of the organization. In this case, Paine Co. failed to carry out the best-practice in the recruitment and selection strategies. The company has had problems in developing a brand with a good company image in Germany, both for clients and staff. While facing the problem in recruiting good staffs, at the same time it also fails to retain the talented young employees. These have affected the efficiency and smoothness of the project and business operation and at the same time will incur higher cost for recruitment purpose. As recruitment and retention of employee is another challenging task in IHRM. Employers need to select the right people and put them to the right jobs, as well as managing their performance effectively and at the same time retain the quality employees from leaving the organizations. Only the right people will take the organization where they need to go. Hadhiphanis (2010) highlighted three issues that need to be considered by management when recruiting employees: Value of experience and s kills for the proposed position; behavioural and technical competencies based in making hiring decision; and pre-screen candidates before interview. While for retention of staff, Hadhiphanis (2010) again suggested that three strategies need to be carefully implemented in order to ensure the company provide better value to their employees as compare to their competitors. Options of remuneration, fringe benefits and rewards system to employees. Clear in communicating expectations and ability to gauge the performance against expectations. Rotational assignments, career development and planning as well as financial support (job-related and non-job related) to employees. The implementation of good staff recruitment and retaining strategies will not only build good employees capability for today but also for the future. Paine Co. should identify the needs of their employees and should not assume employees in every country having the same needs. Most of the time, the employees needs are reflected in the social-economy and culture of the country. Besides that, employees needs will not be the same all the time and review should be carried out periodically to ensure the HR practices are being implemented correctly to suit the current conditions. As for the performance management and reward system (PMRS) in Paine and Co. Although employees bonus and rewards are performance based, the final decision still subject to the senior management discretions without going through a proper appraisal and performance review system. Therefore their bonus system is not well-regarded. Performance management (PM) was defined as a HRM process involving constant evaluation of individual and corporate improvement progress against the predetermined objectives which are correlated to the company business strategy (Dowling et al., 1999 cited by Lindholm, N., 2000). The extrinsic and intrinsic motivations, understanding of job task and job satisfaction of the employees are mainly influenced by PM practices of a company (Lindholm, N., 2000). PM that is properly planned and implemented will also help in the objectives setting, reducing job errors as well as maximizing employees satisfaction and motivation in achieving not only individual job objective s but also align with the companys business strategy in achieving organizational goals. Evidence from research had shown that cultural differences among countries will affect the elements in implementing PM. PM practices will not be successful if MNCs implement and standardize their PM policies at both home country office and the overseas subsidiaries without consideration the cultural differences among the countries. Hofstedes cultural dimensions theory had been applied by researchers in their studies in relationship between the cultural differences and the transferability of PM as well as job satisfaction in MNCs. Lindholm, N. (2000) suggested that PM system should be modified to suit to the culture of host-country. Modular type PM system that can suit to different cultures in different countries can be developed to improve the job satisfaction and performance of host-country employees. Besides that, the design and implementation of a fair performance evaluation system by taking host-country employees feedback into consideration is crucial to create job satisfaction o f employees in MNCs. IHRM issue is one of the greatest challenges for all MNCs. Even world class companies like General Electric Co. and Black Decker Corp. will face some challenges in managing HRM issues when it first going global. Mendenhall, M.E et al, (2003) had identified the following Big Five global HR challenges for MNCs. Enhancing global business strategy Aligning HR issues with business strategy Designing and leading change Building global corporate cultures Developing global leaders The implementation of good IHRM practices has become very crucial in the success of all organization regardless their sizes and industry (Ulrich, 1997, cited by Nicolaou, N. and Costea, E.S). The fit of this type of culture HR system shall be given more attention in order to create an effective organization. In todays highly competitive globalization business environment, human resource become the main assets of an organization and therefore the implementation of IHRM strategy is the key to the success of the organization and its continuous competiveness in the global market. ANSWER FOR QUESTION 2: Barlett and Ghoshal (2000, cited by Harzing, A.W and Ruysseveldt, J.V., 2004) highlighted the three types of strategic objectives for MNCs are: meeting the challenges of global efficiency; multinational flexibility, and worldwide learning. Porter (1990, cited by Truong, et al, 2010) pointed out that the most significant source of competitive advantage for an economy is a skilled, flexible and well-educated workforce. While Heneman et al. (2000, cited by Truong, et al, 2010) stated that HR is important for all types of organizational sustainability. Many companies had realised the importance of strategic HR practices but only a few can implement it strategically in conjunction with the business strategy to gain competitive advantage (Schuler R.S MacMillan I.C, 1984). The following table shows the core components of HR practices that had been identified and the proposed HRM strategies in order to help Paine Co. in building their corporate business strategy to gain long-term competitive advantage. TABLE 2: CORE HRM COMPONENTS, CURRENT STATUS AND PROPOSED STRATEGIES FOR PAINE CO. HRM Core Components Current Status Strategies Recruitment and Selection Recruitment and selection procedures not regulated or standardised Do not have clear and stringent criteria in selection To use value-based hiring method To carry out proper job analysis and description Specification of minimum criteria in selection Standardisation of recruitment and selection procedures (i.e. interview, psychometric test and social test) Compensation and Benefits Remuneration system not standardised or according to industry standard To carry out industry remuneration review To introduce profit sharing scheme Performance Management and Reward System Do not have proper appraisal review system Rewards do not reflected on the individual performance No relationship between reward policy and corporate business development strategy To carry out KPI as PMRS To create link between goal-setting and performance achievement Training and Development Do not have proper training and development program To have intensive training for new staff To provide continuous training throughout employment Retention of Talents Lack of support from management to staff Lack of communication between employer and employees Lack of motivation Do not have succession plan To create multiple channels for information sharing To rewards the staff with innovative ways To carry out employees satisfaction survey To develop career advancement plan for employees Schuler R.S and MacMillan I.C (1984) suggested two ways for HRM practices to help in gaining organizational competitive advantage: by helping themselves and by helping others. They also clarified that good HRM practices should be first be targeted within the company before implement to the external parties (i.e. customers, suppliers, distributors). Strategic HRM practices should be ideally integrated with the business strategy of an organization in building long-tern competitive advantage. Wirtz, J., et al, 2007 believed that The wrong people are liability. Recruitment and selection is an important process in HRM that will decide whether the right person will be doing the right job at the right place. Value-based hiring method can be utilised by Paine Co. in their recruitment and selection process. A detail job analysis and job functions description should be carried out before determining the selection criteria in their recruitment exercise. Other than qualifications and experiences, criteria like physical attributes, social and emotional competency should also be considered when selecting their consultants who are the front-line staff that serve their clients. Therefore, other than structured interviews, psychometric tests and social competency tests should also be included in the screening process to ensure high quality consultants are recruited. By having stringent selection criteria, the uncertainty of hiring the right applicants with the expected qualities will be reduced. In long run, the cost for recruitment and selection process can be reduced due to the increased in efficiency of recruitment and selection process. Besides the selection and recruitment process, Paine Co. also facing problems in managing their compensation and benefits as well as PMRS. It is suggested that profit sharing scheme to be introduced to the consultant advisers and senior consultants. This will encourage employees to be part of the business partners and increase their commitment towards the company performance. While for PMRS, Paine Co. should implement the Key Performance Indicator (KPI) system to ensure fair evaluation of performance review and structured appraisal throughout the whole group. Implement of KPI system will not only guarantee fair treatment to all staff but also make the objectives setting and performance management process more effective. Training is one of the key components of success for service industry like Paine Co. For organizations that are seeking competitive advantage through HR, Khandekar, A., and Shama, A. (2005) suggested that they should design their HR systems so that human resources can be utilised efficiently and enabling knowledge been used by employees to maximize their organizational competitive. In this situation, Paine Co. is suggested to plan and provide an intensive training program to all its new employees before they carry out their duties. Intensive training programs are effective HRM tools because it can help the newcomers to master their jobs which probably causing fewer anxieties among them. Besides that, company values, objectives and the expectations from the employer can also be clearly communicated across to the new staff through intensive training. Subsequent off-job and on-job trainings should be planned and provided regularly throughout the employment period to improve knowledge and skills of employees. The training and development program is part of the strategic HR management that is essential for Paine Co. to obtain sustainable service excellence and long-term competitive advantage in the industry. Last but not least, the talents retention is another area that needs to be strategically implemented. Tobia, P.M (1999) mentioned that lowering turnover of staff will increase profits of a company. Besides that, only employees who are motivated and satisfied with their working conditions are able to produce good services and products for better competitive advantage in the industry. Many young consultants in Paine Co. left the company by joining the competitors proofed that its employees are not satisfied with their working conditions as compare to the competitors. Paine Co. need to improve the provision of resources to the employees in carrying out their duties. Implementation of some long-term retention programs such as innovative and fair PMRS; people friendly policies and carry out employees feedback survey will definitely help in reducing staff turnover rate. Opportunity for career advancement is another determinant of retention success. Succession plan and career path plannin g is important to retain talented employees and increase productivity. By implementing all the above proposed HRM strategies will not guarantee the ultimate success of the company in achieving the long-term business competitive advantage if there are no continuous reviews and improvement plans on its strategies. Besides a good HRM systems, products and brand differentiation; focus orientation; global thinking; a sensitive radar system; perpetual spirit of innovations; social and environmental responsibilities are some of the other criteria for MSCs to become a real World Class Company and achieve long-term business competitive advantage. All the above mentioned criteria will need to link people with the strategic needs of the business as people is the most valuable asset of an organization. If the business needs of an organization can be clearly identified and be integrated effectively with the HRM practices, long-term sustainable competitive advantage will not be far from achievable. REFLECTION Planning and formulating the HRM practices with business strategy for competitive advantage will be meaningless if the management do not understand the basic needs of their employees. Therefore, communications play an important role in the analysing and understanding the employees behaviour so that the right HRM practices can be strategized. All employers know what the company goals are, but not everyone is able to articulate their products or services with the market-place effectively to determine the types of employees needed. The needs-matching process to get the right person to do the right job is another great challenge in HRM. Another concern will be the consistency in the implementation of the best HRM practices in an organization. Only long-term consistency in the practices can bring great results and achieve sustainable competitive advantage instead of just short-term success. Commitment from the top management is an important factor that will determine the success. Total organizational commitment can not be achieved without starting from the top and working down. If the top management started to demonstrate good practices, concern and commitment to their job and products, the employees will also begin to follow the same practices and further synergizing their contributions to perform for sustainable competitive advantage. END ABBREVIATIONS GE General Electric Co. HRM Human Resource Management IHRM International Human Resource Management KPI Key Performance Indicator MD Managing Director MNCs Multinational Corporations PM Performance Management PMRS Performance Management and Reward System SIA Singapore Airlines

Prostitution: The Uncontrollable Vice Essay -- essays research papers

â€Å"There are women who search for love, and there are those that search for money.†   Ã‚  Ã‚  Ã‚  Ã‚  Today, the term woman simply denotes one’s sex. It does not define her character, morals and values, or even her profession. However, this was not always the case. At the end of the nineteenth century and beginning of the twentieth century, during the Progressive Era, there was a drive for reform. Various social problems became targets for investigation and intervention: child labour, juvenile delinquency, corruption in city government and police departments, and prostitution. These things were newly discovered social problems; the only differences during this period were the new assumptions, strategies, and expectations of a broad organization of activists. Progressive reform actively decided to take more of a role in regulating the social welfare of its citizens, and those private and public spheres of activity could not be disentangled. Prostitution was an issue that underscored the relationship between home life and street life, wages of ‘sin†™ and low wages of women workers, double sexual standards and transmission of venereal disease. The late nineteenth century response to prostitution revealed the competing ideologies within Progressive reform activity over social justice and social control. â€Å"Most attempts to ‘deal with’ prostitution have consisted almost exclusively of more or less vigorous attempts to suppress it altogether – by forcing the closing of brothels, and by increased police activities against individual prostitutes and against those individual places, such as taverns, where prostitutes frequently solicit.†   Ã‚  Ã‚  Ã‚  Ã‚  This paper seeks to prove that the reformers were unable to stamp out prostitution during the end of the nineteenth century and the beginning of the twentieth century for a variety of factors. First, I will look at why women in the late nineteenth, and early twentieth century became prostitutes. The gender differences between sex roles will be analyzed in relation to prostitution. Finally, the various failed attempts to abolish prostitution will be discussed.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Legally [prostitution] is often defined as the hiring out of the body for sexual intercourse.† Some say that the exchange of money does not need to take place. Albert Ellis, one well-known sexol... ...e of the prostitutes as working women, featured films, books, and television and radio talk shows seem to seek to demystify prostitution, to strip away the glamour and sensationalism. These images represent a conscious attempt to reject the portrayal o prostitutes as outcast women, deviant actors, and criminal types prevalent in the popular literature and scientific journals of the last century and a half. These images of prostitution reveal a retreat from an era of social justice campaigns that sought through economic and social programs to remove the sources of prostitution. Bibliography Benjamin, Harry. Prostitution and Morality. (New York), The Julian Press, Inc., 1964.) Bullough, Vern L. The History of Prostitution. (New Hyde Park, New York, University Books Inc., 1964) Report of the Special committee on Pornography and Prostitution. Pornography and Prostitution in Canada. (Ottawa, Canada, Minister of Supply and Services Canada, 1985.) Sion, Abraham A. Prostitution and the Law. (London, England, Western Printing Services Ltd., 1997.) Strange, Carolyn. Toronto’s Girl Problem: The Perils and Pleasures of the City, 1880-1930. (Toronto, University of Toronto Press, 1995.)