Linguistic Commentary Essay Example | Topics and Well Written Essays - 1000 words

Linguistic Commentary - Essay Example As Professor Christopher John Poutain (2005) explains it, there can be three types of linguistic acceptable variations: "Acceptability may vary with a number of factors, including place (DIATOPIC variation), social group (DIASTRATIC variation) or time (DIACHRONIC variation)." In the present case, we have a diastratic variation as the boss represents a social group a lot different from the workers' group. We can see that their Spanish is quite different even though they seem to understand each other very well. As we know, the concept of linguistic competence means in pragmatic terms that there is no register better than others as long as communication is established among them. In this fragment we can note a great difference between the boss' Spanish and the workers' Spanish. Spanish is a language of constant changes as Professor John M. Lipski (n. d.) stated in one of his papers: "Spanish -a language spoken on every continent- is the product not only of its Peninsular heritage and of internal evolution, but also of a variety of language contacts, with indigenous languages, languages of forced immigration (the slave trade), and of voluntary immigration." The present fragment is a good example of the many changes that Spanish has experienced along the years. Another distinctive feature of this fragment is the vocalization and th... The boss also uses some of this broken Spanish words when he changes his register. An interesting feature is the pejorative language used by the administrator: "rotos de michica" (l. 7), "fuerino sinvergenza" (l. 17), "sinvergenzas" (l. 18). As he is mad, he uses this kind of language as a way of getting even on the workers. On the other hand, the use of colons speeds up the narrative in lines 25, 26 and 27. The narrator is omniscient. It is narrated in the third person singular. The register of the narrator's speech is standard Spanish. In lines 20 and 21 the narration is very agile: "como un mvil punto obscuro que alejndose se empequeeca". It is also very graphic as we can see the little dot getting smaller with the precise wording of the narrator. This fragment has two distinct parts: one narrative part and one dialogues part. The narration is very concise and explanatory as it gives interesting details of the motives behind the dialogues. It is also very descriptive, especially when it says in lines 12-14 the following: "hablaba ahora a Segundo, que entontecido por su mirada roja de ira, con movimiento de pndulo mova acompasadamente el cuerpo." In these lines we can see the use of a very appropriate metaphor: "pendulum's movement", when referring to the oscillating movement of Segundo's body. The narrator also makes emphasis on the wrath of the administrator. He says that his "glance was red by the wrath" (l. 13), and this image is very graphic and quite appropriate to describe the mood of the boss. But it is relevant to note that there is a change in the color of his glance due to the same wrath. In line 13 it is red,

London Underground Limited Management Project Assignment

London Underground Limited Management Project - Assignment Example The London railway network is the oldest underground railway system on earth. It begun as a 6-kilometer stretch between Baker street and Paddington in the 17th century. The role of the 6-kilometer stretch was to avail a small continuous railway service meant to connect to the main overground station, which connected to the London City. The London Underground is also called the Tube or The Underground. This public metro system reaches a big section of the UK including counties such as Buckinghamshire and Essex. It is characterised by 270 stopping stations and more than 400 hundred kilometers of laid tracks on 24 different tracks, 55 percent of the track is on the ground and 45 percent underground. During its the initial formation of underground tunnels, the tunnels were only dug and covered. Later, the circular tunnels were dug and sunk deeper. Initially, to access the underground stations, people employed lifts, but now a day it has been modified and made easy to access. Its initial owners were several private organisations, which later merged to form a London Passenger Transport Board, which has evolved with time. Currently, London Underground Limited manages the railway system. The passengers meet operational costs. Within one year, the company manages to transport billions of passengers. The Transport for London assumed the responsibility of running the transport across the UK`s capital.The railway LUL experiences delays and overcrowding as some of problems to customer`s comfort.

Stop and Frisk Essay Example for Free

Stop and Frisk Essay The Fourth Amendment of the United States Constitution protects people against unreasonable searches and seizures. Modern officials have granted police officers in New York City an incentive to respect the amendment. The Stop and Frisk program employed by the New York Police Department, gives police officers the right to initiate a stop of an individual on the street allegedly and do a quick search of their outer clothes for weapons based on if the officer has a reasonable suspicion that a crime has or is about to take place and the person stopped is armed or dangerous. This reasonable suspicion is not based with specific facts but from the hunches from New York Police officers. Stop and frisk has been a New York Police Department tool for decades, but in recent years it has generated an increased amount of disapproval and debate due to the disturbing rate in communities of color, who often feel under attack and harassed by the police. Minorities make up the majority percentage of people searched in predominantly white neighborhoods, which is why I believe that either some kind of quota or limit should be implicated where only a certain percentage of people stopped can be of a specific race or from specific neighborhood, or New York City should just get rid of the program all together. In 2011 alone, 700,000 New Yorkers were pulled over for stop and frisk searches. Approximately 87 percent were Hispanic or Black and of that percentage 90 percent were deemed innocent (Huffington Post). In comparison, from 2002 to 2011 Hispanics and Blacks made up 90 percent of people stopped, and 88 percent of those stopped were innocent New Yorker (New York Civil Liberties Union). If racial profiling in this case was effective that would be one thing, but there has yet to be any published research that has proven the effectiveness of this program, which is shown in the lack of arrests produced. Violent crimes in New York have decreased by 29 percent between 2001 and 2010; however, other major cities, such as Los Angeles and New Orleans, have experience larger declines without the use of stop and frisk (New York Civil Liberties Union). This is a clear example of why this program; that causes more harm than good, should be abolished. Every American citizen has the constitutional right from unreasonable search and seizure. This epidemic affects too many people for it to be ignored any longer. My own brother and his peers faced being stopped and frisked just because of they were African Americans in a predominantly white neighborhood. Neither my brother nor his peers were a threat, possessed a weapon, or had a criminal record of any kind. Under the stop and frisk exception, the police can stop you on the street and pat you down for anything illegal as long as they have suspicion. Don’t wait until you are personally affected by this unconstitutional procedure before you take a stand against it.

Report of Strategic Management Process practiced at Jusco

Report of Strategic Management Process practiced at Jusco The strategic management process aims at delineating the organizations strategy. It is defined as the process by which managers make a choice of a set of strategies for the organization to achieve efficient functioning and higher accomplishments. It is a continuous process that appraises the business and industries where organization is involved, evaluates its competitors, defines targets to meet all the present and future challenges and finally assesses each strategy periodically  [1]  . Strategic management is a particular course of action that is meant to achieve a corporate goal. By and large, the owners, founders of the company take the first step of the process. They lay down the structure responsible for carrying out several functions such as providing direction and guidance to the employees, setting up measurable goals with defined time spans and designated duties. Planning, budgeting, acquiring resources, maintaining resources and using follow-up techniques to resolve key issues are key elements for managers to know in the strategic management process. Strategic planning came into being years ago as an alternative to then popular tradition of long-range planning. Long-range planning was based on pooling historical data and several market assumptions to chart the direction that an organization should take. Strategic planning on the other hand is more leadership driven and vision-based; leaders decide on principles that guide the organization toward established goals  [2]  . Strategic management process is defined by four major steps which can be defined as follows  [3]  : Environmental Scanning-  Environmental scanning refers to a process of collecting, scrutinizing and providing information for strategic purposes, analysing the internal and external factors influencing the organization. After gathering the required data, management evaluates it on a continuous basis and strives to improve its resource database. Strategy Formulation-  Strategy formulation is the process of deciding best course of action for accomplishing organizational objectives and hence achieving organizational purpose. After conducting environment scanning, managers at this stage formulate corporate, business and functional strategies. Strategy Implementation-  Strategy implementation implies making the strategy work as intended or putting the organizations chosen strategy into action. Strategy implementation encompasses designing the organizations structure, distributing resources, developing decision making process, and managing human resources. Strategy Evaluation-  Strategy evaluation is the final step of strategy management process. The key strategy evaluation activities are: appraising internal and external factors that are the root of present strategies, measuring performance, and taking remedial / corrective actions. Evaluation makes sure that the organizational strategy as well as its implementation meets the organizational objectives. These components are chronologically carried steps while creating a new strategic management plan. Firms with existing plan in use revert to these steps as per the situations requirement, so as to make essential changes. Components of Strategic Management Process Components of Strategic Management Process 1.1 Environmental Scanning: Internal External Environment Organizational environment consists of both external and internal factors which need to be continually monitored to determine development and forecasts of factors that will influence organizational success.  Environmental scanning refers to possession and utilization of information about occasions, patterns, trends, and relationships within an organizations internal and external environment  [4]  . It helps the managers to decide the future path of the organization. Scanning must comprehensively identify the threats and opportunities existing in the environment such that efficient strategy which takes advantage of the opportunities and minimize the threats can be formulated. Internal analysis of the environment  is the first step of environment scanning. This primarily includes interaction of employees with other employees, management, manager interaction with other managers and shareholders, access to natural resources, brand awareness, organizational structure, main staff, operational potential, etc  [5]  . Internal environment analysis helps identify strengths and weaknesses within the organization. Most commonly used instruments used for assessment include interviews, surveys, discussions etc. While in  external analysis, three correlated environment are studied and analysed Immediate / Industry environment National environment Broader socio-economic environment / Macro-environment Examining the  industry environment  involves survey of the competitive structure of the organizations industry, emphasising competitive position of the organization with respect to its main rivals. This includes assessment of the nature, stage, dynamics, history of the industry and the effect of globalisation on competition within the industry. Analysing the  national environment  involves appraisal of efficacy of national framework in achieving competitive advantage in the global environment  [6]  . Macro-environment  analysis includes exploring macro-economic, social, government, legal, technological and international factors that may influence the environment. The analysis of organizations external environment reveals opportunities and threats for the organization  [7]  . As business becomes more competitive, external environment fluctuates rapidly hence, information from external environment adds crucial elements to the effectiveness of long-term goals and strategies. It becomes indispensable to identify competitors moves and actions in the dynamic environment such that organizations can amend their core competencies and internal environment as per external environment. Strategic managers must not only recognize the present state of the environment and their industry but also be able to predict its future positions. 1.2 Strategy Formulation Strategy formulation refers to the process of choosing the most appropriate course of action for the realization of organizational goals and objectives to fulfil organizational vision.  The process of strategy formulation involves six main steps which can rationally be followed in the following order  [8]  : Setting Organizations objectives   The key component of any strategy statement is to set the long-term objectives of the organization. Objectives specify the desired end state while strategy stresses upon the means of achieving it. Strategy encompasses both fixation of objectives and definition of the medium to be used to realize those objectives. Thus, strategy is an extensive word which is based on manner of deployment of resources to achieve desired goals. While fixing the organizational objectives, it is essential that the factors which influence the selection of objectives must be analysed before the selection of objectives. Evaluating the Organizational Environment   The next step is to evaluate the general economic and industrial environment in which the organization operates highlighting its competitive position. This generally involves a qualitative and quantitative review of organizations existing product line.  [9]  The aim is to ensure that factors important for competitive success in the market can be discovered such that management can identify and exploit its strengths and weaknesses against those of its competitors. Setting Quantitative Targets   In this step, an organization must fix desired quantitative target values for certain objectives. The idea behind this is to compare with long term customers, so as to evaluate the contribution that might be made by various product zones or operating departments. Aiming in context with the divisional plans   In this step, the contributions made by each department, division, product category within the organization is identified and accordingly strategic planning is done for each sub-unit. This requires a careful analysis of macroeconomic trends. Performance Analysis   Performance analysis includes discovering and analysing the gap between the planned and desired performance. A critical evaluation of the organizations past performance, present condition and the desired future conditions must be done by the organization. This critical evaluation identifies the degree of gap that persists between the actual reality and the long-term aspirations of the organization. An attempt is made by the organization to estimate its probable future condition if the current trends persist. Choice of Strategy   This is the ultimate step in Strategy Formulation where the best course of action is selected after considering organizational goals, organizational strengths, potential and limitations as well as the external opportunities. 1.3 Strategy Implementation Strategy implementation is the translation of chosen strategy into organizational action so as to achieve strategic goals and objectives. Strategy implementation is also defined as the manner in which an organization should develop, utilize, and amalgamate organizational structure, control systems, and culture to follow strategies that lead to competitive advantage and a better performance. Organizational structure allocates special value developing tasks and roles to the employees and states how these tasks and roles can be correlated so as maximize efficiency, quality, and customer satisfaction-the pillars of competitive advantage  [10]  . But, organizational structure is not sufficient in itself to motivate the employees. An organizational control system is also required. This control system equips managers with motivational incentives for employees as well as feedback on employees and organizational performance. Organizational culture refers to the specialized collection of values, attitudes, norms and beliefs shared by organizational members and groups. Following are the main  steps in implementing a strategy  [11]  : Developing an organization having potential of carrying out strategy successfully Disbursement of abundant resources to strategy-essential activities Creating strategy-encouraging policies Employing best policies and programs for constant improvement Linking reward structure to accomplishment of results Making use of strategic leadership Excellently formulated strategies fail if not properly implemented. Also, it is essential to possess stability between strategy and each organizational dimension such as organizational structure, reward structure, resource-allocation process, etc to ensure efficient strategy implementation. Strategy implementation poses a threat to many managers and employees in an organization as new power relationships are predicted and achieved. New groups (formal as well as informal) are formed whose values, attitudes, beliefs and concerns may not be known. With the change in power and status roles, the managers and employees may employ confrontation behaviour  [12]  . Following are the main differences between Strategy Formulation and Strategy Implementation  [13]   Strategy Formulation Strategy Implementation Strategy Formulation includes planning and decision-making involved in developing organizations strategic goals and plans. Strategy Implementation involves all those means related to executing the strategic plans. In short, Strategy Formulation is  placing the Forces before the action. In short, Strategy Implementation is  managing forces during the action. Strategy Formulation is an  Entrepreneurial Activity  based on strategic decision-making Strategic Implementation is mainly an  Administrative Task  based on strategic and operational decisions Strategy Formulation emphasizes on  effectiveness. Strategy Implementation emphasizes on  efficiency. Strategy Formulation is a  rational process. Strategy Implementation is basically an  operational process. Strategy Formulation requires co-ordination among few individuals. Strategy Implementation requires co-ordination among many individuals. Strategy Formulation requires a great deal of  initiative and logical skills. Strategy Implementation requires specific  motivational and leadership traits. Strategic Formulation precedes Strategy Implementation. Strategy Implementation follows Strategy Formulation. 1.4 Strategy Evaluation Strategic Evaluation is the final phase of  strategic management. Strategy Evaluation throws light on the efficiency and effectiveness of the comprehensive plans in achieving the desired results as stated during strategy formulation. The management assesses the validity of current strategy in existing environment with respect to dynamic socio-economic, political and technological innovations. The significance of strategy evaluation lies in its capacity to co-ordinate the task performed by managers, groups, departments etc, through control of performance. Strategic Evaluation is significant because of various factors such as developing inputs for new strategic planning, the urge for feedback, appraisal and reward, development of the strategic management process, judging the validity of strategic choice etc  [14]  . The process of Strategy Evaluation consists of following steps  [15]  : Fixing benchmark of performance   While fixing the benchmark, strategists answer questions such as what benchmarks to set, how to set them and how to express them. In order to determine the benchmark performance to be set, it is essential to discover the special requirements for performing the main task. The performance indicator that best identify and express the special requirements might then be determined to be used for evaluation. The organization can use both quantitative and qualitative criteria for comprehensive assessment of performance. Quantitative criteria include determination of net profit, ROI, earning per share, cost of production, rate of employee turnover etc. Among the Qualitative factors are subjective evaluating factors such as skills and competencies, risk taking potential, flexibility etc. Measurement of performance   The standard performance is a bench mark with which the actual performance is compared. The reporting and communication system help in measuring the performance. If appropriate means are available for measuring the performance and if the standards are set in the right manner, strategy evaluation becomes easier. But various factors such as managers contribution are difficult to measure. Similarly divisional performance is sometimes difficult to measure as compared to individual performance. Thus, variable objectives must be created against which measurement of performance can be done. The measurement must be done at right time for evaluation to meet its purpose. For measuring the performance, financial statements like balance sheet, profit and loss account must be prepared on an annual basis. Analysing Variance   While measuring the actual performance and comparing it with standard performance there may be variances which are further analysed. The strategists must mention the degree of tolerance limits between which the variance between actual and standard performance may be accepted. The positive deviation indicates a better performance but it is quite unusual exceeding the target always. The negative deviation is an issue of concern because it indicates a shortfall in performance. Thus in this case the strategists must discover the causes of deviation and must take corrective action to overcome it. Taking Corrective Action   Once the deviation in performance is identified, it is essential to plan for a corrective action. If the performance is consistently less than the desired performance, the strategists must carry a detailed analysis of the factors responsible for such performance. If the strategists discover that the organizational potential does not match with the performance requirements, then the standards must be lowered. Another rare and drastic corrective action is reformulating the strategy which requires going back to the process of strategic management, reframing of plans according to new resource allocation trend and consequent means going to the beginning point of strategic management process. 2. Strategic Planning Vs Strategic Thinking There has been a lot of research done on strategic planning and strategic thinking but seldom is the contrast explained well enough. Strategic thinking is about coming up with the next big idea. This is not the sole responsibility of any one person. Everybody in the organization from the salesperson who suddenly discovers an untapped market for the product to the business level head who can come up with product modifications and product innovations should ideally be a part of strategic planning process. This process involves intuition and understanding about the process. The outcome more often than not is a vision of direction and not a concrete plan. The strategic planning is a natural progression step after this as explained below. Strategic Planning is articulation, elaboration of strategies that already exist. Planning essentially breaks down an idea or a broad vision into smaller more concrete and clear steps that can be implemented almost automatically. Formal planning is very analytical and depends on rearrangement of established strategies, products and structures. Too much reliance on planning impedes organizational change. We then begin to experience only incremental changes and will miss out on many good opportunities. As a result people have become disillusioned with Planning. Also planning tends to impose too many restrictions on the working of lower level managers by defining everything very precisely. These factors along with the ones listed below led to downfall of strategic planning in its current form. Deterministic Framework Planning borders on being an exact science. It assumes many simplifying assumptions which generally do not hold true in real life. The planning process requires estimates within a very narrow band for it to have any considerable accuracy. But in todays fast changing world it is the one luxury that we do not have. There are too many factors that are changing ranging from technological breakthroughs to governmental regulations to entry of new and powerful competitors. The Silo Syndrome Strategic Planning was generally carried out in the management by exception mode. The top management basically got information from the ground level and developed strategies without consulting anybody at the ground level. This approach generally lacked the soft insights that people in the field develop when they deal with the product which are far more valuable than general theories espoused by the management. The other drawback was the resistance it faced from the lower levels of the organization. They felt that these decisions were being forced on them by the top management and did not like the autocratic form of decision making. Formalization Fallacy Formalization implies a rational sequence from analysis through administrative procedure to eventual action. But good strategies are not always formulated in that order. Most of the radical ideas were stumbled upon by accident. Many times we try things and those experiments that work gradually converge into viable patterns that become strategies. Formal procedures will never be able to predict discontinuities or create novel strategies. These shortcomings led to the decline in popularity for the practice in this form. 2.1 Modus Operandi Based on the above discussion we can broadly divide strategy formulation into two parts namely strategic thinking and strategic planning. The business level managers are ideally positioned to take up the role of strategic thinking because they have the access to soft information from informal sources mostly like grapevine, informal talks with the people on the field. They also have the suitable authority derived from their position to take decisions and provide directions. Once the rough plan has been outlined the planners can take over. This method has some distinct advantages. The planner has the analytical tools and the abilities to give proper shape and form to the outline. The manager also does not generally have the time to break down a plan into finer and actionable sub-plans. 2.2 Advantages of highly evolved plans A well articulated plan can ensure coordination among the various parties involved. This will also help clarifying the roles, responsibilities and interdependencies present. These plans can also be used to gain tangible support from outsiders. Written plans can also be used to inform financiers, government and other stakeholders about the current state of the company. 2.3 Roles of Planners Strategy Finders It is basically the responsibility of the mangers to find out and formulate new strategies. Planners can help the mangers in this regard. Planners can snoop around places to find patterns while eliminating the noise from the data. They could discover new ways of doing things like finding out new markets and also coming up with new products for the existing markets. Analysts Planners also have the responsibility of carrying out analyses of specific issues. Planners are an obvious choice for studying hard data and ensuring that managers consider the results in strategy-making process. This may include industry analyses, competitive analyses, and internal analyses among other things. Catalysts When the planners are donning the role of catalysts they are not a part of the decision making process but they ensure that the right kind of people line managers, business level managers are in charge of this process. Planners in this role help mangers get out of ruts and help them think out of the box. This could be achieved by challenging the conventional wisdom and practices by asking uncomfortable questions about the status quo. Overall strategic management is a process by which the managers along with planners come up with new ideas that help the firms chart their future course of action and stay ahead of the curve. 3. Strategy Development Process at JUSCO The Strategic Planning Process (SPP) at JUSCO is led by the Managing Director along with Senior Leadership Team (SLT), the purpose of which is to collectively establish directions for future success through: Evolving analysis-based Long Term/Short Term plans Setting measurable goals Setting review mechanism to monitor progress and take corrective action SPP has a flow which is aimed at ensuring focus and action ability of strategy. SPP is an enterprise level process comprising of four basic steps: Plan-Develop-Deploy-Review (shown in figure on next page along with the key steps, participants, outputs and timelines). The process includes revisiting Vision, identification of Strategic Direction / Challenges / Advantages / Objectives and Long Term / Short Term plans followed by deployment through Balanced Score Card (BSC) and review. It is supported by data / information gathering and analysis including comparisons with benchmarks / competitors / past performance / targets. Strategy development is a continuous process with strategic directions being reviewed by the Board. In order to formalize directions, SPP is followed annually with inputs, schedule and participation across levels. SPP utilizes inputs from promoters expectations, external environment, other stakeholders, strategic challenges and advantages identified by each businesses / functions, aspirations for each business, process reviews and feedback of internal and external assessments. Through collective discussion in strategy workshops involving SLT, corporate level strategic challenges and advantages are identified. Challenges posed to the organization by various stakeholders are identified collectively in the strategic planning sessions. From the list, strategic challenges are identified which are likely to exert most decisive influence on companys future success. Principle Success Factors (PSF) are then identified which can help the company overcome the strategic challenges. From list of PSFs, competitive differentiators, strategic advantages, core competencies and likely future core competencies. As part of SPP, formulated strategy is syndicated with strategic advisors, consultants and sectorial experts. Strategy is also presented to the Board for its inputs and approval. This brings external perspective, utilizes market standards and helps in validation of potential blind spots identified during SPP. Short-term and long-term planning horizons are 1 year and 4 years respectively. JUSCOs major businesses (Water Services, Power Services, Municipal Solid Waste Management, etc.) are primarily in domain of government and semi government bodies. Reforms have begun in these sectors and are expected to translate into business opportunities. In such a reforming sector, a 4-year time frame allows appropriate assessment of ever-changing market and evolving regulations. First years plan of 4-year horizon is the short term plan, which forms the basis for Annual Business Plan (ABP), thus integrating short-term and long-term planning horizons. These time horizons are reviewed continuously for their adequacy in addressing needs of planning process. SPP has undergone several rounds of Evaluation Improvement (EI) based on the changing environment and needs of the organization. 4. Inputs to Strategic Planning Process Environment Analysis: Environment scanning is done throughout the year, which incorporates analysis conducted by businesses/functions and discussions in reviews. Performance reviews, ABP sessions and Business Excellence assessment feedback help in identifying industry attractiveness, companys SWOT and competitors strength and weaknesses which are used to modify strategies, BSCs and targets. SPP captures information on various factors from internal as well as external sources. Strengths and weaknesses: Gaps in capabilities of resources are assessed to identify training and development, recruitment and organization change needs, IT initiatives, new business opportunities, procurement of equipment, etc. JUSCOs major strength lies in its ability to manage water on river-to-river basis, its understanding of municipal water market which helps in taking risk in emerging market and bidding competitively, urban power distribution and Municipal Solid Waste (MSW) management. These strengths are used in SPP to identify competitive position leading to direction for growth. Changes in Regulatory Environment: The sectors JUSCO operates in are expected to be under continuous regulatory scrutiny at all times. Interaction with regulatory bodies and consultants, participation in conferences, legal and internal audits help in identifying statutory shifts and legal requirements and ensuring compliance. At the business levels, changes in regulations are closely monitored to enable quick reaction. Opportunities and threats: SPP captures information on emerging opportunities and threats while deciding strategic challenges and accordingly plans are made for timely preparation of organization and capturing these opportunities. Opportunities arising out of reforms in power sector had been exploited by JUSCO previously by acquiring license for Saraikela-Kharsawan district as first parallel power distributor in the country and more such future endeavors are planned. Major shift in Markets Customer preferences: These are identified through interaction with potential customers during business development, industry meets, conferences, customer satisfaction surveys, customer feedbacks, etc. Analysis of marketplace shifts provides inputs for innovating business models, identifying strategic objectives and Long Term/Short Term plans e.g. identifying partners, targeting new market segments and geographies, etc. PPM and SWOT analysis deal with customer, market needs, expectations and opportunities. At business/ functional level, inputs from Customer Complaint Handling Process (CCHP), Customer Satisfaction Survey (CSS) and Customer Visit Report (CVR) are used to evaluate and improve operational effectiveness parameters like cycle time, response time and service quality and also to align capabilities like IT system, HR skills, etc. Major shift in Competitive Environment: As integral part of SPP, information on competition is captured through internal market surveys, win loss analysis, various professional bodies, conferences, publications etc. Information is analyzed to assess competitive strengths, weaknesses, strategies and capabilities and prepare pricing and positioning strategies. This information is also utilized to identify new opportunities and partnership requirements. Major Technological shifts: At corporate level, SPP utilizes analysis of technological shifts to enhance competitiveness, improve services, and identify partnership and competency needs. Recent significant shifts in technologies have been reuse of waste water and desalination of sea water for potable needs. At business/functional level current performance is evaluated for potential improvements through technological up gradation. IT infrastructure improvement/up gradation is based on scalability, responsiveness, accessibility, productivity improvement, etc. Human resource capabilities: HR strengths and weaknesses are evaluated through analysis of employee mix, engagement survey results, leadership perception survey results, skill gap, attrition, etc. Redeploying resources, creation of bench strength, Rewa

Losing Julia :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  In Jonathan Hull's book Losing Julia the main character, Patrick Delaney, was a complicated man. At the age of 18, while still very much an innocent boy, he was sent to Europe to fight in a bloody and terrible war. This exposure to the worst of humanity changed him in many ways. During the war he made some of the best and closest friends he ever had in his life. He also watched these friends die a gruesome death while he was only a hundred feet away, unable to help or save them. His entire outlook on life changed. Before the war he was hopeful and optimistic. Afterwards, life didn't seem as important. He went home and tried to be normal, but he couldn't. He married, had kids, and returned to an everyday job as an accountant, but something inside him was missing. He left an important part of himself on the battlefield. It wasn't until he met Julia, that he felt alive again. Through her he was able to open his heart and his soul. Her presence helped to heal the wou nds that the war had left behind. There was a lot that happened to Patrick, love, war, loss, and regret, that made him the type of 81 year old man that he was.   Ã‚  Ã‚  Ã‚  Ã‚  World War I is a pivotal event in Patrick’s life. It was during this event that Patrick learned what it meant to be a man. He was forced to look inside himself and find the courage that was needed to fight. He questioned his morals, values, and faith, and discovered things about himself that he never knew. For the first time in his life he was completely alive and understood how valuable that life was. During this war, he met and became friends with Daniel MacGuire. Dan became like a big brother to him and Pat clung to him for security and used him as a pillar of strength. He was Patrick’s lifeline and when he was killed, Patrick was lost. For the rest of his life Patrick would never be able to get over Dan’s death. He would always feel guilty that he lived and Dan died. This experience left him very cynical, especially about God. He couldn’t understand how someone who was supposed to be all powerful would let something like war happen, and allow a good man, such as Daniel, to die.

Sparta and Athens - Explain and Contrast :: Ancient Greece Greek History

Sparta and Athens - Explain and Contrast Both Sparta and Athens were Greek city-states. Sparta was a strict military ruled city-state where the people established themselves as a military power early. However Athens was more of a political city-state that was more involved with their economical stature than their military forces. Still changes from the Persian wars would change the powers of the city-state and somewhat unite them. Sparta was a strict military city-state. The people were Dorians who conquered Laconia. This region lies in the Peloponnesus, which lied in southern Greece. The invaders turned the conquered people into state owned slaves, called helots. Since the helots greatly outnumbered their rulers, Spartans established a strict and brutal system of control. The Spartan government had two kings and a council of elders who advised the monarchs. An assembly made up of all citizens approved all major decisions. From child-hood, a Spartan prepared to be part of the military. All newborn were examined and the healthy lived and the sickly were left to die. Spartans wanted future soldiers or mothers of soldiers to be healthy. At the age of seven, boys trained for a lifetime in the Spartan military. They moved to the barracks and endured brutal and extensive training. Athens was located in Attica, just north of the Peloponnesus. As in many Greek city-states, Athenian government evolved from a monarchy into an aristocracy. Around 700 B.C., noble landowners chose the chief officials. Nobles judged major cases in court and dominated the assembly. Athenian wealth and power grew under the aristocracy. Yet discontent spread over the commoners. Merchants and soldiers resented the power of the nobles and argued that their services to Athens entitled them to more rights. As discontent spread the government slowly moved towards a democracy. Solon, one of Athens greatest leaders, made many reforms such as outlawing debt slavery. And freed those who had already been sod into slavery due to debt. Solon encouraged the export of olive oil and other such products, aiding to the economy. The Persian war brought massive change to the people of both Sparta and Athens. The Persians were great conquerors who crushed rebel cities with ease. King Darius sent a large force to punish Athens with its interference. The Persian army landed at Marathon where Athenian forces attacked. Though they were outnumbered 2 to 1 they emerged victorious. Athens had convinced Sparta and other city-states to join them in their battles.

Human rights issue

Patrick Henry once said â€Å"Give me liberty or give me death. † Most people agree with what he said because freedom is what makes life worth living. People should have certain freedoms no matter what country they live in. In the book Enrique's Journey it shows how people in Latin America are often denied the right to travel which is also a problem in America and this can cause people to travel dangerously and illegally. People have the right to travel and when they are denied this right it can cause complete chaos which is demonstrated in this book.This problem is very serious in he country of Mexico and in America we are often denied this right in a unique way. All throughout America and Central American countries like Mexico, because people face this human rights issue it causes them to be separated from their families and their loved ones. In Enrique's Journey because Enrique is legally not allowed to travel to America he is unable to see his mother. He misses her deeply and because he does not get to see her for years it causes him deep emotional damage and it even leads to him doing drugs and feeling unloved.Unfortunately this happens to thousands of kids and even adults in both Mexico and America. Not only does this cause emotional damage but it even can lead to very difficult financial hard ships for families. Some people want to get a Job in America or another area and because they are denied the right to travel they can't achieve their goals. Enrique's mother has trouble making enough money because she is an immigrant and therefore she does not want to get caught so she can only accept low paying low profile Jobs.It's sad enough that families have to deal with these emotional struggles as well as financial struggles but what is often even worse than these things is the physical torture and dangers of trying to travel illegally. Most kids in Mexico and other countries in the area have to travel by physically grasping onto high speed trains and this is extremely dangerous. Far too many times young kids are too weak to hold on and they are sucked under the train and killed or lose limbs. But the difficulties do not stop there.These kids are often chased by police and even worse gang members. Hundreds of kids every day are beaten, mugged, killed, raped, or very sadly experience all of these horrific events. Most of these struggles would be never heard of if only these people weren't denied the right to travel. Just to make things worse or these helpless people they also face social anxiety and loneliness because they are always afraid of being physically harmed by other people and because they cant be found by the police or they will be deported back to wherever they came from.Also, because they cannot be noticed or stand out they often can't get a Job because it is too risky for them so instead they beg for money. Because of this many kids die of starvation or become very sick or ill. Not only do they face these problems li ke disease but because they become weak and are often alone they become more vulnerable to gang members and being killed or mugged. But if these people were just able to freely travel they would not experience these horrific scenarios and events.Being denied your human right to travel is a problem in many countries throughout the world but it's a huge problem in Mexico and other central and southern American countries and even in America. It causes hopeless people to lose Many people think it is better off for people to not be allowed to travel to other countries and for their traveling rights to be denied but if they knew what thousands of people go through every year Just to see their family and make life better for themselves, maybe their view would change.