Business Model Of Zara In The Fashion Industry Commerce Essay

Business Model Of Zara In The Fashion Industry Commerce Essay Established in 1975, Zara is one of the most successful retailers of todays world. Their clear focus and vision has made them to tap the power of the fashion. Operating in 62 different countries it has nearly around 2500 stores all over the world. Zara under the flagship of Inditex, (a holding company located in Northwest Spain) is a fashion imitator, it comprehends what its customers desire and then designs and manufactures according to their expectations. Zaras business working model is quite diverse from the other retailers; this makes them set out in the market. It has promoted the message of high fashion at a lesser cost across all countries through its unique and different selling techniques. The Sustainability of Zara Understanding and comparing the Business strategy and the financial differences of Inditex and its major competitor will help in understanding the sustainability of Zara in the international apparel market. Gap which is one of Zaras major competitors sells the same range of merchandise with a less trendy style. HM (Hennes and Mauritz) a threatening competitor too has been quick to internationalize, which allows them to gain sales in countries outside their native Sweden. HM also is more attentive when entering new markets and tends to enter one country at a time, as opposed to Zara who multitasks globally. Furthermore its been known that HM has 85% current assets in its business where as Zara has only 50% of current assets. This shows that Zara has more of fixed assets and its current assets are quite fast moving as seen in its business model. Spains well-liked brand Zara, aims to offer the latest catwalk style at the most affordable price. Zaras women and mens collection is divided into three categories. With a unique product strategy Zara comes up with 14,000 designs per year, with new designs appearing in the stores globally, twice a week.  It generally focuses on performing key activities differently in its supply chain which is 2-2.5 months that makes it sustainable and sets challenges for its competitors. The key factor that makes Zaras design sustainable is the wide assortments of whisking budget interpretations of catwalk products as customers these days prefer spending on education, healthcare, electronics and travel, then on clothing due to recession. Another factor that makes Zara prolonged is its store location and layout. Although products are at inexpensive rates, their aristocratic stores layout makes it feel exclusive as they are large, swish and centrally located. The company doesnt spend much on advertising as it believes to give the added value to their customers rather than spending on brand promotion. While its rivals start planning their lines on average nine months before they hit the shelves, Zara has a reputation for instant reaction to fashion trends and rapid restocking of stores. Zara can make on new line, from the initial concept to when it arrives in the shop, in just three weeks. In addition the  Zara technology makes the designers in daily contact with store managers, discussing which items are most in demand and which are not. (Bmelie, 2006). Zara recruits talented young designers and trains them to take swift decision. This way it has re-thought the fashion business and developed into a concept of its own and its efforts are therefore focused on reducing the time between design and sale which means that its production cycle is entirely different from fashion sector norms. The focus on market changes means that 85 percent of products are manufactured in the season they are sold. The Retail Environment In the retail environment, the cycles of products, sales volume and analysis and direction of locations are conveyed to the designers by store manager and sals associates so that Zara designers in Spain can quickly respond to customers preferences during seasons. Moreover, no stock holding concept has seen to be the most outstanding idea of Zaras retailing strategy while rest of fashion retailer keep conducting traditional function of buying and holding stock. This strategy indicates that Zara requires a speedy interaction with current fashion trend. All new items are introduced twice a week and presented in store shelves in only two weeks. Reducing the cost by controlling stock improved Zaras earnings and retailing efficiency. In terms of manufacturing, Zara sources grey fabric to get the most flexible in-season updating, and to turn it into various kinds of garments very easily. In addition, the best benefit is that grey fabric suits for its basic black collection. Additionally, Zara buys fabric: un-coloured and semi-processed one based on the immediate their designers need which colours up close to the selling season, couple with making the clothes itself. These help Zaras manufacturing fast, no more than few days, while other competitors companies take up to months (Dutta, 2002). Thus, Zara is competent to develop a new product line within three weeks. (Michael A. Hitt, 2008)(Ghemawat, 2003). Zara has excellent international strategies both in manufacturing and retailing which been organized and conducted well leads Zara become one of most successful case in fashion industry.   Customer orientation and the paramount suppleness form the bases of Zaras business model. Its 480,000 square meter centralized distribution system is capable of handling 60,000 garments per hour. The market clothing is always in development and movement. The distribution channel is the network which links producers with users yet international distribution strategies are difficult to manage since distribution structures differ from one country to the next (Keegan Green, 2003). Below is the model depicting the factors on which one can determine the sustainability of Zara. The Win- Win Strategy Discussed below are the ways in which Zara has shown its influence on the retails brands and the fashion market. These impacts can be seen as affirmative as well as negative. In the high-speed racing with fashion industry, there is no one that is better than ZARA. So what makes Zara a true winner amongst others? The answer is: Zara has highly affected the fashion industry in a short span of time. It has fashioned a position for itself in the middle of the crammed full retail market. There are a number of key positive influences of Zaras model in fashion industry. Firstly, Zaras highly effective supply chain can get product to store in a week, whereas traditional clothing retails spend more time, usually one or three months. This provides customers with latest collections each time they visit the store and also more options to pick from. Secondly, Well-developed IT syste has certain benefits: it increases productivity, which accelerates to improve quality, increases the work intensity and the complete IT system provides the software support for the successful operation in the fashion industry. Zaras successful business model not only maximizes the profit and saves time but also they provide an excellent business example for the whole fashion industry. Finally; Zaras successful business strategy provides as a study example for the other fashion companies around the world. For example, Chinas famous fashion brand -Metersbonwe, follows Zaras model. In 2009, Metersbonwe costumes opened Terminal Direct-oriented work, which was a huge adjustment to their retail network and for which they spent nearly one billion Yuan in a nationwide purchase. As the proverb goesevery coin has its two sides, there are some unconstructive impacts of Zara in fashion industry. First of all, confronted with such a thorny issue, Zara has been accused of flagrant pricy, which it denies. And theres perhaps a certain amount of snobby in the implication that a company from an obscure corner of northern Spain has no right to ape catwalk styles (Mark Tungate, 2005). In addition, Zaras design, they directly collect and copy the new fashion information all over the world through the network. Zara might require paying a large compensation due to Plagiarism problem. This has seriously affected the integrity of the fashion industry. US market poses as a big unique challenge for Zara, as its not able to have the same impact over America as it has on the rest of the world. In the present highly fragmented nature of fashion retailing it has become necessary for Zara to differentiate itself from its competitors in the North American market. All these difficul ties oppose Zara to establish themselves in the culturally diverse background and to have an impact on the US market. Conclusion Giving a tuff competition to the luxury brands such as Dior, Channel, Armani and many others Zara is entering into the luxury brand market through its branding and marketing strategy. It dresses women, men and kids in a sexy retail environment which might appear to look quite expensive and exclusive than what it actually is. A well-known U.S publishing institution; in one of their releases referred to a very remarkable concept: fast fashion, and predicted that Zara will be the consumer trend for the next decade. Nevertheless, under the economic crunch, Zara is facing unprecedented competition and challenges in global fashion market. It truly is a global fashion brand and the day is no far when it will be considered as a fashion icon in the fashion industry. Journal Articles from electronic source Expansià ³n-Empresas. 2003. Spains Best Brands. Available at http://www.brandchannel.com/features_effect.asp?pf_id=197 [Accessed on 9th January 2010] Baiidu. 2010. Available at: http://baike.baidu.com/view/ [Access on 7 January 2010] Virki, T., 2009. World teens cutting spending on clothes, games. Available at http://uk.reuters.com/article/idUKTRE58E6CQ20090915 [Accessed on 10th January 2010] Books Jackson, T. and Shaw, D. (2001) FASHION BUYING AND MERCHANDISING MANAGEMENT. PLGRAVE Publish. Pp: 114-115 120 -127 134 174-176 Hines, T. and Bruce, M. (2007) Fashion Marketing Contemporary issues. Elsevier Ltd. pp 28-33 40-50 55-61 Keegan, W.J. Green M.C. (2003) Global Marketing 3rd edition, New Jersey, Prentice Hall. Journal Articles Ying,F., Carmen, L. 2009. Internationalization of Spanish brand Zara. Emerald Journal article, Vol.13 No. 2 Mazaira, A., E. Gonzalez, Avendano. R. The role of marketing communication on company performance. Emerald Journal Article, Vol 10 No.3 Online Newspaper Articles James.H. 2008, Zara is now bigger than Gap, Telegraph [Internet] 17th August. Available at http://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/2794912/Zara-is-now-bigger-than-Gap.html [Accessed on 10th January] [emailprotected] 2002 The Speed of Fashion [online]. Available from: http://www.3isite.com/articles/ImagesFashion_Zara_Part_I.pdf [Accessed 13 January 2010] CNN. 2001 a Spanish success story [online]. Available from: http://edition.cnn.com/BUSINESS/programs/yourbusiness/stories2001/zara/ [Accessed 14 January 2010] ICMrinda organization. 2006. Available at http://www.icmrindia.org/casestudies/catalogue/Operations/OPER055.htm. [Accessed on 8th January 2010] Images http://alwaysnewmistakes.files.wordpress.com/2008/06/zara.jpg http://lh5.ggpht.com/vincent.vanwylick/SBb7__KLLnI/AAAAAAAAAlo/40-BFhhw2U8/Zara%20versus%20HM.jpg publications Inditex. 2008. Annual report 2008 Zara. Available at http://www.inditex.com/en/shareholders_and_investors/investor_relations/annual_reports [Accessed on 11th January 2010] Marketing good businesss even better. 2008. The story of Zara. Published by Sister Pblications. Available at http://www.uniquebusinessstrategies.co.uk/pdfs/case%20studies/zarathespeedingbullet.pdf [accessed on 5th January 2010] http://www.shoppingnsales.com/wp-content/uploads/2009/06/20090624-zara-sale.jpg http://vuesociety.com/wp-content/uploads/2009/06/zara.jpg http://www.techo.com/media/gallery/original/Zara_CZ_04_001.jpg

Teenage Pregnancy and Crime :: essays research papers

teenage pregnancy and crime Lecture One Theoretical perspectives: early beginnings to present day Lecture Two Feminist challenges to youth and trouble: focus on teenage pregnancy and crime The academic literature on `delinquent youth’ arises in part from official concern over young people’s activities outside direct adult supervision by parents, teachers or employers. Griffin, C. (1993) Representations of Youth: The Study of Adolescence in Britain and America, Cambridge: Polity Press. and: A set of concerns about the activities of young people and their supervision by institutions or individuals representing the social order. Johnston, L. (1993:96) The Modern Girl: Girlhood and Growing Up, Sydney: Allen & Unwin Youth and trouble: theoretical perspectives Biological determinism Psychological theories Sociological theories Blumer’s symbolic interactionism rests on three premises: humans act towards things on the basis of meanings that the things have for them the meaning of things is derived from, or arises out of, the social interaction that one has with one’s fellows these meanings are handled in and modified through an interpretative process used by the person in dealing with the things he encounters. Hester & Eglin, 1992. In relation to criminal behaviour, symbolic interactionists concentrate on processes of social interaction in which: certain behaviour is prohibited by law, i.e. the process of crime definition through legislation certain acts and persons become subject to law enforcement, i.e. the process of crime selection by the police certain acts and persons become fitted with the label `criminal’ i.e. the process of crime interpretation by the courts criminal identity is developed, maintained and transformed (e.g.notion of careers). Labelling theorists interpret deviance not as a set of characteristics of individuals or groups, but as a process of interaction between deviants and non-deviants. Giddens, 1997: 178 Deviance is not the quality of the act a person commits but rather a consequence of the application by others of rules and sanctions to an offender. The deviant is one to whom that label has successfully been applied; deviant behaviour is behaviour that people so label. Becker, 1963:9 Critique of labelling theory Some acts are intrinsically wrong, such as murder. There are differences e.g. people from a deprived background may shoplift more than rich people; although deviant behaviour may increase after conviction, there may be other prior explanations for this. Labelling theory did not fully explain how what came to be seen as deviant was defined – the questions whose definitions, whose interests and why were not explored. Mainstream vs radical The mainstream perspective is positivist, empiricist and conservative, presenting itself as an apolitical and objective project.

The Articles of Confederation and the Bill of Rights :: American History Governmental Rights Essays

The Articles of Confederation 1776 brought a declaration of and a war for independence to Britain’s North American colonies. While they had all acted in concert to reach this decision, their memories of colonial life under the centralized British monarchy had lasting effect upon their views of what the federal government of their new republic would have the power to do. In the years following the Declaration of Independence, Congress came up with the Articles of Confederation to loosely govern the new republic at the federal level. 1781 found all 13 states ratifying the Articles of the Confederation as well as the conclusion of the War for Independence, with the signing of the Treaty of Paris. Already, the weaknesses of the Articles of the Confederation were beginning to show.   Ã‚  Ã‚  Ã‚  Ã‚  Every one of the 13 colonies suffered economic setbacks as a result of the War for Independence. Devalued American currency as a result of the Congress’ habit of printing new paper money to cover the new republic’s war debt and the British blockade created high prices for goods. The end of the war hardly helped the situation as Congress found itself powerless to levy taxes to pay off the war debt, powerless to regulate trade with other nations, and powerless to regulate workers wages and the price of goods.   Ã‚  Ã‚  Ã‚  Ã‚  This unregulated economic climate provoked citizens who were shouldering much of the debt as a result. Farmers of western Massachusetts who saw banks moving to foreclose on the mortgages of their farms demanded that the government do something to protect them in their time of financial need. They saw the lower legislative house of Massachusetts draft and approve a measure, which included relief measures for them. Under the influence of the farmers’ creditors, the upper house blocked the actions of the lower house, which further enraged these local farmers. In 1786, a captain of the old Continental army Daniel Shays, led 2000 armed farmers against the state government. They shut down county courts to prevent foreclosure proceedings on their farms, and marched on the Federal Arsenal at Springfield, evidently to properly arm themselves.   Ã‚  Ã‚  Ã‚  Ã‚  Eventually in 1787, the Massachusetts state militia put down the rebellion. Both sides in the mess were unhappy with the new republic’s role (or lack thereof) in the crisis. Farmers were unhappy that the government wasn’t taking steps to protect their property from creditors, and creditors were unhappy that the The Articles of Confederation and the Bill of Rights :: American History Governmental Rights Essays The Articles of Confederation 1776 brought a declaration of and a war for independence to Britain’s North American colonies. While they had all acted in concert to reach this decision, their memories of colonial life under the centralized British monarchy had lasting effect upon their views of what the federal government of their new republic would have the power to do. In the years following the Declaration of Independence, Congress came up with the Articles of Confederation to loosely govern the new republic at the federal level. 1781 found all 13 states ratifying the Articles of the Confederation as well as the conclusion of the War for Independence, with the signing of the Treaty of Paris. Already, the weaknesses of the Articles of the Confederation were beginning to show.   Ã‚  Ã‚  Ã‚  Ã‚  Every one of the 13 colonies suffered economic setbacks as a result of the War for Independence. Devalued American currency as a result of the Congress’ habit of printing new paper money to cover the new republic’s war debt and the British blockade created high prices for goods. The end of the war hardly helped the situation as Congress found itself powerless to levy taxes to pay off the war debt, powerless to regulate trade with other nations, and powerless to regulate workers wages and the price of goods.   Ã‚  Ã‚  Ã‚  Ã‚  This unregulated economic climate provoked citizens who were shouldering much of the debt as a result. Farmers of western Massachusetts who saw banks moving to foreclose on the mortgages of their farms demanded that the government do something to protect them in their time of financial need. They saw the lower legislative house of Massachusetts draft and approve a measure, which included relief measures for them. Under the influence of the farmers’ creditors, the upper house blocked the actions of the lower house, which further enraged these local farmers. In 1786, a captain of the old Continental army Daniel Shays, led 2000 armed farmers against the state government. They shut down county courts to prevent foreclosure proceedings on their farms, and marched on the Federal Arsenal at Springfield, evidently to properly arm themselves.   Ã‚  Ã‚  Ã‚  Ã‚  Eventually in 1787, the Massachusetts state militia put down the rebellion. Both sides in the mess were unhappy with the new republic’s role (or lack thereof) in the crisis. Farmers were unhappy that the government wasn’t taking steps to protect their property from creditors, and creditors were unhappy that the

Three in the Middle: the Experience of Making Change

Micro Switch, founded in 1937 and acquired by Honeywell Inc. in 1950, is a division that has long been known as an innovative industry leader in switches, sensors and manual controls. During the transition from electro-mechanical to electronic and solid state, Micro Switch enlisted the assistance of 49 year Honeywell employee to maintain their competitive edge within an ever changing market. With an internal shake up intended to preserve the organization’s reputation, as well as improve their downward decline, middle managers are left to ponder if â€Å"something had gone wrong, or as this the way a successful change was supposed to feel† (Lenan, Stone, 2008, pg. 194, para. 1). Case Summary and Problem Definition Economic issues began arising during the switch from electro-mechanical to electronic and solid state during the late 1970’s and early 1980’s. The apparent regression was in full force by 1985 and it took two years of plummeting for Micro Switch to enlist the help of Ramon â€Å"Ray† Alvarez in 1897. Alvarez had created a significant track record for himself and thus reinforced this decision. He had not only been a Honeywell employee for 49 years, but also a history of turning around two other Honeywell divisions. Alvarez developed a three year plan to not only reignite Micro Switch’s competitive edge, but to also facilitate performance excellence. Despite his reputation for being psychologically intimidating, Alvarez was able to move cautiously enough in the beginning to gain support from senior managers, but did not necessarily set the tone for factory workers and lower level employees. In this three year plan, Alvarez devised three different strategies to go about achieving this mission. First was to create a mission statement as well as a new vision: â€Å"growth through quality solutions to customer needs† (Lenan, Stone, 2008, pg. 194, para 3). Second, was to establish a scrupulous annual strategic planning process that allowed Micro Switch to become more competitive, quicker to respond, and monetarily savvy. Third was the development of APEX, Achieve Performance Excellence, a model that would not only act as the focal point of this change, but would allow Alvarez to continue to fine tune Micro Switch’s strategies during later years. In its first year APEX was intended to encourage nearly 4,000 employees that the change was an urgent matter, and increasingly more necessary than ever before. APEX focused on giving employees specific ways to strive for quality and distinction by creating an employee suggestion system, as well as awards for employees that met performance objectives. Quality and performance was the heart of this transition and by 1990, APEX became much more sophisticated. The Building Block Councils was developed during this time and was comprised of an arrangement of committees and councils. Their primary objective was to encourage division wide involvement in a variety of strategic areas by creating six councils that implemented new standards to their designated area. These areas were the customer satisfaction council, quality council, goals council, awareness council, training council, and recognition council. Upon reading the observations of three high level managers who also served as chairs on many of the new councils, it becomes evident that the plan brought forth by Ray Alvarez in fact had many short comings. The first three year plan focused on symptoms not actual problem and according to Rick Rowe, another Micro Switch director, â€Å"the easy changes had already been made. Now the company had to tackle deeply ingrained behaviors and processes which were holding the division back from reaching its goals† (Lenan, Stone, 2008, pg. 200). Alvarez in many ways, did not focus on separating immediate symptoms from the actual underlying problems. Focusing on symptoms may achieve more approval in the beginning, but this will begin to dissipate once people realize that the basic core problem never went away. As indicated above, Alvarez did an exceptional job announcing the change, implementing APEX, and encouraging division wide involvement through Building Block Councils. That being said, the Building Block Councils focused around middle and higher level managers, not lower level employees, and thus lower level employees were not immediately included in the process. This would later change as Deb Massof, a new director brought on by Alvarez and often seen as an outsider, tirelessly attempted to encourage employee involvement. Massof’s initial utcasting was the symptom of an underlying culture clash problem that should have been dealt with right away. When trying to have meetings to get employees involved in the strategic planning process, Massof asserts that she just got blank stares from employees. Lower level employees should have been informed that some things were going to change; according to Massof’s account, it appears as though no one ever actually told them they w ould be doing away with the top down approach. This may have been hindrance in this situation. If this change had been formally communicated, just by some employees hearing this, their involvement and productivity may have increased significantly. Due to the fact that prior to Alvarez, Micro Switch operated under a top-down bureaucratic management structure, and he should have considered that Micro Switch had likely attracted employees that had not only accepted this, but became increasingly comfortable with that approach, as well. However, they did not anticipate this, and this led to a great deal of resistance to the change itself. Massof has indicated that she was eventually successful in developing cross functional business teams, but states that initially thinking independently was exceptionally unusual for nearly all of the employees and most of them couldn’t even comprehend why they were being pressed to do so. Communication of expectations and really communication in general could have improved the efficiency of this situation vastly and could have got lower level employees on board a lot quicker. Case and point, Massof stated that in July of 1990, her unit completed their second strategic plan with no complaining, and brought a â€Å"new level of skill and detail to the task† (Lenan, Stone, 2008, pg. 202, para. 3). In addition to this, they were also able to establish benchmarks during their second strategic plan. Measurability is an essential aspect of the change process and yet Ellis Stewart, another Micro Switch director, indicated that his team felt as though they were not able to see any of their progress despite their efforts. What we need is some growth to take advantage of all the work we’ve done† (Lenan, Stone, 2008, pg. 204, para. 2). Due to the fact that Stewart’s business unit had not established any benchmarks, short term goals, or measurability to illustrate short term wins, they had trouble maintaining motivation and upholding morale. The next underlying problem is the lack of direction. According to Massof, â€Å"I do think people want to change. They do want to do good. But they’re real frustrated at not knowing what to change† (Leban, Stone, 2008, pg. 200). Without actually saying it, Massof illustrated that there really was not a fruitful plan set in place, let alone one that included employees in the planning stages. Alvarez did a wonderful job creating a sense of urgency with Micro Switch directors, establishing a vision, and goals. The fundamental problem lied not within the â€Å"why† part, the â€Å"why† part was clearly understood. Rather, the main issue is that lower level employees were not steered in the right direction and obviously were not an integral part of the change process as they didn’t even understand what they needed to change. Starting with why is of course important, but the â€Å"what† aspect, arguably just as important if not more, is what actually sets people in the right direction. The next core problem is that the change implemented was not small and manageable. During Massof first 18 months with Micro Switch her highest priority in her business unit was â€Å"making up for fifteen years of no investment and no new products†¦ to compensate for years of neglect; and to start drawing people into both the revitalization process and daily operations in ways they had never done before† (Leban, Stone, 2008, pg. 01). This is hardly what one would consider a small manageable change; Massof’s business unit didn’t even understand their own customers anymore. In addition, there was no use of a project manager or consultants to help them with market research, and thus no one to keep them on track and remind of what the goal actually was. Trying to gain support for the culture shift was a large problem during the change process, and although Alvarez often encouraged autonomy, this was not always the case. The new and improved Micro Switch was expected to perform with a sense of urgency and thus work was expected to be not only that of high quality, but done as quickly as possible. Ellis Stewart, head of Building Block Council on Training, swiftly and efficiently developed a new employee training program known as APEX College, and was reprimanded for â€Å"acting without authorization. † For change to be successful it is imperative there are no wavering expectations and mixed signals being sent and authority must be given with responsibility. Review Alternative Courses of Action, Make Recommendations, and Implement Listed previously in the section above, are ten evident problems and in this section, each problem will be lumped together based on similar underlying issues into five categories, reiterated and then recommendations will be made. 1. The initial focus was placed on symptoms not problems. Changes were not small and manageable. Lack of project manager, etc. Focusing on underlying problems is a crucial step in the change process. Many organizations, who aim to change aspects of their business whether it is internally or externally, tend to focus on the symptoms because of their obviousness. Although as stated previously, tending to symptoms may gain more initial acceptance and approval, the change will fall short in the end as the realization that nothing actually changed, sets in. My recommendation is to dig deep and not look for a â€Å"band-aid† solution, but rather one that tackles deep rooted issues. I also think in this situation, bringing in outside assistance would be increasingly prudent. Analysts, project managers, and other like professionals generally have the ability to point out core, fundamental issues that have either been ignored or simply not accepted by the organization. Meaning that, many organizations suffer from certain issues that become the big elephant in the room that no one talks about, or it’s an elephant that only lower level employees see, but cannot point out due to the organization’s management style. In the case at hand, it seems as though nearly all of Micro Switch employees didn’t even realize many of the issues because they weren’t expected to, and thus because no one questioned it, it was never brought to anyone’s attention. This is precisely why I feel an outsider, who is actually hired and contracted to provide a service that points the underlying problems out would be extremely useful. . Communication was poor and employees were not told the culture was going to change. Employees were not actually an integral part of the change process, despite announcements stating otherwise. The tone of the change process was set, but employees had no direction. (What should be changed what shouldn’t). Lack of Clear Expectations. Communication is essential in many areas of life, and businesses are certainly not the exception. A successful change requires buy-in from staff, and this includes all differing levels of employees understanding their roles. In this case, my first recommendation would be to inform employees of how Micro Switch used to operate, very top down. By Alvarez simply assuming that employees knew that Micro Switch had previously operated under a Theory X type of management structure, he set a number of the employees within the organization up to fail before they could succeed. In some instances, this can be helpful, but in business when time is of the essence and truly invaluable, the stumble that occurred could have been prevented. The next step would be to illustrate what the new Micro Switch structure would look like. This is what is used to be, this what we’re changing, and these are the expectations, type of deal. Now, these things are important notions to communicate, but role understanding is where Micro Switch actually began to see a lot of issues. If employees do not understand what they need to be changing, what their roles are, and what the expectations are, then the change cannot be implemented. Lastly, this should all be communicated verbally, and in writing. Each employee should receive a packet of information and be briefed over and over again about the upcoming changes. After it is made exceptionally clear, each employee should sign a waiver of sorts, indicating that they understand not only why the change is taking place, but more importantly, what their role is in the process, what is going to change, and what the expectations are related to their own job duties. Delegating tasks to help employees during this process is crucial, and therefore communication does not need to be administered by just one individual. Having a plan and communicating that plan would help Micro Switch in terms of efficiency and gaining approval at a quicker rate. 3. Resistance to the culture change imposed was not anticipated in advance. Massof indicated that Micro Switch was in a time warp and their extreme resistant to change was deeply ingrained in Micro Switch’s culture. Resistance in contrast, to the previous issue listed above, is something that should have been assumed. In this case, my recommendation again, begins with communication. Considering the employees’ perspective and asking them until face to face is a question that should be tackled initially to help develop a plan to fill in perception gaps. Resistance is not always a bad thing and in the case at hand, anticipating this could have helped Alvarez really communicate what was going to be changed, thus making the implementation process a lot smoother. After this, tracking perception is vital and although Alvarez attempted to have employee feedback system, it did function in an efficient manner. Not a great deal of information was give about the system, which leads me to believe that it was not very thought out. Resistance can be caused by a lack of understanding, not necessarily disapproval and this proved to be true in this case. 4. Lack of measurability. In any change, measurability is a key factor. My recommendation would be to create project goals and use the scorecard approach. Alvarez did a great job dealing with education, but only dealt with part of the performance aspects. The development of APEX should just be starting point, but how will Micro Switch know if it’s successful if it’s not measured and tested. I would also implement short term goals to prevent loss in momentum, as stated by Ellis previously, employees at all levels need to see growth. This is illustrated through measurability. 5. Lack of authority with responsibility Successful change must be driven by support from top management, involve employees and project managers. I would begin by using a combination of Change Theories E and O thus accepting the paradox between hard side of change and the soft side change. Alvarez left a lot of gaps in his plan, and most his plan involved the softer, internal side of the organization. This issue ties a lot into communication, clear guidelines, and concise expectations; however, it is still important mention on its own due to the account given earlier by Stewart. Follow-up and Evaluate In order to evaluate this process, I would focus primarily on the balanced scorecard approach. This strategic management system enables organizations to focus on their vision, strategy and their measurement. Balanced scorecards also offer a structure for communicating how employees are expected to execute the strategy. Micro Switch employees at various levels felt they had nothing to show for their work. This technique could have cleared up a lot of confusion during the Micro Switch change and increased their efficiency exponentially. In addition to the clarity provided, this system would also illustrate their progress in tangible terms. This process includes four different areas of measurement, financial, customer, internal operations, and learning and growth. Therefore, this measurement system should satisfy the needs of employees at various levels and shareholders well, because as its title indicates, it’s well balanced. This approach indicates that although financial measurements are of extreme importance, they cannot take the place of intangible assets. Following the guidelines of the balanced scorecard approach from this point, I would make the strategy explicit, choose the measures, define and refine, and deal with people. Once these have been established, the work needs to be divided up into two interfaces, differentiation and integration. Differentiation refers to the degree of similarity or difference represented by the design of the work units†¦the way an organization coordinates the work across work-units is the integration† (Lenan, Stone, 2008, pg. 66). Conclusion Although Alvarez did implement some great ideas during the beginning of his time at Micro Switch, the shakeup led many middle managers to ponder if something had gone wrong. In the end, it’s not necessarily that anything implemented had gone array, but rather that there were many gaps in the planning that needed to be filled in. Initially, this wasn’t as evident but as excitement began to dissipate and employees struggled to understand what their new roles were within the organization, the holes in the plan became clearly evident. Developing APEX set Micro Switch on the right track, but left a lot to be desired with the way things were handled (or not handled) internally. By merely adding communication, a project manager, goals, and measurements, Micro Switch employees at various levels would have likely felt a lot more optimistic with the end result.

Developing life story Essay

Great-Expectations is just one novel that follows a tradition of novels that choose to focus on one particular character and their developing life story. Other novels that follow this same tradition are Adam Bede (1959) and Jude The Obscure (1894) which I may use as comparative texts due to the fact all three books/novels are written around the same time and tend to high light crime death and poverty using similar techniques. Death, crime and poverty feature strongly in the vast majority of fiction during the Victorian era. Many authors including Charles Dickens thought by repeatedly writing about the harsh inhuman conditions that many poor people were succumb to that the middle and upper classes would gradually begin to change there stigmatisms and prejudices. â€Å"Great-Expectations† concentrates mainly on two sections of Pip’s life, Pip as a young bashful child and the mature sophisticated Pip that develops as his life unfolds. Both Pips I think paint a very diverce picture of Victorian life one being Pip in a ramshackle unpleasant environment the other being Pip in a lavish gentlemanly one. In the opening paragraph, we are introduced to Pip who is the main character in the novel. We know that Pip is a young child because he describes him self in having an infant tongue that cannot pronounce the word Pirrip his fathers name or his Christian name Philip. Other indications that Pip is in the early stages of his life are that he thinks that the words on his mothers and fathers grave stone some how illustrate to him what they may of looked liked. â€Å"The shape of the letters on my father’s grave stone gave me the odd idea that he was a square, stout, dark man, with curly black hair† I believe this to be a obvious indication that Pip is a fairly young child aged around six to eight. Pip is visiting his mothers and fathers grave stone in a churchyard he describes as being a bleak place, over grown with nettles Pips overall location is some where on the marshes I know this for certain because he says â€Å"Ours was the marsh country down by the river. † Pip is a young child in a church graveyard by himself with only dead people for company, so I can see why he appears to be unsettled. By the end of the text, Pip has been reduced to a small bundle of shivers growing afraid of the church setting and beginning to cry. Crime and death is rife in this section when Pip tells us what his most vivid memory of his of his early childhood is he chooses to mention a church graveyard he visited on a raw afternoon. Therefore, death has clearly had a major effect throughout his life if this memory is so vivid and easy to remember in later years. Whilst at the graveyard yard Pip is not only visiting his mother and father he has also gone to pay his respects to his five older brothers who all died as infants. As you can see, infant mortality was very high in this time period and a recurring problem the five dead infants would have died of disease or at birth, primitive maternity was to blame. In the early Victorian times, only twenty per cent of the British population lived in towns. By 1901, it had risen on over seventy-five percent. London was the largest but other towns also grew just as rapidly. Because there were so many people in such a small, area feeding your family was problematical, finding a job was nearly impossible. Workers houses were built in the centre of towns close to factories. The houses were over crowed and it was nearly always two to three in a bed some times more. City streets were filthy as there were no proper sewers or drains and the air was polluted with smoke from the factory chimneys. Pregnant woman living in these conditions could easily pick up infections and minor illnesses witch would result in infant death The word â€Å"gibbet† was used in reference to death in this section, a gibbet was something that criminals were hung from. The government in the Victorian era tried to keep order with harsh punishments especially for crimes against people’s property. Small crimes could be punished by whipping or branding with a hot iron. Some criminals were tied to the pillory this was a post in a public place where people could throw rotten food or even stones at them. The worst punishment for a crime was hanging people could be hung for 200 different crimes most of these crimes would be considered very minor today. Pickpockets and burglars could be hung next to murders and rapists and I think that Charles Dickens had a major problem with this aspect of the English legal system and set out to try to make a difference by writing in hope he might influence those in power. Dickens believed reform was needed to alleviate poverty, which he felt was the main cause of crimes against person and poverty. Dickens thought that the judicial system was designed to protect the rich and elite. He particularly abhorred the brutality surrounding these punishments An Extract From Charles Dickens letter to the Times News Paper I went there with the intension of observing the crowd gathered to behold it†¦ I believe that a sight so inconceivably awful as the wickedness and levity of the intense crowed collected at this execution this morning could be imagined by no man†¦. The horrors of the gibbet and of the crime which brought the wretched murders to it faded in my mind. I think that Charles Dickens creates an excellent setting to affect his characters different behavioural patterns. He uses a range of different techniques to accomplish this such as imagery. Some examples of this are where it says â€Å"this bleak place over grown with nettles† I think this is an excellent example of just some of the bits of imagery he uses. By placing Pip in a bleak place bleak meaning barren and desolate and then to make this place over grown with nettles will undoubtedly stir emotions and provoke a reaction with any character especially Pip. Doing this will also create a tense atmosphere. Pip is placed in a scenario where he doesn’t know his parents or his five brothers due to circumstances beyond his control; he has suffered tremendous loss at such a young age. Then he’s placed in a unfruitful setting where there’s nobody around. This is an excellent combination if you are trying to get a entertaining and interesting reaction from one of your characters the climax of all these different factors working together is when Pip breaks down crying the text decries him as a being a bundle if shivers this has clearly effected both Pips behaviour and his feelings. I as a reader was made to share Pip’s experiences in many ways I think that the way that Charles Dickens skips in and out of reality is extremely effective more to the people he aimed his novel at than me today. People of the Victorian period would have been able to relate to many aspects of the first few pages; the feature of infant mortality and the notorious gibbet would have been very real topics to them. Charles Dickens uses very descriptive language to try and explain things to the reader as much as possible this in its self-makes the reader feel more involved and makes the text appear more real. Another way Charles Dickens helped me share Pip’s experiences was through imagery I thought that painting a mental picture in my mind was very beneficial in trying to help me share Pip’s feeling and emotions. I particularly felt in Pip’s shoes when the animals were frightening him. The next time we meet Pip he describes the setting he’s in as being a â€Å"rimy morning† and â€Å"damp†. I think that Pip is in his bedroom looking out on to the marshes I say this because in the same paragraph Pip says, â€Å"I’ve seen the damp lying outside of my window. † I homed in on the word my in this statement and that’s why I came to that conclusion. I can only assume that Pip is the same age he was when he had his experience in the church graveyard. The reason I say this is because Pip doesn’t seem to have developed in any way, he’s still seems to be the immature child he was when went to visit his mother, father, and siblings at the graveyard and doesn’t seem to have changed any. Since the last time we met Pip he was told to steal some food for a convict that escaped from the â€Å"hulks†. Hulks were huge prison ships that were anchored around a mile out to sea the reason for this was that hardly any people were able to swim at this time let alone poor people. The food on the hulks was so bad that most men melted candle wax into there soup to try to make it more nourishing. Early prisons in this period were so crowded and dirty, that’s why hulks came about I think that they were made to try to ease the heavy burden that was on the shoulders of the English prison system.

Ramadan & Eternal Child †Irma Stern Essay

Irma was fascinated with the Arab culture of East Africa and she frequently visited Zanzibar. Ramadan is considered a key painting in Irma’s career. She began depicting beauty in the atmosphere of the painting, rather than the external image of the subject matter. This work shows an elderly Arabic man sitting hunched over and praying. We see how calm and peaceful the Islamic man remains even though he sit amidst the hustle and bustle of a busy bazaar. Irma displays a feeling of spirituality & wisdom, as the man is shown as aged. The focal point is the old man’s white turban, and the large form of his body. The vertical composition of this work gives off the sense of strength. The foreground is mainly composed of the man’s body while the background is full of unidentifiable shapes representing the busy market crowds. The figures in this work are strongly outlined. Tonal values have been simplified, and natural, neutral colours have been used, which is rare due to Irma’s usual preference to bright, lucid use of colour. Loose, quick brush strokes have been used, connecting Irma’s work to that of an Expressionist. The Eternal Child, 1916 This work was one of very few with the subject of children that Irma painted. After her divorce in 1934 she showed very little maternal instinct in her artworks. The Eternal Child was the first painting that Irma did that clearly showed the change in her style of painting, and was done with oil paints on board. It shows her individualistic way of capturing the subject matter, which, in this case, is a young girl. Irma spotted this girl on German train, and she painting this figurative artwork from memory. This way she could interpret reality however she liked. Max Pechstein greatly applauded this work as he saw that the painting could evoke strong emotions and reactions from the viewer. The girl’s large head and small body indicates fragility, as do her small hands grasping flowers. Irma is showing the damage of war on the youth. Children are defenseless and afraid, yet hope glimmers in their eyes. The young girl’s eyes are wide and hopeful, as are the bright flowers. The focal point of The Eternal Child is the pink,  founded face of the girl. The tonal values of the painting greatly contrast, and the background colour is flat giving the work a lack of depth. In fact, all the colours in the work are flat leading the painting to be seen as two-dimensional, though the detail of the face does have depth.

Alcohol Detox Essays

Alcohol Detox Essays Alcohol Detox Essay Alcohol Detox Essay The article I chose is â€Å"Nurse-led detox in primary care. In my paper I will be discussing how alcohol detoxification works in London in a primary care setting. In the case of this article the primary care setting is considered working together with a nurse specialist in a community detox center. In most cases a referral is made by the primary care physician to the nurse specialist. There are two different referral categories’ that are used in London. The first referral is for patients with complex physical needs where alcohol is a major contributing factor to physical elements (ex. jaundice, ascites, and liver failure). The second referral is for the dependent drinkers, which are considered people who drink every day. When a patient in referred to a community detox center the patient has to be willing to accept responsibility and shows signs of wanted to detox from alcohol. This concept is found to be harder in patients who have had a long standing problem with alcohol dependence. However, once a patient has made up their mind detoxing can change a person’s life and open up so many doors. In London the community detox guideline states â€Å"community detoxification is a process by which clients are enabled to withdraw safely from alcohol while remaining in a community setting. This is achieved with a combination of support, a reducing regime of medication and ongoing monitoring† (UK Department of Health, 2007). In the community detox center the nurse specialist has a treatment package that includes detoxification, relapse prevention education, and to provide support to the patients who want to be alcohol free. There is a criteria that has to be met in order to do the program as well as exclusion that don’t allow a patient to do the program. In order to do the program a patient must have a stable living environment, with social support, the patient has to agree to attend aftercare sessions with nurse specialist, and have no severe physical health problems. The exclusions to the program include a patient with a severe physical health problem, unstable living arrangements, no additional support, a high number of previous failed community detoxes, and evidence of poly-drug use with a chaotic lifestyle. Once the patient has met the program criteria an assessment is done to find out the history of their current alcohol pattern within two weeks, how much they drink per day/week, how long they have been drinking, previous treatments, and any history of physical and mental health problems. The nurse specialist will include in her assessment a physical examination of the patient and the ordering of a liver function test. The nurse specialist usually has the detox program start on a Monday or a Tuesday so to allow enough time for the patient to be alcohol free. The patient has to be alcohol free for at least nine hours before starting the programs. The program starts the patient on a medication called Chlordiazepoxide which they start to decrease on the fifth day of treatment. Along with taking the medication the patient must attend aftercare sessions in which they meet with their case worker to establish whether the patient has been drinking alcohol, discussing any feelings that the patient may be having about the treatment program, making sure the patient is following their medication regimen, and developing a plan for support and aftercare sessions for when detox is completed. Once detox is completed the patient must follow up with their case worker within in one week to discuss how things are going and to make sure the patient is going to daily aftercare sessions. In conclusion I think this article showed the importance of the nurse specialist role in helping a patient to detox without having to be in an in-patient care facility. I feel like the guidelines the nurse specialist set forth for the patients was very well put together and reasonable. I think in order for the detox to work the patient has to have a mindset that they are ready and willing to make this journey and to understand that its going to be a day to day battle. A person can detox for however long their body will withstand it but it’s their mind that has to be in it.