Campbell Soup Co. Essays - Corporate Finance, Marketing, Camden

Campbell Soup Co. 1. Company Overview Founded in 1869, Campbell Soup Company is one of the leaders in manufacturing & marketing branded consumer food products with approximately 24,250 employees world wide, total revenues of 6.7 billion, 36 manufacturing plants in 10 nations, and over 2000 products on the market. Over the years, Campbell Soup Company has diversified into number of businesses ? from frozen dinners to retail garden centers. However Soup has been its core business. Some major brands of Campbell Soup Co. include Flagship red-and-white canned soup, Prego Spaghetti sauces, Godiva Chocolates, Pepperidge Farm baked goods, V8, etc. In addition, since 1980, Campbell Soup Co. has undergone three different strategies under thee different CEOs who brought their own agenda in order to build value for the company and its shareholders. For example, under Gordon McGovern's leadership (1980-1989), Campbell's strategic focus was on developing and introducing new products and expansion of the business portfolio through acqu isitions. Under David Johnson (1990 ? 1997), The companies focus shifted to increasing sales growth, increase market share & share holder value through Eliminating unprofitable products & business units, focusing more on global marketing and Improving communication and technology sharing between businesses. Under the third CEO, Dale Morrison (1997 ? present), Campbell's strategy focus continued to increase sales growth, increase market share & share holder value, but focus was shifted more towards profitable businesses with the highest growth potential and divestations of non strategic businesses 2. Problems / Strategic Issues Since 1980, Campbell's corporate strategy and the company's business structure have undergone three significant changes. Each strategy was implemented under the leadership of three different CEOs: 1. 1980 ? 1989, Gordon Morrison: o Expansion through acquisitions and development of new products. 2. 1990 ? 1997, David Johnson: o Increase sales growth, increase market share & share holder value. 3. 1997 ? Present, Dale Morison: o Continue to increase sales growth, market share & share holder value. Campbell's corporate strategy, under Gordon McGovern was expansion & development of new products to capitalize on consumer trends & improve operating efficiency. But this strategy turned out to be inefficient, as Campbell's managers got too deeply involved in new-product development and neglected the performance of their existing products. In addition the expansion strategy led to unsuccessful diversification of Campbell's business into industries that they had no expertise or competitive advantage. As a result, the company's cost of production went up and profit was reduced. Under David Johnson, the company restructured the business line and implemented a new corporate strategy. The new strategy was to eliminate unprofitable products and business units, improve communication and technology sharing between business units, and focus more on global marketing in order to increase sales growth, market share and shareholder value. This new strategy helped to increase operating margin and profits for the company. Some businesses were also able to improve their performances under David's strategy. However, the company encountered some setbacks with its global marketing strategy. For example, the European market was harder than expected to penetrate for such products as Campbell's soups. The company failed to detect that aggressive advertisement was needed to introduce The Soup products in Europe that caused sales to drop in those markets. When Dale Morison took over Campbell Soup as CEO, His goal was to enhance David Johnson's plan. He also restructured the company's business line structure further more and planned to Continue to increase sales growth, increase market share

Dunkirk Evacuation

Dunkirk Evacuation From May 26 to June 4, 1940, the British sent 222 Royal Navy ships and about 800 civilian boats to evacuate the British Expeditionary Force (BEF) and other Allied troops from the seaport of Dunkirk in France during World War II. After eight months of inaction during the Phoney War, British, French, and Belgian troops were quickly overwhelmed by Nazi Germany’s blitzkrieg tactics when the attack began on May 10, 1940. Rather than be completely annihilated, the BEF decided to retreat to Dunkirk and hope for evacuation. Operation Dynamo, the evacuation of over a quarter million troops from Dunkirk, seemed a near impossible task, but the British people pulled together and ultimately rescued about 198,000 British and 140,000 French and Belgian troops. Without the evacuation at Dunkirk, World War II would have been lost in 1940. Preparing to Fight After World War II started on September 3, 1939, there was a period of approximately eight months in which basically no fighting occurred; journalists called this the â€Å"Phoney War.† Although granted eight months to train and fortify for a German invasion, the British, French, and Belgian troops were quite unprepared when the attack actually began on May 10, 1940. Part of the problem was that while the German Army had been given hope of a victorious and different outcome than that of World War I, the Allied troops were uninspired, sure that trench warfare once again awaited them. The Allied leaders also relied heavily on the newly built, high-tech, defensive fortifications of the Maginot Line, which ran along the French border with Germany – dismissing the idea of an attack from the north. So, instead of training, the Allied troops spent much of their time drinking, chasing girls, and just waiting for the attack to come. For many BEF soldiers, their stay in France felt a bit like a mini vacation, with good food and little to do. This all changed when the Germans attacked in the early hours of May 10, 1940. The French and British troops went north to meet the advancing Germany Army in Belgium, not realizing that a large portion of the German Army (seven Panzer divisions) were cutting through the Ardennes, a wooded area that the Allies had considered impenetrable. Retreating to Dunkirk With the German Army in front of them in Belgium and coming up behind them from the Ardennes, the Allied troops were quickly forced to retreat. The French troops, at this point, were in great disorder. Some had become trapped within Belgium while others scattered. Lacking strong leadership and effective communication, the retreat left the French Army in serious disarray. The BEF were also backpedalling into France, fighting skirmishes as they retreated. Digging in by day and retreating at night, the British soldiers got little to no sleep. Fleeing refugees clogged the streets, slowing the travel of military personnel and equipment. German Stuka dive bombers attacked both soldiers and refugees, while German soldiers and tanks popped up seemingly everywhere. The BEF troops often became scattered, but their morale remained relatively high. Orders and strategies among the Allies were changing quickly. The French were urging a regrouping and a counterattack. On May 20, Field Marshal John Gort (commander of the BEF) ordered a counterattack at Arras. Although initially successful, the attack was not strong enough to break through the German line and the BEF was again forced to retreat. The French continued to push for a regrouping and a counteroffensive. The British, however, were starting to realize that the French and Belgian troops were too disorganized and demoralized to create a strong enough counteroffensive to halt the highly effective German advance. Much more likely, believed Gort, was that if the British joined the French and Belgian troops, they would all be annihilated. On May 25, 1940, Gort made the difficult decision to not only abandon the idea of a joint counteroffensive, but to retreat to Dunkirk in the hopes of an evacuation. The French believed this decision to be desertion; the British hoped it would allow them to fight another day. A Little Help From the Germans and the Defenders of Calais Ironically, the evacuation at Dunkirk could not have happened without the help of the Germans. Just as the British were regrouping at Dunkirk, the Germans stopped their advance just 18 miles away. For three days (May 24 to 26), German Army Group B stayed put. Many people have suggested that Nazi Fuhrer Adolf Hitler purposely let the British Army go, believing that the British would then more readily negotiate a surrender. The more likely reason for the halt was that General Gerd von Runstedt, the commander of German Army Group B, didn’t want to take his armored divisions into the swampy area around Dunkirk. Also, the German supply lines had become greatly overextended after such a quick and lengthy advance into France; the German Army needed to stop long enough for their supplies and infantry to catch up. German Army Group A also held off attacking Dunkirk until May 26. Army Group A had become entangled in a siege at Calais, where a small pocket of BEF soldiers had holed up. British Prime Minister Winston Churchill believed the epic defense of Calais had a direct correlation to the outcome of the Dunkirk evacuation. Calais was the crux. Many other causes might have prevented the deliverance of Dunkirk, but it is certain that the three days gained by the defence of Calais enabled Gravelines waterline to be held, and that without this, even in spite of Hitler’s vacillations and Rundstedt’s orders, all would have been cut off and lost.* The three days that German Army Group B halted and Army Group A fought at the Siege of Calais were essential in allowing the BEF a chance to regroup at Dunkirk. On May 27, with the Germans once again attacking, Gort ordered a 30-mile-long defensive perimeter to be established around Dunkirk. The British and French soldiers manning this perimeter were charged with holding the Germans back in order to give time for the evacuation. The Evacuation From Dunkirk While the retreat was underway, Admiral Bertram Ramsey in Dover, Great Britain began considering the possibility of an amphibious evacuation starting on May 20, 1940. Ultimately, the British had less than a week to plan Operation Dynamo, the large-scale evacuation of British and other Allied troops from Dunkirk. The plan was to send ships from England across the Channel and have them pick up troops waiting on the beaches of Dunkirk. Although there were over a quarter of a million troops waiting to be picked up, the planners expected to only be able to save 45,000. Part of the difficulty was the harbor at Dunkirk. The gentle shelving of the beach meant that much of the harbor was too shallow for ships to enter. To solve this, smaller craft had to travel from ship to beach and back again to gather passengers for loading. This took a lot of extra time and there were not enough small boats to fulfill this job quickly. The waters were also so shallow that even these smaller craft had to stop 300 feet from the waterline and soldiers had to wade out to their shoulders before they could climb aboard. With not enough supervision, many desperate soldiers ignorantly overloaded these small boats, causing them to capsize. Another problem was that when the first ships set out from England, starting on May 26, they didn’t really know where to go. Troops were spread out over 21-miles of beaches near Dunkirk and the ships were not told where along these beaches they should load. This caused confusion and delay. Fires, smoke, Stuka dive bombers, and German artillery were definitely another problem. Everything seemed to be on fire, including cars, buildings, and an oil terminal. Black smoke covered the beaches. Stuka dive bombers attacked the beaches, but focused their attention along the waterline, hoping and often succeeding in sinking some of the ships and other watercraft. The beaches were large, with sand dunes in the back. Soldiers waited in long lines, covering the beaches. Although exhausted from long marches and little sleep, soldiers would dig in while waiting their turn in line – it was too loud to sleep. Thirst was a major problem on the beaches; all the clean water in the area had been contaminated. Speeding Things Up The loading of soldiers into small landing craft, ferrying them to the larger ships, and then coming back to reload was an excruciatingly slow process. By midnight on May 27, only 7,669 men had made it back to England. To speed things up, Captain William Tennant ordered a destroyer to come directly alongside the East Mole at Dunkirk on May 27. (The East Mole was a 1600-yard-long causeway that was used as a breakwater.) Although not built for it, Tennant’s plan to have troops embark directly from the East Mole worked wonderfully and from then on it became the main location for soldiers to load. On May 28, 17,804 soldiers were taken back to England.   This was an improvement, but hundreds of thousands more still needed saving. The rearguard was, for now, holding off the German assault, but it was a matter of days, if not hours, before the Germans would break through the defensive line. More help was needed. In Britain, Ramsey worked tirelessly to get every single boat possible – both military and civilian across the Channel to pick up the stranded troops. This flotilla of ships eventually included destroyers, minesweepers, anti-submarine trawlers, motor boats, yachts, ferries, launches, barges, and any other kind of boat they could find. The first of the â€Å"little ships† made it to Dunkirk on May 28, 1940. They loaded up men from the beaches east of Dunkirk and then headed back through the dangerous waters to England. Stuka dive bombers plagued the boats and they had to be constantly on the lookout for German U-boats. It was a dangerous venture, but it helped save the British Army. On May 31, 53,823 soldiers were brought back to England, thanks in a large part to these little ships. Near midnight on June 2, the St. Helier left Dunkirk, carrying the very last of the BEF troops. However, there were still more French troops to rescue. The crews of the destroyers and other craft were exhausted, having made numerous trips to Dunkirk without rest and yet they still went back to save more soldiers. The French also helped by sending ships and civilian craft. At 3:40 a.m. on June 4, 1940, the very last ship, the Shikari, left Dunkirk. Although the British had expected to only save 45,000, they succeeded in rescuing a total of 338,000 Allied troops. Aftermath The evacuation of Dunkirk was a retreat, a loss, and yet the British troops were greeted as heroes when they got home. The whole operation, which some have termed â€Å"the Miracle of Dunkirk,† gave the British a battle cry and became a rallying point for the rest of the war.    Most importantly, the evacuation of Dunkirk saved the British Army and did allow it to fight another day.    * Sir Winston Churchill as quoted in Major General Julian Thompson, Dunkirk: Retreat to Victory (New York: Arcade Publishing, 2011) 172.

Challenges of Western Brands when Marketing to Chinese Literature review

Challenges of Western Brands when Marketing to Chinese - Literature review Example This potential can be signified by the continual growth of retail sales of consumer goods, for instance retail sales figures increased by 3% in 2007 (PRC 2011). China may be described as a large and homogenous developing market. The ‘huge population, the rapid industrialization and unprecedented economic growth’ provides manufacturers a great opportunity (Ewing et al., 2002). Multi-million Fast Moving Consumer Goods (FMCG) like Coca Cola, Uniliver and Mc-Donald’s have experienced a lot of success in this market. The consumer brand consciousness in china goes through four eras and steps into a post-industrialization era. The consumer’s attitude has seen a change from a supply-side orientation to a demand-side orientation (Schlevogt, 2000). Nolan (2002) once pointed out that china is moving rapidly to integrate with the world economy. The Preference For Domestic Brands There are still some issues which may act as an impendent for international companies. One such impediment, cited by many scholars, is local brand loyalty in china. Ayala and Lai (1996) claimed that foreign brands may find it hard to enter this market, due to the development of brand loyalty. â€Å"Foreign brands underestimate the power of domestic brands and the degree of brand loyalty to them† (Ewing et al, 2002). ... Other factors that internal brands have to contend with while competing with local brands are ethnocentrism and protectionism. According to Bates (1998) the idea that â€Å"west is best† is no longer the dominating factor for consumer’s first choice. Although, western culture still does influence consumption behaviors, it tends to benefit local brands more than their foreign competitors. For example, there has been a general trend among businessmen to wear formal business attire, rather than casual wear. But local brands like Youngor and Firs have been the main beneficiaries of this trend instead of foreign manufacturers. â€Å"European fashion was most aware by Chinese consumers, but consumers simply consider it as a source of choice rather than actually purchasing European fashion products† (Bates,1998). According to Nolan (2002) when China joined the World Trade Organization, their local corporations needed to find a way to compete on a worldwide field. Chinaà ¢â‚¬â„¢s industrial policy also faced many issues in the process of emerging into the global business arena. These limitations in turn, constrained the development of local brands. For instance, ‘policy inconsistency exists in the same industry, China’s weak economy based, and failures in China’s bureaucracy’ (Nolan, 2002). The Growth of China’s Fashion Industry The Vogue China Fashion Index (2006) (the National Bureau of Statistics) found that Chinese consumers associate fashion with modernization, innovation and personalization. According to the statistics, 18.7 % of Chinese consumers consider modernization as the highest factor while selecting fashion, and then followed by 17% who consider

Outsourcing prisoners to other countries Essay Example | Topics and Well Written Essays - 2000 words

Outsourcing prisoners to other countries - Essay Example Outsourcing typically refers to contracting out a range of public services and/or responsibilities to other private organizations or entities in order to achieve different types of benefits such as correctional expenditures, reduce costs, reduce crime, improve law and order, and achieve other types of correctional measures. From the perspective of criminology, according to the National Council on Crime and Delinquency indicated that the practice of state and local correctional agencies contracting with private entities for medical, mental health, educational, food services, maintenance and administrative office security functions have shown significant rise; notably, the correctional agency maintains control over policy decisions and the quality of service provided by the private agency, using a monitor to maintain policy control and management of the private facility (Price, 2006). The most significant reasons for outsourcing parts of work or entire work to other units are reduced costs and increased profits along with improved efficiency in yield. Williamson’s (1975) analysis indicated that independent, competing service providers are potentially more economical and innovative than captive workers (cited in Mahoney, 2005; p.72). Besides these, work and services obtained from prisoners is said to be beneficial for taxpayers by reducing recidivism and promoting social duty to help criminals return to the society, with the use of cheap labor (Hollis, 2008). Overall, it can be concluded that outsourcing prisoners to other locations/countries cannot be equated with outsourcing of other services owing to the potential disastrous impact that outweighs its intended advantages.

Case Study in Communications Research Project Essay

Case Study in Communications Research Project - Essay Example ting the social and political condition of the society but is also responsible, if not completely yet in a major proportion, in bringing a change in the political scenario of the country. This report explores the history of the Chilean New Song Movement. After this, the identity of the movement and the cultural imperialism are discussed. Finally, we will have a glance on the musical contribution of the Chilean New Song Movement. . (Chanan, 1995) Chilean got independence on February 12, 1818, and the last of its territory, Chiloà ©, was freed from Spanish rule by 1826. The Chilean society, since the early years of 19th century, was a reflection of the stratified colonial social structure, family politics, and the influence of the Roman Catholic Church. By the early 1960s, the culture of Chile had already been under the great influence from the other nations, especially United States of America. During these years, many dramas, radio programmes, music and popular magazines were either imitators of, or the exports from United States. For example, in terms of films, the study of Movie Listing for theaters of Santiago reveals that atleast 28 out of 41 films being shown on July 24, 1969 were from the united Sates. Two Argentine, two soviet and two soviet films can also be identified. Such an influence of US culture in the Chilean society was an alarming situation for those Chileans having a sense of nationalization in them. It was not just the US films; the dominance of US culture on the Chilean one was evident in almost all the aspects of the culture of a society. (Taffet, 2000) Such situation provoked few young leftists to help redevelop an independent cultural identity. Victor Jara became the founder of this movement. She was supported by Violeta Parra, Isabel and Angela Parra, Osvaldo Rodriuez, Patricio Manns, Ronaldo Alarcon and the groups Quilpayaun and Inti-Illimani. Their collective music efforts are known as The Victor Parra, the founder of the New Chilean

Purchasing And Procurement In The Construction Industry Construction Essay

Purchasing And Procurement In The Construction Industry Construction Essay In this ever changing world that has become so competitive that the expectations in the construction industry regarding deliverables, cost, time and quality have made companies shift to more robust and competitive operational strategies. Other industries have successfully implemented new and improved strategy but the construction industry still has to follow suit. One of the major factors that are identified in the construction industry is the rather slow changing procurement chain management system. The current strategies used for procurement do not live up to the market requirements and rather is stifling the growth of this particular industry. Understanding these various models are being implemented throughout the industry which will have a significant impact on the growth as well as improve productivity to help this industry sustain the drastic economic changes. Historically, the sourcing of subcontracting services was the most neglected element in the construction process. Only when the cost of materials and the subcontracting increased did management investigate alternative methods to planning and control. Labor was the focus since this industry is labor intense and more emphasis was given to the cost of labor. Firms also started investing heavily into technology and technology related products. The traditional view of purchasing and sourcing management as a clerical function has been negated and emerged as a viable and profitable function more than any other functions in the construction industry. The lifecycle of a typical construction project consists of the following stages, The construction life cycle stages are mutually exclusive or independent of each other. Many of these stages occur concurrently. Depending on the size of the organization the supply sourcing maybe implemented in varying degree of ownership. Regardless of the size of the company ownership in the supply souring function must be well defined. The supply sourcing must be carried out according to the specification of the projects, budgetary and scheduling constraints. Supply sourcing function involves working with upstream and downstream relationships, inside and outside each organization. The supply sourcing process involves assisting the project manager with subcontracting services, bulk material and equipment requirements. The construction manager or contractor coordinates the transformational process based on three basic criteria which is completing the project on time, making sure he/she sticks to the budget and delivered with an accepted level of quality. Review of Existing Purchasing Options In the construction sector, procurement has become difficult due to the different methods for acquisition of buildings and infrastructure. The main features of current procurement options are listed below. The section is divided into the various methods of contracting / funding, methods of selection and methods of payment. Methods of contracting General Contracting: design is done by independent consultants who are in direct contact with the client or designers who are part of the client organization. There is a separate contract for the construction of the project which is placed with a building contractor who sub-lets the elements of the work. Payment is done monthly based on the amount of work done. Design and Build (pure): Design and Build (DB) is the procurement system in which a single organization takes the responsibility and risks for both the design and construction phases. The client engages a building contractor who is responsible for the design and the construction. The method of payment is lump sum, payable in monthly installments. Novated Design and Build: This is a variation of the pure DB and is used when the client employs a design team for the early stages and once a building contractor is selected by tender the team is shifted to this builder. The advantage of such a system is that the original design is kept intact from the early stages and ultimately is passed on to the contractor. Management Contracting: This type of system came into existence with the needs of developers to take more commercial risk on construction projects as compared to general contracting. The trend of building contractors to sub-let all the work resulted in the need to procure a project management and co-ordination input and also harness close relationship between client and contractor. Construction Management: Effectively the same as management contracting, the only difference being that there is no general contractor, instead a series of direct contractual links between the client and the trade contractors. This makes the role of CM more like a consultant than a contractor. Package Deals: This is a way of increasing the scope of the contractor. For large engineering projects like oil rigs, harbors and docks they are structures as Engineer, Procure and Construction. Under such an arrangement the EPC contractor takes the responsibility for carrying out all the design, construction and commissioning work so that the client only has to pay. Systems Involving Service Agreements: sometimes organizations maybe contracted to provide other inputs. These include commissioning, operation and maintenance. Collaborative working: Sometimes in projects various organizations come together to have a collaborative relationships. There is a lot that can be gained from such alliances and have success for both the project and the organization in the long run. The continual relationship building plays a crucial role in such circumstances. The trend towards long term arrangements is clear with strategies like framework agreements and serial or strategic partnering. Such alliances prove effective with the savings in costs of re-bidding, the prospects of continuous improvement and a predictable workflow. Methods of selection Long term or short term relations need to be formed to accomplish where there is a greater need on competition or cooperation. Levels of competition arise from open tendering to single negotiation. Open and selective tendering relies on price as their main criterion. Some clients adopt a more cooperative approach and favor negotiations where non-price plays a significant part. Two stage tendering is a hybrid approach that seeks to exploit the advantage of negotiations and competition. The appointment of a contractor takes two stages. Stage 1 is competitive and based on costs. Stage 2 is made after the completion of open book negotiations for the final price. Methods of payment Price-based systems: these include lump-sum arrangements that range from Guaranteed Maximum Price (GMP) to remeasurable contracts. GMP is used when contractors control the design and remeasurable contracts are characterized by the contract bill of quantities. In such contracts the amount of work is measured after it is finished with reference to the rates in the bills of quantities. Cost-based systems: cost-based payment methods include cost-plus and target cost. Cost plus contracts removes the risk of variable production costs from the contractor, who is paid on the time spent and the materials used rather than sticking to the tendered price. Target cost contracts are used as an incentive to increase efficiency from the contractor. The costs are shared between the contractor and the employer. Even if the cost exceed the agreed target cost or in a situation where the costs are less than the target cost, it is shared between both parties. Todayà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s Construction industry uses this particular model (Fig. 1) because the specialty contractor has been responsible for material procurement. In this model, the owner and the general contractor rely on the specialty contractor to procure all the equipment and material for the project. Owners use the SCPM over 80% of the time to procure build-to-order equipment and to procure commodity material over 90% of the time. Majority of the material is transferred between manufacturers, manufacturing reps, distributors and specialty contractors. With this model the SC has reviews the design specifications and notifies the owner or GC of equipment or material incompatibility issues, design change recommendations or lower cost equipment and material substitutions. Once the design is confirmed the material orders flow from the SC to both distributor and manufacturer. The material and equipment then flow back to the SC at the jobsite. Knowledge and service transfer in the SCPM model are between manufacturers, distributors and specialty contractors. The figure below illustrates the knowledge transfer between the parties involved. This model is less common than SCPM in the construction industry. In this model the owners procure the material and equipment directly from the manufacturer or from a distr4ibutor. This is mainly used to remove transactional costs from the supply chain. This model is typically used about 10% of the time for the entirety of their equipment and material purchases. This model is particularly used for procurement of build-to-order materials than it is for commodity materials. The transfers are directly between the owner and manufacturer. The owner has his own design team to procure the correct material and equipment. The input from a specialty contractor varies. The owner has a strong standing relation with individual specialty contractors and such cases the SC gives input about material to the owner. In this model the material is directly shipped to the jobsite and stored until installation. The knowledge and service transfers in this model are very limited. Knowledge is primarily obtained from the ownerà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s past experience and through design specifications that were developed for previous projects. This is the least commonly used purchasing model in the construction industry. In this model the owners commission the GC to procure material and equipment. In most cases the GC seeks to purchase all the material and equipment from the manufacturers directly. Most manufacturers are not set up to sell their products directly to customers and hence the GC has to go through the normal distribution channels. Only 2% of the time is this model used in the construction industry. The transfers in this model occur between the GC, distributor and manufacturer or directly between the GC and manufacturer. The flow is such that once the order is given to the GC the GC purchases the material without the consultation of the SC. In this model the GC procures the material and equipment according to the specifications of the project. The knowledge and service transfers in the GCPM are similar to the OPM model. The GC must depend on his own experience as well as details from the manufacturer and/or distributor in order to purchase the proper material. Knowledge from installation experience does not exist because the SC is not involved in the procurement process and the GC is not involved in the installation process. Summary The procurement process of the construction industry is complex and involves various amount and degree of procurement. Several untouched and untrained areas exist in the procurement process of construction. It stands that it is an important cog in the entire process of construction. Various avenues still exist and with careful study of internal process and finding a suitable fit so as to be effective and competitive is essential for the success of an organization in this industry. A huge potential exists in having a cost effective process that can make achieve acceptable levels of quality and on time delivery are the key elements to have a procurement process model.

Caste Discrimination Essay

Caste systems are a form of social and economic governance that is based on principles and customary rules: Caste systems involve the division of people into social groups (castes) where assignments of rights aredetermined by birth, are fixed and hereditary. The assignment of basic rights among various castes is both unequal and hierarchical, with those at the top enjoying most rights coupled with least duties and those at the bottom performing most duties coupled with no rights. The system is maintained through the rigid enforcement of social ostracism (a system of social and economic penalties) in case of any deviations. Inequality is at the core of the caste system.  Those who fall outside the caste system are considered â€Å"lesser human beings†, â€Å"impure† and thus â€Å"polluting† to other caste groups. They are known to be â€Å"untouchable† and subjected to so-called â€Å"untouchability practices† in both public and private spheres. â€Å"Untouchables† are often forcibly assigned the most dirty, menial and hazardous jobs, such as cleaning human waste. The work they do adds to the stigmatisation they face from the surrounding society. The exclusion of ‘caste-affected communities’ by other groups in society and the inherent structural inequality in these social relationships lead to high levels of poverty among affected population groups and exclusion from, or reduced benefits from developmen t processes, and generally precludes their involvement in decision making and meaningful participation in public and civil life. The division of a society into castes is a global phenomenon not exclusively practised within any particular religion or belief system. In South Asia, caste discrimination is traditionally rooted in the Hindu caste system. Supported by philosophical elements, the caste system constructs the moral, social and legal foundations of Hindu society. Dalits are ‘outcastes’ or people who fall outside the four-fold caste system consisting of theBrahmin, Kshatriya, Vysya and Sudra. Dalits are also referred to as Panchamas or people of the fifth order. However caste systems and the ensuing caste discrimination have spread into Christian, Buddhist, Muslim and Sikh communities. Caste systems  are also found in Africa, other parts of Asia, the Middle East, the Pacific and in Diaspora communities around the world. In Japan association is made with Shinto beliefs concerning purity and impurity, and in marginalized African groups the justification is based on myths. Caste discrimination affects approximately 260 million people worldwide, the vast majority living in South Asia. Caste discrimination involves massive violations of civil, political, economic, social and cultural rights. It is often outlawed in countries affected by it, but a lack of implementation of legislation and caste-bias within the justice systems largely leave Dalits without protection. Videos – Cases of Caste Discrimination Click here to see a Playlist from IDSNs YouTube Channel with a selection of videos dealing with cases of caste discrimination and the consequences of this. Understanding ‘Untouchability’  A comprehensive Study of practices and conditions in 1589 Villages Caste-based discrimination is the most complex human rights issue facing India today. To date, the tools used to assess its status have been divided by discipline—human rights, legal and social science. Although significant contributions toward understanding untouchability have been made in each of these areas, it is difficult to comprehend the scope and pervasiveness of the problem without combining the tools of all three. We have spent the last four years compiling quantitative, comprehensive and reliable data exposing the current state of untouchability (caste-based discrimination) against Dalitsi (â€Å"untouchables†) in Gujarat, India. This report presents data on untouchability practices in 1,589 villages from 5,462 respondents in Gujarat on the issue of untouchability. In 2000, Martin Macwan of Navsarjan received the Robert F. Kennedy Human Rights Award, initiating a long-term partnership between Navsarjan and the Robert F. Kennedy Center for Justice & Human Rights. In response to Navsarjan’s identified need for an extensive study on caste discrimination, members of the RFK Global Advocacy Team from the University of Maryland/Kroc Institute at the University of Notre Dame, and Dartmouth College/University of Michigan joined the team. The objective was to contribute to a more comprehensive understanding of the topic in order to better drive Navsarjan’s advocacy and intervention work. In its efforts across Gujarat and India, Navsarjan has experienced first-hand that a deeper  understanding gained by intensive data collection leads to the development of more effective strategies to address the contin ued practice of untouchability. Indeed, interactions with individuals across age, caste, gender and social sectors during the implementation of this study reveal that the potential for ending untouchability may exist within two large groups of people that can be seen as sources of hope. First, a large segment of Indian society, primarily of younger generation Indians, though largely ignorant about its scope and practice, appears ready and willing to learn about untouchability and work towards its true abolition. Second, another group of people across caste, nationality and religious affiliations have become deeply concerned about the prevalence of untouchability practices viewed from the perspective of human rights. This group of activists, advocates, donors, lawyers, students, academics, politicians and ordinary citizens has developed an awareness of untouchability as an issue of civil and human rights law. The report presents both a general and multi-disciplinary view of current untouchability practices across rural areas in Gujarat (bringing together political science, sociology, law, public policy and community organizing) and provides evidence to refute the belief that untouchability is limited to remote and economically underdeveloped corners of India. The broad picture of untouchability can be used to educate Indian society about these practices and to initiate an informed national and international debate on how to address the problem. Equally important, this report presents a picture of untouchability that promotes global visibility on the continued human rights violations suffered by Dalits and provides an example to other countries on methods for identifying, understanding and eliminating discriminatory activity. We believe that a systematic approach to understanding untouchability shatters the myth that the problem is intractable. Instead, we hope that the data presented here and the understanding it generates will spark new energy and commitment to the movement to end the injustice and indignity of untouchability. (to view the full report hit the link below) Caste-based discrimination is a form of discrimination prohibited by  international human rights law. Although it may not be equated with racism, it is quite clear from several references made by several UN treaty and charter-bodies that this issue warrants due recognition as an example of gross human rights violation that needs to be taken into consideration by all human rights mechanisms available in the UN system. ICERD definintions and CERD practice on descent-based discrimination The ‘descent’ limb of the definition of ‘racial discrimination’ Article 1(1) of ICERD defines ‘racial discrimination’ as follows: Any distinction, exclusion, restriction or preference based on race, colour, descent, national or ethnic origin which has the purpose or effect of nullifying or impairing the recognition, enjoyment or exercise, on an equal footing, of human rights and fundamental freedoms in the political, economic, social, cultural or any other field of public life (emphasis added) The term ‘descent’ as a prohibited ground of discrimination springs unheralded and unexplained into the basic framework of ICERD. It is one of only two terms in this list that isn’t borrowed directly from the UDHR formulation (the other being ‘ethnic origin’, in lieu of ‘social origin’). It does not appear in any of the key pre-ICERD texts on racial discrimination. It is also noteworthy that, although included in the definition in article 1(1), the term ‘descent’ was omitted from the list of prohibited grounds of discrimination in article 5 of ICERD. CERD General Recommendation No. 29 on descent CERD has confirmed its interpretation of ‘descent’, in the form of its General Recommendation No. 29 on ‘descent-based discrimination’, adopted on 22 August 2002. This General Recommendation: Confirms â€Å"the consistent view of the Committee that the term ‘descent’ in Article 1, paragraph 1 of the Convention does not solely refer to ‘race’ and has a meaning and application which complements the other prohibited grounds of discrimination†; and Reaffirms that â€Å"discrimination based on ‘descent’ includes discrimination against members of communities based on forms of social stratification such as caste and analogous systems of inherited status which nullify or impair their equal enjoyment of human rights†. From this review of CERD’s practice, it is apparent that the Committee has consciously and consistently adopted an interpretation of the ‘descent’ limb of article 1 of ICERD that e ncompasses situations of caste-based discrimination and analogous forms of  inherited social exclusion. Read CERD General Recommendation No. 29 on descent CERD General Recommendation No. 32 on special measures This CERD General Recommendation on the meaning and scope of special measures in the ICERD, adopted at its 75th session in August 2009, affirms General Recommendation 29 on Article 1, paragraph 1, of the Convention (Descent), which makes specific reference to special measures. The Committee also states that special measures should be ‘carried out on the basis of accurate data, disaggregated by race, colour, descent and ethnic or national origin and incorporating a gender perspective, on the socio-economic and cultural status and conditions of the various groups in the population and their participation in the social and economic development of the country.’ Subsequent CERD practice Any â€Å"subsequent practice in the application of the treaty which establishes the agreement of the parties regarding its interpretation† may also, in such circumstances, be taken into account. In the course of reviewing state party reports, CERD has expressed explicit reliance on the ‘descent’ limb of article 1 in order to address the situation of Dalits in India, Nepal, Bangladesh, Pakistan, the UK, as well as the analogous situations of the Burakumin in Japan. CERD has also addressed situation of ‘descent-based discrimination’ in a number of other instances, even though in some of these additional cases the reliance upon the ‘descent’ limb of the article 1 of the Convention has been implicit. Concluding observations have been made by the Committee in respect of Yemen, Nigeria, Chad, Mali, Senegal, Madagascar, Mauritania, Burkina Faso, and Mauritius. Conflicts in Somalia had also been viewed by CERD as being based on descent, thus bringing them within the purview of ICERD. As CERD expert member Patrick Thornberry has argued, â€Å"whatever the argument on the relation between the specific reference to ‘race’ in Article 1 and the caste issue, there is a suggestion here that in the context of the Convention as a whole, and in particular in the context of special measures, the redress of caste disabilities finds a place.† Response by affected countries In early August 1996, CERD considered India’s consolidated tenth to fourteenth periodic reports. In this context, India sought to establish that discrimination related to caste did not fall within the scope of ICERD or within the jurisdiction of the Committee. â€Å"The term ‘caste’†, the Indian report declared, â€Å"denotes a ‘social’ and ‘class’ distinction and is not based on race.†The report expressly acknowledges that â€Å"Article 1 of the Convention includes in the definition of racial discrimination the term ‘descent’†, and that â€Å"oth castes and tribes are systems based on ‘descent’†. However, the Indian position concerning the interpretation of this term was that: †¦ the use of the term ‘descent’ in the Convention clearly refers to ‘race’. Communities which fall under the definition of Scheduled Castes and Scheduled Tribes are unique to Indian society and its historical process. †¦ it is, therefore, submitted that the policies of the Indian Government relating to Scheduled Castes and Scheduled Tribes do not come under the purview of Article 1 of the Convention. In the course of discussion of the report in the Committee, the Indian delegation said that India’s report â€Å"had focused on matters relating to race as distinct from other categorizations referred to in the Constitution. †¦ Constitutionally, the concept of race was distinct from caste. †¦ To confer a racial character on the caste system would create considerable political problems which could not be the Committee’s intention. In the spirit of dialogue, however, India was prepared to provide more information on matters other than race, without prejudice to its understanding of the term ‘race’ in the Convention.† A number of CERD members challenged the Indian Government’s interpretation of the term ‘descent’, and in its concluding observations CERD insisted that â€Å"the term ‘descent’ mentioned in article 1 of the Convention does not solely refer to ‘race’†. Moreover, the Committee affirmed that â€Å"the situation of the scheduled castes and scheduled tribes falls within the scope of the Convention†, and went on to specifically recommend that â€Å"special measures be taken by the authorities to prevent acts of discrimination towards persons belonging to the scheduled castes and sc heduled tribes, and, in cases where such acts have been committed, to conduct thorough investigations, to punish those found to be responsible and to provide just and adequate reparation to the victims.† The Committee specifically stressed â€Å"the importance of the equal enjoyment by members of these groups of the rights to access health  care, education, work and public places and services, including wells, cafà ©s or restaurants.† CERD also recommended a public education campaign on human rights, â€Å"aimed at eliminating the institutionalized thinking of the high-caste and low-caste mentality.† Nepal has also appears to have acquiesced to CERD’s interpretation and practice in this regard. CERD has now taken up the issue of caste-based discrimination in Nepal on three successive occasions without demur from the Nepalese Government. Indeed, Nepal has volunteered substantial amounts of information concerning caste-based discrimination in its periodic reports. When Pakistan was examined by CERD in February 2009, the Government took a principled decision by engaging constructively in a dialogue with the Committee on how to tackle the challenges faced by the Government in addressing the issue of caste-based discrimination in contemporary Pakistan. CESCR General Comment No. 20 on non-discrimination General Comment No. 20 on Non-Discrimination in Economic, Social and Cultural Rights was adopted by the UN Committee on Economic, Social and Cultural Rights (CESCR) at its 42nd session in May 2009. In this General Comment, the Committee reaffirms CERD GR No. 29 that â€Å"the prohibited ground of birth also includes descent, especially on the basis of caste and analogous systems of inherited status.† The Committee recommends States parties to â€Å"take steps, for instance, to prevent, prohibit and eliminate discriminatory practices directed against members of descent-based communities and act against dissemination of ideas of superiority and inferiority on the basis of descent.† Caste in the Universal Declaration on Human Rights In none of the human rights instruments does the term ‘caste’ appear. Nevertheless, an examination of the travaux preparatoires of the Universal Declaration on Human Rights shows that caste was explicitly contemplated by the drafters as being encompassed in some of the more general terminology in the UDHR’s foundational non-discrimination provision. In 1948, the Third Committee of the UN General Assembly was in debate over the inclusion of the word ‘birth’ in the list of prohibited grounds of distinction in what was to become article 2 of the Declaration. Mr Habib, representing India, said that he ‘favoured the use of the word ‘caste’ rather than ‘birth’, as the latter  was already implied in the article.’ Mrs Roosevelt for the United States of America, and a member of the informal drafting group, demurred to both this intervention. In her opinion, ‘the words â€Å"property or other status† took in to consideration the various new suggestions that had been made.’ Mr Appadorai of the Indian delegation in effect accepted the US and Chinese caste-inclusive interpretations of some of the more general language in the draft article. He said ‘his delegation had only proposed the word â€Å"caste† because it objected to the word â€Å"birth†. The words â€Å"other status† and â€Å"social origin† were sufficiently broad to cover the whole field; the delegation of India would not, therefore, insist on its proposal.’ It is apparent therefore that caste was acknowledged in the drafting process as being encompassed in the terms ‘other status’ and/or ‘social origin’, if not also in ‘birth’ (the specific grounds of the Indian objection to this term not being entirely clear from the travaux). To that extent, a special meaning may be regarded as having been attributed to those terms. As well as appearing in the non-discrimination provisions of most subsequent international human rights instruments, the terms ‘social origin’ and/or ‘other status’ (either or both of them) have been incorporated in the non-discrimination provisions of the significant number of national constitutions that have borrowed these formulations from the UDHR. At the same time, it is noteworthy that a number of national constitutions have put the matter beyond question so far as their domestic legal regimes are concerned by explicitly referring to caste in their non-discrimination provisions. This applies to the constitutions of India, Nepal, Pakistan, Bangladesh, Sri Lanka and Burkina Faso. Caste discrimination: More than 165 million people in India continue to be subject to discrimination, exploitation and violence simply because of their caste. In India’s â€Å"hidden apartheid,† untouchability relegates Dalits throughout the country to a lifetime of segregation and abuse. Caste-based divisions continue to dominate in housing, marriage, employment and general social interaction—divisions that are reinforced through economic boycotts and physical violence. Working in partnership with the International Dalit  Solidarity Network, India’s National Campaign on Dalit Human Rights, and the Gujarat-based Dalit grassroots organizationNavsarjan, IHRC works to hold the Indian government accountable for its systematic failure to respect, protect, and ensure Dalits’ fundamental human rights. In 2007, for instance, the IHRC issued a series of statements and a report based on its analysis of India’s failure to uphold its international legal obligations to ensure Dalit rights, despite the existence of laws and policies against caste discrimination. The report Hidden Apartheid—which was produced in collaboration with Human Rights Watch—was released as a â€Å"shadow report† in response to India’s submission to the United Nations Committee on the Elimination of Racial Discrimination, which monitors implementation of the International Convention on the Elimination of All Forms of Racial Discrimination. IHRC also participated in proceedings related to the Committee’s review of India’s compliance with the Convention and presented the report’s findings.

Lеadеrs and Managеrs

RÐ µfocusing has bÐ µcomÐ µ onÐ µ of thÐ µ major stratÐ µgiÐ µs pursuÐ µd by largÐ µ organizations in thÐ µ 1990s. Prior rÐ µsÐ µarch in thÐ µ arÐ µa of uppÐ µr Ð µchÐ µlons (top managÐ µmÐ µnt tÐ µam) lÐ µadÐ µrship has rÐ µvÐ µalÐ µd that thÐ µrÐ µ is a strong rÐ µlationship bÐ µtwÐ µÃ µn top managÐ µmÐ µnt tÐ µam charactÐ µristics and organizational stratÐ µgiÐ µs and outcomÐ µs.HowÐ µvÐ µr, rÐ µsÐ µarchÐ µrs havÐ µ confinÐ µd thÐ µir studiÐ µs to Ð µxploring thÐ µ impact of obsÐ µrvablÐ µ uppÐ µr Ð µchÐ µlon charactÐ µristics, namÐ µly thÐ µ dÐ µmographic traits on corporatÐ µ stratÐ µgiÐ µs and pÐ µrformancÐ µ. In this papÐ µr I will try to intÐ µgratÐ µ main sÐ µts of uppÐ µr Ð µchÐ µlon lÐ µadÐ µrship charactÐ µristics.During thÐ µ past dÐ µcadÐ µ thÐ µrÐ µ has bÐ µÃ µn considÐ µrablÐ µ rÐ µsÐ µarch invÐ µstigating thÐ µ rÐ µlationship bÐ µtwÐ µÃ µn uppÐ µr Ð µchÐ µlons (top managÐ µm Ð µnt tÐ µam) lÐ µadÐ µrship charactÐ µristics and organizational stratÐ µgiÐ µs and outcomÐ µs. ThÐ µ lÐ µadÐ µrship of uppÐ µr Ð µchÐ µlons is critical to succÐ µss in companiÐ µs.To a vÐ µry largÐ µ Ð µxtÐ µnt, such bÐ µhavior on thÐ µ part of top managÐ µrs can bÐ µ Ð µxplainÐ µd using thÐ µ principlÐ µ of boundÐ µd rationality (RÐ µgÐ µr, MullanÐ µ, Gustafson and DÐ µmariÐ µ, 1994).According to this principlÐ µ, managÐ µrs arÐ µ not complÐ µtÐ µly rational in thÐ µ dÐ µcisions thÐ µy takÐ µ. ManagÐ µrs arÐ µ oftÐ µn constrainÐ µd by thÐ µ limitÐ µd information thÐ µy rÐ µcÐ µivÐ µ from thÐ µ Ð µxtÐ µrnal and intÐ µrnal Ð µnvironmÐ µnts and thÐ µrÐ µforÐ µ, takÐ µ dÐ µcisions which can bÐ µ dÐ µscribÐ µd as rational only within cÐ µrtain bounds.ThÐ µrÐ µforÐ µ, it is important to dÐ µvÐ µlop a thÐ µorÐ µtical framÐ µwork in thÐ µ arÐ µa of uppÐ µr Ð µchÐ µlons lÐ µadÐ µrship for undÐ µrstanding h ow thÐ µ psychological charactÐ µristics of top managÐ µrs influÐ µncÐ µ thÐ µ rÐ µlationship bÐ µtwÐ µÃ µn thÐ µir dÐ µmographic charactÐ µristics and organizational stratÐ µgiÐ µs and outcomÐ µs.ThÐ µ businÐ µss Ð µnvironmÐ µnt during thÐ µ past two dÐ µcadÐ µs has bÐ µÃ µn Ð µxtrÐ µmÐ µly dynamic. WhilÐ µ corporatÐ µ divÐ µrsification sÐ µÃ µmÐ µd to bÐ µ thÐ µ norm in most industriÐ µs till thÐ µ 1990s, it is important to notÐ µ that corporatÐ µ rÐ µfocusing (i.Ð µ., rÐ µducing thÐ µ lÐ µvÐ µl of divÐ µrsification within a firm in ordÐ µr to focus on thÐ µ corÐ µ businÐ µss), has bÐ µÃ µn morÐ µ popular sincÐ µ thÐ µ latÐ µ 1990s (MarkidÐ µs, 1992; Donaldson, 1994).RÐ µfocusing rÐ µprÐ µsÐ µnts an important aspÐ µct of corporatÐ µ stratÐ µgic changÐ µ and rÐ µquirÐ µs dynamic lÐ µadÐ µrship on thÐ µ part of thÐ µ top managÐ µrs (AmburgÐ µy, KÐ µlly & BarnÐ µtt, 1990; Hoskisson and Hitt, 1994).ThÐ µ top managÐ µmÐ µnt of a firm rÐ µprÐ µsÐ µnts thÐ µ dominant coalition of thÐ µ firm and has considÐ µrablÐ µ influÐ µncÐ µ on whÐ µthÐ µr and how thÐ µ firm should rÐ µfocus to maintain a compÐ µtitivÐ µ position in thÐ µ industry (Hambrick & Mason, 1984). ThÐ µ succÐ µss of thÐ µ rÐ µfocusing stratÐ µgy dÐ µpÐ µnds on how thÐ µ top managÐ µrs arÐ µ ablÐ µ to lÐ µad thÐ µ initiation and thÐ µ implÐ µmÐ µntation of this stratÐ µgy.ThÐ µ dÐ µmographic charactÐ µristics of uppÐ µr Ð µchÐ µlons havÐ µ a considÐ µrablÐ µ impact on thÐ µ organization's propÐ µnsity to rÐ µfocus and that this rÐ µlationship is modÐ µratÐ µd by thÐ µ psychological charactÐ µristics of its managÐ µrs.ThÐ µ impact of dÐ µmographic charactÐ µristics: Hambrick and Mason (1984) statÐ µ â€Å"organizational outcomÐ µs – both stratÐ µgiÐ µs and Ð µffÐ µctivÐ µnÐ µss arÐ µ viÐ µwÐ µd as rÐ µflÐ µctions of thÐ µ valuÐ µs and cognitivÐ µ bas Ð µs of powÐ µrful actors in thÐ µ organization.† p.193.Drawing on Hambrick (1984) modÐ µl of stratÐ µgic dÐ µcision making, Hambrick and Mason (1984) thÐ µorizÐ µ that a managÐ µr's background charactÐ µristics can partially prÐ µdict stratÐ µgic choicÐ µs and pÐ µrformancÐ µ in organizations.ThÐ µy proposÐ µ that obsÐ µrvablÐ µ managÐ µrial dÐ µmographic traits such as agÐ µ, tÐ µnurÐ µ, Ð µducation and functional backgrounds arÐ µ important aspÐ µcts of managÐ µrial lÐ µadÐ µrship and that thÐ µy can influÐ µncÐ µ organizational stratÐ µgiÐ µs and pÐ µrformancÐ µ.Following Hambrick and Mason's (1984) concÐ µptual modÐ µl on uppÐ µr Ð µchÐ µlons lÐ µadÐ µrship, sÐ µvÐ µral rÐ µsÐ µarchÐ µrs havÐ µ tÐ µstÐ µd thÐ µir propositions in ordÐ µr to Ð µstablish thÐ µ linkagÐ µ bÐ µtwÐ µÃ µn dÐ µmographic charactÐ µristics of top managÐ µrs and thÐ µir ability to lÐ µad thÐ µ organization to dÐ µsirÐ µd outcomÐ µs. ThÐ µ studiÐ µs conductÐ µd by Murray (1989), Norburn and BirlÐ µy (1988), BantÐ µl and Jackson (1989), Cho, Hambrick and ChÐ µn (1994), rÐ µvÐ µal that top managÐ µmÐ µnt dÐ µmographic charactÐ µristics such as agÐ µ, Ð µducation, functional backgrounds, top managÐ µmÐ µnt tÐ µam tÐ µnurÐ µ and organizational tÐ µnurÐ µ wÐ µrÐ µ significant prÐ µdictors of organizational pÐ µrformancÐ µ thus providing support for Hambrick and Mason's (1984) propositions.

voice recognition technology essays

voice recognition technology essays and its Benefits to the Disabled Community Speech recognition technology was originally designed as a tool to ease the often heavy paper work loads in professions such as medicine or law. However, a new technological push towards assisting those with disabilities is upon us. People suffering from a variety of disabilities can benefit from such software, including muscular dystrophy, spinal cord injury, or cerebral palsy. Half the world's population either has a disability or is helping people with disabilities, so you can imagine the possible target audience. Good speech recognition applications not only allows one to transform the spoken word into text, but also allows the user to command nearly every program in the computer; surfing the web and navigating the windows desktop and folder trees are some examples. Because of this, voice recognition technology can be extremely helpful to people with disabilities, if they are at all computer-savvy Speech recognition programs are immediate, fast, and accurate. Spelling is almost always correct, drawing from dictionaries of over 200,000 words. Even the inexperienced users can type at speeds of 60+ WPM! Of course, inaccuracies do occur, largely due to slurring or pronunciation by the user, but the software itself isnt perfect either. A humorous example is the text return for inevitable, in edit a bowl. Most programs offer multiple choices for unrecognized words, allowing the user to correctly select the desired word. Many voice recognition software programs have two modes of operation: dictate mode and command mode. Dictate mode is the usual method people use when speaking into the microphone. However, it is often necessary to access command mode to make changes in a document, or navigate the computer. Command mode allows the user to adjust the document, such as capitalization, insertting a tab, or initializing spell check. ...

Schmidt Surname Meaning and Family History

Schmidt Surname Meaning and Family History The surname Schmidt is an occupational surname for blacksmith or metalworker, from the German word schmied or the Danish smed. Schmidt is the German equivalent of the English surname SMITH. SCHMITZ is another German variant of this surname. SCHMIDT is the 2nd most common German surname  and the 31st most common Danish surname. Surname Origin:  German, Danish Alternate Surname Spellings:   SCHMID, SCHMITT, SCHMITZ Famous People with the Surname SCHMIDT: Kendall Schmidt - American actor and singerOtto Schmidt - Soviet geophysicist and polar explorerHelmut Schmidt - Chancellor of West Germany from 1974–1982 Where is the SCHMIDT Surname Most Common? Despite its German origins, the SCHMIDT surname today is most prevalent in the United States, according  to surname distribution from  Forebears. It is more common  based on population percentage, however, in countries such as Austria (where it ranks 22nd in the nation), Denmark (31st), Greenland (41st), Switzerland (43rd) and  Liechtenstein (48th). According to  WorldNames PublicProfiler, Schmidt is found most frequently in Germany. The surname is common throughout the country, but used by the greatest number of individuals in Thà ¼ringen and Sachsen-Anhalt. Schmidt is also extremely common in  Sà ¸nderjylland (Southern Jutland), Denmark. Genealogy Resources for the Surname SCHMIDT: Common German Surnames Their MeaningsUncover the meaning of your German last name with this free guide to German surnames meanings and origins. Schmidt  Family Crest - Its Not What You ThinkContrary to what you may hear, there is no such thing as a Schmidt  family crest or coat of arms for the Schmidt surname.  Coats of arms are granted to individuals, not families, and may rightfully be used only by the uninterrupted male line descendants of the person to whom the coat of arms was originally granted. Smith DNA ProjectOver 2400 individuals with the Smith surname- including variations such as Schmidt, Smythe, Smidt and Smitz- have joined this DNA project to use DNA in combination with genealogy research to sort out over 220 distinct groups of Smith descendants. Schmidt Family Genealogy ForumSearch this popular genealogy forum for the Schmidt surname to find others who might be researching your ancestors, or post your own Schmidt query. FamilySearch - SCHMIDT GenealogyExplore over 3.6  million results from digitized  historical records and lineage-linked family trees related to the Schmidt surname on this free website hosted by the Church of Jesus Christ of Latter-day Saints. SCHMIDT Surname Family Mailing ListsRootsWeb hosts several free mailing lists for researchers of the Schmidt surname. DistantCousin.com - SCHMIDT  Genealogy Family HistoryExplore free databases and genealogy links for the last name Schmidt. GeneaNet - Schmidt  RecordsGeneaNet includes archival records, family trees, and other resources for individuals with the Schmidt  surname, with a concentration on records and families from France and other European countries. The Schmidt  Genealogy and Family Tree PageBrowse genealogy records and links to genealogical and historical records for individuals with the Schmidt  surname from the website of Genealogy Today.- References: Surname Meanings Origins Cottle, Basil.  Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967. Dorward, David.  Scottish Surnames. Collins Celtic (Pocket edition), 1998. Fucilla, Joseph.  Our Italian Surnames. Genealogical Publishing Company, 2003. Hanks, Patrick and Flavia Hodges.  A Dictionary of Surnames. Oxford University Press, 1989. Hanks, Patrick.  Dictionary of American Family Names. Oxford University Press, 2003. Reaney, P.H.  A Dictionary of English Surnames. Oxford University Press, 1997. Smith, Elsdon C.  American Surnames. Genealogical Publishing Company, 1997. Back toGlossary of Surname Meanings Origins

Sourcing and supply chain strategy Essay Example | Topics and Well Written Essays - 3000 words

Sourcing and supply chain strategy - Essay Example Often, strategies that have been already tested in practice are preferred, as they can ensure the limitation of risks involved. Similar approaches are used in modern organizations when having to manage organizational sources. In this case, two different concepts appear: the sourcing strategy and the supply chain strategy. The above two frameworks, even if they seem identical, they refer to different organizational needs. Of course, as all organizational strategies, the outsourcing strategy and the supply chain strategy have a common target: to provide to the organization a competitive advantage towards its rivals (Weele 2009). The relationship between the sourcing strategy and the supply strategy is explored in this study. Reference is made to the elements of these strategies, their requirements and their key processes. Particular emphasis is given on the parts of supply chain strategy, since the particular strategy is extensively used in modern organizations, having the power to sig nificantly support organizational growth. At this point the following issue should be highlighted: the literature published in the particular field promotes different approaches for explaining the role and the structure of the outsourcing strategy and the supply chain strategy. ... Then, the processes of each of the above strategy would be analysed using appropriate theories and examples so that the value and the implications of both these strategies to be made clear. 2.1.1 Sourcing strategy The sourcing strategy, as the supply chain strategy, focuses on specific organizational needs. Patel (2005) note that ‘the sourcing strategy defines who will fulfil various parts of the objectives as defined by the business strategy’ (Patel 2005, p.43). At the next level, ‘the activity to which the above objectives are related can be a project or a process’ (Patel 2005, p.43). Thus, the role of outsourcing with modern organizations is quite specific: to respond to the needs of particular organizational initiatives, other internal or external, which have to be developed within a short or a long period of time. From a similar point of view, Philippart et al. (2005) noted that the outsourcing strategy is used when having ‘to identify the strateg ies which will be used for sourcing the appropriate products and services’ (Philippart 2005, p.118). The potential role of outsourcing as one of the key business strategies is made clear through the following example: IBM and Dell, key competitors in the global electronics industry, have significantly decreased their costs by using outsourcing in regard ‘to their key commodities, such as memories and hard disks’ (Philippart et al 2005, p.118). In other words, if it is appropriately planned, outsourcing can help to the improvement of cost control in modern organizations, supporting the standardization of organizational performance. In 2010, Walmart introduced a new sourcing strategy based on the following

Fighter Jets Speech or Presentation Example | Topics and Well Written Essays - 1250 words

Fighter Jets - Speech or Presentation Example The role of the air force could be divided into the following tasks: interdiction, close support, bombing, reconnaissance and air superiority. Interdiction is the task in which the air force intercepts an aerial target as it is moving towards its destined objective. Close support means the air force will provide lead aerial fire support against opposing ground or sea targets. Reconnaissance is the observation and gathering of enemy presence and movement from a safe distance. Air superiority is the task of securing the airspace of a battle-zone to ensure control of aerial advantages. In the case of air superiority, victory lies in the side that have the better skills and an even a near equal measure of equipment. The only way of getting rid of opposing air superiority is by either having the better pilots and planes, or by having the ground forces have a superior anti-air defense system and weaponry. Fighter jets could make use of either auto-cannons or different kinds of missiles to destroy aerial targets. Auto-cannons are used when aerial combat has become a close ranged dogfight. Missiles are used differently, depending on its kind and size. Some missiles are heat-seeking types which home into any heat signature found in the radar sight. Radar-guided missiles are missiles that are guided to a target based on the direction the radar bore-sight is aimed on. In combat, pilots of fighter jets would either have to maneuver their way from getting shot down, or make use of different countermeasures like flares, chaff or jamming systems, to avert any enemy weapons from hitting them. It should be remembered that the introduction of jet aircrafts, despite being a scientific and engineering endeavor, is a co-related to the arms race of military powers in gaining advantages of air power and superiority. During the First World War, the concept of air warfare was born and put into its early stages of application. While most critics in the military circles that time express ed that aircrafts in warfare will just be relegated to a purely reconnaissance role, a handful of visionary and forward thinking military officers and theorists saw the great potential of aircraft in more combative roles in future wars to come. The latter among the two sides were very much correct. Come the Second World War, the world’s powerful military nations already developed a formal and fundamental doctrine for their air forces. It became apparent to military leaders in the world’s leading nations that control of the air would limit the role of enemy ground and maritime forces since aircrafts literally have the sky as the limits unlike the armies and navies. Germany and Russia developed their air force doctrine to play a close combat support in tandem with their ground forces with respect to combined arms tactics and strategy. The British pursued a more active air superiority and defense role for its aircraft, while developing long range strategic bombing strateg ies with the Americans later on. The Americans and Japanese developed the basis for naval aviation as they produced aircrafts designed to operate on naval aircraft carriers. As the war dragged on, Germany’s air force also developed into air superiority roles as they switched into a more defensive strategy. As the war prolonged during the Second World War, the nations at war would pour a great deal of effort in trying to get the advantage over their adversary by