Papa Dont Preach Essay -- Literary Analysis, Jane Eyre

Jane Eyre, by Charlotte Bronte, tells the tale of a young orphan girl who is left under the jurisdiction of her dead uncle’s cruel wife and her family. Alone in the large estate and often subjugated to her aunt’s unjust punishments and her cousin’s fist, Jane becomes solitary and sensitive to the kindness of others. She awaits the liberation of adulthood to become self-sufficient and to find someone to love. Similarly, in The Awakening by Kate Chopin, Edna Pontellier grows up in a motherless household with her authoritative father and treacherous sisters. She is often considered the model of female oppression and empowerment in the late 1800s, but her â€Å"awakening† actually results from her experiences in a cold and distant family. Edna’s suppressive childhood leads to her desire for independence in adulthood and helps her come to the realization that mothers play an important role in their children’s lives. Misinterpreted as hidden desires, Edna’s emotions towards love and freedom stem from the lack of familial love. Her father’s flippant thoughts towards her are shown when he tells Leonce that â€Å"authority, coercion are what is needed†¦ [to] manage a wife† [94]. He regards his daughter as just another woman and approaches raising her in the same manner that he treated his wife. Edna’s distant relationship with her sisters is shown in her refusal to go to the wedding [94] and her distaste for the motherly tones in her elder sister’s affections [22]. Coming from an isolated plantation, her youth was lonely and in result she grew to lack proper social skills and became more sensitive to kindness. This is supported by Adele’s statement to Robert, â€Å"...she is not like us. She might make the unfortunate blunder of taking you seriously.† ... ... follow them. While she had these unselfish undertones, the ultimate reason for her suicide was the desire to not be possessed by anyone; she had considered the children but this final act was her defiance. Taking her mother’s lead, she decides to not run away and to face her separation through death. Edna’s family had a profound effect on what her views and desires leading up to her awakening. The distance between them, geographically and emotionally, would eventually lead to her want of intimacy and warmth once found. The absence of a proper family structure in Edna’s childhood home set the foundation for her indifference to the roles of a wife and a mother, also creating a feeling of irresponsibility. Not until after making the acquaintance of a maternal and sensible woman, Adele, does Edna truly learn the burden of a mother’s position in her children’s lives.

The Young Consumer: Their Value To Media Advertising And The Economy Es

The Young Consumer: Their Value To Media Advertising And The Economy An advertiser of new trend setting products often struggles with choosing a target market but now the choice is becoming clear. The young consumer market has developed itself into an empire in which companies flourish. Boys and girls ages 13-25 set the wave for what is considered cool and what isn’t. As a result, companies have carefully listened to what these â€Å"kids† have to say and then tried to develop products and ideas that resemble what they consider to be cool. Companies have focused their products around this up and coming group and by realizing what an impact they make, they have profited and the economy has yielded a substantial return. The question is how have several companies reached out to these individuals? Simply put, the media. Generation Y, the largest group of kids since the baby boomers, are much more media inclined which means that they have been more influenced by advertising than previous generations. The media should continue to be used as a source of advertising to young consumers because product consumption by this group is a huge benefit to the economy. The media should be used for anything that benefits the economy. Therefore the use of media advertising to influence the young consumer and vise-versa should continue because the outcome has resulted in a substantial benefit to not only the economy but, companies alike. I understand that people may consider the use of media to advertise products/ideas to young people could bring forth an unrealistic view of what everyone should be. Advertising often portrays the â€Å"perfect† idea or individual and some may argue that it is unhealthy to do so because it results in things like low sel... ... On ‘Own Voice’ Mags.† Advertising Age June 2004: 16 pars. Communication and Mass Media Complete. EBSCOhost. University of Denver Penrose Library, Denver. 19 Jan. 2005 . Stanley, T.L. â€Å"Marketers Angle To Catch The Rising Stars.† Advertising Age Aug. 2004 8 pars. Communication and Mass Media Complete. EBSCOhost. University of Denver Penrose Library, Denver. 19 Jan. 2004 . White, Amy. â€Å"Pepsi ‘Celebrity’ Cans For Top Pop Appeal To Teens.† Media Asia April 2004: 2 pars. Business Source Premier. EBSCOhost. University of Denver Penrose Library, Denver. 7 Feb. 2005 . Zollo, Peter. Wise Up To Teens. Ithaca: New Strategist Publications, 1999.

Automotive Dealer Business Plan Executive Summary

The executive summary for your Automotive Dealer Business should be written last. It should include the main people involvedin your Automotive Dealer Business and their experience related to the Automotive Dealer Business. There should be a brief description of what the Automotive Dealer Business entails. Your Automotive Dealer Business should include some brief financial statements such as loans you will require and profit/loss statements for the first 3 years. Objectives The should be your short term and long term objectives for your Automotive Dealer Business. Mission What is the main mission for your Automotive Dealer Business.Keys To Success A few bullet points to briefly describe why your Automotive Dealer Business will be a success. Company Summary Company Ownership Who owns your Automotive Dealer Business and what type of business will it be  ± will you be an LLC etc. Location(S) And Facilities Address of your business if possible or a rough idea of the surroundings and the benefits this location will be for yourAutomotive Dealer Business. Start-Up Summary For An Automotive Dealer Business Provide basic details of the capital you require for your Automotive Dealer Business and how you intend to acquire that capitalif you don ¶t have it already.Start-Up Expenses For An Automotive Dealer Business This should be a list of all your start up capital required before you start trading as well as the amount if any you will beneeding to loan. Products / Services Product Description Describe all the products you will sell and give an indication of future products you will sell and the reasons why these will besold in the future and not now. Service Descriptions Describe all the services you will provide and give an indication of future services you will provide and the reasons why thesewill be provided in the future and not now.Market Analysis Summary For An Automotive Dealer Business Market Segmentation G ive the details of who your target market will be for the Automotive Dealer Business. Target Market Segment Strategy Explain how your marketing will get new and existing clients to buy from you. Market Trends Explain how in general the direction the Automotive Dealer Business is taking. Is it up or down and what are the reasons forthis and can you cater for the existing and new trends. Service Business Analysis Explain how the Automotive Dealer Business is run in a nutshell.Main Competitors Who are the main competitors for your Automotive Dealer Business. Try to explain their strengths and weaknesses. Strategy And Implementation Summary For An Automotive DealerBusiness Marketing Strategy How will you market your Automotive Dealer Business. Pricing Strategy What are your prices and the reasons for your prices. Promotion Strategy Are you planning a grand opening with special discounts on your opening night? Do you need to give special offers to attractnew and existing customers to your Automotive Dealer Business once you are established .Competitive Edge Explain why customers will come to your Automotive Dealer Business as compared to someone elses. We b Strategy The web is becoming ever more important for any business. How exactly are you going to use this medium in your AutomotiveDealer Business strategy. Sales Strategy How are you going to generate more sales for your Automotive Dealer Business. Strategic Alliances What other companies can you work with to help your Automotive Dealer Business. Management Summary Management Team Who are the main people involved in your Automotive Dealer Business.O rganizational Structure Which people are in charge of which departments in your Automotive Dealer Business. Personnel Plan List all the people involved or you will require to run your business smoothly with salaries or share options. Strategic Direction SW O T Analysis This is a summary of the business's most important strengths, weaknesses, opportunities and threats. Strengths Of The Business Excellent quality productà ¢â‚¬ Which means that† Adds to reputation. G ood management skills. â€Å"Which means that† Well run business G ood ability to extract information. Which means that† Can control the business. – Weaknesses Of The Business New Player†Which means that† Credibility problem may affect initial salesLack of systems†Which means that† The company needs to develop systemised operational & sales techniques or sacrifice profits O pportunities In The Marketplace Add-on products such as **†Which means that† A potentially enormous market for the Automotive Dealer Business to tap into. G rowing market segments. â€Å"Which means that† our Automotive Dealer Business should target these segments. Threats In The Marketplace Increasing supplier prices. Which means that† Resulting in reduced profitability. Declining size of the ** segment. â€Å"Which means that† Need to focus on growing segments to spread the company's p ortfolio Ne w Products To evaluate and launch new products or services which will turn over $xxxxxx in the first year. O ther Obj ectives (Goals) To not exceed a marketing budget of $xxxxxxTo not exceed a payroll budget of $xxxxxTo not exceed a general overhead budget of $xxxxxx Marketing Plan For An Automotive Dealer Business Marketing Obj ectivesSales Obj ective To achieve sales by XX% to $XXX Sales Obj ectives By Market Segment 1 Segment: To achieve sales to $xxxxxx#2 Segment: To achieve sales to $xxxxxx#3 Segment: To achieve sales to $xxxxxxOther To achieve sales to $xxx Promotional Strategies Advertising Develop a corporate brochure. Month 20XXDevelop personalised business cards. Month 20XXCreate Basic Website as a tool to promote servicesMonth 20XXAdvertise in local publicationsMonth 20XXAdvertise monthly in magazines that are specifically targeted to the ** and ** segments. Month 20XXAdvertise monthly in magazines that are aimed at the general industry. Month 20XX Lead Genera tion Program Conduct monthly on-going lead generation program.Send out monthly direct mail leaflets with response coupons. Month 20XX†Centres Of Influence† ProgramPersonally contact at least ten potential partners each week. Produce a monthly newsletter that shows examples of (your products) and how customers have benefited from using them. Month 20XX PR Program PR release to be initiated each month to various trade journals and magazines. Month 20XX Sales Force Employ telemarketing staff. Month 20XXOrganise training program to be implemented. Month 20XX Lost Customers Contact monthly all past customers that have not re-ordered to ask why not and see whether we can win back their business.Month 20XX Follo w Up Enquiries Contact all enquirers monthly and determine if they have purchased from a competitor and, if so, why. Month 20XX Existing Customers Follow up all new customers two weeks after they purchase to ensure they are satisfied with the product. Month 20XXSend qua rterly newsletter to existing customers to keep them informed of our other products. Month 20XX Sales Promotion Develop an ongoing sales promotion to target existing customers. Month 20XX General Marketing Strategies For An Automotive Dealer Business Competitor Pro f ile Keep updated competitor profile. Month 20XX Marketing In f ormation SystemDocument on every enquiry â€Å"How did you hear about us? â€Å"Month 20XXDocument on every order â€Å"How did you hear about us? â€Å"Month 20XXProduce monthly sales reports by product, by market segment, and by territory. Month 20XX Financial Strategies For An Automotive Dealer Business Cash Flo w Eliminate cash shortage in the traditional tight periods of to Month 20XX Payment Days Maintain payment of bills, on average, to xx days. Month 20XX Expenses Develop and implement new policies on approval and signatories on expenses. Month 20XX Leases Pay off the existing lease on capital equipment, thus reducing the monthly financial burden .Month 20XX O verdra f t Reduce the overdraft from $xxxxxx to $xxxxxxxMonth 20XX Wages Pay all wages on a monthly basis instead of weekly. Month 20XX Ne w Equipment Organise funding for the $xxxxxxx expenditure on new equipment. Month 20XX Pay b ack Ensure a payback on new equipment through sales of one year. Month 20XX Inventory Improve the number of stock turns to xxxxx a year. Month 20XX Rent Negotiate new terms on the premises and reduce existing payments by xx%Month 20XX Bank Charges Renegotiate with the bank and consolidate some outstanding loans with lower interest rates. Month 20XX O ganisational Plan O rganisational And Management Next Year's ObjectivesBudget – To not exceed the payroll budget of $xxxxxxxStaff – To employ or re-deploy a total of xxxxx full-time and part-time staff over the next year. HUMAN RES O URCE STRATEGIES O rganisational Draw organisational chart. Month 20XXDevelop incentive scheme related to job requirements. Month 20XX Policies And Pro cedures Develop policies and procedures manual. Month 20XXEmploy or re-deploy staff Employ one specialist ** salesperson. Month 20XXEmploy one marketing assistant. Month 20XXEmploy one accounts receivable person. Month 20XX

Emma by Jane Austen Essay

The comic novel â€Å"Emma† by Jane Austen tells about smooth and roughs of a young lady Emma who is intelligent, but has nothing to do. Actually, the author ironically shows how Emma is trying to change her position in life. Nevertheless, the novel differs fro others Austen’s writings as Emma is financially independent and, therefore, she doesn’t want to marry because of money and better position in society. The author departs from her primary theme as in other works she focuses mostly on the quest for marriage. Therefore, â€Å"Emma† is lighter and more humorous than other writings. Emma is twenty one. She lives with her father who takes too much care of her. Emma’s live is comfortable as she has loving family and money, though she considers her life rather dull and empty. She is presented as determined young lady and throughout the novel we see that she mutedly protests against such life of wealthy lady. She is disappointed as she has no one to love and she is still childless. However, instead of marrying unpleasant man she prefers matchmaking. Firstly, she tries to match her friend Harriet Smith. The novel turns interesting when Frank Churchill arrives with Jane Fairfax. Emma starts thinking that she has to find something to do and to change her dull life. She sees that many young ladies have handsome couple and she tries to fall in love with Frank, but her old friend Mr. Knightly loves her. Harriet thinks that he is in love with her and Emma feels jealousy about that fact. Finally, she understands Mr. Knightly is her true love. When she makes her a proposal to marry him, she agrees. Harriet marries young farmer. Actually, the novel is provided with happy ending. As for me, I enjoy reading Austen’s novels as they raise important theme: to marry a person whom you love or who is wealthy. I think that it is still a matter of debates. Austen’s heroines are vividly shown leading us into new word of adventures, secret engagements and mysteries.

Strategy and Operations Revision

Introduction to Strategy and Operations Management| Operations Strategy| Product Design| Process Design| Supply Networks| Layout and Flow| Scientific Management and Job Design| Introduction to Quality – A Choice Paradigm| Operationalizing Strategy| Review and Examination Preparation| Operations Strategy Strategic decisions Widespread in their effect, define the position of the organisation relative to its environment and move the organisation closer to its long term goals * A strategy has content and process Operations is not the same as operational * Operations – resources that create products and services * Operational – opposite of strategic. Day-to-day and detailed Content and Process * Content – specific decisions and actions * Process – method that is used to make the specific ‘content’ decisions 4 Perspectives Top Down – the influence of the corporate or business strategy on operations decisions * Bottom-up – the in fluence of operational experience on operations decisions * Market requirements – the performance objectives that reflect the market position of an operations products or service, also a perspective on operations strategy * Operations resource capabilities – the inherent ability of operations processes and resources; also a perspective on operations strategy. Products * Tangible Are used after purchase Services * Intangible * Used at the time of delivery TOP DOWN PERSPECTIVE Views strategic decisions at a number of levels Corporate strategy – the strategic positioning of a corporation and the businesses with it Business strategy – the strategic positioning of a business in relation to its customers, markets and competitors, a subset of corporate strategy Functional strategy – the overall direction and role of a function within the business; a subset of business strategy BOTTOM UP PRESPECTIVE Sees overall strategy as emerging from day-to-day operational experience Emergent strategy – a strategy that is gradually shaped over time and based on experience rather than theoretical positioning MARKET REQUIREMENTS PERSPECTIVE -Satisfy the requirements of the market Competitive factors – the factors such as delivery time, product or service specification, price etc. hat define customers’ requirements Order-winning factors – the arrangement of resources that are devoted to the production and delivery of products and services Qualifying factors – aspects of competitiveness where the operation’s performance has to be above a particular level to be considered by the customer Less important factors – competitive factors that are neither order winning nor qualifying, performance in them does not significantly affect the competitive position of an operation Product/service life cycle – a generalized model of t he behaviour of both customers and competitors during the life of a product or service; it is generally held to have four stages, introduction, growth, maturity and decline. OPERATIONS RESOURCES PERSPECTIVE Resource-based view (RBS) – the perspective on strategy that stresses the importance of capabilities (sometimes known as core competences) in determining sustainable competitive advantage. Intangible resources – the resources within an operation that are not immediately evident or tangible, such as relationships with suppliers and customers, process knowledge, new product and service development. PROCESS OF OPERATIONS STRATEGY Process – procedures which are, or can be, used to formulate those operations strategies which the org. should adopt. IMPLEMENTATION 5 P’s of operations strategy formulation * Purpose * Point of entry * Process * Project management * Participation TRADE-OFFS The extent to which improvements in one performance objective can be achieved by sacrificing performance in others. PROCESS OF OPERATIONS STRATEGY GUIDES THE TRADE OFFS B/W PERFORMANCE OBJECTIVES Operations strategy – Should address the relative priority of the operation’s performance objectives * Influences the trade-offs b/w an operation’s performance EFFICIENT FRONTIER Like in economics – convex line. Useful approach to articulating trade-of fs and distinguishes b/w repositioning performance on the efficient frontier and improving performance by overcoming trade-offs. FOCUS AND TRADE-OFFS Operations focus – dedicating each operation to a limited, concise, manageable set of objectives, products, technologies or markets, then structuring policies and support services so they focus on one explicit task rather than on a variety of inconsistent or conflicting tasks. Operation-within-an-operation – allows an org. to accrue the benefits of focus without the considerable expensive of setting up independent operations. Design DESIGN ACTIVITY To conceive looks, arrangement and workings of something before it is constructed. Happens before construction. PROCESS DESIGN AND PRODUCT/SERVICE DESIGN ARE INTERREALTED Treated separately but are interrelated. Process design and product/service design should be considered together PROCESS DESIGN OBJECTIVES Point of process design is to make sure that the performance of the process is appropriate for whatever it is trying to achieve. Process design should reflect process objectives Micro’ performance flow objectives are used to describe flow performance: * Throughput rate – rate which units emerge from the process * Throughput time – the time for a unit to move through a process * Work in process – number of units in the process is an average over a period of time * Utilizatio n- the ratio of the actual output from a process or facility to its design capacity ENVIRONMENTALLY SENSITIVE DESIGN Life cycle analysis – a technique that analyses all the production inputs, life cycle use of a product and its final disposal in terms of total energy used and wastes emitted. PROCESS TYPES – THE VOLUME VARIETY EFFECT ON PROCESS DESIGN High volume = food canning factory Low volume = major project consulting engineers Low variety = electricity utility High variety = architects practice Low volume – high variety and vice versa Volume variety positions PROCESS TYPES Process types – terms that are used to describe a particular general approach to managing processes In manufacturing these are generally held to be project, jobbing, batch, mass and continuous processes, In services they are held to be professional services, service shops and mass services PROJECT PROCESSES – processes that deal with discrete, usually highly customized, products. JOBBING PROCESSES – processes that deal with high variety and low volumes, although there may be some repetition of flow and activities. BATCH PROCESSES – processes that treat batches of products together, and where each batch has its own process route. MASS PROCESSES – processes that produce goods in high volume and relatively low variety CONTINUOUS PROCESSES – processes that are high volume and low variety; usually products made on continuous process are produced in an endless flow, such as petrochemicals or electricity. PROFESSIONAL SERVICES – service processes that are devoted to producing knowledge-based or advice-based services, usually involving high customer contact and high customisation, examples include management consultants, lawyers, architects etc. SERVICE SHOPS – service processes that are positioned between professional services and mass services, usually with medium levels of volume and customization. MASS SERVICES – service processes that have a high number of transactions, often involving limited customization, for example mass transportation services, call centres etc. PRODUCT-PROCESS MATRIX A model derived by Hayes and Wheelwright that demonstrates that natural fit between volume and variety of products and services produced by an operation on one hand, and the process type used to produce products and services on the other. Natural diagonal – most operations stick to this. PROCESS MAPPING Describing the processes in terms of how the activities within the process relate to each other (aka process blueprinting or process analysis) PROCESS MAPPING SYMBOLS PMS – The symbols that are used to classify different types of activity; they usually derive either from scientific management or information systems flow charting High-level process mapping – an aggregated process map that shows broad activities rather than detailed activities THROUGHOUT, CYCLE TIME AND WORK IN PROCESS Work content – the total amount of work required to produce a unit of output, usually measured in standard times Throughput time – the time for a unit to move through a process Cycle time – average time b/w units of output emerging from a process Work-in-process – number of units within a process waiting to be process further LITTLES LAW Throughput time = work-in process x cycle time THROUGHPUT EFFICIENCY % Throughput efficiency = (work content/throughput time) x 100 PRODUCT AND SERVICE DESIGN WHY IS DESIGN IMPORTANT? -Enhances profitability WHAT IS DESIGNED? * Concept – outline specification including nature, use and value of p/s * Package – Core p/s – fundamental to the purchase and could not be removed without destroying nature of the package * Supporting p/s – Enhance the core * Process – designing a way in which the ‘ingredients’ will be created and delivered to customer DESIGN ACTIVITY IS ITSELF A PROCE SS -The design activity is one of the most important operations processes -Producing designs for products is itself a process STAGES OF DESIGN 1. Concept generation – a stage in the product and service design process that formalizes the underlying idea behind a product or service 2. Screening – to see if they will be a sensible addition to its p/s portfolio 3. Evaluation and improvement – can it be served better, more cheaply, more easily? 4. Prototyping and final design CONCEPT GENERATION IDEAS FOR CUSTOMERS -Marketing – focus groups etc. LISTENING TO CUSTOMERS -Complaints –suggestions IDEAS FROM COMPETITORS Reverse engineering – the deconstruction of a p/s in order to understand how it has been produced IDEAS FROM STAFF Know what customers like etc. IDEAS FROM RESEARCH & DEVELOPMENT R&D – the function in the org. that develops new knowledge and ideas and operationalizes the ideas to form the underlying knowledge on which p/s and process design are based. CONCEPT SCREENING Assessing the worth or value of each design option, so a choice can be made. * Design criteria – 3 broad categories of design criteria† 1. Feasibility – the ability of an operation to produce a process, product or service 2. Acceptability – the attractiveness to the operation of a p/s 3. Vulnerability – the risks taken by the operation in adopting a process, p or s THE DESIGN ‘FUNNEL’ A model that depicts the design process as the progressive reduction of design options from many alternatives down to the final design. PRELIMINARY DESIGN SPECIFYING THE COMPONENTS OF THE PACKAGE Component structure – diagram that shows the constituent component parts of a product or service package and the order in which the component parts are brought together (aka components structure) REDUCING DESIGN COMPLEXITY Simplicity is a virtue STANDARDIZATION The degree to which processes, products or services are prevented from varying over time COMMONALITY The degree to which a range of p/s incorporate identical components (aka parts commonality) If multiple p/s are based on common components, the less complex it is to produce them MODULARIZATION The use of standardized sub-components of a p/s that can be put together in different ways to create a high degree of variety. I. e. Art attack. Many languages, 60% scenes the same DEFINING THE PROCESS TO CREATE THE PACKAGE Examine how a process could put together the various components to create the final p/s. DESIGN EVALUATION AND IMPROVEMENT See if preliminary design can be improved before the p/s is tested in the market. Many techniques (3 main ones): 1. QUALITY FUNCTION DEPLOYMENT A technique used to ensure that the eventual design of a p/s actually meets the needs of its customers. QFD matrix – how company sees relationship b/w requirements of customer and the design characteristics of p/s 2. VALUE ENGINEERING An approach to cost reduction in product design that examines the purpose of a p/s, its basic functions and its secondary functions. 3. TAGUCHI METHODS A design technique that uses design combinations to test the robustness of a design I. e. Telephone – should still work when has been knocked over. Pizza shop – cope with rush of customers PROTOTYPING AND FINAL DESIGN Prototype can be clay model, simulations etc. Virtual prototype –a computer based model of a p/p/s that can be tested for its characteristics before the actual p/p/s is produced Computer-aided design (CAD) – a system that provides the computer ability to create and modify p/p/s drawings BENEFITS OF INTERACTIVE DESIGN Interactive design – the idea that the design of p/s on one hand, and the processes that create them on the other, should be integrated Can shorten time to market SIMULTANEOUS DEVELOPMENT Sequential approach to design – one stage completed before another is started * Easy to manage and control * Time consuming and costly Simultaneous/concurrent approach to design – overlapping these stages in the design process so that one stage in the design activity can start before the preceding stage is finished, the intention being to shorten time to market and save design cost PROJECT-BASED ORGANIZATION STRUCTURES Functional design organization Product design organization Range of org. structures = Pure functional to pure project forms. Task force Matrix organization LAYOUT AND FLOW WHAT IS LAYOUT? -How its transforming resources are positioned relative to each other and how its various tasks are allocated to these transforming resources. – Layout decision is relatively infrequent but important What makes a good layout? – Inherent safety – Length of flow – Clarity of flow – Staff conditions – Management coordination – Accessibility – Use of space – Long-term flexibility – Layout is influenced by process types BASIC LAYOUT TYPES 4 basic layout types: FIXED-POSITION LAYOUT -Locating the position of a product or service such that it remains largely stationary, while transforming resources are moved to and from it I. e. Motorway construction, open-heart surgery (patients too delicate to be moved). FUNCTIONAL LAYOUT * Conforms to the needs and convenience of the functions performed by the transforming resources which constitute the processes. Similar resources or processes are located together * I. e. Hospitals, supermarket CELL LAYOUT * Transformed resources entering the operation are pre-selected to move to one part of the operation in which all the transforming resources, to meet their immediate processing needs, are located. * I. e. Maternity unit in a hospital, lunch products in a supermarket * Shop-within-a-shop – display area selling specific thing. I. e. sports shop – sports books, sports shoes, etc. PRODUCT LAYOUT Line layout – a more descriptive term for what is technically product layou t Involves locating the transforming resources entirely for the convenience of the transformed resources. I. e. Automobile assembly Self-service cafeteria – sequence of customer requirements (starter, main, dessert, drink) is common to all customers, but layout also helps control flow of customers. MIXED LAYOUTS Combination of layouts I. e. 1 kitchen serving 3 restaurants (cafeteria, buffet and sit down) VOLUME-VARIETY AND LAYOUT TYPE -The volume and variety characteristics of an operation will influence its layout – When volume is low and variety high, flow is not a problem SELECTING A LAYOUT TYPE -Volume-variety characteristics narrow down choice -Influenced by understanding advantages and disadvantages (see p198) – Cost implications DETAILED DESIGN OF THE LAYOUT DETAILED DESIGN IN FIXED POSITION LAYOUT Location of resources based on the convenience of transforming resources themselves. DETAILED DESIGN IN FUNCTIONAL LAYOUT Combinatorial complexity – the idea that many different ways of processing products and services at many different locations or points in time combine to result in an exceptionally large number of feasible options; the term is often used in facilities layout and scheduling to justify non-optimal solutions Flow record chart – a diagram used in layout to record the flow of products or services between facilities Relationship chart – a diagram used in layout to summarize the relative desirability of facilities to be close to each other.

Significance of Business Process Modelling in Modern Day Context Essay

Significance of Business Process Modelling in Modern Day Context - Essay Example According to the discussion  a business process is a collection of rationally related business activities that integrate in order to deliver something of value such as products, services, goods and information to the customer. It can be viewed individually as discrete steps in a business cycle or jointly as the collection of activities that assist in the creation of the value chain of an organisation and thus relate that value chain with the needs of the customers.From this study it is clear that  business process modelling’s chief objective is to enhance the performance of the business by optimising the effectiveness of connecting activities in the provision of the products or services. The technique is generally related to mapping and workflow in order to permit understanding, analysis as well as positive change. The chief aim of the essay is to comprehend the significance and the benefits of business process modelling in modern day context. It will begin with the discus sion of the meaning of the business process modelling with certain examples. The essay will further attempt at discussing regarding the uses of business process modelling and the reasons behind the organisations implementing it as well as the benefits they derive out of the implementation of this process. The essay will also endeavour at comprehending the various approaches to business process modelling.  Business process reengineering can be considered as one of the most famous terms since the 1990s.

Metaphors Essay Example | Topics and Well Written Essays - 750 words - 2

Metaphors - Essay Example In the first case study, there is an issue that is being faced by the managers is the need to hold dowen the line against the senior managers who are aggressive. This is a great problem because it seriously impacts on their relationship with their subordinates and hence their attitudes and performances in their work. In this sense, it is one of the hindrances towards productivity as most of the employees are expected to work as machines. Using the Morgan’s use of metaphors to understand the organization is well applied in this scenario. The manager is able to note down a few of the Morgan’s metaphors in his work. They include the art of blowing up in order to defend his people. In this context, he drills the individual and then attacks. In essence, he has identified work as a battle whereby there is a great need to fight in order to ensure that the rights of all the employees are not violated. It is caused by the element of being in the heat of the battle to enable an i ndividual to defend their territories hence the need to understand how the organization works. It is with the notion that the work place is a battle field that the manager in this case has devised the proper ways of dealing with his colleagues in such a way that enhances the productivity of all the other employees. The main problem in this case is the need to come up with a new product. It is the principle issue that is causing worries to the director in this organization. It is mainly because the product is required in high degree autonomy. It was also supposed to appear to be an integral part of the existing company. In this sense, the metaphor is created through the use of the symbolic modeling. Ultimately, there is the launch of a central launch pad from which the hot air balloon can rise and ascend. Although this balloon was always navigated by the captain, it was always tied to the launch pad. This defined its safety and scope