National Health Service Reorganization

Any UK government is faced with a long list of health issues, this list would include macro questions such as the relationship of the National Health Service (NHS) to broader policies which might affect the health of the population and how to finance and staff health services. The NHS has gone through many stages of development in the last century, however the 1990 act introduced the most radical accounting control system since the birth of the NHS. Much accounting research has been developed on this topic and this paper will bring together some of their findings. By the late 1980†³s general management in the NHS was in full force, and expectations of ‘management discipline† were high, however there were a series of recurrent crisis. These crises were particularly evident in the hospital services and were caused by a combination of scarcity of compatible resources and an infinite demand for health care. Through a fundamental view of operations in 1989, two reviews were drawn up by the department of health, ‘working for patients† and ‘caring for people† (DoH, 1989a, 1989b), and these formed the basis of the NHS and Community Care Act 1990. The main focus of the impact was the concept of the internal market. This essentially involved the separation of two of the main functions of the NHS, purchasing and providing. Purchasing is defined as the buying of health services to satisfy local needs and providing, is defined as the day to day business of delivering that care. The purchasing agencies are provided with a budget which reflects their defined population, from which they must identify health needs, plan ways to satisfy them while ensuring the quality of the service. When the purchaser identifies their requirements, they produce a contract with the providers, who in turn invoice the purchaser for the materials and services provided. This illustrates the ‘Quasi-market† in operation, a Quasi-market being a market which seems to exist but doesn†t really. Flynn (1993) described the internal markets in the NHS as a mechanism to match supply with demand, and allow hospitals to compete on price and quality to attract patients. This new ideology of governance of the NHS has changed dramatically, especially through the Thatcher administration. Harrison (1997) describes how there are three ways of co-ordinating the activities of a multiplicity organisation, through markets, clans and hierarchies. Clans and hierarchies are based on using the process of co-operation to produce an ordered system of outcomes. The historic NHS was built very much around them; a combination of bureaucracy and professional culture; labelled as ‘professional bureaucracy† by Pugh and Hichson (1976). The new NHS is now reflected as having a market orientated organisation. The reformed NHS was established on 1st April 1991. On that day the internal market became operational, it†s main features were, that there is a fixed level of ‘demand† whose total is determined by NHS funding, trading takes place among a large number of buyers and sellers, and there is competition among suppliers. In this market it should be expected that managers respond with price, quality and branding as weapons of competitive behaviour (Flynn 1993). Llewellyn (1993) described the introduction of an ‘internal† or ‘Quasi-market† in health and social care, as a reaction to and was practically enabled, by an expanding population. Her research that looked at two factors, which forced reform in the NHS, demographic trends and technological advancement. The first factor focused on the growing problem facing nation states in the developed world is that of an ageing population and hence a greater dependence on the NHS in future years. Between 1961 and 1990 the percentage of the UK population over sixty five increased by one third and the numbers aged eighty five and over, more than doubled (Population Trends 1992). The second factor looked at the advancing technology of medical care across the developed world, which offered a new range of medical services and techniques. These advances however caused a problematic escalation in the supply and demand for medical treatment, and therefore total cost of that treatment to the purchaser. The basic rationale of her paper, was how the introduction of a market into health care causes an anticipated stimulus to competition and hence constant improvement in resource allocation and cost management. Hood (1994) identified two aims of the government in office as regard to the public sector, first the desire to lessen or eliminate differences between modes of private and public sector organisation. Secondly, the intention of exerting more control over the actions of public sector professionals. However, to discuss the first aim it is important to realise that there is a fundamental difference between developing a customer orientation in the private sector and a user orientation system in the public services (Flynn 1993). Private sector problems tend to be in efforts to market their products or services to the consumer, usually in competition with other firms. Whereas, public sector problems tend to be trying to deter too many people using their services, as opposed to attracting them. Therefore, this produces a fundamental problem in the trying to eliminate these aspects. Several issues caused the government desire not only to control, but also to make resource usage more efficient. Firstly the deepening public sector problems had to be addressed, and the adoption of more accountable systems seemed a perfect solution. There was also the desire not only to be able to control but also reduce public expenditure. Finally, political promises were made to reduce the share of public expenditure in National Income, to curtail the range of functions being performed by government, whilst also seeking to improve, nurture and stimulate the business attitudes and practices necessary to re-launch Britain as a successful capitalist economy, this was a conservative attitude. The government therefore promoted the view that accountable management reforms are needed for the public sector to be more accountable to those who receive, pay for or monitor public services; to provide services in a more effective, efficient and publicly responsible fashion (Humphrey 1991). The emergence of an internal market for health services inevitably resulted in the emergence of various accounting techniques, their purpose was to act as a stimulus to ensure efficient allocation of resources and to minimise costs. The increasing competition derived from this market created a need for management control systems. Hood (1994) categorised international accountable management as having up to seven dimensions, for government implementation of a system in the public sector. First, that it sought a greater disaggregation of public sector organisations, secondly, it would be searching for a stronger competitive use of private sector management techniques. Thirdly, a heavier emphasis on efficiency of resource usage, fourthly, reforms in accountability management. Fifthly a clearer specification of input/output relationships, sixthly, a greater use of measurable performance standards and targets, and finally, the use of ‘hands on† management of staff in control. These categories relate to Hood†s (1994) two aims, discussed previously, with the first three dimensions relating to his first aim of eliminating differences of public and private sector organisations. The four are geared towards the second aim of control. Hood†s research was based on a comparative study of cross-national experience of accountable management reforms. Arguably the views on the adoption of management control systems in the public sector depends on our position in society. As our society is more focused on markets, competitiveness and efficiency, it is likely that accounting techniques will play an important role, however, the importance of keeping the welfare of our society should be first and foremost. After all the goals of public sector organisations should differ from those in the private sector (e. g. they should not be profit maximisers). The objective of the NHS as an organisation remains unchanged since the reforms, in terms of securing an improvement in the state of the health of the population. However, it is now faced with the dilemma, that the means of achieving this greater improvement has been surfaced with financial considerations (Mellett 1998). One of the consequences of the reforms carried out on the NHS, after the NHS and Community Care Act 1990, is that at the level of health care delivery, it has been fragmented into over 500 separate trusts. Each of these trusts is a clearly defined autonomous unit which has an obligation to monitor performance in terms of both finance and patient care activity (Clatworthy et al 1997). This was the governments preferred mode of organisation and it becomes universal along with the associated accounting regime (Mellet 1998). Mellett (1998), looked at how the revised accounting system operated within trusts, and found that their procedures included a system of capital accounting; it†s objective was to increase the awareness of health service managers of the cost of capital and the incentive to use that capital efficiently. However, introducing a new control system into an organisation, and also the fact the management team are unlikely to have experience in it†s application, could lead to several implementing problems and introduce another element of risk. Preston et al (1992) emphasis, that when a new accounting method is introduced, it is naive to assume that by simply assembling the components of a system, that the desired or officially intended outcome will be achieved. Since 1979 the UK government has tended to favour private sector management styles and culture (Flynn 1992), although there has been many debates about the different contrasts between the adaptable, dynamic, entrepreneurial private sector management styles and the bureaucratic, cautious, inflexible, rule bound public sector management. Could this be due to the strain on public sector managers, who work on a tight budget, and also that scope for reward in expanding the organisation is limited. So can we compare managers in the public sector with those in the private sector, for example accountability structures make managers jobs different from those of the private services. A public service manager for example, could be instructed to keep a hospital open, while the regional authorities may have different ideas and wish the hospital to close. This dubious accountability has no resemblance to the private sector, where managers are ultimately accountable to shareholders (Flynn 1992). An important part of managerial work in the public sector involves managing the relationship between the organisation and the political process. Therefore, the government is faced a health policy dilemma; how to reconcile increasingly flexible NHS management and greater freedom to become competitive, with requirements for manageability of the NHS, for public accountability, and for political management (Sheaff et al 1997). The government then introduced a process to set about placing former private sector directors, into director positions of NHS trusts. Therefore directly introducing private sector experience into public sector management. However, Sheaff et al (1997) research, found that board members of trusts, with a predominant NHS background were likely to be less conservative, more flexible and less risk adverse than those with a non-NHS background. This highlights the emphasis put on different management styles associated with the public and private sector, and puts into doubt these classifications when developing the ‘strategy of managerialism† for the NHS. The new era of the NHS has left managers of trusts faced with a new dilemma, they are now accountable to producing two sets of information, finance activity and patient care activity. Clatworthy (1993) identified three users of this information, the electorate, the consumers of the public service and central government politicians. All these groups will have an interest in the NHS, but their concerns are likely to focus on different aspects of this information. This gives the managers the task of balancing two incompatible goals. As part of the NHS, trusts are charged with the intangible task of improving the state of the nations health, while also having to remain financially viable (Clatworthy 1993). Jackson (1985) perceives that by their very nature, performance indicators motivate individuals and cause them to modify their behaviour in order to meet the targets set. Could this give rise to anxieties of how managers could react to potentially bad results? Published performance indicators issued cover aspects such as percentage of patients seen by a hospital within 13 weeks. Looking at this as an example; this indicator could be enhanced by treating as a priority those that have been waiting longest, but these patients may not be those, whose health status would benefit most from treatment (Clatworthy 1993). It could be argued that in the pursuit of a goal, managers lower the possible increase in overall welfare. These performance indicators, both financial and patient care are produced in an annual report, although superficially similar to it†s private sector counterpart it is not addressed to an audience which can exercise control. Unlike a private sector shareholders meeting, the directors of the public sector trust cannot be removed from their position by a voting process, so it†s existence can be perceived as not a tool of control. This paper has analysed the introduction of the new reforms taken place in the NHS in the early nineties. The reasons for change were identified as being the change in the demographic structure of the UK population and the increased emphasis of technological advancement in medical health care, and their effect on the financial burden of the health service to the government. Changes brought about were to increase cost effectiveness and encourage efficient use of the scarce resources available to the NHS. Due to the competitive nature of the internal market, many management control techniques have been implemented to aid managers of designated hospital trusts to meet their budget targets. Due to the complexity of these systems, many trusts have had previously private sector managers, appointed as directors in charge of managing the budget. Many fears have been raised that these budget constraints and the introduction of performance indicators will have a detrimental effect on the health service†s ultimate aim, to improve the overall state of the nation†s health. It seems that managers are stuck in a conflict of interests, of whether to keep financial control of the trust, by cutting back in the overall service offered to the public.

North Country Auto, Inc Essay

Each of the departments of North Country Auto, Inc. namely, the new cars sales and used cars sales, service, parts, body shop and oil change â€Å"operated as part of one business† before George Liddy bought into the dealership. The Department Managers were paid salaries and a year-end bonus. However, feeling that this system would not motivate employees, he devised a system wherein he could track effectively the departmental performance. For this, he developed a system for so that each department will be treated as decentralized profit centers. This new system requires that cost be broken down per department. Also, the bonuses per each department head will be based on departmental gross profits. So far as the outcome of the new system is concerned, a recent new car purchase sparked friction and disagreements among division heads on the matter of setting of transfer prices and allocation of costs and profits. It was important that as one department aims to maximize profit, it does not negatively affect other departments. Issues that needed to be resolved include setting of transfer prices between departments, formalizing intercompany transactions, the divisional structure (use of profit or cost center), and the proper allocation of company profits among departments. Problem The different departments of North Country Auto, Inc. must choose between three pricing systems: base on market price, full retail better than others, and based on book value. Also, the company must decide whether they should continue treating each department independently in order to gain huge profits considering that the manager’s incentives are determined upon the department’s earnings. Point of View In this case, we take the point of view of George Liddy, owner of North Country Auto, Inc. Analysis In examining the issues faced by the company, the car purchase discussed in the interdepartmental meeting is used as illustration. †¢ Company’s current operation Comparison: -retail full price considered (new car sold for $5200 without any repairs) -book value considered (used car sold for $5200) Revenue Costs Profit new car (full retail price) $14,150 , $11,4 , 20 , $2,7, 30, used car (book value) , 5200, 4800 , 400 †¢ Price-transfer shown by profits guide book value at wholesale and assumed market Price $3,500 , retail price 5200 , trade in allowance 4800 The trade in allowance of $4800 is the value that is essentially believed by the new and used car sales force believes that the car can be sold. Considering the market price of $3500, the calculated profit is $1700. But, it should be recognized that this profit is at the expense of the $1300 profit from the initial transaction. This is due to the difference between the car’s trade value ($4800) and the market price ($3500). With this, the used car manager must receive the credit or consequences for the profit or loss. This is due to the fact that the used car managers are the appropriate ones to receive incentives in selling the used cars. On the other hand, the new car managers are the ones to receive the incentives in increasing the trade-in value of the cars above the market value. This in turn, makes it easier for people to buy new cars. The illustration above brings up the issue of having the used car manager receive incentives because of the car’s value determined by the new car manager Explanation on $59000 loss on wholesaling of used cars The loss may have occurred because new car owners are pushing for trade-in car values above market valuations on their used cars. For example, if new cars are sold for $4800 and used cars for $3500, the used car group would have a difficult time making a profit. This is because they may have sold the car for $5200 (as shown in the example above). Most of the time, it will be hard for the used car department to sell the used cars above its book value of $3500. Thus, the used car division may incur loss since they are using cost for the used cars that is too high. Recommendations Incentives should be based on company profits. A better system should be established such that managers of the two departments are given incentives based not on the gross profits of their respective departments but on the  profits of the company as a whole. This would help ensure that conflicts of the two departments will be lessened and that the two departments will no longer compete but will work together to enrich the value of the firm. In order to be more profitable, the firm could use blue book values for the trade-in value and use that as the cost to the used car division. However, if it is better for the firm to provide added incentive to customers to trade in their cars, the firm could allow for higher trade-in values but responsibility for those added costs should reside in the new sales division. Regarding the issue of costs, whether it should be at wholesale or retail, it should be considered that North Country is a company offering more on services. The cost of service of making the cars sellable differs minimally from the market price. And these service costs should be added to the cost of used cars in wholesale. The profit on repairs must be akin to competitor’s values as well as to the industry. QUESTION and ANSWERS 1. Using the data in the transaction, compute the profitability of this one transaction to the new, used, parts, and service departments. Assume a sales commission of $250 for this trade-in on a selling price of $5000. (note : use the following allocations [new,$385; used,$665; parts,$32; service,$114] for overhead expense while computing the profitability of this one transaction. These overhead allocations are also shown as Note 13 in Exhibit 3.) Using the data in the transaction , compute the profitability of this one transaction to the new, used, parts and service departments. Assume a sales commission of $250 for the trade in on a selling price of $5000 2. How should the transfer – pricing system operate for each department (market price, full retail, full cost, variable cost)? The transfer pricing system should be operated at full retail . But at the same time care should be taken that the retail transfer price of the repairs should not encourage the used car sales manager to avoid the possibility of losses in her department by wholesaling trade in cars that  could be resold at a profit for the dealership. This cud hurt the dealership by making its deals less attractive for new car customers. Hence while maximizing profits in one’s department it should not affect the other departments negatively. 3. If it were found one week later that the trade-in could be wholesaled for only $3000, which manager should take the loss? If the used car is sold at auction for $3,000 after the trade-in value was set at $4,800, the company should note a loss of $1,800. However, if the new car salesman only gives $3,500 of value to the new customer based on the Blue Book value, then the loss reflected on the income statement and balance sheet should only be $500. In the case of the $1800 loss, responsibility should fall on both the new car salesman and the used car salesman. The new car salesman is at fault for giving the customer $4,800 in value when the car was only worth $3,500. The used car salesman is responsible for the additional loss of $500 for being unable to receive market value for the car. If the used car had a trade-in value at Blue Book of $3,500, then the used car salesman alone would be responsible for the loss of $500 in this transaction. 4. North Country incurred a year-to-date loss about $59.000 before allocation of fixed cost on the wholesaling of used cars (see note 2 in Exhibit 3). Wholesaling of used cars is the theoretically supposed to be a break-even operation. Where do you think the problem lies? It is possible that this loss occurred because new car owners were giving customers looking to trade-in existing cars above market valuations on their used cars. If new owners were providing credit for $4,800 for a used car that is worth $3,500, the used car group would have a difficult time making a profit. While there would be times (like the example above) where they could sell the car for $5,200 and still make a profit despite the inflated prices, most of the time they will have difficulty selling the used car above its Blue Book value of $3,500. Therefore, the used car division may be operating at a loss because the cost they are using for the used cars is too high. 5. Should profit centers be evaluated on gross profit or â€Å"full cost: profit? Incentives should be based on company profits. A better system should be established such that managers of the two departments are given incentives based not on the gross profits of their respective departments but on the profits of the company as a whole. This would help ensure that conflicts of the two departments will be lessened and that the two departments will no longer compete but will work together to enrich the value of the firm. 6. What advice do you have for the owners? The owners of the business should make sure the managers of their various groups are properly incented to do what is most profitable for the firm as a whole. Probably, the firm should use blue book values for the trade-in value and use that as the cost to the used car division. However, if it is better for the firm to provide added incentive to customers to trade in their cars, the firm could allow for higher trade-in values but responsibility for those added costs should reside in the new sales division. On the other hand, if a case can be made that the used cars are worth more to this organization than to the market as a whole because they have an ability to consistently sell used cars above blue book value or because the service organization can increase those used cars more than other organizations can at similar cost, the additional costs of allowing trade-ins above Blue Book value might be appropriately split between both the new car and used car divisions.

8d: Problem Solving Worksheet

Tracking Number: |Customer Number: |Response Due Date: | | |8-D is a quality management tool and is a vehicle for a cross-functional team to articulate thoughts and provides scientific determination to details of problems | |and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing | |us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same | |problem is unlikely to recur. |Step |0 |1 | |1 |Establishing the Team: |Team Goals: | | |Establish a small group of people with the process/ product | | | |knowledge, allocated time, authority and skill in the required | | | |technical disciplines to solve the problem and implement corrective |Team Objectives: | | |actions. | |Department | |Name | |Skills | |Responsibility | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |2A |Problem Definition |Sketch / Photo of Problem | | |Provides the starting point for solving the problem or | | | |nonconformance issue. Need to have â€Å"correct† problem description to | | | |identify causes.Need to use terms that are understood by all. | | | | | | | |Part Number(s): | | | |Customer(s): | | | |List all of the data and documents that might help you to define the | | | |problem more exactly? | | |Action Plan to collect additional information: | | | |Prepare Process Flow Diagram for problem | | | |use a separate sheet if needed | | |2B |IS |IS NOT | |Who |Who is affected by the problem? |Who is not affected by the problem? | | | | | | | | | |Who first observed the problem? |Who did not find the problem? | | | | | | | | | | |To whom was the problem reported? | | | | | |What |What type of problem is it? |What does not have the problem? | | | | | | | | | | |What has the problem (part id, lot #s, etc)? |What could be happening but is not? | | | | | | | | | |What is happening with the process & with containment? |What could be the problem but is not? | | | | | | | | | | |Do we have physical evidence of the problem? | | |Why |Why is this a problem (degraded performance)? |Why is it not a problem? | | | | | | | | | |Is the process stable? | | | | | | |Where |Where was the problem observed? Where could the problem be located but is not? | | | | | | | | | | |Where does the problem occur? |Where else could the problem be located but is not? | | | | | |When |When was the problem first noticed? |When could the problem have been noticed but was not? | | | | | | | | | |When has it been noticed since? | | | | | | |How Much/|Quantity of problem (ppm)? |How many could have the problem but don’t? |Many | | | | | | | | |How much is the problem costing in dollars, people, & time? |How big could the problem be but is not? | | | | | |How Often|What is the trend (continuous, random, cyclical)? |What could the trend be but is not? | | | | | | | | | | |Has the problem occurred previously? | | | | | |2C |Problem Description | | |(based on the information gathered so far, provide a concise problem description) | | | | | | | | | | | | | 3 |Developing Interim Containment Actions | | |Temporary actions to contain the problem and â€Å"fix† until permanent correction is in place – document actions in Action Item Table | | | | | | | | | | |4A |Identifying & Verifying Root Cause | | |Analyze for â€Å"Root Cause† of the problem.Identify and verify the Escape Point | | | | | |Brainstorm the possible causes of the problem | | | | |4A |Cause and Effect Diagram | | | | | | | | | | | | | | | | | | | | | | | | |circle the most likely contributors (a maximum of three) from each side. |4B |5 Why Analysis | | | |Ask – Why did this happen? | | | | | | | |Ask – Why did this happen? | | | | | | | |Ask – Why did this happen? | | | | | | |Ask – Why did this happen? | | | | | | | |Ask – Why did this happen? | | | | | | | |4C |Action Plan | | |Based on the team’s discussions.Begin to complete the Root Cause Action Plan to verify and validate the root causes and test the escape point. | | |Document this on the Action Item Table | | | | | | | | | | | | | |5 |Identify Permanent Corrective Actions | | |solutions that address and correct the root cause. Solutions determined to be the best of all the alternatives.Document and verify the Permanent | | |Corrective Action (PCA) in the Action Item Table | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |6 |Implementing & Validating the PCA | | |Implement and validate to ensure that corrective action does â€Å"what it is supposed to do. † Detect any undesirable side effects. Docume nt this on the | | |Action Item Table. Return to root cause analysis, if necessary | | | | | | | |7 |Preventing Recurrence | | |determine what improvements in systems and processes would prevent problem from recurring.Ensure that corrective action remains in place and successful | | | | | | | |7A |Address Similar Systems | | |Process / Item | | |Who Responsible | | |When | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 7B |Review the following documents / systems | |Document |Who Responsible |Completion Date | | | |Planned |Actual | |Management System Manual | | | | |Manufacturing Work Instructions | | | | |Inspection Work Instructions | | | | |Process Flow Charts | | | | |Process Control Plans | | | | |Design FMEA | | | |Process FMEA | | | | |Gages | | | | |PPAP | | | | |Engineering Change Approval | | | | | | | | | | | | | | | | | | | |8 |Congratulat e Your Team | | |Use all forms of employee recognition and document as necessary | | | | | |Celebrate successful conclusion of the problem solving effort | | |Formally disengage the team and return to normal duties | | | | |Was this problem solving exercise effective? Has it been verified with a follow-up? | |Yes |Signature / Title / Date |Findings | |No | | | | | | | | | | | | | | | | | | |Action Item Table | |Actions |Implement & Verify Actions | Action # |Problem |Containment / Corrective Action |How Verified |Action |Who Responsible |Planned |Actual |Status | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ———————– Problem People Materials Machine Method Environment Measurement Measurement Environment Method Machine Materials People Why did it get out? How is it made?

Possible Causes of Poverty as a Current Economic Issue in the US Essay

Possible Causes of Poverty as a Current Economic Issue in the US - Essay Example Poverty is an economic issue that is viewed from various perspectives by different individuals. According to the Wall Street Journal as well as an NBC News Poll, most of the Americans believe that the government welfare is the key reason for the growth of poverty in the United States (McClam). It is stated that Americans today blame the promise of the former President Bill Clinton, which aimed at tackling the social-economic issue. The concern is based on mainly an economic cause rather than a social cause (Sheffield). According to a poll released by on the Wall Street Journal, welfare was considered the key cause of this economic issue rather than other factor related to the economic distribution of resources. Given a list of at least eight factors, participants were asked to choose a factor that was most responsible for the persistent poverty problem in the country. About a 24 percent of the respondents claimed that a lot of government welfare prevents initiate thereby contributing to poverty as a serious economic problem. The aspect of Americans being too dependent on the government is caused by various presidential campaigns such as the case of the former President Bill Clinton. Even the case of the current president has a great effect on the current economic situation leading to staggering poverty within the global giant economy (Paletta). Other common claims about the causes of poverty in the United States today are inadequate job opportunities. In this case, the individuals lacking sustainable jobs would definitely lack enough income to keep them going throughout the stiff economic conditions. This becomes even harder during this time when the world is faced with global economic crises.

Give recommendation to Partners Assignment Example | Topics and Well Written Essays - 500 words

Give recommendation to Partners - Assignment Example In comparison, the second investment is a high interest saving account that provides 2% on a daily compounding basis for a six monthly investment. When compared through the effective rate of interest, the high interest saving account only provides up to 0.02% higher than the nominal interest rate of 2%. The two short term investments were then evaluated through future value analysis as well. The future value calculated for the Certificate of Deposit came out to be $2,030.15 which is $30.15 higher than the present value of $2,000 invested at the beginning of the six month period. In comparison to the Certificate of Deposit, the future value earned in the high interest saving account was $4,020.05 which is only $20.05 higher from the investment amount which was $4,000 for six months. This clearly indicates that the Certificate of Deposit is a better short term investment opportunity for the organization than the high interest saving account. There are various analyses which can be conducted on short term investment opportunities. A number of opportunities can be utilized in a combination as well to provide large savings for the organization. The main concept behind any short or long term investment is the investment objectives of the organization. If the organization believes in liquidity and requires ready cash then the best options would be those that help liquidate investments immediately. In that context high interest saving accounts may be a better choice than certificates of deposit, if high interest saving accounts do not have a conditional drawing clause. On the other hand, if the organization believes in saving rather than liquidity, then certificates of deposit would be a better choice in the short term where the money is fixed and cannot be drawn for the next six

Business Process Analysis Essay Example | Topics and Well Written Essays - 1000 words

Business Process Analysis - Essay Example The above-depicted model can be better analyzed with reference to Tesco, which possess similar components that entail ‘inputs’, ‘guides’, ‘outputs’ and ‘enablers.’ The inputs of Tesco in relation to the stated model can be better understood by ascertaining the involvement level of the suppliers with the company while procuring products. As illustrated above, enablers denote the functions of operations, manpower resources, group skills and innovation of products along with services. In this regard, Tesco adheres to this component of the model in the form of employing qualified as well as skilled personnel and also integrating advanced technological systems in its operational functions. The third element of the model is ‘output’, which involves selling products via physical outlets and online stores. Tesco conducts its business by offering its products to the customers by making them visit physical stores and also purchas ing the same through online. The final stage of the Burlton IGOE Model i.e. ‘guides’ lays stress upon introducing effective policies and regulations towards conducting business in an efficient manner. Tesco tries to ensure that proper governance is being followed throughout the organization with the introduction of several policies and standards associated with health and safety and human resource among others. The company focused on fulfilling its core objectives by maintaining an ethical code of conduct and evading negative situations.

Education Curriculum and Standards Reflection Essay

Education Curriculum and Standards Reflection - Essay Example While observing the two teachers featured in the conversation, a feeling of negativity seeped through. The falling standards in education are definitely a concern for teachers across the globe. â€Å"Teachers identified a problem in achievement connected to discourse practices in their classrooms and designed instructional changes to address the problem† (Weiner 42). The governments are more concerned with the upliftment of the downtrodden and the underprivileged thereby ignoring the aspirations of the deserving students. The curriculum is outdated and also not being periodically assessed for its utility in today’s changing world. The value systems of students are also declining due to various reasons like parental negligence, absence of elders in the nuclear family setup, influence of mass media, etc. All these factors are present in our society and the younger generation is completely caught in this tangled web but there is a light at the end of the tunnel. There are theories that can be used to improve skills of the students and prepare them to face the challenges of life after institutional learning. Several researchers identify a list of five learning domains, and these are considered to be integral to the development of students irrespective of their cultural differences. The first domain is the cognitive domain. This involves the thinking process and various tests have been designed to test and assess this domain. It involves the ability of students to analyze, think reasonably as well in the abstract. Besides, it also envisages visualization, comprehension and communication which are essential in the learning process. The second domain is the affective domain which mainly involves the feelings of students. This would mean the awareness and understanding displayed by the student and also how emotions are managed at times of stress, etc. The third domain is the spiritual domain. As the name suggests it has got to do with the perception of God or any other faith because such beliefs can become a guiding factor when a student undertakes any difficult task. Students draw inspirati on from a wide range of sources that energize them and activate their thoughts such as nature. They may also draw such inspiration from processes such meditation and prayers. The fourth domain is the physical domain. This is directly related to the fitness level of students. A strong and healthy body will definitely support a healthy mind and thus physical domain is a very important domain in education. The fifth and final domain is called the conative domain. This has to do with motivation. Whatever subject you learn, if the interest of the pupil cannot be sustained, the outcome will be negative. In order to counter such an outcome, it is absolutely essential to ensure the there is a strong motivation to learn. After careful examination of these domains, it is clear that an amalgamation of all these domains is the need of the hour and all educators should strive to incorporate these domains in the everyday teaching process. â€Å"As social and political changes alter the face of p ublic education, it becomes increasingly important that all educators scrutinize and challenge tacit assumptions† (Weiner 44). Children sometimes learn very fast and on other occasions very slowly and they tend to transform from a simple to a complex human being and also infer concepts from general to specific

Importance of Managers for the Success of an Organization Assignment

Importance of Managers for the Success of an Organization - Assignment Example The operations of various departments become smooth, fast and efficient. The managerial configuration is a road map for managers while conducting promotions inside the organisation. Managers can make available solid progression tracks for employees and all their workers at entry level. Organisational structure cultivates joint efforts. If all employees work in their departments with the aim of accomplishing their targets as predetermined by the organisational arrangement, the company will easily reach its business aspirations (Drucker & Maciariello, 2008). Leaders of the diverse departments are accountable for handing over projects and tasks to all subordinate staff members. These departments are then able to meet the time limits of their assignments. Through the help of a managerial structure, managers can assess the performance of their human resources. Supervisors are able to see the tasks accomplished by their juniors by utilizing the linear arrangement. They can review the skills and potential of their assistants, how they communicate with their fellow staff and the time they take to complete responsibilities. Using this understanding, the supervisors can go on to carry out semi-annual and annual performance evaluations of the employees. For most organisations like sales and promotion companies, organisational arrangement is useful in running changes in the market (Drucker & Maciariello, 2008). Managers are in a point to meet, identify the origins of problems and build solutions as a team.

Title Essay Example | Topics and Well Written Essays - 1000 words - 1

Title - Essay Example Therefore, our feelings, living conditions, and other important aspects that contribute to a happy life are sacrificed for the benefits of other people. As a result, this has led to unhappy life among the people in different spectrum. In the past one decade, many companies have expanded their markets with the aim of increasing their overall revenues. This is because with the increasing levels of globalization resulting from liberalization of markets, efficient flow of information, and integration of economies, the level of competition has increased tremendously. This results from the entry of multinational companies which have a huge financial base to segment the market, position their products or services strategically in the market and attract customer loyalty towards their products or services. However, the intensified competition has increased the level of uncertainty among the consumers. In the meantime, the customers cannot be able to predict the future prices of the commodities. Each company is trying to implement new strategies in order to increase its market share. Furthermore, they have kept their competitive strategies as a secret in order to lower the chances of the competitors reacting towards their new move. Moreover, the companies keep on introducing new products in the market in order to diversify the source of revenues, an aspect that is aimed at reducing the risks and uncertainties associated with concentrating on a single product. Therefore, these aspects are making it hard for the consumers to know what will happen in the future and whether it will affect their financial stability. In order to a bit feel secure, the customers are forced to undergo some happiness in order to save the available money. This is making it hard for them to lead happy and satisfying lives. Majority of the people are employed in the corporate sector. With the increasing levels of competition in the market,

Assignment # 7 Essay Example | Topics and Well Written Essays - 250 words

Assignment # 7 - Essay Example This change has occurred as a result of the need to have a focused media plan. The coverage of many of the traditional methods was wide and reaching a specific target audience would be difficult (Banerjee, 2015). The need to reach a specific target audience has created the shift from traditional media form to the modern approaches which include the use of social media. The modern media planning trends have resulted in the increased utilisation of social media in conducting many marketing activities. These non-traditional forms have created a level of interaction in which the business and clients can communicate directly. The efficiency and speed with which these forms have been able to improve media campaigns remains the key factor which has contributed to their increased utilisation in the modern times. The capability to interact directly with the audience makes these interactive media very efficient in reaching the target audience in may market. Traditional methods lacked the capacity to reach specific audience and involved a wide

Realistic Fiction Essay Example | Topics and Well Written Essays - 750 words

Realistic Fiction - Essay Example Through the course of his storytelling, author Kevin Henkes charts Billy’s many dilemmas as a son, a brother, a student and a child to document his emotional development and the progression of his relationship with those around him albeit in a humorous and light-hearted manner. Smart, refreshing and appealing, the book represents the protagonist’s perspectives on life and explicates upon the nuances of the most important relationships a child shares with his parents, his teacher and his sibling. Connections: Children’s literature focuses on enhancing the imagination of readers if the scope of the story is directed towards, regardless, of the tone of the plot the scope of this genre also extends to promoting familial values, highlighting peer relationships and focusing on the emotional and developmental aspects of the target audience during their growing years. Melinda Sordino is raped by Andy Evans at a summer party which is organized by the high school seniors. In an attempt to ensure that Andy is prosecuted for the sexual assault Melinda calls the police to report the incident which happened at the party but overcome by a stir of emotions she escapes the scene before having a chance to speak with the police. In the meanwhile, the police report to the scene and order to end the party while, arresting some students who were present at the scene. Melinda’s peers and friends at her new high school are unaware of her motives for calling the police and hence, ostracize her for reporting their activity. She is banished from the school community and deserted by her friends causing her to sink further into depression as those around her misinterpret her continued silence and reclusive behavior. Melinda’s true motive for calling the police finally surfaces when her attacker attempts to assault her again. Upon realizing the truth, the student body reaches out to her as she is encouraged by

The Life and History of Winston S. Churchill Essay Example for Free

The Life and History of Winston S. Churchill Essay Winston Churchill Winston S. Churchill was a former prime minister of England during 1940 to 1945 and 1951 to 1955. He had been well known for his leadership, oratory skills and bold statements regarding political issues (internationally and locally). He was also described as being: bold, confident, manipulative, courageous, determined, outspoken, brave, and stubborn. Born into the likes of a rich family, he often undervalued the importance and value of money reflecting at times during his time as Prime Minister. As he matured, he often contemplated between a life in the army or in Parliament. His contemplation became his reality as he would â€Å"switch† between the army and Parliament as an adult. While in the army serving in various places, he became an accomplished writer and war reporter while also showing his outgoing personality. Through multiple years of this experience, he developed his writing skills and his oratory skills while being involved in world issues. Soon he developed his â€Å"bold† views on ideas (e. g. less influence in India) and having iron fist strength in his beliefs and opinions. When we finally decided Parliament was the right home for him, the Nazis’ and Hitler were preparing for their â€Å"blitzkrieg† and were preparing for the starting phases of WW2. Churchill started to realize the threat this posed and voiced out to the government in 1939 that the English government had to be more â€Å"pro-active† about Hitler. Churchill’s predictions came out true and the threat posed became imminent to the English government after the invasion on Norway and the failed campaign in Norway as well. Churchill came out as Prime Minister in 1940 after the previous Prime Minister, Neville Chamberlain, resigned. Right off the bat, he allotted majority of finances into the military task forces and declared war on Germany. He also stated his steadfast refusal to consider defeat, surrender or compromise peace with Hitler. Later when major countries (e. g. France) fell under the blitzkrieg, Churchill embodied his country’s will to resist and continue fighting the war. His oratory (particularly his speeches and radio broadcasts) inspired the British men. These acts helped inspire British resistance, the only active resistance against Hitler and his Nazi forces. Churchill had also spent numerous hours with the British people who were suffering from air raids by the Luftwaffe and typing numerous letters to get U. S. A into the war. Over the next few years when Russia and U. S. A had become allies and began closing in on Germany, Churchill knew this war was over and the allies had won. His prediction was, again, correct. When he announced this, he said, â€Å"This is your victory. The people shouted: No, it is yours. † Many people around the world appreciated the efforts and actions of Churchill; however, with the pinnacle of military victory, he tasted political defeat. The actions of what Winston Churchill had done for all the British people and everyone around the world is beyond words. Without him, Britain and many other countries would have been in serious trouble during WW2 and the firmness of his beliefs had inspired everyone to truly believe in their ideologies, something that we have seen quite a bit since Churchill’s time period. Some examples: Martin Luther King Jr. , Nelson Mandela, Aung San Suu Kyi, Arab Springs protests. They had all believed in their ideologies and proved it to themselves and the world, something great Churchill had started and shown the world.

The Data Center Energy Efficiency Information Technology Essay

The Data Center Energy Efficiency Information Technology Essay Research green computing and projects that have been done or are being done by large organizations such as IBM, Dell, HP, and Google. See www.greenercomputing.com and similar sites provided on the companion web site or that you find yourself. Include your definition of green computing to including all of the topics listed in the background scenario. Describe each of these areas of green computing, including a detailed example of how at least one organization has implemented each one, and investigate the return on investment. Summarize your results in a two- to three-page paper, citing at least three references. What companies are currently implementing projects that involve green computing? Find a few website and discuss what they are implementing and if they include: Green computing, also referred to as Green IT, is the scientific study of efficient and effective designing, manufacturing, using, disposing, and recycling of computers and computer related products like servers, network systems, communication systems, monitors, USBs, printers, etc. (Kocherps, 2010). http://www.brighthub.com/environment/green-computing/articles/62742.aspx. Kocherps describes the four paths to green computing that would help preserve natural resources and reduce the impact on the environment: Reducing energy consumption of computers and other related products as well a using them in an efficient manner. Refurbishing and reusing old computers as well as properly disposing and recycling unwanted computers and other equipment. Designing energy efficient and environmentally sound computers and accessories. Manufacturing computers and components with minimal effect on the evnrionrment (2010). There are several applications of Green computing available, which are explained below: Data Center Energy Efficiency Data center and overall energy efficiency refers to the energy consumption. According to a survey conducted in 2009, 44% of survey respondents have seen an increase in their power bills for their data centers, which is up from 36% the previous year who did not pay much attention (Stansberry, 2009). Fontecchio (2010) wrote that the Federal Government and other major industry groups are on developing widely accepted stands for measuring a data centers energy efficiency. Fontecchio also mentions that the Environmental Protection Agency (EPA) and the U.S. Department of Energy (DOE) are working with six data center industry groups to standardize data center efficiency metrics (2010). Electronic Waste and Recycling The disposal of electronic waste and recycling refers to proper disposal of used computer equipment and other electronics devices. Many government sponsored programs and manufacturers have extensive online information that details how their recycling is handled (Holcombe, 2007). Hewlett- Packard (HP) is one of many companies that takes environmental issues seriously and provides solutions where businesses and consumers can donate, trade-in, recycle, or return for cash their used computer equipment (HP, 2010). Telecommuting Telecommuting is a popular benefit wherein employees perform work for a company but not physically be in the business location. This is one way that businesses are becoming more greener and lowering their office space expense (Sanchez, 2008). Office space expense can include heating, air conditioning, electricity http://www.greenbiz.com/news/2009/06/26/ciscos-telecommuting-program-boosts-productivity-cuts-costs-and-emissions Virtual Server Resources Virtualization of server resources http://www.greenbiz.com/blog/2008/07/08/virtualization-servers-new-green-platform-it Thin Client Solutions Thin client solutions http://www.greenbiz.com/news/2009/08/24/new-fujitsu-thin-client-uses-just-29-watts-full-utilization Open Source Software Use of opens source software, and http://www.greenbiz.com/blog/2005/10/02/closing-knowledge-gap-open-source Software Development Development of new software to address green computing for internal use and potential sale to other organizations. http://www.dellenterprise.com/goto/client/business-pc-solutions.aspx?tab=lifecycleST=green%20computing%20phrasedgc=STcid=53849lid=1383155acd=78394,8,0,95093168,762624170,1271850709,,21878626,4381927447 Weighted Decision Matrix Prepare a weighted decision matrix using the template from the companion web site (wtd_decision_matrix.xls) for Ben to use to evaluate people applying to be the project manager for this important project. Develop at least five criteria, assign weights to each criterion, assign scores, and then calculate the weighted scores for four fictitious people. Print the spreadsheet and bar chart with the results. Write a one-page paper describing this weighted decision matrix and summarize the results. This Weighted Decision Matrix (Exhibit A) was designed to assist in selecting the appropriate candidate for the Project (or Project) Manager position. Different projects require different skills. As such, Ive created a matrix that lists seven of the most important skills required for successful completion of this project: Analytical Skills Microsoft Access Visual Basic Programming Written and Oral Communication Microsoft Office Excel Attendance Productivity Each criteria is given a weight percentage based on importance, the highest being 25% and the lowest being 10%. The combination of these weights equal 100%. After reviewing all of the resumes and past employee evaluations, the next four columns contained applicants best qualified for the Project Manager position. Ann and Danielle are existing employees within the company, and Stanley and Lisa are outside applicants applying for the position. On a scale from 1 to 100 (100 being the highest and best qualified), each application was given a rating based on their past or current experiences and skills. As you can see from the results, Ann is clearly the better of all candidates scoring 90 points in five of the 7 criteria, and 70 in the remaining two criteria, bring her average criteria score to 85. It is my recommendation that you consider Ann for the position of Project Manager. Business Case and Financial Prepare the financial section of a business case for the Green Computing Research Project. Assume this project will take six months to complete (done in Year 0) and cost $500,000, and costs to implement some of the technologies would be $2,000,000 for year one and $600,000 for years two and three. Estimated benefits are $500,000 the first year after implementing and $2.5 million the following two years. Use the business case spreadsheet template from the companion web site (business_case_financials.xls) to help calculate the NPV, ROI, and year in which payback occurs. Assume a 7 percent discount rate, but make sure it is an input that is easy to change. Project Charter Prepare a project charter for the Green Computing Research Project. Assume the project will take six months to complete and the budget is $500,000. Use the project charter template (charter.doc) and examples of project charters in Chapters 3 and 4 as guidelines. Assume that part of the approach is to select a project team as quickly as possible. Change Request Since people will request changes to the project, you want to make sure you have a good integrated change control process in place. You will also want to address change requests as quickly as possible. Review the template for a change request form provided on the companion Website (change_request.doc.) Write a two-page paper describing how you plan to manage changes on this project in a timely manner. Address who will be involved in making change control decisions, what paperwork or electronic systems will be used to collect and respond to changes, and other related issues. Appendix __ is an example of the Change Request Form which will be submitted by each individual associated with the project who wishes to make changes thereof. The process for submission, evaluating, and executing such request will be explained below. The Change Request (CR) form is a web form that needs to be submitted in order to make any change to the project that is not listed in the Project Charter, the Project Business Case, or the Work Breakdown Structure. The requestor must fill out section 1 in its entirety. Below is a description of the fields that must be completed: Requestor Name This field will be automatically filled in using the username of the individual logged into the Active Directory. Project Name and Number This field is required to identify the correct project and to electronically notify the correct Project Manager. Type of CR Indicate whether this change is an enhancement or defect. Brief Description of Change Briefly describe the nature of the change, such as the correct data is not being abstracted. Date Submitted date of submission. Date Required date that the change should be completed by. Priority Level -Select either Low, Medium, High, or Mandatory level. All request levels will be reviewed within 5 business days, however, all request marked Mandatory or high will be analyze before all others regardless of date of submission. Reason for Change: Attachments or References: Approval Signature and Date digital signature of the requestor will be captured with the current date. After all required sections are complete, a submit button will electronically be submitted to the program manager assigned to the project name and number entered on the form. An acknowledgement will be sent to the requestor when the form is submitted successfully. The Program Manager assigned to the project will be notified via email that a change request was submitted and will receive a link to the form. The Program Manager will then complete Section 2 Initial Analysis. The Project Manager will determine the impact of the change regarding hours, duration, schedule, and cost. The Project Managers recommendation will be entered and the request will be forwarded to the Change Control Board for their final decision. Electronic notification will be submitted to the Requestor indicating that the request has been submitted to the Board for final review. The Board will notify all parties regarding their final decision within 48 hours. The Boards final decision will now become a part of the projects history. 2. PROJECT SCOPE MANAGEMENT Define Project Scope Management here. 2.1 Requirements Matrix Document requirements for your project so far, including a requirements traceability matrix. Use the template provided (reqs_matrix.xls). Also include a list of questions you would like to ask the sponsor about the scope. Develop a scope statement for the project using the templates provided (scope_statement.doc). Be a specific as possible in describing product characteristics and deliverables. Make assumptions as needed, assuming you got answers to the questions you had in Task 1. Develop a work breakdown structure (WBS) for the project. Break down the work to level 3 or level 4, as appropriate. Use the template on the companion Web site (wbs.doc) and sam0ples in the text as guides. Print the WBS in list form as a Word file. Be sure to base your WBS on the project scope statement, stake holder requirements, and other relevant information. Remember to include the work involved in selecting the rest of your project team and outside resources as well as coordinating with the Environmental Technologies Program. Use the project management process groups as level 2 WBS items or include project management as a level 2 WBS item to make sure you include work related to managing the project. Use the WBS you developed in Task 3 above to create a Gantt chart for the project in Microsoft Project 2007. Use the outline numbering feature to display the outline numbers (click Tools on the menu bar, click Options, and then click Show outline number). Do not enter any durations or dependencies. Print the resulting Gantt chart on one page, being sure to display the entire Task Name column. 3. PROJECT TIME MANAGEMENT Define Project Time Management here. 3.1 Schedule Review the WBS and Gantt chart you created for Tasks 3 and 4 in Part 2. Propose three t five additional activities you think should be added to help you estimate resources and durations. Write a one-page paper describing these new activities. Identify at least four milestones for this project. Write a one-page paper describing each milestone using the SMART criteria. Using the Gantt chart created for Task 4 in Part 2, and the new activities and milestones you proposed in Tasks 1 and 2 above, estimate the task durations and enter dependencies as appropriate. Remember that your schedule goal for the project is six months. Print the Gantt chart and network diagram. Write a one-page paper summarizing how you would assign people to each activity. Include a table or matrix listing how many hours ea h person would work on each task. These resource assignments should make sense given the duration estimates made in Task 3 above. Assume that your project team starts falling behind schedule. In several cases, it is difficult to find detailed information on some of the green computing technologies, especially financial data. You know that it is important to meet or beat the six-month schedule goal, but quality is most important. Describe contingency strategies for making up lost time and avoiding schedule slips in the future. 4. PROJECT COST MANAGEMENT Define Project Cost Management here. . 5. PROJECT QUALITY MANAGEMENT Define project Quality Management here.

Profile of Henri Fayol, a Founding Father of Management

Profile of Henri Fayol, a Founding Father of Management Background and Carrier Henri Fayol was a French industrialist and manager, working in the mine industry and looking for applicable solution to business management. He went to school in Lyon (the second largest city of France) and enrolled at the engineering school of Saint-Etienne (Ecole Nationale des Mines). He received an education as a mine engineer and graduated in 1860 from this school at the age of 19. He was first employed as an engineer at Boigues, Rambourg and Co. In 1874, this company became Commentry-Fourchambault SA or Comambault). It is important to notice he spend all his professional life in the same company experiencing its expansion and knowing well its structure and production methods. Fayol was first remarked as an engineer when he wrote a paper proposing a solution to fire hazard, fire fitting and spontaneous combustion in mine, destructing men and installations. In 1866, he was appointed director of a single mine of Commentry at the age of 25. The company was going through expansion an d added several other mines to the company in other part of France such as Monvicq coal mine and Berry Iron Ore Mine. He became the directors of those mines as well at the age of 31. In the same time, those expansions did not translated in increase of dividend. Quite the contrary, Fayol had to face the fact that Comambault was in dire financial straits. In the late 1880s, the company had failed to pay dividends for at least 4 years. In 1888, at the age of 47 he became the CEO of the Comambault conglomerate. The objective of his mission as a CEO was to make the company viable again which he did. He worked closely with his managers to turn the company around, closing inefficient units, investing in research and technology and expanding the geographical base of the company. In 1908, in a discourse he gave he reminded this episode of industrial history: In 1888, the company Commentry-Fourchambault was on the verge of disappearing in abandoning its plants and in resuming the exhaustion of the mine stocks, when a change of head office came. Since then, the company prospered again. The companys history shows that its fall and rising are uniquely an effect of the administrative process employed. This is with the same mines and the same plants, with the same financial resources, in the same commercial situation, the same board of directors, and the same personal that the company raises again to this moment. Therefore, some administrative methods leave the company to its ruin; other methods give it its prosperity back. Work, experience, knowledge and good will of several thousands of people had been sterilized by some dysfunctional administrative process. And other administrative processes emphasize all its strength. Fayol was head of a very large business with over 10,000 employees, which at the time, was comparable to todays international companies. He remained CEO until his retirement at the end of WWI, in 1918. Before his retirement in 1916, Fayol published his main book Administration Industrielle et Generale in the professional publication called Bulletin de la Socià ©tà © de lindustrie minà ©rale. In 1917, he sets up the Centre for Administrative Studies (CAS) in Paris. His reflections were published as a book only in 1925, the year of his death. This centre was important in diffusing his ideas. It organised seminars and colloquium with industrialists, public sector officials of the French state, engineers, the military, and various academics. The CAS was a platform from which collaboration and further works could be done. From 1921 to 1925, he collaborated to several studies on behalf of the Frenchs public sector. Notably, he produced a study of the Post and Telecom Department as well as the French Tobacco and Match monopoly. Why a founding Father of Management? One remarkable feature about Henri Fayols influence in management is the fact that he is little known compared to Taylor (1856-1915) who lived roughly at the same time. The epoch of the great development of the XIX century industry does not explain why one hits more fame than the other. In 1912, Charles de la Poix de Frà ©minville met Taylor and stated to spread the principles of Taylorian organisation of work. Taylors work dealt with the workshop of manufacturing and Fayols with the mining industry and its general management. One must say that one aspects of the relative slow diffusion of Fayols ideas, is due to timing. In 1916 and 1918, France was dealing with the WWI and its aftermath. Although many of Fayols principles he developed in studies during 1921-25 could have been used for bettering the management of the French state agencies and enterprises were not followed. The reason have to be found in the institutional change of France at the time, whereby France was separating th e church from the state in education, the growth of the public sector, labour union and large businesses correlated with the rise of professional managers and the interest in technology development. My view is that, for ideological reason, when the French state was trying to reinforce itself (by establishing national system of education, nationalisation of companies (train system, post telecom, etc.) but also vis-à  -vis the threat of Germany), Fayols pragmatic criticism and suggestion to change the states forms of management were not always welcome. The reinforcement of the state own industry and the regulation of market by state agencies went well until 1986. That is in the large part, the reason why the French themselves did not consider Henri Fayols work the convenient resource to deal with the management of the Frenchs state agencies and industries. The US business school considered Henri Fayols works worth teaching their undergraduates. It only since the last 10 years (around the end of the 1990) Frenchs scholars have been studying back their own managerial roots. Despite the history of how Fayols ideas come about, one may ask us what is important in them to be consider foundational to management thought. In fact, there is, as any classical management thinker, a basic originality in Fayols proposition on the need of management regarding the dealing of the industry. Fayols Originality To a large extend, all management thinkers and practitioners view the management function as the means to organise technical function of the business toward an optimal economic efficiency. In this respect, Henri Fayol, Frederick Taylor or Alfred Sloan do not differ in their aim. One can find Fayols formulation of the role of management in the industry in a talk he gave in 1900 at the Congrà ©s International des Mines et de la Metallurgie. Fayol makes the following remarks: The technical and commercial services are rather well defined, which is not the case of the administrative services. The way it is built and the attribution it fulfils are not well known, its operations are not immediately clear. It does not visibly built, forge, sell or buy but nevertheless, everybody knows that if it does not work well, the company goes downhill. [Something on] recruitment: It is necessary to link theory and practice in engineers education. But it is about the proportion of each we may differ. Some think one needs to overcharge the programs as well as the lectures given in the engineering schools, other think that we have already reached the limit of theoretical teaching and that one waist our elites youth one or two years that would be better employed in active life. He also make clear in his Book, General and Industrial Management, the difference of skills and attention one needs to deal with engineering work and management work. Fayol drew attention to the need for schools and universities to educate people about administration as a topic of its own right (in conjunction to engineering, and not engineering alone). The point of his reflection on the education needs of the engineers was trying to deal with the qualities required to make a good manager rather than relying on the formal rules of engineering, its aura amongst the bourgeoisie to provide good job to their kids. For that matter, the list of qualities needed to get effective manager is rather dissimilar to what is required to be an engineer alone: Physical qualities: health, vigor, address (manner of behaving) Mental qualities: ability to understand, judge and adapt Moral qualities: energy, firmness, willingness to accept responsibility, initiative, tact, loyalty and dignity General education Special knowledge: pertaining to the functional context of work, function, technical and so on. Experience: knowledge of work, recollection of lessons from experience. Fayol take the need of education very seriously. He indicates three main sources of issues that can potentially trouble the good education of managers: (a) the problem of industrial concentration, (b) the role of higher technical education and its abuse of mathematics and (c) intellectual curiosity. The problem of industrial concentration Managing great business has always presented great difficulties. To get a grasp of it, suffice to glimpse over the various charges a CEO has to take into account. Those difficulties are inherent to the nature of things and have existed at all time. But what did not exist all the time was the recent industrial development and industrial concentration which increased considerably the proportion of big deals and show the lack of good CEO. The role of higher education and the abuse of mathematics We abuse mathematics in the belief that more one knows it, more one is able to govern businesses. Also, [we are in the belief that] their study, more than anything else, develops and makes the judgement correct. Those are mistakes which cause serious issues to our country and which seems to me useful to fight. () A long personal experience taught me that the use of higher mathematics is worthless in business management, and that engineers, pitworkers or steelworkers almost never use it. I firmly believe that elementary mathematics contribute to form your judgement, as all other branches of general culture. I nevertheless do not believe that an intense higher mathematical culture, imposed without necessity to future engineers has the same effect. The excessive culture of any kind of science is unhealthy to both the physic and the intellect. The studies of mathematics do not make exception. Studied at length with intensity, it leaves intact only the well balanced brains. One sees transcending mathematicians without common sense and we see numerous men of common sense who are not mathematicians. Intellectual curiosity You are not prepared to take the direction of a company, even small. School did not give you the administration, commercial and accountancy notions you need to be a CEO. Even if school would have provided them, you will still lack practice and experience that can only be acquired by the contact of men and things. () one asks you to bring with you your diploma, reflection, logic and a spirit of observation and dedication to the accomplishment of your task. Work to complete your professional knowledge, but do not neglect general instruction. Directors inspiring high esteem and admiration never stopped, you will see, to learn through constant effort. () You belong to the intellectual elite, so you should not be uninterested in news, you should be aware of the general ideas agitating modern society in all domains. One sees that Fayol saw that the engineering education (such as he received with its predominance of mathematics) did not answer the challenge one is facing when dealing with organisation and human matters. He saw in management the field of practice and reflection that was needed in the domain where engineering, although provide efficient techniques for dealing with materials, was unable to address the human aspects. It does not mean that management was a sort of humanism but the normal counter-part of the rationalisation of an organisation (private or public) having in mind that one needs to take a special attention to the question of human organisation if one wants an industry to function. Fayols Administrative Theory As a result of his experience and of a continuous reflection on the way to make corporation work best, in situation of change, he reckons one needs to establish an administrative theory which takes into account: The need of projections. It demands to establish a system of yearly projections for the long term objectives and monthly projections for special activities in the company fitting the global planning. The role of projection for the personal is to be able to assess what has been achieved as people go on working. To fight bureaucracy by facilitating the face to face relations, avoiding the multiplicity of hierarchies which increase the irresponsibility of the directors. Also one needs to stability in hierarchy and the possibility to reward or penalize the use of power. Pragmatism has to be applied in the division of labour by controlling decisions to be always balanced with the situation. The need to use control managers to be able to take decisions rapidly before it turns to be catastrophic. In the general literature in management, Fayol is often seen as the top-down manager that worked out the tools of governance to the distribution of task. In fact, his main focus was not to formalise the tools of decision making in a simple chart to follow. Fayols point was that an organisation could not be managed with a simplest view concerning both the function of the organisation and its human components. And for that matter, it is first necessary to consider the organisation, not simply from the tasks analysis view following technology application the industry, but as an integration of several key functions. In other words, Fayol invites us to grasp at once the complexity of the management of business organisation by taking into account the following functions: Techniques (production, transformation), commerce (business and sales), finance (capital management and research), security (protection of goods and persons), accounting (balance sheet, inventory, factory price, statistics, etc) and administration (foresight, organisation, command, coordination and control). Donald Reid (in his paper on Fayol called Fayol: From Experience to Theory) make clear that Fayol, as a practitioner, did accumulate a number of industrial and managerial experience before putting his ideas on paper. He kept copious notes of his observations, having a particular interest in organisational failure and the nature of responsibility and authority among key decision makers. In 1861, Fayol write in his notebook an example of management failure. In one mine, he saw that all work had to be stopped because of an injury to a working horse. The mine manager was absent and the stable manager had no authority to obtain the replacement of the injured horse. In the case of the horse replacement, it was the inability of the company structure to deal with this technical problem that causes inefficiency. Fayol did identify that authority was required to overrun narrow conception of decision making that did not keep the final objective in mind. Fayol was able to overrun the absence of the stable manager in order to get things done. In this case, one sees that authority is neither authoritative nor working without the flexibility demanded by the condition of the situation (the production of coal in this case). In his work, General and Industrial Management, he reviewed all aspects of management involved in the running of a business. Concerning the authority, he came with a list of principles: Unity of command Hierarchical chain of command Separation of powers (authority, subordination, responsibility and control) Centralisation Order. But he did not concentrate only on authority since his interest was about the functioning of the industrial business in its entirety. Since most of the problems he encountered were not technical in the sense of related to engineering skill; but mostly managerial, he came to the conclusion that one needed a certain element of creativity in the managerial practices in order to accommodate industrial realities. For example, he gave the possibility of experienced workers to become supervisors of work groups. In developing working teams with the authority to act and make decisions in the mines, it improved both motivation and effectiveness. The objective was to make them responsible for quality and the timing of work. He observed that all employees are involved in the administration of the business to a greater or lesser degree. In his book General and Industrial Management, he draws a comprehensive perspective of all his experience. One may call this a general theory. But it is clear that in Fayols words, it is an attempt to generalise the sum of experiences he has observed in managing Comambault in order to deliver a compendium of his ideas that could transcend industry and organisational types. One sees that in keeping the area of management large (from the decision making, the work relationship as well as the selection of human resources) Fayol identified the following principles of management (see text 1 of the reading list): Division of work specialisation of labour Authority the right to direct the work of others but requiring commensurate responsibility for actions and performance Discipline obedience and respect for the organisation and fellow workers Unity of command one superior rather than many in contrast to F W Taylor Unity of direction one agreed plan of action leading to focus and coordination of effort Subordination of individual interest to the general interest Remuneration to incentivise and make employees more valuable Centralisation to achieve the right proportion of centralised and decentralised decision making to optimize personnel Scalar chain the chain of authority from top to bottom, allowing also for lateral communication and decision making (the gang plank) Order people and resources in their appropriate place Equity equitable employee relations based on respect and kindliness Stability of tenure of personnel to assist in resources planning Initiative encouraging energy and zeal throughout the organisation Esprit de Corps building a sense of belonging and team work

Tecumsehs confederation Essays -- essays research papers

Tecumseh was a very significant Native American who gave his life for what he believed. He knew that the Americans were a tremendous threat to all Indian tribes, and realized that the Indians would be destroyed one by one if not united. Tecumseh created a confederation of thirty-two tribes in hopes that the Americans would recognize their borders and thus put a halt to westward expansion. His confederation may have succeeded if it were not for the mistakes made by his brother, Laulewasika, the Americans violent actions towards the Indian tribes, and the unwillingness of the different tribes to cooperate. Tecumseh was born in March of 1768. His real name was Tecumtha, which meant "panther lying in wait," but to the white men he was called Tecumseh which stood for "shooting star." His father was a Shawnee war chief named Puckeshinwa who was an intelligent man that saw the advantage of keeping friendly relations with the Americans (Patriot 137). When Tecumseh was a young boy, his father was shot by a group of settlers that were in the Shawnee's land. When his father did not come home, Tecumseh went out in search of him. When he found his father dying from the wound and learned what had happened he was filled with rage and animosity towards the white people (Patriot 140). Tecumseh was very young at the time of his father's death, so he was raised by his Mother and his brothers and sisters. His mother taught him to hate the Americans and never let him forget that they had killed his father. His oldest brother Chiksika taught him to be a warrior, and his sister told him to have respect for his elders and to respect all people. A Shawnee chief by the name of Blackfish also adopted Tecumseh into his family, and acted as a father figure. Blackfish saw the Americans as a threat and urged that they had to be stopped. Each of these peoples instilled in him different characteristics which played a large role in the rest of his life (Blodgett). When he was still young he wanted to stop the settlers from further moving into the Indians land, so himself and a group of Shawnee's made the Ohio River so hazardous that the traffic on the river almost completely stopped (Patriot 142). When he was visiting his sister in Ohio he met a young American girl named Rebecca Galloway. She taught Tecumseh to speak some English and helped him to learn to r... ...t tribes what had happened, blaming the Winnebagos for the loss. Groups of Indians attacked settlers in Indiana and Illinois to get back at the Americans. These attacks scared the Americans and soon they raised an army and attacked the individual tribes, and almost starting a war (Blodgett). Finally when the war of 1812 started between the Americans and the British assisted by the Indians, the hopes of a confederation were almost completely lost. Tecumseh, along with a couple of Indians joined the British army where he was placed at the rank of brigadier-general. But at the Battle of Themes on October 6, 1813 he was killed, forever destroying all hope of there being a Confederation of all the Indian tribes (Dictionary 1127). Tecumseh was a very courageous and honorable warrior who fought and died for his people. Tecumseh saw himself not as a Shawnee, but as an Indian, and knew that his people had no chance to survive if they were not united. His plan to combine all the different tribes under one confederation could have worked if there had not been so much opposition from the Americans.

Recreational Equipment Incorporated Essays -- Business, Employee Moti

Recreational Equipment Incorporated (REI) is a company that does far more than producing top-of-the-line gear for experiencing the outdoors. Not only does this business have a unique and almost unheard of dedication to its values and purpose, but also manages & leads its employees with great wisdom and skills both common and exclusive when compared to successful organizations. While sporting goods such as Big 5 and Dick's Sporting Goods may be more common, what happens â€Å"backstage† at REI is more than enough reason to favor it over its competitors. And that's not even the entirety of its superiority! REI began its thriving drive way back in the 1930's through the pioneering of Lloyd and Mary Anderson. After undertaking an unreasonably difficult search merely to purchase a reliable ice axe, Lloyd Anderson and his wife decided to establish a cooperatively-owned group for producing and selling outdoor gear. Six years after the establishment of REI in1938 (by the Andersons and 21 of their fellow outdoors-people), the co-op secured its first retail location: a few shelves in a Seattle gas station. Today somewhere around 10,000 employees represent REI in 128 retail locations and numerous support and production facilities, (not included in the 128). Success has followed REI throughout its existence. Progressing from gear such as traditional water-absorbing tents to the camping gear that they sell today, REI is an innovative cooperation that claims to try its best to well-equip its customers. Why has it been so successful? Perhaps the primary reason is that it has remained passionately dedicated to its purpose: â€Å"To inspire, educate and outfit for a lifetime of outdoor adventure and stewardship.† From instruction, to voluntee... ...ing employees to participate in the enjoyment of the outdoors, to reinforcing REI's core values of authenticity and integrity, it is clear that the company is successful in leadership. Employees well-led are employees who are more productive and motivated to do their job (O'Hair 157-159). As a leader that is successfully embracing its cause of loving the outdoors and equipping others to experience it, REI has also had to pour a lot into its employees to achieve its current standing. Its good organizational and communication skills, as well as its core values and standards are a key part of its triumph in meeting and expanding its goals. Along with its dynamic and energetic culture, the formal and structured aspects of working at REI are made enjoyable in an original way, giving a new perspective to a person's job, and making it a great place to work & have fun.

Lyndon B. Johnson: An Inspiration Essay

Recently, I had the opportunity to be a â€Å"Presidential Classroom† student in which I attending a two week forum in Washington D.C. While there, I was awarded the opportunity to meet with a multitude of public officials and to discuss domestic and foreign policy with students from across the nation. While in Washington D.C., it is clear the city has not forgotten its history as images of past presidents adorn many walls. When looking at the pictures past presidents, there is one president who does not appear as prominently as other. That president is Lyndon B. Johnson, a former president whose legacy influences me a great deal. Johnson was one of the most care-giving of all the presidents as his Great Society concept provided a variety of social programs with the intention of eliminating wide scale poverty in the United States. Sadly, President Johnson’s original plans for the Great Society were curtailed by the escalation of the Vietnam War, but several aspects of the Great Society did survive and remain helpful to many people in the United States to this very day. This is among the noblest goal that a president could seek and remains a goal that resonates a great deal with me today and had so in the past as it guided me on my academic and scholastic path. In my senior year, I served as one of the 12 International Ambassadors at Poly High School. The purpose of the Ambassadors is to represent the various ethnic groups at the school. This was the most prestigious of the school civics positions and is reserved for members of the senior class who have achieved high academic standards and a willingness to represent the needs of the numerous groups that make up the student body. Again, Lyndon Johnson remained a major influence on me as I served in this position. When Johnson first entered congress, he sought to fairly represent the poor Texas towns that sent him to Washington as a representative. Often times, the needs of the people in poor, rural Texas towns were often neglected. This was not because there Admission Essay was anything set in place to exclude these people; it was that they did not have any providing a voice for them. Johnson eschewed seeking the interests of the big money lobbies and stuck to his convictions and early promises. Johnson drove a great deal of legislation through congress that aided these people and, when elected to the office of the president, Johnson used a great deal of his experience helping people in the rural town to successfully draft the famous Civil Rights Act of 1964. As an International Ambassador, it was easy to see how certain voices could be overlooked. When reading about Lyndon Johnson’s successful exploits serving his constituency, I was inspired by the fact that he showed a voice could be heard if there is effective help. Many students have serious concerns, but are either unaware of as to how to have their voice heard or are too intimidated to initiate a dialogue. Considering that President Johnson provided a voice for the many people, I would frequently review his past deeds as a way of understanding the skills required to perform such tasks. As such, President Johnson was then and remains today, a huge influence on my life.

In what ways does Eliza Doolittle change in Pygmalion?

Based on unadulterated myth, Bernard Shaws Pygmalion walka elbow rooms on the complex issue of mankind social intercourseships in a social world. Phonetics professor Henry Higgins, tutors the rattling Cockney, uneducated Eliza Doolittle, non only in the refinement of manner of speaking, provided as well in the refinement of her manner. When the intercept result produces a very lady kindred throw Doolittle, the lessons learned become oft more fa rude(prenominal)ay reaching.Shaw took the patronage of his be from the leg deceaseary King of Cyprus, Pygmalion, who was also a famous sculptor. Pygmalion sculpted a attractive muliebrity from ivory, c whollyed Galatea, with whom he fell in love. On begging Aphrodite (the Greek goddess of love), to catch ones breath life into his creation, his wish was granted and he married her.Pygmalion is therefore an appropriate title for this play, for Galatea is created from a block of stone, and Eliza herself originates from similarl y inauspicious beginnings, with Professor Higgins as the Pygmalion type, as it is he who creates a new woman from such painful material.It is Elizas metamorphosis, from shinetrodden f move lady fri set aside to a slender adolescent lady (the highs, the lows, the intense fun and the comic moments) which provide the basis for Pygmalions salutary crafted story-line.Elizas AppearanceOur come forthgrowth introduction to Eliza, is in the form of the act upon 1 comprise directions (page 8), where her carriage comes under scrutiny by Shaws vivid writing. She is described as being, not at completely a sentimentalist figure whose hair assumes slipstream rather badly and whose clothes be coarse and shoddy.All of this, plants a very vivid picture of Eliza as a lowly, insignificant figure- anformer(a) black form on the miserably idiotic London skyline, which is a far bellyache from the mental images of her fashion conveyed subsequently, as a cosmopolitan and a la mode(pre dicate) young woman who, rather than paling into insignificance, as she previously did, is sooner striking.This is one Elizas major transubstantiations, -her switch in her appearance. It is a major underlying in the metamorphosis from flower-girl to lady, and is beautifully execute with the help of Mrs Pearces s foreverity on the public press that cleanliness is vital, -Well, dont you want to be clean and unused and decent, want a lady? You bedevil sex you cant be a nice girl inside if youre a dirty loose woman outside, and Prof. Higgins vast funds which unbroken dressed to the nines(p) in the latest fashions.She leases accompaniment impact at the ambassadors garden party, her last test, where she must be sort outed of as a duchess, (for a bet). The calibre of the hostess is distinctly very taken with Eliza, and acts as an reference to the ratifier (by whom the transformation cannot be witnessed) of the enormity of Elizas change in appearance, with her comments o f She will stir a sensation, wonderful young lady and They tell me there has been nobody like her since people stood on their chairs to pure tone at Mrs Langtry.Elizas StatusMuch of Pygmalion revolves well-nigh a very divided assort arranging. The plays theme that a persons success in life should not be determined and limited by their social branch, voice communication and status, was a belief of Shaws that clearly held a lot of importance for him. This is evident overdue to his early membership to the Fabian Society- a socialist organisation dedicated to the geological formation of an equal and mediocre society for all citizens.Shaws apparently cruel and even haughty comments on Elizas initial appearance may depend harsh, however they have very distinguished relevance. The Elizas shabbiness at first not only amplifies the dramatic transformation which results, entirely also highlights the vast dissimilitude among her and mis go in and Mrs Eynsford Hill, which con veys to the ref Elizas lower status and class.Eliza herself behaves, as though she is middle-level (she is still very polite to Miss Eynsford Hill despite her rudeness in diddle 1), however Elizas status, by the plays end has soared from a poor, uneducated Cockney, to a much(prenominal) more respectable young woman. sooner her transformation in coif 1, Freddy pushes away Eliza quite abruptly, barely noticing her presence, however by and by meeting her in all her finery at Prof. Higgins house (Act III), he is besotted with her. Although Freddy is far from wealthy or aristocratic (Shaw describes the Eynsford Hills as having the air of genteel poverty), to seem respectable enough to be notable of his attention, to be unrecognisable to Mrs Eynsford Hill and considered fashionable by the previously haughty Miss Eynsford Hill, is quite a vast skip over in status for Eliza, and a belief to her teaching.*Elizas SpeechShaw himself, was a crusader for m some(prenominal) changes to be make to the position diction, accept it to be in need of swell reform. He fought long and difficult battles passim his life to change the spelling system of the English language, because of his views that it was illogical that most English spelling did not relate to the way lecture are pronounced.So this is in all likelihood one of the reasons he has made language and pronunciation major themes of the play, and as he says in his comprehensive Preface to Pygmalion, made an energetic phonetic enthusiast, the hero of a popular play.Shaw began Elizas speech (in Act I) in a mixture of write broken English and phonetic symbols, quite unintelligible to the reader (and as he describes it, unintelligible to eitherone outside London). This has a dual purpose, for it clearly proves the reader the strong render of Elizas accent (and the large distance between her kerbstone English and her ambitious steer of being able to speak like a lady in a flower shop). This will not only in crease the readers awe at the magnitude of her transformation, but it will also show the amount of work that would have had to go into the transformation (Shaw does not show the many months of tutoring in the play- he fair surprises the audience with Elizas new found eloquence).The other purpose of spelling out Elizas pronunciations is to fire the element of confusion the scenes of Act I are intended to evoke from the reader (and no doubt the audience of a staged Pygmalion). The confusion arises in a variety of places the true identicalness of any(prenominal) characters (the none Taker, the Daughter, the Gentleman, etc.) and Elizas hysterical confusion when she wrongly accuses the Note Taker (Prof. Higgins) of being a coppers reach (police informant) when a Bystander warns her that someone is writing down her speech.Elizas characterIt seems that confusion follows Eliza relentlessly throughout the beginning of the play, embarrassingly highlighting her uneasiness and ignorance when she finds herself in many unfamiliar situations. Not only is it p envy in Act I, but it is clear in Act II as well, when she bravely seeks out Prof. Higgins to request elocution lessons. In this scene, Eliza finds herself lost and misunderstanding, -drowned in a sea of complex words and jokes used by everyone around her, expiration her totally bewildered. For example, when Eliza offers Prof. Higgins a shilling for her lessons, he comments to Colonel Pickering that a shilling in relation to Elizas earnings is nigh the equivalent of about sixty pounds from a millionaire, which Eliza misunderstands and fearfully conceive ofs is the check of money she must pay.However, by the end of the play Eliza has gained masses of confidence, which compliments her raw, blinking(a) spirit and gives her the ability to argue her point well and defend herself. For example later in the play, she confronts Higgins on the subject of his insensitiveness towards her- ..Im not dirt under your feet. (Page 102) and is no longer prepared to be check by his haughty egotism.There is no doubt that Elizas transformation is a made one, however, I think some function very important to realise about Eliza is that despite the stem turn changes that take place in the play with her appearance, speech and status, her character still the Great Compromiser as strong-minded, fiery and emotional as it was on that bleak, rainy day in the heart of Londons Covent tend. The fact that this is one of the some things that do not change in Eliza, is a huge indication of the formidable sincerity of her character.Prof. Higgins has created something which is unnatural and out of place in society, with his intensive training of Eliza. Her appearance and behaviour are doll-like, her movement is robot-like and her speech too careful and precise to ever be real. To create the outward appearance of the lady she becomes, Eliza is forced to sacrifice and annihilate her own personality, leaving her empty and without any vitality or energy. This is the reason why Eliza clearly strives for a rich conclave of her original vigour and strong-mind, and the new manner and speech of the middle and upper classes introduced to her by Higgins to create a true identity for herself which she is happy with.Higgins, typically for him, claims all the creed for the transformation in Eliza, showing him not only to be big-headed, arrogant and conceited, but to also undervalue Elizas own solid work. You will jolly see whether she has an head in her head or a word that I havent put into her mouth. I tell you I have created this thing out of the squashed cabbage leaves of Covent Garden (Page 92)I think it is vital for the reader/audience to remember that Eliza and her own character and personality have achieved her transformation. Although, there is no doubt that Eliza would have remained in the potty if Higgins had not taken her into his home and changed her speech, dressed her fashionably and sho wn her how the upper classes behave, I personally, resent any direct comparisons between Eliza and her mythologic equivalent, Galatea. This is because I think that her initial character had the foundations present for the creation of her new self.Whereas Galatea was created from zipper (a block of ivory) by King Pygmalion,- Prof. Higgins, Colonel Pickering and Mrs Pearce only if enhanced and remoulded many of the qualities Eliza already have to create the end result.Without Elizas self discipline, raw talent, commited and swift learning, it would have been impossible to pass her off as a duchess afterwards just a matter of months. I think the way Shaw portrays her as ripening more and more confident and freelancer throughout the play, does well as a message to the reader that Eliza herself, was in a sense, her own creator.I think that Elizas need to liberate herself from Prof. Higggins to become a teacher herself, was more necessary than she herself even knew, for just like Ga latea, she could never truly like Prof. Higgins (the equivalent of King Pygmalion) for as Shaw modishly points out, his relation to her is too godlike to be altogether agreeable.Throughout his life, Shaws plays often tended to attack what he felt to be bad elements in society and make his audiences feel uncomfortable with the bitter equity of societys flaws. If this is what he intended for Pygmalion, I think he was certainly successful. Pygmalion challenges many of the modify root elements of society including the segregation of the class system, and the ruthlessness of human nature, themes that almost all of us are guilty of either condoning or ignoring- both of which are destructive if there is ever to be any kind of social reform.