The Marketing Strategy Of Grupo Bimbo - 995 Words

Grupo Bimbo started introducing the Bimbo bread line into the U.S. market by providing the Mexican brand of bread to Mexican owned shops in mainly areas of the southern border regions of the U.S. that had large Latino populations, figuring that product familiarity with Latinos would establish a foothold in the U.S. This tactic fell short of the initial goal and a growth strategy was developed that would be different from what was in place at the time. They developed a growth strategy for entering the U.S. market for bakery products in hopes that it would be able to serve the market without the implications of exporting bakery products from its bakeries in Mexico. The decision to expand into the United States was defined by the attitude that Grupo Bimbo would become the predator in a market where smaller bakeries are routinely gobbled up by larger bakeries, considering the white bread market in the U.S. was losing ground to health-conscious consumers looking to purchase healthier prod ucts. We are always looking at opportunities to increase our presence in the Americas, where we are concentrating at the moment, said Daniel Servitje, Grupo Bimbo s president. We are open to looking into ways to strengthen our position in the United States (Gori, 2000). While he acknowledged that the United States market is far different, Mr. Servitje said his company has strong brand recognition among Hispanic consumers. An estimated twenty million Mexicans andShow MoreRelatedMy Life1439 Words   |  6 PagesGrupo BimBo To paraphrase Gehmawat, the world is not flat it’s semi-globalized, In order to understand the global environement where Grupo Bimbo intervene, a CAGE analysis based on the framework developed by Ghemawat will be performed at a country level (Mexico – USA Mexico – China) and also at a food industry level. Armed with this analyisis we will check the relevance of each of the AAA strategy (Ghemawat, redefining global value), the recommended strategy will be then submitted to the 4I’sRead MoreBusiness Analysis : Bimbo Bakeries Usa2109 Words   |  9 PagesBimbo Bakeries USA, headquartered in Horsham, Pennsylvania is the United States affiliate of Grupo Industrial Bimbo, founded in Mexico City, Mexico. Though Grupo Bimbo is now a multinational corporation, it began as a single family-owned bakery in Mexico City called â€Å"El Molino†. Lorenzo Servitje Sendra worked with his father in the family bakery throughout his childhood, but when his father died in 1936 he had to take over. Lorenzo was educated and ambitious, and together with three of his familyRead MoreA Brief Note On Grupo Industrial Bimbo ( Bimbo )2631 Words   |  11 PagesExecutive Summary Grupo Industrial Bimbo (Bimbo) has been successful as a baking company for the past several years. With their focus on remaining positioned as just a â€Å"baking company,† they have acquired and partnered with several different companies to defragment the industry and expand their product lines and capabilities. This paper will explore the current successful strategies that Bimbo is utilizing, the threats that Bimbo is facing, and finally give some recommendations on moving forwardRead MoreReflection on Impact of Emerging Markets on Marketing: Rethinking Existing Perspectives and Practices1858 Words   |  8 Pagestheory and the practice of marketing. The reason is very simple; marketing is a discipline that was developed in the concept of industrialized (developed) markets meaning that most of the marketing tools are designed to work specifically in industrialized markets (Sheth, 2011). Therefore, adapting most of what is known about marketing is necessary to succeed in ne w markets and new marketing research approaches need to be taken. The article Impact of Emerging Markets on Marketing: Rethinking Existing PerspectivesRead MoreThe Sustainable Century By Design Or Disaster9705 Words   |  39 Pages The Sustainable Century by Design or Disaster Priorities, Strategies, Tactics Musings for More Better Corporate Sustainability in a Global Economyi Copyright @ 2015 by Marc de Sousa-Shields All rights reserved. In accordance with the US Copy Right Act of 1976, the scanning, uploading, and electronic sharing of any part of this book without the permission of Marc de Sousa Shields and or the publisher constitutions unlawful piracy and theft of the author’s intellectual property. If you wouldRead MoreThe Sustainable Century By Design Or Disaster9705 Words   |  39 Pages The Sustainable Century by Design or Disaster Priorities, Strategies, Tactics Musings for More Better Corporate Sustainability in a Global Economyi Copyright @ 2015 by Marc de Sousa-Shields All rights reserved. In accordance with the US Copy Right Act of 1976, the scanning, uploading, and electronic sharing of any part of this book without the permission of Marc de Sousa Shields and or the publisher constitutions unlawful piracy and theft of the author’s intellectual property. If you would

Performance Apprisal Management-Assignment Free Essays

string(36) " the competencies are managed well\." Performance Apprisal Management-Assignment Q 1: How do goals , objectives and competencies help in an effective Performance Management System ? Performance Management System : Performance management System are set up to provide feedback to employees on how effectively they are performing in their jobs. Such programs normally include a set of goals or objectives the employee must accomplish within the review period as well as the standards or criteria for determining whether the defined goals have been accomplished. Effective performance management include the following features: * Linking individual goals to the corporate and work unit business plans and goals; * Focusing on results, behaviors (competencies) as well as process improvement; * Regular reviews and updating of performance plans to address changing demands; * Training for both managers and employees on how to effectively give and receive feedback, including providing feedback to employees who experience challenges in performing to the standards required in their jobs / roles; * Training for managers on how to provide performance evaluations that are valid, fair and unbiased. We will write a custom essay sample on Performance Apprisal Management-Assignment or any similar topic only for you Order Now Performance management is about achieving results in a manner that is consistent with organizational expectations. Integrating competencies within the performance management process supports the provision of feedback to employees not only on â€Å"what† they have accomplished like performance goals, but also â€Å"how† the work was performed, using competencies for providing feedback. Assessing competencies as a part of performance management is an important means of assisting employees in understanding performance expectations and enhancing competencies. Multi-source feedback, while not an HR application per se, is a method that is often used in performance management to assess and provide employees with feedback on â€Å"how† they performed their work . GOAL : # The aim is to focus people on doing the right things in order to achieve a shared understanding of performance requirements throughout the organization. # Integration is achieved by ensuring that everyone is aware of corporate, functional and team goals and that the objectives they agree for themselves are consistent with those goals and will contribute in specified ways to their achievement. How do GOALs help in an effective Performance Management System : Corporate strategic goals provide the starting point for business and departmental goals, followed by agreement on performance and development, leading to the drawing up of plans between individuals and managers, with continuous monitoring and feedback supported by formal reviews. If we define the relation between the performance Management System and goals of the organizations then we get- # A performance management system is â€Å"the process through which companies ensure that employees are working towards organizational goals. # It includes more than just a performance appraisal. The performance management system is also composed of â€Å"strategic plans, manager accountability, pay, promotion, training/development, and discipline. † Most organizations have some type of formal or informal performance reviews, but a performance management system attempts to provide the overarching structure for planning and analysis of activities for each individual, in the context of the organizational whole. Through continual assessment, the system ensures that successes are recognized and problems are addressed early. Better planning at the beginning of the year, including setting realistic goals for each employee, ensures measurable positive successes for the library and its staff, aligned with the larger organizational goals. When an organization has not developed a performance management system, lack of clarity in setting and developing staff goals, lack of alignment between organizational goals and employee goals, lack of communication on priorities , all can be avoided through the effective implementation of a performance management system. Everyone in the organization is clearly aware about the common organizational goals and objectives. Once the goals are clearly defined, everyone works for the growth of the organization. OBJECTIVE : # Something which has to be accomplished. # They define what organizations, functions, departments, teams and individuals are expected to achieve. How do OBJECTIVEs helps an effective Performance Management System : Objectives are performance standards. They are used when it is not possible to set time-based targets, or when there is a continuing objective which does not change significantly from one review period to the next and is a standing feature of the job. These should be spelled out in quantitative terms if possible, for example, speed of response to requests or meeting defined standards of accuracy. Objectives describe something to be accomplished by individuals, departments and organisations over a period of time. They can be expressed as targets to be met such as sales and tasks to be completed by specified dates. They can be work-related, referring to the results to be attained, or personal, taking the form of developmental objectives for individuals. Objectives need to be defined and agreed. They will relate to the overall purpose of the job and define performance areas – all the aspects of the job that contribute to achieving its overall purpose. If we define the relation between the performance Management System and objectives of the organizations then we get- A structured and documented process encourages objective evaluation and fair treatment # Business objectives need to be linked to team and individual accountabilities. To measure the Performance Management system objectives are define as Individual output measures. like- * Achievement of objectives Achievement against agreed standards of performance, which might be descriptions of excellent, good, satisfactory or poor performance. * Behavior, measuring the extent to which individuals exhibit behaviors associated with performance such as respect for others, trust etc. * Specific instances of performance for example commendations for specific pieces of work. COMPETENCE : # Refers to the behavioral requiremen ts of a role to carry out the work satisfactorily. # What people bring to work in the form of different types and levels of behavior. Examples can be: job and professional knowledge, communication, teamwork, productivity, management etc. Practicing good performance management requires proficiency in certain competencies. Competencies are observable, measurable patterns of skills, knowledge, abilities, behaviors, and other characteristics that an individual needs to perform work roles or occupational functions successfully. Every organization has some competencies around which their business operations revolve. An efficient and effective employee performance measurement solution ensures that the competencies are managed well. You read "Performance Apprisal Management-Assignment" in category "Papers" Supervisors must manage employee performance well in order for agencies to accomplish their missions and achieve their goals. Consequently, performance management is one the most important parts of a supervisor’s or team leader’s job. Developing skills in performance management is a wise investment for agencies—an investment that will help them achieve their strategic goals. Performance Management Processes and Related Competencies-Managing employee performance includes: * planning work and setting expectations, * monitoring and measuring performance, developing the capacity to perform, * periodically rating performance in a summary fashion, and * recognizing and rewarding good performance. How do COMPETENCIEs helps an effective Performance Management System : Performance management competencies that all supervisors (and team leaders) should develop and demonstrate include: * Communicating. Establishing and maintaining effective communications with each employee not only requires good oral and written communication skills, but it also includes the ability to establish good working relationships. To communicate effectively with employees, supervisors must establish an environment that promotes an open door atmosphere, the sharing of ideas, and employee involvement in decision making processes. * * Setting Goals. Setting long- and short-term goals with employees gives focus to employee efforts. When goal setting is done correctly, employees strive to accomplish those goals and feel confident in achieving them. When goal setting is done poorly, work does not progress as desired. Knowing how to set goals effectively is an important part of performance management. To do this well, supervisors need to be able to clarify expectations and to set realistic standards and targets. * * Measuring Employee Performance. Credible measures of performance that employees understand and accept are critical for achieving high level performance. Measuring employee accomplishments, using both qualitative and quantitative measures, provides the information that supervisors and employees need in order to monitor performance. * * Giving Feedback. Feedback should inform, enlighten, and suggest improvements to employees regarding their performance. Supervisors should describe specific work related behavior or results they have observed as close to the event as possible. * * Coaching and Developing. Using their coaching skills, supervisors evaluate and address the developmental needs of their employees and help them select diverse experiences to gain necessary skills. Supervisors and employees create development plans that might include training, new assignments, job enrichment, self-study, or work details. * Recognizing. Effectively recognizing employees is another performance management competency. Being able to genuinely acknowledge a job well done is critical for strengthening employees’ commitment to do their best. Supervisors should be skilled at using formal awards programs as well as using informal recognition techniques, including personal thank and voicing verbal appreciation in staff meetings. Developing Compet encies- Agencies will benefit in many ways if they invest in developing performance management competencies in their supervisors and team leaders. These competencies should form the basis for their training and development to ensure that the Federal Government can carry out its mission in the 21st century. (You will note that most of these competencies are reflected in OPM’s Executive Core Qualifications for the Senior Executive Service. ) Because good supervision and leadership require effective performance management, we will focus this series of articles on the performance management competencies we have outlined here. The next article in this series will highlight communication skills. Q 2:Identify at least 3 general or core competencies for each (3) levels of management. Explain each competencies in details . There are lots of competencies. The 3 general or core competencies for each (3) levels of management are given bellow – Core Competencies of top-level management : Top-level managers make decisions affecting the entirety of the firm. Top managers do not direct the day-to-day activities of the firm; rather, they set goals for the organization and direct the company to achieve them. Top managers are ultimately responsible for the performance of the organization, and often, these managers have very visible jobs. (1) Intellectual Competencies : Planning and causal thinking :refer to implications, consequence, alternatives or if-then relationship analyzes causal relationships. It makes strategies and plan steps to reach a goal. Diagnostic Information seeking : Pushes for concrete information in an ambiguous situation seeks information from multiple sources to clarify a situation which uses question to identify the specific of a problem or other situations. Conceptualizations and synthetic thinking :Understand about how different parts , needs or functions of the organization fit together. Identities partners and interprets a series of event. Identities the most important issues in a complex situation. Uses unusual analogies to understand and explain the essence of a situation. Leadership skill– role-playing, decision simulation and job rotation are the training methods used to nourish leadership skill in employees, as the top management will be able to pick up this skill through working on different roles and models. 2) Influence Competencies : Concern for Influence (The need for power) : which refers to persuade people, anticipate the impact of actions on the people. Directive influence (Personalized power )-face up to people directly when problems occur. Collaborative Influence (socialized power)-Operate effectively with groups to influence outcomes and get operations. Builds â€Å"ownership† of controversy decisions am ong key sub-ordinates by involving them in decision making . Symbolic Influence : Personal example for an intended impact uses symbols of group identity. (3) Others : Self Confidence-refer self as prime mover, leader or organizations or the organizations mentions being stimulated by crisis and other difficult problems. Self as the most capable person for getting the job done. # Core Competencies of Middle-level management : Middle managers can motivate and assist first-line managers to achieve business objectives. They may also communicate upward, by offering suggestions and feedback to top managers. Because they are more involved in the day-to-day workings of a company, they may provide valuable information to top managers to help improve the organization’s bottom line. Some core competencies of middle level managers are given bellow : (1)  Ã‚   Thinking about the organization : Strategic Vision-evaluate the internal and external business environment to develop a long-term vision and strategy for the unit/organization. Analysis and Problem-Solving -effectively examine events, issues, and problems, and generate optimal solutions in a timely manner. Business and Financial Penetration -demonstrate a good understanding of company’s business model and markets as well as good commercial and financial acumen. Ability characteristics– job rotation, job enrichment, decision simulation, practical training and teaching training . Motivational characteristics– the help of sensitive training, brain-storming, and case studies. (2) Deliver Result : Manages Execution -ensure achievement of business goals aligned with the operational roadmap and standards through managing execution of business plan   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Customer Focus- foster a customer-focused environment   delivering exceptional service and anticipating future   customer needs. Leads for Performance -demonstrate and foster a sense of urgency and strong commitment to achieving goals. Drives Change and Innovation- champion new ideas and initiatives and create an environment that supports change and innovation. (3) Energize People : (Strengthen) Communication- communicate with impact, and create an environment in which people communicate honestly and openly   Ã‚   Engages and Inspires -inspire commitment and energy and a desire to excel and bring one’s best contribution to the organizational mission and goals. Develops Human Capital- ensure or contribute to the availability and development of the talent needed to meet current and future organization goals   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Interpersonal skill  or Cultivates Relationships and Networks-develop and leverage effective network and relationships with others inside and outside of the organization. to use role-playing method to foster interpersonal skill in employees. Also, job-rotation and group discussion are often used on this dimension. Fosters Teamwork and Cooperation- promote a sense of collaboration and work effectively across the organization to achieve goals. Conceptual skill– to use on-the-job training to develop conceptual skill in employees. Conversely, decision simulation and role-playing are also instrumental in developing conceptual skill in middle-level managers. # Core competencies of first –level manager or, first –line manager :(Supervisor) First-line managers are responsible for the daily management of line workers—the employees who actually produce the product or offer the service. Although first-level managers typically do not set goals for the organization, they have a very strong influence on the company. These are the managers that most employees interact with on a daily basis. There are many competencies of the managers which are given bellow : ( 1) Act as a role model : Adapts and Learns-work effectively in the face of ambiguity, shifting priorities, and rapid change while actively developing one’s skills and capabilities. Continuous learning – Builds Trust and Confidence- consistently act and communicate in ways that model organization’s   values and demonstrate fairness, objectivity, integrity, responsibility and transparency. 2) Personality characteristics– to use role-playing, sensitiveness training and case studies to forward employees’ focus on this element. Honesty and Integrity –truthfulness, honor rest two level managers. (3) Flexibility : flexible for their working time as well as the ready for outside of the schedule time. Flexibility is the ability to adapt to and work with a variety of situations, individuals and groups. It i s about being able to think on your feet, and not being disconcerted or stopped by the unexpected. Communication- Quality result orientation- Team work- These are also very important core competencies of first level management . How to cite Performance Apprisal Management-Assignment, Papers Performance Apprisal Management-Assignment Free Essays string(36) " the competencies are managed well\." Performance Apprisal Management-Assignment Q 1: How do goals , objectives and competencies help in an effective Performance Management System ? Performance Management System : Performance management System are set up to provide feedback to employees on how effectively they are performing in their jobs. Such programs normally include a set of goals or objectives the employee must accomplish within the review period as well as the standards or criteria for determining whether the defined goals have been accomplished. Effective performance management include the following features: * Linking individual goals to the corporate and work unit business plans and goals; * Focusing on results, behaviors (competencies) as well as process improvement; * Regular reviews and updating of performance plans to address changing demands; * Training for both managers and employees on how to effectively give and receive feedback, including providing feedback to employees who experience challenges in performing to the standards required in their jobs / roles; * Training for managers on how to provide performance evaluations that are valid, fair and unbiased. We will write a custom essay sample on Performance Apprisal Management-Assignment or any similar topic only for you Order Now Performance management is about achieving results in a manner that is consistent with organizational expectations. Integrating competencies within the performance management process supports the provision of feedback to employees not only on â€Å"what† they have accomplished like performance goals, but also â€Å"how† the work was performed, using competencies for providing feedback. Assessing competencies as a part of performance management is an important means of assisting employees in understanding performance expectations and enhancing competencies. Multi-source feedback, while not an HR application per se, is a method that is often used in performance management to assess and provide employees with feedback on â€Å"how† they performed their work . GOAL : # The aim is to focus people on doing the right things in order to achieve a shared understanding of performance requirements throughout the organization. # Integration is achieved by ensuring that everyone is aware of corporate, functional and team goals and that the objectives they agree for themselves are consistent with those goals and will contribute in specified ways to their achievement. How do GOALs help in an effective Performance Management System : Corporate strategic goals provide the starting point for business and departmental goals, followed by agreement on performance and development, leading to the drawing up of plans between individuals and managers, with continuous monitoring and feedback supported by formal reviews. If we define the relation between the performance Management System and goals of the organizations then we get- # A performance management system is â€Å"the process through which companies ensure that employees are working towards organizational goals. # It includes more than just a performance appraisal. The performance management system is also composed of â€Å"strategic plans, manager accountability, pay, promotion, training/development, and discipline. † Most organizations have some type of formal or informal performance reviews, but a performance management system attempts to provide the overarching structure for planning and analysis of activities for each individual, in the context of the organizational whole. Through continual assessment, the system ensures that successes are recognized and problems are addressed early. Better planning at the beginning of the year, including setting realistic goals for each employee, ensures measurable positive successes for the library and its staff, aligned with the larger organizational goals. When an organization has not developed a performance management system, lack of clarity in setting and developing staff goals, lack of alignment between organizational goals and employee goals, lack of communication on priorities , all can be avoided through the effective implementation of a performance management system. Everyone in the organization is clearly aware about the common organizational goals and objectives. Once the goals are clearly defined, everyone works for the growth of the organization. OBJECTIVE : # Something which has to be accomplished. # They define what organizations, functions, departments, teams and individuals are expected to achieve. How do OBJECTIVEs helps an effective Performance Management System : Objectives are performance standards. They are used when it is not possible to set time-based targets, or when there is a continuing objective which does not change significantly from one review period to the next and is a standing feature of the job. These should be spelled out in quantitative terms if possible, for example, speed of response to requests or meeting defined standards of accuracy. Objectives describe something to be accomplished by individuals, departments and organisations over a period of time. They can be expressed as targets to be met such as sales and tasks to be completed by specified dates. They can be work-related, referring to the results to be attained, or personal, taking the form of developmental objectives for individuals. Objectives need to be defined and agreed. They will relate to the overall purpose of the job and define performance areas – all the aspects of the job that contribute to achieving its overall purpose. If we define the relation between the performance Management System and objectives of the organizations then we get- A structured and documented process encourages objective evaluation and fair treatment # Business objectives need to be linked to team and individual accountabilities. To measure the Performance Management system objectives are define as Individual output measures. like- * Achievement of objectives Achievement against agreed standards of performance, which might be descriptions of excellent, good, satisfactory or poor performance. * Behavior, measuring the extent to which individuals exhibit behaviors associated with performance such as respect for others, trust etc. * Specific instances of performance for example commendations for specific pieces of work. COMPETENCE : # Refers to the behavioral requiremen ts of a role to carry out the work satisfactorily. # What people bring to work in the form of different types and levels of behavior. Examples can be: job and professional knowledge, communication, teamwork, productivity, management etc. Practicing good performance management requires proficiency in certain competencies. Competencies are observable, measurable patterns of skills, knowledge, abilities, behaviors, and other characteristics that an individual needs to perform work roles or occupational functions successfully. Every organization has some competencies around which their business operations revolve. An efficient and effective employee performance measurement solution ensures that the competencies are managed well. You read "Performance Apprisal Management-Assignment" in category "Papers" Supervisors must manage employee performance well in order for agencies to accomplish their missions and achieve their goals. Consequently, performance management is one the most important parts of a supervisor’s or team leader’s job. Developing skills in performance management is a wise investment for agencies—an investment that will help them achieve their strategic goals. Performance Management Processes and Related Competencies-Managing employee performance includes: * planning work and setting expectations, * monitoring and measuring performance, developing the capacity to perform, * periodically rating performance in a summary fashion, and * recognizing and rewarding good performance. How do COMPETENCIEs helps an effective Performance Management System : Performance management competencies that all supervisors (and team leaders) should develop and demonstrate include: * Communicating. Establishing and maintaining effective communications with each employee not only requires good oral and written communication skills, but it also includes the ability to establish good working relationships. To communicate effectively with employees, supervisors must establish an environment that promotes an open door atmosphere, the sharing of ideas, and employee involvement in decision making processes. * * Setting Goals. Setting long- and short-term goals with employees gives focus to employee efforts. When goal setting is done correctly, employees strive to accomplish those goals and feel confident in achieving them. When goal setting is done poorly, work does not progress as desired. Knowing how to set goals effectively is an important part of performance management. To do this well, supervisors need to be able to clarify expectations and to set realistic standards and targets. * * Measuring Employee Performance. Credible measures of performance that employees understand and accept are critical for achieving high level performance. Measuring employee accomplishments, using both qualitative and quantitative measures, provides the information that supervisors and employees need in order to monitor performance. * * Giving Feedback. Feedback should inform, enlighten, and suggest improvements to employees regarding their performance. Supervisors should describe specific work related behavior or results they have observed as close to the event as possible. * * Coaching and Developing. Using their coaching skills, supervisors evaluate and address the developmental needs of their employees and help them select diverse experiences to gain necessary skills. Supervisors and employees create development plans that might include training, new assignments, job enrichment, self-study, or work details. * Recognizing. Effectively recognizing employees is another performance management competency. Being able to genuinely acknowledge a job well done is critical for strengthening employees’ commitment to do their best. Supervisors should be skilled at using formal awards programs as well as using informal recognition techniques, including personal thank and voicing verbal appreciation in staff meetings. Developing Compet encies- Agencies will benefit in many ways if they invest in developing performance management competencies in their supervisors and team leaders. These competencies should form the basis for their training and development to ensure that the Federal Government can carry out its mission in the 21st century. (You will note that most of these competencies are reflected in OPM’s Executive Core Qualifications for the Senior Executive Service. ) Because good supervision and leadership require effective performance management, we will focus this series of articles on the performance management competencies we have outlined here. The next article in this series will highlight communication skills. Q 2:Identify at least 3 general or core competencies for each (3) levels of management. Explain each competencies in details . There are lots of competencies. The 3 general or core competencies for each (3) levels of management are given bellow – Core Competencies of top-level management : Top-level managers make decisions affecting the entirety of the firm. Top managers do not direct the day-to-day activities of the firm; rather, they set goals for the organization and direct the company to achieve them. Top managers are ultimately responsible for the performance of the organization, and often, these managers have very visible jobs. (1) Intellectual Competencies : Planning and causal thinking :refer to implications, consequence, alternatives or if-then relationship analyzes causal relationships. It makes strategies and plan steps to reach a goal. Diagnostic Information seeking : Pushes for concrete information in an ambiguous situation seeks information from multiple sources to clarify a situation which uses question to identify the specific of a problem or other situations. Conceptualizations and synthetic thinking :Understand about how different parts , needs or functions of the organization fit together. Identities partners and interprets a series of event. Identities the most important issues in a complex situation. Uses unusual analogies to understand and explain the essence of a situation. Leadership skill– role-playing, decision simulation and job rotation are the training methods used to nourish leadership skill in employees, as the top management will be able to pick up this skill through working on different roles and models. 2) Influence Competencies : Concern for Influence (The need for power) : which refers to persuade people, anticipate the impact of actions on the people. Directive influence (Personalized power )-face up to people directly when problems occur. Collaborative Influence (socialized power)-Operate effectively with groups to influence outcomes and get operations. Builds â€Å"ownership† of controversy decisions am ong key sub-ordinates by involving them in decision making . Symbolic Influence : Personal example for an intended impact uses symbols of group identity. (3) Others : Self Confidence-refer self as prime mover, leader or organizations or the organizations mentions being stimulated by crisis and other difficult problems. Self as the most capable person for getting the job done. # Core Competencies of Middle-level management : Middle managers can motivate and assist first-line managers to achieve business objectives. They may also communicate upward, by offering suggestions and feedback to top managers. Because they are more involved in the day-to-day workings of a company, they may provide valuable information to top managers to help improve the organization’s bottom line. Some core competencies of middle level managers are given bellow : (1)  Ã‚   Thinking about the organization : Strategic Vision-evaluate the internal and external business environment to develop a long-term vision and strategy for the unit/organization. Analysis and Problem-Solving -effectively examine events, issues, and problems, and generate optimal solutions in a timely manner. Business and Financial Penetration -demonstrate a good understanding of company’s business model and markets as well as good commercial and financial acumen. Ability characteristics– job rotation, job enrichment, decision simulation, practical training and teaching training . Motivational characteristics– the help of sensitive training, brain-storming, and case studies. (2) Deliver Result : Manages Execution -ensure achievement of business goals aligned with the operational roadmap and standards through managing execution of business plan   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Customer Focus- foster a customer-focused environment   delivering exceptional service and anticipating future   customer needs. Leads for Performance -demonstrate and foster a sense of urgency and strong commitment to achieving goals. Drives Change and Innovation- champion new ideas and initiatives and create an environment that supports change and innovation. (3) Energize People : (Strengthen) Communication- communicate with impact, and create an environment in which people communicate honestly and openly   Ã‚   Engages and Inspires -inspire commitment and energy and a desire to excel and bring one’s best contribution to the organizational mission and goals. Develops Human Capital- ensure or contribute to the availability and development of the talent needed to meet current and future organization goals   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Interpersonal skill  or Cultivates Relationships and Networks-develop and leverage effective network and relationships with others inside and outside of the organization. to use role-playing method to foster interpersonal skill in employees. Also, job-rotation and group discussion are often used on this dimension. Fosters Teamwork and Cooperation- promote a sense of collaboration and work effectively across the organization to achieve goals. Conceptual skill– to use on-the-job training to develop conceptual skill in employees. Conversely, decision simulation and role-playing are also instrumental in developing conceptual skill in middle-level managers. # Core competencies of first –level manager or, first –line manager :(Supervisor) First-line managers are responsible for the daily management of line workers—the employees who actually produce the product or offer the service. Although first-level managers typically do not set goals for the organization, they have a very strong influence on the company. These are the managers that most employees interact with on a daily basis. There are many competencies of the managers which are given bellow : ( 1) Act as a role model : Adapts and Learns-work effectively in the face of ambiguity, shifting priorities, and rapid change while actively developing one’s skills and capabilities. Continuous learning – Builds Trust and Confidence- consistently act and communicate in ways that model organization’s   values and demonstrate fairness, objectivity, integrity, responsibility and transparency. 2) Personality characteristics– to use role-playing, sensitiveness training and case studies to forward employees’ focus on this element. Honesty and Integrity –truthfulness, honor rest two level managers. (3) Flexibility : flexible for their working time as well as the ready for outside of the schedule time. Flexibility is the ability to adapt to and work with a variety of situations, individuals and groups. It i s about being able to think on your feet, and not being disconcerted or stopped by the unexpected. Communication- Quality result orientation- Team work- These are also very important core competencies of first level management . How to cite Performance Apprisal Management-Assignment, Papers

WH Smith free essay sample

Walton Smith and his wife Anna in Little Grosvenor Street, London. WH Smith currently operates over 1200 stores, primarily in I-JK. It sells a wide range of products, which are divided into four categories: stationary, books and impulse as well as small range of entertainment products. Mission Statement: WH Smith aim is to be Britains most popular book seller, stationer and newsagent. Getting into more details of this statement it seems clear that WH Smith reached their purpose and they are improving products and popularity in the society is oving forward. They have the target audience and customers who visit one of 1200 stores almost every day. Social and ecological responsibility. WH Smith responsibly commits to manage the environmental impact on their operations and products they sell. WH Smith ensures that they use resources efficiently and reducing their carbon footprint helps to reduce costs. They also use DEFRA conversion factors to calculate C02 emissions from transport, business travel and so on. We will write a custom essay sample on WH Smith or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The newest evidence says that WH Smith reduced their energy consumption, reduced packaging, carrier bags, conserved water resources and mproved transport efficiency from 2007 to 20012. WH Smith also takes care of reducing waste within their business. They operate recycling and waste reduction for several years so that to avoid significant costs because of rising landfill taxes. Non- governmental organisations expect WH Smith to contribute their role in reducing carbon emissions, support sustainable forest sourcing and ethical trading. Political and economic environment. WH Smiths operational costs are affected by underlying cost inflation and legislative and fiscal changes in relation to paper, packing fuel, utilities rates and salaries. Every time the government changes the taxes or employment law for a better control of country, it always affects WH Smith. The company have to follow the law once is changed, what means they have to change the policy or system of the company related to the law. Such changes cost time and money. Inflation which is economical factor is one of the issues for WH Smith. Company has to look for other sources which supply paper packing, utilities etc. or spend more on it what means the inputs of WH Smith is going up. Socio-cultural environment. As one article says, around 500 post offices in Greater Manchester and South West Wales organized the strike against franchising post office services to WH Smith. Many of the post office workers were not happy with continuing downgrading of the service and partnership between post office ltd and WH Smith. It happens because WH Smith does not have an image of providing good services that the post offices do. If it happens in the future it might be loss of over 124. 000 highly trained post office staff. This is not fair with those who worked for a long time in post offices and lose their jobs. This example is socio-cultural factor which may affect many workers and partly WH Smith. Moreover WH Smith is committed to equality and diversity through its policies and activities. All employees are given equal opportunity to be recruited and selected, promoted, trained, developed and access to benefits. Ensuring that WH ith tultill their commitment they nave diversity systems to make all t e statt equal including age, gender, ethical origin, full or part time workers and experience factors. Technological environment. WH Smith uses and relies on considerable number of IT systems. Any system problem could seriously affect WH Smith ability to trade. WH Smith also has to follow the news and try to improve their products, offer good deals and so on. Nowadays there are lots of online shops for example amazon. com which has ability to put the new products in the market immediately cheaper and attract a lot of customers. Such technological facilities and competitors can reduce sales in WH Smith stores. This is why they have to improve the quality of their products and services, offering good deals, vouchers or loyalty cards so that people prefer and trust to buy in WH Smith for the better quality instead of online shops. WH Smith also use technologies so that to keep their staff informed and ensured that everyone are engaged in their business strategy providing internet sites and regular e-newspapers. WH Smith also reaches their customers online via www. whsmith. co. uk , they provide greeting cards and gifts, so that to attract as many customers as they can. Demographic environment. Demographic factors can also have an impact on reducing number of customers. Epidemic diseases such as flu caused by changeable I-JK climate or even acts of terrorism can distract WH Smith target audience for long time. If it happens WH Smith profits and incomes decrease. Corporate values. WH Smith plays an important role in many communities across I-JK. They contribute and continue to focus on literacy. Their School Giveaway project helps numbers of schools to boost their library resources and also hospitals programme which provides reading material for patients. Highly valued resources by medical staff are provided to hospitals for fewer prices because very often many hospitals are out of budget to get them. Moreover WH Smith works with numerous charities and tries to nderstand their cause and support their effort. In 2012 WH Smith invest a lot in developing their staff providing training programmes as accessible as possible to a wide range of staff to build their knowledge and improve career opportunities. A commitment of corporate responsibility is at the heart of WH Smith, their purpose is to be ranked as highly as possible in their business and corporate responsibility index to improve their performance in the society. Conclusion. Based on my research I can state that WH Smith company factors are unstable some f them changing slowly some of them rapidly depending on different environment. In my opinion the biggest influence of rapid changes has technological and political environments WH Smith is the business which has to follow trends and up-to-date their products and services very fast. As far as political environment is concerned, the new laws, tax changes can be unexpected but once it happens WH Smith has to act fast and change their companys policies and adapt in the new environment as soon as possible. Other environments do not have such rapid changes in WH Smith ctivities. The main aim of WH Smith is to act responsibly in corporate values and social and ecological environment so that to create good image between all the stakeholders. They improve it slowly following changes in the society and other sectors. My overall assessment about WH Smith company is that they are well organized big company, trying not only to make benefit out of business but also taking care of communities, nature, staff members and their customers. http://www.whsmithplc.co.uk/corporate_responsibility http://www.whsmithplc.co.uk/investors/company_reports/corporate_responsibility_reports http://www.whsmithplc.co.uk/corporate_responsibility/wh_smith_plc_corporate_responsibility_reports/ http://www.whsmithplc.co.uk/corporate_responsibility/community/ http://www.whsmithplc.co.uk/search/results/bbe8e80532efb52ec536652efcb8925b/

The Bakun Dam Project in Sarawak Essays

The Bakun Dam Project in Sarawak Essays The Bakun Dam Project in Sarawak Paper The Bakun Dam Project in Sarawak Paper For more than 30 years, there have been discussions concerning the development of the Baku Dam in the East Malaysian state of Karakas. If built, the dam would be the largest in South-East Asia. The Baku Dam: A Case Study indicates that generating 2400 megawatts of power, it would provide electricity for all of Karakas, and for industries and cities in mainland Malaysia, through a cable under the South China Sea. At 650 kilometers, this would be by far the longest cable in the world. The Baku Dam has been a highly controversial issue spanning over three decades as its validity and use to the people of Malaysia have been questioned. For the cost that involves producing this dam, at seven billion dollars and rising, is there a need for so much power at all? The main environmental issue here is whether Karakas should sacrifice forests in order to promote the economic growth of its country or cease construction to preserve the traditional environment and standards of living. It is essential to the people of Malaysia that the construction of the dam continues, as it will benefit them in the future through industrialization. This dam can be seen as a source of employment for the nation, the creation of international interest, and increased economic growth. There are also many negatives to the completion of the dam; which include the displacement of natives, increased foreign debt, and the gradual deterioration of the dam after many years. There are many other factors that contribute to this issue, however, the above three positive components are fundamental to the further growth of Malaysia. The main stakeholders involved in this area of interest include Malaysian non- governmental organizations opposed to the project, indigenous peoples affected, non-governmental organizations outside Malaysia opposed the reject, Malaysian State and Federal governments, Koran Bernhard (the developer), and international corporations contributing to the project. The Baku Dam has had an uncertain, highly controversial history. The project is of importance to Malaysian political and business leaders as there is a promise of abundant electricity and a lever by which Karakas could be lifted out of its backward state. It has been said that for environmentalists and the native people, the project would flood tropical forests and force the resettlement of approximately 10 000 people in order to generate high cost electricity, for which no market might exist (Dams Initiative). These contrasting perspectives on the Baku Dam make it valuable as a case study to identify the best power solution for a nations economic problem. There have been many complications regarding the Baku Dam since its introduction. Bevies (1 995, p. 65) stated that after initial surveys in the early asses, in 1 986, a decision by the national government was made to construct the dam. In 1 990, official postponement of the project was made due to protests and doubts about the dams economic viability. In 1 993 however, he project was renewed with the catalyst being Malaysias desperate need for power. It was said that in 1 994, the awarding of the project contract to Koran Bernhard cemented the importance the dam was for the Malaysian government to address its financial issues (Bevies, 1995, up. 101-102). But nevertheless, further problems mounted and in 1 997, the project was deferred in the face of the Asian economic crisis. In recent years, the project has been rehabilitated with last year being the set date for the completion of the project. Clearly however, the completion of the Baku Dam will not take lace for a further few years. There are many advantages to the completion Of the Baku Dam for Malaysia. Proponents of the project argue that the dam has several benefits, and minimal impacts. For the native residents of the region, it would be a source of employment during construction, and would indirectly stimulate creation of other employment opportunities. It has been stated that increased cash income for these residents was advocated as the only means to change the backward status of this region, and to address poverty (Chocolates, 1993, p. 163). These are the initial steps to consolidating Malaysias economic and environmental future. Even after the project had been shelved in 1990, lobbying by its proponents continued, particularly by the Karakas government, which urged the federal government to revive the project. Finally, in September 1993, the Malaysian cabinet approved construction of the Baku Dam. In reviving the project, Malaysias need for power was most often invoked as justification. By 1993 the Malaysian economy was growing by more than 8 percent per year, with electricity demand expanding even faster. The Borneo Bulletin affirms that lockouts in 1992 and 1993, and a predicted doubling of demand by 2000, were indications of a power crisis, justifying extraordinary efforts to expand supply. Project proponents also believed the Baku Dam could help reduce dependence on fossil fuels, especially oil. Most evident however, was that this project was consistent with an energy policy relying almost entirely on supply. In Hardens argument, he referred to the quote from environmentalist Grit Sings (1995) to prove his theory: The concept of energy conservation and certainly its implementation is virtually absent in Malaysia. This is why Malaysia needs to complete the dam, to enhance its economic and environmental status on the worldwide scale. Furthermore, the Baku Dam has attracted the attention of numerous international engineering and construction companies, with experience building dams elsewhere. The IRON Baku Campaign specifies that this is a means of attracting investment to Karakas, of fostering its industrialization, so that it could develop to the same extent as, or even beyond, mainland Malaysia. Originally, Germany, Mexico and Brazil were major participants in a consortium to bid to have privileges to build the dam. The dam was used as a connection to develop close ties between Malaysia and associated countries. Spires (1 995 p. 135) reported that recent contract an announcements have included Europe, Latin America and certain parts of Asia to add to the increasing number of foreign firms constructing the dam. This is beneficiary for the Malaysian economy as there is more money coming into the nation. Beyond the economic viability of the project itself, the Baku Dam has been justified in terms of the overall economic development of Malaysia. In 1991 Malaysia established Vision 2020, a plan that envisages Malaysia becoming fully developed and industrialized nation by 2020. Within this context, the IRON Baku Campaign informs that the Baku Dam could contribute in several ways to Vision 2020 through the supply of electricity, needed by manufacturing. In recent years, demand for power has increased by up to 13%/year. In addition, the project would be a model of close partnership between the state and federal governments, and the private sector. Furthermore, Vision 2020 can be achieved through gaining access to advanced power technology, such as turbines and transmission lines, provided by foreign engineering firms. The role the dam plays on Vision 2020 can progressively contribute to Malaysia becoming industrialized in the future. However, the Baku Dam has been the focus of intense controversy as well. Human implications included the displacement of approximately 10 000 native people to the Karakas region. The displacement and resettlement of these people in effect involved the loss of their way of life, and the acceptance of a modern lifestyle. Most people are now subsistence farmers, supplementing their income through cash crops or jobs in timber companies. These native people once valued their autonomy, as one indigenous person dated in a Friends of the Earth press release (1995): We are poor only insofar as we have little money. In fact, we are rich, because we have all we need to feed ourselves and house ourselves. Rice is free, fish and meat are free, vegetables are free, water is free, and lumber is free. After the relocation these natives no longer have their own land, and have to seek work instead on large plantations to survive. Malaysia: the progress bought by the Baku Dam in Karakas states that the project had long been criticized for the possibilities of a dam collapse, earth remorse, new waterborne diseases, deterioration of the reservoir, disruption of downstream water quality, salt water intrusion, loss of fish habitat, and sediment accumulation behind the dam that would render it useless within fifty years. Construction of the dam would also result in loss of approximately 23 000 ha fertile agricultural land. These were some of the many environmental effects cited that would one day harm Karakas. There were also questions about the economic costs of the project. The Lira Monthly (1 995, p. 71) assumed that in the asses, much of the necessary UAPITA would be raised through loans from international agencies such as the World Bank and the Asian Development Bank. These loans would substantially increase Malaysias foreign debt. It was even unclear whether the nation, then in recession, needed so much electricity. However in todays society, research shows that the need for electricity would aid in the industrialization of the nation. There have been many alternating perceptions on the Baku Dam issue. Many people believe that the Baku Dam is just the start of the transformation of Malaysia. Private investors from all around the world live that their investments will bring them great financial returns. One investor from Belgium stated: There has been so much controversy over this dam. I chose to invest in it because I believe it has great potential. The Baku Dam will be the means Of a new and improved Malaysia, all it needs is some financial assistance. Is there any controversy in financial assistance? As part of an international lobbying effort, Friends of the Earth along sent letters to hundreds institutional investors and fund managers in February 1997 warning them of the financial, environmental and social risks involved in he Baku project. Sarah Tack of Friends of the Earth said: It is clear that major institutional investors and financial analysts are beginning to realizes that an investment in this Baku Hydroelectric project is not only unethical but carries a high financial risk due to overly optimistic performance forecasts. Koran must take this Luke warm response from potential foreign investors as a reflection Of the lack Of confidence in this project There is a great need for private intervention on the project to assist in its completion. In the projects incarnation in the asses, funding for the dam was to discussed in any detail publicly. It was the assumption that Malaysia would seek loans from international sources. However, in the 1 sass, there were strong intentions from the federal government to avoid funding from multilateral sources. In a recent newspaper article published by the Borneo Bulletin (2001 a statement by Prime Minister Mathis helps explain his governments effort to avoid involvement of the World Bank: We in the poor countries would like to have some cheap hydroelectric power. But all manner of campaigns are mounted against our proposals the World Bank will be used to deprive poor countries of cheap hydroelectric power. And all this after the rich have developed most of their hydro potentials. Instead, funding is being sought through domestic private and government sources, as well as international private investors. While domestic sources are envisaged as the dominant sources of funding, funding from foreign private sources is also clearly a priority for project proponents, perhaps because of the credibility such funding would provide. However, the effort devoted to obtaining private funding illustrates the obstacles encountered in financing such a project without subsidies. It has often been argued by dam opponents that such projects could not survive without large subsidies from governments or multilateral development banks. Difficulties that Koran has encountered in soliciting interest from foreign private investors suggest that this is also the case in this project. Malaysia: the progress bought by the Baku Dam in Karakas reports that in July 1 996, Delphi International, a British consulting firm, warned its clients and potential investors in the project that the Baku Dam promised far greater kiss than is typical of power projects, and lower returns. This has presented an additional obstacle to Sarans efforts to attract foreign investment. The extent to which the Baku Dam represents prevarication of power generation is ambiguous; while Koran Bertha currently holds the largest stake in the project and is actively seeking private investment, the Karakas state government and Cosec are also major shareholders. (Spires, 1995, p. 139-140). Evidently, although there are firms that are currently investing in the Baku Dam, more needs to be done to attract further investors. Koran has also agreed to sell much of the power to the national public utility, at rates that may involve considerable subsidy of the project by Malaysian electricity consumers. This is an important process towards providing for a more advanced and Industrialized Malaysia. There is certainly a way the Baku Dam can be built with minimum impact on the environment and the Malaysian economy. Initially, there are uncertainties concerning the technical details of project. These include variations in rainfall and stream flow at the dam site, and the design and stability of the dam itself. One of the most significant technical worries relates to the cables that will deliver power to the Malaysian mainland. They are, in effect, an unprecedented experiment. Dams Initiative studies show that at 650 km, they are far longer than the longest existing undersea power cables, beneath the calmer waters between Denmark and Sweden. No reliable estimates of how much these cables will cost, how long they will last, or how much power will be lost as it travels through the cable, are available yet. The Baku Dam project is definitely manageable, and a positive step to consolidating Malaysias economic and environmental future. The design of the Baku Dam has evolved since the initial studies carried out in the early asses, taking into account developments worldwide. The design of the dam has incorporated features that will ensure the highest degree of safety and economics. The project certainly yields more positive outcomes with respect to the use of local resources and employment, promotion of regional development and industrialization, savings of fossil fuel, and river regulation. Negative ecological effects include the deterioration of the water quality (although temporary), displacement of natives, and high foreign debt. However, with proper planning of precautionary measures, these negative outcomes can be kept under control. The main recommendations in consideration are to constantly monitor water quality, provide to the natives essential needs, and maintain appropriate foreign debts. Ultimately, the negative outcomes are only temporary. Although environmental conditions may not be positive and debt will mount during construction of the dam, these situations will diminish over a period of time and these impacts will lessen. Malaysia will benefit greatly from the Baku Dam in the not too distant future.

What Is the SAT Waitlist Should You Get on It

What Is the SAT Waitlist Should You Get on It SAT / ACT Prep Online Guides and Tips Did you miss the registration deadline for the SAT test date you wanted? Don't fear- you still might have a chance to take the test if you get on the waitlist. In this article, we give you instructions on how to register for the SAT waitlist, followed by some advice on whether it's the right choice for you. Requesting SAT Waitlist Status You can request waitlist status between the late registration deadline and five days before the test date.This request must be made through your College Board account. There, you can choose only one test center and test type (either the regular SAT or any SAT Subject Tests without listening sections). Here's a table of theSAT test dates for 2018-19 along with the latest dates you can sign up for the SAT waitlist: Test Date Waitlist Deadline August 25, 2018 August 20, 2018 October 6, 2018 October 1, 2018 November 3, 2018 October 29, 2018 December 1, 2018 November 26, 2018 March 9, 2019 March 4, 2019 May 4, 2019 April 29, 2019 June 1, 2019 May 27, 2019 Source: The College Board Waitlist registration works almost the same way as normal registrationdoes. You'll need to pay for test registration ($47.50 without the Essay, $64.50 with the Essay), upload a photo of yourself, and print out your Waitlist Ticket,which will be delivered to you via your online account. SAT Waitlist: What Happens the Day of the Test Students on the SAT waitlist are admitted to the test center on a first-come, first-served basis. If there are enough materials left in terms of test booklets, staff members/proctors, and seats after all the normal registration students have been accounted for, you will be able to take the test. You'll need topay awaitlist fee of $51if you're admitted to the test center on the test date you request. Unfortunately, fee waivers are not accepted for the waitlist fee. The good news is that if you're not admitted to the test center on that date, your registration fee will be refunded. Make sure youbring an acceptable photo IDand your Waitlist Ticket,along with other supplies you’ll need for the SAT.If you need to test with accommodations, you'll still be able to do so as long as your situation doesn’t involve any special equipment. For example, if you need extended time or extended breaks, you should be able to test with those conditions, provided they're confirmed by your Waitlist Ticket. However, anything that requires extra setup or coordination, such as a computer for the essay, a scribe, a magnifier or other seeing accommodation, or a readerwon't be available if you test with waitlist status. The Waitlist Ticket provides you with an all-access tour of the College Board factory- if you are pure of heart, you just might inherit the factory from Dr. S.A.T. College Board! 3 Reasons to Get on the SAT Waitlist Is the SAT waitlist the right choice for you? Remember, you only have until five days before the test date to sign up for it.If one of the following three situations applies to you, you should think about getting on the SAT waitlist. #1: This Is Your Last Chance to Take the SAT If it’s your senior year and you just missed the late registration deadline for the December SAT test date, you might consider getting on the waitlist. Many colleges won’t accept test scores from SATs taken later than December of your senior year.If you’re still unsatisfied with your scores and believe you could do better if you took the test one more time, sign up for the waitlist so you have that chance. #2: It’s Important to Your Game Plan That You Take the SAT at This Time If you've been planning for this date for a while and know it’s the best time for you to take the test when considering your overall college application plan, consider getting on the SAT waitlist. For example, if this is a test date in the spring of your junior year and you want to use the results to study over the summer for your last chance at the SAT in August or the fall of your senior year, the waitlist is a good option. In general, if this was supposed to be a benchmark test for you (your first test junior fall, your second test junior spring, or your last test senior fall) but you forgot to register, you would be smart to consider going on the waitlist to keep yourself on track. #3: You Want to Get the Question-and-Answer Service (QAS) The Question-and-Answer Service (QAS)is the SAT’s most comprehensive score review resource. It gives you a copy of your test booklet and provides details for all questions you answered correctly and incorrectly (and for any you skipped- though you should always answer every question!).It is only available for theOctober, March, and May test dates. If you know that you won’t get another opportunity to use the QAS as a study tool should you miss this test date, you should consider signing up for the SAT waitlist.Remember, on other test dates you can still order the Student Answer Service (SAS), which is essentially a less in-depth version of the QAS. Your final scores are just the tip of the SAT iceberg. You'll need to plunge into the watery depths with the QAS to find out how to improve them. 2 Reasons to Wait for the Next SAT Test Date Sometimes it’s not a good idea to get on the SAT waitlist. It’s a lot of extra money, and you might not absolutely need to take the SAT on this test date.Here are a couple of reasons to hold off. #1: Waiting Until the Next Date Won't Impact Your Plans Much For example, if it’s your junior year and you missed the October registration deadline, it might not be a big deal for you to take the test in November instead.You would still get in one SAT during your junior fall and have time in-between that test and other test dates in the winter and spring to study. #2: The Waitlist Fee Is Too Large of a Financial Burden As mentioned above, you can’t get a fee waiver for the waitlist fee.If you think it’s going to be a big strain on you to pay the extra $51, don’t go on the waitlist unless it’s really your last chance to take the SAT and you're counting on a higher score to get into your dream college. The Bottom Line: Getting on the SAT Waitlist You can put yourself on the SAT waitlist up to five days before a test date.It’s a $51 fee, but this is only charged to you if you're admitted to the test center. You'll also need to pay the registration fee for the SAT; however, this will be refunded to you if you aren't admitted to the test center. The SAT waitlist works on a first-come, first-served basis, so get there early! It's a good idea to consider getting on the SAT waitlist if you're relying on a particular test date to stay on track with your SAT study plan or if it’s your absolutelast chance to take the SAT before your college applications are due. On the other hand, it's probably not worth getting on the SAT waitlist if you can take the test on the next date without suffering any major consequences. Ultimately, you can avoid putting yourself in this waitlist situation by being aware of upcoming SAT test dates and registering for the test far in advance! What's Next? Still trying to decide whether the next SAT test date is a good fit for you? Read this article for our expert advice. If you're coming up on your senior fall, check out this in-depth guideto find out more about the best test dates for seniors. Already took the SAT and are waiting for your scores? Or perhaps you're trying to figure out how to interpret your results. Learn more about this process with our comprehensive guide. Concerned about or confused by your SAT scores?Get tips on how to order the Question-and-Answer Service and Student Answer Service or, for more extreme cases, Hand Score Verification. Want to improve your SAT score by 160 points?We've written a guide about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now:

Financial Assignment (Breeze House) Essay Example | Topics and Well Written Essays - 2500 words

Financial Assignment (Breeze House) - Essay Example As a business, the accounts receivables are one the company’s sources of cash. Accounts receivable is like cash in the bank. It shows up as an asset on the balance sheet because it means value in the business. (Muckain, 1998) When looking at the budgeted profit and loss statement of the company (see Table 1), the net income of the company is not stable. This means that revenues and expenses that are incurred for the month are actually revenues and expenses that should have been incurred on a different month. As mentioned, this situation happens because of the long turnover of accounts receivable while the accounts payable are settled within the month. However, the practice of the company of maintaining inventory stocks with a lead time of half of the next month’s demand is commendable, since it is enough to satisfy the demand of the market while preventing over-stocking or under-stocking of inventory. Effective credit control is one way of improving the cash flow of the company. A good credit control system increases sales, reduces bad debts and increases profits. The credit control can also increase the creditworthiness of the company and build confidence in the banks. An effective control system focuses on the accounts receivable of the company. (Brealey, Myers, & Marcus, 2001) It is a practice of companies to allow a delay in payment if it cannot demand cash on delivery. However, the customer’s promise to pay for their purchases constitutes a valuable asset (Tracy, 2002). As a valuable asset, credit must be managed properly and promptly. At Breeze House, the company has overlooked the importance of managing its accounts receivable such that they incurred losses in the long run and acquired problems with the cash flow. This paper recommends implementing a credit control system for Breeze House. The implementation program starts by using control points

An Argument for the Rights of Chimpanzees Essay

An Argument for the Rights of Chimpanzees - Essay Example Women, ethnic and sexual minorities lobby for recognition of their rights as individuals of no lesser stature than any other. Indeed, very few of us would consider them unjust arguments: the days in which women were not allowed to vote, or when ethnic groups were segregated from one another are remembered with a sense of regret. Thus, that men, and women, have sacrosanct and equal rights is rarely disputed, even though in practice work remains to be done to see that these rights are respected. However, the argument for equal rights is limited entirely to the realms of one species of the animal kingdom: Homo sapiens. A review of the scientific evidence regarding the ape, pan troglodytes, known more popularly as chimpanzee, provides a compelling argument for the extension of a number of rights to those apes and demonstrates that past and contemporary ethical discussions of rights have been severely limited and need to be revised. Ethical philosophy draws a distinction between 'animals' and 'man', excluding all other life forms on this planet from its discussions. An example of this can be found in John Rawls' 'A Theory of Justice', where Rawls states that "we should recall here the limits of a theory of justice. Not only are many aspects of morality left aside, but no account is given of right conduct in regard to animals and the rest of nature" (488). Thus Rawls considers 'rights' to be limited in their application to human beings, distinguishing humans as something entirely distinct from the animal kingdom. Rawls does not just exclude other animals from a discussion of rights, but considers any arguments related to the duties of man towards animals to be "outside the scope of the theory of justice" (448). However, as Copernicus removed the earth from the center of the universe, knocking man off his pedestal for the further enrichment of the science of astronomy, so must ethical philosophy abandon all thoug ht of man as occupying a reserved and elitist place above the animal kingdom. Ethical philosophy is still grounded in concepts from the Enlightenment era, before the discoveries of Charles Darwin which revealed that human beings and all other animals shared a common ancestor. Rather than man being something distinct from, and overlord to, other species, humans are in fact close relatives to all other life on the planet. Rawls thus commits a fallacy in distinguishing humans from animals and limiting his discussion of rights to humans. Professor Richard Dawkins, a leading evolutionary biologist, observes that "legal and moral systems are deeply species-bound" (262). Unjustly and irrationally so, considering our evolutionary history. Chimpanzees have the greatest claim to enjoying equal rights to the rest of humanity due to their close evolutionary proximity to Homo sapiens. Dawkins notes that "the last common ancestor of humans and chimps lived perhaps as recently as five million years ago" and that "chimpanzees and we share more than 99 per cent of our genes" (263). In the preceding five million years a number of intermediates between ourselves and chimpanzees have lived, some closer to the chimpanzee, some closer to the human (Dawkins, 263). The chimpanzee is just a short step away along the evolutionary tree of life from human beings. Thus, they surely have the rights to enjoy freedom, security and