School start times and its effects on Students

If you were tired and were really un-alert, how would you execute at your occupation? Not really good, how do instructors, parent and rules expect us, the pupils, to execute at the highest degree we can without acquiring the slumber needed to make that? I believe school should get down later in the forenoon, because surveies say that pupils have been more watchful. If pupils are more alert they are more likely to make good in there academic surveies. The people who are for get downing school subsequently in the forenoon are pupils, parents and some principals. These people are for this, because in the surveies that have been conducted pupils have gotten better classs and there has been less student related auto wrecks. â€Å" There are informations that demonstrate that deficiency of slumber has negative effects for teens, and some informations show that younger drivers are more likely to hold accidents when they have unequal slumber † Verona, 1 ) . Although these are good grounds to be for this, there are some people that do differ, including some principals, who think it wont work, and parents who think it will cut into there work clip to take pupils to school, and the pupils who think it will impact extracurricular activities. Some principals think that if they start school subsequently that they will be pampering the adolescents, and it will non school will non learn adolescents good wonts. Besides some parents think that it ‘s non the schools mistake, but the adolescents, they say adolescents stay up excessively late, and besides they say that the teens do n't give themselves plenty to kip. Some parents say that if the schools start subsequently, the teens wo n't hold any clip to make what they need to acquire done after they get out of school. The experts say that schools get downing later may be indulging them a little excessively much. If you think this, here are some grounds that might carry you to exchange sides. With the earlier start times pupils have been less down, non merely did the instructors say this, but the foremans of the pupils who had after school occupations had said that the pupil is less down and is working harder to make better in his occupation. Even if the classs did n't travel up, the attempt is at that place. Edina and Minneapolis, two schools that have made the alteration to get down subsequently, there after school patterns may hold been shorter, but these two schools have competed the same, if non better, than they have in the past old ages. Some schools are taking action into doing excess curricular activities work. There have been studies of schools shortening all of the categories and alternatively of to two yearss that are spread out its one large long twenty-four hours so that the agenda would work. The mean adolescent needs up to nine hours of slumber or even more on a given dark to work decently the following forenoon. Kayla Wahlstrom has done surveies with all kinds of different schools. â€Å" Students have reported less depression when there was a ulterior start clip ; instructors reported that pupils were more watchful and ready for the school twenty-four hours † ( Wahlstrom, 1 ) . Wahlstrom besides found that there were less bead outs when schools started after 8:00 a.m. 20 % of pupils fall asleep in category everyday. Experts say that the start of simple school times and high school start times are switched. If the start times were based on the sleep rhythms of pupils, high school would get down subsequently and simple would get down earlier. Adolescents are at there deepest slumber two hours before they wake up. If something interrupts that period of slumber, say waking up for school, it can go forth teens sleep deprived, dazed and un-alert, down and will non desire to larn. A survey at St. Georges High School says that since they have been get downing later, pupils have reported holding better tempers towards instructors, arrived to category on clip, and has even eaten a better breakfast. If the pupils eat a better breakfast so â€Å" Sleep want can impact temper, public presentation, attending, larning, behaviour and biological maps † ( Sheldon, 2 ) . â€Å" Sleeping is like eating, it is executing a biological map that is required † ( Sheldon, 2 ) Some pupils think this is an exceptionally good thought, as you would conceive of. There was a survey done at Walter Johnson High School in Bethesda. Here was what a couple pupils had to state about get downing school in the ulterior hours of the forenoon. â€Å" If I was able to acquire more slumber in the forenoon, I would be able to remain awake in all my afternoon categories † ( Nazdin, 3 ) . Although some pupils think this is a really good thought, some do n't. There have been studies where pupils think this should n't go on, because they think it will interfere with the after school activities, such as, occupations athleticss and jobs that need to be done at place. The National Sleep Foundation ( NSF ) did a random survey on pupils go toing Harrington High School. Here are the statistics of that survey. 78 % said that it was hard to acquire up in the forenoon. 16 % said they thought they got plenty sleep. 70 % said they thought their classs would better. 90 % thought that the faculty members of the whole school would better. Besides the pupils said they did non experience alert or prepared to take a trial in the forenoon. The pupils besides said that they think the ideal clip to take a trial is 11 a.m. to 1 p.m. Most pupils are taking trial at 8 or 8:30 in the forenoon, this clip is when pupils need to be merely waking up, non taking trials. A survey showed that pupils who took trials in the afternoon have gotten better trial tonss than pupils who took trials in the early forenoon. You may non believe me but the statistics do n't lie. Every school that has been tested with get downing school subsequently, the classs have been better, attitudes happier, less drowsing and less childs falling asleep in category. If the schools do start later they will see dramatic alteration in the classs, attitudes and there will be less auto wrecks. All this information above supports this. In the province of Rhode Island, 201 schools have changed their start times and all have had additions in things I ‘ve told you that they would increase in. â€Å" I think the grounds truly is mounting that it ‘s an project that ‘s good deserving at least sing † ( Owens, 4 ) . Schools need to get down get downing later in the forenoon if they want to get down holding better classs, fewer dropouts and less auto wrecks. Most pupils start at that place twenty-four hours at 7:30 in the forenoon. For at least 75 % of those pupils that is manner excessively early. Like a said before, adolescents need the lower limit of nine hours of slumber, and merely 22 % of pupils get that nine hours of slumber. The pupils that get the sum of slumber that is recommended for adolescents will be the 1 who get better classs feel better about themselves because they ‘re acquiring better classs, and they will be less down. The pupils will be more up-beat and more watchful if they had non gotten adequate slumber. My point is schools need to get down get downing later in the forenoon. If they do n't, pupils will maintain dropping out and maintain acquiring bad classs. If we start subsequently, none of the bad things will come to the pupils if we would hold started subsequently in the forenoon. In decision, schools all around America need to get down subsequently, as you can see a batch of bad things can come to your pupils if we do n't get down categories subsequently, including bad classs, depression, and bead outs these are all grounds why schools need to get down subsequently.

Brainstorming & Applied Imagination

Brainstorming has a long history that stretches back to almost 3000 years, although it owes its current popularity to efforts of Alex Osborn in 1950s through his seminal work Applied Imagination (Proctor, 1999, 114; Sutton and Hargaddon, 1996). Osborn used brainstorming with an objective to increase creativity within organizations. In his surmises, creativity in organizations was impeded by hostile environment to new ideas that discouraged people from coming forth with their views and opinions.Further development of brainstorming has been result of Osborn’s commitment to encourage employees to come out freely with their ideas (Paulus and Brown, 2003, 110). Brainstorming gained rapid popularity due to its simplicity, its fun elements, its therapeutic abilities and its proven effectiveness in stimulating creativity and emergence of new ideas (Davis, 1973, 90). In brainstorming participants are encouraged to come openly with their ideas of wildest sort, without being interfered, and criticized, that leads to combination and improvement of ideas (Sutton and Hargaddon, 1996).Techniques of Brainstorming Generally brainstorming techniques are divided into two main categories that are a) Unstructured; b) Structured (Proctor, 1999, 114). While the unstructured brainstorming doesn’t involve any established procedure, resulting in unproductive efforts, the structured brainstorming proceeds through some set rules that make it a very effective technique. These rules and principles, suggested by Osborn in the early 1950s are (ibid) 1. No criticism: Criticism is not permitted during brainstorming session to help in uninhibited flow of ideas2. Quantity is encouraged: Large number of ideas increases likelihood of effectiveness of session 3. Unrestrained ideas: Brainstorming sessions encourages participants to come out with any idea, no matter how wild it appears. This helps people in coming out of their fears and express their views openly 4. Improvement of ideas: Brainstorming also encourages people to suggest in improving ideas of other people and suggest ways by which various ideas can be combined in unison, for greater efficiency. Benefits of BrainstormingThese techniques of brainstorming have helped in reaching solutions to various kinds of problems within organizations. As reported by Proctor (1999, 116) brainstorming has proved very effective in coming out with solutions of problems that pertain to Issues of reducing time in production line, 1. finding ways to handle shop lifting 2. In marketing and sales segment where within a short time a large number of concepts, punch lines and creative names are required. However the same techniques of brainstorming do not yield desired result if problem is too technical or require special expertise that cannot be suggested by other people.Today brainstorming has become synonymous with creative thinking and infusion of imaginative solution to problems that come in organizational setups. The basic concept of brainstorming is to achieve a synergy of ideas that helps to break situation of deadlocks. It helps in generating ideas and then narrows down attention to their detail whereby from a number of available options the optimum course is selected. Thus it creates a sequence where participants themselves become proponents of ideas and their judge to weed out the ineffectual concepts and retain only those that carry sufficient potential with them (Proctor, 1999).The distinct advantage of brainstorming is that it helps in bringing forth a number of ideas through creating a light and interactive atmosphere where one idea is instigator of many other ideas, and even an absurd suggestion acting as a stimulant for relevant ideas. The other advantage of brainstorming is that it is a therapeutic procedure in overstressed atmospheres where people are given opportunities to speak up, present their views, receive feedback and share their ideas with others (Davis, 1973).There are numerous instances where brainstorming has successfully delivered the solution to problems that had flummoxed organizations. Effectiveness of Brainstorming Although the effectiveness of brainstorming is demonstrated through various experiments and test groups, there is a controversy whether group brainstorming is more effective than solitary brainstorming (Paulus and Brown, 2003). As mentioned by Sutton and Hargaddon (1996), a majority of experiments conducted on techniques of brainstorming have come out with different observation on the thesis of Osborn.Their findings revealed that although group brainstorming is a widely accepted method for inspiring creativity, revamping business operations and bringing improvement in industrial and manufacturing processes, controlled tests have shown that compared to individuals thinking alone, the productivity output of group brainstorming is lower. Further findings by Mullen, Johnson and Salas (1991) suggest that in some cases groups consisting of more than two members have shown comparatively lower productivity than that of individual thought process.However, on exploring the reasons of lower productivity, its found some of them result from improper application of Osborn’s fundamental rules. The three main reasons suggested for lower productivity in group brainstorming are 1. Fear among group members in freely expressing their ideas, anticipating negative feedback by their group partners 2. Lower level of accountability, where member tend to go reckless and literally get focused on coming out with only wild and impractical ideas 3. Sometimes over generation of ideas by some individuals block idea generation process of other individuals who loose the coherence of their thought process.Electronic Brainstorming Application of information technology and computer analysis methods to brainstorming has provided new tools in hands of researchers to measure the effectiveness of brainstorming and improve its outcome by balancing te chnological capabilities with the situational requirements. Meeting styles within groups, in the words of Dennis (1994) have largely resorted to electronic communication styles that offers benefits of â€Å"parallelism, direct access to meeting memories and anonymity offered by pure electronic communication†.Group brainstorming has seen emergence of new techniques such as Group Decision Support System, Electronic Meeting System, Groupware, and Group Support System. Some of these methods help the group members to interact with each other by help of networked computers that facilitate instant communication, messaging, sharing of ideas and joint coordination. In addition members can highlight key issues on discussion on common large electronic blackboard that is visible to every group member (Dennis, 1994).Apart from the benefits of parallelism, access to meeting memories and anonymity of individual, the electronic brainstorming session also provides the facility of media richne ss, i. e transmission of complex information. Studies have shown that a combination of electronic communication and verbal communication produces better media richness than what either of them are capable of achieving alone (Dennis, 1994). Electronic brainstorming has received great boos by application of EBT or Electronic Brainstorming Tool that has been designed to assist researchers who are interested in method of electronic brainstorming (Clapper, 1995).The tool provides users with a simple interface to help in sharing and developing ideas for effective communication, leading to greater media richness. Reeference Clapper DL, 1995, EBT: a Tool for Electronic Brainstorming Researchers. Journal of Organizational Computing. Volume: 5. Issue: 1, Page Number: 22 Davis, GA, 1973, Psychology of Problem Solving: Theory and Practice, Basic Books, New York Dennis AR, 1994, Electronic Support for Large Groups, Journal of Organizational Computing, Volume: 4. Issue: 2, Page Number: 177Hargado n A, Sutton RI, 1996, Brainstorming Groups in Context: Effectiveness in a Product Design Firm, Administrative Science Quarterly. Volume: 41. Issue: 4, 685 Mullen, Brian, Craig Johnson, and Eduardo Salas, 1991, Productivity loss in brainstorming groups: A meta-analytic integration, Basic and Applied Psychology, 12: 2-23 Paulus PB, Brown VR, 2003, Group Creativity: Innovation through Collaboration (edit),Bernard A. Nijstad, Paul B. Paulus, Oxford University Press. New York Proctor, T, 1999, Creative Problem Solving for Managers, Routledge London

Financial Analysis And Statement Analysis Essay

Financial statement analysis (or financial analysis) is the process of reviewing and analyzing a company’s financial statements to make better economic decisions. These statements include the income statement, balance sheet, statement of cash flows, and a statement of retained earnings. Horizontal analysis (also known as trend analysis) is a financial statement analysis technique that shows changes in the amounts of corresponding financial statement items over a period of time. It is a useful tool to evaluate the trend situations. The statements for two or more periods are used in horizontal analysis. The earliest period is usually used as the base period and the items on the statements for all later periods are compared with items on the statements of the base period. The changes are generally shown both in dollars and percentage. Vertical analysis is the proportional analysis of a financial statement, where each line item on a financial statement is listed as a percentage of another item. Typically, this means that every line item on an income statement is stated as a percentage of gross sales, while every line item on a balance sheet is stated as a percentage of total assets. The most common use of vertical analysis is within a financial statement for a single time period, so that you can see the relative proportions of account balances. Vertical analysis is also useful for timeline analysis, where you can see relative changes in accounts over time, such as on a comparative basis over a five-year period. For example, if the cost of goods sold has a history of being 40% of sales in each of the past four years, then a new percentage of 48% would be a cause for alarm. Solvency Ratio is a key metric used to measure an enterprise’s ability to meet its debt and other obligations. The solvency ratio indicates whether a company’s cash flow is sufficient to meet its short-term and long-term liabilities. The lower a company’s solvency ratio, the greater the probability that it will default on its debt obligations. Solvency and liquidity are both terms that refer to an enterprise’s state of financial health, but with some notable differences. Solvency refers to an enterprise’s capacity to meet its long-term financial commitments. Liquidity refers to an enterprise’s ability to pay short-term obligations; the term also refers to its capability to sell assets quickly to raise cash. A solvent company is one that owns more than it owes; in other words, it has a positive net worth and a manageable debt load. On the other hand, a company with adequate liquidity may have enough cash available to pay its bills, but it may be heading for financial disaster down the road. Solvency and liquidity are equally important, and healthy companies are both solvent and possess adequate liquidity. A number of financial ratios are used to measure a company’s liquidity and solvency, the most common of which are discussed below. Liquidity Ratios Current ratio = Current assets / Current liabilities The current ratio measures a company’s ability to pay off its current liabilities (payable within one year) with its current assets such as cash, accounts receivable and inventories. The higher the ratio, the better the company’s liquidity position. Quick ratio = (Current assets – Inventories) / Current liabilities = (Cash and equivalents + Marketable securities + Accounts receivable) / Current liabilities The quick ratio measures a company’s ability to meet its short-term obligations with its most liquid assets, and therefore excludes inventories from its current assets. It is also known as the â€Å"acid-test ratio.† Days sales outstanding = (Accounts receivable / Total credit sales) x Number of days in sales DSO refers to the average number of days it takes a company to collect payment after it makes a sale. A higher DSO means that a company is taking unduly long to collect payment and is tying up capital in receivables. DSOs are generally calculated quarterly or annually. Solvency Ratios Debt to equity = Total debt / Total equity This ratio indicates the degree of financial leverage being used by the business and includes both short-term and long-term debt. A rising debt-to-equity ratio implies higher interest expenses, and beyond a certain point it may affect a company’s credit rating, making it more expensive to raise more debt. Debt to assets = Total debt / Total assets Another leverage measure, this ratio measures the percentage of a company’s assets that have been financed with debt (short-term and long-term). A higher ratio indicates a greater degree of leverage, and consequently, financial risk. Interest coverage ratio = Operating income (or EBIT) / Interest expense This ratio measures the company’s ability to meet the interest expense on its debt with its operating income, which is equivalent to its earnings before interest and taxes (EBIT). The higher the ratio, the better the company’s ability to cover its interest expense.

Band of Outsiders Essay Example | Topics and Well Written Essays - 2000 words

Band of Outsiders - Essay Example The movie was one of the finest ever work by Jean-Luc Godard. It was a lyrical tragic comedy, perhaps was one of the Godard's most charming film. The screenplay was written by the director Jean-Luc Godard, and was based on the famous novel Fool’s Gold by Dolores Hitchens. The screenplay was the firm and strong base for the movie. The depth and contents of the movie supported the movie to became the Godard’s one of the best works. The scenes of the movie like the climax scene, a silence after the trio crowded in the cafe and many other scenes had made a significant and narrative effect on the viewers and the critics. These scenes created the essence of the brilliant direction and screenplay for turning the movie into an excellent work in all the fields like direction, screenplay, editing and others. The Band of Outsiders was known for its most superfluous work from the Jean-Luc, as compared to his other work like Breathless and others. From this movie, the Godard turned himself towards the low-scale movie which turned to be a fruitful step later in his film career. The direction made the haul for viewer to watch the long takes in the movie. The depth that had been created by the director in the movie was accordingly to synchronize the momentum of the movie. The long takes in the movie were outstanding creation work exactly from the director Jean-Luc Goddard. The dance scenes in Band of Outsiders were very much grand, although it was a playful and it came out of nowhere, it really did add a lot to the story. The strong point of the movie were the story, the scenes, the direction and these sorts of scenes. In the movie, the two men and the lady were dancing we heard the music cut off and a narrator come over. The narration produced a soothing effect on the viewer even at that time and also up to the present. The director Jean-Luc had tremendously worked out and described what each character was truly feeling as they looked like in the movie that they were having fun and dancing in a cafe. This small element made the viewers to think, what the characters were really thinking as they walked along and talked to each other for the rest of the film. In the movie, it was described simply that simple, but it added a lot of depths. The viewer would then add in the depth himself. This was some great stuff and was one of the many reasons, why Band of Outsiders was one of the excellent efforts from the direction point of view for putting the sensual effects in the movie. Band of Outsiders was the most poetic work from Godard's early films. This was due in large part to the voiceover narration, read by Godard himself, as the screenplay was written by the Godard himself. When the film's celebrated Madison scene, Godard cut out the music and relates the characters' thoughts, as the character Odile wondered if the men could see her breasts moving under the sweater. Arthur thought of Odile, dreaming of her

Natural disasters Essay Example | Topics and Well Written Essays - 3000 words

Natural disasters - Essay Example What we see that is really different lately is we keep setting records for the warmest-year-ever for the globe, and we have various kinds of catastrophes or extreme events that stand out". (Groat) Hurricanes Albert Einstein saidGod does not play dice meaning there is a predictable pattern in everything. In a CNN interview Climatologist Mark Cane acknowledges some connections in certain atmospheric conditions, in excerpts from that interview he said. One of the things that has been studied a lot is the impact of the El Nino events on the Hurricanes. So, in an El Nino phase, you get fewer hurricanes in the Atlantic. We are not in an El Nino phase-we are in the opposite phase-and so we should expect more hurricanes, that is what is predicted and it seems to be, so far in this hurricane season, what is happening. (Cane) Jack Williams in his piece, A Guide to Storms, which was printed in USA Today, presents the commonality inherent in most storms and offers the practicality for their existence. All storms have two things in common: low atmospheric pressure at the storms center, and winds that are created by the flow of air from higher pressure outside the storm toward the low pressure outside the storm toward the low pressure at the center. Wind, in other words, is air that's being pushed by high pressure toward low pressure. Areas of low air pressure occurs because the sun heats the earth unequally. The sun shines down almost directly on the Earth's tropical regions near the equator, heating this region more than the polar region around the North and South Poles and the middle latitudes between the Poles and the tropics. Storms along with ocean currents, redistribute heat from the...(4) Fires which are caused by lightening, and prolonged sun rays on an excessively dry vegetated earth cover. (5) Lack of rain. (a) Drought, and (b) famine. (6) Outbreaks of disease (a) sars, (b)small pox, (c) HIV/AIDS, et. el. Earthquakes, landslides and floods, - these hazards are part of the way the earth operates. Although we can't prevent natural hazards from happening, we can learn from them, and use the knowledge to prevent natural hazards from turning into natural disasters. The next century gives us a new chance to apply the lessons we have learned about natural hazards. As we look ahead to the next millennium, we must continue to improve our understanding of how the earth works and our ability to provide timely, effective warnings, so that we can live safely on our planet. I think it will be one of the superstar years for the century in a lot of ways. What we see that is really different lately is we keep setting records for the warmest-year-ever for the globe, and we have various kinds of catastrophes or extreme events that stand out". (Groat) and gained the dubious distinction as the most destructive hurricane in United States history.

How revolutionary was the American Revolution Essay

How revolutionary was the American Revolution - Essay Example British forces in Boston massacre in1770 butchered many blacks. One-third colonists remain neutral and one third supported revolution. Rest of people supported British act in colonies. Ultimately, the revolution ended in 1783 (Frey, 1999). Slaves were imported to work as labour force for Cotton and tobacco crops in southern states of America for cheap labour. Slaves did produce great output in raising the agricultural exports of America (Quarles, 1961). Blacks were ruthlessly used as labour and their culture and lifestyle saw a decline. White people of America made every effort to tease the blacks by social inequality and kept all sorts of educational facilities away from the reach of blacks (Quarles, 1961). Slave markets were introduced in America and women and children were separated from the men. This created a lot of hatred against white Americans in the hearts of black. There were no labour or social law and blacks were punished brutally for any mistakes. Slave masters sexually harassed young black women in the absence of women rights. Women were not allowed to raise voice against social and moral inequality (Frey, 1999). Inhuman policies made people to take revolutionary steps for their rights. Many events eventually led to revolution. Black African wanted to live lives as per their social and cultural values. Finally, blacks were successful to some extent to snatch their rights from American authorities (Quarles,

The history of manufacturing in the State of Michigan Essay

The history of manufacturing in the State of Michigan - Essay Example Mining and lumbering industry grew and developed rapidly and the profit from this industry paved the way for the growth of manufacturing industry in Michigan. Michigan became the largest manufacturer of iron and steel products in America. Transportation on railways and waterways were improved to help the growth of industrial sector (â€Å"The Growth of Manufacturing†). In the early history of development of Michigan, manufacturing industry hardly existed. Any small manufacturing units that were there during the early period produced goods only of domestic varieties to be used by families, especially farmers. The farmers produced goods with their own physical labour to meet their own demands. A variety of artisans like blacksmiths existed to make those goods that the families were not able to make by themselves (May & Dunbar 393). In the middle of the nineteenth century, Detroit was an important metropolitan centre in Michigan. Industry of trading and manufacturing flourished during that period and the population of the city became more than double. This added to the cultural advantage of the city. In 1850, illuminating gas was manufactured for the first time. It replaced the use of candles in many homes of citizens. The gas lights lightened up important streets, business centers and hotels. Sewing machines were begun to be manufactured in 1860 to ease household tasks. Kerosene lamps were first manufactured in 1861 and it came into the reach of families with moderate earnings (May and Dunbar 274-275). During the civil war in Michigan from 1861-1866, many new railroads were constructed. Lumbering industry continued to flourish like before. There was shortage of labour during the war as many young people participated in the war. In spite of this shortage, there was rapid development of the manufacturing and the mining industries. The farmers went on with their daily chores as usual. They began to work longer than before and took the help of

Lateral Violence in the Emergency Department Dissertation

Lateral Violence in the Emergency Department - Dissertation Example The paper "Lateral Violence in the Emergency Department" talks about the lateral violence as an act of violence against ones’ peers and focuses on lateral violence in the Emergency Departments in the US healthcare system. The lateral violence has increased the prevalence of mental health conditions such as depression and schizophrenia among clinical nurses (Kathryn, 2011). When nurses are not happy their motivation and job satisfaction decrease. Eventually, these lead to higher employee turnover rates which increase the healthcare institution’s expenses and a shortage of staff. Most importantly, lateral violence among nurses has compromised the quality of healthcare service by reducing the levels of optimal patient care. Lateral violence has especially been identified as more prevalent among nurses working in Emergency Departments. There are cases where a nurse has noted an error in medication administered by a fellow nurse but because of lateral violence within that se tting that nurse fails to report this error, may be due to fear or revenge, this later leads to aggravated conditions for the patients. Many patients have experienced a relapse in their conditions because one nurse refused to help another nurse claiming to be too busy when their help was needed or sought. Most of the decisions and medications nurses in ED make determine whether a patient lives or dies. It is, therefore, crucial that the incidences of lateral violence between nurses working in the ED be kept at their minimum.

Online Privacy Coursework Example | Topics and Well Written Essays - 500 words

Online Privacy - Coursework Example Most people using the social websites fear that their personal information can be retrieved by cookie companies that monitor how one uses the internet. Another issue concerning online privacy is for those who use clouds to store their personal and business data and fear intrusion of the cloud by hackers and above all through cyber security. Therefore, online privacy is fundamental due even to the introduction of e-commerce where billions of dollars are transacted every day. Furthermore, it is upon every individual to make sure all passwords are secure and always log off from websites, emails, social media accounts before closing the browser to maintain efficient online privacy (Independent.co.uk, 2014). On the contrary, companies like Google and Facebook have access to personal information and data. Google is renowned globally and is the most used search engines on the internet. Google collects all available private information and conveniently places it at a researcher’s fingertips. This information is in the form of address, telephone numbers, pictures, and all history of work. On the other hand, Facebook is another popular website used by people to obtain private information. Intruders and researchers can obtain information pertaining the pictures uploaded and posted, family/friends information and even the place of work. These companies get personal information and data when people create accounts with them because it is mandatory to fill in all data pertaining to an individual, group or corporations. Furthermore, Google accounts such as Gmail get access to personal information through the phishing of private data (Baxter, 2013). The Snowden’s case has led to the emergence of many things revolving online privacy. This is because he worked for the United States of America government in the Central Intelligence Agency (CIA) and the National Security Agency (NSA) but he leaked surveillance intelligence data and

Business Law questions Essay Example | Topics and Well Written Essays - 250 words

Business Law questions - Essay Example Thirdly, it must examine whether the agency went outside its authority. Fourthly, it must examine whether the agency followed the required procedures in making the decision. Fifthly, it must determine whether the decision is so clearly wrong that it disserves to be abandoned. It is uncertain arguing that the agency always wins or loses because the final decision of the U.S District Court is determined by the validity of the dispute and the degree of correctness or wrongness that the agency’s decision was. In 2 (a) there are three procedures that are available for FDA in making new rules. First, it has to provide a Notice for Proposed Rulemaking (NPRM) which is a proposal published in the Federal Register for members of public to review and comment on it. Secondly, it is should consider the comments received on the rule during the comment period. Thirdly, it should comply with the â€Å"Effective Date† Rule that determines when the proposed rule will become effective. In 2 (b), a business engaged in importing food could participate in these procedures through reviewing the proposed rule and criticizing it, taking note of the final rule and complying with the â€Å"Effective Date† rule. In 3 (a), there are three laws that affect the records of an administrative agency. First, the Freedom of Information Act renders agency records subject to disclosure and outlines the various procedures that ought to be followed. Secondly, the Administrative Procedure Act dictates the ways through which each agency should avail public information. Thirdly, the Public Records Act specifies that personal information maintained about an individual shall not be disclosed without the person’s consent except for various explicit exceptions (Browne, 6). In 3 (b), the Freedom of Information Act would help my business to obtain information about the activities of my competitors. On the other hand, the Administrative

UNREACHED PEOPLE GROUP PROJECT Research Paper Example | Topics and Well Written Essays - 3750 words

UNREACHED PEOPLE GROUP PROJECT - Research Paper Example This prospect regards Christianity as everywhere presents and although we may not realize it, studies have indicated that this prospect is arguably not concise.(Adney, 2009) There are groups and communities that are unreached by Christianity and do not know anything concerning the same. They have adopted their own religion due to lack of knowledge of other alternative formative religion. Unreached people comprise of communities that have little or no access to the gospel. There are various reason that impede the spread of Christianity’ one is because some nations endorse laws that curtail Christian faith. Another impeding factor is geographical and cultural barrier. All men in nature desire to know and it is unfitting that man should be content with knowledge that is unsuited to him, yet after the acquisition of this knowledge in sense things must change in a way that is contrary to the original beliefs. The message of Christianity should in this regard be contextualized in the particular culture in order for it to be meaningful to them. (Crossman & Hoke, 1995) Using conservative estimates, unreached people compromise 70% of the global population. One eminent group in this category is the Chinese accounting for 150 million unreached Chinese in 900 groups. A particular group that has null knowledge about Christianity and is in dire need to hear of the gospel and salvation is the Hui from china. Although there are a meager number of scattered of believers, this group is most likely the largest group globally that has no record of the presence of a Christian fellowship group. Below is a map showing the location of the Hui communities in china. (Boling, 2012) The Hui are an official minority scattered all over china. Their populace is densely concentrated in some provinces such as the Ningxia also known as the â€Å"hometown of the Huis† which habits about 20% of the Hui population, Qinghai, and Gansu. They are about 10

The Carbone family Essay Example for Free

The Carbone family Essay In A View From The Bridge, the audience is introduced with three prominent characters who are Eddie Carbone, Catherine Carbone and Beatrice Carbone. All of these characters show their unique qualities in the sense that Eddie is a much more demanding person, whereas Beatrice can be seen as a weaker person who is inclined to follow her husband Eddie in a patriarchal society and Catherine who is loose in terms of her actions and naive through her words. The familys values are very strict as the reader can infer from the story of Vinny Bolzano. First of all, Eddie Carbone is a simple person who is a victim of circumstances but he also contributes to his own downfall. He works as a longshoreman at the Brooklyn Docks. Eddie is characteristically uneducated but still is a very hardworking man. He is presented as being dignified and having integrity by being proud and honest. These characteristics are seen from him when he says to Beatrice that, All Im worried about is you got such a heart too big a heart. This shows that Eddie is observant and he is mindful of the fact that his wife can be over-exploited at occasions like when he describes the story of his father-in-laws house burning down. He believes he should be the leader of his house. This can be seen as he talks to Catherine about her new job as a stenographer, Why didnt you ask me before you take a job? This shows that he wanted Catherine to ask for permission and to authorise it from himself. This manly character of Eddie means that he feels as the boss of his house and that he would be insulted if not done otherwise. This is one of the cause of his collapse at the end of the story being too masculine that he couldnt show his emotions as everything was bottled inside. Eddie is also an affectionate and big-hearted man, which can be seen by his esteem for Marco and Rodolfo when they come to stay. For example at what time Marco tells Eddie in a formal manner, that when you say go, we will go Eddies response to this was that theyre welcome he also adds that theyve got plenty of room here. Eddie also believes in family loyalties, this is mainly due to the tightly bound Sicilian community that he comes from originally. Eddie is over-protective towards Catherine and this can be seen from the apparel that Catherine wears and shows it to Eddie in a very excitedly manner. This is shown when he says I think its too short. Eddie feels more affection for Catherine than is natural for a man towards his niece. Catherine, I dont want to be a pest, but Im tellin you youre walkin wavy. Eddie said this phrase when Catherine wears a new skirt she had brought, to show Eddie. He is concerned that she will receive attention from men, which Eddie doesnt like as he thinks of Catherine as his. He also says you isnt all the girls. Here Eddie means that Catherine is his, and that he is much more demanding of her Catherine should only do what he says her to do. All of these factors motivate Eddie to be over-protective of Catherine. Due to Eddies strong beliefs in the Traditional Italian Values it has a great effect on his own life and the lives of those surrounding him, so when Catherine proposes the job as a stenographer, Eddie strongly opposes this, whereby he wants to keep Catherine away from other men, (sickened) I know that neighbourhood B. , I dont like it ,however this could also be because of his traditional views whereby the male is the breadwinner, and will provide for the family, and if Catherine too brings in money for the house then Eddie may take it as an assault on his manhood. Also due to Eddies traditional Italian values he is immensely proud as is expected, and therefore will never admit that he is wrong or admit his unacceptable feelings for Catherine.

Reasons of degradation of mangrove forests

Reasons of degradation of mangrove forests Reasons of degradation of Mangrove forests in Pakistan and its Management. Abstract: Over 600,000 hectares of Pakistans coastline is under mangrove forestation. Coastal mangrove ecosystems in Pakistan have been seriously degraded over the last 50 years as a result of freshwater diversion for agriculture, industrial and urban water pollution, over-fishing in Indus delta andoverharvesting of mangroves by the local communities, sedimentation, and coastal erosion.The Indus delta of Pakistan constitutes the most extensive mangrove forestsapproximately 129,000 ha along the coast. The data for this paper was collected from different reports and from WWF Pakistan. The paper focuses on thereasons of ecological damage ofmangroves in Pakistan and their management through sustainable use of mangrove resources, their protection and conservation.There is also a need for the creation of awareness and education among planners and coastal communities regarding the sustainable management of mangrove forests. The objectives of this paper are: Determination of causes of degradation of the mangrove forests and quantification of the areas destroyed by various factors specially. Decreasing freshwater and silt flows from Indus river. Browsing by camels Industrial and marine pollution. Management of mangrove forests by restoration and with training and awareness among people of that area. Introduction: Mangroves are the marine tidal forests that include trees, shrubs, palms, epiphytes and ferns (Tomlinson, 1986). The plants and animals community associated with mangroves is referred to as the ‘mangal (Macnae, 1968). Mangrove ecosystems have diversity of plants and animals with heterogeneous habitats and adapted to the environmental conditions of highly saline, soft bottomed anaerobic loose mud and silt (Clough, 1992).Amjad and Khan (1983) mentioned the estimated area of mangrove cover in Pakistan is about 283,000 ha consisting of 281,000 ha in Sindh and 2000 ha in Balochistan.It is one of the most productive ecosystems and a natural, renewable resource. Over the last decade, concern has grown over the ways in which human activities have altered the mangrove ecosystems of Pakistan. The rate of degradation of mangrove forests in the Indus Delta has been estimated at 6 percent between 1980 and 1995. At present, only 15 percent of mangroves here are considered healthy (Thompson a nd Tirmizi, 1995). Freshwater scarcity due to upstream diversions of river flows for agriculture,industrial water pollution and algal bloom, overgrazing, browsing by camels, lopping by villagers along the coasts,erosion caused by tidal current, cutting for fuel wood and timber, and unsustainable fishing levels are seen as the main factors associated with biodiversity loss in the mangrove forests on the coasts of Sindh and Baluchistan (IUCN Pakistan, 2005).The Indus delta is not only one of the longest deltas in the world; it is also the largest area of arid climate mangroves in the world. The natural resources it contains are of significant economic importance to Pakistan, and the time is now to conserve what is left whilst it is still in a viable condition, rather than wait until it is too late. It does this by developing zones where various activities can take place, by regulating the levels of these activities to sustainable limits and by encouraging in the participation of local people. The commitment of the main land-owning agencies in the Indus delta is required to make the concept of the Indus delta Biosphere secures a reality (Macintosh and Ashton, 2002). The management of the different resources of the mangrove ecosystem is handled by different agencies of the government, both at central and provincial levels. Forestry, fisheries and land administration agencies, for example, have specific jurisdiction over specific resources in the area of mangrove (IUCN Pakistan, 2005). It is believed that local people living in the coastal areas have been able to manage mangrove forests for their communities (Qureshi, 1984). A current working plan titled â€Å"Working Plan of Mangrove Forests for a 20 year period from 1985-2005 has been prepared with the objectives to protect the coastline from erosion, and to meet the demands of local communities provide them sustained quantities of forest products (Qureshi, 1985). Afforestation and reforestation activities are b eing undertaken on a small and large scale by IUCN in collaboration with Sindh Forest Department. The International Society for Mangroves Ecosystem (ISME) with its headquarters in Okinawa, Japan is encouraging mangrove studies and plantations along the coast of Pakistan (IUCN Pakistan, 2005). There are also many government and non-government organizations under different projects working for the management of mangrove forests in Pakistan these include the WWF, Pakistan, Sindh Forest Department, World Bank, UNDP and UNESCO. Literature review Historical records indicate that the original extent of mangrove forests has declined considerably under pressure from human activity. National proportions of original mangrove cover lost vary from 4 to 84%. For example, in Southeast Asia Malaysia lost 12% from 1980 to 1990 (Ong, 1995); the Philippines originally had 4,300 km2 but now has 1,200 km2 (Primavera, 2000); Thailand had 5,500 km2 in 1961 but 2,470 km2 in 1986 (Aksornkoae, 1993); and Vietnam 4,000 km2 originally to 2,525 km2 today (Spalding et al., 1997). Mangroves have often been considered as unproductive land and their destruction and degradation have been due to the preference for short-term exploitation for immediate economic benefit like shrim farming, rather than long-term sustainable exploitation (Saenger et al., 1983). Underestimation of the total economic value of mangroves and of the impacts of human activities are major factors contributing to the widespread loss and degradation of mangrove ecosystems (Gilbert an d Janssen, 1998). Ong (1995) considers that burgeoning populations are possibly the biggest cause of mangrove destruction and degradation because they rely heavily on marine habitats and resources for food, building materials, building sites and agricultural and recreational areas. They also use coastal areas as a dumping ground for sewage, garbage and toxic wastes. Pollution and poor land use practices within these watershed areas affect downstream marine habitats because sediments and pollutants are ultimately washed into coastal waters. Mangroves have been over exploited or converted to various other forms of land use, for example agriculture, aquaculture, salt ponds, terrestrial forestry, urban and industrial development and construction of dikes and roads (Macintosh, 1996). Global warming could be a significant threat to mangrove cover and biodiversity. Rising water (as a result of melting ice caps) could drown coastal mangrove. Projected climate change could have other effects, such as changes in ocean currents, salinity and surface temperatures. These would alter the species compositions and perhaps trigger local and global extinctionÊ ¹s (McCarthy et al.,2001). Over cutting is another major factor as Mangrove wood (especially Rhizophora spp.) is good for charcoal production because it is heavy, dense, hard and with a high calorific value (Aksornkoae, 1993). The residents of Keti bunder reported that before the construction of Sukkur barrage, the river water used to flow 9 months in the year. After its construction, this was reduced to 7 months due to decreasing flood water, the mangroves forests are being adversely affected,due mainly to salinity resulting from lack of freshwater inflows (IUCN,2005). The damage on account of browsing by camels is serious and extensive. During flood season in the River Indus, the camels from the interior of Sindh migrate to mangrove forests in herd (IUCN, 2005). Increasing populations put pressure on the production for food. Mangroves are often converted for salt production, agriculture and aquaculture. Large tracts of coastal mangrove in Asia have been converted to rice farming (FAO, 1982). The creeks represent an important resource for recreation, water sports and ecotourism for Karachi, which has relatively few such amenities nearby. Such development will change the relationship of the local people with the mangroves and will add additional stresses to the environment unless the developments are planned sensitively preservation of the area for viewing wildlife, such as migrating water fowl, dolphins and mangrove jackals is being considered, and the idea of a mangrove national park (IUCN, 2005). Off-site activities, unrelated to the mangrove ecosystem but detrimental to it, for example oil pollution, diversion of upstream freshwater resources for irrigation and offshore dredging also have detrimental effects on the mangrove ecosystem. Indirect effects of agriculture on mangroves can be seen through diversion of freshwater by agricultural schemes and run-off of agricultural residues. For example, the interception of freshwater for agriculture has severely affected the mangroves in the Indus delta of Pakistan (Hogarth, 2001). Storm damage, coastal erosion, naturally shifting hydrology, climate change and sea level rise. Karachi, which is on the northern edge of the mangrove forests of the Indus Delta, has rapidly grown in population and level of industrial activity. This has increased the pollution load on the mangroves. Along the Korangi creek a number of villages are rapidly growing and their waste is adding to the pollution problem (IUCN, 2005). Governance and institutional failure to effectively manage coastal mangrove resources. Poor planning of coastal land use and implementation of development plans Issues related to enforcement, realistic design of implementation of laws e.g. Zonation. Lack of involvement of communities in decision making (management, development of legislation, enforcement). Lack of understanding and awareness of the value of mangrove ecosystems among various groups of people including policy makers, officials, developers and local people. Compatibility issues. Timber mafia is a major threat to mangroves involved in illegal trading of fuel wood. Conflicts are common between the various departments involved. Weak coordination between different levels and different sectors of government Availability of infrastructure, manpower and equipment are inadequate for effective control over the utilization of mangrove resources (IUCN, 2005). Reserves have been established for the preservation of mangroves ecosystems or to enhance the survival of particular species within these ecosystems in atleast thirty-six countries in the world, (Vannucci, 1996). At the International Level, the common approach to major environmental policy issues has been to formulate conventions, treaties and agreements, which all concerned countries become signatories to. Mangroves are today a global issue because more than 100 countries worldwide have mangrove resources (Spalding et al., 1997). Methods for international and regional management of mangroves include Marine Protected Areas (MPAs), Bio-regional management, Transboundary Protected Areas (TPA) and Biosphere Reserves (BR). The use of protected areas for conservation management has many advantages for mangroves and other coastal ecosystems (Spalding et al.,1997). The number of Transboundary Protected Areas (TBPAs) for mangroves is now growing around the world. In 1988 there were only 59 s uch areas, mainly concentrated in Europe and North America: by 1997 this figure had grown to 136, distributed through all regions of the world (World Conservation Monitoring Centre (WCMC), 1998). Several factors have influenced this growth, including greater support from donors and international assistance for the establishment of TBPAs to enhance biodiversity conservation and sustainable resource use at an ecosystem scale. International cooperation in the Asia-Pacific region has been particularly effective with many countries sharing knowledge from many years experience of mangrove planting for reforestation purposes. International NGOs are the leading agencies in mangrove rehabilitation for example the Danish Red Cross (DRC, 1994) and the UK Save the Children Fund started mangrove planting (Macintosh et al., 1998). At the national level governments should be encouraged to ratify international and bioregional conventions and agreements, and to bring them into law so that they are a lso legally adopted at national level. The expansion of markets has driven exploitation of natural resources to extremes in some places, where levels of investment create imbalance between alternative uses for the same resource. In such cases the poor can be made poorer. Sustainable livelihoods for coastal communities are therefore dependent upon effective management of all interrelated activities in coastal areas to achieve sustainable use of both living and non-living resources, and equitable sharing of the benefits arising (Brown, 1997). There are many forms of tourism but ecotourism or nature-based tourism should be promoted because it reduces the negative social and environmental impacts of tourist visits to an area (Clark, 1998). Reforestation in indus delta and the community participation are both very effective tools for management of mangroves in that area. The proper laws and regulations should be implemented to protect the mangroves (IUCN, 2005). Discussion and Conclusion: An examination of the literature on mangroves reveals that there is still a need for further descriptive studies in Pakistan. A common need idenitified is to develop and improve the scientific knowledge base on mangrove ecology and biodiversity. Mangrove ecosystems have demonstrated high value for forestry and fisheries. They are however, under severe and increasing human pressure because a large proportion of tropical coastal populations is mangrove dependent. Mangrove ecosystems are being exploited on the basis of inadequate information and there is a growing trend toward the utilization of mangrove areas for various and often conflicting purposes.   There is an urgent need to improve and facilitate communication among mangrove scientists themselves and between them and policy makers, planners and mangrove managers. Capacity building should also include assisting stakeholders (local communities and community based organizations, government agencies and departments, university. de partments, research institutions, private companies, national and international NGOs) to increase their capability to participate in mangrove management. For example by providing boats, or boat repair facilities to fishermen and enforcement officers, or by providing equipment to monitor water pollution. People living in an around mangroves should be made aware of the importance of the mangrove ecosystems as a whole. Attempts should be made to make village people understand the environmental and social impacts of large scale exploitation operations on their land; eg. Mangrove fellings for industrialization and urbanization. Moreover active involvement of the community, local government and private industry should be enlisted and harnessed to protect, rehabilitate and conserve mangrove areas. This necessitates a more vigorous extension and information campaign and the participation of the various sectors in planning and implementing of conservation and development program for the mangrove. The coastal areas of the country lack basic amenities such as drinking water, fuel sources, and road infrastructure. Over time, the coastal population has grown as a result of increased returns from fishing, despite the poor physical infrastructure. Consequently, the demand for fresh water for house hold consumption has increased several fold. Local authorities have not assessed the household demand for water, causing the meager water supplies from seasonal rivers on the Baluchistan Coast, in particular, to be under pressure due to population growth. pollution of the marine environment is another proximate cause of biodiversity loss in the coastal areas of Pakistan. Three areas in the coastal region of the Indus Delta are significantly polluted: Keti Bunder (to the south near Sir Creek), the metropolitan center (Karachi, Port Qasim, and Rehri), and the coastline in the west (extending from Sonmiani to Jiwani). The loss of mangrove species during the last 50 years, besides being consistent with the reduced supply of fresh water to the Delta, is also consistent with the increased volume of untreated wastewater discharges from industries and the city of Karachi and its vicinity. In addition, land clearance for the construction of new sea ports, extension of existing sea ports, and establishment of industrial units near the coast has also contributed to the depletion of mangrove cover, particularly in the northern part of the Delta. Lack of alternate fuelwood aggravated the problem. Alternatives, such as kerosene oil or natural gas, are either not available or too expensive for the local communities and ultimately they fulfill their needs by cutting trees. Responsibility for protecting mangrove forests has lain with the Forest Department since the late 1950s, but only very recently has this department shown any interest in conservation of these forests. A mere expansion of responsibilities, without the requisite resources, will not help the Forest Department implement the existing laws. For example, one forest guard alone is given an area of 20,000 to 25,000 acres of mangroves to monitor. At the national level, weak environmental groups coupled with a general lack of political will to control deforestation allow weak implementation of laws to continue. These environmental groups receive inadequate support from international bodies and NGOs, while the absence of strong conditionalities related to environmental protection in larger economic and financial agreements does not promote political will on the part of the government to control deforestation. The conclusion is that the loss of mangrove species over the last 50 years is highly consistent with the reduction of fresh water and silt supplies to the Indus Delta. There is a need to create awarness among people the local government should stricly implement laws to conserve the mangroves forests.

Partner Selection for International Joint Ventures (IJV)

Partner Selection for International Joint Ventures (IJV) INTERNATIONAL JOINT VENTURES Partner selection is recognized as being very important to the success of any collaboration. Taking into consideration the lessons from the Collaboration Exercise, the course material and any publicly available information available to you, critically discuss the relevant issues concerned with partner selection for collaboration, specifically in the context of an International Joint Venture company. The questions provided below provide some guidance on the issues you could cover: What are the main characteristics to look for in a good collaborative partner? What would your selection criteria include? Consider also the strategic, political and tactical implications of your choice (30%) What factors are important in determining whether or not you and your partner are a good match, i.e., compatibility of culture? Again, what would your selection criteria include? (30%) What could you and your partner do to create good conditions for a partnership? (40%) Length: All scripts are subject to a maximum word count of 4000 +/- 10%, excluding references, tables of contents and appendices. The final word count should be included at the end of the script. COMPLETION DATE: To be submitted electronically using the appropriate web-form available from http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/postmodulework/submissions/ and following the guidelines provided in your handbook BEFORE 09:00 on 17/01/11 PLEASE NOTE PMW received after 09:00 will be stamped as having arrived on the next working day. Post Module Work which does not reach WMG by the due date will be considered to be late. Penalties for lateness may be applied at the rate of 3 percentage points per University working day after the due date, up to a maximum of 14 days late. After this period the work may be counted as a non-submission. Complete your assignment from here (heading styles have been set up to assist you in this work) (Delete the instructions in this font before you save and submit your work): MODULE TITLE Table of Contents International Join Venture 2 Environmental characteristics 3 Partner Compatibility Evaluation 5 Creating good condition for partnership 13 Conclusion 16 References 17 Enter a page break here and between each question Partner selection is recognized as being very important to the success of any collaboration. Taking into consideration the lessons from the Collaboration Exercise, the course material and any publicly available information available to you, critically discuss the relevant issues concerned with partner selection for collaboration, specifically in the context of an International Joint Venture company. The questions provided below provide some guidance on the issues you could cover: What are the main characteristics to look for in a good collaborative partner? What would your selection criteria include? Consider also the strategic, political and tactical implications of your choice (30%) What factors are important in determining whether or not you and your partner are a good match, i.e., compatibility of culture? Again, what would your selection criteria include? (30%) What could you and your partner do to create good conditions for a partnership? (40%) International Join Venture International joint venture between two or more companies has benefits of more resources and knowledge share as well as reward and risk share. Reasons that companies create joint venture could be initiated by new product development, opportunity to access wider marketing or expanding the company with at least one company headquartered outside country of operation (host country). The immediate benefits of joint ventures partnerships are access to a wider range of resources with complimentary set of skillsets and expertise, access to extensive market domain and ability to utilise a broader range of technologies. International joint venture partnership is one of the integral factors to grow and develop economics and the most beneficial approach is by engaging with and utilising local business with strong market connections and existing established business networks. Environmental characteristics Government and Politics One of the most important criteria in choosing an international joint venture partner is the environment where joint venture will operate in, as this can have direct effect on the performance of both parties. Host countrys political atmosphere and government policies are key factors to consider when verifying the suitability of the environment; any pressure could directly or indirectly restrict the foreign partners involvement and activities (Blodgett, 1991). According to Ozorhon et al. (2007) host governments unstable policies and regulations, regular changes in laws and restrictions on repatriations and imports, jeopardise the effectiveness of joint venture partnership. In authors opinion host countrys political procedures that disable effective IJV partnership needs to be identified prior to any attempt to start a joint venture. An example of a political issue effecting IJV is political mismatch and disagreements between foreign partners government and the host partners government. This will hugely impact business agreements from taking place even if partners skillsets, organizational policies and objectives match and work very well together. Stable economic situation, government policies and political relationships are crucial to a successful business partnership; the foreign partner needs to find an adequate environment before deciding on finding a matching partner, evaluating economic, political and financial aspects of the environment. Case study This case study will look at current situation of Irans International joint ventures and influence of Western countries political relationship with Iran on business partnership with other countries. The Current UN and European sanctions on Iran over claims that Iran is building nuclear weapons have affected new joint ventures as well as the ones that have been in place for many years. One example is Rhum North sea gas field in Scotland owned by BP (50%) and the Iranian Oil Company (50%), the joint venture started since 1970s. New European sanctions have forced BP to suspend this engagement and stop production in Rhum North Sea (BP, 2010). This demonstrates politics contention between countries, affecting joint ventures and ending related agreements with immediate effect, causing financial loss for both partners. Other countries that are in agreement with the United Nations regulations and countries with good political and economic relation and dependencies with the USA and the West could also consider limiting and ending their joint ventures with Iranian companies. This is to avoid any breaking the United Nation regulation as well as avoidance to jeopardising their relationship and dependency to western countries. A stable host government creates a suitable environment for IJV partners; this has long term positive impact on the courtiers economic and immediate positive effect on the partner companies, allowing the parties to concentrate on the inside organisational progress and improvements. Economic Environment A partners country economic situation can affect the business environment and performance, having stable economic elements provides the foreign partner a constant and secure investment climate (Ozorhon et al. (2007). In authors opinion economic climate could affect IJV partnership viability, economic fluctuation, foreign exchange rates and inflation, with direct impact on the partner selection process. Businesses start joint ventures in other countries considering economic perspectives that fit their needs. The host countrys currency compared to foreign countrys currency, gives an opportunity to investors from foreign countries to benefit from cheap investments (Low cost of capitals) and increased wealth position. Currency appreciation makes higher material and manufacturing cost in foreign country hence foreign partner moves the production to host country to benefit from lower costs and gain more opportunity to compete and be a leader in the related market. Market Power The market power is focused on how businesses can get stronger and develop their market domain through international partnership (Child Faulkner, 1998). In authors opinion, successful companies with high position in the existing local market could take advantages of other countries market, enter international sale and extend their marketplace by starting partnership with other successful company in different countries. Also companies with advanced technologies and skillsets could start a joint venture partnership with small companies in other developing country to benefit from the raw market and extend their domain. Dominant market network, using partnership advantageous creates an International joint venture with mutual benefits to partners, increases growth opportunities and market power for both parties. Business market power is an essential deciding factor in selecting a partner. It is also critical to review the business and economic history of the environment, current climate and future predictions. The regional and national business performance, quality of life and people expenditure on similar product and services help to indicate the partners economic environment suitability. Development and management of international joint ventures in different environments creates their own challenges, above all cultural differences between two partners from different nations adds additional complexity. Other related issues and challenges are language barriers and consequence communication issues, management relationship conflicts, unclear objectives, different objectives, incompatible expertise / facilities, lack of partner support and involvement. Partner Compatibility Evaluation Before making any decision on selecting a joint venture partner, extensive research and detailed study are required to be carried out to identify the partners business prospects, objectives and the environmental and organisational characteristics. SWOT (strengths, weaknesses, opportunities and threats) analysis is very beneficial and could be utilised to identify the potential partners weaknesses and strength and how they match the companys requirements. This would help to establish if two businesses complement each other (Barnes, 2010). During the International join venture module and the team exercises, author gathered a list of important criteria that are crucial in the partner selection process: Past reputation and positive track record of collaboration, good brand, culture (national and corporate culture), Organisation size, mutual benefit potentials, compatibility of CEOs and the senior management team, ability to work together in operation levels, government laws and regulations, strategic clarity and compatibility, management style, subject matter knowledge and skills, experience in the related market and assets (Barnes, 2010). In this assignment author is going to analyse and explore Cultural differences between partners and Compatible management style. Culture Why culture is an important factor? There should be a cultural fit between companies, for example it is difficult to match a bureaucratic culture to non-bureaucratic culture, as resources are not used to obey rigid rules (e.g. managers stamp or signature to process tasks). International joint venture partnership cannot avoid cultural differences; there will always be a case of hybrid structures. According to Swierczek (1994) majority of joint ventures partnership failures are caused by cultural related issues and mismatches. A study of 110 joint ventures between America and Asia shows 50% of failure is mostly affected by non-complementary cultures and incompatibilities. Partners culture influences commonly known assumptions, unrecorded rules and regulations and common understandings. It is important to evaluate the potential impact of the partnerships effects on the general skills, quality, resources and the company systems and organisational structure. Due to the cultural differences and the need of cooperation, there would be a need to compromise; however the effect of this needs to be analysed and the impact carefully evaluated (Swierczek, 1994). One important factor that determines the success rate of an international joint venture partnership is culture compatibility; without this partners cannot work together and conflict can occur. Compatible cultures can create same understanding and harmony between the partners. To understand cultures and the factors that could impact the possibility of their compatibility, author has evaluated different angles and viewpoints of culture. According to Hofstede (1984) core aspects of culture are: High power distance: Communication with higher positioned members and senior managers has formal process with hierarchy organisational system. Low power distance: Members feel equal, included in decision-makings and communication with senior members and environment is more relaxed and informal. Individualism: Contributor is focused on self-success, own benefits and objectives. Collectivism: Contributor has more interest in team success and group interest High uncertainty avoidance: Keeping away from risk and getting out of conflicts Low uncertainty avoidance: Comfortable with approaching risks and dealing with disagreement Femininity: In Feminine cultures values and approaches are modest, emotional and considerate. Masculinity: This culture is oriented by Competiveness, assertiveness and achievements In authors opinion it is evident that cultures with different values can face conflicts and disagreements, different nations can have different understandings and interpretations and culture as a foundation affects the conflict management style. In multicultural joint ventures, partners communication style will differ and could clash with each other; this could be very frustrating and create unsuccessful results. Different culture means different languages, different outlook, beliefs and problem solving approaches. According to Swierczek (1994) Asian culture generally avoids conflicts and when it occurs they seek help from senior members to suggest solutions but in European cultures there is less respect for hierarchy and when confrontation occurs, the negatives would be pointed out directly. In authors personal experience from Asian and European cultures, people with different cultures have dissimilar attitudes in business, partly because of the educational and discipline methods, that differs in cultural backgrounds. Partnership between two firms could be successful if cultural differences are realised and analysed in early stages. This would be by identifying the potential problems and conflicts with proposed solutions enabling partners to benefit from constructive aspects of multicultural approach. According to Swierczek (1994) building a correct and effective organisational culture and considering the involved cultures could reduce the possible conflicts. To make conflict management more effective two methods are introduced: 1. Compromise style To prevent any win-lose outcome, participants would negotiate and agree to give up their benefits partly so their partner would gain mutual benefits as well. Also when same objectives cannot be reached or more than one agreement is on the table, compromising needs to take place. 2. Collaborative style All the participants need to get involved and identify roots of conflicts and assess the possible outcomes and damages then introduce solutions agreed by everyone (Swierczek, 1994) According to Al-Khalifa and Peterson (1999) in many failed international joint venture (IJV) cases, manufacturing process doesnt last very long and this is caused by the lack of understanding of the local cultural, political and economic environment. Cultures need to fit between the organisations, a lot of international joint ventures collapse because of cultural misunderstanding and differences; it is useful to research the local market first before entering the collaboration. An example of cultural difference is looked at by Lynn (2002) between Japanese and American companies, where Americans had the impression that Japanese are efficient and hardworking but were disappointed when saw different results after starting the international joint venture in America. In Japaneses view deadlines werent as important as it was for Americans, Japanese were more concentrated on what they want to achieve regardless of time but Americans aimed to finish the work by the deadline however possible. This was a big problem for Americans when they used one of Japanese suppliers and received the order six months late. In authors opinion the definition of hardworking and efficiency in different cultures differs where Japanese seem to be aiming for the best result and improving the quality and less concerned about the deadlines. This could be very frustrating to opposite partner with different attitude. It is important that companies find a partner that are compatible and have the same perspective and understanding. Culture awareness and a full initial analysis phase, to gather the required information, helps partners to evaluate the possibility of working together successfully and provide the bases so that parties design a framework and set a realistic plan that would work for both cultures. Partner complementary skill According to Zahra and Elhagrasey, (1994) majority of International joint venture failures are caused by selecting a wrong partner. Partner selection by their brand popularity or reputation is not enough and further research is needed to determine if the partners are compatible If Partners skills and strength matches or compliments the business requirements, the partnership objectives could be successfully met; these requirements could be market, skills or resource access related. The range of skills that each partner can contribute to a partnership varies. A purpose of a partnership would be to fulfill the business requirements where the necessary skillsets such as technical skills, market knowledge skills, production skills, management skills or resource access skills are not at a sufficient level. This could also be due to the associated costs or time limitations challenges with producing these skills locally / internally. When two partners skill sets complement each other, partnership can work well together, however if two partners have similar or identical skill, disagreements and competition could occur. Organisations can often learn from the skills and experiences offered by the partner in an international joint venture to enhance their offerings and abilities. This could reduce the needs of future partnerships. Management Style It is challenging to manage International joint venture (IJV) companies that have been created by two or more parent companies. These companies have different structures, goals, management style and organisational cultures. People management conflicts become evident when partners discuss how the organisation will be managed and who will be in charge. According to Matthews (1999) the problems with international joint venture that require control and structured management are: Different background and cultures Business geographical locations Inevitable IJV short lifetime Joint business political issues The opportunities where management style could have a critical impact include: Combination of technical and business skills Access to IJV parents staff Organizational learning According to Matthews (1999), developing ethnocentric mindset in organisations tends to concentrate on parent companys management methods, be narrow-minded and inflexible. Traditional IJVs used to concentrate on parent companys management procedures and problem solving process which mostly ended up unsuccessful but some chose to approach global mindset and try to understand different cultures, agree to diversity and apply different management approaches where needed. Multiple IJVs management style Within multiple IJVs it is gathered that decentralised approach is more successful than centralised approach. After forming IJVs in different locations and setting up the operations successfully each overseas IJV would plan and react to local market demand. This would improve efficiency and make them able to respond to local customers immediately. According to (Yan and Duan, 2004) matching partners need to have compatible management culture and strategy, consensus on strategies, control and operations management. In authors opinion compatible management style is about managers with efficient communication and skills in creating a balanced relationship between partners. Management control and strategy is the key to be agreed by both parties to prevent any conflicts during the IJV and management control to prevent problems such as rush growth, ineffective use of resources and autonomous goals. Within this process partners need to have a structured management system and build an independent organisational culture. According to Gil and Butler (2003) it is easier to work with an international partner when managers have international business experience and cultural knowledge, this awareness enables them to adapt to environment, have positive attitude, respect multicultural environment and identify business partners capabilities Therefore having multicultural market knowledge can create an opportunity for both partners to understand and respect cultures, agreeing on what is best for joint partnership. According to Gil and Butler (2003) the stability of the relationship depends on trust, conflict and dependenceÂÂ  influenced by management skills affecting IJV performance. Some of the important skills in managing IJV are: Negotiation skills: Compromise, exchange ideas and make decisions at different levels e.g. Engineers and Stakeholders Management Political skills: Negotiate and communicate with government members involved in IJV Diplomacy: Dealing with conflicts and resistance within the partner relationship Inter-partner skills: Managing partnership, communication, expectations and setting objectives Influential skills: Influence and motivate team members Managing ambiguity: Bringing objectives and vision as close as possible. In authors opinion in hybrid IJV organisations, it is difficult to avoid conflicts and control system with openness management style. First steps in IJV early stages are: To identify problems and related solutions agreed by everyone To plan and ensure that the management strategy matches the IJV environment Flexible management approach to adopt as changes happen Balanced relationship creates harmony and trust, successfulÂÂ  managementÂÂ  of an international joint venture mainly depends on a balanced partnership which is based on trust and shared ownership, where parties communicate effectively and clearly to help efficient move towards common goals and clear objectives. At the same time extra cautious needs to be taken when dealing with sensitiveÂÂ  culturalÂÂ  andÂÂ  regionalÂÂ  issues, withÂÂ  a certainÂÂ  degreeÂÂ  ofÂÂ  diplomacy, people andÂÂ  languageÂÂ  skills. Creating good condition for partnership Prior to start of any engagement when forming a joint venture partnership, it is essential for both parties to setup an agreement clearly defining expectations and scope. This will form a clear understanding between partners and helps with effectiveness of communications between parties (Barnes, 2010). In authors opinion to increase the chances of relationship survivor it is important to be open about every aspect of the business from beginning in particularly about financial matters to gain the partners trust. Agreements on goals, responsibilities and performance measurements (KPI) in early stages could indicate any problems and warnings, which could be resolved and prevented in early stages. In the meantime flexible relationship and atmosphere is essential to allow freedom of speech and involvement in suggesting improvements or even change of original objectives. Any partnership would encounter problems and disagreements, however looking at problems positively and promoting an attitude to create situations where win-win approach (Barnes, 2010) is applied is the key for creating a good condition for a successful partnership. There are a number of elements that would significantly impact the condition of an international joint venture experience and environments: Invest time and effort to get to know the partner In an international joint venture partnership it is important for the parties to take the time to get to know each others organisational structure, cultural habits and methods of work. Clear objectives Setting clear objectives and goals prior to any engagements is essential to prevent any ambiguity and conflicts. Management style IJV complex environment could create conflict and ambiguity between partners, compatible management skills could create balanced relationship. Roles and responsibility definition and assignment In a complex joint venture partnership with a large number of unknowns and a mixture of cultures, habits, structures and skillsets, roles and responsibilities ought to be defined clearly to avoid disappointment and ensure effective partnership condition. Expectation management Open and honest communications from start of the business to the end is essential, people involved need to understand what will be achieved and when this will be achieved. Everyone needs to understand the objectives and progress of them. Misunderstood or unrealistic expectations can make a successful process ending as a failure. Create Trust When an environment is stabilised and partners have agreed on compatible goals with set mutual benefits, both parties need to work on gaining each others trust to enable smooth process avoiding unnecessary red tapes to maximise efficiency and workforce effectiveness. Risk forecast, evaluation and prevention It is important for companies in a joint venture partnership, to identify and evaluate the risks related to the partnership program and the associated impacts. Identifying problems and risk evaluation in early stages would prevent any unexpected surprises during the process. Also this would give an opportunity toÂÂ  analyse issues and find solutions. Following are examples of potential risks with IJV partnership: Language barriers Multinational partnership involves different languages; a solution needs to be applied to overcome language barriers. Full reliance on interpreters and translators could introduce additional risks where individuals do not have the required technical and related business experiences. It is highly advantageous if the employee involved with the business strategy, have related knowledge, background as well as being bilingual. Culture Different cultures represent unknowns and risks. Respecting multicultural environment and having awareness could prevent future conflicts, create opportunities to utilise multinational benefits and minimize the level of disagreements between parties. Politics Government laws and regulations vary in different countries. Time need to be invested to fully understand the local policies where the venture is based. Organisational strategies Organisational strategies mismatch between companies could directly or indirectly affect the objectives. These inconsistencies are required to be identified and highlighted to be considered during the planning phase to avoid potential future issues. Geographic consideration Local and related market condition as well as work ethic should be considered and matching business environment appropriately applied. Communication Clear communication is crucial in IJV environment where a lot of conflicts and confusion could occur because of cultural differences. Setting an open networks and freedom where employees can approach management levels easily could create an opportunity for everyone to get involved. Conclusion For countries to develop, create new technologies, use new facilities market and products, joint venture is very beneficial. Joint venture is an opportunity to boost businesses and continues to occur in more countries. Every international joint venture starts with different cultures and because of its multicultural nature it is unavoidable to experience disagreements. Creating mutual benefits and harmonious environments with common objectives and agreed values can overcome the cultural differences and create common culture which benefits partners and uses the positive side of multicultural partnership. It might be more effective to invest in countries that have similar cultures because it would be easier to understand the business networks, market needs and to resolve problems. With countries developing to be multicultural and expanded communication network reaching further distances, it is getting easier to approach new opportunities. People are interested to know other cultures and learn about others. The challenges and complexity in different cultures is unavoidable but nations awareness is very high hence their approach to each other is very positive and relaxed. While achieving strategic fit is more fundemental to the viability of a partnership,a good cultural fit optimises the potential of the partnership and helps to avoid the threats to its continuation which arise from misunderstanding and antipathy. While it is important for partners in an IJV to establish a strategic fit to help improve feasibility of a partnership, an effective cultural match between the companies creates opportunities for a stronger relationship. This helps to avoid misunderstanding, risks and potential issues that could cause damage the partnership. Partners need to establish trust, honesty and priorities to understand elements of successful IJV, structuring relative management style, which is independent from parents company strategy and assigning partners management responsibilities according to their expertise promises positive outcome at the end of the partnership. Partners require creating a relationship based on honesty trust. It is vital for the parties to invest time and resource to understand fundamentals of a successful IJV partnership. Reforming and creating a relative management strategy, which is independent from partner companies are key to a successful joint venture partnership.

pitch perception :: essays research papers

page References Baharloo, S., Johnston, P. A., Service, S. K., Gitshcier, J., Freimer, N. B. (1998). Absolute pitch: An approach for identification of genetic and nongenetic components. American Journal of Human Genetics, 62, 224-231. Retrieved 11/16/2004. Deutsch, D. (1985). Dichotic listening to melodic patterns and its relationship to hemispheric specialization of function. Music Perception, 3, (2), 127-154. Gregersen, P.K. (1998). Instant recognition: The gentics of pitch perception. American Journal of Human Genetics, 62, 221-223. Retrieved 11/16/2004. Heaton, P., Hermelin, B., Pring, L. (1998). Autism and pitch processing: a precursor for savant musical ability? Music Perception, 15, (3), 291-305. Lenhoff, H., M., Perales, O., Hickok, G. (2001). Absolute pitch in Williams syndrome. Music perception, 18, (4), 491-503. Levitin, D., J., Bellugi, U. (1998). Musical abilities in individuals with Williams Syndrome, Music Perception, 15, (4), 357-389. Pechstedt, P., H., Kershner, J., Kinsbourne, M. (1989). Musical Training improves processing of tonality in the left hemisphere. Music Perception, 6, (3), 275-298. Simpson, J., Huron, D. (1994). Absolute pitch as a learned phenomenon: Evidence consistent with the Hick-Hyman law. Music Perception, 12, (2), 267-270. Sloboda, J. A. (1985). An exceptional music memory. Music Perception, 3, (2), 155- 170. Nature or Nurture: The origins of pitch Perception For most of us, quick and accurate perception of the visual world is essential for getting around in life; we take for granted our instant recognition of color, shape, distance, and the physical relationships between objects. Many aspects of the auditory world are also apprehended in an effortless manner: a nighttime whistle is easily identified as a distant train, without any deliberation. However, identifying the pitch of an isolated whistle is beyond the abilities of most people. This is also the case for most musicians, despite the fact that they spend every day working in the context of a standardized system of pitch relationships. Those rare individuals who can instantly recognize the pitch of a random piano tone or passing car horn, without the use of a reference pitch, possess a cognitive ability that is termed "absolute pitch." The range of useful musical pitches is 20-5,000 Hz, which is, roughly the range of a piano keyboard Pitch is a one-dimensional attribute defined by the number of vibrations, per second, emanating from a sound source, such as a plucked string The peripheral auditory organs are designed specifically for frequency analysis. The cochlear basilar membrane vibrates, at each point along its length, with an optimal resonant frequency. The fact that all humans are quick to appreciate the differences in timbre between instruments illustrates the extreme sensitivity of this organ to complex frequency spectra.

Advertising in Scholls Essay -- Economics

Imagine walking around the hallways of Cherokee High School and seeing big corporate logos hanging everywhere. Though, some may not find this to be an ideal situation to having corporate sponsors or partners, but the opportunities that accompany these small sacrifices are vast. Although, there are some negative effects about having corporate sponsors, such as unsuitable product influence, there are countless ways that having a corporate sponsor or partner can improve the well-being of the school and provide more chances for local businesses to show their support, help students advance in their studies and helping schools with their budget problems. Local businesses such as Ragazzi’s, Sal’s and Champp’s, could help fortify the student body and the community as a whole, while also gaining publicity at the same time. All of these restaurants could help the school by sponsoring their sports teams, school events and catering club parties, fundraisers or sports banquets. By sponsoring and catering these events, the business would not only be helping out the school by catering them fo...

Tqm 6 Sigma

Six sigma and Total Quality Management 1 1 X Six sigma and Total Quality Management Department of Industrial and Systems Engineering Chung Yuan Christian University Taiwan, R. O. C. 1. The practices and implementation of Six Sigma In the past two decades, Six Sigma methodology has been widely adopted by industries and non-profit organizations throughout the world. In this section, we demonstrate the development of Six Sigma program, and discuss the features and the five steps of the improvements 1. 1 The introduction of Six Sigma Six Sigma methodology was first espoused by Motorola in the mid 1980s. Antony & Banuelas, 2002; Wiklund & Wiklund, 2002). At that time, Motorola was facing Japanese competition in the electronics industry and needed to make drastic improvements in its levels of quality (Harry and Schroeder, 2000; Linderman et al. , 2003). A Six Sigma initiative ,which is originally focused on manufacturing process and product quality (Harry & Schroeder, 2000), is also design ed to change the culture in an organization through breakthrough improvement in all aspects of the business (Breyfogle III et al. , 2001, p. 32).The Six Sigma architects at Motorola focused on making improvements in all operations within a process—thus producing results far more rapidly and effectively (Harry & Schroeder, 2000). The successful implementation of the Six Sigma program in Motorola led to huge benefits. Motorola recorded a reduction in defects and manufacturing time, and also began to reap financial rewards. Within four years, the Six Sigma program had saved the company $2. 2 billion (Harry & Schroeder, 2000). The crowning achievement was being recognized with the Malcolm Baldrige National Quality Award (Breyfegle III et al. 2001; Wiklund & Wiklund, 2002). IBM, SONY, and Allied Signal successfully followed Motorola in implementing Six Sigma. Allied Signal began its Six Sigma activities in the early 1990s, It successfully attained savings of US$2 billion during a five-year period (Klefsjo et al. , 2001). Sooner, the impressive results obtained by Allied Sigma induced General Electric (GE) to undertake a thorough implementation of the Six Sigma program in 1995 (Pande et al. , 2000) as a corporate initiative to improve net profits and operating margin (Hendricks and Kelbaugh, 1998).The 1999 annual report of GE showed that the implementation produced more than US$2 billion in benefit (Slater, 2001; Coronado & Antony, 2002, Raisinghani et al. , 2005). Yang, Ching-Chow www. intechopen. com 2 Quality Management and Six Sigma As a result, the impressive benefits of implementing Six Sigma programs in Motorola, Allied Signal, and GE led the Six Sigma methodology being widely adopted by industries throughout the world. American Express, Ford, Honda, and Samsung have all applied the methodology (Klefsjo et al. , 2001; Sandholm & Sorqvist, 2002; Yun and Chua, 2002).The Six Sigma has become the most prominent trend in quality management (Sandholm & Sorqv ist, 2002; Yang, 2004) not only for manufacturing and service industries, but also for non-profit organizations and government institutes. The GE-6? program and the Motorola Six Sigma program did have some differences. Whereas Six Sigma activities in Motorola had focused on product quality and the manufacturing process, the GE-6? program extended the improvement activities to cover all key processes related to customer satisfaction. 1. 2 Some key views on Six Sigma Several prominent researchers have expressed views on Six Sigma. Hahn et al. (1999) emphasized that Six Sigma improvement is a highly disciplined and statistically based approach for removing defects from products, processes, and transactions, involving everyone in the corporation. * Harry & Schroeder (2000) emphasized that Six Sigma provides maximum value to companies—in the form of increased profits and maximum value to the consumer through high-quality products or service at the lowest possible cost. * Harry & S chroeder (2000) also concluded that Six-Sigma is a business strategy and philosophy built around the concept hat companies can gain a competitive edge by reducing defects in their industrial and commercial processes. * Pande et al. (2000) commented that Six Sigma is a comprehensive and flexible system for achieving, sustaining, and maximizing business success. It is driven by close understanding of customers’ needs and disciplined use of facts, data, and statistical analysis. * Pearson (2001) described Six Sigma as a program that combines the most effective statistical and non-statistical methods to make overall business improvements. Slater (2001) stated that the Six Sigma approach provides a very specific control program with control techniques that ensure continuation of improved processes. * Lucas (2002) described Six Sigma as a statistical business system and a functional methodology for disciplined quality improvement that achieves successful outcomes. * Treichler et al . (2002) concluded that Six Sigma is a highly disciplined process that helps organizations to focus on developing and delivering near-perfect products and services. It is also, in Treichlers’ (2002) view, a change-acceleration process that focuses on pursuing success and the rapid adoption of change. Yang (2004) asserted that the GE-6? program and the Motorola Six Sigma program did have some differences. Whereas Six Sigma activities in Motorola had focused on product quality and the manufacturing process, the GE-6? program extended the improvement activities to cover all key processes related to customer satisfaction. www. intechopen. com Six sigma and Total Quality Management 3 In addition to the major features noted above, other features of the GE-6? program include (Breyfegle III et al. , 2001; Pande et al. , 2000; Treichler et al. 2002). * GE-6? rojects are integrated with the company’s visions and strategies; * all GE-6? projects are rigorously evaluated for finan cial impact; * everyone who contributes to the success of the program receives significant rewards, especially in terms of staff promotion; * significant financial incentives (representing 40% of all bonuses received by employees) are tied to GE-6? projects; * a sound statistical approach to improvement is adopted; * projects are completed rapidly (usually within 3–6 months); and * bottom-line results are expected and delivered. 1. 3 Implementation of GE Six Sigma The main features of GE-6? re discussed above, in this subsection we introduce the implementation of GE Six-Sigma: * improvement steps; * * staff roles; and investment in training. 1. 3. 1 Improvement steps There have been many improvement models for process improvement or re-engineering. Most of these have been based on the steps introduced by W. Edwards Deming, which can be characterized as ‘Plan’, ‘Do’, ‘Study’, and ‘Act’ (PDSA)(Deming, 1993). GE-6? has a five-p hase improvement cycle that has become increasingly popular in Six Sigma organizations: ‘Define’, ‘Measure’, ‘Analyze’, ‘Improve’, and ‘Control’ (DMAIC).There is another cycle characterized as ‘Define’, ‘Measure’, ‘Analyze’, ‘Design’, and ‘Verify’ (DMADV) (Pande et al. , 2000). Like other improvement models, the DMAIC (or DMADV) model is grounded in the original Deming PDCA cycle. Usually, Six Sigma organizations use DMAIC for process improvement and DMADV for process design (and redesign). Table 1. 1 describes the specific tasks in each step, and the tools and techniques used in the steps. Step Define ? ? ? ? ? ? Map process and identify inputs and ? outputs ? ? Establish measurement system for ? inputs and outputs ? ? Understand the existing capability of ? rocess ? ? ? ? ? Specific tasks Identify improvement issues Organize project team Set-up improvem ent goal Estimate financial benefit Measure Tools and techniques employed Customer complaint analysis Cost of poor quality (COPQ) Brainstorming Run charts, control charts Benchmarking Process map (SIPOC) Cause and effect matrix Gauge R&R Control charts Process capability analysis Failure models and effects analysis (FMEA) www. intechopen. com 4 Quality Management and Six Sigma ? Identify sources of variation in ? ? ? ? ? ? ? ? ? Analyze Improve ? ? ? Control projects Table 1. 1 DMAIC steps and tools usage ? ? Standardize the process ? ? Maintain critical inputs in the optimal ? area ? ? Verify long-term capability ? ? Evaluate the results of improvement process Identify potential critical inputs Determine tools used in the improvement step Conduct improvement actions Use experiments Optimize critical inputs Cause-and-effect diagram Pareto diagram Scatter diagram Brainstorming Analysis of variance (ANOVA) Design of experiment (DOE) Quality function deployment (QFD) Process capability analysis Control charts Standard operation procedure Process capability analysis Fool-proofing (Poka Yoke) Run charts . 3. 2 Staff roles Along with the systematic improvement steps described above, the design of specific roles and their effective operations are important factors of the GE-6? program. Senior management is ultimately responsible for the success of the project through the provision of sufficient support, resources, and strong leadership. The implementation of GE-6? is thus top–down. The chief executive officer (CEO) is usually the driving force who sets up the vision, develops the strategies, and drives the changes.Apart from the critical role of the CEO, other players also have their specific roles (Henderson and Evans, 2000): (i) ‘Champions’ are usually the senior managers, who are the sponsors of the project and responsible for success of Six Sigma efforts, they are fully trained business leaders who promote and lead the deployment of Six-Sigma projects; (ii) ‘Master Black Belts (MBBs)’ are the full-time teachers and consultants, they are responsible for Six-Sigma strategy, deployment, training, mentoring, and results.A master Black Belt in Motorola has leaded as a Black Belt for about ten successful projects at least five years, and needs the recommendation of high managements; (iii) ‘Black Belts (BBs)’ have the key operational role in the program as full-time Six Sigma players, they are fully-trained Six-Sigma experts and lead the improvement teams. They are qualified as they successfully leaded at least two Six-Sigma projects; (iv) ‘Green Belts (GBs)’ are the process owners who, led by the BBs, work on Six Sigma projects while holding down their original job functions in the company. . 3. 3 Investment in training Because training is a key ingredient in achieving success through Six Sigma (Pande et al, 2000), Motorola and GE have invested heavily in employee training for their Six-S igma programs. Motorola invested $150 million per year in Six-Sigma courses, GE also spent $ 500 million per year in the implementation of Six-Sigma program (Sandholm and Sorqvist, 2002), GE has invested more than a billion dollars in this effort (Hahn et al. , 1999). GE has designed ww. intechopen. com Six sigma and Total Quality Management 5 a complete training plan for the various roles described above—from the CEO, to the ‘Champions’, ‘MBBs’, ‘BBs’, and ‘GBs’. In addition, the training program extends to all other employees in the organization. The training courses are comprehensive and cover team leadership skills, measurement and analytical tools, especially statistical methods, improvement tools, planning and implementation skills, and so on.For examples, (i). Champions have one week champion training related to Six-Sigma development, leadership, and the implementation plan. (ii). BBs spend about four to five weeks to receive the intensive, highly quantitative training, roughly corresponding to the five steps of the implementation of Six-Sigma improvement project. Thus, the length of training is approximately 16-20 weeks. (iii) GBs receive the training of six to ten days.The courses include the statistical tools and the use of statistical software, the detailed modules of five steps, the innovative and improvement tools, and the skill of project management. (iv) MBBs then take over the responsibility of the training for all the BBs and GBs. 2. The critical success factors of the implementation of Six-Sigma In this section we want to discuss the critical success factors for the successful implementation of Six-Sigma projects.We investigate the importance degree of the critical success factors in implementing Six Sigma, and their implementation level by using the questionnaire survey. 2. 1 The consideration of critical success factors Table 2. 1 lists the key factors, as asserted in five previous studies. The factors identified by Coronado & Antony (2002) and Antony & Banuelas (2002) are almost identical, with the exception that Coronado & Antony (2002) added one extra factor (â€Å"communication†). Most of the success factors in the other three studies are included in the work of Coronado & Antony (2002).The total twelve critical success factors in Coronado & Antony (2002) are considered in the present study In addition, two additional key factors, â€Å"complete evaluation system of project performance† and â€Å"promotion and incentive for employees tied to the results of Six Sigma projects†, are also considered in this chapter according to Yun & Chua (2002) and Sandholm & Sorqvist (2002). The former introduces the factor of â€Å"accurate and fair evaluation of all successful Six Sigma projects with meaningful recognition and rewards for employees†.The later suggests â€Å"focus on results† to assert that the employee promotion and ince ntive compensation are tied to the results of Six Sigma projects. Finally, apart from the above, another key success factor somewhat neglected by previous studies is the application of techniques and innovations. Although Coronado & Antony (2002) and Klefsjo et al. (2001) mention it as a required technique in the progress of Six Sigma projects, and Yun & Chua (2002) asserts that â€Å"linkage with all innovation and infrastructure activities† is also a key factor. We therefore add another key factor: â€Å"usage of innovative techniques and IT systems†.In total, a study is conducted to adopt fifteen critical success factors in the questionnaire to investigate the extent to which they are implemented and their degree of importance from the firms’ perspective. www. intechopen. com 6 Quality Management and Six Sigma The author conducted the empirical study for those enterprises have implemented Six Sigma program in Taiwan, The aim of this empirical study is to inve stigate the importance degree and the implementation level of the critical success factors. Thus, the research design is conducted according to the aim of the research. The Likert-type scale is used in the questionnaire.In the investigation of the importance degree of the critical success factors, a five-point scale from 1 (not important) to 5 (very important) is used. In the analysis of implementation level, a five-point scale from 1 (not implemented) to 5 (full implemented) is adopted 2. 2 The analysis of critical success factors The main focus of this study is to analyze the degree of importance of critical success factors for Six Sigma effectiveness as perceived by the respondents, and to assess the implementation level of these critical success factors by the organizations (see Table 2. 2).As Henderson & Evans (2000) notes that â€Å"top management leadership and support† should be the critical success factor, our first priority of success factors is â€Å"top managemen t involvement and commitment†. The other critical success factors are prioritized as follows: â€Å"cultural change†, â€Å"communication with all employees to achieve congruence†, and â€Å"training in Six Sigma†, and so on. It should be noted that â€Å"employees’ promotion and incentive tied to the results of Six Sigma projects† is considered as an important factor for the success of Six Sigma in GE (Hendericks & Kelbaugh, 1998; Henderson & Evans, 2000). However, inTaiwan, this practice is not followed in the industries investigated. Hahn et al. , 1999 Key factors for Six ? Quantified functional impact Sigma effectiveness ? Continued top management support and enthusiasm ? The emphasis on a quantitative and disciplined approach ? The value placed on understanding and satisfying customer needs ? Combining the right projects, the right people, and the right tools Yun & Chua, 2002 Success factors for ? Strong proactive support with required S ix Sigma resources provided by top management ? Acceptance and implementation of Six Sigma’s effectiveness basic disciplines by employees ?Linkage with all innovative and infrastructure activities ? Accurate and fair evaluation of all successful Six Sigma projects with meaningful recognition and rewards for employees www. intechopen. com Six sigma and Total Quality Management 7 ? Management commitment and visible support Sandholm & Sorqvist, 2002 Requirements for Six Sigma success ? Adaptation to an organization’s situation and ? Development of uniform language & ? Prioritization and selection of projects ? Focus on training and its content ? Customer orientation ? Focus on results ? Investment of adequate resources Treatment of Six Sigma as a holistic concept needs ? Responsiveness to external influences. ? Follow-up and communication of success stories ? Cultural change ? Management involvement and commitment ? Development of strategy to introduce Six Sigma terminolo gy Coronado & Antony, 2002 Critical success factors for Six Sigma projects ? Understanding tools and techniques within Six ? Project prioritization and selection Key ingredient for ? Management involvement and commitment ? Cultural change Six Sigma ? Organization infrastructure effectiveness ? Training ? Project management skills ?Project prioritization and selection, reviews and tracking ? Understanding the Six Sigma methodology, tools, and techniques ? Linking Six Sigma to business strategy ? Linking Six Sigma to customers ? Linking Six Sigma to human resources ? Linking Six Sigma to suppliers Table 2. 1 Critical success factors for Six Sigma effectiveness ? Project management skills ? Linking Six Sigma to suppliers ? Linking Six Sigma to human resources ? Linking Six Sigma to customers ? Linking Six Sigma to business strategy ? Training ? Organization infrastructure ? Communication SigmaAntony & Banuelas, 2002 www. intechopen. com 8 Quality Management and Six Sigma Critical succe ss factor 1. Top management involvement and commitment 2. Cultural change 3. Organization infrastructure 4. Training in Six Sigma 5. Project management skills 6. Project prioritization and selection 7. Understanding methods, tools and techniques within Six Sigma 8. Linking Six Sigma to business strategy 9. Linking Six Sigma to customers 10. Linking Six Sigma to human resources 11. Linking Six Sigma to suppliers 12. Communication with all employees to achieve congruence 13.Complete evaluation system of project performance 14. Employees’ promotion and incentive compensation tied to the result of Six Sigma projects 15. The usage of innovative techniques and IT systems Importance degree mean order 4. 808 4. 365 4. 019 4. 192 3. 865 4. 077 4. 137 4. 192 4. 192 3. 725 3. 635 4. 231 4. 135 3. 885 3. 596 1 2 10 4 12 9 7 5 6 13 14 3 8 11 15 Implementation level mean order 3. 885 3. 192 3. 596 3. 981 3. 577 3. 558 3. 667 3. 423 3. 269 2. 882 2. 692 3. 519 3. 481 2. 981 2. 942 2 11 4 1 5 6 3 9 10 14 15 7 8 12 13 To be improved factor * * * * * Table 2. Importance degree and implementation level of critical success factors Most of the organizations paid significant attention to training in Six Sigma. The factor of â€Å"training in Six Sigma† is thus the first priority of implementation level, followed by such factors as â€Å"top management involvement and commitment†, â€Å"understanding methods, tools and techniques within Six Sigma†, â€Å"organization infrastructure†, and so on (see Table 2. 2). In Table 2. 2, if a critical success factor has a higher importance degree with a lower implementation level, then the firm should pay more attention on its implementation.In this case, we denote five CSFs as the â€Å"to be improved† factors for the industries in Taiwan: – Top management involvement and commitment – Cultural change – Communication with all employees to achieve congruence – Linking Six Sigm a to business strategy – Linking Six Sigma to customers. www. intechopen. com Six sigma and Total Quality Management 9 3. The Integrated Model of TQM and Six Sigma By the end of the 1970s, the competitiveness of Japanese industries had equaled or exceeded that of American industries.In large part, this was due to the successful Japanese implementation of company-wide quality control (CWQC) (Powell, 1995). By the 1980s, Japanese CWQC had been replicated in the United States, and total quality management (TQM) soon became the prevailing business strategy adopted by industries around the world. This evolution of TQM has resulted from the development, on a global scale, of a consistent philosophy concerning the relationship between business and customers. At various stages in this development, different ideologies and practices for implementing quality management have been prominent, but the onsistent goal has been to pursue the quality of products and services, to reduce costs, and to raise business performance. The success of Japanese industries in the total and effective implementation of TQM meant that Japanese firms led the way in the production of good-quality products at lower cost. 3. 1 The decreasing adoption of TQM and the increasing trend of Six-Sigma The successful implementation of TQM does indeed result in better business performance, as firms expect (Hendricks & Singhal, 1996; Gunasekaran, 1999; Hansson & Eriksson, 2002).The benefits come in the areas of cost reduction, increased market share, increased profit, and enhanced business competitiveness (Youssef et al. , 1996; Gunasekaran, 1999). TQM has therefore been widely adopted by industries, even in non-profit and governmental organizations (Powell, 1995; Zabaha et al. , 1998). Several critical factors are essential if TQM is to be successfully implemented. These include the support of top management, visionary leadership, effective management of human resources, employee involvement, and a corporate culture of commitment to quality and customer satisfaction (Joseph et al. 1999; Sureshchandar et al. , 2001). However, in practice, these corporate factors are not easy to achieve. As a result, the literature contains reports of several cases in which the implementation of TQM has failed. Hubiak & O’Donnell (1996), for example, have asserted that approximately two-thirds of companies in the United States have either failed or stalled in their attempts to implement TQM. Many of these TQM programs have been cancelled, or are in the process of being cancelled, as a result of the negative impact on profits (Anonymous, 1996).The failure implementation of TQM is due to several factors. Besides the difficult achievement of TQM practices, one of them is that TQM has been a rather diffuse concept, with many vague descriptions but few more graspable definitions, and the management does not have a complete picture of what TQM really means (Hellsten & Klefsjo, 2000). Another o ne is that too management teams over the world do not realize that implementation of TQM means a cultural change (Hansson & Klefsjo, 2003). In fact, TQM was one of two workplace trends that recorded a significant decline in 1996 (Anonymous, 1996).Academic discussion of TQM and its implementation has suffered a similar decline in recent years. Is this trend really due to poor corporate business performance as a result of the implementation of TQM, with a consequent decline in the implementation of TQM, as has been asserted (Anonymous, 1996)? It is a contention that this is not an accurate reflection of the current status of TQM. Reports of instances of failed TQM implementation are only part of the explanation for the apparent declining trend in TQM. In reality, TQM has been so prominent for about twenty years that many firms and institutions have incorporated TQM ww. intechopen. com 10 Quality Management and Six Sigma into daily management activities. The result is that a well-estab lished model of TQM has been so much a part of the routine business activities, that the ‘decline’ in discussion and implementation of the TQM is apparent, rather than real. As interest in TQM has apparently waned, interest in the Six Sigma program has increased. Since General Electric (GE) initiated its Six Sigma program (GE-6? ) in October 1995, the results have been far beyond the company’s original hopes and expectations.Based on the remarkable business successes achieved in GE and other large corporations, an increasing number of companies have initiated the GE-6? program as a business improvement and re-engineering strategy (Pearson, 2001; Lucas, 2002). As a result, the Six Sigma program has gained great popularly in recent years (Slater, 2001; Lucas, 2002). It has even been suggested that TQM will be replaced by Six Sigma as the main strategy for successful business management. However, such assertions reveal a fundamental misunderstanding of the nature of TQM and its relationship with GE-6?. For example, Pande et al. 2000) have asserted that TQM is less visible in many businesses than it was in the early 1990s, pointing to several major TQM gaffes as reasons for this apparent decline. According to Pande et al. (2000), these problems include a lack of integration, leadership apathy, a fuzzy concept, an unclear quality goal, failure to break down internal barriers, inadequate improvements in performance, and so on. They conclude that Six Sigma can overcome many of the pitfalls encountered in the implementation of TQM and, hence, that Six Sigma’s expansion heralds a ‘rebirth’ of the quality movement (Pande et al. 2000). However, Klefsjo et al. (2001) and Lucas (2002) have a different perspective. Klefsjo et al. assert that Six Sigma is a methodology within- not alternative to TQM. Lucas asserts that Six Sigma is essentially a methodology for disciplined quality improvement. Because this quality improvement is a prim e ingredient of TQM, many firms have found that adding a Six Sigma program to their current business system gives them all, or almost all, of the elements of a TQM program.Lucas has thus concluded that: Current Business System + Six Sigma = Total Quality Management The TQM pitfalls noted by Pande et al. (2000) are not essential features of TQM. Rather, they are caused by incorrect practices adopted by firms, especially the lack of proper endeavour shown by management in the implementation of TQM. 3. 2. Total quality management Since TQM began in the mid 1980s, several gurus, like Deming, Juran and Ishikawa have much contribution on the development of TQM (Boaden, 1997).Besides, many researchers and experts on quality management have been eager to study the essentials of TQM. In the beginning, there was a lack of consensus on the contents and practices of TQM. Now, with TQM having been implemented for more than twenty years, academics and practitioners alike have achieved a degree of consensus on TQM. Tobin (1990) has stated that TQM is a totally integrated program for gaining competitive advantages by continuously improving every facet of organizational culture.TQM programs are usually based on the ‘quality philosophies’– customer focus, employee participation, teamwork, and management by facts and continuous improvement (Brown, 1992). TQM is therefore an integrated management philosophy and set of practices that emphasize increased employee involvement and teamwork, continuous improvement, meeting customers’ requirements, team-based problem-solving, constant measurement of results, closer relationship with suppliers, and so on (Ross, 1993).Short and Rahim (1995) www. intechopen. com Six sigma and Total Quality Management 11 have agreed that TQM can be viewed as a set of philosophies and methods used by an organization to guide it in continuous improvement in all aspects of its business. McAdam and McKeown (1999) have concluded that customer focus, employee involvement, empowerment, teamwork, measurement tools, training, quality systems, and top management commitment are all key factors in the successful implementation of TQM.Boaden (1997) also examine the critical elements of TQM based on some early studies. It is worthwhile to refer to the research of Sila & Ebrahimpour (2002), they conduct a huge investigation of elements of TQM survey based on 347 researches published between 1989 and 2000. These views indicate that, although various researchers approach the issues of TQM from different perspectives, there is a general consensus regarding the essential principles, practices, and values of TQM (Hellsten & Klefsjo, 2000).On the basis of these various approaches, especially the research of Sila & Ebrahimpour (2002) and Yang (2003a), the present subsection asserts the following to be essential agreed elements of TQM: * customer focus and satisfaction; * training and education; * top management commitment, suppo rt, and leadership; * teamwork; * employee involvement; * quality assurance; * quality information system and application; * continuous improvement; * flexibility * benchmarking and strategy planning; * process management; * product and service design and quality control; * employee management and empowerment; * corporate quality culture; 3. Comparison between TQM and GE-6? As previously noted, the passion for TQM has apparently declined, whereas GE-6? has been receiving increased attention (Anonymous, 1996; Pande et al. , 2000). As a result, there are several assertions related to the relationship between TQM and GE-6? appeared, especially the treatise that TQM will be replaced by GE-6?. However, there are very few studies in the literature that directly compare TQM with GE-6? completely, and in the limited studies that do exist, conclusions on the relationship between TQM and GE-6? have differed significantly.Harry (2000b) has claimed that Six Sigma represents a new, holistic, mul tidimensional systems approach to quality that replaces the â€Å"form, fit and function specification† of the past. However, it is not readily apparent from Harry (2000a) which aspects of this multidimensional systems approach are presumed to be absent from TQM. Breyfegle III et al. (2001) have stated that Six Sigma is more than a simple repacking of the best from other TQM programs. Pande et al. (2000) had already taken a similar approach when they provided a review of some of the major TQM gaffes, and then compared TQM and GE-6? n the light of these problems with a view to showing how successful implementation of Six Sigma can overcome these failures. However, it should be noted that www. intechopen. com 12 Quality Management and Six Sigma these gaffes are principally a result of inappropriate implementation processes, rather than being caused by inherent TQM concepts and practices. In view of a lack of consensus on the relationship between TQM and GE-6? , the present sect ion wants to compare TQM and GE-6? by using complete perspectives.The author reviewed several studies (Boaden, 1997; Hermel, 1997; Goh, 2002), and selected the appropriate criteria used in these researches, and then integrated into 12 dimensions. They are: (i) development; (ii) principles; (iii) features; (iv) operation; (v) focus; (vi) practices; (vii) techniques; (viii) leadership; (ix) rewards; (x) training; (xi) change; and (xii) culture (Yang, 2004). These are presented in Table 3. 1, which represents a comprehensive review of the similarities and differences between the two approaches. 3. 4 Integration of TQM and GE-6?It has been suggested that the implementation of TQM results in an over-emphasis on customer satisfaction, with a relative neglect of the pursuit of profits (Anonymous, 1996). Indeed, several empirical studies have asserted that implementing TQM might not achieve any significant positive effect on profitability (Bergquist & Ramsing, 1999; Harry, 2000b; Breyfegle III et al. , 2001). Furthermore, Harry (2000a) has noted that â€Å"What’s good for the customer is not always good for the company†. In contrast, it is argued that GE-6? achieves both customer satisfaction and excellent financial performance.The major problem with TQM is that there is a disconnection between management systems designed to measure customer satisfaction and those designed to measure business profitability, and this has often led to unwise investments in quality (Breyfegle III et al. , 2001). It should be recognized that the objective of TQM is to achieve customer satisfaction, in order to increase customer loyalty. To sustain competitiveness and long-term profitability, companies not only devote themselves to attracting new customers, but also to retaining old customers in a continuous business relationship with incremental additional purchasing.For these reasons, increasing customer loyalty should be one of the main concerns of all companies (Gorst et al. , 1998). Any assessment of the effectiveness of TQM thus requires a system to measure customer loyalty. If a management system cannot raise business performance and profitability, it will obviously be abandoned by firms. It is therefore apparent that indicators of customer loyalty and business performance should be added to TQM measurement systems. It is well known that GE-6? pursues both customer satisfaction and high profits.If an integrated model of TQM and GE-6? were developed, synergistic effects could be anticipated. In the integrated model proposed here, two major indicators are included—customer loyalty and high profit performance. www. intechopen. com Six sigma and Total Quality Management Dimension 1. Development TQM Started in the mid 1980s, influenced by Japanese CWQC developed in the 1970s GE-6? in 1987. GE adopted Six Sigma program in 1995, Comments at about the same time. TQM was widely and 13 First espoused by Motorola TQM and Six Sigma began resulting in many benefits. uickly adopted, but interest has now declined. The situation with GE-6? is the reverse. TQM over-emphasizes customer satisfaction, and this can sometimes negatively affect profits. GE-6? focuses on both customer satisfaction and financial performance. 2. Principles ? Customer satisfaction (satisfaction of ? Pursues zero-defect, quality customers’ needs) ? Pursues financial ? Focuses on voice of ? Emphasis moved from problem-solving to ? Rapid change problem prevention ? Pursues zero-defect customer performance ? Responsibility for ? Continuous improvements 3. FeatureA systematic approach to quality management by integrating concepts, methods, processes, and systems. Uses project management to perform thorough change and process re-engineering, which are integrated with the company’s vision and strategy. TQM is essentially a system of continuously improving the quality of every aspect of business life. GE-6? focuses on radical change (which is also integr ated with vision and strategy). TQM emphasizes that every person is involved in quality improvement at all levels. GE-6? uses specially designed roles and disciplined training to progress the radical changes. . Operation Continuous improvement through employee involvement and teamwork in total quality activities. Specially designed roles and a highly disciplined training program using statistical methods to perform reengineering of key processes through project management. 5. Focus TQM focuses on all quality Key processes and systems TQM considers every activities, all processes, and are all driven by the voice all systems. of customers. aspect of quality. GE-6? initially emphasizes the key processes related to customer needs, but gradually extends its improvement scope. www. ntechopen. com 14 6. Practices ? QCC, QIT Quality Management and Six Sigma ? Project management TQM methods are more traditional, and are learnt from Japan. GE-6? uses methods that can produce more aggressive r esults. The statistical tools used in TQM and GE-6? are very similar. However, the statistical tools used in TQM are quite basic, whereas GE-6? uses more advanced SQC tools. Both TQM and GE-6? emphasize leadership, especially the commitment and support of top management. However, TQM has a bottom-up management style whereas GE-6? gives emphasis to top-own leadership. 40% of bonuses are tied to the results of ? Promotion dependent ? High status accorded to MBBs and BBs on project results 6? projects GE-6? programs have more motivations and rewards than TQM. ? SPC, TPM 7. Techniques ? Hoshin management ? Seven QC tools ? Daily control ? Project management ? Suggestion system ? Design of structural ? Analysis of variance regression roles ? Benchmarking ? DMAIC or DMADV ? BPR ? Kano’s model ? Managers ? New seven QC tools ? Cp, Cpk, ppm ? Taguchi methods ? DOE ? Control Chart ? Multiple linear ? DOE ? Kano’s model ? Reliability FMEA, QFD ? Cp, Cpk, ppm ? Taguchi methods 8. Leadership ? Top management stresses leadership demonstrate best behavior, and influence subordinates by ? Autonomic ? Decentralization and ? Empowerment 9. Rewards ? Promotion ? Motivation delegation management example ? Senior managers are ? Senior managers are ? Top management emphasize the execution of 6? -program mentors responsible ? Manager’s praise and encouragement ? Bonus rewards www. intechopen. com Six sigma and Total Quality Management 10. Training ? Education and training for every ? Focus on instilling ?Leaders’ instruction ? Improvement tools ? Gradual and slow on daily basis quality consciousness person ? Vast investment in ? MBBs are the teachers ? BBs have training, combined with the ? GBs have training with the application 11. Change ? Vast change of improvement tools GE-6? emphasizes fast change and significant re-engineering. Change coming from TQM is progressive. TQM brings about a culture change with a quality focus and customer orientation. Th e culture change in GE-6? is fast, with an emphasis on pursuing customer satisfaction and business performance.DMAIC process and mentors training Both TQM and GE-6? emphasize employee education and training, but GE-6? has more investment in training than TQM. In GE-6? , training and its application are combined 15 ? Improvement results are small, and do not bring big changes ? Change is fast, and its scope is large. ? Cultivation of a culture incorporating the concept of pursuing business ? The culture change is caused by the ? Innovation-awareness re-engineering performance ? Re-engineering 12. Culture ? Setting up of a quality culture with ?Employees are autonomous customer focus ? Employees have a team-awareness Table 3. 1. Comparison between TQM and GE-6? 3. 4. 1 Integration of management principles Although the management principles of TQM and GE-6? are somewhat different, there is congruence among their quality principles, techniques, and culture (as was demonstrated in Table 3. 1). As a result, the integration of TQM and GE-6? is not as difficult as it might seem. The critical task is to combine the best aspects of TQM continuous improvement with those of GE-6? re-engineering.Although the activities of a quality Control circle (QCC) and quality improvement team (QIT) cannot achieve significant effects in themselves, they can cultivate quality concepts and team awareness among employees. Therefore, QCC and QIT can be performed by the operators and junior staff members to progress continuous improvements while focusing on daily operations and processes. GE-6? projects can be applied by engineers and senior staff members to the key processes and systems that are related to customer requirements and the provision of performance in products and services.For GE-6? projects, some aggressive goals can be set, in conjunction with rapid project completion times. The target performances can be set according to the criteria of the critical-to-quality (CTQ) of key p rocess—which are, in turn, determined according to the voice of customers (VOC). In TQM, the improvements are based on a customer satisfaction www. intechopen. com 16 Quality Management and Six Sigma survey and an understanding of customers’ requirements (Yang, 2003b). In this fashion, these two ways of understanding customers’ needs and expectations can be combined. See Figure 3. for a depiction of the model. 3. 4. 2 Integration of implementation practices Having discussed integration of management principles, the discussion now turns to the integration of implementation practices between the two systems. Fig. 3. 1 Integrated framework of TQM and GE-6? Employee participation, teamwork, quality management system, human-resources management (HRM), quality principles, objectives, and strategies are the key enablers of TQM implementation. They are also the critical factors in upgrading business performance, www. intechopen. com Six sigma and Total Quality Managemen t 7 and are therefore also required for the implementation of GE-6?. The practices of GE-6? are project management, role design and operation, statistical quality control (SQC) tools, leadership and motivation, full support from the CEO, and so on. Most of these practices are also integral to TQM implementation. The framework of the integration of these practices and related systems of TQM and GE-6? is shown in Figure 3. 1 (Yang, 2004). Both TQM and GE-6? emphasize employee education and training, and there is only slight difference in the details of such training.Statistical tools and improvement methods are the main ingredients of the training contents for both TQM and GE-6?. Apart from these statistical tools, TQM and GE-6? have other shared training imperatives—including basic concepts, leadership and communication skills, and project management. Apart from these shared elements, in planning training for an integrated model of the two programs, it is necessary to cover th e elements that are not shared in common. This is incorporated into the model. Moreover, a certification system for fulfilling the needs of the GE-6? scale can be developed. 3. 4. Integration of cultural changes Both the implementations of TQM and GE-6? will bring the culture changes of the organization (Boaden, 1997; Pande et al. , 2000; Klefsjo et al. , 2001). However, GE-6? also emphasizes an awareness of speed and innovation, and is heavily performance oriented. These cultural features are the critical factors in pursuing excellent performance, and in raising competitiveness. In contrast, these have been somewhat neglected previously by TQM. In the integrated model presented here, these cultural features will enhance the performance effects of TQM implementation.Summarily, in this integrated model, continuous improvement and 6? -reengineering are the key activities, located in the center of Figure 3. 1, and the customers’ needs and the voice of the customers are the deriv ers of the improvement and reengineering. The initiatives of TQM and those of GE-6? , located in the two sides separately, can be integrated as the enablers of the integrated system. Comprehensive education and training with certification to the employees are the powerful force in the realization of these practices. Finally, the culture changes with the features described in the base of Figure 3. are the fundaments of the successful implementation of this system. The overall objective of this integrated model is to reach both the customers’ loyalty and excellent performance. 3. 4. 4 Practical examples and conclusion TQM and GE-6? can certainly be integrated very well, as the following two examples illustrate. INVENTEC is a hi-tech company in Taiwan that has implemented TQM for many years. Indeed, the company won the National Quality Award in Taiwan in 1995. In addition to its long-standing practice of TQM, INVENTEC also introduced the GE-6? rogram in 2000. It then integrated this with its existing TQM system. The Ford Motor Company in Taiwan is another successful example of the integration of GE-6? with TQM. These two examples confirm that an integrated model of TQM and GE-6? is feasible and practical. The successful application cased show that this integrated model will be a powerful and practical approach with great potential for all industries. This integrated model is also could be a suitable quality management system for the non-profit www. intechopen. com 18 Quality Management and Six Sigma rganizations. The integration of TQM and GE-6? is an important trend, and should receive a favourable response from both practitioners and academics. 4. An Integrated Model of Business Excellence System The integration of Six Sigma into overall business strategy is another important issue for quality researchers and practitioners. Harry & Schroeder (2000) emphasized that Six Sigma provides maximum value to companies—in the form of increased profits and m aximum value to the consumer through high-quality products or service at the lowest possible cost.It is a business strategy and philosophy built around the concept that companies can gain a competitive edge by integrating Six-Sigma program with the organization’s vision and strategy. In this section, we want to discuss the integration of Six-Sigma with the strategy management, Hoshin management, and Balanced Scorecard. 4. 1 The issue of the integration of Six-Sigma with other strategic management systems If the implementation of Six Sigma is to be successful, Blakeslee and Jerome (1999) suggested that â€Å"Six Sigma efforts must be integrated with existing initiatives in business strategy, and key performance measures†.They also provided an implementation model by integrating Six Sigma with business strategy. Smith & Blakeslee (2002) emphasized the potential of Six Sigma in helping companies to formulate and deploy business strategies and bring about broad transformat ional change. Thus, strategic Six Sigma principles and practices can help companies to formulate, integrate, and execute new and existing business strategies and missions (Smith & Blakeslee, 2002).A growing number of companies is beginning to realize the full implications of Six Sigma as an engine to accelerate corporate strategy and organizational transformation (Smith & Blakeslee, 2002). It is thus apparent that the implementation of Six Sigma must be integrated with a company’s business strategy. However, in this context there are several issues to be resolved. These include: ? How can the organization’s vision, business strategies, and strategic goals be converted into specific Six Sigma projects? ? How can Six Sigma projects be focused on the ‘voice of customer’ and the organization’s critical success factors? How can the strategic goals be communicated to lower divisions and departments in the organization, and further deploy the strategic goa ls to the Six Sigma projects and organize the project teams? ? How can project teams monitor and control the progression of Six Sigma projects? In response to these issues, businesses are increasingly making use of a variety of management systems, methodologies, and tools—including ISO 9000, total quality management (TQM), Hoshin management, Six Sigma, and the balanced scorecard (BSC). In all of these practices, quality is the main focus.Quality is no longer confined to the actual product or service; rather, the concept of quality is now applied to delivery, administration, customer service, and myriad other aspects of a firm’s business activities (Yang, 2009). Indeed, the concept of ‘quality’ now encompasses all the ways in which a company meets www. intechopen. com Six sigma and Total Quality Management 19 the needs and expectations of its customers, its employees, its financial stakeholders, and the community in which it operates (Tan, 2002). The effect ive management of such ‘quality’ is essential to competitiveness in the global market (Scheuermann et al. 1997; Prybutok & Cutshall, 2004). The implementation of ISO 9000 and TQM systems can be used to improve the quality of products and services and to raise the effectiveness of process management; implementation of the Six Sigma program can raise the level of customer satisfaction, process performance, and resources management; the implementation of BSC can improve strategy planning and long-term profitability; and so on. However, choosing and implementing these various programs is complicated by the fact that several of them have closely related concerns.For example, TQM, BSC, and Six Sigma are all involved with an organization’s vision and strategy, whereas quality control circles (QCCs) and Six Sigma are both related to process improvement. These various similarities and differences can create difficulties if a firm implements several of these management sys tems simultaneously in an attempt to improve performance in all quality activities. In these circumstances, employees will become confused by the conflicting demands placed upon them, and this will produce a number of significant problems. For example: * In the mplementation of TQM, a firm is first required to set up quality objectives and action plans; * In the BSC system, a firm must first develop its vision and strategies, and then deploy them in terms of performance indicators in four perspectives (financial, customer, internal process, and innovation and learning); and * In the Six Sigma program, a firm will first consider its key performance indicators (KPIs), before linking them to a Six Sigma improvement project. If a firm were to undertake all of these simultaneously, it would be faced with many objectives to be reached, and many strategies and action plans to be implemented.Given the finite limitations that exist in the resources of any organization, it is practically impo ssible for any firm to perform all of these tasks effectively. The ideal solution would be to integrate these various management systems and methods, thus enabling a firm to concentrate its focus and to navigate a unique course in the right direction. 4. 2 Development of an integrated business-excellence system An integrated model of business-excellence system has been developed in this section, see Figure 4. 1.The critical task in developing a holistic business-excellence system is to combine the best aspects of continuous improvement in TQM with those of GE-Six Sigma reengineering. The improvement processes in TQM and Six Sigma projects can thus be integrated and implemented simultaneously (Yang, 2003b) (see Figure 4. 1). Employee participation and teamwork are the prerequisite of the effective implementation of the continuous improvements. Besides, it is needed to instill the quality concepts and problem consciousness into the employees’ mind. www. intechopen. com 20 Quali ty Management and Six SigmaFig. 4. 1. Framework of integrated model of business excellence system 4. 2. 1 Integration of relevant concepts and systems While implementing these programs, it is necessary to monitor process quality using various methods of statistical quality control (SQC). However, a prerequisite to any quality improvement is effective human-resource management (HRM). The key enablers of TQM implementation are therefore HRM and a comprehensive quality-management system. The concepts, initiatives, and systems described above are also necessary for the implementation of the GE-Six Sigma program.In addition, Six Sigma also has its own unique features, including (Pande et al. , 2000; Breyfegle III et al. , 2001): * the systematic operational processes of ‘define, measure, analyze, improve, and control’ (DMAIC) and ‘define, measure, analyze, design and verify’ (DMADV); www. intechopen. com Six sigma and Total Quality Management 21 * the staff role s design of ‘champion’, ‘master black belt’ (MBB), ‘black belt’ (BB), and ‘green belt’ (GB); and * the utilization of advanced tools. It is necessary to integrate all of these into the new model proposed here.In addition, strategic leadership is a key factor in the implementation of Six Sigma. In most cases, QCC or QIT are conducted ‘bottom–up’, but in Six Sigma they are conducted ‘top–down’. In these circumstances, authoritative leadership is required. The chief executive officer (CEO) is usually the driving force who sets up the vision, develops the strategies, drives the changes, imposes the projects, and motivates the employees. Most Six Sigma projects pursue significant financial benefits from meeting and exceeding the critical requirements of customers.If the organization is to produce and deliver attractive and value-added products and services to customers speedily, it is essential th at business operations be customer-focused and market-focused. Six Sigma projects must therefore be linked to the development of ‘lean production’, in which research and development (R&D) and innovation (product innovation, process innovation, and business innovation) are all key factors. R&D and innovation are also the drivers of productivity. R&D and innovation should thus be covered in this holistic model.In passing, it is noted that these practices are not restricted to the Six Sigma program; they are also important drivers in the implementation of TQM. TQM programs are based on ‘measurement by fact’, and measurement is also a key step in a Six Sigma project. Various data are collected and analyzed, including product data, customer data, business data, technique data, R&D data, service data, and so on. To use the data effectively and efficiently, an organization requires an effective information technology (IT) system.The utilization of such data repres ents an intangible asset, along with other intangible assets—such as skills, techniques, experience, intellectual property, know-how, knowledge, customer relationships, and so on. These intangible assets represent a valuable organizational resource, and they must be managed and applied in an effective knowledge-management (KM) system. The firm’s IT system and its KM system are also powerful tools in the development of new products and services, and in ensuring the quality of the present customer service.Information technology has become an essential element in securing a competitive advantage—by facilitating the development of new products and services, assisting in adaptation to rapid market changes, incorporating new knowledge, and reducing times and costs in reaching customers (Bianchi, 2001). 4. 2. 2 Fundamental principles The objective of integrating TQM, Six Sigma, and several other major management systems is to pursue business excellence (Yang, 2009). Ho wever, the basic decision to be made is determination of the direction of development at the outset.Mission and vision statements set the general goals and direction for the organization, and they assist shareholders, customers, and employees in understanding what the company is about and what it intends to achieve (Kaplan & Norton, 2004). A mission statement sets out the overall reason for existence and objectives of the organization. As Welch asserted: â€Å"†¦an effective mission statement basically answers one question: How do we intend to win in this business? † (Welch and Welch, 2005). A vision statement is a concise statement that defines the ww. intechopen. com 22 Quality Management and Six Sigma medium-to-long-term goals of the organization. The vision should be market-oriented and should express how the organization wants to be perceived by the world (Kaplan & Norton, 2004). The enunciation of the mission and the development of the vision are usually the respon sibility of senior management (Welch and Welch, 2005). Actually, the vision is linked to the mission. In the realization of the mission and vision, the values, attitudes, and activities of employees are critical.According to Kaplan & Norton (2004), the actions of employees are guided by their values, and it is therefore important that the values proclaimed by the organization are accepted by the employees if those values are to be influential in guiding the thinking and behavior of the employees. Thus, in contrast to the creation of a mission, which is the responsibility of senior management, everyone in a company should have something to say about values (Welch and Welch, 2005).Organizations can use company-wide meetings and training sessions to encourage as much personal discussion as possible in developing organizational values (Welch and Welch, 2005). The vision and values of the organization should thus motivate individuals and serve as a guide for allocating resources (Smith e t al. , 1991). Effective leadership and successful execution are the prerequisites for achieving the organization’s vision. Execution has to be embedded in the reward systems and in the norms of behaviour that everyone practices.So, focusing on execution is not only an essential part of a business’s culture, it is the one sure way to create meaningful culture change (Bossidy and Charan, 2002) Mission, values, vision, leadership, execution, and organizational culture are all linked. Taken together, they represent the guiding principles for the successful implementation of an integrated business-excellence system. 4. 2. 3 Implementation of strategic performance-management system Drucker (1999) stated that the starting point both in theory and in practice may have to be â€Å"managing for performance†.The goal of an integrated business-excellence system is to go beyond mere ‘customer satisfaction’ to achieve customer loyalty through excellent performan ce (see Figure 4. 1). The management systems, programs, and practices of this integrated model are the tools that can be used to achieve this goal. However, an appropriate performance-management system is needed to monitor and evaluate the performance generated by this integrated business-excellence system. Strategic planning and Hoshin management are two popular strategic management tools (Glaister & Falshaw, 1999; Lee & Dale, 1998), and many organizations implement the two simultaneously.Firms commonly perform a SWOT analysis and develop a vision, objectives, and strategies according to the methodology of strategic management, before deploying the organization’s objectives and strategies to the departments or units by the way of Hoshin management. During the implementation process, they commonly conduct a quality audit according to Hoshin management to produce progress reviews and an annual review. These organizations thus use an integrated model of strategic planning and H oshin management to evaluate the performance of TQM (Kondo, 1998).Balanced scorecard (BSC) was launched in 1992 as a framework of performance measurement that was expected to overcome some of the deficiencies of traditional performance measurement. It gives a holistic view of an organization by simultaneously looking at four important perspectives: (i) financial; (ii) customer; (iii) internal process; and (iv) innovation and learning (Kaplan & Norton, 1992). The main benefit of the BSC is its www. intechopen. com Six sigma and Total Quality Management 23 bility to translate an organization’s vision and strategy into tangible objectives and measures (Kanji & SA, 2002). The process of building a scorecard clarifies the strategic objectives, and identifies the critical few drivers for strategic success. The BSC is thus more than a performance-measurement system, and is commonly adopted as a strategic management system (Kaplan & Norton, 1992, 1996; McClintock, 2000). If a firm ha s adopted other performance management systems or programs before adopting BSC, it is necessary to integrate BSC with any existing systems.Companies that wish to embark on the BSC while continuing to implement strategic planning and Hoshin management need to integrate the three systems. To do so effectively, it is necessary to understand the important features of each of these three performance management systems. They can be summarized as follow: * All three can be used in the development of vision, objectives, and strategies, and in the evaluation of execution performance. * Both strategic planning and the BSC involve strategic analysis, and the linkages among the objectives and strategies. Both strategic planning and Hoshin management impose action plans, and the allocation of resources to support the execution of these action plans. * Both BSC and Hoshin management emphasize goal-setting, the achievement of milestones, and the measurement of progress towards the achievement of s trategic objectives. * Strategic planning focuses on the strategy of business development and competition. In this regard, environmental analysis and SWOT analysis are essential. * BSC emphasizes long-term development, and uses a scorecard of the key performance indicators (KPIs). Hoshin management converts the policies and objectives of senior management to departments, and pays much attention to the daily execution of policies. The features and relationships of strategic planning, Hoshin management, and BSC indicates that it is feasible to integrate these systems, and it is reasonable to expect that such an integrated model will be more comprehensive and powerful than each individual system acting alone. This integrated performance-management system is illustrated in Figure 4. 2. www. intechopen. com 24 Quality Management and Six Sigma Strategic Planning Divisions, Business, UnitsFinancial perspective Customer perspective Process perspective Innovation perspective Do, Check, Actio n Fig. 4. 2. Integrated model of strategic planning, BSC, and Hoshin management In this integrated performance-management system, BSC remains the major construct. According to the model, strategic planning is used to perform an environmental analysis and a SWOT analysis, and to develop the vision and strategies for the organization. Having established its vision and strategies, the firm can then develop a strategy map and performance indicators according to the four perspectives of BSC.The firm can then use the methods of Hoshin management to deploy the strategies and the KPIs of the four perspectives to the departments and units within the organization. In this way, every individual receives the KPIs and a relevant action plan. The audit method of Hoshin management can then be used to manage and monitor the execution of this