Monday, September 30, 2019

Price Elasticity Essay

*** 1st November 2012 Examine whether the price elasticity of demand for rice is likely to be elastic or inelastic. Price elasticity of demand is the measure of how much of the quantity demanded changes in regards to a change in price. The PED is measured by the following formula: % Change in Quantity Demanded of the product/% Change in Price. If the PED is less than 1, the good is inelastic- indicating that there is a smaller change in quantity demand compared to the price change. When the PED is greater than 1, the good is elastic- meaning the quantity demanded will change significantly compared to a small price change.The price elasticity for rice could vary throughout several regions- but it can be argued that it is mainly inelastic because of the necessity of the product and the value the product holds in many households. However, in many regions, rice has proved to be elastic because of the number of close substitutes it has. The percentage change in price is greater than the p ercentage change in quantity demanded The percentage change in price is greater than the percentage change in quantity demanded To begin with, the price elasticity of demand for rice can be deemed inelastic.Clearly, various households consume rice on a regular basis. Research shows that rice is a staple good, or a main element in one’s diet, in â€Å"34 of the world’s countries. † With such a culture and mindset, households would unwilling to alter their demand for rice. Since rice is so commonly consumed, it is considered a necessity amongst households. Families of East-Asian descent, especially, are the largest consumers of rice- and eat rice in every meal. For instance, the price of a rice pack could be increased to $2. 50 from $2. 00; the change in price will be 25%.For a necessity product, the low reluctance of changing to another product would result in a smaller percentage change in demand- forcing the PED to be less than 1 and for rice to be inelastic. A lthough the necessity of rice does change from consumer to consumer and nation to nation, in a growing population in the East, rice has become more of a necessity than any other staple food. Since rice is engrained into cultural roots so deeply, a long-term substitute cannot be found- making the good inelastic in the short run and long run.In addition, the price elasticity can directly depend on the development of a nation. If the country is developed, and per capita incomes are high, rice will be inelastic. Since the price of rice takes up a very small proportion of the family income, the household is unlikely to change to an alternative- enforcing a lower percentage change in quantity demanded than percentage change in price. On the other hand, if the country’s economic development is low, or a low GDP per capita, the price of rice may have a significant portion of the average man’s income.As a consequence of a price change, then, the consumer will look for substitut es and alternatives for rice, as he or she will not be willing to pay that extra amount. In Bangladesh, for example, where rice is considered a staple food, the per capita income is $750USD. A bag of rice costing $24USD would be 3. 2% of an average Bangladeshi man’s salary- in contrast to an American who earns $48,450USD would spend 0. 05% of his salary in purchasing the same bag of rice. To summarize, a nation’s per capita income has a direct impact on whether or not a good such as rice is elastic or inelastic.As the price may decrease for rice, the quantity demanded might increase more significantly as buyers of the substitutes may start buying the product that has cut of its price. As the price may decrease for rice, the quantity demanded might increase more significantly as buyers of the substitutes may start buying the product that has cut of its price. However, rice can be considered elastic due to several reasons. Firstly, one particular brand of rice would have countless substitutes. There are bags of rice that are different in quality, different in quantity, different in flavor, different in place of growth, etc.When exposed to a change of price, a consumer will inevitably gain the inclination to substitute his or her initial product with an alternative that is priced lower to what the new price is of the previous good. Since the substitutes of rice are very similar to rice itself, if not the same product itself, people will be willing to change from one brand to another. The more substitutes there are for rice, in other words, the more elastic the PED will be, as the percentage change in quantity demanded will be greater than the percentage change in price.Quantity demanded, in other words, will decrease drastically if there are many substitutes, as consumers will shift from rice to the substitute product there is. If the price reduces, as well, many consumers will shift from the substitutes and consume the product that has cut of its p rice. In conclusion, although many substitutes can be found for rice, populations around the world eat rice incessantly. Since this continuous consumption has led to rice becoming a necessity, in most parts of the world a change in price will not affect the change in quantity demanded- making rice mostly inelastic.

Sunday, September 29, 2019

Discussion of High Tech Architecture

Give a description of the work of one of the undermentioned interior decorators: James Stirling ; Norman Foster ; Ettore Sottsass ; Richard Rogers ; David Hicks ; Philippe Starck. High Tech appeared in the mid-thirtiess, Gallic designers Jean Orouve and Pierre Chareau, used High Tech to plan house, when High Tech was architecture design tendencies. In the mid-thirtiess, Industry was common, bring forth more metal, so High Tech manner utilizing really metal stuff to concept. In 1779, the first Fe span in England River Severn, it is a metal construction. High Tech popular earlier built the Fe span. High Tech have five points, about the characteristics and elements of the manner. First, High Tech have mechanical and structural aesthetics, emphasizes logic, procedures, machinery and equipment, engineering and construction. And it has mobility, for illustration emphasizes the construct of extrasensory, more lightweight and flexible, ‘exoskeleton consequence ‘ . Second, it has ocular effects. Third, it have High Tech stuffs, it utilizing smooth metal, transparent glass and crystalline minerals, to do cool feeling in the architecture, chief colour is white, grey and black, for illustration Yoyogi National Gymnasium and Hong Kong and Shanghai Bank. Fourth, High Tech accent on industrial engineering, transparent and translucent, and do more new thoughts, to accomplish height of engineering in high tech manner. Last, High Tech created new design thoughts, for illustration it break the restrictions of the column and wall, mesh grid, glass contemplation and transmittal, and o pen construction. High Tech architectures are ‘energy-saving architecture ‘ . Because it is environmentally friendly, the architectures wall is glass, the visible radiation can easy travel to indoor. Renzo Piano, Jean Nouvel, Richard Rogers, Helmut Jahn, Jean Nouvel, Santiago Calatrava and James Stirling, they use High Tech to plan and build their plants. Norman Foster is high tech ‘s representative designer and interior decorator excessively. Norman Foster was born 1 June 1935 in England Manchester. When he was 21 old ages old, he graduated Manchester University School of Architecture and City Planning in 1961, so he won Yale University scholarships and studied Master of Architecture. Next, he married Wendy Cheesman who is designer, in 1964. Norman Foster constituted Foster Associates ( Foster + Partners ) with his married woman Wendy Cheesman and eight working spouses in 1967. Foster Associates ( Foster + Partners ) is a building company in London, England. Foster + Partners founded in 1967. The president is Norman Foster and the main executive officer is Mouzhan Majidi. Foster + Partners completed many major undertakings, it has ten parts those maestro programs, Bridgess, authorities edifice, cultural edifice, higher instruction edifice, athletics land, transit, office, leisure installing, and house. First for maestro programs, Foster + Partners planned Duisburg Inner Harbour in Germany ( 1991-2003 ) , Trafalgar Square Redevelopment in London ( 1996-2003 ) , West Kowloon Cultural District in Hong Kong ( 2009 ) and so no. Second for Bridgess, they constructed and designed Western Arsta Bridge Arstabroarna in Sweden ( 1994/2005 ) , Millennium Bridge in London ( 1999/2002 ) , and Millau Viaduct ( 2004 ) ; it was the highest route span in the universe. Third for authorities edifice, they constructed London City Hall ( 2002 ) , New Supreme Court Building in Singapore ( 2005 ) , and reconstruct Reichstag edifice in Berlin ( 1999 ) . Fourth for cultural edifice, they constructed and intentional Sainsbury Centre for Visual Arts at University of East Anglia in Norwich, in UK ( 1978 ) , renovation of the Queen Elizabeth II Great Court of the British Museum ( 2000 ) , and extension to Lenbachhaus art museum, Munich ( 2013 ) . Fifth for higher instruction edifice, for illustration Kings Nort on Library in UK Cranfield University ( 1994 ) , Cambridge Faculty of Law in UK ( 1995 ) , British Library of Political and Economic Science in UK London School of Economics ( 1993-2001 ) . Then, Foster + Partners constructed and designed Lusail Iconic Stadium in Qatar ( 2010 ) , and reconstruct Wembley Stadium ( 2007 ) . Seventh for transit, it had Stansted Airport in UK ( 1991 ) , Canary Wharf Underground Station in London ( 1999 ) , Spaceport America in New Mexico ( 2005-2013 ) . Eighth for office, it had London Citigroup Centre in UK ( 1996-2000 ) , Hearst Tower in New York City ( 2006 ) , Caja Madrid in Spain Madrid ( 2002-2009 ) . Ninth for leisure installing, it had The Great Glashouse National Botanic Garden of Wales in UK Wales ( 1995-2000 ) , Elephant House of Copenhagen Zoo in Denmark ( 2002-2008 ) , Faustino Winery Bodegas Faustino in Spain Castilla Y Leon ( 2007-2010 ) . Tenth for house, it had The Murezzan in Switzerland St Moritz ( 2003-2007 ) , Regent Place in Australia Sydney ( 2003-2007 ) , Jameson House in Canada Vancouver ( 2004-2011 ) . Norman Foster has many architectural accomplishments, for illustration he is ex-vice president of the Architectural Association, external councilors of the Royal Architectural Association ( RIBA ) , councilor of the Royal College of Art in London, member of the Royal Society of Arts in London, honorary member of the American Institute of Architects and so on. Norman Foster won 190 awards and more than 50 international competitions. He was awarded The RIBA Royal Gold Medal in 1983, Japan Association for International Design Award in 1987, the RIBA legal guardians medal in 1990 and Gold Medal of the AIA in 1994. In 1999, he won The 21st Pritzker Architecture Awards, and was awarded the rubric of ‘Lord ‘ by the Queen, so we could name him Lord Norman Foster. Willis Faber Dumas Offices in 1974, Sainsbury Centre for the Visual Arts in 1976, Hong Kong and Shanghai Bank in 1979, Airport Terminal in 1980, Museum of Modern Art in 1983, Kings Cross Redevelopment in 1988, 30 St. Mary Axe in 2003 and so on. There were High Tech manner architecture by Norman Foster. On the other manus, Norman Foster has many celebrated plants, for illustration Reliance Control Factory in 1966, Original Drawings in 1978, Whitworth Art Gallery in 1984, Institute francais vitamin D rchitecture in 1986 and Royal Academy of Arts in 1986. In add-on to, Furniture appeared High Tech, for illustration tabular arraies, chairs, beds. Adreas Weber, Bruce Burdick and Norman Foster used High Tech to plan tabular arraies and work tables, those are unstained steel and glass. Hermann Muller desgined Aeron Office Chair, that is High Tech manner and biotechnologies. Norman Foster did non make High Tech, but he was influential in architecture and design. Norman Foster made High Tech that became common. In add-on, many interior decorators will utilize High Tech in interior design, because it has five good points. First, High Tech utilizing smooth metal, to do cool feeling. Second, High Tech has mechanical and structural aesthetics, to do modern. Third, High Tech chief colour is white, grey and black, does non impact the interior decorator and to do modern. Fourth, High Tech utilizing crystalline glass, it can increase interior sense of infinite, and visible radiation can easy travel to indoor. Fifth, inside can utilize High Tech furniture for illustration tabular arraies, chairs, and beds. In decision, Norman Foster do non merely lending to architecture, he contribute design, for illustration interior design and furniture design. Beginning hypertext transfer protocol: //www.ad.ntust.edu.tw/grad/think/PEOPLE/FOSTER/FOSTER.HTM hypertext transfer protocol: //tw.streetvoice.com/wchlc156/articles/249952/ hypertext transfer protocol: //miko750808.pixnet.net/blog/post/30724354-a ­a?†°- ( a ·?a? ®?†? ) -aZ?e «?c §Ã¢â‚¬Ëœ?Sˆa »?c?†°aa? °ca? °a?ˆ hypertext transfer protocol: //en.wikipedia.org/wiki/Norman_Foster, _Baron_Foster_of_Thames_Bank hypertext transfer protocol: //cforum.cari.com.my/forum.php? mod=viewthread & A ; tid=421131 hypertext transfer protocol: //www.archinfo.com.tw/public/p02.aspx hypertext transfer protocol: //tw.knowledge.yahoo.com/question/question? qid=1206040807154

Saturday, September 28, 2019

Analysis of Ethical Issues in the Film The Rain Man

?The central ethical dilemma of the 1988 film The Rain Man concerns the proper treatment to be afforded to Raymond, an autistic man who is capable of performing immense feats of mathematical calculation but is psychologically attached to predetermined habits and routines, thus being unable to adapt to changing situations around him. Should Raymond be given a chance to live in an open setting, where he can freely interact with the world around him, or should he be confined to an institution?Raymonds brother, Charlie, discovers Raymonds existence only after the death of their father, who had willed the vast majority of his inheritance to Raymond. Charlie is at first immensely spiteful at his fathers decision and removes Raymond from the mental institution, attempting to blackmail the doctor in charge to transfer $1. 5 million to Charlie. Charlie is easily frustrated by Raymonds habits and oddities, as well as his need to always receive precisely the treatment to which he had become accustomed.However, Charlie later discovers Raymonds intelligent side during a trip to Las Vegas, where Raymond employs his astoundingly swift processing skills to win $86,000 while gambling. The two brothers subsequently forge an emotional bond, and Charlie is reluctant to return Raymond to the institution. He demonstrates the wish to take care of his brother and points out that Raymond has learned numerous new skills and information during the trip. However, the doctors in charge of Raymond show Charlie that Raymonds autonomy is greatly impaired; they ask Raymond a series of mutually exclusive questions, to which Raymond merely answers, Yes. Suzanne, Charlies girlfriend, thinks that Charlies initial treatment of Raymond is too harsh and intolerant. She would like to see Raymond afforded a more flexible and less dominating treatment by Charlie, and is upset that Charlie is using Raymond in order to blackmail the doctor into giving Charlie money. Eventually, however, she becomes pleased by Charlies increasing proximity to and genuine care for his brother. . Charlies initial kidnapping of Raymond was based on Charlies perception that Raymond was an easily manipulated disabled person who would comply with Charlies scheme to extort money from the doctor.Nevertheless, Raymond proves to have a personality of his own, which at first greatly irritates Charlie, but which Charlie eventually comes to love and refuses to relinquish. The doctor remains firm in his stance not to give the money of Charlies father in exchange for Raymond, and Charlie rejects a $250,000 offer in exchange for which he was to have severed all involvement with Raymond. After the doctors demonstrate Raymonds incapacity to make significant decisions, Charlie relucta ntly agrees to allow him to return to the mental institution. Despite the fact that Charlie and Raymond must separate at the end, Charlie promises to visit frequently, and his influence on Raymond has not been in vain. Raymond and Charlie now share jokes, and Raymonds range of comfort with respect to the products, services, and activities of daily life has been greatly amplified. Raymond, moreover, had assisted in rendering Charlies financial state more secure than it had been in the beginning of the film by winning $86,000 in Las Vegas.Charlie also learns to be more patient and tolerant in his relations with other human beings. He learns to discover the merits and values offered by others rather than merely lashing out at them in frustration. The decision to return Raymond to the mental institution demonstrated first and foremost the principle of nonmaleficence. The doctors wished to ascertain that Raymond would not pose a danger to his own life by certain irrational and perhaps involuntary reactions, such as banging his head against a window as a result of hearing a smoke alarm. However, this action denied some of Charlies attempts at beneficence toward Raymond, as Charlie attempted to provide Raymond shelter, entertainment, and opportunity beyond what Raymond was used to or what was offered at the hospital. Though some of Charlies influence remained with Raymond, the doctors decision prevented additional improvements to Raymonds state due to the concern that attempts at these would undermine Raymonds already delicate condition.The principle of autonomy was also denied, as Raymond was deemed incapable of making his own choices; the doctors demonstrated that he would give contradictory answers to the questions asked of him, and thus argued that their paternalistic supervision over his decision-making would benefit him most. An alternative decision with respect to Raymonds fate would have been to allow Raymond to remain with Charlie, but under the supervision of various doctors and psychological counselors.In this way, the doctors could have continued to exerc ise precautionary measures against Raymonds self-destructive activities, while Charlie could have continued to broaden Raymonds comfort zone and eventually render him fit for rudimentary social interaction. This would both benefit Raymond and protect him from harm, fulfilling the principles of beneficence and nonmaleficence. Moreover, Raymond would, with an expanded worldview, gain greater autonomy in making his own decisions. A freer environment (where constraints are flexible rather than rigid) would enable Raymond to have the greatest possible degree of personal autonomy that he is capable of carrying out. Moreover, the principle of justice requires that Raymond be given the same right to the pursuit of happiness as is afforded to non-autistic persons. This means that absolute paternalism over Raymond should be off-limits to his guardians, who need not regulate every detail of Raymonds life in order to ensure his security. This decision would be more consistent with the ethics of principlism than the one actually carried out in the film.

Friday, September 27, 2019

Academic Case Report Assignment Example | Topics and Well Written Essays - 3000 words

Academic Case Report - Assignment Example The company started to bring about few changes in the company business policies which has brought many problems in the company’s culture and has reduced the morale of the employees (Boeing, 2014). It did face many problems in implementing the latest technology in the business operations and mainly in its production process thus struggled in huge way to maintain the efficiency of the employees and also the productivity of the company has gone down by huge percentage. In this case analysis the Six-Box Organizational Model is been used to get the exact cause of the problems that Boeing is facing based on which certain recommendations are been given to the company so that the company can improve it its operations. The model will help the company to understand the right cause where it needs to concentrate and improve upon to make sure that they don’t face the same problem again in future. The model used to analyze this case is the six-box organization model. The organizational diagnosis for the change is done by defining the problem and using a particular pattern for correctly analyzing the problem in the company, collection of the data, than analyzing the particular data based on which the right problems can be understood. This will help the company to understand the exact things that are to be done to solve the problems and improve the current situation. Marvin R. Weisbord developed the Six-Box model for analyzing the problems in the organization. This model has six main categories which are been used to conduct the diagnosis of the organizations current scenario. These six categories are relationships, helpful mechanisms, rewards, purpose, structure and leadership. To perform this model it is very necessary to know the exact reason behind the diagnosis and what is really to be diagnosed. The identification and solving of the problem is been done in a systematic ma nner and by the same people thus

Thursday, September 26, 2019

No Essay Example | Topics and Well Written Essays - 3000 words - 1

No - Essay Example However, with very few EV cars, the switching cost is relatively low since there are not EV car producers in the world. Better Place also included product differentiation in its endeavours. In the car industry, normally there are numerous cars that are similar. For instance, someone can easily locate a very similar Nissan, Toyota, Mazda or Honda. Nevertheless, if they are looking at amphibious vehicles, then Better Place faces little threat of substitute products or services, which can be considered an extreme example (Etzion & Struben, 2011). Bargaining Power of Customers There are primarily two types of markets that Better Place competes in; the market for outputs, in which the firm sells its products to consumers and the market for inputs, in which the firm buys components, raw materials and financial, as well as labour services (Etzion & Struben, 2011). These transactions establish value for both sellers and buyers in both markets. With regards to the output markets, Better Place experiences the bargaining power of customers whereas, in the input markets, the company experiences the bargaining power of its suppliers. This bargaining power of customers explains how tough the client’s attitude, as well as their position is (Etzion & Struben, 2011). Bargaining Power of Suppliers Suppliers can put to practice their bargaining power through increases prices or dropping the quality of products. Materials such as raw materials or labour are vital to Better Place’s existence (Etzion & Struben, 2011). Therefore, Better Place has developed a dependant relationship with its suppliers. However, such suppliers can take more Better Place’s likely industry potential value if they are more powerful. This can make Better Place’s profitability drop if they cannot transfer the greater costs incurred to their clients. Such suppliers seem to be more powerful because Better Place is a single company. However, if Better Place was composed of a number o f firms, then the suppliers would be less powerful (Etzion & Struben, 2011). Intensity of Competitive Rivalry In the world EV market, the number of developed competitors is over 50, but Better Place is the first of its kind in Israel. Nevertheless, since diverse firm’s product ranges, product positioning, as well as target consumer groups, are fairly diverse and the volume of EVs that are launched are limited, in comparison with the traditional automotive industry, the competitive strength of EV in Israel is fairly low (Etzion & Struben, 2011). However, established competitors around the world can be split into four clusters according to their capital scale, production capacity, product ranger, as well as operation pattern. They can also be large firms or small firms according to their capital size (Etzion & Struben, 2011). Scenario Planning Better Place’s business models could be simply summarised as they buy car batteries, as well as electricity and offer miles, on t he other hand (Etzion & Struben

How to make a new friends Essay Example | Topics and Well Written Essays - 750 words

How to make a new friends - Essay Example Getting more out of the current relationship and meeting entirely new people can go a long way because many people find it uneasy to access potential new friends. According to â€Å"Better Health Channel† meeting new friends requires an individual to have lots of potential friends around them and make effort to know and understand them on a daily basis (Web). Pulling out of day-to-day routine is essential in meeting new friends especially by participating in hobbies or communities where one can naturally meet new people. Getting involved in people-oriented activities may help in knowing new people sharing many things in common as yours. Meeting someone new for the first time initially requires that you talk to them about common things such as weather, hobby, politics or a sporting event (Rubin Web). Initiating small talk naturally may help in giving a good impression to the person who will in turn be free to share with you because you are approachable. There must be a consistent style of contacting the person even after the first impression because meeting afterwards strengthens the relationship and enables the two becoming more close to each other. Another best way of maintaining a closer relationship is constant communication through cell phone and social networking although face to face is the sure way to improve relationship into a new friend. According to Rubin, inviting potential friends to do something together or hanging out and doing something outside of the situation you met may is an important experience in strengthening the relationship (Web). Although most people may find it a little hesitant to invite people out because it is a little scary at first and because of risk of rejection, it is not as bad as asking someone out on a date; it is much simpler. It also depends mostly on how you met since some people may be invited out fairly while others may be waited for a while, for example a month before

Wednesday, September 25, 2019

Post 23 Essay Example | Topics and Well Written Essays - 500 words

Post 23 - Essay Example It helps release the tension that is marked by the embarking of a writing process that one is nervous about. Free writing also helps improve formal writing and should be fun because nothing can be held against you. The utility industry is set to get a reprieve after a new regulation that will allow upgrades without having to install anti-pollution equipment as is required by law right now. I would like to acknowledge the fact that Marianne Horinko signed a new regulation that will affect the fall in installation of costly anti-pollution equipment. According to Pianin, the nations dirtiest coal-fired power plants and refineries numbering in thousands shall be able to do so once the new regulation shall be signed next week by the Acting Environmental Protection Agency Administrator. It is vital to note that previously, the industry players have been lobbying the government to waiver the current Clean Air Act enforcement program as they considered it expensive when carrying out upgrades. This point just shows that the people who have invested in this industry are more interested in making profits than actions and measures that would benefit the community. The said program led to the culmination of several state and federal lawsuits against a number of power plants that saw them comply through the installation of hundreds of millions of dollars of anti-pollution equipment. This means that over the years industrial polluters have been allowed to continue running their unmonitored businesses by state officials and congressional democrats who are meant to keep this habit in check. Tamaki et al talks about SUV vandalism in various parts of the United States of America just as Shpritz does in their respective articles. The main theme can be summarized as SUV Vandalism by the radical Earth Liberation Front (ELF). The two articles refer to the underground environmental group ELF that has claimed responsibility over the attacks through

Tuesday, September 24, 2019

Ethical professional and cultural issues of ICT Essay

Ethical professional and cultural issues of ICT - Essay Example around the world, rights which have already legally been recognized are daily being violated, whether it is in the name of economic advancement, some religious causes, political stability, the fight against terrorism, or for various personal greed and interests. These violations of rights has created new problems in the human social systems, such as the digital divide, digital security, cybercrime and a number of privacy concerns, all of these have affected people’s lives either indirectly or directly. It is important for the countries like Britain to come up with an assessment of the current situation, followed by a guideline for a plan of action to combat the incidence of malicious attacks on the integrity, confidentiality and availability of electronic data and systems, forgery and fraud, computer crimes, content related offenses, such as those which are related to child pornography and violations of the intellectual property rights (IPRs). Taking this another step forward there are threats to the critical infrastructure and national interests are arising from the use of the internet for criminal and terrorist activities which has become a growing concern over the past few years. The damage incurred to governments, businesses and individuals in these countries in which the internet is used widely, is fast gaining scope and importance. Consumers have started losing confidence in transactions and businesses, due to this opportunity costs may rise to substantial heights. Information technology has had a massive impact on people from all walks of life, all around the world. Major developments in ICT has made it possible for a transition of information processing, storage and dissemination, from paper to virtual, which is now setting new heights of speed, accuracy and efficiency in all human activities. Latest computerized databases are being extensively used to store all forms of confidential data of political, economic, social or personal nature for the support

Monday, September 23, 2019

Tourism Development Planning and Management (London 2012) Essay

Tourism Development Planning and Management (London 2012) - Essay Example Because of the potential brought upon by the London 2012 Olympic and Paralympics Games and the opportunities it renders, the country is set on maximizing and improving all aspects in its tourism sector in order to particularly match the global demand and trend that has emerged pertinent to tourism. More than guaranteeing the nation’s utmost performance and victory during the sporting event, the country has also taken time to build up its tourism sector through several strategies linked to the world-renowned event. Particularly the tourism industry together with leisure as well as hospitality industries in this case, stands for all kinds of businesses. These businesses rangers from multinational owned hotel, corporations to locally owned restaurants. Also included are the numerous theme parks and museum facilities that could be found in certain regions of the country. Particularly the scope of these businesses ranges from presenting parks for leisure, venues for holidays and the entertainment of guests. In order to build up the tourism sector of the country in preparation for the London 2012 Olympic and Paralympics Games, there are several strategies and plans that the country itself plan and laid out. There are several objectives for the strategy presented for the London 2012 Olympic and Paralympics Games and these are: Include all UK business in the nationwide campaign. The campaign targets both the domestic and inbound markets. It particularly aims to boldly and distinctively label the country with a diverse representation. This specific representation is intended for the presentation of the context of the manner in which to welcome both the domestic as well as overseas visitors. Enhance and build up the international perceptions of Britain. The strategy is particularly aiming in developing the image of Britain as premier tourist destination through precise

Saturday, September 21, 2019

Role of Financial Institutions and the Central Bank in Kenya Essay Example for Free

Role of Financial Institutions and the Central Bank in Kenya Essay Briefly explain role of the following Financial Institutions in the economic development of Kenya: a) Kenya Industrial Estates: Kenya Industrial Estates (KIE) Limited was established in 1967 as a subsidiary of Industrial and Commercial Development Corporation (ICDC) with a major role of promoting indigenous entrepreneurship by financing and developing small scale and micro enterprises. KIE Limited was established to facilitate development and incubation of micro, small and medium enterprises (MSMEs) countrywide by establishing industrial parks, providing credit and business development services (BDS) in a sustainable manner. The services offered by KIE include; * Development of Industrial Estates and Provision of MSMI Incubation Services Kenya Industrial Estates LTD provides serviced workspace through construction of industrial estates/incubators in fast growing business centres. These facilities provide entrepreneurs with specific services to nurture and encourage growth of their enterprises to sustainable levels. Apart from flexible and affordable workspace, the enterprises within the incubators are able to access financial support for machinery, equipment and working capital, shared utility services, management and technical assistance including skills upgrading, marketing, accounting, legal, secretarial services and internet and networking. New industrial estates are being developed in fast growing urban centres and Special Economic Zones as identified in the Vision 2030 * Financial Support Services Credit Facilities: KIE provides affordable medium to long-term finance to MSMIs for the purchase of machinery, equipment and working capital, either for start-ups, expansion, modernization or rehabilitation focusing on priority sectors identified in Vision 2030. Special Credit Facilities for Marginalized Areas: This product is availed in marginalized areas with favourable terms and conditions. Top up Loan Facilities: This is a product targeting the existing KIE clients (loanees, mortgages and tenants) who have/had good credit record and have potential for growth and wish to acquire additional capital or financial assistance Bid Bond Facility: A bid bond is issues as part of a bidding process by the surety to the project owner, to guarantee that the winning bidder will undertake the contract under the terms at which they bid. KIE charges for this service at a negotiable rate. Performance Bond Facility: For this product, KIE has set aside funds in a commercial bank to facilitate performance bid bond facility to its A Rated Clients Industrial Shed Rehabilitation: This facility is for mortaged industrial workspace where the mortgagee can access credit facilities to rehabilitate or expand and modernize their workspace * Business Advisory Services To ensure success and growth of its incubatees, KIE LTD has set up business solution centre’s which provide entrepreneur capacity building training, mentoring and consultancy services, preparation of feasibility studies, business plans, business counseling, needs assessment, project implementation/supervision/monitoring, technology selection services, marketing support, rehabilitation, expansion and repositioning/modernization. Facilitating Inter-Firm linkages This programme involves facilitation of linkages between the small, medium and large-scale enterprises mainly to enable technology transfer. KIE facilitates improvement of technology and standards of the MSMIs through equipment upgrading, apprenticeship training and provision of working capital. District Business Solutions Center The KIE LTD District Business Solution Centre’s (DBSC) support the government strategy to revitalize the SME sector and thus the economy as articulated in the new sessional paper No. 2 of 2005 on Development of Micro and Small Enterprises of Wealth and Employment Creation for Poverty reduction The Private Sector Development Strategy Paper (PSDS) The districts in focus are considered the milennium districts and include, Muranga, Meru South, Bondo, Siaya, Bungoma, Suba, Kilifi, Turukana and Garissa. Business SME solution centre’s are facilities that are set up to offer platforms from which entrepreneurs can develop business ideas into profitable business ventures run and owned by individuals. It also provides breeding grounds for existing business for growth and take-off. b) Industrial Commercial Development Corporation (ICDC):ICDC is the pioneer Development Finance Institution (DFI) established in 1954, to acilitate economic development of Kenya through provision of medium and long-term financial solutions. * It provides equity solutions to entrepreneurs through Joint ventures and Strategic partnerships to promote and encourage private sector investment and entrepreneurship for job and wealth creation. * ICDC also seeks to grow existing businesses and promote establishment of new ones through provision of corporate and wholesale loans at competitive rates and also through asset financing. * ICDC also provides Management and Advisory Services to corporate institutions. The Services offered include: * Corporate Secretarial * Share Registration * Internal audit c) The Agricultural Finance Corporation (AFC): AFC is a wholly owned Government Development Finance Institution (DFI), established in 1963 initially as a subsidiary of the Land and Agricultural Bank. In 1969, it was incorporated as a full – fledged financial institution under the Agricultural Finance Corporation Act, Cap 323 of the laws of Kenya. It was then tasked in assisting in the effective and peaceful transfer of land to indigenous farmers, as well as injecting new capital to farm owners to spur development. After successful implementation of this task, AFC was further reconstituted in 1969 to assume a wider mandate by taking over the functions of the Land and Agricultural Bank of Kenya. Today AFC remains the leading Government Credit institution mandated to provide credit for the sole purpose of developing agriculture. This role is crucial given that Agriculture is the mainstay of the Kenyan economy where 80% of the Kenyan population which is rural based relies on agriculture as their main support system. AFC provides subsidized loans e. seasonal crop credit, water development loan, cash crop loan, horticulture and floriculture development loan, machinery loan, agribusiness loan, livestock and fisheries development loan, the vuna account loan, stawisha group loan and the school based to assist individuals, groups and corporation wishing to engage in agriculture as a business with finances to enable them start, grow and profit from this ventures and to grow the Kenyan economy while creating employment opportunities to the youth and the rural folk.

Friday, September 20, 2019

Importance of Operations Management in Organizations

Importance of Operations Management in Organizations Managers are also responsible for critical activities such as quality management and control, capacity planning, materials management, purchasing, and scheduling. The importance of operations management has increased dramatically in recent years. Significant foreign competition, shorter product and service life-cycles, better-educated and quality-conscious consumers, and the capabilities of new technology have placed increasing pressures on the operations function to improve productivity while providing a broader array of high-quality products and services. With the globalization of markets, firms are recognizing that the operations function can be used to strengthen their position in the market place. Managers in operations management play a strategic and tactical role in satisfying customer needs and making their firms strong international competitors. The role of operations management is to transform a companys inputs into the finished goods or services. Inputs include human resources (such as workers and managers), facilities and processes (such as buildings and equipment), as well as materials, technology, and information. Outputs are the goods and services a company produces. Basically, Operations management has an impact on the five broad categories of stakeholders in any organisation. The five groups are: Customers These are the most obvious people who will be affected by any business. Suppliers Operations can have a major impact on suppliers, both on how they prosper themselves, and on how effective they are at supplying the operation. Shareholders Clearly, the better an operation is at producing goods and services, the more likely the whole business is to prosper and shareholders will be one of the major beneficiaries of this. Employees Similarly, employees will be generally better off if the company is prosperous; if only because they are more likely to be employed in the future. Society Although often having no direct economic connection with the company, individuals and groups in society at large can be impacted by the way its operations managers behave. The most obvious example is in the environmental responsibility exhibited by operations managers. Company Profile CRH plc, the international building materials group, has its headquarters in Ireland and operates in 22 countries in three closely related core businesses: Primary materials Value-added building products Specialist building materials distribution. Listed on the Irish and London Stock Exchanges and on the NASDAQ in the US, CRH consistently delivers long-term growth in total shareholder return, averaging over 18% per annum since the Group was formed in 1970. CRH maintains a rigorous focus on improving existing operations through experienced local management teams. These regional platforms and management structures generate the profits, cash flow and organisational strength to support CRHs ongoing programme of development. CRH grows by investing in new capacity, developing new products and markets and by acquiring and growing medium-sized companies. This long-term development strategy is supported by occasional larger acquisitions that extend the Groups geographic reach or product range and offer new strategic platforms for future growth. Strategic Vision CRHs strategic vision is to be an international leader in building materials, delivering superior performance and growth. Current strategic objectives and appropriate tools to analyze them Most of strategic objectives are directed toward generating greater profits and returns for the owners of the business, others are directed at customers or society at large. In the case study CRH plcs ultimate objective is to deliver superior performance and growth to its customers and stakeholders in all aspects. Any strategic objectives generally measured by the following tools; Measurable. There must be at least one indicator (or yardstick) that measures progress against fulfilling the objective. Specific. This provides a clear message as to what needs to be accomplished. Appropriate. It must be consistent with the vision and mission of the organization. Realistic. It must be an achievable target given the organizations capabilities and opportunities in the environment. In essence, it must be challenging but doable. Timely, there needs to be a time frame for accomplishing the objective. After all, as the economist John Maynard Keynes once said, In the long run, we are all dead! When objectives satisfy the above criteria, there are many benefits for the organization. First, they help to channel employees throughout the organization toward common goals. This helps to concentrate and conserve valuable resources in the organization and to work collectively in a timelier manner. Second, challenging objectives can help to motivate and inspire employees throughout the organization to higher levels of commitment and effort. A great deal of research has supported the notion that individuals work harder when they are striving toward specific goals instead of being asked simply to do their best. Third, there is always the potential for different parts of an organization to pursue their own goals rather than overall company goals. Although well intentioned, these may work at cross purposes to the organization as a whole. Meaningful objectives thus help to resolve conflicts when they arise. Finally, proper objectives provide a yardstick for rewards and incentives. Not only will they lead to higher levels of motivation by employees but also they will help to ensure a greater sense of equity or fairness when regards are allocated. There are, of course, still other objectives that are even more specific. These are often referred to as short-term objectives-essential components of action plans that are critical in implementing a firms chosen strategy. Operation objectives of the Company and its success in meeting strategic objectives Key components of the strategy to achieve the set objectives are; Clearly understand the current and potential future requirements and expectations of our customers-work closely with our customers, suppliers and partners to achieve quality objectives Deliver services of market-leading quality, reliability and consistency that meet our customers requirements Implement quality management in a systematic and planned way through the application of management systems that support the delivery of the business plan Educate and train our people and partners, to support the delivery of high quality work Establish and measure performance and customer satisfaction against appropriate quality objectives and/or targets Measure service performance and customer satisfaction at an appropriate level Continually review and improve our processes and levels of service CRHs one of the objectives is to remain the employer of choice for all employees and to exceed the expectations of all our stakeholders. This implementation can be done; CRH believes that continued business success is rooted in good employee, customer and supplier relations. This is particularly true in a decentralised organisation, where management responsibility is delegated as far as possible to the local level. Company Managing Directors/Presidents are responsible for the implementation of CRH employment policies, guidelines and objectives in their areas of responsibility. They are supported in this role and in reporting at Group level by their Human Resources (HR) teams. Human Resource has a functional reporting line through Product Group and Divisional HR Directors to the Group Human Resources Director. Data is provided below on the geographic employee footprint of the Group emphasising the increasingly global reach of CRH. Shortly after CRHs foundation in 1970 the Board set a clear strategy for the development of the Group which, while it has evolved over the years, is still broadly applicable today. CRHs development strategy is based on the following: Stick to core businesses in building materials Invest at home; be the low cost market leader Develop overseas; create platforms for future growth Negotiate deals that meet the sellers and CRHs needs Devolved development teams reporting to regional and product group managers Rigorous approach to evaluation, approval and review Generally mid-sized deals augmented from time to time with some larger transactions Objective is to maintain and develop a balanced portfolio across regions, products and construction sectors Focus on performance and growth The resources, systems and tools used in the organization to support its Business Process. CRH has a three-part strategic objective for fostering new growth across its operations. Invest in new capacity Develop new products and markets Acquire and grow mid-sized companies Investment is central to growth. CRH is making four fundamental types of investments that will make continued growth possible: Invest in its employees Upgrade production facilities Improve efficiency Manage performance Invest in people The success of CRH is very much due to having talented, committed, enthusiastic and well-qualified people throughout the Group. They encourage and support the continuous professional development of the CRH team and its members. What attracts people to CRH? A competitive pay package, the opportunity to travel, a good working environment, the team philosophy, flat organisation structure, challenging work assignments and internal training programmes to prepare the next generation of leaders. Upgrade production facilities CRH re-invests capital in their existing facilities to improve energy and operational efficiency to meet future demand growth. In other words, a plant producing 500 tonnes of cement a day could easily meet local demand , but years later, the demand could skyrocket due to a building boom. If the plant does not upgrade to increase its capacity, then competitors will. Like all other technologies, methods of production can become obsolete. It takes substantial capital to re-tool an entire factory with newer, better machines, but regular upgrading is necessary to maintain and improve competitiveness. Improve efficiency One way to get more out of existing factories is to make sure they are being used to the maximum. A low capacity utilisation results in higher fixed costs per unit, which means lower profitability. Low capacity utilisation can be a result of over-supply in the market or seasonal fluctuations of demand. In Portugal, for example, the economy is going through a difficult period with construction down approximately 3.9% for 2007, reflecting reduced activity in housing and a significant reduction in public capital expenditure. However, all three of CRHs Portugese cement plants operated at full capacity by taking advantage of strong export markets. Investment in efficiency and environmental improvement programmes, to offset higher input costs and improve performance, continued at all three locations. Manage performance A strong focus on achievement against targets is part of CRHs objective of performance and growth. The ability of key players to deliver is important. CRH has implemented a strong performance management system and appraisal process. The key elements include: Planning Clear expectations and goals are set and so plans develop to achieve these. Jobs, and how they relate to the strategic objectives of CRH, are looked at. These plans set out key steps and measures for staff. The A-SMART criteria are used, i.e. Aligned, Specific, Measurable, Action-oriented, Realistic and Time-bound. Coaching Observing and documenting performance, conducting reviews, as well as identifying training and development needs all provide feedback and support, and ultimately promote better performance achievement and growth. Having a mentor or coach can help staff to learn and develop, and reinforces effective and active communication and performance. Reviewing Getting results is a crucial factor of CRHs high-performance culture. What the individual achieves as well as How, are assessed and reviewed. Self-assessment, collection of information, appraisal and a review meeting all drive performance improvement. Employees have an opportunity to respond to feedback. Regular formal reviews of management development strategy are conducted by each Division with the guidance and support of the Group Human Resources Department Developing new products and markets CRH has activities in 28 countries but there is still plenty of room for expansion within those markets, and in neighbouring regions. The Groups wide spread across countries, regions and construction sectors helps to smooth the effects of industry and economic cycles. That wide spread of activities creates opportunities for further growth. Each of the Groups diverse operations across three continents is seen as a platform on which to build. CRH tailors its strategy to suit each country it operates from. An integral part of CRHs development is its investment in four fundamental areas: people, market leadership, the environment and technology. Investment in people consists of training and development to provide all employees with a platform for progress, a best practice programme to guarantee an efficient, safe and healthy place to work, and a market-based remuneration policy to attract, retain and motivate the right people. While investing in acquisitions and development projects is important to attain market leadership, being the leading producer with the lowest costs is also critical. This is achieved by investing in those existing businesses which offer a strong foundation for sustained and profitable organic growth while driving continuous improvement in products, processes and strong regional brands. Environmental investments programmes help us to improve optimise our use of energy and resources, and to be good neighbours in the communities in which we operate. Environmental investment includes projects to reduce dust and noise, minimise effluent and waste, improve energy efficiency, increase the use of recycled materials, and to restore worked-out facilities through extensive tree and shrub planting. Investment in technology enables us to run more efficient plants; to create more effective processes; to develop innovative products; to offer better and more focused service to customers; and to measure and communicate international best practice throughout the Group. CRH continues to invest in a wide range of projects which contribute to overall profitability, drive continuous improvement of products and processes to deliver long-term performance and strongly underpin the future development of the Group. Quality audit and review systems Evans Parker (2008) describe auditing as one of the most powerful safety monitoring techniques and an effective way to avoid complacency and highlight slowly deteriorating conditions, especially when the auditing focuses not just on compliance but effectiveness Quality audit is the process of systematic examination of a quality system carried out by an internal or external quality auditor or an audit team. It is an important part of organizations quality management system and is a key element in the ISO quality system standard, ISO 9001. Quality audits are typically performed at predefined time intervals and ensure that the institution has clearly-defined internal quality monitoring procedures linked to effective action. This can help determine if the organization complies with the defined quality system processes and can involve procedural or results-based assessment criteria. With the upgrade of the ISO9001 series of standards from the 1994 to 2008 series, the focus of the audits has shifted from purely procedural adherence towards measurement of the actual effectiveness of the Quality Management System (QMS) and the results that have been achieved through the implementation of a QMS. Audits are an essential management tool to be used for verifying objective evidence of processes, to assess how successfully processes have been implemented, for judging the effectiveness of achieving any defined target levels, to provide evidence concerning reduction and elimination of problem areas. For the benefit of the organisation, quality auditing should not only report non-conformances and corrective actions, but also highlight areas of good practice. In this way other departments may share information and amend their working practices as a result, also contributing to continual improvement. Quality culture What is Culture? Basically, organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artefacts) of organization members and their behaviours. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that are difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different than that of a hospital which is quite different that of a university. CRH Corporate Culture Local autonomy Experienced operational management is given a high degree of individual autonomy and responsibility to accommodate national and cultural needs and to leverage local market knowledge, all in accordance with key centrally defined governance, financial and CSR operating requirements Global yet local There is strong management commitment to both the local company and to the CRH Group, supported by best practice teams that share experience and know-how across products and regions. This dual citizenship motivates local entrepreneurship, while maintaining and benefiting from Group synergies. Our management philosophy could be described as global yet local. Mix of skills CRHs market-driven approach attracts, retains and motivates exceptional management including internally developed operational managers, highly qualified business professionals and owner-entrepreneurs who join on acquisition. This provides a healthy mix and depth of skills with many managers having experience of previous economic cycles. Our succession planning focuses on sharing this wealth of experience with the next generation of CRH management Perpetuating CRH culture As the Group grows, CRH make considerable efforts to ensure that the unique CRH culture is propagated into the new acquisitions, while simultaneously preserving their identity, so that the Group culture thrives from generation to generation. These efforts include training programmes, seminars, newsletters, the CSR Report and many other activities that span country, regional, international, cultural and language boundaries. These are of increasing importance as the company now grow into developing regions. Monitor systems and work activities of CRH Plc and identify the major problems affecting the systems. Also identify the opportunities your company can avail to improve business process Managing operations CRHs success as a global business depends, on its ability to face fast-changing economic conditions. CRH is a decentralised Group with many subsidiary companies operating under a wide range of local and regional brand /trade names. CRHs strategy is to build leadership positions in regional and local markets. This is done by delegating authority to the local managers. So that decisions can be made promptly by those most familiar with local economic conditions, while central support from CRH Group ensures that sustainable growth is gained in line with the Groups strategic goals. Central functions consist of the Board that sets the strategic direction for the Group, and Human Resources, Finance and IT which support the implementation of day-to-day management policy. Finally, CRHs vision can be identified as to focus globally yet manage locally. During a recession, it is important for businesses to look for new ways to maximise performance. One method is to improve efficiency across operations. Another way is to reinvest capital through the use of retained earnings/revenue reserves in its existing facilities. This helps to improve energy and operational efficiency while matching capacity to meet current and future demand. Managing suppliers Individual operating companies generate raw materials in the region in which they operate. Most of these suppliers are based in Europe or North America. Deteriorating demand in these markets needs strict expenditure controls. Managements current aim is on sourcing quality supplies to gain cost reductions and to increase efficiency. Central sourcing functions have been setup in key markets to take advantage of economies of scale and reduce the cost of purchased goods. Managing finances Recession strategies The recent banking crisis made more difficult for companies to obtain finance. Maintaining the business with liquidity and adequate cash flow is very important. However, current market conditions have made it more expensive to get financing for operations, therefore the costs of running a business is expensive and non profitable. Like other companies, CRH is focusing on maximising cash flow from operations and reducing working capital. Budgeting Cost savings Year 2008 indicates major changes in the financial, economic and business climate worldwide. Declining markets led to wide ranging cutbacks across CRHs businesses in the world. The company showed its rate of acquisition and its capital expenditure to improve liquidity and take advantage of possible further reductions in the price of assets. CRH management has also implemented other energy and cost reduction to limit the decrease in profit margins Division-wide procurement strategies and purchasing Company targets at purchasing amterials at lower cost and supply its productions in economies of scale to get the operational efficiency in its operations. Operational Excellence procedures have helped to reduce both labour and equipment costs while eliminating and minimising the waste. Reductions in fixed overhead staffing and other fixed costs have been implemented to maintain a strong balance sheet position. Raising Capital Sources of finance -CRH management undertook a successful rights issue. This allowed existing ordinary shareholders to buy more shares as a way of re-investing back into the business. The funds rose used for further acquisitions challenging industry players. In 2009, despite the very challenging trading backdrop, CRH is operating a healthy cash flow. The Group continues to identify new measures to deal with the evolving trading conditions. CRH believes that its current cash flows, together with the recent rights issue and funds raised through its borrowing facilities, are more than sufficient to meet its expenditure requirements for the foreseeable future. Financial reporting It is essential that IT systems give prompt, consistent and reliable financial reporting from the local operating units to the central Group management. Accurate financial reporting is paramount importance for management especially during difficult economic circumstances. Decisions on budgeting, raising capital and sourcing of finance all rely on accurate financial reporting. Managing people CRH employs 80,000 people in over 3,700 locations, including 35 countries. This staffs is managed through four Divisions. Company is introducing a web-based global talent management system replacing a paper-based system. There is a unique culture of performance and achievement throughout the CRH Group ensuring that, CRH has the capacity to deliver performance excellence despite of critical economic conditions The CRH management team are highly experienced and the development of talented successors is a priority for all managers. Regular formal reviews of management development strategy is done by each relevant Division with guidance and support provided by the Group Human Resources Department. CRH managers come from three very different streams, comprising: Internally developed operating managers who have room to grow in an expanding organisation Highly qualified finance and development professionals business builders with vision and future potential Owner-entrepreneurs who have joined with their companies and provide a vibrant entrepreneurial spirit. This brings forth a healthy mix and depth of skills and a wealth of experience at senior level with many senior leaders having managed through previous economic cycles. This gives them invaluable experience to deal with the current downturn enabling them to prepare for the inevitable upturn of the market. Performance management In CRHs high performance culture particularly during difficult economic times achieving results is difficult. But, CRH has adopted a strong performance management and appraisal process. Employees are given realistic goals and plans in place to achieve them. Performance is driven by appraisal, regular review meetings and self-assessment. Leadership development Management Development Programmes gives leadership training usually to middle or top level managers to assist them in upgrading their skills. These programmes have been updated in response to the changing economic climate. Staffs are encouraged to identify opportunities for business development and increased efficiency. Internal promotion is used to motivate and reward staff. Succession planning CRH places a significant consideration on succession planning. So as to develop future generations of leaders from within the organisation and maintain quality employees at all levels. Staffs are prepared for future roles by involving them with challenging assignments, coaching and formal training. Employees are educated the fact that during difficult economic times they must work within tighter financial constraints to keep operations within budget. CRH Future and Recommendation The process of maintaining superior performance and growth involves continuously investing for the future. The overall picture in 2009 is extremely challenging, having the severe impact of ongoing turmoil in financial markets across the world. There are a number of positives factors which will provide future opportunities for business, for example, Lower energy costs, Interest rate reductions Infrastructure stimulus packages in a number of countries, notably the USA. In this environment, efforts will mainly focus on implementing cost-cutting measures, reducing expenditure and preparing the business for recovery in construction markets. Regional and product diversity cater for smooth outcome of the effects of changing economic conditions and to provide multiple opportunities for growth. Management has responded vigorously to extremely challenging market conditions. All aspects of business need to be analysed and cost reduction and cash generation measures need to be in place to deal with whatever trading circumstances may evolve as the time go on.

Thursday, September 19, 2019

Legal Issues Surrounding First Aid Essay -- essays research papers

First aid is the initial care given to a sick or injured person before more formal medical assistance is applied. The goal of first aid is to intervene actively to prevent further damage, to provide life support, and to begin effective treatment of the victim's condition, to minimize injury and prevent death. Although first aid is not a substitute for medical care, those trained in first aid are able to assess the nature and the extent of an emergency and determine the best course of action to take until professional medical help arrives. The need for training in first aid is evident, considering that injury is the fourth leading cause of death. Falls are the most common cause of injury, but motor vehicle accidents are the most lethal, accounting for 22 percent of injury deaths. An important thing to know when dealing with a first aid situation is to be up to date as far as procedures are concerned. Procedures like slapping a choking person on the back, putting iodine on a wound, cutting an X on a snake bite, putting ointment on burns, or using a tourniquet to stop bleeding are old, out dated procedures and have been replaced by new ones from the Red Cross association. If you decide to administer first aid, be sure you are familiar with current procedures. First aid begins with a scene survey. Before approaching a victim, a survey of the area is necessary to determine if conditions surrounding the incident may place the victim and the rescuer in danger. Next, the primary survey will determine if lifesaving procedures must be immediately performed to save the victim's life. The primary survey involves checking the ABC's: A: Is the airway opened and the victim's neck stabilized? B: Is the patient breathing? C: Is the victim's blood circulating? Is there a pulse? Or is there active bleeding? Lifesaving procedures include cardiopulmonary resuscitation , which may be needed to provide basic life support when a victim has no pulse and is not breathing. The Heimlich maneuver aids choking victims by forcing ejection of obstructing material from the windpipe. The severity of spinal cord injuries has decreased 30-45 percent due to awareness that the neck must be stabilized before moving the accident victim. External bleeding is controlled by direct pressure and elevation of the bleeding site. The secondary survey is a total body examination, ... ...ng. The careful use of this skill and training will not only enhance the physical welfare of the persons you care for but will also enhance your own legal welfare. On a closing note, here is a copy of Indiana's Good Samaritan Law as an example of almost every other states Good Samaritan Law. "From and after the effective date of this act, no civil action can be brought against a person licensed to practice the healing arts in the state of Indiana, who has gratuitously rendered first aid or emergency care at the scene of an accident, casualty or disaster to a person injured therein, for the recovery of civil damages as a result of any act or omission by the said person rendering such first aid or emergency care in the rendering of such first aid or emergency care. This immunity does not apply to acts or omissions constituting gross negligence or willful or wanton misconduct." As you can see, there is essentially nothing to lose if you administer first aid as long as you try your best to help and know what you are doing. Keep in mind that helping someone in a life and death matter is a very big commitment, so make sure you are willing to do so before you act.

Wednesday, September 18, 2019

The Truth About The Big Two He Essay -- essays research papers

While reading Ernest Hemingway's short story 'Big Two Hearted River,'; one might think that it is just about a man named Nick Adams returning to Seney, to go camping and fishing. It may not be clear to some readers why the town of Seney is burned down or why Hemingway talks about each of Nick's action in great amount of detail. While first reading the story one might not notice that Hemingway has many symbolic parts, so that he can get the true meaning of the story across to the reader. The story is truly about Nick Adams wanting to get on with his life enjoying to its fullest and putting all of the awful events that have happened to him in the past. When Nick arrives at the town of Seney, he sees that the town is completely burned to the ground. When Nick was on the bridge he looked down at the water and saw trout in the water going against the current. Nick realized that the trout were changing their positions only to steady themselves once again: Nick looked down into the clear, brown water, colored from the pebbly bottom, and watched the trout keeping themselves steady in the current with wavering fins. As he watched them they changed their positions by quick angles, only to hold steady in the fast water again (472). Hemingway is trying to show that the trout are better then Nick, since they are not bothered by emotions or their surroundings. Nick is, he is bothered by the war, which created internal emotions that he is trying to resolve. Hemingway used the trout in t...

Online Newspaper Vs. Print Version -- essays research papers

Newspaper designers have a huge canvas to play with. Their designs can be striking and yet intricate and pack much more impact than a web page; especially because the entire double-page spread is in-your-face in a fraction of a second. Wham, here's the news. The page in the figure is a great example of the possibilities in print: a large, high-resolution map sets the stage for a story about Chile and does double duty as an information graphic for several data nuggets. More data is visualized in smaller graphics around the page. And, of course, there is room for a large amount of text that is set in high-resolution type and nicely integrated with the headlines and graphics in a pleasing over-all layout that allows the eye to move from overview to details in a fraction of a second. The above image does not do justice to the awards book which is printed in super-high resolution on heavy-duty glossy paper. In the book, it is possible to actually read the body text on the page. For online, I had to squeeze the JPEG quality down quite a bit in order to achieve the required 10-second download time for modem users. Another benefit of print! Dimensionality Print design is 2-dimensional, with much attention paid to layout. It is obviously possible for the reader to turn the page, but substantial interplay between different spreads is rare. Typically, each view is a design unit created for a fixed size canvas - often a big canvas when designing newspapers or posters. In contrast, Web design is simultaneously 1-dimensional and N-dimensional. A web page is fundamentally a scrolling experience for the user as opposed to a canvas experience. A small amount of 2-dimensional layout is possible, but not to the extent of creating a pre-planned experience with a fixed spatial relationship between elements. Users often begin scrolling before all elements have been rendered, and different users will scroll the page in different ways throughout their reading experience. Precise placement of elements on a web page goes against the nature of HTML and can only be achieved to an approximation for pages that are able to adjust to different window sizes. Thus, 2-dimensional relationships between page elements are less important than 1-dimensional relationships (what's early on the page; what's later on the page). Navigation The N-dimensional aspect of web design follows fr... ...esign approaches to utilize the strengths of each medium and minimize its weaknesses. Print design is based on letting the eyes walk over the information, selectively looking at information objects and using spatial juxtaposition to make page elements enhance and explain each other. Web design functions by letting the hands move the information (by scrolling or clicking); information relationships are expressed temporally as part of an interaction and user movement. With better hardware, differences in terms of appearance and layout may diminish. At the same time, more powerful software and a better understanding of interactive information objects will increase the differences in terms of interaction and user control. Current web designs are insufficiently interactive and have extremely poor use of multimedia. It is rare to see a web animation that has any goal besides annoying the user. Print design is highly refined, as evidenced by glancing through the recent book of award-winning designs. Web design is impoverished because too many sites strive for the wrong standards of excellence that made sense in the print world but do not make sufficient advances in interactivity.

Tuesday, September 17, 2019

Ignou Mba

ASSIGNMENT Course Code :MS-7 Course Title : Information Systems for Managers Assignment Code : MS-07/TMA/SEM-I/2013 Coverage :All Blocks Note : Attempt all the questions and submit this assignment on or before 30th April, 2013 to the coordinator of your study center. 1. (a) Is Information Technology as vital to modern global business as money? Why or why not? Discuss some trends in IT development. (b) Write a note on input and output devices. Distinguish between human data input devices and source data capture devices. 2. a) Discuss the objectives and process of computer aided decision support system. (b) Describe the decision making process of acquiring application software. 3. (a) Define MIS. Describe the functions that MIS supports in an organization. (b) What are the various ways of assessing the value of information? Explain each method briefly. 4. (a) Is outsourcing information systems a better proposition in most of the situations? Discuss some advantages and disadvantages of outsourcing. (b) Discuss the three major areas of feasibility, which are addressed in system analysis? . Write short notes on any four of the following: a) Open Source Software b) Stealth and Polymorphic Viruses c) MRP II d) Information System and TQM e) Genetic Algorithms ———————– Management Programme ASSIGNMENT FIRST SEMESTER 2013 MS – 07: Information Systems for Managers [pic] School of Management Studies INDIRA GANDHI NATIONAL OPEN UNIVERSITY MAIDAN GARHI, NEW DELHI – 110 068 MS-55: LOGISTICS AND SUPPLY CHAIN MANAGEMENT [pic] School of Management Studies INDIRA GANDHI NATIONAL OPEN UNIVERSITY MAIDAN GARHI, NEW DELHI – 110 068 MS-07

Monday, September 16, 2019

Management performance: efficiency and effectivity

Efficiency is the relationship between the means and the end. It simply refers to the amount of resources used to achieve target production and company goals. The main objective of which is to increase productivity by increasing respective efficiency at all levels. Where the concept of process improvement relies on the provision of technology, it integrates links of all key business functions and makes use of integrated structured software to run and manage the company. The philosophy of planning and organizing company’s activities demands proper control and monitoring of its resources. This serves as the basis to making necessary corrections and guidelines. Information technology (IT) therefore plays an important role in the aspects of technology adaptation. Its vital design is accessibility to information or speed of access created to fit total client and business management system. However, the main consideration of the integration with IT is still the people, and the workflow. Teamwork and management leadership are factors that shall still be mutually carried over the entire workflow. Efficiency aims to bring together knowledge, people and materials to achieved optimal results in market positioning. It entirely reflects the methods and the means to try to accomplish the plan. Strong management leadership in line with employee motivations greatly influences the effects of efficiency. To recapitulate: efficiency enables the organization to support the business by leveraging on its integrated workflow management to customer relations management for higher productivity. This ensures virtual service quality in simplified mapping enhancements of the network performance reporting capabilities. The basic key of the process is to align every diverse constituent to critical information asymmetries that allows timing and participation in the cycle. Where the people are highly motivated and is performing at high levels, organization performance always refers to the means and methods used to achieve corporate goals. It focuses on management of human, conceptual and technical skills to enhance flexibility through teamwork in the art of getting things done through people and integration of technology in an efficient manner. The diversity of the corporate culture needs solid management skills and action in creating the conditions and environment to manage and run the company in an efficient manner to sustain its long term existence. The results of which can be measured on its productivity and effectivity. In comparison, effectivity is the means to measure the methods and applications applied to achieve corporate goals. Thus it is the task involve in making an analysis of the result and efficiency of the management tools and skills being utilized by the current organizational system and practices. It utilizes systems thinking to assess cause and effect variables of its applications in the fundamental aspects of planning, organizing, leading, and controlling of each unit or department in reference to overall effectivity. Efficiency is the logical integration of people, equipment, and technology resources to promote productivity and achieve end values while effectivity measures the consistency of the means to achieve corporate goals by the measure of man-machine-systems efficiency and calculations of productivity ratios. Working in the efficiency of each individual, machine, and technology performance is what defines the heart and soul of an organization’s systems and procedures which aims to regulate management practices to enhance productivity. Efficiency is the primary indicator of either a successful or failing management performance. It can be improved simultaneously only by making critical analysis of its efficiency by measures of the individual productivity. This measure of efficiency and productivity is the task or the concept of effectivity. (Daft 2004). References Daft, Richard. (2004). Management. South Western College. Â  

Sunday, September 15, 2019

Public Fiscal Administration Essay

Fiscal Institutions and Fiscal Performance shifts emphasis away from narrow economic factors to more broadly defined political and institutional factors that affect government policy and national debt. This collection brings together new theoretical models, empirical evidence, and a series of in-depth case studies to analyze the effect of political institutions, fiscal regulations, and policy decisions on accumulating deficits. It provides a fascinating overview of the political and economic issues involved and highlights the role of budgetary institutions in the formation of budget deficits. While our roundtable considered differences between two states as points of departure, we believe the principles identified in our exchanges apply to other state environments as well. In fact, a major objective of this paper is to encourage other states to consider these questions in light of their own policies and performance. These are the key questions our roundtable participants suggested that any state should ask as it seeks to improve the performance of its higher education institutions in advancing public priorities. 1. To what extent has a state defined the public purposes it expects higher education institutions to help accomplish? Are the purposes a state seeks to achieve through its colleges and universities clearly articulated? Do institutional leaders and policymakers share a common understanding of those purposes? A first step for any state that seeks to improve the performance of its higher education system is to pose and publicly debate a core set of questions concerning that system: What is the rationale that justifies a state’s spending for institutional appropriation, capital construction, or financial aid? Is that rationale clearly defined? Is it consciously examined, debated, and reaffirmed at regular intervals in the arenas of public policy? Or have the arguments that justify a state’s expenditures for higher education become vestiges of a distant past, subject to differing memories and interpretations? A state needs the political will to set the public agenda-to form ulate clear definitions of the public purposes it expects higher education institutions to help attain. As the needs of society itself evolve, the ends a state seeks to achieve through its colleges and universities can also change. For this reason, the question of higher education’s role in advancing the public weal needs to be  revisited periodically. At the same time, a state needs to assess how well the policies and programs currently in place actually achieve their intended goals. In the absence of such periodic reviews, states tend to increase their expectations of higher education institutions-to add new expectations-without considering how the new expectations relate to those in place from an earlier time. States must also work to maintain a balance between the evolution of their own public purposes on the one hand and the evolution of institutional goals on the other. A state that allows unspoken and implicit priorities to prevail over principles that are publicly debated and affirmed effectively accords more autonomy to institutions in pursuing their own directions. Ultimately, states that do not articulate their purposes may find themselves maintaining institutions for reasons that are increasingly vague and ambiguous. 2. How well do a state’s fiscal appropriation practices align with the mandates of its higher education policies? What combination of policy mandate and incentives is most effective in motivating institutions toward the achievement of public purposes? Providing a rationale and framework for supporting higher education institutions is half the task confronting state policymakers. Through a combination of statutory authority and resource allocation, a state must work to ensure that institutions fulfill the public purposes its policymakers have identified. The authority of educational policy derives from the constitutional power of a state’s elected representatives. While respecting the operational flexibility of higher education institutions, these officials help determine institutional priorities by establishing state policies. Beyond the mandate of policy, however, a state must be willing to appropriate the resources needed to achieve given purposes. A state’s budgetary appropriation to institutions is a most telling statement of public policy with regard to higher education; by the amount and the kind of funding it provides, a state sends an explicit or implicit signal about its priorities for higher education. For reasons beyond its control, a state may sometimes fail to provide sufficient funding for institutions to carry out its public purposes to the extent or at the level of quality it desires. While unforeseen shortfalls in the budget are inevitable in some years, a state that systematically underfunds its higher education system loses some ability to influence institutions in terms of quality or direction. Ultimately, a state and its higher education system need to define what constitutes a reasonable exchange of product for price. While some institutions prefer formula-driven or incremental increases in the funding they receive, public officials have occasionally sought to link a portion of an institution’s funding to the achievement of a particular objective, such as enrollment, retention, or degree completion. A state must exercise caution to ensure that the funding incentives it establishes in fact motivate the behaviors it desires in institutions. The international perspective of our roundtable provided a telling example of the need for policymakers to ensure that the fulfillment of a public purpose falls within the interests of institutions themselves. South Africa, until recently, used the technique of penalizing institutions whose students did not achieve acceptable levels of performance. Rather than spurring institutions to foster heightened achievement in their existing student bodies, this policy often caused higher education institutions to seek higher-achieving students in order to avoid incurring penalty, in effect heightening the barriers to access for many students. The country is now finalizing a new funding system with incentives to institutions that improve the performance of lower-achieving students. Fiscal strategy is not the only means by which a state can influence institutional behavior. If designed carefully, with an awareness of what motivates institutions, however, the alignment of funding with the achievement of public purposes can be an effective means of improving a state’s higher education performance. 3. To what extent do a state’s tuition and financial aid policies contribute to increased higher education participation and completion? The amount of tuition charged at public institutions, in addition to state programs of financial aid and assistance, are central elements of a state’s fiscal policy. It sometimes occurs that a state’s public officials have not formulated an explicit policy regarding tuition, and in such instances, the very lack of specificity constitutes a policy decision. A primary lesson from the AIHEPS research and from experience in many other settings is the importance of need-based programs of financial aid and assistance to foster higher education participation and completion among the most needy. Financial aid is the area in which a state’s higher education policy intersects most substantially with federal programs; the kinds of financial aid a state  makes available in conjunction with Pell Grants and other federal aid programs define the contours of affordability for students in that setting. Both New Jersey and New Mexico exemplify a strong commitment to access, and both take substantial steps to ensure that financial need does not become a barrier to enrolling and completing a degree program in a college or university. In addition to its need-based programs of financial aid, New Mexico’s commitment to access results in a remarkably low tuition at the state’s public institutions of higher education. The experience of many state policy environments makes clear, however, that low tuition in itself does not guarantee access for students. Particularly in sparsely populated settings, where higher education institutions may be a considerable distance from a student’s home, the decision to attend college entails a number of financial commitments that low tuition in itself cannot help a student to meet. Need-based financial aid is a critical element for any state that seeks to enhance the participation of students who have limited financial means. One of the most notable developments during the past several years is the growth in programs that award aid on the basis of academic merit without regard for financial need. Georgia’s merit-based program of financial aid, Helping Outsta nding Pupils Educationally (HOPE), has proven to be a model for similar programs in other states. In New Mexico, the merit-based Lottery Success Scholarship Program has become enormously popular with voters, policymakers, and institutions alike. As with many other aspects of public policy, merit-based programs of financial aid tend to provide greatest benefit to members of the middle class. No elected public official can fail to perceive the political benefit of programs that are popular with the largest block of voters in a state. Merit-based aid programs exemplify a different policy objective from that of providing financial assistance to the most needy. A state’s motivation in providing such aid is to encourage more of its highest-achieving students to remain in the state-first by enrolling in its higher education institutions, and then, ideally, by choosing to live and work in the state after graduation, thus enhancing a state’s educational capital. Merit-based programs have certainly succeeded in attracting more of the highest-achieving students to pursue their baccalaureate degrees in their home state; in doing so, they have relieved many high-achieving, mostly middle-class students and their parents of  substantial costs they might otherwise have incurred in attending institutions out of state. Students of this type tend to have considerable mobility after graduation, however, and it is less clear whether merit-based programs encourage more of them to remain in a state after completing their degrees. Much of the controversy centers on the question of whether a state’s investment in merit-based financial aid occurs at the expense of its commitment to need-based aid. Most of those states that have invested in merit-based programs of aid during the past several years did not have strong historical commitments to need-based aid. In those cases, the introduction of merit-based aid has done no harm to students with greater financial need; in fact, some needy students have benefited because they qualify for the merit-based programs. In states that have begun to blend merit-based with need-based commitments, however, it often appears that the appeal of merit aid has diminished the perception of importance attached to need-based programs. Beyond the obvious political popularity of merit-based aid, a state must ask whether such programs yield a long-term benefit of encouraging more of the best and brightest to remain in the state as workers and citizens. If the answer is no, the question then becomes whether the dollars expended in merit-based programs might be more effectively spent enhancing programs that enable more of those with greatest financial ne ed to attend college. 4. What role does the state interface agency-typically either a higher education governing or coordinating board-play to ensure that a state’s higher education institutions contribute effectively to the achievement of public purposes? To what extent is institutional mission a factor in determining the responsibilities of institutions in fulfilling public purposes? Nearly every state in the United States has one or more agencies that serve as intermediaries between a state’s lawmakers and its higher education institutions. The level of authority vested in a state interface agency varies: some states have a governing board with regulatory authority over public institutions, others a coordinating board that serves in primarily steering and oversight capacities. The notable exception to this rule is the four-year sector in Michigan, which has no formal interface agency. Michigan’s public universities rely on a council of presidents to achieve a unified approach in de aling with the state’s lawmakers. While presidents of four-year universities stand in accord on many issues, each  institution appeals individually to the Legislature and governor in the state’s budget process, and the amount of funding each institution receives is a direct function of its historical allocation, modestly adjusted by lobbying efforts. A state higher education interface agency can help reduce the inherent competition among public colleges and universities. In addition, an effective governing or coordinating board can play a vital role in making a state’s system of higher education more efficient, more successful, and more accountable in terms of educational performance. The interface agency itself must be accountable both to the public purposes a state has defined and to the needs of higher education institutions within the system it serves. An effective interface agency can encourage collaboration among institutions; it can work in behalf of all colleges and universities to influence s tate government; and it can gather and provide information that documents changes in performance. One of the key roles a governing or coordinating board plays is that of providing information that influences decision making both in state government and in individual institutions. The information disseminated by an interface agency can contribute substantially to the effectiveness of the state’s higher education system, helping to sustain the interest of institutional leaders and policymakers in performance. The periodic distribution of comparative data helps sharpen and renew public officials’ understanding of the purposes a state seeks to achieve through its higher education institutions, while also reminding institutional leaders of the criteria that measure an institution’s performance. Indeed, the international perspective of the AIHEPS project makes clear that the presence or absence of information in a given environment is itself a policy issue. One of the major differences between higher education environments in the United States and Mexico is the availability of information for evaluative or strategic purposes. In Mexico, the scarcity of information and the fact that most data are controlled by institutions often impede the work of improving the performance of higher education systems. While the gathering and distribution of information are important functions of an interface agency, these roles in themselves will not ensure improvement in the performance of a state’s higher education system. An interface agency cannot be effective if it is a political weakling; it needs some measure of authority to motivate the behavior of  institutions toward desired ends, whether in the form of incentives or simply the consistent support of sensible decisions by the governor and Legislature. Certainly, the amount of resources available to an interface agency is an important part of the equation; no statewide board can hope to be effective if it lacks sufficient funding and staff. Ideally, the effectiveness of an interface agency rests on its power to influence elected policymakers and to craft policies and incentives that make the achievement of a state’s policy goals fall within the self-interest of institutions themselves. The interface agency often plays a central role in devising appropriate measures of institutional accountability that help to ensure compliance with a state’s policy objectives for higher education. Even though expenditures for higher education now constitute a smaller share of state budgets, state support of higher education has grown in real dollars during the past two decades, and public officials naturally seek to ensure that the dollars invested yield discernible results. In some settings, a state’s drive for institutional accountability has led to confrontations over such matters as faculty productivity or the assessment of student learning. The interface agency plays a critical role in any successful effort to conjoin public officials’ press for accountability with higher education’s traditions of autonomy in the means of fulfilling its educational mission. An interface agency can help create accountability measures that provide a meaningful index of progress in meeting a state’s goals for higher education. It can also ensure that credible reports of performance reach legislators and the general public on a timely basis. A state governing or co ordinating board is by definition an agency that provides both support of and guidance to institutions as they pursue their individual strategic goals. Governing boards of individual colleges and universities can easily become captives of an institution’s own ambitions, advocating those particular interests even at the expense of achieving broader state policy objectives. While affording institutions some measure of protection from the fluctuations of state politics, the interface agency helps ensure that individual institutions evolve in directions that are consistent with state policy goals. One of the issues an interface agency can help address is the degree to which institutional mission should be a factor in the question of accountability to a state’s public purposes.  Successful degree completion, for example, is a goal that has meaning to every higher education institution. But should every institution be held equally accountable to a single graduation rate? Because institutions with different missions may serve different kinds of student populations, holding every institution equally accountable to a particular measure may prove neither efficient nor desirable. At the same time, institutional mission can easily come to reflect an institution’s aspiration to grow in directions that do not meet the greatest public need. Just as a state’s expectations of higher education change over time, mission often becomes a moving target, changing to accommodate the institution’s internally driven goals-such as implementing more selective undergraduate admissions, establishing graduate programs, or expanding sponsored research programs-even if those purposes are fulfilled elsewhere in a state’s higher education system. The interface agency plays a critical role in facilitating a sustained interaction between a state’s policymakers and its higher education institutions. In so doing, it helps ensure the continued strength and adaptability of policies to which all institutions are held accountable. No higher education institution that benefits from public funding should get an automatic â€Å"pass† on its obligation to help fulfill the public agenda, but a state should not expect every institution to achieve particular purposes in the same way. Finally, it is fitting that a state should seek to hold institutions accountable for the â€Å"what† but certainly not the â€Å"how† of achieving public purposes. 5. What steps has a state taken to build the infrastructure and encourage higher education institutions to collaborate-with one another, with K-12 schools, with business and industry-in order to foster the goal of improved preparation as well as economic development? State policymakers play a key role in creating an environment that fosters collaboration between higher education institutions and other agents in areas that effect economic and civic vitality. As major stakeholders, colleges and universities contribute to and depend on the educational and economic well-being of a state’s population. The development of more concerted partnerships between these institutions and K-12 schools is a key element in improving students’ preparation for higher education study-and ultimately in increasing the number of students who pursue postsecondary education. By the same token, higher education’s partnerships with business and industry can contribute  substantially to th e benefits that a higher education confers. States in attractive geographic locations with fair climates can reap an educational and economic advantage simply because they draw many of the best and brightest from other settings. States that do not enjoy this advantage, however, must develop strategies to encourage higher education institutions to work with schools and other agencies, helping to maximize both college participation and the economic benefits higher education provides to a state’s population. Colleges and universities have the capacity to improve both measures by working in conjunction with a state’s primary and secondary schools as their principal supplier of students, as well as with business leaders, who employ substantial numbers of their graduates. A state’s most promising strategy in fostering collaboration is to create a framework and statewide incentives that help coordinate local initiatives. In this, as in other dimensions of achieving a state’s public purposes, the levers of policy can help make collaboration with other stakeholders seem to be in the best interests of higher education institutions themselves. Part of a state’s challenge in promoting collaboration between higher education and K-12 institutions is to overcome substantial cultural barriers that exist between the two domains. Finally, the incentives a state creates for increased collaboration must be built on both sides, so that public schools and higher education institutions find their own interests served by working together. In general, it is community colleges as well as comprehensive universities with strong commitments to training teachers that are most highly attuned to the challenges of K-12 schools, and to the evolving set of skills that business and industry leaders seek in their workforce. It is also true that the more numerous the expectations a state places on its higher education institutions, the easier it becomes for institutions to escape responsibility for those goals they find less conducive to their own ambitions. States must create conditions that make it compelling for higher education institutions to work with K-12 schools in improving students’ preparation for college. Equally important is a state’s role in fostering institutional partnerships with business and industry to help maximize the benefits that higher education confers to a state’s residents. If institutions choose not to participate in the achievement of such purposes, states must devise means of encou raging compliance. A state that lacks the  means or the will to define and pursue its public priorities effectively accords its public institutions open license to pursue goals of their own choosing, with minimal regard to a state’s public purposes.