Diabetes WA Research Paper Example | Topics and Well Written Essays - 500 words

Diabetes WA - Research Paper Example The 360 degree marketing approaches are important. The DAGMER (Defining Advertising Goals for Measured Advertising Rules) approach tells the effective advertising must be measurable (Altstiel & Grow 2006). However, the marketing are the ongoing process and financial support is very important for these campaigns. Most of the campaigns must reach the target audiences. The basic target audiences are the people who are in the middle age, staying nearby the town and the diabetes WA centers. However, Diabetes can happen to anyone irrespective of their earning capacity and even many time juvenile diabetic patents are also seen. The major concept about the campaigns must be to create a concern about the diabetes within the minds of the diabetic patients. And for the future patients the fear of losing the happy moments with the family must be focused. It means the advertising campaigns must tell the viewers about the importance of him or her being fit and diabetes free. Media Mix: Media is th e most important factor in this case. The media is the platform which can help the campaigns to reach the mass. That is the reason the media mix is very vital. The media mix is basically the combination of the proper Medias which supports the advertising campaign efficiently (Surmanek, 1996). In this case the television and the radio are very important as they reach to the mass in a very efficient way.

Arbitration Coursework Example | Topics and Well Written Essays - 2500 words

Arbitration - Coursework Example and Malaysia and hence the contract between them is an international contract attracting the law of international commercial arbitration. The contract envisages supply of toilet flushes by the Malaysian company to the London plumbing firm. It is clear that their contract has a clause for arbitration to be resorted to in the event of disagreement or dispute between them. On the one hand, George Ltd of London wishes to terminate the contract and Cheap Stock Corp of Malaysia maintains that George Ltd’s demand for termination is a violation of the contractual terms, on the other. This constitutes a dispute between them warranting arbitration as provided by the arbitration clause of the underlying contract. The arbitration agreement if valid will enable the arbitrators to decide whether the London firm is entitled to prematurely terminate the contract entered into with the Malaysian company by examining the terms of the underlying contract. ... The seat or legal place of the arbitration shall be [city and/or country]. The language to be used in the arbitral proceedings shall be [language]. The governing law of the contract shall be the substantive law of [jurisdiction].†3 If the parties have not chosen any institutional arbitration, UNCITRAL Arbitration rules provides for Ad hoc arbitration according to which the arbitration clause shall be as follows. Ad hoc arbitration under UNCITRAL Arbitration Rules â€Å"All and any disputes or differences arising out of or in connection with this Agreement, or the breach, termination, or invalidity thereof, shall be referred to and finally resolved by arbitration in accordance with the UNCITRAL Arbitration Rules [as at present in force/as in force at the time when arbitration proceedings are commenced] (‘the UNCITRAL Rules’).†Ã‚  4 The adhoc arbitration clause is more inclusive in that it includes even differences apart from disputes relating to â€Å"agreem ent or breach, termination or invalidity thereof.† 5 Since the parties do not appear to have chosen any institutional arbitration, Adhoc arbitration as per the UNCITRAL rules may be applied. The relevant rules in this connection stipulate â€Å"The Notice of Arbitration shall be served in accordance with Article 3 of the UNCITRAL Rules†. 6 Further, the appointment of arbitrators and their numbers (one or three) and the authority (institution) by whom to be appointed are also to be governed by the UNCITRAL Rules. The place and the seat of the arbitration such as city and/or country and language of arbitration will also be named by the authority. Validity of the arbitration agreement in the contract The contract in question contains the term ‘any disagreement or dispute between the parties

Review of Parrot in the Oven Essay Example for Free

Review of Parrot in the Oven Essay Parrot in the Oven: Mi Vida is a coming of age novel written in 1996, by Victor Martinez. The story is set in California and is told from the point-of-view of a fourteen year old, Mexican American boy. Manuel Hernandez, like many young men, struggles with identity. Manny’s life is hard. He has two older siblings and a baby sister. His mother does not work. His father is unemployed and an alcoholic. The main provider and only person in his house that can keep a steady job is his older sister. His older brother cannot hold a job long. As would be expected, Manny’s family lives in the projects. Project life brings its own problems. The Garcia boys live in Manny’s neighborhood. They constantly terrorize and beat him. Manny does not fight back. He realizes that he is outnumbered and too afraid to do anything. This could be one of the reasons Manny joins a boxing club in school, and later joins a gang. Family life is not much better for Manny. Throughout the story Manny deals with an alcoholic father and a borderline obsessive compulsive mother that have both become bitter and resentful. Manny’s brother is rarely home, but when he is he is often drunk. His older sister is resentful that she must carry the family. At one point in the story she gets pregnant and soon loses the baby. Chapter nine shines light on a key aspect of Manny’s character. As the title implies, Manny is naive. He lives in a predominantly Latino community where racial discrimination is non-existent. In this section of the book, Manny’s boss urges his daughter to invite Manny to her birthday party. She reluctantly agrees. Manny tells his brother, Nardo, about the party. Nardo and their sister try to explain to Manny that white people do not usually interact with Mexicans socially; he is most likely being used. Manny does not listen. He is in lust. Needless to say, the party ends badly. A terrible home life, hormones and identity issues lead Manny to gangs. He takes the beating, as a form of initiation, so that he can kiss a girl. He is not entirely sold on the gang culture but feels that he should hang out with the members. On his first run with Eddie, a gang member, he witnesses Eddie assault a woman and steal her purse. At that moment he recognizes that Eddie is the guy that knocked up his sister. Frozen in place, Manny realizes that gang-life is not for him. He goes home and watches his sisters sleep, knowing that although life at home is rough there is nowhere else he would rather be. Parrot in the Oven: Mi Vida exposes many aspects familiar to first- and second-generation Mexican American families. Many young minorities might be able to relate to Manny’s struggles. Even though the book deals with ugly issues like abuse, alcoholism, racism, teen pregnancy and gangs, the book also provides a space for discussion around identity, self-esteem and pride. I would definitely recommend this book to students.

Communicaton between animals and humans Essay -- essays research paper

INTRODUCTION The importance of communication between animals cannot be underestimated. Through communication, animals are able to concentrate on finding food, avoiding their enemies, mating and caring for their young. The study of communication between animals and humans is a never ending fascination and a way to learn more about ourselves. The development of human communication is what makes us exclusive to any living thing on this planet. The ways in which we communicate with one another is uniquely important in our everyday lives. Without it’s presence, the world would have no development, holding the same appearance as one million years ago. We would be lacking a sense of society and most probably be still in the Stone Age. The mystery of the development of human language constitutes how we are uniquely human from other animals. Human beings have a daily working vocabulary of 1000 words, and with our knowledge on how to use grammatical rules is what makes our sense of communication more sophisticated than any animal. Verbal communication between humans is the central, most relevant factor in a sophisticated society. People have evolved into expressive and capable members of society. The human language has been around for five thousand years and it is apparent that language has been complex long before that. The human language is quite problematic as grammar and syntax play a major role in defining language. Animals have an extremely primitive way of communicating compared to humans, and the way in which we communicate. Animals cannot verbally speak like us humans and studies verify this. HUMAN AND ANIMAL COMMUNICATION It is the existence of human communication that has made the world the place it is today. Through communication, human beings have created skyscrapers, long bridges to complicated forms of transportation. We have also had the ability to start world destruction and encourage world peace. It is through learning how to communicate with other humans for almost five thousand years that a persons way of thinking has expanded and information has been passed on from generation to generation. Without a well-advanced language system, we would not be able to function as a successful society that is constantly making advanced and technological developments. The ways in which we communicate to each ... .... Humans have also been able to build a comfortable society and work at it from generation to generation. As far as we know, animals are still using the same forms of communication as hums did 5000 years ago. There have been no signs of advances in the ways in which they live or the ways they choose to communicate. I don’t underestimate animals as I think they can be intelligent in their own little ways. In conclusion, the only means of animal communication involves a basic information transfer from the sender to the receiver. However, no animal could come close to an affective communication system like the human language. They can however convoy their needs, desires and reactions to the environment via some sophisticated signalling of their own. BIBLEOGRAPHY (1)  Ã‚  Ã‚  Ã‚  Ã‚  Harley T (1996) â€Å"The psychology of language from Data to Theory†. Psychology press publishers. (2)  Ã‚  Ã‚  Ã‚  Ã‚  Ting-Toomey. S and Korzenny. F (1989) â€Å"Language, Communication, and Culture†. Sage Publications Ltd (Volume X111) (3)  Ã‚  Ã‚  Ã‚  Ã‚  Wardhaugh. R (1993) â€Å"Investigating Language†. Blackwell publishers.

Assessment for Teacher Essay

The primary purpose of assessment is for the learner to provide evidence of learning by demonstrating the understanding of content and achievement of learning outcomes. This gives an insight of their strengths and areas of development. Whereas for teacher, it provides a moment to review their assessment strategies in terms of effectiveness and facilitate progression by giving constructive feedback. It also informs the curriculum board, managers, and relevant staff to evaluate learning programmes for any improvements. Learners are assessed through various stages of learning journey by using variety of methods and strategies. They are usually assessed formatively before or during the course and summatively near or the end of it. Formative assessment provides a continuous source of information about students’ progress, improvement and problems encountered in the learning process. It could be an â€Å"Initial Assessment† to determine prior knowledge or â€Å"Diagnostic Assessment† to find areas of development and strengths. Feedback is an integral part of it. (NCFOT, 1999) said it â€Å"occurs when teachers feed information back to the students in ways that enable the student to learn better, or when students can engage in a similar, self-reflective process†(Principle 4). It has also been supported by several educationists such as Scales (2008 p. 179), Black and William (1998: 17) and Reece and Walker (2007 p. 325). Formative assessments are not graded which allows flexibility to modify and adjust the teaching practices and reflect the needs and progress of learners as well as motivating them. However, formative assessment in its purist form is seldom used (Brookhart, 1999). I feel that teachers should be given training to as â€Å"how† and â€Å"when† to employ it successfully. There are variety of methods by which students are assessed formatively such as Accreditation of prior learning (APL), Observation, Oral Questioning, Discussion, Role play, Case study, Essays, Projects, Assignments, MCQs etc. which when used in combination has proven effective in measuring a variety of complex learning outcomes (Reece and Walker, 2007, p. 326) It is useful for development of â€Å"Cognitive†, â€Å"Psychomotor† and â€Å"Affective Domains† of learning as explained in Bloom’s Taxonomy and could assess higher order skills of these domains. Some teachers are predominantly concerned with cognitive learning with some use of psychomotor skills but affective learning can be a useful tool in changing attitudes i. e. gender, culture etc. even if it’s not a requirement of a course. Summative Assessment happens at the end of the course, unit etc. and is for grading and decision purpose. It is used for informing employers, institutions etc. about learner’s overall performance. It does not however, give information about detailed abilities of learner and there is no feedback so it is debated for its complete reliability and validity. (Scales, 2008 and Rust, 2002). Learners are assessed summatively mostly by Examination, Assignments, Portfolios, and Essays. They develop the skill levels of ‘cognitive and psychomotor domains’ depending on how effectively they are set out and the type of course. ‘MCQs’ and ‘Viva’ for instance can provide better coverage of syllabus as well as assessment of deeper knowledge whereas essays does not serve the same purpose but assess higher levels of cognitive domain i. e. synthesis and evaluation. Feedback is an important element of assessment and is directly related to motivation. In order to accelerate learning process it has to be timely, positive and constructive. â€Å"Maslow’s hierarchy makes us think about the total experience†¦.. From physiological factors†¦. to relationships (do we give positive regard and development feedback? ) to self-esteem needs (‘I’m no good †¦ ’), his hierarchy provides a useful device to help us understand learning and motivation(Scales, 2008 p. 72). We need to keep records to track and monitor the progress of our learners. They are many different types of internal, external and formal and informal records. Internal records include mark books, matrix, learner progress sheets/ reviews and results of mock tests. In ESOL, we keep records of Initial interview, Initial assessment, spiky profile, ILPs, Diagnostic assessment, Formative assessment, observation reports, feedback reports, peer/self assessments and Summative assessments to assess the progress of learners and efficacy of programme and teaching. The external records include all the evidence in form of written work or internal verification to sent to external bodies i. e. exam board, auditing bodies, other educational organisations, support staff, etc.

Humes and Anscombes View on Causation - 1227 Words

In this paper I discuss both Hume’s and Anscombe’s view on causation. I begin with Hume and his regularity theory; then I move onto Anscombe where I provide a rebuttal of Hume’s regularity theory, and later I explain how Hume would respond to Anscombe’s objection to Hume’s regularity theory. Hume’s notion of causation is his regularity theory. Hume explains his regularity theory in two ways: (1) â€Å"we may define a cause to be an object, followed by another, and where all the objects similar to the first are followed by objects similar to the second† (2) â€Å"if the first object had not been, the second never had existed.† Hume defines causation in terms of natural necessity and explains natural necessity as follows: of two events, if event A†¦show more content†¦In this case Hume would argue that it is because it was event A’ and not event A, because if it were event A then event B would have happened, but b ecause event B’ happened then it must be that it was event A’. On the other hand, Anscombe disagrees with Hume, and believes that we can, and do observe causation. Anscombe uses examples of crushing, chewing, pushing, and such to illustrate that we do perceive causation. For example, if person A holds a sheet of paper in their hand, and then begins to crush the sheet of paper, and then later we see the sheet of paper crumbled; Anscombe argues that this is enough evidence to show that we do perceive causation, because we can see the causing of the sheet of paper to crumble. Another example is of person A cutting a sheet of paper; Anscombe would argue that it is evident that we observe the causing of the sheet of paper be divided. In addition, Ansombe add that we can perceive causation by tracing an effect to its cause. For example, of the cutting of a sheet of paper by person A, one can traced the effect (sheet of paper cut in half) to its cause (person A cutting the sh eet of paper). Therefore, Anscombe claims that we do perceive causation. Anscombe believes that this evidence is sufficient to prove that we not only perceive â€Å"contiguity† and â€Å"succession† of events, but the cause of events. From Hume’s regularity theory,

Toyotas rise to the top - Free Essay Example

Sample details Pages: 13 Words: 3817 Downloads: 7 Date added: 2017/06/26 Category Business Essay Type Analytical essay Did you like this example? In an ever increasingly competitive world there is naturally going to be more pressure on organisations to ensure that they are performing as efficiently as they possibly can. Industries, specifically industries such as car manufacturers, are becoming much more global and whereas a domestic company could have previously rested somewhat on its laurels, this is no longer the case. Todayà ¢Ã¢â€š ¬Ã¢â€ž ¢s businesses must continue to look for ways in which they can outperform their competitors. Don’t waste time! Our writers will create an original "Toyotas rise to the top" essay for you Create order Business processes by their very nature are ever changing. Particularly when it comes to manufacturing, there is consistent pressure on organisations to improve the value, the costs and the quality of what they are producing. The best way of doing this is to evaluate, continuously, the processes that the business has in place. There are many different ways that business may do this such as benchmarking or looking to improve value. The most appropriate choice of method or even choices will depend on several different factors, many of which are individual to the business, itself (Feigenbaum, 1991)[1]. In this paper, we are considering Toyota Motor Corporation and its rise to become the largest car manufacturer in the world. Firstly, the background to Toyota will be considered and how it has risen to become number one. Then, the individual factors that make Toyota successful will be considered, as it is these factors that will become critical in the evaluation process. From this s et of criteria an evaluation method will be developed which indicates how well Toyota is performing in the various different elements; these will then be ranked in order of importance (Swamidass, 2002)[2]. It will then be possible to look at the types of evaluation tools that are available to Toyota and which ones would be the most successful in ensuring that these performance criteria are met. In the appendix, there is an evaluation matrix which shows the various different evaluation tools available and considers which ones would be the most appropriate, given the criteria laid out by Toyota. Background to Toyota Toyota Motor Corporation is now the worlds largest automobile maker. Its headquarters are located in Japan, although it is now a multinational company with approximately 316,000 employees, across the world. Its rise to this global level happened relatively rapidly. The inception can be dated back to 1934 although, in reality, Toyota Motor Corporation was still a depa rtment of Toyota Industries at this point. However, during this year it designed and created its first type A engine. It took a further two years for it to develop its first passenger car which was known as the Toyota AA. Recognising the potential in this market, Kiichiro Toyoda established Toyota Motor Corporation, in 1937. It was still inherently linked and was seen as a spin-off company of Toyota Industries, during the early days. The establishment of Toyota Motor Corporation neatly coincided with the beginning of World War II and during this time Toyota became heavily involved in producing military trucks that were both efficient but also highly economical. After the end of World War II, Toyota was quick to capitalise on the knowledge it had gained and produced passenger cars on a commercial basis from 1947 onwards, beginning with the SA model (Boyson et al., 1999)[3]. Recognising the importance of the sales team in securing the future health of the company, a separate sal es company called the Toyota Motor Sales Company was established (Vaghefi Huellmantel, 1998)[4]. By ensuring that the sales function was conducted by a specific company, it was possible to ensure that the correct expertise was located in the correct area of the business and that the manufacturing arm was able to focus purely on manufacturing, while the sales arm focused exclusively on sales. Following similar strategies, a dealer chain was established which allowed the Toyota Crown to be the first car ever to be exported from Japan, in 1957. Further expansions took place in the 1960s, focusing on the key areas that would give Toyota competitive advantage in its sector including the establishment of a research and development facility. This allowed yet further expansion into other markets and, during the 1960s, the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s 10 millionth vehicle was produced. The company also entered into partnership with other large manufacturers such as Daihatsu, at this point, to expand its reach further (Grantham Carr, 2002)[5]. Worldwide dominance began, in 1963, with the first car made for the domestic market outside of Japan being built. It took less than 10 years from this point for Toyota to gain a worldwide presence. Complementary areas of business have been developed such as Toyota Financial Services, which has allowed the company to offer consumers financing for their products. It has been its ability to recognise the key factors which consumers want from a motor company that has allowed it to grow to be the largest company of its type in the world (Badri, et al., 1995)[6]. Drivers for Toyotaà ¢Ã¢â€š ¬Ã¢â€ž ¢s Success Toyotaà ¢Ã¢â€š ¬Ã¢â€ž ¢s success can be attributed to several different factors, each of which when brought together has ensured that Toyota has become the world leader that it is today. Firstly, even back in 1954, Toyota recognised that the way in which their production and delivery was going to happen could be the differ ence between success and failure (Easton Jarrell, 1998)[7]. They established the à ¢Ã¢â€š ¬Ã‹Å"kanbanà ¢Ã¢â€š ¬Ã¢â€ž ¢ delivery system also referred to as synchronised delivery, which is broadly based on the supermarket system. Under this system, those working in the production stages took the products they needed from the actual shelves and those earlier on in the production line, the storekeepers, would replenish stock so that it was up to employees in the early stages of the production process to ensure that there were suitable resources available for the future stages. This remains central to Toyota production system to the present day. There are now multiple manufacturing plants across the world, each serving its own geographical area. By adopting this method, not only does Toyota gain presence in more countries which will assist with sale levels, but it also reduces the time it takes to deliver the vehicles. Costs are also reduced in this way, meaning that whenever Toyota m oves into another country, it takes with it its entire manufacturing and research facility (Child Faulkner, 1998)[8]. As well as working closely on the production control systems, Toyota also realised as early as the 1950s that the automobile market was likely to become flooded and that it was going to have to develop vehicles that allowed it to maintain a competitive advantage. In order to do this, Toyota put considerable investment into ensuring that it had the best equipment possible and that research and development was placed at the forefront of Toyotas strategy (Zhang, 2000)[9]. The combination of the production process and extensive research and development allowed Toyota to expand its passenger car offerings rapidly including the Crown model, the Corona and the Toyo-Ace. Toyota has always been very innovative in its approach. For example, Toyota Motor Sales capitalised for  ¥1 billion,  ¥400 million of this was used to create an automobile driving sch ool. As new drivers entered the market having learnt on Toyota vehicles, sales of Toyota vehicles naturally increased. This innovative approach was one of the main key drivers of success in the early days for the Toyota Motor Company (Dale McQuater, 1998)[10]. Criteria Indicating Performance Before considering the most appropriate evaluation tools for Toyota, it is necessary to determine how Toyota defines success. Naturally, the ultimate goal is to sell more vehicles than its competitors. Therefore, the number of sales relative to its competitors in each geographical location is one of the primary goals and one of the key ways of indicating whether the company has been successful or not. However, by simply measuring the number of sales that Toyota is making, several of the other underlying success drivers would be ignored. One of the main reasons why Toyota was successful was that it invested early and suitably in research and development. Based on this factor, another ke y performance indicator must naturally be the research and development success. This can be measured through the number of new vehicles produced or the number of new design elements for existing vehicles (Flynn, et al., 1994)[11]. Another area which has allowed Toyota to gain such extensive success has been its ability to cut costs, yet still be able to produce high-quality vehicles. A huge focus has been placed on reducing costs and this is clearly one of the closely managed criteria. Breaking this down even further, costs are saved predominantly during the manufacturing and delivery process (McQuater, et al., 1995)[12]. Therefore, in order to establish how successful cost saving has been, one of the performance indicators will be the speed at which a car goes from completion to sale. This is a combination of the delivery mechanism and sales ability and requires an analysis of the overall processes involved, crossing several different functions. This cross-functional performance analysis is particularly difficult to undertake with performance evaluation tools, as each function will naturally be protective about its own performance. Toyota has a superb reputation for build quality and innovative design. This reputation is vitally important to Toyotas overall success and, whilst it has manifested its success in the number of sales, it is also important that it should be evaluated as a standalone issue. Quality management is absolutely critical to a car manufacturer (Tsutsui, 1998)[13]. Purchasers of cars demand reliability and good build quality. Reliability can be evaluated in terms of both customer perception and by using more quantitative methods such as the number of cars failing during the initial manufacturerà ¢Ã¢â€š ¬Ã¢â€ž ¢s warranty process. By measuring all of these factors together, Toyota is able to ensure that each aspect of its success is maintained to a high level, thus ensuring ongoing success. Priority of Performance Indicators When evaluating Toyotas performance, it is important to recognise that not all of the performance indicators above rank equally. Whilst many feed into each other, some areas will naturally be seen as more important than others (Doyle, 2000)[14]. It is undeniable that the key performance indicator will be the number of cars sold. This will be measured across the various different car sectors, e.g. family cars or larger multi-people vehicles and also across geographical locations. Second to this and critical to the profitability of Toyota is its ability to cut costs at every stage of production and delivery. Based on this, costs associated with production and how these are reduced should also be given considerable importance weighting. The speed at which delivery of the vehicles occurs is also linked to the costs and should be given equal importance to cost reductions in production (Ahire, et al., 1996)[15]. Toyotas reputation feeds directly into the number of sales and therefor e should be measured, accordingly. However, reputation is a subjective factor and whilst it is important that it is measured, it should be used as a supplementary measurement against the number of set goals and the costs being saved (Paley, 2006)[16]. Finally, underlying the success of Toyota is its research and development capability. Therefore, this aspect of the company should also be measured carefully, although it would not be considered a priority alongside sales of cars and cost reduction. Evaluation Tools There are of course multiple different evaluation tools which can be put in place to determine how well a company such as Toyota is performing in each of its given performance areas. Previously, we have established the important criteria for Toyota and it is recognised that these are actually very different in both nature and effect. Therefore, it is expected that different evaluation tools will be appropriate for different performance measures (Ghosh Ariff, 2004) [17]. Given the competitive nature of the automobile industry, benchmarking is likely to be one of the most popular evaluation tools. This enables the company to align itself with its competitors, to make sure that is doing better and to identify the areas of weakness with reference to others in the market (Goetsch Davis, 1997)[18]. From a less competitive point of view, in order to deal primarily with the internal issues, auditing can be employed. Auditing can take many forms but, in the case of manufacturing companies, it will commonly be quantitative in nature, for example, the amount of stock being held on a regular basis might be considered. Auditing is particularly appropriate for financial data such as costs and sale prices. To manufacturing companies such as Toyota, the production system is central and the quality of the system will be equally important. Based on this, strategic quality management evaluation will undoubtedly be an important part of Toyotas evaluati on. This will consider the amount of waste during production as well as any quality issues experienced by customers. The former quality issue will have a direct impact on costs and wastage, whereas the latter would have a direct impact on reputation and the number of sales that occur (Rogers, 2001)[19]. Self-assessment will also be particularly important, given the size of the organisation. Controlling evaluation is likely to rest in different locations for different areas of the business; therefore, a degree of self-assessment will be necessary on the part of each unit manager. The assessment would include a performance evaluation of the employees within the department as well as performance issues involved across departments (Marks, 2002)[20]. Appropriate Evaluation Tools for Toyota By considering the various evaluation tools available to Toyota (as contained in the appendix), it is clear to see that due to the variety of different needs and requirements, different evalua tion tools may be appropriate for different functions within Toyota as a large organisation and, as such, a degree of uniformity in relation to evaluation must be established. This is particularly true because of the international nature of Toyota, where production takes place on a global scale; each of these units must be working to the same rubric to be successful. The analysis in the appendix reveals that auditing would be the most appropriate evaluation tool for Toyota. This is closely followed by benchmarking and, ideally, Toyota should undertake both auditing and benchmarking to obtain a more rounded view of the position across all sectors. As Toyota undertakes considerable research and development as well as production, auditing offers the opportunity to evaluate both subjective and objective factors. For example, the number of cars produced can be measured through auditing as well as the quality of the research and development. Whilst quality management and self-assessmen t scored relatively lowly, in comparison to benchmarking, it is likely that they will also form part of the ongoing evaluation within Toyota, despite not being the main focus of the management teams (Kelley, et al., 2004)[21]. Summary Toyota is the largest and arguably the most successful motor company in the world. Moreover, this has occurred due to a range of innovative and successful strategies including research and quality management. However, in recent years, the automobile market has become increasingly competitive and globalised; therefore, Toyota has come under considerable pressure to maintain its position (Selnow Crano, 1987)[22]. Constant evaluation is needed to ensure that Toyota remains at the forefront of the market. Due to the diverse nature of Toyotas business with expertise in financing, production and research, it is likely the evaluation will take place within each of these departments as well as evaluation on a wider scale. From a broader point of view , however, it has been established that benchmarking and auditing will be the most appropriate valuation tools. Auditing was found to be the singular most useful evaluation tool for Toyota, with benchmarking following closely behind. Auditing allows those in charge of evaluation to draw together both the quantitative data in terms of sales and wastage and the more qualitative data such as reputation and the value of research developments (London, 1999)[23]. Toyotaà ¢Ã¢â€š ¬Ã¢â€ž ¢s ability to evaluate and improve on processes, continuously, has ensured that the company remains the largest car manufacturer company in the world. It is undoubted that constant evaluation of this company has been critical to the overall success both in the past and moving forward into the future. Bibliography Ahire, S.L., Golhar, D.Y. Waller, M.A., 1996. Development and validation of TQM implementation constructs. Decision Sciences, 27 (1). Badri, M.A., Davis, D. Davis, D., 1995. A study o f measuring the critical factors of quality management. International Journal of Quality Reliability Management, 12 (2). Box, T.M., White, M.A. Barr, S.H., 1993. A Contingency Model of New Manufacturing Firm Performance. Entrepreneurship: Theory and Practice, 18. Boyson, S., et al., 1999. Logistics and the Extended Enterprise: Benchmarks and Best Practices for the Manufacturing Professional. John Wiley Sons. Bunney, H.S. Dale, B.G., 1997. The implementation of quality management tools and techniques: a study. The TQM Magazine, 9 (3), pp.183-189. Child, J. Faulkner, D., 1998. Strategies of Cooperation: Managing Alliances, Networks, and Joint Ventures. Oxford University Press. Dale, B. McQuater, R., 1998. Managing Business Improvement and Quality: Implementing Key Tools and Techniques. Oxford: Blackwell Business. Delbridge, R., 1998. Life on the Line in Contemporary Manufacturing: The Workplace Experience of Lean Production and the Japanese Model. Oxford Univer sity Press. Doyle, P., 2000. Value-Based Marketing: Marketing Strategies for Corporate Growth and Shareholder Value. John Wiley Sons. DSouza, D.E., 2006. Performance Payoffs from Manufacturing Flexibility: The Impact of Market-Driven Mobility. Journal of Managerial Issues, 18. Easton, G.S. Jarrell, S.L., 1998. The effects of total quality management on corporate performance, an empirical investigation. Journal of Business, 71 (2). Feigenbaum, A.V., 1991. Total Quality Control. New York, NY: McGraw-Hill. Flynn, B.B., Schroeder, R.G. Sakakibara, S., 1994. A framework for quality management research and associated measurement instrument. Journal of Operations Management, 11 (4). Garrick, J. Rhodes, C., 2000. Research and Knowledge at Work: Perspectives, Case-Studies and Innovative Strategies. Routledge. Goetsch, D.L. Davis, S.B., 1997. Introduction to Total Quality, Quality Management for Production, Processing, and Services. Englewood Cliffs, NJ: Prentice Hal l. Ghosh, D.K. Ariff, M., 2004. Global Financial Markets: Issues and Strategies. Praeger. Grantham, C. Carr, J., 2002. Consumer Evolution: Nine Effective Strategies for Driving Business Growth. John Wiley Sons. Jackson, K.T., 2004. Building Reputational Capital: Strategies for Integrity and Fair Play That Improve the Bottom Line. Oxford University Press. Kelley, C., et al., 2004. High-Technology Manufacturing and U.S. Competitiveness. Rand. Lam, S.S.K., 1995. Quality Management and job satisfaction: an empirical study. International Journal of Quality Reliability Management, 42 (4). London, M., 1999. Principled Leadership and Business Diplomacy: Values-Based Strategies for Management Development. Quorum Books. Maani, K.E., Putterill, M.S. Sluti, D.G., 1994. Empirical analysis of quality improvement in manufacturing, Asia Pacific Journal of Quality Management, 3 (1). Marks, E.A., 2002. Business Darwinism: Evolve or Dissolve: Adaptive Strategies for the In formation Age. John Wiley Sons. McConnell, J., 1989. The Seven Tools of TQC. 3rd ed. Manly Vale: The Delaware Group. McQuater, R.E., Scurr, C.H., Dale, B.G. Hillman, P.G., 1995. Using quality tools and techniques successfully. The TQM Magazine, 7 (6). 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CRC Press. Van der Wiele, A., et al., 1996. Quality management self-assessment: an examination in European business, Journal of General Management, 22 (1). Zhang, Z., 2000. Developing a model of quality management methods and evidence their effects on business performance. Total Quality Management, 11 (1). Appendix The following matrix looks at six performance criteria for Toyota and ranks the various evaluation tools that may be available for each of the performance factors. By ranking these as high, medium or low and counting out the score, it is possible finally to determine which evaluation tool would be the most appropriate for each performance indicator. It will also reveal which too l, if only one evaluation tool can be selected, would be the most appropriate. Criteria Benchmarking Auditing Quality Management Self Evaluation Number car sales H M M M Production costs L H M M Production time frame H M L M Wastage in production L H H M Customer reputation H H M L New developments from research and development M M L M Total Score 13 15 11 11 High ranking = 3 Mid ranking = 2 Low ranking = 1 Footnotes [1] Feigenbaum, A.V., 1991. Total Quality Control. New York, NY: McGraw-Hill. [2] Swamidass, P.M., 2002. Innovations in Competitive Manufacturing. AMACOM. [3] Boyson, S., et al., 1999. Logistics and the Extended Enterprise: Benchmarks and Best Practices for the Manufacturing Professional. John Wiley Sons. [4] Vaghefi, M.R. Huellmantel, A.B., 1998. Strategic Management for the XXIst Century. CRC Press. [5] Grantham, C. Carr, J., 2002. Consumer Evolution: Nine Effective Strategies for Driving Business Growth. John Wiley Sons. [6] Badri, M.A., Davis, D. Davis, D., 1995. A study of measuring the critical factors of quality management. International Journal of Quality Reliability Management, 12 (2). [7] Easton, G.S. Jarrell, S.L., 1998. The effects of total quality management on corporate performance, an empirical investigation. Journal of Business, 71 (2). [8] Child, J. Faulkner, D., 1998. Strategies of Cooperation: Managing Alliances, Networks, and Joint V entures. Oxford University Press. [9] Zhang, Z., 2000. Developing a model of quality management methods and evidence their effects on business performance. Total Quality Management, 11 (1). [10] Dale, B. McQuater, R., 1998. Managing Business Improvement and Quality: Implementing Key Tools and Techniques. Oxford: Blackwell Business. [11] Flynn, B.B., Schroeder, R.G. Sakakibara, S., 1994. A framework for quality management research and associated measurement instrument. Journal of Operations Management, 11 (4). [12] McQuater, R.E., Scurr, C.H., Dale, B.G. Hillman, P.G., 1995. Using quality tools and techniques successfully. The TQM Magazine, 7 (6). [13] Tsutsui, W.M., 1998. Manufacturing Ideology: Scientific Management in Twentieth-Century Japan. Princeton University Press. [14] Doyle, P., 2000. Value-Based Marketing: Marketing Strategies for Corporate Growth and Shareholder Value. John Wiley Sons. [15] Ahire, S.L., Golhar, D.Y. Waller, M.A., 1996. Developmen t and validation of TQM implementation constructs. Decision Sciences, 27 (1). [16] Paley, N., 2006. The Managers Guide to Competitive Marketing Strategies. Thorogood. [17] Ghosh, D.K. Ariff, M., 2004. Global Financial Markets: Issues and Strategies. Praeger. [18] Goetsch, D.L. Davis, S.B., 1997. Introduction to Total Quality, Quality Management for Production, Processing, and Services. Englewood Cliffs, NJ: Prentice Hall. [19] Rogers, S.C., 2001. Marketing Strategies, Tactics, and Techniques: A Handbook for Practitioners. Quorum Books. [20] Marks, E.A., 2002. Business Darwinism: Evolve or Dissolve: Adaptive Strategies for the Information Age. John Wiley Sons. [21] Kelley, C., et al., 2004. High-Technology Manufacturing and U.S. Competitiveness. Rand. [22] Selnow, G.W. Crano, W.D., 1987. Planning, Implementing, and Evaluating Targeted Communication Programs: A Manual for Business Communicators. Quorum Books. [23] London, M., 1999. Principled Leadership and Business Diplomacy: Values-Based Strategies for Management Development. Quorum Books.